Con

trol

Lean Champion: Janet Haviland

Deployment Champion: Dana Whiddon

Project Sponsor: “Ski” Smigelski

Process Owner: LCDR Marc Rouleau

Black Belt: Debbie Haguewood

Project Lead: John Hoffpauir

Master Black Belt: Keith Johnson

Team Members:

Greg Barnetson Jimmy Shiver

Brian Syme Ed Hood

Project Start Date: 13 Jun 2008

Control Tollgate Date: 03 Dec 2008

Tollgate Review

StopStop

PUBLIC WORKS SHOPS PREVENTIVE MAINTENANCE

ControlControlLean Six Sigma: Control

Improvement Process Road Map

• Mistake-Proofing/Zero Defects

• Standard Operating Procedures (SOP’s)

• Process Control Plans

• Solution Replication

• Project Transition Model

• Implement Mistake Proofing

• Develop SOP’s, Process Controls

• Implement Solution and Ongoing Process Measurements

• Identify Project Replication Opportunities

• Risk Analysis

• Transition Project to Process Owner • Complete Control Tollgate

ToolsActivities

MeasureDefine Analyze

Kaizen, 5S, NVA Analysis,Generic Pull Systems,

Four Step Rapid Setup Method

Identify and Implement Quick Improvements with Kaizen

Improve Control

ControlControlPROJECT DESCRIPTION

Where is the pain?• Increased O&M cost• Unpredictable equipment failures

• Complaints from occupants of facilities• PMs only performed if linked to a customer

requested work order

• USMCmax software is under utilized• M&R equipment costs not fully captured• Increased maintenance cost

• Reduced equipment life expectancy

ControlControlPROJECT CHARTER

Public Works (PW) Branch does not have a viable preventive maintenance (PM) program thus is not performing PMs of facility assets throughout the base. Asset inventory is incomplete; critical assets, systems, and equipment are not prioritized. Management cannot predict failure or replacement requirements. PMs are only being performed if directly linked to a customer requested repair of an asset that is not operating properly. USMCmax facilities software is under utilized. Costs are not fully captured. Breakdowns inconvenience facility occupants. Unscheduled maintenance cost has increased and reduced the life expectancy of facility assets.

The process begins with the inclusion of assets entered into the USMCmax PM program managed by the Operations Section. The Shops then receive a work order to perform a scheduled PM until the work is completed and fully documented in USMCmax.

Problem Statement

ControlControlPROJECT CHARTER

Develop and implement a comprehensive HVAC PM program that includes these goals:– Prototype will be completed for Bldg 3600

• Equipment not available in Bldg 3600 will be prioritized to incorporate other types of HVAC systems

– Identify assets– Establish asset priority systems, if appropriate– Establish metrics for work performance – Develop SOPs– Minimize unscheduled maintenance – Correct delays in materials, parts, and supplies directly

impacting the process

Goal Statement

ControlControl

- Validate assets requiring PM- Establish an asset priority system,

if appropriate- Identify materials and equipment

required to perform the work for a pilot

- Identify required skill sets- Identify manpower impacts,

requirements- Identify transportation

requirements in performance of the work

- HVAC systems for MCA to be performed by CRS

- Utilize USACE EM 385-1-1 (3 Nov 03) Safety-Safety and Health

Requirements

- Inventory management of existing materials other than materials needed for the project pilot

- Tool control management- Scheduled work (i.e.; grass

cutting, tree trimming, etc.)- Industrial equipment located in

facilities assigned to MCA maintained by the CRS

- PM work identified in existing or pending FY08 award contracts

- Development of ORM safety plans (Risk Mgmt Office)

In Scope Out of Scope

PROJECT CHARTER

ControlControlPROJECT CHARTER

Tollgate Review ScheduleCore Team

Tollgate Scheduled Revised Complete

Define: 07/11/08 xx/xx/xx 07/11/08

Measure: 08/13/08 xx/xx/xx 08/13/08

Analyze: 09/08/08 08/22/08 09/25/08

Improve: 10/15/08 10/10/08 10/16/08

Control: 10/15/08 10/10/08 12/03/08

Lean Champion Janet Haviland Deployment Champion Dana Whiddon Sponsor “Ski” Smigelski Process Owner LCDR Marc Rouleau Project Lead John Hoffpauir Black Belt Debbie Haguewood

Core Team Role Trained Jimmy Shiver TM Just in time Brian Syme TM GB Greg Barnetson TM GB Ed Hood TM Just in time

ControlControlSTATUS: JUST-DO-ITs

Status of items approved 16 Oct 08 Improve tollgate:

• Backflow protectors for all hose bibs: – Ordered by PW for installation by the PM team during the course of identifying

equipment, performing PMs• Capturing PTACs from former SNCO barracks, 7964 & 7966:

– Completed, PMed and ready for use in 10201 & 10202• Tech library:

– Manuals collected, stored in Room 11, Operations Section, awaiting PM/Warranty Specialist incumbent to establish, maintain

• Housekeepers trained to clean washable PTAC filters monthly:– Completed 1 Dec. Added to monthly cleaning checklist

• Bench stock costs added to all Shop work orders to cover consumable materials:

– Deferred until USMCmax Ver. 6.2 launches Jan 09• Adjust USMCmax user groups to restrict closing work orders to Operations

personnel only: – Deferred until USMCmax Ver. 6.2

ControlControlSTATUS: APPROVED RECOMMENDATIONS

Status of recommendations approved 16 Oct 08 Improve tollgate:

• Charter revised:– Utilize USACE EM 385-1-1 for the Safety Plan– Remove assumption for FY09 COCESS award as inventory management source

• Replicate the prototype PM Manual as a template for all facilities, all PM systems:– Adopted for future use

• Activate employee module in USMCmax, associate to duties for work scheduling, labor tracking, adjust work hours for seasonal work:

– PM Team loaded; 5 civil service + 2 contract employees + 1 vacant WG-08– Work assignment manager deferred until USMCmax Ver. 6.2 launched

• PW Technicians and customer service policy effective 1 Dec 08:– Technicians identify themselves to the customer before starting work – Show identification (PW researching badge holder options at present)– Solicit customer feedback, ICE cards provided before departing the work area

• GOV fleet magnetic “Business Signs”:– Designed by 5 Dec 08 for use on full PW GOV fleet

• Prioritize, by building, HVAC inventory, PM job plan development and performance– ?

ControlControlSTATUS: APPROVED RECOMMENDATIONS (Cont.)

Status of recommendations approved 16 Oct 08 Improve tollgate:

• I&E’s confirmed prioritized list of other assets for PM program replication:1. HVAC2. Industrial Waste Treatment Plan3. Air Compressors4. Gas Plant5. Electric Panels6. Emergency Lights7. Mechanical Gates8. Direct Digital Control

• Water treatment testing to include 3rd party sampling as part of the performance assessment plan

– Added to BOSC, projected 2nd quarter award• Review/replace PDs to identify required skill sets

– I&E to begin reviews in Jan 09• Review/revise the T/O accordingly

– Contingent on PDs, manpower authorizations, etc.• Optimize apprenticeship opportunities to fill vacant positions

– I&E working with HR

ControlControlEQUIPMENT PRIORITY CODE

• Approved 16 Oct 08

• Purpose: – Equipment priority code

assignment advances response time above non-equipment work orders

• Adjustment proposed:– Priority 6 advanced response time

be changed from ≤ 15 minutes to ≤ 30 minutes

• Mirrors MCA/MCLBA agreement for emergency response on all equipment, facilities

ControlControlSTATUS: IMPLEMENTATION PLAN1 of 3 total pages. Complete Implementation Plan Status provided separately.

* E. Hood is interim contract staff solution until PM/Warranty Specialist is filled

ControlControlFMEA Risk Mitigation1 of 3 total pages. Complete FMEA provided separately.

FMEA initially provided to Sponsor 14 Oct 08

ControlControlCONTROL PLAN1 of 5 total pages. Complete Control Plan provided separately.

Control Plan initially provided to Sponsor 14 Oct 08, last revision 19 Nov

ControlControlSAMPLE USMCmax REPORT

• USMCmax report capabilities have extensive capabilities, options

• Reports are customized for each user depending on their position within I&E Division

ControlControl

-Availability of GOVs-QC documentation and capabilities in USMCmax-USMCmax “down”

-Demarcation concerns between contract and government responsibilities

-Skilled workers-Vacant positions

-NMCI restrictions on wireless capability

Ou

tside I&

E

Co

ntro

l

Is the X w

ithin or outside of P

W’s C

ontrol

With

in I&

E C

on

trol

With

in I&

E’s

Sp

here o

f In

fluen

ce

- Warranty information not captured in USMCmax; number of occurrences is low

-Tech data availability-Inaccurate position descriptions

-Training new employees to use hand-held devices

-Work schedule -Mandatory use of hand-held devices-Inventory not available in GOVs-Dedicated staff to inventory assets

-Communication-Inventory Management

-Training on PM, M&R of new equipment

-Tools, equipment to perform PMs- Validity of equipment inventory (updates)- Materials availability-PM team being pulled to work non-PM requirements

Low ImpactMedium ImpactHigh Impact

Does the X have a High, Medium, or Low Impact on the Project Y?

RISK ANALYSIS AFTERHVAC PM PROCESS IMPLEMENTED

ControlControlPROJECT FINALIZATION

Project Team:• 5 Dec:

– Finalize strategic performance measures w/Sponsor

• 12 Dec:– Deliver project documentation to Sponsor– Score recommended multi-generational projects w/I&E

• PM on Industrial Equipment• Parts, Tools, & Equipment Management

• PM on remaining assets: IWTP, Air Compressors, Gas Plant, Electric Panels, Emergency Lights, Mechanical Gates, & Direct Digital Control

ControlControlSIGN OFF – HVAC PM PROJECT

• Policies & Procedures for the Improve and Control phases were documented and communicated on 16 Oct and 03 Dec 2008, respectively

• I understand the New Policies and Procedures• I understand and take responsibility for monitoring the Performance Metrics as

delineated in the Control Plan• I will report the progress on this sub process on a regular basis to the Deployment

Champion• I understand the corrective action procedure and am responsible for ensuring that

action items are completed to hold the gains and capture the project benefits• The Control Tollgate was successfully completed on 03 Dec 2008

_____________________________Dana Whiddon Deployment Champion

_____________________________C. N. Haliday, Col, USMCCommanding Officer

_______________________________Janet Haviland Champion

____________________________Keith Johnson Master Black Belt

______________________________M. L. Rouleau, LCDR, CEC, USN Process Owner

____________________________F. R. Broome Director, I&E Division

____________________________Hubert W. Smigelski Sponsor