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FRC SE AIRSpeedJeff Colquitt, FRCSE AIRSpeed Director
Slide 2
WE FIX IT RIGHT, SO THEY’RE READY TO FIGHT!
We provide aviation maintenance solutions that satisfy Navy Warfighters’ demands.
MISSION STATEMENT
Slide 3
P-3 “ORION”
LONG RANGE PATROL AIRCRAFT FOR INTELLIGENCE, SURVEILLANCE AND
RECONNASSANCE
F/A-18 “HORNET”
ALL WEATHER ATTACK AIRCRAFT ALSO USED AS A FIGHTER
EA-6B “PROWLER”
ELECTRONIC WARFARE AIRCRAFT JAMS RADAR, ELECTRONIC DATA
LINKS AND COMMUNICATIONS
H-60 “SEAHAWK”ANTI SUB & ANTI SURFACE UNIT WARFARE, ANTI SHIP
SURVELLANCE & TARGETING, SAR, VERTICAL REPLENISHMENT & UTILITY TRANSPORT
MAJOR PRODUCTS & SERVICES
Slide 4
MAJOR PRODUCTS & SERVICES
Engine Program
– F404-F1D2 (USAF – F-117 Stealth Fighter)
– F404 (FMS – F/A-18 A-D)
– F414 (USN – F/A-18 E/F)
– TF34 (USAF – A-10)
– J52 (USN – EA-6B)
– T56 (USN – P-3, I Level)
– T700 (USN – H-60, I Level)
Component Repair
– Engine
– Avionics
– Structural / Mechanical
Slide 5
MAJOR PRODUCTS & SERVICES
In-Service Engineering and Logistics Support
Other Support– Fleet Training
– Manufacturing
– Foreign Military / Other Government Agency Support
Slide 6
PPP’s at FRC SE All PBLs Meeting or Exceeding Their Metric –
Availability & Reliability!
BAEAN/ALQ-126B Electronic
Countermeasures85% GUARANTEED AVAILABILITY
Lockheed MartinALQ-142 Electronic Countermeasures 85% GUARANTEED
AVAILABILITY
Rockwell CollinsF/A-18 Cockpit Displays, HUD, DDI 85% GUARANTEED AVAILABILITY
GEAEF404 & F414 Engine
Components85% GUARANTEED
AVAILABILITY
Raytheon AAS-44 Forward Looking
Infra-Red (FLIR) 90% GUARANTEED
AVAILABILITY
BoeingF/A-18 E/F Unique Components
GUARANTEED FILL RATE
AVAILABILITY & RELIABILITY
AAIEA-6B Hydraulic Components
100% GUARANTEED AVAILABILITY
HoneywellF404 Engine Main Fuel Control
90% GUARANTEED AVAILABILITY
Pratt & WhitneyJ52 Engine Components
PBL Transition
•SECDEF PBL AWARD WINNERS
FRCSE PARTNERING
Slide 7
DEMOGRAPHICS
Largest Tenant Command on Naval Air Station Jacksonville
Largest Industrial Employer in Northeast Florida / Southeast Georgia
53 Buildings on 102 Acres
– Approximately 44,000 Pieces of Plant Equipment
– Total Replacement Value in Excess of $699 Million
3,044 Civilians and 1,027 Military as of 5/01/07
– Augmented by over 400 Contractors
– Average Civilian Age 50
Approximately 120 Occupations
One out of every ten manufacturing jobs in Jacksonville are at this facility.
Slide 8
BUSINESS LIKE… BUT NOT A BUSINESS
A Business Framework
– Revenues Cover Costs
A Business Perspective
– Focus on Quality, Costs and Financial Results
A Business Culture
– Competitiveness
– “Best Value”
But . . . A Military Mission
– Motivated by Customer Requirements
FLEET READINESS, NOT PROFIT!
Slide 9
NAVAL AVIATION OPERATING ENVIRONMENT
Harsh Maritime Conditions
Required to be Self-sufficient– Minimal Re-supply underway
– Repair “Onboard”
Aging Aircraft and Equipment
Commitments Undiminished
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Slide 11
AIRSpeed
2003 – 2007, And Beyond
2002
2001
1999 - 2000
1996 - 1999
1993 - 1996
1992
AS9100
MRP II
BRABRACC
REACTIVE FIREFIGHTING PROACTIVEBATCH & QUEUE / PUSH SINGLE-PIECE FLOW PULL
THE ROAD TO A WORLD-CLASS HIGH-PERFORMANCE ORGANIZATION
9-11
1993-1996 – Consolidated six NAVAIR Depot to three1996-1999 – COTS Resource Planning Tool deployed1999-2000 – Establish Continuous Improvement Baseline & Foundation2001 – Commence the Lean Journey and Benchmarking ActivitiesApr 2002 – Offers of Assistance (General Electric, Pratt & Whitney,
Thomas Group)2002 – 1st Performance Based Logistic Partnership established
BPRBPR
BAIMBAIM
TQLTQL
TOCFISCFISC
PartnershipPartnership
Six SigmaPBLPBL LEAN
Search for Improvemen
t ToolsIISRPIISRPISO900
0
May 2002 – Develop Lean/Six Sigma Support Plan for EnginesJune 2002 – Depot Leadership attends MIT (Lean Aerospace Initiative)
Lean Enterprise Executive CourseJuly 2002 – 1st Depot-run Event CommencesNov 2003 – AIRSpeed Deployment Begins
4Disciplines
Slide 12
“We simply have to transform this place. It is every bit as important to the success of the global war on terrorism as the other things we're doing.”
Donald B. RumsfeldFormer Secretary of
Defense
“…transforming the military. What is different today is this sense of urgency: The need to build this future force while fighting this present war. It is like overhauling a car engine while you are going 80 miles an hour.”
George W. Bush President of the United States
“…we will create an enterprise culture and achieve Operational Excellence….like most major corporations, we need to build a process centered organization that eliminates the variation between goals and results through Six Sigma improvements.”
Gordon
R. England Deputy Secretary of Defense Former Secretary of the Navy
The Mandate to Continuously Improve
“… Senior Leaders drive Transformation. Senior Leaders set expectations. They must be in alignment on why we are transforming, what we are transforming, and how we are transforming. Focus on efficient delivery of Value: Great strides are made across our Navy with Lean/six Sigma and Theory of Constraints to create efficiencies and improve productivity. This effort will continue and more can be done. ”
ADM Michael G. Mullen
Chief of Naval Operations
“… Lean Six Sigma (LSS) is a proven business process...Several elements of the Navy and Marine Corps have engaged in LSS activities. These activities averaged a 4:1 return on investment. The mission is clear: create more readiness and assets within our budget through LSS…
Donald C WinterSecretary of the Navy
Slide 13
FRC SE AIRSpeed
You better be runnin’ !!
Slide 14
FRC SE AIRSpeed
“I improve, therefore I am.”
Slide 15
FRCSE AIRSpeed Organization
6.3.A1AIRSpeed Division(Jeff Colquitt GS-14)
6.3.A1AIRSpeed Division(Jeff Colquitt GS-14)
Process Improvement Expert
James White (GS-13)
Process Improvement Expert
James White (GS-13)
Process Improvement Expert
Vacant (GS-13)
Process Improvement Expert
Vacant (GS-13)
Process Improvement Expert
Sam Kimble (GS-13)
Process Improvement Expert
Sam Kimble (GS-13)
Process Improvement Expert
Expert (GS-13)
Process Improvement Expert
Expert (GS-13)
AIRSpeed Champion
Mike Sikes (GS-12)EA-6B
AIRSpeed Champion
Mike Sikes (GS-12)EA-6B
AIRSpeed Champion
Victor Huot (GS-12)F/A-18
AIRSpeed Champion
Victor Huot (GS-12)F/A-18
AIRSpeed ChampionAl Sanderlin (GS-12)
Avionics
AIRSpeed ChampionAl Sanderlin (GS-12)
Avionics
AIRSpeed ChampionRich Araujo (GS-12)
H-60
AIRSpeed ChampionRich Araujo (GS-12)
H-60
AIRSpeed ChampionRobin Geer (GS-12)Industrial Common
Processes
AIRSpeed ChampionRobin Geer (GS-12)Industrial Common
Processes
AIRSpeed ChampionBill Updegraff (GS-12)
P-3
AIRSpeed ChampionBill Updegraff (GS-12)
P-3
AIRSpeed ChampionKen Newton (GS-12)Industrial Common
Processes
AIRSpeed ChampionKen Newton (GS-12)Industrial Common
Processes
AIRSpeed ChampionChris Kopp (GS-12)
Structural/Mechanical Comps
AIRSpeed ChampionChris Kopp (GS-12)
Structural/Mechanical Comps
AIRSpeed Champion
Ray Noe (GS-12)Engines
AIRSpeed Champion
Ray Noe (GS-12)Engines
AIRSpeed ChampionRufus Wright (GS-12)
Engines
AIRSpeed ChampionRufus Wright (GS-12)
Engines
Data Mgr (ADMS)Karla Blaise (GS-11)
Data Mgr (ADMS)Karla Blaise (GS-11)Metrics Mgr
Bruce Masters (GS-12)
Metrics MgrBruce Masters (GS-12)
Slide 16
FRC SE AIRSpeed Organization
Tenets of the AIRSpeed Organization
•Customer focused
•Develop continuous process improvement culture
•Intellectual resource
–Lean, TOC, 6 Sigma, 4D
•Coach, mentor, facilitator
•Eyes and ears to identify waste
Slide 17
FRC SE AIRSpeed Organization
– If you don’t remember anything else……………..•Focus on the process
– Continuously improve
– Keep it simple
• Execute– Set Clear/ specific goals
– Commit
– Account
– Keep Score
Slide 18
•Organize– Align AIRSpeed resources closest to the customer (SBT)
– List all ideas in the Automated Data Management System (ADMS)
– Track all project’s progress
•Standardize/Simplify– Standardize and simplify AIRSpeed processes
» Operational Maturity Matrix (OMM)
» 4 Disciplines of Execution
•Return on investments– Focus efforts where it counts
» Cost, Schedule, Quality - WIGs
» Capture benefits of projects in ADMS
•Growth– Develop continuous process improvement culture
– Develop intellectual resource
FRCSE AIRSpeed Focus
Slide 19
Organization Tool(DMS)
Slide 20
FRCSE Accomplishments
EA-6B Product Line– Submitted for SHINGO Award
• The Prize was established in 1988 to promote awareness of Lean manufacturing concepts and recognize companies in the United States, Canada, and Mexico that achieve world-class manufacturing status.
• The Shingo Prize philosophy is that world-class business performance may be achieved through focused improvements in core manufacturing and business processes.
– Manufactured and installed canopy side beams that last 20 percent longer than original equipment manufacturer designed beams and at a cost avoidance of $180,000 annually
– Reduced flow days by 30 percent
– Reduced defects per aircraft by over 78 percent
– Increased on-time deliveries from 33 percent to 82 percent from FY04 to FY07
– Reduced work-in-process from 17 to 11 aircraft from FY04 to FY06
– Saved customers $3.98M, realized from improvements from FY04 to FY06
– Reduced direct staffing by 21 percent from FY04 to FY06
Slide 21
F/A-18 Single Piece Flow Line
FRCSE Accomplishments
Slide 22
FRCSE Accomplishments• F/A-18 Product Line
• Decreased Turn-Around-Time from 466 days to 258 days (46%) since beginning of FY06
• Cell TAKT time reduction from 28 days to current 15 day process (46%) since FY06
• Improved production throughput from 2 aircraft to 16 aircraft (700%) since FY05
• Reduction of 7,000 hours equates to $600K in labor costs per aircraft
• The elimination of third shift requirements and stand-up of the third aircraft fixture saved the SBT approximately $42K annually.
• Make versus Buy savings of $51k per unit for in-house manufacture of Y395 former.
• Implemented 4 Disciplines of Execution which focuses on teams, accountability, and setting clear and realistic goals.
• Established a Shop Process Instruction (SPI) team
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Slide 24
FRCSE Accomplishments
Engines Product Line
• F404 Turn-Around-Time reduced from 85 to 42 days (51%)
• F414 Turn-Around-Time reduced from 65 to 32 days (51%)
• J52 Pulse Line Implemented Reducing WIP by 11 (41%)
BEFORE AFTER
Slide 26
Challenges
• Change is hard
• Documenting savings / results
• Keeping it simple
Slide 29
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