FRC SE AIRSpeed Jeff Colquitt, FRCSE AIRSpeed Director.

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FRC SE AIRSpeed Jeff Colquitt, FRCSE AIRSpeed Director

Transcript of FRC SE AIRSpeed Jeff Colquitt, FRCSE AIRSpeed Director.

Page 1: FRC SE AIRSpeed Jeff Colquitt, FRCSE AIRSpeed Director.

FRC SE AIRSpeedJeff Colquitt, FRCSE AIRSpeed Director

Page 2: FRC SE AIRSpeed Jeff Colquitt, FRCSE AIRSpeed Director.

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WE FIX IT RIGHT, SO THEY’RE READY TO FIGHT!

We provide aviation maintenance solutions that satisfy Navy Warfighters’ demands.

MISSION STATEMENT

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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

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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

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MAJOR PRODUCTS & SERVICES

In-Service Engineering and Logistics Support

Other Support– Fleet Training

– Manufacturing

– Foreign Military / Other Government Agency Support

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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

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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.

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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!

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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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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

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“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

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FRC SE AIRSpeed

You better be runnin’ !!

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FRC SE AIRSpeed

“I improve, therefore I am.”

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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)

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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

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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

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•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

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Organization Tool(DMS)

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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

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F/A-18 Single Piece Flow Line

FRCSE Accomplishments

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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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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

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Challenges

• Change is hard

• Documenting savings / results

• Keeping it simple

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