Control Tollgate

Lean Six Sigma Improving FTX/STX2 Tank Draw Quality SFC Henry, Don H. II Project Initiation Date: 31/03/08 Control Tollgate Date: 25/09/08

Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Control – Executive Summary ,[object Object],[object Object],[object Object],[object Object]

Project Charter Review ,[object Object],[object Object],Problem/Goal Statement Tollgate Review Schedule Business Impact Core Team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tollgate Scheduled Revised Complete Define: 04/30/08 - 04/29/08 Measure: 05/14/08 04/06/08 06/04/08 Analyze: 06/13/08 07/13/08 08/05/08 Improve: 07/18/08 08/13/08 09/05/08 Control: 08/23/08 09/13/08 09/29/08 ,[object Object],[object Object],[object Object],Problem Statement Soldiers of 1/16 express dissatisfaction with the Unit Maintenance Activities M1 series tank quality prior to mission support. Currently, 90% of the tanks drawn require maintenance for mission readiness. Approximately 10% of faults listed on the 5988-E ‘s completed by soldiers are tracked by UMA. Lastly, tank bumper number accuracy during T-2 is currently at 10% which causes excess work in the last days of the mission support draw.

Measure Review Baseline Data Tools Used Process Capability Recommended Quick Wins/RIEs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Baseline Quality #1: To-date, 33% of tanks presented for draw are not ready for issue. Baseline Quality #2 : To-date, 10% of 5988-E faults annotated by soldiers during tank draw is updated by UMA clerks. Baseline Quality #3 : To-date, 67% of tank bumper numbers presented to 1/16 at T-2 by UMA is actually drawn for mission support. The current tank draw process is capable of issuing 2 tanks per hour with a 33% critical maintenance defect rate.

Analyze Review Impact of Root Causes: Hypothesis Tests Tools Used Reducing List of Root Causes Prioritized Root Causes / Effects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Improve Review “ To-Be” Process Map Implementation Plan Solution Selection Pilot Results Solution A = a 75 % improvement in accuracy of bumper #’s (75% of 40%=30%) Solution B = a 50 % improvement of maintenance quality (50% of 30%=15%) Solution C = a 50 % improvement of vehicle tracking (50% of 30%=15%) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],QAQC Maintenance Manager Dispatch Soldier Issues prescreened bumper number list to soldier Hand receipt Vehicle signed over to soldier Avg. Delay 30 min Soldier conducts PMCS and updates 5988-E, turns it in to maintenance supervisor Passes QAQC Receives signed QAQC sheet Vehicle dispatched to soldier YES NO NVA time is in dark blue, Total delay time is reduced to .5 hours Retrieves info from RATSS system Notify UMA of the # of tanks needed Mechanics Maintenance manager checks bumper number list and 5988-E, verifies faults and makes repairs if needed Solutions Trackable Causes Accurate Bumper #’s 40% Increased quality maintenance 30% Improved vehicle tracking 30% Step Action/Task Responsible Accountable Consulted Informed 1 Updating the UMA EXSOP to reflect the new process 1/16 Maintenance Officer 1/16 Maintenance Officer UMA, 1/16 1/16 leadership, 1/16 soldiers, UMA personnel 2 Maintenance personnel PMCS training UMA Training manager UMA Program manager Human resources UMA leadership 3 Tracking board updates Maintenance leader Maintenance leader mechanics soldiers 4 5988-E updates UMA ULLS clerk Mechanics, Soldiers, ULLS clerks Mechanics, Soldiers, ULLS clerks 1/16 leadership, 1/16 soldiers, UMA personnel 5 Issue of bumper number list to Soldiers Maintenance leader Maintenance leader Mechanics/QAQC 1/16 leadership, 1/16 soldiers, UMA personnel 6

Measurement System Analysis ,[object Object],Type of Measurement Error Description Considerations to this Project Discrimination (resolution) The ability of the measurement system to divide measurements into “data categories” Work hours can be measured to .25 hours. Tank draw times are measured to +- .25 hours. Bias The difference between an observed average measurement result and a reference value No bias - Work hours and draw start-stop times consistent through the population. Stability The change in bias over time No bias of work hours and draw data. Repeatability The extent variability is consistent Not an issue. Labor and tank usage is based on course requirements, so it is historical and felt to be accurate enough for insight and analysis. Reproducibility Different appraisers produce consistent results Usage data deemed not reproducible, therefore was not considered in determining which were used during the tank draw Variation The difference between tanks Tanks are either Fully Mission Capable or Non Fully Mission Capable.

Standard Operating Procedures (SOPs) and Training Plans SOPs Requiring Revision Required Training SOPs Requiring Revision Responsible Status EXSOP Joe Massouda and MAJ Douglas Aydelott In process Required Training Responsible Status UMA employees (PMCS Training) Reed Lyons In Process 16 th Cavalry Soldiers (PMCS Training) Various Troop Commanders In Process

Process Monitoring and Stabilization: Visual Control Measures Takt time sheet to be used in vehicle issue times and monitor throughput

Process Monitoring and Stabilization: Visual Control Measures Map board to be used in vehicle tracking and aid in bumper number accuracy

Transition to Process Owner: RACI Chart R = Responsible – The person who performs the action/task. A = Accountable – The person who is held accountable that the action/task is completed. C = Consulted – The person(s) who is consulted before performing the action/task. I = Informed – The person(s) who is informed after performing the action/task. Step Action/Task Responsible Accountable Consulted Informed 1 Map board updates Maintenance supervisor (UMA) Maintenance supervisor (UMA) Mechanics and soldiers 16 th Cav Leadership and UMA program manager 2 Takt Time Sheet annotation Maintenance supervisor (UMA) Mechanics Maintenance supervisor (UMA) 16 th Cav Leadership and UMA program manager 3 Bumper number list updates Maintenance supervisor (UMA) Mechanics and Maintenance supervisor (UMA) UMA program manager 16 th Cav Leadership and UMA program manager 4 Maintenance training (UMA) UMA program manager UMA program manager UMA program manager 16 th Cav Leadership 5 Maintenance training (soldiers) 16 th Cav Leadership 16 th Cav Leadership Unit Motor Officer Unit Motor Officer 16 th Cav Leadership

[object Object],[object Object],[object Object],Transition to Process Owner: Other Steps

Transition to Process Owner: Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object]

Project Replication Opportunities and Benefits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Barriers/Issues/Project Action Log ,[object Object],[object Object],[object Object],[object Object],[object Object],Lean Six Sigma Project Action Log Last Revised: 09/09/2008 No Description/ Recommendation Status Open/Closed/Hold Due Date Revised Due Date Resp. Comments / Resolution 1 Leave of critical team member 14 May 4 May 2 Larger multi-colored Push Pins Closed 9 Sep. n/a SFC Henry Identified on 3 Sep. 3 Investigate possible IT tracker Open TBD UMA program Manager 4 5

Next Steps ,[object Object],[object Object],[object Object]

Project Contributors Team Member Project Contribution Andre Mackey, MAJ Champion Douglas Aydelott, MAJ Assistant Champion Joe Massouda, Program Manager Process Owner Reed Lyons, Supervisor Subject Matter Expert (SME) Richard Pryor, Basic Issue Items SME Don Henry, SFC Black Belt (Project Leader) Nathan Sprague Master Black Belt These team members contributed to the success of this project!

Analyze Storyboard Define Project Charter T-6 IPR T2T RATSS T-5 T2T T-4 T2T T-3 T2T T-2 IPR vehicle Bumper #s Given to unit T-1 Tank draw, HETT, 5988-E update Measure BII draw measured Tank draw measured 5988-E updates measured RIE Baselines collected Critical X’s Identified Potential Root Causes Identified Root Causes Prioritized Analyze Improve Potential solutions identified Pilot test/results Implementation Plan developed Control Update SOP’s Train, train, train Process owner takes over! Problem: Poor tank quality at issue Goal: Improve tank quality at issue, Reduce rework, improve fault tracking Non-quantifiable Benefits Morale, tank maintenance, fault tracking Step Action/Task Responsible Accountable Consulted Informed 1 Updating the UMA EXSOP to reflect the new process 1/16 Maintenance Officer 1/16 Maintenance Officer UMA, 1/16 1/16 leadership, 1/16 soldiers, UMA personnel 2 Hiring of more maintenance personnel UMA Hiring manager UMA Program manager Human resources UMA leadership 3 Tracking board updates Maintenance leader Maintenance leader mechanics soldiers 4 5988-E updates UMA ULLS clerk Mechanics, Soldiers, ULLS clerks Mechanics, Soldiers, ULLS clerks 1/16 leadership, 1/16 soldiers, UMA personnel 5 Issue of bumper number list to Soldiers Maintenance leader Maintenance leader Mechanics/QAQC 1/16 leadership, 1/16 soldiers, UMA personnel 6

Sign Off ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CW4 David Lucy Resource Manager/Finance COL Leopoldo Quintas Deployment Director SFC Don H. Henry II Black Belt Nathan Sprague Master Black Belt MAJ Andre L. Mackey Sponsor / Process Owner

Control Tollgate Checklist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Has the team implemented the solution, and a control plan to insure the process is robust to change? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tollgate Review Stop

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