Originally created Thursday, November 3, 2005
Mayport Eager To Implement AIRSpeed Design
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Enterprise AIRSpeed is NAVRIIP's enabler for operationalizing cost-wise readiness across the Naval Aviation Enterprise, according to Naval Air Systems Command.
Enterprise AIRSpeed focuses on the total aviation solution within all levels of supply and maintenance. The program integrates best business practices, which include Basic and (Advanced Theory of Constraints, Lean and Six Sigma. Enterprise AIRSpeed emphasizes continuous improvement to the Naval Aviation culture, and strives toward four NAVRIIP productivity metrics: throughput, time on wing (TOW), Man-hours and inventory. The metrics lead to cost-wise readiness in support of the Fleet Response Program (FRP).
Before the AIRSpeed teams arrived, the AIRSpeed philosophy of productivity improvements through process improvements motivated AIMD Mayport to try small initiatives on our own. With Lean and Six Sigma initiatives, and joint ventures with depot artisans we have already tasted the successes in decreased Turn Around Times (TAT), increased repair capabilities and reduced facilities foot print.
These initiatives delivered improved flight-line support and avoided significant costs associated with sending items to the Depot as well as empowered Sailors to make their work better, which is priceless.
T700 Engines: Lean-Manufacturing initiatives in the engine production shop reduced the time to reliably replenish (TRR) from an average of 95 days to 32 days, a 66 percent reduction.
Using the AIRSpeed TOC design Mayport just completed, we expect a further 80 percent reduction in TAT to seven days. The AIRSpeed TOC design will include the placement of Ready for Issue (RFI) buffers for the engine modules which will further their ability to support flight-line readiness requirements.
Main Rotor Blades: Increased repair capability from X1 (repair not authorized) to C3 (limited repair) using FST training and depot level assistance resulted in 10 not being declared Beyond Capable Maintenance (BCM).
Tail Rotor Blades: Increased repair capability resulted in 11not being declared BCM.
H-60 Center Stabilizer: Increased repair capability in bushing and bearing pushing and removal techniques through the use of a new tool kit resulted in nine not being declared BCM.
H-60 Air Inlet Assembly: Increased repair capability resulted in 10 not being BCMed.
ADAN Christopher J. Murphy also working on a SH-60B T700 engine in AIMD Powerplants shop. Post lean is a cleaner more organized work station. It is more organized due to the tool box attached to the work station.
It has greatly improved the repair capability and generated substantial cost avoidances. In addition, the artisans' presence has provided a pool of knowledge from which the technicians are able to draw from. This experience has increased the technicians' knowledge and resulted in a more efficient process and a higher quality product for the flight line.
Six Sigma events:
Armament Work Center:
*Freed up 288 square feet of floor space.
Paraloft:
*Increased productivity by 65 percent.
*Reduced setup time from 15 minutes to five minutes (66 percent improvement).
*Decreased travel time between stations as follows:
-Fire bottles from 165 feet to 80 feet (52 percent reduction)
-Dry suits from 104 feet to 70 feet (33 percent decrease)
-LPUs from 183 feet to 150 feet (18 percent decrease)
Power Plants
*Reduced T700 repair footprint by 1700 square feet (66 percent improvement)
*Increased weekly production rate from 3.5 to 5.5 engines (57 percent improvement)
*Reduced walking distance for engine repair from 10,300 feet to 4,220 feet (59 percent decrease)
*Decreased IMRL space by 154 square feet (48 percent improvement)
*Reduced time to inventory IMRL gear by 10 hours (71 percent improvement)
*Identified $79,013 of IMRL for fleet distribution
Work Center 650 (Avionics TMV)
*Developed Standard Work for basic maintenance and supply NALCOMIS functions, reducing the training curve from 11 months to five months (54 percent improvement)
*Developed Standard Work Procedures for basic maintenance actions, reducing training curve from 12 months to six months (50 percent improvement)
*Decreased walking distance and bench setup time from 423 feet and 24 man hours to 155 feet and 9.2 man hours (63 percent improvement)
The successes the AIRSpeed tools are generating combined with the empowerment of the junior Sailors and the enthusiastic support of leadership means you can expect even more from the Mayport AIMD as we begin to implement its AIRSpeed design.
Enterprise AIRSpeed is the only DOD program using the tools of Theory of Constraints (TOC), Lean and Six Sigma together to garner improvements. TOC is used to ''design'' how the work should flow and identifies the constraints and bottlenecks. Then the tools of Lean and Six Sigma are applied to reduce waste and eliminate or manage constraints.
