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Show 9 ll:!h,r I, In, Missile Maintenance Branch leans forward costs realized from individuals moving around are more than offset by a right-sizeorganization, flexible enough Jmnsfoim.ihtr' ( to handle emergencies and attrition contingencies. Also, J ii ly J'iu a he deputy Win n K, i, J lean operations don't cover up operating problems M uni, nam c lit audi, he had l)i audi !i ' instead, they expose them. To effectively countermeasure t III rc il.ii; ': these problems, you need a highly knowledgeable worktin- pf .n-..- : ions years Main-'- . Olir. force. People that just understand the intricacies of I'i itioii ll'll.Ult r Maii'i, ,;!. their own workbench aren't much help in finding root iirain. nil Kate Production for the !'. .. WO, IlLMil causes." ' K hi-fa .i am - a 12 lold increase in ii,. The first step in setting up a lean process is figuring out II an entire and culture als e(ll ellli'llts, and is what that the interval of time between producing units needs more difficult than pn .. changing III I. '! a'. ill kiit 'i od net ion capability words can express." to be how fast it needs to operate. Under the lean Mil 'i well im a in kxecut ve )f liter ..,,..!, The difficulty appears not only to be a change in phi- concept, that interval of time is called "takt," a German In I'M n.i'iaiii losophy, w hich is dramatic, but also the errors of the past. term meaning rhythm. It is calculated by dividing the I. an :. ' !' conand had .on.. ll.ivini', iniin having People see this as just another trendy business term like requirement by the available production time. - ui.pli mentation in Bldtf. 849, - '.iili TQM. TPM or PBM, and think that if you ignore it long Under the Propulsion Replacement Program, the mismm aim units, Jugler was eon-- . enough it will go away. '..M pa ciiiii' sile maintenance shop has to produce 96 boosters per year. I' an ottered the answer to all Villi (I The next worker challenge is single item flow ,i li.i iiiik every- If there are 216 workdays available, the missile maintethree !;;' nance shop must produce a single booster every 2.25 days. thing should work like an assembly line. "1 ui inn. iii "Under the lean concept, people need more understanding And, because each booster requires four servo injectors, hu;l i. dhe Sl'O had just hired I.t. t ol All, ,ii I'i ..piiKion livisjoiu hid. We atirccd of the entire operation, not less," he said. "No matter what the flight control shop must produce one servo injector at )i a' in' o la Sinn n ,ii ol a lea process offered most are philosophy you're under, operating people day. your every nine hours on a " Ii am A cording to s oi if it ii. es- niii In valuable asset. The greater the capability of your people, Juler, Every subcomponent that goes on the booster must be w n ii in ii si si e ii ce l h at we operate the greater the dependability of your organization." Thereaii! loi ei ei calculated the same way. Each takt defines an overall pro"to the In ai ol a iii nni " liam'.im', tin- missile inainlenauce fore, under the guise of lean, people need to move from duction rhythm that delivers all required components just bench to bench. way oi donm thin;',- - would haa been much more difficult. in time. This is the basis of lean; everything is scheduled " Ih people iii In pi odiu divisions v a huge influ"For instance," says Jugler "if John works on the bench so that it is produced just in time for production of the ence oil he III! Ill iii in shops." Junior said. "Most equip-ii- i assembling motors in the flight control shop, I'm only next higher assembly. The problem is that there are always en a m o and our are to him leave rami there for a few months." According to production glitches. Once the production process is leaned shops pei highly going It these d id hn! iaim e spe specialists or engineers Jugler, the reason people need to move around is out, all the production problems are exposed. If there is were to lauiih oi m oil ii would have had and has had flexibility and problem solving. an equipment problem, it will jam up the assembly line - a lui; impact mi mir ability lo implement. "There is a small pull on the bottom line, but it is more right where the problem exists. If there's a parts prob- "W hat you have In umh sland." says J uler, "is you're than offset by the benefits of flexibility and problem solvU See Branch, page 5 not u haimim; a pi ocess when you ef to lean, you're ing," argues Jugler. "Under the lean philosophy, minor by Col. Michael MAQ" Maquet d i Process i ! i i Improvement , ' '. 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Call ahead for groups of 6 more to ensure proper seating X,Wi4 torn T |