OCR Text |
Show May 13, 1999 Paint, from page 1 Action Workout. First, opportunity is identified in able to eliminate almost 23 man hours worth of work by adding two man hours worth of work onto another part of the process flow. That's 21 hours we've saved on this thing," said Col. Bill Allen, Process Engineering Branch chief at ACC Headquarters. "They've come up with ideas and improvements... but the key is none of these things are coming from management, supervisors or headquarters. If s all coming from the people on the floor who work the job every day. That's part of the beauty of Action Workout... We're not here to cut anyone's job or reduce the size of the work force. The whole organizations where cycle time can be reduced. Next, a site visit is conducted and Action Workout concepts are relayed during training. During this step key areas are targeted for improvement. Then, unit preparation and data review is conducted so there's an accurate baseline to compare the before and after. The fourth step is the Action Workout "Event. " For five days the team uses ideas gathered from brainstorming sessions to eliminate waste and test potential cost cutting processes. May 7 was Hill's event week. Finally, a follow through phase where anything that hasn't been tested is given to the commander so within 30 days those options can be examined. After six months the Langley team makes a follow up visit ensuring changes have a lasting impact. Activity operation worksheets track process steps. Attention to detail and avoiding assumptions contribute to accurate recording. Teams look at their baseline, videote ping processes currently followed, and use equipment to track time spent on each activity. Several techniques help determine a baseline or existing point. "Spaghetti" diagrams outline and map steps technicians take as they circle aircraft with parts and supplies. They're called spaghetti diagrams because path outlines are long curving lines mapped out around a plane like a piece of spaghetti. Videotapes are used so employees can see exactly what they're doing effectively or brainstorm ideas for improvement. e Charts are maintained in an effort to eliminate added waste. Any activity that takes time, resources or space but doesn't add to the value of the product or process is targeted for elimination. "It's going extremely well. On the first day they were idea is to save man hours and with those hours the center will be able to bid for other projects that come 3-- in and use their additional capacity... By doing that you're able to bring more job security to the folks here and increase labor force because you're now bringing additional workload into the center. Thaf s better for Ogden ALC and this area of the Wasatch front ." Allen said one standout at Hill is the cooperation the team received center wide. Opportunities to speak with personnel involved in every aspect of the 6 paint process will result in a better final product because they've received input on the process from several different perspectives and ideas on how to make the process flow smoothly. He said Hill consistently produces a high quality product and has a credible reputation. Allen said combining the quality product with faster methods could ; potentially be very beneficial. I think they've worked "It's been a good program out a lot of problems that they needed to look at out here. Maybe some of these changes will speed up the work with the 6 paint," said Tracy Roby, one of four AWO team leaders. "I think when people work in a job for a long period of time they don't really look around to see F-1- non-valu- F-1- what they can do for improvements. When you bring in a team like this it's a fresh set of eyes and maybe they have some good ideas people can look at." Roby said one of the most significant changes is the addition of "war wagons." The wagons are mobile carts stocked with paint supplies. "People don't have to spend so much time running around. There's a lot of running around that you have to do to get everything and it's kind of a pain. You put on a lot of miles in this place if you don't have everything you need," said Dwane Britt, who works on the 6 paint process at Hill. "We've gotten some pretty good ideas that we've never really thought about before. They wanted people to come in from different areas because they're strangers to the place and they think, Well why can't we do something like this?' Something you'd never think of because you work in here and around it all the time everyday." John Conroy, a sheet metal mechanic on the 6 line, said the program would be good in any organization. He analyzed possible masking and stenciling improvements. "The only wall this program hits when it comes into any organization is acceptance because nobody wants to change. You have to get past that. If you can get past the idea of change and that this process is for good change not bad change." Conroy said once personnel realize the group is analyzing the process, not the workers, then if s a positive experience if there's open communication. Rex Brown, alternate paint crew team leader, said AWO has been primarily positive and he and other personnel contributed ideas they've had for a long time but were never able to get implemented and put the power in workers' hands. See Paint, page 5 F-1- F-1- LA GE3AQLEY GE3AElLEVfG: w K Ji r Is i ;' Not Just Neighbors A ;: j! v(W;)rf ,A,..,. I v " i X A - xV A, ' ,.... t t I . 1 s f'" ' " I it CENTRAL Alii COHOmOKJIEG High EfficiencyEnergy Savings All Work Guaranteed l1 Free Estimates fiH$?PLL 1 m'".A r 73 Fully Landscaped Homes around a Private Park -J CLEARFIELD Drive Antelope sT 1700 N From $119,900 Call Charlie Brannon 801-916-32- 99 Call Wendee Carter 801-444-24- 45 www.haskellhomes.com ' j Gordon 1000 N) X Exit X N34 y Reserve Now! Save $2 k J 520 South State, Clearfield 773-4836292- 254488 -1 WC M te!, I Hi) 636 fM |