[2018.02 Meetup] [TALK #2] LtCol Alfredo Nobre - Lean in the Portuguese Air Force

As early as 2007, Portuguese Air Force started applying Lean management to the F-16's Mid-Life Update program, which had not been able to deliver the required modified aircraft rate. Within this program, Portuguese Air Force looked into the processes involved in the aircraft modification, and by applying Lean management concepts worked out more and more efficient processes, by continuously eliminating non adding value steps. At the end, this continuous improvement effort made possible to increase thee aircraft delivery rate from 1 to 6 modified aircrafts per year.

Since then, Portuguese Air Force has been applying Lean in several other areas, being now engaged in building up a shared services concept to support airmen and services/subunits. This shared services concept aims to provide the Air Force with a more efficient (lean) support structure, meeting the established targets by the so called Government "Reforma Defesa 2020", i.e., to do more with less. In this concept, the airmen support relies on an on-line self-service, accessed via the Air Forces' internal web page, a centralized contact center and local airmen shops tailored to each Unit. By running Lean rapid improvement events, Air Force has been reviewing the airmen support processes, allocating airmen Lean teams to identify more efficient (lean) solutions within the approved shared services concept framework. According to the Lean rapid improvement event method teams are empowered to identify and propose their own solutions to deliver airmen the support they (client) need, when they need, well done at first time, without needing to leave their workplace.

Lieutenant-Colonel, Electrotechnical Technician, Alfredo L. F. Nobre. Incorporated at Portuguese Air Force in 1983. Among many assignments in the Portuguese Air Force, these have been the latest:
- F-16's Electroavionics Squadron Commander, at Airbase n.º5, Monte Real, from 2008 till 2011.
- Head of the Quality Cabinet e quality auditor (Weapon Systems Maintenance Directorate), from 2014 till 2016.
- Air Force Headquarters' Plans Division - Adjunct for plans, since 2016-10-17 (implementing the shared support services concept).

Transcript

1. 1 1 1 Lean at Portuguese Air Force From the F-16's Mid-Life Update Program to Shared Support Services LtCol Alfredo Nobre 19 of February 2018
2. 2 Agenda ▪ F-16’s Mid-Life Update (MLU) program ▪ Lean at Doc 4 (AB5) ▪ 6S at the electrical back shop ▪ Lean at the F-16’s supply chain ▪ Kanban/milk-run solution for aeronautical consumables , parts and equipment request and delivery and moving ▪ F-16’s Lean management ▪ Compromising leaders and teams are keys to success ▪ Lean assessment to the Air Force ▪ Shared support services ▪ Airmen’s shared support services: on-line self-service, contact center, airman shops ▪ Subunits shared support services: kanban/milk-run solution for mail, stationary, catering, IT consumables and tonners .... request and delivery ▪ Involving people and changing culture
3. 3 Lean at Portuguese Air Force 2007 2010 2012/2013 2014 2015/16 2015/16 2017 F-16’s MLU: • Doc 4 (BA5) F-16: • Operations Planning • Sortie’s generation • Line Maintenance • Programmed Maintenance • Supply Chain Other fleet: • Epsilon (BA1) • C-130 (BA6) • ALIII (BA11) Air Force’s Lean assessment Weapon System’s Maintenance Directorate: • Acquisition and repair parts processes Shared Support Services at Air Force Weapon System’s Maintenance Directorate: • Fleets’ managing, maintenance and supply • Shared Support Services at Air Force • C-295 (BA6) maintenance and operation’s planning
4. 4 F-16 MLU (Starting Point) TASK: Bring both squadrons to a common European Partner Air Forces (EPAF) configuration, while sustaining operation. Modernization involved new avionics & Structural Enhancement Programs. EPAF – Belgium, Denmark, Holland, Norway, Portugal + United States F-16’s MLU program starts in the early 90s and Portugal joined in 2000 First Portuguese Air Force’s F-16 MLU flew the 26 of June 2003 1ST SQUADRON, FLYING F-16 A/B OCU (BLOCK 15) 2ND SQUADRON, PRESERVED F-16 A/B (BLOCK 15)
5. 5 F-16 MLU (Modernization process) Initial Goal: One Aircraft every 2 months Difficulties on the first 5 years (1 or 2 aircraft per year)
6. 6 F-16 MLU (Lean – change Doc 4 to a cell’s configuration) Doc 4: • Cell 1 (AB5) - Assembly; • Cell 2 (AB5) - Operational checks; • Cell 3 (AB5) - Fuel checks; • Cell 4 (AB5) - Prepare & flight test SOME OF THE IMPLEMENTED MEASURES: • Implement cells • Acquire and supply kits instead of isolated consumables or parts • Establish a permanent team • Approach tools, parts, equipment to the mechanics • Cautious TCTOs implement decision • Sequence tasks • Promote versatility and team work • Emphasis on standard work • Production’s process visual management
7. 7 2008 2009 2010 Before Lean Average 278 day After Lean Average 2008: 115 day Average 2009/10: 88 day 2004/07 Average 2011: 74 day 2011 F-16 MLU (Lean at Doc 4 – results achieved) 2012 2013
8. 8 F-16 MLU (Matrixes and panels’ modification process - 6S) • Sort • Set in order • Shine • Standardize • Sustain • Safety
9. 9 Improving the F-16’s supply chain (Present situation) • Supplier Input Process Output Client (SIPOC) analysis • Value Stream Analysis • Spaghetti Diagrams • Handoff Diagrams • Five Whys • Fishbone Analysis NON VALUE ADDED STEPS INTERFACE AND WASTE VALUE ADDED STEPS Team training and culture change: waste, client; value; just-in-time….
10. 10 Improving the F-16’s supply chain RESULTS: ▪ Implemented 10 Kanbans (80% of Demand) ▪ People – 44% Reduction ▪ Inventory Reduction – 14,7 M€ ▪ Time – 79% Reduction ▪ Cost - 56 % Reduction per year ▪ May 2010 – Vision and Value Stream Analyses ▪ Jun – Dec 2010 – One Rapid Improvement Event (RIE) per month PICKING CELL MAIN WAREHOUSE KANBAN: • GREY BOX – material for 3 months • YELLOW BOX – material for 3 months HOW IT BEGAN
11. 11 Improving the F-16’s supply chain (Kanban) Kanban KAN BAN Visual Cartão • Top 20 of malfunctions • Pareto analysis • Consumption pulls restocking • Standard work • No other stocks allowed • Just-in-time instead of just-in-case HOW IT IS NOW HOW IT BEGAN
12. 12 Consumables restocking, move parts & equipment (Milk-run - regular and express ) MAIN WAREHOUSE Express – 15’ (Delivers part where told to) PICKING CELL Milk-run
13. 13 F-16’s Lean Management (Weapon System’s Maintenance Directorate) • F-16’s modernising (MLU) • Sustain F-16’s operation • F-16’s sale to Romania
14. 14 Airmen support at Air Force (Traditional model) Human Resources Squadron Military Civilians Lodging Supply Squadron Uniforms Administration Squadron Wages Health Care reimbursements Comand General Secretary Police Squadron Acess Permits Transport Squadron Shuttles Costumer service Information/clarifications Duplications
15. 15 Shared support services model SATISFIED AIRMEN! 50% to 60% 10% Centro telefónico: Apoio remoto para a FA LOCAL SELF-SERVICE CENTRAL Benefits: - Less People on Support Services: 20 to 30% - Excellence • INFORMATION • REQUESTS Health Lodging Infrastructure Security Support Human resources Infrastructure Finance Airman Shop: In-presence Services Self-Service: Information and on-line Services Contact Center: Air Force’s remote support 30% Central Services: Specialized support Local Support: Specialized support
16. 16 Self-service (Main menu) In house software development capability: • Redmine • Scrum practices • Outsystems platform
17. 17 Self-service (Human resources area)
18. 18 Self-service (Personnel Data)
19. 19 Contact center ▪ Help to use Self-service ▪ Answer questions ▪ Record requests and pass them to the Service Center
20. 20 Available: Identification Docs, ID Cards Address Changes Health - ADM - Reimbursement Health - ADM - Cards Drive Certificate Courses and Contracts Docs Authentication Leaves and justifications Request Nota de Assentos Request Nota Biográfica Lodging Uniforms Sale Check in and Check out ……… Alfrgide’s Complex airman shop ▪ Benefits ▪ One single location for airman support ▪ Improve the service to the military and civilians One single location waste elimination for customer satisfaction Support kiosk (Computer + printer + phone)
21. 21 Subunits support (Traditional model) Supply Squadron Radar parts warehouse Aeronautical parts warehouse Administration Squadron Hygiene and cleaning material warehouse Stationary warehouse Human Resources Squadron Linen warehouse AIRCRAFT’S MAINTENANCE WING (FRONT LINE) INFRASTRUCTURE MAINTENANCE SQUADRON RADAR SYSTEM’S MAINTENANCE SQUADRON SERVICES ……… AERONAUTICAL MATERIAL MAINTENANCE SQUADRON FLYING WINGS Command General Secretary . . . . . . . . . . . .
22. 22 Kanban/milk-run solution for mail (Regular and express) REGULAR DISTRIBUITION (TIME LINE) DISTRIBUITION ROUTE SERVICE’S POST BOX ALFRAGIDE’S COMPLEX NEW POST OFFICE (LOCATED CLOSE TO THE CLIENTS) REGULAR MAIL DISTRIBUITION TROLLEY (PROTOTIPE) EXPRESS MAIL SLOTS
23. 23 23 Excess inventory and stock (Stationary) OBSOLETE JUST –IN-CASE DISCOLOURED NOT BEING USED
24. 24 24 Kanban/milk-run solution for stationary (Possible Lay-out) JUST–IN-TIME
25. 25 25 Kanban/milk-run solution (User’s standard work) WHEN STOCK DECRESASES TO MINIMUM LEVEL (RESERVE) 2 3 1 TO RESTOCK
26. 26 26 2 Kanban/milk-run solution (Milk-run’s standard work) 3 4 TO RESTOCK NEED FOR STATIONARY IDENTIFICATION BEING RESTOCKED 1
27. 27 27 27 Kanban/milk-run solution (Proposed inventory and stock for 3+3 days) NNA 1 DESIGNAÇÃO 1 UN PARETO DIA 3 DIAS MAX MIN REPOR 7530MD0315374 ENVELOPE T/SACO C/TIMBRE 229X324MM BRAN EA 11% 2,71 8,13 20 10 10 7530MD0315375 ENVELOPE C/ TIMBRE 162X229MM BRANCO EA 21% 2,43 7,29 20 10 10 7530MD0387472 PAPEL MULTIOFFICE A4 80GR RM 41% 1,34 4,02 8 4 4 7510MD0375583 CARTOLINA BRANCA A4 180 G SH 51% 1,11 3,33 8 4 4 7530MD0315372 ENVELOPE C/ TIMBRE 120X176MM BRANCO EA 55% 1,04 3,13 20 10 10 7510MD0292696 CARTOLINA A4 AZUL ESCURO EA 58% 0,83 2,50 8 4 4 7530MD0315369 ENVELOPE C/TIMBRE120X235MM BRANCO EA 68% 0,69 2,08 20 10 10 7530MD0002129 ENVELOPE VERDE CONFIDENCIAL GRANDE EA 71% 0,63 1,88 20 10 10 7510MD0314325 ENVELOPE BRANCOS LISOS 162X229 EA 73% 0,56 1,67 20 10 10 7510MD0002228 SEPARADOR CARTAO A4 10 PCS EA 78% 0,29 0,88 1 0 1 7510MD0361972 ARGOLA ENCADERNACAO METALICA, 10MM EA 79% 0,28 0,83 5 3 2 7530MD0002108 ENVELOPE RESERVADO GRANDE EA 80% 0,28 0,83 20 10 10 7510MD0373506 BLOCO NOTAS ADESIVAS 100FLS 75X75MM EA 82% 0,24 0,71 1 0 1 7530MD0002130 ENVELOPE VERDE CONFIDENCIAL MÉDIO EA 83% 0,21 0,63 20 10 10 7510MD0373626 MOLA PAPEIS COM PEGA DOBRAR METALICA20MM EA 84% 0,18 0,55 5 3 2 7530MD0002109 ENVELOPE RESERVADO MEDIO. EA 86% 0,14 0,42 20 10 10 7510MD0002200 MOLA REYMON PARA PAPEL PRETA 32MM EA 89% 0,13 0,40 5 3 2 7510MD0375730 CANETA ROLLER BALL AZUL 0,5MM EA 90% 0,13 0,40 5 3 2 7510MD0375731 CANETA ROLLER BALL PRETO 0,5MM EA 91% 0,10 0,30 5 3 2 7510MD0373512 AGRAFES NUMERO 10 CX1000 BX 92% 0,10 0,29 1 0 1 7510MD0375732 CANETA ROLLER BALL VERM 0,5MM EA 92% 0,08 0,25 5 3 2 7510MD0002099 CORRECTOR (FITA) EA 92% 0,08 0,24 1 0 1 7510MD0002096 COLA UHU STICK C/8 GR EA 97% 0,03 0,10 1 0 1 7510MD0374964 MARCADOR FLUORESCENTE AMARELO EA 93% 0,07 0,21 1 0 1 7510MD0002090 CLIPS Nº 2 BX 93% 0,07 0,21 1 0 1 7530MD0315368 ENV. T/SACO C/TIMBRE330X450MM BRANCO EA 94% 0,07 0,21 20 10 10 7510MD0373495 AGRAFES 24/6 CX1000 BX 95% 0,06 0,17 1 0 1 7510MD0373646 LAPISEIRA MECANICA MINAS 0,5 EA 97% 0,03 0,08 1 0 1 7530MD0387469 PAPEL MULTIOFFICE A3 80GR RM 97% 0,03 0,08 1 0 1 7510MD0002197 MINA DE CARVAO HB PARA LAPISEIRA 0,5MM EA 97% 0,025 0,08 1 0 1 7510MD0002171 LAPIS DE CARVAO N. 1 EA 98% 0,02 0,05 1 0 1 7510MD0373443 BORRACHA BRANCA GRANDE PARA LAPIS EA 99% 0,01 0,04 1 0 1 • PARETO ANALYSIS (2014 A 2016) TO IDENTIFY THE ARTICLES THAT ORIGINATE 80% CONSUPTION • NUMBER OF DIFERENT ARTICLES: 33 • MAXIMUM VALUE: 79,66 € • DAILY CONSUPTION ONLY
28. 28 Subunits support shared service (kanban/Milk-run) • Kanban • Transfer area Stationary kanban (Alfragide’s Complex Logistics Command - proposed solution) Mail transfer area (Alfragide’s Complex) Catering kanban (Alfragide’s Complex Logistics Command - proposed solution) • Kanban • Transfer area • Warehouses colocalized • One only responsible entity • Picking cell • Mail • Stationary • Office catering • Hygiene and cleaning material • Infrastructure maintenance material • Aircraft’s crew catering • Aeronautical consumables and parts • IT Consumables (CDs, pens) and tonners • Lodging linen change • ………
29. 29 Involving and compromising people (Culture change)
30. 30 Summary “The world will not wait for companies that resist reform” Fujio Cho, CEO, Financial Times, 12/14/01 • Continuously improving to do more with less
31. 31 QUESTIONS THANKS