PREPARATION FVSM RF

Teaming Agreement III

Performance & Improvement

27th November, 2018
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INDEX

1. DIFFERENT SCENARIOS

2. OBJECTIVES FVSM

3. CURRENT VSM

4. MAIN PROBLEMS

5. WORKLOAD vs CAPACITY

6. NEXT STEPS

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1. DIFFERENT SCENARIOS

• THE FUTURE VALUE STREAM MAPPING (FVSM) OF REAR FUSELAGE

WILL TAKE INTO ACCOUNT THE FOLLOWING SCENARIOS:
 1 AIRCRAFT PER YEAR
 2 AIRCRAFTS PER YEAR
 4 AIRCRAFTS PER YEAR
 6 AIRCRAFTS PER YEAR
• THE FVSM WILL TRY TO PUT ON THE TABLE ALL POSSIBLE
ACTIONS TO ACHIEVE THESE DELIVERIES ON QUALITY, ON TIME
AND ON COST, WITH REGARDS TO THE CURRENT SITUATION
PREVIOUSLY ANALYZED DURING THE CURRENT VALUE STREAM
MAPPING (CVSM).

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2. OBJECTIVES FVSM

• THE MAIN OBJECTIVES TO ACHIEVE WITH THE FVSM EXERCISE WOULD

BE TO HAVE ENOUGH ACTIONS TO COMPLY WITH THE DEMANDS OF
THE CUSTOMER ON QUALITY AND ON TIME, AND TO ACHIEVE THIS WITH
THE MOST REDUCED COST AS POSSIBLE.

• FOR THIS THE MAIN TARGETS TO ACHIEVE SHALL BE:

 SHORTEN THE LEAD TIME OF PRODUCTION (SS02 more than 3 years)

 REDUCE DRASTICALLY THE COST OF NON QUALITY (SS02 more than 200 K$)
AND THE NUMBER OF REJECTION TAGS (SS02 more than 180)
 REDUCE DRASTICALLY THE RECURRENT COST (SS02 almost 3 times the
Standard Time) AND THE EFFICIENCY (only 24% in SS02)
 IMPROVE THE PERFORMANCE OF DELIVERIES AND QUALITY OF DPM
 ANALYZE WHICH COULD BE THE INDUSTRIAL NEEDS TO FACE THE RATE
CHANGES

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3. CURRENT VSM

• THE CVSM CONDUCTED ON 6th AND 13th SEPTEMBER SERVED TO

ANALYZE ALL THOSE PROCESSES RELATED TO THE PRODUCTION OF
SS02 OF RF.

• AS A RESULT OF IT A LIST OF PROBLEMS BROUGHT UP FROM

PARTICIPANTS, WHICH HAVE BEEN ANALYSED BY THE TA3 LEAN TEAM,
AND PRIORITIZED ACCORDING TO A MATRIX OF COMPLEXITY AND
IMPACT.

• FOLLOWINGS ARE THE LIST OF PROBLEMS:

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4. MAIN PROBLEMS

• IF WE GO INTO DETAIL OF THESE PROBLEMS AROSE FROM CVSM, WE

COULD CLUSTER THEM IN:

 PROBLEMS RELATED TO PEOPLE (Training, Discipline/Efficiency, # Headcount)

 PROBLEMS RELATED TO DPM (Planning of DPM vs CAs, Quality of DPM, Lead Time,
Delays)

 PROBLEMS RELATED TO INDUSTRIAL MEANS (Hand and Cutting Tools, Jigs

Maintenance)

 PROBLEMS RELATED TO MANUFACTURING ENGINEERING (Standard Time, Line

Balancing, Breakdown of operations)

 PROBLEMS RELATED TO CONFIGURATION MANAGEMENT

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5. WORKLOAD vs CAPACITY
WORKLOAD Hours/Year per person Yearly working days
1 AC/year 2 AC/year 4 AC/year 6 AC/year 1.920 240
STATION STD REAL STD REAL STD REAL STD REAL Hours (- Abs.)
ST1 7.873 15.299 15.746 30.598 31.492 61.196 47.238 91.794 1.862
ST2 2.651 10.113 5.302 20.226 10.604 40.452 15.906 60.678 Hours (- Abs.-Loss Eff.) Daily effective hours
ST3 890 7.174 1.780 14.348 3.560 28.696 5.340 43.044 1.490 6,21
TOTAL 11.414 32.586 22.828 65.172 45.656 130.344 68.484 195.516 Takt Time 1 AC/Year # Shifts
240 1 for Std. or Real
DAILY HOURS ACCORDING TO TAKT TIME Takt Time 2 AC/Year # Shifts
1 AC/year 2 AC/year 4 AC/year 6 AC/year 120 1 for Std - 2 for Real
STATION STD REAL STD REAL STD REAL STD REAL Takt Time 4 AC/Year # Shifts
ST1 33 64 131 255 525 1.020 1.181 2.295 60 2 for Std - 3 for Real
ST2 11 42 44 169 177 674 398 1.517 Takt Time 6 AC/Year # Shifts
ST3 4 30 15 120 59 478 134 1.076 40 3 for Std - 4 for Real
TOTAL 48 136 190 543 761 2.172 1.712 4.888

PEOPLE NEEDED
1 AC/year 2 AC/year 4 AC/year 6 AC/year
STATION STD REAL STD REAL STD REAL STD REAL
ST1 5 10 11 21 21 41 32 62
ST2 2 7 4 14 7 27 11 41
ST3 1 5 1 10 2 19 4 29
TOTAL 8 22 15 44 31 87 46 131

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6. TACTICAL IMPROVEMENT PLAN (TIP)

• FROM STABALIZATION PHASE, WE ANALYZE TO CREATE TEAM TIP :

1. TIP FOR TRAINING (obj. Increase Matrix Skills, Sealers, Painters)
2. TIP FOR HANDBOOK (obj. To Standardization Inspection)
3. TIP FOR EFFICIENCY (obj. To Evaluate method for increase efficiency)
4. TIP FOR INTEGRATED PLANNING (obj. To create some method about planning)
5. TIP FOR PROCEDURE (obj. To clearly process about maintenance jig and handtolls)
6. TIP FOR EVALUATE HEAT TREATMENT AREA (obj. To solving problem in HT)
7. TIP FOR CAPACITY DPM (obj. To increase capacity in DPM refer to objective)
8. TIP FOR INDUSTRIAL MEANS MANAGEMENT (obj. To make some method to
manage industrial means in production area)
9. TIP FOR MANUFACTURING ENGINEERING (obj. To breakdown process, line
balancing process in CA, and Make Control Document in Engineering Area)

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 TIP FOR TRAINING
Make Some Trainings focus on 7 Defects in production to reduce Rejection tag and
Cost of Non Quality In Production Area ; The method training are in class training and
on the job training with specific job

1. Drilling Total Rejection Tag at 2017 and 2018 = 208 RT

2. Reamer Cost Of Non Quality = $300,330.145
3. Setting Target :
4. Fastener Reduce 40% Rejection Tag
5. Configuration Saving Cost = $300,330.145 x 40% = $120,132. 06
6. Painting Cost Training = Material Speciment @30 People = $ 7,500
7. Sealant Adhesive (Primer & Sealant) = $ 8,970

SAVING = $ 111,162. 06
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TIP FOR HANDBOOK
Create guidance, to get standard perspective between Quality PT.DI (Quality Sealant,
quality painting, quality part) and Quality ADS. The Objective is to reduce recurrent
cost and leadtime production
A lot of Pickup and Sealant and Painting
Rejection Tag about Ship set 2 Rear Fuselage = 160 Insert Operation /
Sealant and = 846 Man Hours /
Painting. = $ 21,996
Target :
Reduce 70% Rejection Tag and Pickup
Different perspective
Saving Cost = $21,996 x 70% = $15,397. 20
with one operator
Cost = Book/ Paper/ Socialization = $ 200
and others about
“what is good Part”
SAVING = $ 15,197. 20
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TIP FOR INDUSTRIAL MEANS
Make Some Systems and Analysis Tools to Maintain Handtools in shopfloor, the
method will be buy or improve the tools. The objective is to reduce leadtime
production.
Improvement Hand Reamer
A lot of Handtools PT.DI has 3 Hand Reamer = 149.04 Hours / $ 3,875. 04
not good to use or Rivet Gun = 497 Hours / $ 12,922.00
lack of quantity in Hand Drill = 200 Hours/ $ 5,200. 00
Rear Fuselage Area Clamp C = 100 Hours / $ 2,600
Kaneho Type A = 298 Hours / $7,750. 08

Ex. Target :
1.Hand Reamer Reduce 50% Man Hours and Leadtime
2.Rivet Gun Saving Cost = $32,347. 12 x 50% = $ 16,173. 56
3.Clamp C Cost = $ 8,628.21 / 3 Years = $ 2,876. 07
4.Kaneho Type A
16 2019/2/27 Preparation FVSM RF Rev.1 SAVING = $ 13,297. 49
TIP FOR INTEGRATED PLANNING
Make communication system (Weekly discussion) between Production Control
Assembly to inform Production Control DPM about priority part. The objective reduce
lead time production and reduce waste waiting process

Lead time Rear Fuselage Man Hours = 32,586 Hours

SS2 = +/- 3 Years ; = $ 847,236. 00
Target :
In 3 Years they burn Reduce 10% Man Hours and Leadtime
32,586 Man Hours Saving Cost = $847,236 x 10% = $ 84,723. 61
Cost =$ 100

SAVING = $ 84, 623. 61

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TIP FOR BREAKDOWN PROCESS
Breakdown Current Process to easier to manage (1 Day Off); Process Sheet will be
finish every 8 Hours/ 1 Daily Working. The Objective = reduce leadtime, reduce
recurrent cost, and easier to manage daily working

Lead time Rear Fuselage Man Hours = 32,586 Hours

SS2 = +/- 3 Years ; = $ 847,236. 00
Target :
In 3 Years they burn Reduce 20% Man Hours and Leadtime
32,586 Man Hours Saving Cost = $847,236 x 20% = $ 169, 447. 20
Cost = $ 1,100

SAVING = $ 168, 347. 2

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RESUME TIP
NO KPI CURRENT AFTER TIP SAVING TARGET
1 SHORTEN THE LEADTIME OF PRODUCTION 32,586 Hours 21,555 Hours 11,031 Hours

2 REDUCE RECURRENT COS $ 847,236.00 $ 539,207.24 $ 308,028.76

3 REDUCE COST OF NON QUALITY $ 300,330.15 $ 180,198.09 $ 120,132.06

4 REDUCE REJECTION TAG 417 334 83

WORKLOAD
1 AC/year 2 AC/year 4 AC/year 6 AC/year
STATION IMPROVEMENT IMPROVEMENT IMPROVEMENT IMPROVEMENT
ST1 10120.16 20240.32 40480.63 60720.95
ST2 6689.66 13379.33 26758.65 40137.98
ST3 4745.54 9491.08 18982.16 28473.24

TOTAL 21,555 43,111 86,221 129,332

PEOPLE NEEDED
1 AC/year 2 AC/year 4 AC/year 6 AC/year
STATION IMPROVEMENT IMPROVEMENT IMPROVEMENT IMPROVEMENT
ST1 7 14 27 41
ST2 4 9 18 27
ST3 3 6 13 19

TOTAL 14 29 58 87

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6. NEXT STEPS

• FUTURE VSM RF: CW48

• ANALYSIS OF ACTIONS AND PROPOSAL OF ECDs: CW50

• TACTICAL IMPROVEMENT PLAN LAUNCHED ON: CW51

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 • Thank you

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