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Maritime Logistics Community News : Autumn 2010
40 NAVY SUPPLY NEWSLETTER AUTUMN 2010 industries - eg service industries. Despite Defence being a non-profit organisation, we can use the principles of LEAN (similar in some aspects to Six Sigma) in the way we administer and provide our capabilities to the Australian people. The training also provides a number of tools that can be used to help identify deficiencies/duplication/waste in processes and below are some photographs of some of the visual tools being applied at Waterhen to enhance the capabilities we support. The following are a number of the tools that can be utilised in LEAN and have been taught on the level one course to help identify and them eliminate waste in any working environment: a. the PDMAIC (Planning, Define & Measure, Analyse, Improve & Control) - model for continuous improvement; b. SIPOC (Suppliers, Inputs, Processes, Outputs, Customers & Requirements) -- "a high level snapshot that captures information critical to an activity"; c. Value Stream Map - "a method to visualise an entire process"; d. Spaghetti diagram - "tool used to graphically represent the movement of a document, item or person as it travels down the value stream"; e. Fishbone diagram (or Ishikawa/cause & effect diagram) - helps to identify a problem and the multiple factors that contribute to it and group the like factors causing a particular problem; f. 5S (Sort, Store/Straighten, Shine, Standardise & Sustain) which helps to "expose abnormalities and identifies variation in work practices" -- example provided in one of the photographs; and g. 8 wastes (defects, over production, excess inventory, unnecessary motion, inappropriate processing, excess transportation, waiting & people's potential). These tools can be used in isolation or in combination with others. The LEAN level one and two training provide a good grounding in the basic tools available, then help you to learn how and when to apply them and most importantly provide participants with the right framework in which to capture data that can be used to make decisions on how improvements can be made to processes/activities and remove waste. One area missing in the LEAN training was dedicated Defence/RAN examples of the various tools. Following the application of these tools and training at Waterhen we hope to correct this deficiency in the training and provide a number of Navy examples for others to be able to utilise in the learning experience. What happened to the 60 odd ideas? In mid Jan 10 a combined Navy/DMO/Booz team were formed at Waterhen and were directed to perform the following activities, by phase, for the MHC class: • Phase 1 (Jan-Mar 10) - Conduct a Capability Analysis ie review/refine/ develop the 60 good ideas captured in 2009 and develop them into hypothesis that could be categoriesed into three areas under the governance structure (generalised below): o Transformational changes -- those changes that would require approval at the two/three star level (and above depending on the proposed change) - CN/DCN/HMS/HNPAR/COMAUSFLT o LEAN changes -- those that would require either a board comprised of • COMAUSMHPFOR/ Director General Specialist Ships/Director of Logistics - Navy approval or • the local MHC Board (CSO MCDGRP, MCDSPO Director & DNCI) • these initiatives could be purely LEAN &/or Six Sigma o Just Do it (JDI) -- generally initiatives that could be implemented at the local level eg MCDSPO, MCDGRP, Waterhen Command, FLSE and FSU. Some of the JDIs may need to be escalated. o The diagram on the following page provides a graphical representation of the governance structure and the way in which decisions are being made under the MHC LEAN project. The diagram was provided by Thales Australia MHC Program Director, Mr Max Kuffner, following a discussion between DNCI, MCDSPO staff with him explaining the governance requirements and the state of phase 2 of LEAN in the MHC squadron. • Phase 2 (Mar-end Apr 10) -- develop a Capability Improvement Program. The charter was to conduct a detailed analysis of the hypothesis/initiatives refined in Phase 1 and develop suitable business cases to be approved/not approved/reworked/rejected etc by the governance boards under the 3 categories above (ie transformational/LEAN/JDI). The scope of the initiatives was enlarged to include Mine Clearance Diving (MCD) elements as well as MHC squadron. At the time of writing this article, the team were in the middle of this phase. • Integral in phase 2 has been ongoing consultation between all participants who support the MHC squadron from a Navy point of view (MCDGRP, Waterhen Command element, FLSE, FSU), DMO point of view (MCDSPO) and includes industry (Thales Australia the prime contractor who support the MHC class). There are very open lines of communication between all organisations who support the MHC squadron and by encouraging regular communication and testing/questioning why certain aspects of the support and 5S EXAMPLE -- SIMPLE 5S EXAMPLE OF STATIONERY FOR LEAN COURSE