USMC Shops PM Project-Dec 3, 2008

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1. Lean Champion: Janet Haviland Deployment Champion: Dana Whiddon Project Sponsor: “Ski” Smigelski Process Owner: LCDR Marc Rouleau Black Belt: Debbie Haguewood…
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  • 1. Lean Champion: Janet Haviland Deployment Champion: Dana Whiddon Project Sponsor: “Ski” Smigelski Process Owner: LCDR Marc Rouleau Black Belt: Debbie Haguewood Project Lead: John Hoffpauir Master Black Belt: Keith Johnson Team Members: Greg Barnetson Jimmy Shiver Brian Syme Ed Hood Project Start Date: 13 Jun 2008 Control Tollgate Date: 03 Dec 2008 PUBLIC WORKS SHOPS PREVENTIVE MAINTENANCE Tollgate Review Stop
  • 2. Lean Six Sigma: Control Improvement Process Road Map <ul><li>Mistake-Proofing/Zero Defects </li></ul><ul><li>Standard Operating Procedures (SOP’s) </li></ul><ul><li>Process Control Plans </li></ul><ul><li>Solution Replication </li></ul><ul><li>Project Transition Model </li></ul><ul><li>Implement Mistake Proofing </li></ul><ul><li>Develop SOP’s, Process Controls </li></ul><ul><li>Implement Solution and Ongoing Process Measurements </li></ul><ul><li>Identify Project Replication Opportunities </li></ul><ul><li>Risk Analysis </li></ul><ul><li>Transition Project to Process Owner </li></ul><ul><li>Complete Control Tollgate </li></ul>Tools Activities Measure Define Analyze Improve Control Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method Identify and Implement Quick Improvements with Kaizen
  • 3. PROJECT DESCRIPTION <ul><li>Where is the pain? </li></ul><ul><li>Increased O&M cost </li></ul><ul><li>Unpredictable equipment failures </li></ul><ul><li>Complaints from occupants of facilities </li></ul><ul><li>PMs only performed if linked to a customer requested work order </li></ul><ul><li>USMCmax software is under utilized </li></ul><ul><li>M&R equipment costs not fully captured </li></ul><ul><li>Increased maintenance cost </li></ul><ul><li>Reduced equipment life expectancy </li></ul>
  • 4. PROJECT CHARTER <ul><li>Public Works (PW) Branch does not have a viable preventive maintenance (PM) program thus is not performing PMs of facility assets throughout the base. Asset inventory is incomplete; critical assets, systems, and equipment are not prioritized. Management cannot predict failure or replacement requirements. PMs are only being performed if directly linked to a customer requested repair of an asset that is not operating properly. USMCmax facilities software is under utilized. Costs are not fully captured. Breakdowns inconvenience facility occupants. Unscheduled maintenance cost has increased and reduced the life expectancy of facility assets. </li></ul><ul><li>The process begins with the inclusion of assets entered into the USMCmax PM program managed by the Operations Section. The Shops then receive a work order to perform a scheduled PM until the work is completed and fully documented in USMCmax. </li></ul>Problem Statement
  • 5. PROJECT CHARTER <ul><li>Develop and implement a comprehensive HVAC PM program that includes these goals: </li></ul><ul><ul><li>Prototype will be completed for Bldg 3600 </li></ul></ul><ul><ul><ul><li>Equipment not available in Bldg 3600 will be prioritized to incorporate other types of HVAC systems </li></ul></ul></ul><ul><ul><li>Identify assets </li></ul></ul><ul><ul><li>Establish asset priority systems, if appropriate </li></ul></ul><ul><ul><li>Establish metrics for work performance </li></ul></ul><ul><ul><li>Develop SOPs </li></ul></ul><ul><ul><li>Minimize unscheduled maintenance </li></ul></ul><ul><ul><li>Correct delays in materials, parts, and supplies directly impacting the process </li></ul></ul>Goal Statement
  • 6. <ul><li>Validate assets requiring PM </li></ul><ul><li>Establish an asset priority system, if appropriate </li></ul><ul><li>Identify materials and equipment required to perform the work for a pilot </li></ul><ul><li>Identify required skill sets </li></ul><ul><li>Identify manpower impacts, requirements </li></ul><ul><li>Identify transportation requirements in performance of the work </li></ul><ul><li>HVAC systems for MCA to be performed by CRS </li></ul><ul><li>Utilize USACE EM 385-1-1 (3 Nov 03) Safety-Safety and Health Requirements </li></ul><ul><li>- Inventory management of existing materials other than materials needed for the project pilot </li></ul><ul><li>- Tool control management </li></ul><ul><li>Scheduled work (i.e.; grass cutting, tree trimming, etc.) </li></ul><ul><li>Industrial equipment located in facilities assigned to MCA maintained by the CRS </li></ul><ul><li>PM work identified in existing or pending FY08 award contracts </li></ul><ul><li>Development of ORM safety plans (Risk Mgmt Office) </li></ul>PROJECT CHARTER In Scope Out of Scope
  • 7. PROJECT CHARTER Tollgate Review Schedule Core Team Tollgate Scheduled Revised Complete Define: 07/11/08 xx/xx/xx 07/11/08 Measure: 08/13/08 xx/xx/xx 08/13/08 Analyze: 09/08/08 08/22/08 09/25/08 Improve: 10/15/08 10/10/08 10/16/08 Control: 10/15/08 10/10/08 12/03/08 <ul><li>Lean Champion Janet Haviland </li></ul><ul><li>Deployment Champion Dana Whiddon </li></ul><ul><li>Sponsor “Ski” Smigelski </li></ul><ul><li>Process Owner LCDR Marc Rouleau </li></ul><ul><li>Project Lead John Hoffpauir </li></ul><ul><li>Black Belt Debbie Haguewood </li></ul><ul><li>Core Team Role Trained </li></ul><ul><li>Jimmy Shiver TM Just in time </li></ul><ul><li>Brian Syme TM GB </li></ul><ul><li>Greg Barnetson TM GB </li></ul><ul><li>Ed Hood TM Just in time </li></ul>
  • 8. STATUS: JUST-DO-ITs <ul><li>Status of items approved 16 Oct 08 Improve tollgate: </li></ul><ul><li>Backflow protectors for all hose bibs: </li></ul><ul><ul><li>Ordered by PW for installation by the PM team during the course of identifying equipment, performing PMs </li></ul></ul><ul><li>Capturing PTACs from former SNCO barracks, 7964 & 7966: </li></ul><ul><ul><li>Completed, PMed and ready for use in 10201 & 10202 </li></ul></ul><ul><li>Tech library: </li></ul><ul><ul><li>Manuals collected, stored in Room 11, Operations Section, awaiting PM/Warranty Specialist incumbent to establish, maintain </li></ul></ul><ul><li>Housekeepers trained to clean washable PTAC filters monthly: </li></ul><ul><ul><li>Completed 1 Dec. Added to monthly cleaning checklist </li></ul></ul><ul><li>Bench stock costs added to all Shop work orders to cover consumable materials: </li></ul><ul><ul><li>Deferred until USMCmax Ver. 6.2 launches Jan 09 </li></ul></ul><ul><li>Adjust USMCmax user groups to restrict closing work orders to Operations personnel only: </li></ul><ul><ul><li>Deferred until USMCmax Ver. 6.2 </li></ul></ul>
  • 9. STATUS: APPROVED RECOMMENDATIONS <ul><li>Status of recommendations approved 16 Oct 08 Improve tollgate: </li></ul><ul><li>Charter revised: </li></ul><ul><ul><li>Utilize USACE EM 385-1-1 for the Safety Plan </li></ul></ul><ul><ul><li>Remove assumption for FY09 COCESS award as inventory management source </li></ul></ul><ul><li>Replicate the prototype PM Manual as a template for all facilities, all PM systems : </li></ul><ul><ul><li>Adopted for future use </li></ul></ul><ul><li>Activate employee module in USMCmax, associate to duties for work scheduling, labor tracking, adjust work hours for seasonal work: </li></ul><ul><ul><li>PM Team loaded; 5 civil service + 2 contract employees + 1 vacant WG-08 </li></ul></ul><ul><ul><li>Work assignment manager deferred until USMCmax Ver. 6.2 launched </li></ul></ul><ul><li>PW Technicians and customer service policy effective 1 Dec 08: </li></ul><ul><ul><li>Technicians identify themselves to the customer before starting work </li></ul></ul><ul><ul><li>Show identification (PW researching badge holder options at present) </li></ul></ul><ul><ul><li>Solicit customer feedback, ICE cards provided before departing the work area </li></ul></ul><ul><li>GOV fleet magnetic “Business Signs”: </li></ul><ul><ul><li>Designed by 5 Dec 08 for use on full PW GOV fleet </li></ul></ul><ul><li>Prioritize, by building, HVAC inventory, PM job plan development and performance </li></ul><ul><ul><li>? </li></ul></ul>
  • 10. STATUS: APPROVED RECOMMENDATIONS (Cont.) <ul><li>Status of recommendations approved 16 Oct 08 Improve tollgate: </li></ul><ul><li>I&E’s confirmed prioritized list of other assets for PM program replication: </li></ul><ul><ul><li>HVAC </li></ul></ul><ul><ul><li>Industrial Waste Treatment Plan </li></ul></ul><ul><ul><li>Air Compressors </li></ul></ul><ul><ul><li>Gas Plant </li></ul></ul><ul><ul><li>Electric Panels </li></ul></ul><ul><ul><li>Emergency Lights </li></ul></ul><ul><ul><li>Mechanical Gates </li></ul></ul><ul><ul><li>Direct Digital Control </li></ul></ul><ul><li>Water treatment testing to include 3 rd party sampling as part of the performance assessment plan </li></ul><ul><ul><li>Added to BOSC, projected 2 nd quarter award </li></ul></ul><ul><li>Review/ replace PDs to identify required skill sets </li></ul><ul><ul><li>I&E to begin reviews in Jan 09 </li></ul></ul><ul><li>Review/revise the T/O accordingly </li></ul><ul><ul><li>Contingent on PDs, manpower authorizations, etc. </li></ul></ul><ul><li>Optimize apprenticeship opportunities to fill vacant positions </li></ul><ul><ul><li>I&E working with HR </li></ul></ul>
  • 11. EQUIPMENT PRIORITY CODE <ul><li>Approved 16 Oct 08 </li></ul><ul><li>Purpose: </li></ul><ul><ul><li>Equipment priority code assignment advances response time above non-equipment work orders </li></ul></ul><ul><li>Adjustment proposed: </li></ul><ul><ul><li>Priority 6 advanced response time be changed from ≤ 15 minutes to ≤ 30 minutes </li></ul></ul><ul><ul><ul><li>Mirrors MCA/MCLBA agreement for emergency response on all equipment, facilities </li></ul></ul></ul>
  • 12. STATUS: IMPLEMENTATION PLAN 1 of 3 total pages. Complete Implementation Plan Status provided separately. * E. Hood is interim contract staff solution until PM/Warranty Specialist is filled
  • 13. FMEA Risk Mitigation 1 of 3 total pages. Complete FMEA provided separately. FMEA initially provided to Sponsor 14 Oct 08
  • 14. CONTROL PLAN 1 of 5 total pages. Complete Control Plan provided separately. Control Plan initially provided to Sponsor 14 Oct 08, last revision 19 Nov
  • 15. SAMPLE USMCmax REPORT <ul><li>USMCmax report capabilities have extensive capabilities, options </li></ul><ul><li>Reports are customized for each user depending on their position within I&E Division </li></ul>
  • 16. RISK ANALYSIS AFTER HVAC PM PROCESS IMPLEMENTED <ul><li>Availability of GOVs </li></ul><ul><li>QC documentation and capabilities in USMCmax </li></ul><ul><li>USMCmax “down” </li></ul>-Demarcation concerns between contract and government responsibilities <ul><li>Skilled workers </li></ul><ul><li>Vacant positions </li></ul><ul><li>NMCI restrictions on wireless capability </li></ul>Outside I&E Control Is the X within or outside of PW’s Control Within I&E Control Within I&E’s Sphere of Influence - Warranty information not captured in USMCmax; number of occurrences is low <ul><li>Tech data availability </li></ul><ul><li>Inaccurate position descriptions </li></ul><ul><li>Training new employees to use hand-held devices </li></ul><ul><li>Work schedule </li></ul><ul><li>Mandatory use of hand-held devices </li></ul><ul><li>Inventory not available in GOVs </li></ul><ul><li>Dedicated staff to inventory assets </li></ul><ul><li>Communication </li></ul><ul><li>Inventory Management </li></ul>-Training on PM, M&R of new equipment <ul><li>Tools, equipment to perform PMs </li></ul><ul><li>Validity of equipment inventory (updates) </li></ul><ul><li>Materials availability </li></ul><ul><li>PM team being pulled to work non-PM requirements </li></ul>Low Impact Medium Impact High Impact Does the X have a High, Medium, or Low Impact on the Project Y?
  • 17. PROJECT FINALIZATION <ul><li>Project Team: </li></ul><ul><li>5 Dec: </li></ul><ul><ul><li>Finalize strategic performance measures w/Sponsor </li></ul></ul><ul><li>12 Dec: </li></ul><ul><ul><li>Deliver project documentation to Sponsor </li></ul></ul><ul><ul><li>Score recommended multi-generational projects w/I&E </li></ul></ul><ul><ul><ul><li>PM on Industrial Equipment </li></ul></ul></ul><ul><ul><ul><li>Parts, Tools, & Equipment Management </li></ul></ul></ul><ul><ul><ul><li>PM on remaining assets: IWTP, Air Compressors, Gas Plant, Electric Panels, Emergency Lights, Mechanical Gates, & Direct Digital Control </li></ul></ul></ul>
  • 18. SIGN OFF – HVAC PM PROJECT <ul><li>Policies & Procedures for the Improve and Control phases were documented and communicated on 16 Oct and 03 Dec 2008, respectively </li></ul><ul><li>I understand the New Policies and Procedures </li></ul><ul><li>I understand and take responsibility for monitoring the Performance Metrics as delineated in the Control Plan </li></ul><ul><li>I will report the progress on this sub process on a regular basis to the Deployment Champion </li></ul><ul><li>I understand the corrective action procedure and am responsible for ensuring that action items are completed to hold the gains and capture the project benefits </li></ul><ul><li>The Control Tollgate was successfully completed on 03 Dec 2008 </li></ul>_____________________________ Dana Whiddon Deployment Champion _____________________________ C. N. Haliday, Col, USMC Commanding Officer _______________________________ Janet Haviland Champion ____________________________ Keith Johnson Master Black Belt ______________________________ M. L. Rouleau, LCDR, CEC, USN Process Owner ____________________________ F. R. Broome Director, I&E Division ____________________________ Hubert W. Smigelski Sponsor
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