LEAN And PULSE lines and the effects
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LEAN And PULSE lines and the effects
hi guys and gals
just wondered if anyone out there can give me a idea on how the pulse and lean system is working at there place of work. I realise it doesnt directly effect the jockeys out there amongst you but in a round about way it will impact your working life.
Oh and before you wonder if am a journo on the snoop, no im to thick to be a journo lol
just wondered if anyone out there can give me a idea on how the pulse and lean system is working at there place of work. I realise it doesnt directly effect the jockeys out there amongst you but in a round about way it will impact your working life.
Oh and before you wonder if am a journo on the snoop, no im to thick to be a journo lol
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Two threads requesting info on projects within 40 mins. Of course you're not a journo. What do you think we are stupid!! Try being honest and you might get somewhere.
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Guys, If this fella is a journalist then talk to him...If you think that LEAN is not working then you can either say nothing...or say its bad. If you say nothing then that constitutes a vote for it.
Guys, If this fella is a journalist then talk to him...If you think that LEAN is not working then you can either say nothing...or say its bad. If you say nothing then that constitutes a vote for it.
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Lean, in my humble opinion is arse, same goes for VSA, if you look around and sqn that is having an event the only ones not running around with heads on fire is you guessed it.
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Originally Posted by Sideshow Bob
Two threads requesting info on projects within 40 mins. Of course you're not a journo. What do you think we are stupid!! Try being honest and you might get somewhere.
ah so cynical lol sideshow am not a journo, ive stabbed my nail bed to many times with locking wire, burned myself either dumping the gearboxs on the jets ( your hi-viz vest never seems to cover all your arm and the gloves in the line kits are rancid) or from trying to fit the risbridger to the engine oil resivor. ive done more trade cover than i care to remrber, loaded more jets for Q and pulled more ejection seats out for loose article checks than i care to remrmber mate. Nah buddy my handle should read "fightingchickenplumber" and everytime st andrews is on the TV for golf you can see my HAS site, besides my typo is mince dude , but good to see someones doing shark watch on the web.
As for my experiences with LEAN and PULSE its been confined to us loosing the stackers from our tool stores, and us having to wait 10-12 days to get bits of bang bang kit from another scottish tonka base i fail to see how this saves money, however the high ups have decided to give us a ready use supply of kit on station and assign two plumbers to run that department ( wait heres a idea lets call it a bay). From speaking to the lads in tasf here its even worse for them ,like instead of having to move one jet in the hangar to get one out they have 13 moves, and apparently if the jet needs a part or needs more time to work it it still goes on to next stage of the pulse reguardless and if neccesary back to the sqns witht he ADF/Lim amended. I fail to see the cost savings.
Amusingly (well to a few o us anyways) TASF, 15yrs of tonka ops to build up toolkits required, to get rid of them, 3 weeks and a newly posted in LAC with the remit to "find out exactly the bare minnimum tools are required for the job", result over a hundred small toolkits and half the man hours spent trudging to tool stores for a bigger socket PRICELESS RAF LOGIC
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Originally Posted by pvr not dwr
Lean, in my humble opinion is arse, same goes for VSA, if you look around and sqn that is having an event the only ones not running around with heads on fire is you guessed it.
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VSA
Value stream analyisis the Big training sqn up north has done it all over. Now they are making the "super Sqn" we will all doing it. lets not worry we don't have the manpower do operate legally lets get the cpl's we need to spend a week counting how many steps the lineys take trudging up and down the pan. 
From Rotorhub.com:
http://www.shephard.co.uk/rotorhub/D...e-55f54e6787c8
UK: Work starts on Apache maintenance streamlining
6 Jun 06 - Work has begun on the introduction of a lean pulse-line for depth maintenance for the Apache helicopter at Wattisham Airfield in Suffolk.
This will involve dividing the maintenance work into timed phases and fitting out a work station to complete the tasks for each phase. At the end of each phase the helicopter moves (pulses) to the next work station in the line to complete the next phase.
The lean team have produced an initial design for a pulse-line based on 35 services a year and one based on 60 services a year which will take effect when more Apaches enter service.
A separate working pulse-line has been created for the mechanical components of the rotor head. The rotor-head pulse-line has reduced the time taken for services from around 240 hours to 133 hours.
The lean experience is proving popular with technicians. SERCO engineer Andy Smith has made the most of the opportunity to innovate and develop expertise. He devised a method of replacing faulty bearings in the rotor head at the bench using a hydraulic system, rather than returning them to the manufacturer, a saving in time and cost.
Lt Col Phil Davies, Depth Support Manager, AH IPT, is setting up and running the depth support unit. He said:
"Since Apache is a new airframe there is nothing comparable to this project. This creates challenges but it also means there are no entrenched practices to overcome. We have a blank canvas on which to create something unique."
http://www.shephard.co.uk/rotorhub/D...e-55f54e6787c8
UK: Work starts on Apache maintenance streamlining
6 Jun 06 - Work has begun on the introduction of a lean pulse-line for depth maintenance for the Apache helicopter at Wattisham Airfield in Suffolk.
This will involve dividing the maintenance work into timed phases and fitting out a work station to complete the tasks for each phase. At the end of each phase the helicopter moves (pulses) to the next work station in the line to complete the next phase.
The lean team have produced an initial design for a pulse-line based on 35 services a year and one based on 60 services a year which will take effect when more Apaches enter service.
A separate working pulse-line has been created for the mechanical components of the rotor head. The rotor-head pulse-line has reduced the time taken for services from around 240 hours to 133 hours.
The lean experience is proving popular with technicians. SERCO engineer Andy Smith has made the most of the opportunity to innovate and develop expertise. He devised a method of replacing faulty bearings in the rotor head at the bench using a hydraulic system, rather than returning them to the manufacturer, a saving in time and cost.
Lt Col Phil Davies, Depth Support Manager, AH IPT, is setting up and running the depth support unit. He said:
"Since Apache is a new airframe there is nothing comparable to this project. This creates challenges but it also means there are no entrenched practices to overcome. We have a blank canvas on which to create something unique."
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Right, before we start, I am not defending anything that has happened so far! Clear? Good!
Lean is all about doing things better, more efficiently with less waste. Done properly it should make everyone's life easier. Done properly you should all be involved in what is going on and should be actively encouraged to report back how things are working and how it can be improved.
Remember though, the success or otherwise of the desired improvements will depend upon the outlook of the person. While getting spares from a Unit many miles away might slow a certain piece of work, that might not be a problem if aircraft availability is not impacted and the total number of spares can be reduced. These things are hugely frustrating for many people, but I think that is mainly down to how the need for Lean is communicated.
Make no mistake, it is ALL about saving money. If we can deliver the same capability for less cash then Gordon Brown will be happy. People need to buy into Lean, get involved and have a say in how their work areas will be run.
Personally I think Lean has been handled very badly, but where people are empowered and involved they are quickly becoming converts to it. Bottom line is it is here to stay - crack on with it in positive fashion and make those changes you always wanted. Managers/Leaders - please make sure your people understand why this is happening and how they can make a difference.
Here endeth the Lean sermon.
Lean is all about doing things better, more efficiently with less waste. Done properly it should make everyone's life easier. Done properly you should all be involved in what is going on and should be actively encouraged to report back how things are working and how it can be improved.
Remember though, the success or otherwise of the desired improvements will depend upon the outlook of the person. While getting spares from a Unit many miles away might slow a certain piece of work, that might not be a problem if aircraft availability is not impacted and the total number of spares can be reduced. These things are hugely frustrating for many people, but I think that is mainly down to how the need for Lean is communicated.
Make no mistake, it is ALL about saving money. If we can deliver the same capability for less cash then Gordon Brown will be happy. People need to buy into Lean, get involved and have a say in how their work areas will be run.
Personally I think Lean has been handled very badly, but where people are empowered and involved they are quickly becoming converts to it. Bottom line is it is here to stay - crack on with it in positive fashion and make those changes you always wanted. Managers/Leaders - please make sure your people understand why this is happening and how they can make a difference.
Here endeth the Lean sermon.
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See that is just the problem with the whole thing. People are now so negative about it because of its poor introduction that they won't accept the titchy tiny possibility that there might be something potentially good about it if done correctly. I just wonder how many critics have actually been involved in a well run Lean event, or if they are just citing other peoples experiences. As I said before, some of the stuff that has been done to date under the Lean banner is complete and utter tosh and Lean in general has been given a bad name.
Rest assured ladies and gents that if you kick and scream and resist it, the savings will be made anyway as the money is not there to pay for us all and the posts will disappear and things will get worse. Get involved before that happens and see if you can't make it better. Alternatively sit and whinge about it in a corner somewhere while the rest of us get on with it.
Rest assured ladies and gents that if you kick and scream and resist it, the savings will be made anyway as the money is not there to pay for us all and the posts will disappear and things will get worse. Get involved before that happens and see if you can't make it better. Alternatively sit and whinge about it in a corner somewhere while the rest of us get on with it.
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south bound I agree with you the way pulse/lean has been introduced is complete rubbish, I know that in my work place there was no briefing or any other information on how LEAN would impact on us. The info on the intranet is rich on how it provides cost benefits and increases in efficency but scant on how it is to acheive this, i can see how for example to the high ups a jet leaving say TASF on time means the system works,but not if the aircraft has outstanding jobs that the squadrons have to pick up. Like most things being introduced a bit more fore thought on telling the troops and getting their input on the system might pay divid ends. To be honest the main thing i have seen LEAN do is generate more work and provide less man power at the work face to do the job, the net result being longer shifts for everyone and a lowering of morale.
And yes am aware we cant stop it but at least a whinge and a rant makes some of us feel better lol
I think another problem with the LEAN /PULSE system is the management seem reluctannt to accept when the workers can see a problem or an aspect of PULSE doesnt work, maybe if they did the troops would be a bit more receptive to PULSE.
And yes am aware we cant stop it but at least a whinge and a rant makes some of us feel better lol
I think another problem with the LEAN /PULSE system is the management seem reluctannt to accept when the workers can see a problem or an aspect of PULSE doesnt work, maybe if they did the troops would be a bit more receptive to PULSE.
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Right, firstly, LEAN as an idea should work. Perhaps for a manufacturer or somewhere were the variables are limited. LEANing a front line squadron will always have issues. so far I reckon these are the main ones..... (using an example I know of)
a) Resistance to change. Sometimes people get set into ways of doing things and have accepted them as safe procedures. Once things like 1 man see-off's and turn arounds came in, alot of people didn't WANT to do it because they felt it was somewhat unsafe.
b) Lack of communication. These groups are generally isolated in their brain storming sessions, and disseminate their findings and reccomendations to an officer / chief to put the word around for how now to do things. This is then met with a sweeping change and the lads are left wondering why this was done and the facts and figures that back up why they did this.
c) Implementation before consulting who it affects. This is a loaded one, the idea of LEAN is to make changes without being set in ways as to how things are done. We have had one instance of engine running crew change forms being changed by a LEAN team, implemented a quick change, briefed the aircrew and failed to tell any engineers. This led in loss of information of sorties, and 2 jets LITS frozen for a night while we caught up and made sorties going on auth sheets and ops opinions.
These are all I can think of at the moment, but theres probably alot more reasons, with valid points.
Oh and Hi everyone, 2nd post
a) Resistance to change. Sometimes people get set into ways of doing things and have accepted them as safe procedures. Once things like 1 man see-off's and turn arounds came in, alot of people didn't WANT to do it because they felt it was somewhat unsafe.
b) Lack of communication. These groups are generally isolated in their brain storming sessions, and disseminate their findings and reccomendations to an officer / chief to put the word around for how now to do things. This is then met with a sweeping change and the lads are left wondering why this was done and the facts and figures that back up why they did this.
c) Implementation before consulting who it affects. This is a loaded one, the idea of LEAN is to make changes without being set in ways as to how things are done. We have had one instance of engine running crew change forms being changed by a LEAN team, implemented a quick change, briefed the aircrew and failed to tell any engineers. This led in loss of information of sorties, and 2 jets LITS frozen for a night while we caught up and made sorties going on auth sheets and ops opinions.
These are all I can think of at the moment, but theres probably alot more reasons, with valid points.
Oh and Hi everyone, 2nd post
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ill second that , thats roughly what i was trying to say mono
as for th SMTR proccedures buddy, "by the book" they are single man but we all know that they are still two man turns its just the cpl. does more of the servicing.and they are still taking the same time, gawd knows how long they would take if the cpl did nothing. We are currently trialing CCO ops, god knows how the jets will stand up to the pace , i can see night shifts getting longer.
I know of a case where I was working another squadrons line and they had two cpls watch 4 jets on see of , one jet has a snag the line walkers go to investigate, wheres the other 3 jets safety man then?
as for th SMTR proccedures buddy, "by the book" they are single man but we all know that they are still two man turns its just the cpl. does more of the servicing.and they are still taking the same time, gawd knows how long they would take if the cpl did nothing. We are currently trialing CCO ops, god knows how the jets will stand up to the pace , i can see night shifts getting longer.
I know of a case where I was working another squadrons line and they had two cpls watch 4 jets on see of , one jet has a snag the line walkers go to investigate, wheres the other 3 jets safety man then?
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Southbound has summated matters very well. Whilst the current definition may have changed to Lean / Pulse, below ifrom whence the concept(s) originated.
Like any theory, it holds great appeal until the point of implementation that is. A very large airline tried this a few years ago, with much heralding of trumpets of course--only for the concept to be quietly dropped albeit with a few token chamges introduced. As far as I am aware, it's never been a success within a maintenance environment due to the variables involved as mentioned by another poster here. Then there is the more pervasive matter of "change management" to consider of course. The "holy grail" of management consultants and beancounters and a very dark area to boot. Possibly not quite as difficult to implement in the military because those little pieces of documentation called QR's / The Air Forc Act etc. Unlike the civilian world where resistance can be nullified, but usually at a greater cost to an organisation than would be wished for in terms of manpower and expediture.
Lots of info below for those who are interested enough to get an idea as to what's involved and the pitfalls that await. More on Google of course.
http://www.lmu.ac.uk/lis/imgtserv/tools/BPR.htm
Like any theory, it holds great appeal until the point of implementation that is. A very large airline tried this a few years ago, with much heralding of trumpets of course--only for the concept to be quietly dropped albeit with a few token chamges introduced. As far as I am aware, it's never been a success within a maintenance environment due to the variables involved as mentioned by another poster here. Then there is the more pervasive matter of "change management" to consider of course. The "holy grail" of management consultants and beancounters and a very dark area to boot. Possibly not quite as difficult to implement in the military because those little pieces of documentation called QR's / The Air Forc Act etc. Unlike the civilian world where resistance can be nullified, but usually at a greater cost to an organisation than would be wished for in terms of manpower and expediture.
Lots of info below for those who are interested enough to get an idea as to what's involved and the pitfalls that await. More on Google of course.
http://www.lmu.ac.uk/lis/imgtserv/tools/BPR.htm
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Originally Posted by Gaz ED
One man see-offs? We had two pan trash and a fascist out in RAFG, and still managed to funk it up!
How long are you expected to do a one-man turn round in?
How long are you expected to do a one-man turn round in?