Roll Back & Roll Forward..The LEAN Way
Cunning Artificer
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The disgusting thing was, that after leaving us with this unholy mess the LEAN team just vanished to jump on its next victim.
...making small mistakes or oversights, unusually for them, and it's because they've too much on their plate but are determined to meet the targets;
LEAN is done in-house by the people who actually do the work. The LEAN team is merely a facilitator, assisting the end users with the process. To have a team that is not accountable for the results of implementation is a mockery. It seems there was an objective - to reduce training course duration - but what were the KPIs? Were they met? How was performance (including that of the LEAN team) measured? You suggest (subjectively) that quality was reduced; can you put numbers to that and make a quantified, objective assessment? If you can, then you're getting the hang of LEAN.
Still, its what you'd expect in a military environment. Given your role, where shop floor democracy isn't always a good idea, its very hard for the military to properly use techniques designed for the more relaxed civilian way of working. Not that you shouldn't try, of course.
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A number of moons ago I removed an EDP for access. The helicoil fitted to the housing detached itself and needed replacing, on refitment. I wandered over to the hyd bay to obtain said item (cost-around 10p).
"Sorry mate, we've been leaned. We don't keep them anymore, you'll have to order a new pump."
The pump cost around £5k and the jet was on the ground for 48 hours.
Lean works......my ar*e
"Sorry mate, we've been leaned. We don't keep them anymore, you'll have to order a new pump."
The pump cost around £5k and the jet was on the ground for 48 hours.
Lean works......my ar*e
JG makes a very good point....
In a perfect world of predictable repetitive tasks....LEAN concepts might work fine. One can schedule the entire process and foresee problems way ahead of time.
Aircraft maintenance and repair seldom works like clock work....and schedules are more like running hands over crystal balls and whistling a favorite tune.
One commerical outfit I worked for determined (how is up to question) that we could get a Bell 212 Tailboom AOG'd into Nigeria and thus did not need to keep a built up spare. End result....one aircraft AOG'd for eleven weeks awaiting that very component. Took them about a month to discover what a bad decision that was....although they would never admit it.
Never mind the peasants telling the Lords that was a real disaster in the making.....what did they know after all.
Yep....LEAN works.
LEAN may well have worked for Toyota, however that's the Manufacturing Industry - our game is vastly different and to me, is not conducive to LEAN being the be-all and end-all.
Aircraft maintenance and repair seldom works like clock work....and schedules are more like running hands over crystal balls and whistling a favorite tune.
One commerical outfit I worked for determined (how is up to question) that we could get a Bell 212 Tailboom AOG'd into Nigeria and thus did not need to keep a built up spare. End result....one aircraft AOG'd for eleven weeks awaiting that very component. Took them about a month to discover what a bad decision that was....although they would never admit it.
Never mind the peasants telling the Lords that was a real disaster in the making.....what did they know after all.
Yep....LEAN works.
I'm not trying to muddy the water at all, but I think Vecvechookattack (what is that about?) is confusing LEAN methodology with QA techniques. (I do QA for civvy aviation)
The difference is that, in the way that LEAN is applied here, it does not seem to take into account the prime directive, or reasoning, for doing a series of tasks, as opposed to pure elimination of unnecessary needs of a single task.
QA is normally self-checked by feedback from the product-end of the Tasks and Series of Tasks and can be allowed to justify not doing, and even undoing, highlighted changes.
Can't LEAN do this? Or isnt it allowed to do this?
I must agree with above statements that this Thread must be far too difficult for our feathered friends to join in. (Well, Vecvec... excepted, of course)
The added bit..
What would "WAR" stocks be like if they were LEANed?
The difference is that, in the way that LEAN is applied here, it does not seem to take into account the prime directive, or reasoning, for doing a series of tasks, as opposed to pure elimination of unnecessary needs of a single task.
QA is normally self-checked by feedback from the product-end of the Tasks and Series of Tasks and can be allowed to justify not doing, and even undoing, highlighted changes.
Can't LEAN do this? Or isnt it allowed to do this?
I must agree with above statements that this Thread must be far too difficult for our feathered friends to join in. (Well, Vecvec... excepted, of course)
The added bit..
What would "WAR" stocks be like if they were LEANed?
Last edited by Rigga; 21st Dec 2006 at 12:45. Reason: Afterthoughts & Hindsight kicked in.
The forces have always been open to new ways of doing things, often driven by the novelty of changing technology. As has been already said business used to draw on the military example as the way to go. But the RAF is not a Car Company or a widget maker. Its engineers have to respond to an ever changing and unpredictable demand placed upon them, as often by an enemy as by its own operators (OK ha ha, "aren't they one and the same thing", most amusing, message ends). What that scenario has in common with the planned production of Corollas I for one can't see. If the ways of servicing Hercs and others has to change to reflect the increasing lack of bods on the ground, then fine work on that, there must always be room for improvement. But do remember you are dealing with people, not units of production, whatever.
In the 60/70s centralised servicing came to a secret (not top secret) base in Wiltshire. The two Herc Squadrons released their aircraft and servicing personnel to the Station ENG WG. The two servicing squadrons thus formed were immediately adopted by the two flying squadrons, one apiece, so that the rivalry of one out performing the other could continue to maintain morale and performance. I don't remember any initials being involved except TGIF!
Cunning Artificer
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As applied to aircraft maintenance, LEAN is directed at removing duplicated work. The result in civil aviation results in a slimmed down approved maintenance schedule and simplified work processes. You have a panel open for a particular task? The Corrosion Control & Prevention Programme requires access to the same location, but at a slightly different time? Combine the two tasks and you only open the panel once. Way, way back in the sixties we in the RAF called it "Opportunity Servicing". Equalised Servicing is another example. Anyone remember Hollerith Codes? What was the data used for? Removing duplicated tasks was one.
There's nothing new about LEAN except the name and from what I'm reading here, those who are imposing the concept on the modern military need to be trained in the process before they're let loose on the poor old shop floor chaps. What's been put forward on here certainly hasn't got much to do with LEAN as I understand it.
There's nothing new about LEAN except the name and from what I'm reading here, those who are imposing the concept on the modern military need to be trained in the process before they're let loose on the poor old shop floor chaps. What's been put forward on here certainly hasn't got much to do with LEAN as I understand it.
On the subject of Training and together with a Report just released by the UK CAA, and then putting it in the context of this threads latest line of quoted incidents:
During a Pushback at a UK Airport, the Crew reported a problem to the Towing Crew who were then asked to pull the aircraft back to its Stand. During the Tow the aircraft became detached and rolled into the Tractor sustaining substantial damage to the aircraft.
Subsequesnt investigation found that the Towing Crew were not trained in TOWING the aircraft - just trained for Pushbacks!
There were other factors involved too but....
This sounds just like a LEAN action in cutting maintenance/training costs. If we don't do many Towing actions should we be teaching Towing as opposed to Pushing an aircraft? ...and towing a 100-ton monster on a double-jointed link is easier that pushing one? isn't it?
During a Pushback at a UK Airport, the Crew reported a problem to the Towing Crew who were then asked to pull the aircraft back to its Stand. During the Tow the aircraft became detached and rolled into the Tractor sustaining substantial damage to the aircraft.
Subsequesnt investigation found that the Towing Crew were not trained in TOWING the aircraft - just trained for Pushbacks!
There were other factors involved too but....
This sounds just like a LEAN action in cutting maintenance/training costs. If we don't do many Towing actions should we be teaching Towing as opposed to Pushing an aircraft? ...and towing a 100-ton monster on a double-jointed link is easier that pushing one? isn't it?
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LEAN DOES Work... Of course it does.
Over-fuelled aircraft, under-fuelled aircraft, F700s not co-ordinated, panels insecure, aircraft not ready on time, aircraft roled incorrectly, engineers at each others' throats, untold sorties planned and not flown due to lack of aircraft, 4 on the line between 2 squadrons, morale around people's boots.
LEAN certainly DOES work. For someone.
LEAN certainly DOES work. For someone.
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Lean
Lean has probably introduced many improvements - I'm sure many could think of at least one thing - process, rule, etc - however small, that has changed for the better (quicker, easier, or got rid of all together). However, as with all new fangled things it can get a bit out of hand. Evolution; yes. Revolution ..... 
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LEAN
In a lighter vein, the following is reputed to be a report by an efficiency expert attending a concert at London’s Royal Festival Hall. However, it does seem to be rather close to what is being reported here 
OBSERVATION: During much of the work period, the four oboe players had nothing to do.
RECOMMENDATION: Reduce number of oboe players. Distribute their work more evenly throughout the work period, eliminating peaks of activity.
OBSERVATION: The twelve violin players were all playing identical notes. This is unnecessary duplication.
RECOMMENDATION: Drastically prune this section. If the resultant cuts lead to a reduction in sound, electronic apparatus will more than make up for the loss in manpower.
OBSERVATION: Considerable time was spent in the playing of demi-semi-quavers; this seems to be an unnecessary refinement.
RECOMMENDATION: All notes should be rounded up to the nearest semi-quaver. If this practice was adopted, it would make it possible to employ trainees and lower-grade operatives more extensively.
OBSERVATION: There is excessive repetition of many musical passages.
RECOMMENDATION: There is wide scope for modification and reduction. Little contribution is made by repeating on the woodwind a passage that has already been dealt with thoroughly by the strings. If all such redundant passages were eliminated, it is estimated that the whole work period, currently two hours, could be reduced to twenty minutes, which would also obviate the need for an interval.
CONCLUSION
The conductor has been consulted about these recommendations and is generally in agreement with them, though the opinion was expressed that there might be some falling off in box-office receipts. If this indeed proves to be the case, it should be possible to close sections of the auditorium entirely resulting in additional savings in overhead expenses, heating, lighting, attendance, ancillary staff etc. And if the worst came to the worst, the entire program could be shut down and the public could attend a similar work period at the Albert Hall instead.
Bob C
OBSERVATION: During much of the work period, the four oboe players had nothing to do.
RECOMMENDATION: Reduce number of oboe players. Distribute their work more evenly throughout the work period, eliminating peaks of activity.
OBSERVATION: The twelve violin players were all playing identical notes. This is unnecessary duplication.
RECOMMENDATION: Drastically prune this section. If the resultant cuts lead to a reduction in sound, electronic apparatus will more than make up for the loss in manpower.
OBSERVATION: Considerable time was spent in the playing of demi-semi-quavers; this seems to be an unnecessary refinement.
RECOMMENDATION: All notes should be rounded up to the nearest semi-quaver. If this practice was adopted, it would make it possible to employ trainees and lower-grade operatives more extensively.
OBSERVATION: There is excessive repetition of many musical passages.
RECOMMENDATION: There is wide scope for modification and reduction. Little contribution is made by repeating on the woodwind a passage that has already been dealt with thoroughly by the strings. If all such redundant passages were eliminated, it is estimated that the whole work period, currently two hours, could be reduced to twenty minutes, which would also obviate the need for an interval.
CONCLUSION
The conductor has been consulted about these recommendations and is generally in agreement with them, though the opinion was expressed that there might be some falling off in box-office receipts. If this indeed proves to be the case, it should be possible to close sections of the auditorium entirely resulting in additional savings in overhead expenses, heating, lighting, attendance, ancillary staff etc. And if the worst came to the worst, the entire program could be shut down and the public could attend a similar work period at the Albert Hall instead.
Bob C
I work on a FJ squadron and LEAN is well and truly under way.
Honestly and truthfully I am hard pushed to think of one single POSITIVE that has come out of it all so far, in my small world. In fact, I feel that the Aircraft Engineering side has been ripped off/conned/downright lied to. In simple terms we've seen Eng manpower seriously carved up, yet we pursue the same amount of flying (arguably more tenaciously) with the same number of aircrew as before, with more aircraft than was agreed to. Despite changes in operations, we struggle more now than I can ever remember in all my different postings.
Honestly and truthfully I am hard pushed to think of one single POSITIVE that has come out of it all so far, in my small world. In fact, I feel that the Aircraft Engineering side has been ripped off/conned/downright lied to. In simple terms we've seen Eng manpower seriously carved up, yet we pursue the same amount of flying (arguably more tenaciously) with the same number of aircrew as before, with more aircraft than was agreed to. Despite changes in operations, we struggle more now than I can ever remember in all my different postings.
I can't have the only bay in the Service where everyone's pretty pleased with the results of leaning, with the guys pushing out more kit with slightly fewer people in a working environment/pattern they've pretty much designed themselves, yet still having time for sport etc?
I can't have the only bay in the Service where everyone's pretty pleased with the results of leaning, with the guys pushing out more kit with slightly fewer people in a working environment/pattern they've pretty much designed themselves, yet still having time for sport etc?[/QUOTE]
That's a good point. How is it I can't get bay support for my trade after 1200 on a Friday, when we still have another 6 or 7 hours of work to do? How is it that one side of the airfield spends a good portion of the week with figuratively speaking it's feet up, with most of the overborne manpower, while the flying squadrons are struggling for manpower and working up 45-48 hour weeks and flat out?
Come on the Kiwis, get that FJ fleet back......
That's a good point. How is it I can't get bay support for my trade after 1200 on a Friday, when we still have another 6 or 7 hours of work to do? How is it that one side of the airfield spends a good portion of the week with figuratively speaking it's feet up, with most of the overborne manpower, while the flying squadrons are struggling for manpower and working up 45-48 hour weeks and flat out?
Come on the Kiwis, get that FJ fleet back......
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Sorry to lead with a question but what is the relationship between lean and pulse or are they one and the same?
Either way, how is it that a lean/pulse line can deliver an airframe over two weeks late and another one delivered back to front line unserviceable?
Apparently airtesting is not a pulse responsibility!
All this having raped 1st line of personnel to populate the pulse line.
This leaves 1st line struggling with 25% availability and only a quarter of those airframes that are available are fit for the role required on the flight line.
Many questions I know as one of the winged brethren. I could have sworn Professionalstudent was talking about my fleet until I realised where he was. Seems the same havok is being wreaked across the spectrum of the new engineering regime. And before anyone bites, I have full empathy with the engineers as I see how they are digging out blind for little quality time and reward!
HEDP
Either way, how is it that a lean/pulse line can deliver an airframe over two weeks late and another one delivered back to front line unserviceable?
Apparently airtesting is not a pulse responsibility!
All this having raped 1st line of personnel to populate the pulse line.
This leaves 1st line struggling with 25% availability and only a quarter of those airframes that are available are fit for the role required on the flight line.
Many questions I know as one of the winged brethren. I could have sworn Professionalstudent was talking about my fleet until I realised where he was. Seems the same havok is being wreaked across the spectrum of the new engineering regime. And before anyone bites, I have full empathy with the engineers as I see how they are digging out blind for little quality time and reward!
HEDP
