Maritime Cast Shop (MCS) Integrated Improvement Program IBIF Program For... · Maritime Cast Shop (MCS) Integrated Improvement Program. Al Lang. ... Maritime Cast Shop (MCS) ... 15

4/5/2010 Presentation to JDMPT 1

Maritime Cast Shop (MCS) Integrated Improvement Program

Al Lang800-760-5911 x [email protected]

Mike Delaney800-760-5911 x [email protected]

“Understanding future effects of today’s decisions.”

Brief to JDMTP 18 March 2010

DLA Industrial Base Innovation FundBAA Number: 03-0008Maritime Supply Chain

Technical Panel – Metals

24/5/2010 Presentation to JDMPT

Technology Discussion

Cast Components and Upgrade

Equipment Manufacturers:Cast Components affect costs and delay or disrupt production activity

Shipyard Costs:•Install as Scheduled $1•Install late $3•Install very late $7

Test or in-service latent component issues:•Discovered late in ship testing can exceed $100K per day•Source of maintenance issues

Poor 1st Quality Cast Component cause long lead & schedule delays that are transmitted directly through the system

The Problem: Long lead time driven by lower than desired first time casting quality, subsequent weld repair, inspection cycles, approvals & hold points


Technology Discussion• Maritime foundries in the Level 1/SUBSAFE/Nuclear casting business are often• Unaware of 21st Century tool sets

• Computer Aided Design (CAD) software• Physics based thermal management tool set• Lean Engineering – JobShop Lean analysis and process improvement tools

• Lack resources to invest in 21st Century tool sets, many foundries aredebt adverse• Drawings hard copy, not in electronic format

• Project funding: $590K• Participants: Willcor Inc, Dr. Irani/OSU, Mr. William Mankins, Stateline, MCS• Technology Transitions: Specific techniques and tools• Improve first time casting quality• Develop processes that develop consistent quality• Improved plant layout with partial cells to reduce lead/cycle time• Improved scheduling techniques

• Deliverables: Transitioned foundry improvements at MCS in PA, IL and report• Congressional Direction: • Foundries producing castings for Navy ships and submarine are a diminishing critical defense industry• Investments tailoring off-the-shelf technology & concepts to foundry operations to achieve higher quality

castings with improved lead time and schedules• Transition best practices that will be available industry wide, and as such has no proprietary content.


Technology Discussion

Key Technology Current Deficiency Solution

Job Shop Lean process improvement for Low Volume High Mix (LVHM) operations

Long Lead Times, suboptimal Utilization of Constraining Resources, Functional plant layout

Apply TOC methods, implementation of projects targeting constraints, part family ID, and work cell modifications

Lean Engineering tool sets Lack of knowledge in a number of low cost/high impact processes such as 5S, proper metrics, visual management, and basic scheduling

Train and empower touch labor and management to execute low cost high impact continuous improvement projects

Best practices for casting process Improved process control Mold heating, pour temperature monitoring, better weight controls

CAD and casting solidification software

Process control, paper drawings, low volume impacts business case

Use CAD and physics based thermal management software


IBIF Jointness & Congressional Rating

• Is jointly funded with other than IBIF funds ‐ NO

• Has planned implementations benefiting more than one service ‐ YES

• The benefits can be applied to more than one weapon system ‐ YES

• Augments program already in the PUB (President’s Budget) ‐ YES

• Augments program already in the FYDP (Five‐Year Defense Plan) ‐ YES

• Augments program identified as a Supplemental Request ‐ YES

• Augments Service/Agency broad R&D goals ‐ YES


Needs and BenefitsNeed: Reduced lead time and consistent on time delivery of high quality cast

components• Level1/Nuclear/SUBSAFE have a history of long lead times, often late delivery, and high cost.• Applies to SSN, SSBN, CVN and other ship classes.

• Stringent quality requirements result in long lead times, puts on critical shipbuilding path• A casting quality issue or special weld repair problem results in late delivery• Many lead times do not meet new compressed submarine construction schedule. Lead times being

reduced 20‐30% as part of Virginia class SSN 84‐60 initiative.• Late delivery requires ship construction re‐scheduling: $1‐$3‐$7 thumb rule• Latent defect discovery late in ship testing phases can occur:

• Costly cast component weld repair or replacement after ship installation • Costly schedule slip – Over $100K per day during sea trials

Challenge: Unique and stringent customer requirements drive maritime cast component suppliers to be niche suppliers

• Older work force• Environmental regulations drive business decisions, expansions• Difficult to find skill sets • Tradition drives processes, methods, and training


Needs and Benefits (cont’d)Approach: Systems wide approach with use of technology and manufacturing process improvements used for largest possible impact on 1st time casting quality and reduced lead time

• Integration of ‘off the shelf’ available technologies tailored to provide mix of proven technical and process improvements

• Subject Matter Expert process validation• Job Shop Lean process improvement methods• Implementing CAD and Casting software tools

Benefit: Reduced cycle time results in reduced lead time, cost avoidance at foundry and shipyard, and no in‐service surprises to the warfighterBenefits: Projected to be applicable to approx 10 other foundries providing other SSN/CVN castings and foundries and forges providing aviation & land DoD castings of high quality.

• Vision is to provide proven processes to other foundries that provide cast components for Navy shipbuilding

• Baseline for determination of success is historical/recorded cycle time and quality• Increased capacity is an expected associated benefit


Progress• Maritime Cast Shop 1

– Completed assessments, implementations & transition– Completed final report section (provided to Mr. Palko)– Metrics complete

• Maritime Cast Shop 2– Assessment completed January 2010– Job Shop Lean implementations to complete March 2010– Metrics being collected

• Final Report delivered to DLA May 2010


Metrics –MCS1IBIF Proposal Provided Plan to Reduce Lead Time and Increase Cast Quality without

providing specific number goals

MCS 1 Delivery Lead Time Reduced 15%; • 20% - 42% reduction (part number dependant) in the number of intra-shop

Grind - Inspect – Weld – Inspect - loops • 26% - 42% reduction (part number dependant) in the total number of part

moves throughout the shop and reliance on bridge crane and forkliftsAdditional Reduced Lead Time Metrics• 34% Value added capacity increase in Inspection (constraining

department) • 20% Improvement in efficiency in Upgrade and Inspection • 26% Reduction in work in progress (WIP) Improved 1st Time Quality Metrics• 28% Reduction in the close out inspection report defect rate• 4.7% Scrap reduction


MCS Perspective

“This project has been a massive undertaking. Our organization has been entrenched in processing castings the same way for 40 years. The WILLCOR group assessed our needs and put together a strong team to address our issues. Through their hands‐on approach paradigms are being broken, thought processes are being changed, and performance meetings developed. Our company will emerge stronger, as we peel back and improve the layers of our corporate operations. It is an eye opening experience.”

PresidentMaritime Casting Shop


Transition•MCS1 projects transition

• Improved scheduling methods/system installed 17 Jul 09. MRP in work, partially completed

• Grind, weld, MT inspect cell ‐ completed Jul 2009• Two station Wet MT cell for parallel inspection ‐ complete• Foundry process mapping and improvements ‐ complete• Foundry use of mold heaters ‐ complete• Foundry use of scales (future)

•MCS1 shared investment of over $130K into equipment and software for Navy castings•Final Customers are Navy submarine and aircraft carriers

•Program offices, NAVSEA PMS 450, 378 & 317. •Shipyards are GD Electric Boat and NG Newport News.

•Transition occurs without their direct involvement •Project elements transition on equipment destined for SSN and CVN ship classes, based on positive MCS business case and ability to meet existing NAVSEA specifications & standards

•MCS President, General Manager and Director of Quality intimately involved in changes & making decisions. MCS engaged in all planning and makes final decision on transition


Leveraging/Sharing of ResourcesLeveraged Projects Inside Defense Industry;

• BMPCOE/GDEB Submarine 84‐60 Supply Chain Lead Time Reduction Project identified long lead time casting sources needing improvement

• Procurement Readiness Optimization – Forging Advanced Systems Technologies (PRO‐FAST) Program. Used PFAST JobShop Lean tool for facility analysis and optimization

• Philadelphia Naval Foundry Benchmarking Effort provided key areas for process improvement• Mantech Computed Radiography (CR) Project provided information on CR standards progress• Ohio State Department of Industrial, Welding and Systems Engineering, leveraged previous

JSLean forge aviation environment lead time reduction methods used by DLA• USN missile (SM & ESSM) Lead Time Reduction project methods/lessons and processes

Leveraging Outside Commercial Industry, all COTS;• Solidworks CAD tool, Magmasoft/ProCast Physics based tools

MCS matching resources;• Hired engineer• Invested over $130K in weld/grind/MT cell, new Wet MT equipment, measurement

devices, mold heaters, new weld machines, scheduling system SW, … Future Vision; • Provide access and use of proven toolsets through Best Manufacturing Practices web

portal or other open source as appropriate


Warfighter RelevanceCast components affect performance and safety of personnel and ship, focus has been on SSN/SSBN/CVN mission critical components;

• Ship propulsion and drive train• Electrical power generation• Hull integrity• These directly affect performance and safety of warfighter and ship

Reduced casting lead time is required to get additional SSN units to the Fleet, SSN lead time being reduced by 28% and quantities doubled per yearCastings typically on or near shipbuilder critical path ‐ Late delivery directly affects cost and ship delivery schedule. Reduced lead time reduces casting cost and shipyard delay risk/costs

• Five 1st tier vendors provide over 500 VCS submarine castings• Six 2nd tier vendors supply hundreds of VCS castings to equipment vendors• MCS 1 is a 1st and 2nd tier supplier to GDEB and NGNN for SSNs and CVNs and DLA

for depot repairs• MCS 2 is a 2nd tier supplier to NG Avondale & Pascagoula for LPDs

Warfighter is Navy Fleet Commander with NAVSEA technical lead


Navy: Submarines (SSN & SSBN), Aircraft Carriers (CVN) NavyNuclear Power Plants, and other surface ship (LPD)drive‐train components

BUSINESS STRATEGY

• Joint: Yes, DLA and Navy Shipbuilding • Execution: DLA Industrial Base Innovation Fund, Maritime Supply Chain• Performing Organization(s): BMP/Willcor, Inc, Ohio State Department of Industrial, Welding and Systems Engineering, Marshall State Univ, Diversity Partners

• Start Date – Award Oct 2008, on‐site start Mar 2009BENEFITS / WARFIGHTER RELEVANCE

LEVERAGED EFFORTS• BMP Submarine 84‐60 Supply Chain Lead Time Reduction Project• Benchmarking of Philadelphia Naval Foundry/SSN propulsion • DLA Forge JobShop Lean project • Navy missile (SM & ESSM)Lead Time Reduction projects

Reduced lead time and cost for critical nuclear propulsion & SUBSAFE components. Improved shipyard schedule performance – avoid secondary re‐scheduling efforts and costly delays that arise from late delivery or late discovery of latent casting defects

IMPLEMENTATION

Maritime Cast Shop (MCS) Integrated Improvement Plan

OBJECTIVE or SOLUTIONReduce lead time and improve cost and schedule performance of Level 1/SUBSAFE/Nuclear maritime castings through the use of proven best practices, process improvement techniques and leading knowledge based tool sets.

APPROACH• Application of SME benchmarking and selected best practices.• Partnership with maritime foundry /weld upgrade facility for application, proving & direct transition

• Job Shop Lean Engineering applied to casting upgrade operations• Application of proven hardware and software knowledge based tools

PROBLEM

Poor 1st time casting quality and late delivery of upgraded castings used in SSN, SSBN & CVN shipbuilding cause significant schedule disruption & cost overrun.

Funding FY09 FY10

DLA $590,337 0


BACK UP SLIDES


Lead Time ElementsA Systems View

Goals: •Take systems view of lead time and 1st time quality issues•Use known best practices & toolsets•Attack with both technical and process improvement tools

Admin, Proposal Foundry

Weld Upgrade,Machining

Inspection Customer Approvals Delivery

20 m

onths

1‐6 + m

onths

2 mon

ths

1 mon

th


Start

Grind/Weld/MT CellLayouts Changes Currently In ProgessShort Term

Phase 1

Phase 2 Phase 3

Long Term

Short Term Improvements1. Combination of Weld/Grind/Hand Held MT Operations2. Right Size work equipment and 5S Work Area3. Improved work flow by removing permanent wall

Long Term Initiatives1. Integration of Roller system so worker can

manually move part to next work center2. Roller system to be used as queue staging area3. Improve work tables (able to do more complex

parts)4. Integration of Cart System to transfer parts to

Inspection Area and Weld Upgrade Shop without use of Crane or Forklift.


16

14 125

4

3

1

18

9

11

6

10

8 17

15

7

7

20

21

12

19

13

Typical Cast Component Path Upgrade Facility

Grinding

Welding

Heat Treat

NDT

Radiography


Plan & Progress‐Casting OperationGoals: Improve Consistency in Casting Operation1. Understanding and documenting the process2. Insertion of appropriate off-the-shelf technologies – all MRL 9 Progress: Plans developed with execution in September 2009

Planning Core Pattern Mold Close

HeatMelt Pour

Compu

ter A

ided

De

sign Tools

Mold Drying

Scales and

Revert

Managem

ent

Infrared

Tempe

rature

Mon

itorin

g

Improved

Process

and Training

Traveler

Improvem

ents

Physics B

ased

Software

Improve Up‐grade

Cast Sho

p Feed

Back

Accoun

tability


Total Part Moves = 270 Total Part Moves = 20026‐ 42% Reduction in Total Part Moves

Weld Upgrade Shop

Inspection Shop

Mag. Test

Weld Grind

Between Shop Moves= 95

Internal Loop= 55

Weld Upgrade Shop

Inspection Shop

Work Cell

In/Out Work Cell= 40

19‐42% Reduction in Rework Loops

Grind/Weld/MT CellTotal Move & Loop Reduction

Current State Future State

QTY PART #8 5X9HB360A


Improve MT Inspection ConstraintPurchase Additional Wet MT Unit With Dual Setup Stations

0:00

0:07

0:14

0:21

0:28

0:36

0:43

0 10 20 30 40 50 60

Work to be Done in Parallel

Time Spent by Inspector= 60 Min

Minutes

Minutes

Time Spent by Material Handler= 42 Min

Single Station Wet MT Time Study

Time Spent by Inspector at MT work center= 60 Min

Current Weld Upgrade Capabilities1 Wet MT Unit + 1 InspectorTotal Time Spent at MT work center= 102 Min

2 Wet MT Unit + 2 Inspector + 1 Material Handler= Future Weld Upgrade Capabilities

Currently at 100% Capacity

Dual Setup Stations‐‐‐ SHARE THE RESOURCE!!!

Future Capability 100% + 100% + 42% = 242% Capacity


Deploying Effective Scheduling TechniquesDrum Buffer Queues

= Visual Communication Board


Forklift Use Inspection Crane Use Weld Upgrade Crane Use Cell Crane Use

Grind/Weld/MT CellMaterial Handling Utilization

35%

32%

33%

Pre Cell Total Moves = 270

32%6%

16%47%

Post Cell Total Moves= 200

35%

34%

31%

Pre Cell Total Moves =136

26%17%

13%

45%

Post Cell Total Moves = 101

34%

29%

36%


26%17%

13%

45%


36%

32%

32%


26% 13%

18%

43%


QTY PART #8 5X9HB360A

QTY PART #8 5X9HB360AFAB

QTY PART #10 6HMTAM264B

QTY PART #8 6X15HCDS269E


Single Station Wet MT Time Study

0:00

0:07

0:14

0:21

0:28

0:36

0:43

Remove Old Part from

work station

Grab New part from floor and move into work station

Position New Part and

lower onto work bench

Unstrap Work Piece and move crane

Clamp up work piece

Close Curtin Inspect the Part

Add hoists to part

Paperwork Wait for Crane

Remove part from work station and travel to

spot on floor

Set Up/Travel Time

Inspection Time

Minutes

Total Time Spent at Constraint Work Station= 1 Hour 42 Minutes

Documents

Maritime Cast Shop (MCS) Integrated Improvement Program IBIF Program For... · Maritime Cast Shop (MCS) Integrated Improvement Program. Al Lang. ... Maritime Cast Shop (MCS) ... 15