‘Workplace Organisation Raising the Standard’ · ‘Workplace Organisation Raising the Standard’ ... Tailrotor 5. Landinggear 8. Maincabin 11. Electrics 3. Shaftbox* 6. Interior

Babcock MCS Lean Express

‘Workplace Organisation Raising the Standard’

www.babcockinternational.com

Babcock ‘Operational Excellence’ Model

Babcock

8 Guiding

Principles

Lean Process Audit Exit Gates

7 Key Lean

Enablers

www.babcockinternational.com 3

‘Our Vision’ of the Guiding Principles

The engineer shall spend as

much - value adding time at the

helicopter - as possible

We need to establish the adequate

framework conditions together


MCS Lean Journey

6S

1 - Structure• Work Environment

• Procedures & Instructions

• Abnormalities visible

• Training and Awareness

Kaizen

2 – Overview & Insight• Visual Management KPI’s

• WIP Control

• Continuous Improvement Culture

3 - Stability• Stable Processes

• Eliminating Waste

• Flow & Pull

4 - Capability• Reducing Variation

• In–process control

• Statistical tools

5 - Robustness• Robust process

• Design for Six Sigma

• Quality Function

Deployment

Operational Excellence

6 Sigma

Ramco

Start of Shift

6S

6s

Start of

Shift

Lean

(Ramco)

6 Sigma

Operational

Excellence

2015

2016

2017

2018


Role and Responsibilities of Leaders

Continuous

improvement

Lean understanding

Raising awareness and create

basic understanding

Roles & Responsibility

development

Continuous leadership

training

To facilitate and further drive change

through continuous improvement

requires a cultural change from

Directors to Team Leaders


Lean Learning Strategy – Train the Trainer

Lean Awareness Lean Yellow Belt Lean Green Belt Lean Black Belt

Savings

2 hours 1 Day 3 Days/ 3 months 10 Days/ 1 Year

Project worth 20-50k

Savings

Project worth 100-150k

Savings

100% Population 20% Population 15% Population 10% Population

Lean Champion Lean Basics Trainer Lean Trainer Lean Implementer

www.babcockinternational.com7

So How Are

We Going to

Get There?

Goal Alignment

• Metric Alignment:

• Facility Alignment & Corporate

• Team/site prioritization

Rewards and Recognition

• Promoting successes

• Alignment of rewards with OpCo’s Priorities and

Lean implementation objectives

• Using and balancing team and individual Rewards

and Recognition

In Strict Confidence

Leadership Lean People Performance

Management


Best Facility Award – Most Improved

8

Dec 2016 Blackpool

January 2017 Alicante


Lean Yellow Belt Training – Hall of Fame

9


Equipped with Knowledge – What Next!

Provide the most value from the customers

perspective, while consuming the fewest

resources and utilising the talents of the people

who do the work.

Purpose – Process – People



The Question We Asked Ourselves in

Technical Operations

How we can use lean and continuous

improvement tools and techniques to support ‘Best

Practice’ and improve the working environments in

Technical Operations so that we enhance safety,

processes and maintenance standards.


= 6S


Set of Methods / Standards

for…

• Improving the organization of our

workplace

• Making it easier to see abnormal

situations

• Setting the foundation for visually

managing our processes

SAFETYDesigning Safety Into

Our Workplace

SORTRemoving

Unnecessary Clutter

SET IN ORDERCreating A Place for

Everything

SHINE

Clean to Make

Abnormal Visible and

Build Pride

STANDARDIZECreate Standard Work

to Drive 6S Every Day

SUSTAINBuild Processes to

Sustain

6S Overview - What is 6S?


6S/Visual Management

VISUAL MANAGEMENT….

…NO WORDS NECESSARY

S1-SAFETYOur #1 Priority

S2-SORTRemove the Unnecessary

S3-SETOrganize the Necessary

S4-SHINEClean to Make the Abnormal Visible

S5-STANDARDIZEDrive Consistency and Standard Work

S6-SUSTAINSustain Through Follow Up and

Accountability

Foundation for Lean Processes –

Enabling Us to “See” Waste


Task Observations – An Approach of Continuously

Improving Our Performance Together Joint shift observations with

management team, supervisors

Documentation of tasks, time &

classification into value adding /

necessary / waste activities

Joint review of check with

team and development of

possible improvements /

collection of issues to be

resolved

Development of guiding

principles (e.g. standard

sequence)+ target times

which shall apply for future

checks

Joint implementation on the

shop floor with engineers.

Supervisors with key role here.

Daily Check

Further checks

upcoming

Successful pilot for for daily

check, all other checks will be

approached step-by-step with

the same systematic


Pilot Bay - Setup to Optimize Workflow Checks -

Roll Out After Successful Trial.

1 Except mobile material store (one central mobile store per hangar)

Sta

nd

ard

layo

ut

Fu

ture

la

yo

ut

All equipment needed is directly located at the bay

Rags and cleaning utensils

▪ All high used items included

▪ Integrated into staging to always have near the A/C

Workstation with laptop

▪ Quick access into IAS if needed

▪ Checklists for check available at each workstation

Special tool area

▪ Often needed special tool is centrally available in

the hangar

▪ Shadow boards for reduced searching times

Pilot bay to

be rolled

out to all

bays1


6S in Action - Aberdeen Facilities



Sustaining Lean & 6S Continuous Improvement

Facility 6s Audit

Facility Lean Audit

Lean is sustained by 2 Audits: 6S Overview + Lean Audit


6S Overview – Creating the Lean Community


Lean Communications & Corporate

Identity

In Strict Confidence19


Best Practice Safety

1Health & Safety induction process for visitors, PPE,

awareness video being used?

2Is Personal protective equipment (PPE) areas are clearly

identified and PPE is being properly used by employees?

3Area is free of trip/slip, or other hazards - Equipment

safety guards are maintained in proper working condition?

4Area is set up in an ergonomic fashion. Work tables at

appropriate height, no prolonged awkward postures, etc.?

5Scaf tags are recognisable on A/C staging & periodically

checked?

6Correct identification of waste bins and waste

segregation?

7Are work areas kept clear of obstructions, clean, and free

of debris?

Aberdeen HSE Scaf tags

Alicante HSE clear floors and trip

hazard safety

Safety Induction PortugalStaverton Visitors

High Viz vests used by France also

Safety Hats Colico

Albacete Ergonomics for benches


Aberdeen HSE Alicante HSE Alicante HSEStaverton HSE

Spain HSE News Letter Spain HSE News LetterSafety Chains in Blackpool Walkway signs in Blackpool



Walkway painting in Blackpool Alicante improved staging

From trapped finger risk

Staverton new TV

screen

HSE notifications

Alicante New Health &

Safety

technician lockers

Alicante clear walk

ways

France health & safety

high Viz vests for visitors

France health & safety France health & safety

high Viz vests



Albacete Signage

France Glove Protection Aberdeen signage

Staverton Hand wash Alicante New HSE

Induction

Colico Health & Safety Sign

Salamanca signage Salamanca signage



Aberdeen HSE Board

Salamanca signage Salamanca signage Salamanca signage Aberdeen board

Alicante Signage Alicante Signage Aberdeen Signage



Best Practice Compliance

1Storage of parts is correct with serial number

identification for AGS?

2Parts warehouse is clearly laid out & conforming to

standards required

3Parts are correctly stored on shelving (Rubber matting) &

pipe ends have blanks for FOD

4Tool box checks, carried after Line Mandatory signature

folder alongside tool box

Albacete Rubber matting on shelves

Colico New warehouse laid out and catalogued

Aberdeen

AGS /Non serialised parts stored and

Identified in batches

Staveton Tool box check sheet

Alicante Removed parts identified and

stored correctly

Tool box layout Portugal


Best Practice Compliance

1Storage of parts is correct with serial number

identification for AGS?

2Parts warehouse is clearly laid out & conforming to

standards required

3Parts are correctly stored on shelving (Rubber matting) &

pipe ends have blanks for FOD

4Tool box checks, carried after Line Mandatory signature

folder alongside tool box

France Gloves storage

Aberdeen New

Warehouse

Plans

Aberdeen New

Warehouse

Opens in record 8

weeks

Albacete storage of chemicalsFrance New Warehouse France New WarehouseAberdeen stores


Best Practice Customer Impression

1Babcock signs can be seen and Engineers wearing

corporate work wear

2 Facility looks clean & tidy in ALL places

3Coffee machines & rest areas are away from

Helicopters

4Storage of paper & non Maintenance items being

stored?

Storage of paper and non

maintenance equipment

Coffee machine on shop floor

Alicante Spain

Staverton UK

Aberdeen


Lean Best Practice Customer Impression

Colico Italy

Albacete

SpainPortugal

France

Staverton UK

Aberdeen



Lessons Learned

• Understand your GOAL!

• Communicate clearly – change

can be challenging but rewarding

• Shape the culture required to

deliver SUCCESS

• Its about the journey

• Enter with a willingness to try

something new

• Listen to ideas

• Be part of the change

• Take incremental steps

• Understand the commitment

needed to achieve

The journey might not be down the

path you originally take!


Lessons Learned

Continuous Improvement is

about learning the lessons on

the way.

Reality is much more like this



Babcock Lean Roadmap

In Strict Confidence32

Bab

co

ck

Technical

System

(Processes)

Employee

Manage-

ment Infra-

structure

Performance Dialog

▪ Root cause analysis

▪ Result tracking together

with employees at

shopfloor

▪ Erupting Silos

Improved communication

and steering through

visualization

▪ Focus on “One H/C

at a time”

▪ Reduction of

complexity

▪ Reduction of setting-

up time

Reduction of internal

effort and higher quality

Lean Training

▪ Development of target

qualification matrix and

training plan

▪ Lean training sessions

Embedded lean

philosophy in

organization

Change Agents

▪ Development and

distribution of change

story

▪ Erupting Silos

▪ Change Agents acting

as multiplicator

Increasing change

acceptance of

employees

Coaching & Development

▪ Regular feedback

▪ Coaching sessions

Soft skill development of

employees

Work Planning

▪ Definition of

maintenance

areas

▪ Definition of work

sequence by area

Smoother workflow and

reduced cycle times

1.

2.

3. 4.

5. 6.

7.

8.

9.

1. Mainrotor 4. Upperdeck** 7. Nose 10. Hydraulics 2. Tailrotor 5. Landinggear 8. Maincabin 11. Electrics 3. Shaftbox* 6. Interior 9. Tailstucture

10.

11.

AW 139 – Zone 1 - 11

Material and Tool

▪ KANBAN

▪ KIT-building

▪ Improvement of

material

availability @ shopfloor

Reduction of search and

waiting times

Sequencing Interruption Management

▪ Harmonization

maintenance plan

▪ Extension of

checks

Less maintenance

events to be planned

Continuous Improvement Performance KPIs

▪ Definition of targets, KPI

and reporting process

(cascade)

▪ Cross functional

attendance (engineers,

logistics, procurement,

management)

Transparency on

performance and

development

▪ Ongoing identification and

realization of potential

▪ Operationalization of a

Plan- Do-Check-Act-cycle

Awareness and personal

responsibility for

improvements


Babcock Key Areas of Focus for Lean

Babcock

Technical

System

(Processes)

Employee

Manage-

ment Infra-

structure

6. Performance Reviews

▪ Root cause analysis

▪ Result tracking together

with employees at shop

floor

▪ Erupting Silos

Improved communication

and steering through

visualization

▪ Focus on “One H/C

at a time”

▪ Reduction of

complexity

▪ Reduction of setting-

up time

Reduction of internal

effort and higher quality

9. Lean Training

▪ Development of target

qualification matrix and

training plan

▪ Lean training sessions

Embedded lean

philosophy in

organization

8. Change Agents

▪ Development and

distribution of change

story

▪ Erupting Silos

▪ Change Agents acting

as multiplicator

Increasing change

acceptance of

employees

10. Coaching & Development

▪ Regular feedback

▪ Coaching sessions

Soft skill development of

employees

1. Work Planning

▪ Definition of

maintenance

areas

▪ Definition of work

sequence by area

Smoother workflow and

reduced cycle times

1.

2.

3. 4.

5. 6.

7.

8.

9.

1. Mainrotor 4. Upperdeck** 7. Nose 10. Hydraulics 2. Tailrotor 5. Landinggear 8. Maincabin 11. Electrics 3. Shaftbox* 6. Interior 9. Tailstucture

10.

11.

AW 139 – Zone 1 - 11

3. Material and Tool

▪ KANBAN

▪ KIT-building

▪ Improvement of

material

availability @ shop floor

Reduction of search and

waiting times

2. Sequencing 4. Escalation Process

▪ Harmonization

maintenance plan

▪ Advanced

planning cycles

Less maintenance

events to be planned

7. Continuous Improvement 5. Performance KPIs

▪ Definition of targets, KPI

and reporting process

(cascade)

▪ Cross functional

attendance (engineers,

logistics, procurement,

management)

Transparency on

performance and

development

▪ Ongoing identification and

realization of potential

▪ Operationalization of a

Plan- Do-Check-Act-cycle

Awareness and personal

responsibility for

improvements

Documents

‘Workplace Organisation Raising the Standard’ · ‘Workplace Organisation Raising the Standard’ ... Tailrotor 5. Landinggear 8. Maincabin 11. Electrics 3. Shaftbox* 6. Interior