Shop reorganizes, reduces maintenance-flow days

  • Published
  • By Kari Tilton
  • Ogden Air Logistics Center Public Affairs
HILL AIR FORCE BASE, Utah (AFPN) --  Maintainers here are promising to cut nearly two months off Common Configuration Improvement Program efforts on Air Force fighter aircraft by rearranging work spaces and making the flow smoother.

Program modifications are being done here to enhance the cockpit, avionics and combat capability of about 650 F-16 Fighting Falcons.

Officials send the aircraft here for program modifications as the fighters return from their air and space expeditionary force cycle. The fighters must be ready as soon as possible to return back into the field.

The modifications will now be carried out in less time, in less space, using the same number of people to get the job done, opening the hangar doors to more fighters needing modifications, officials said.

The reorganization involved moving more than 90 aircraft and was accomplished in three months using “Lean” methodologies workers here have adopted to cut flow time, reduce overtime and save money.

"We've taken the most successful (modification) program in the Air Force today, and are making it even more successful by rearranging our work flow," said Dr. Chalon Keller, aircraft division process improvement chief.

The streamlined processes are expected to reduce modification time from 152 to 96 days, Dr. Keller said. The program already had a 93-percent on-time delivery rate. The motivation is straight forward -- to get more "iron back on the ramps," she said.

"The goal is to get the jets back to the warfighter faster, to in-turn make the (air and space expeditionary force) more flexible," said Capt. Chris Boring, aircraft division Lean coordinator.

Dr. Keller, a process improvement expert, calls the work monumental. She said such a dramatic change in process has never been accomplished in such a short time at any depot-level repair shop in the Air Force.

In March, a process improvement team Dr. Keller led began looking at every aspect of the modification process, from the time a depot-bound F-16 lands here to its flight test to the time the aircraft leaves for home station.

Team members first categorized each step in the modification process, looking at how much time was allocated versus how long each step was actually taking, Dr. Keller said. They then "mapped" out a way to streamline their approach, reorganizing the movement of jets through the modification line. They also outlined a systemic method for each shop employee to accomplish his or her work in an allotted time frame.

Using Lean fundamentals, the shop is now organized in "super cells” where work takes place on a six-day schedule. Dr. Keller said when an F-16 arrives here for modification, it will go through an 11-cell processing line. At each cell, a new task will be accomplished readying the jet for its next stop.

Modification progress in each area is carefully tracked to keep the work flow on schedule. Experts working in the various cells must complete specific tasks each day so the jet will be ready to move to the next cell on schedule.

Progress charts that track overall progress and individual milestones are set up near each cell, and employees are expected to complete specific tasks on schedule, Dr. Keller said.

"Lean brings problems to the surface very quickly," said Leroy Sykes, modification program section chief. He admitted the changes are drastic, but said he is a strong proponent of the improvements because he knows it works, and he has seen it demonstrated time and time again throughout Air Force Materiel Command and private corporations.

"The accountability is in your face," Dr. Keller said. "If someone isn't pulling their weight, it will be noticeable very quickly. Likewise, super performers stand out even more."

Jets requiring more labor-intensive maintenance that may slow the flow are sent to a “trauma center,” where a team of multifunctional experts will complete the extra fixes plus the program modifications.

The division's process improvement team has also set aside extra cell areas for additional growth because they said they are expecting to double the shop's work flow within one year. (Courtesy of AFMC News Service)