Visual Management deployment

MRO – Dynamic Components

DEPLOYMENT IN PRODUCTION WORKSHOP

Sebastien Daufes / EBSRL

 Visual Management MRO – Dynamic Components
 Duration: November 2013 to December 2014
 Scope: Setup of the Airbus Helicopters Visual Management system in the MRO activity
 Objectives: Setup of the Airbus Helicopters Visual Management system in the production workshops
 Team: [Link]: Transfo Plan manager, [Link]: Project manager & deployer, [Link]: Sponsor
QUALITY COST DELIVERY
 Ensure compliance with AH
VM standard  Self-financed boards and  Operational boards at the
 Appropriation of VM and means end of August 2014
SQCDP as a management  Sustainable savings on  Improvement of 0.1 point on
tool for teams Security, Quality, Cost, the maturity assessment
 Ensure relevant and up-to- Delivery and People
date KPIs
 Planning:

D RAnalysis
I V E R
Definition of Definition of Test Deployment workshop by workshop Autonomy Stabiliza-
of existent
the project indicator phasis  Transformation and coaching & Review tion
content

1 2 3 4 5 6 7
3 month
30/11/2013 31/12/2013 31/01/2014 31/03/2014 30/06/2014 31/08/2014 31/09/2014

 Main achievements: 100% boards setup: Heavy gear boxes workshop, Rotors workshop, Light gear boxes
workshop, Sub-modules workshop, Stripping & Painting workshops, Surface treatment & NDI workshops
 Next weeks targets: Office of the production manager, basement workshop, support functions
 Risks: Keep the pressure and daily coaching required
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Assessment of the situation
BEFORE NOW
 Diversity and non-regulated boards in workshops  Each unit of product has its own visual management
harmonized and standardized
 Scheduled boards already deployed  Very useful, key tools for the local work organization:

WHO DOES, WHAT and WHEN?

Am I on time or late compared to the forecast?

Team leaders are the best support to update the boards

 Few KPIs for the activity Relevant KPIs for each unit of product:
 KPI that can generate action plan
 KPI not always red or green
 Flexible KPI
 Objectives linked to each KPI
PARTIAL INFORMATION TRANSPARENCY OF INFORMATION
 Everybody has same level of information.
 Problems are shared and discussed
KPI = INFORMATIVE BOARD KPI = MANAGEMENT TOOL
Passive attitude: Active attitude:
 Information for high-level manager or for specific  It is what you put on your board that makes it
events interesting
 Not always up-to-date  Showing and explaining problems give 50% of the
solution
 Improvement tool
Monthly update Daily tool of management
Context
 VM integrated in Airbus Helicopters Transformation Plan
 Lean maturity assessment

VISUAL MANAGEMENT SYSTEM – 4 PILLARS

Manage Activities Manage Teams Manage Performance Manage Problems

• Visual planning and scheduling

• Task allocation boards • Pareto chart
systems
• Qualification Matrix • Priority matrix
• Time – Time charts • SQCDP Standard
• Team Planning • Practical Problem Solving
• Visual Q-Gates
• … (using 8D standard)
• …

Exhibit 4.1 - Visual Management guide G007A

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 Deployment planning
2013 2014
DEPLOYMENT
Q4 Q1 Q2 Q3 Q4

PLAN phase
Phase analyses “As is” / Maturity of 4 pillars of VM and define “To Be” X

Detailed action plan for each pillar X

Focal points with managers and operational people X X

DO phase
Kick-off meeting X

Definition of indicators and processes X

Rework & adjustment of indicators (CP/CE) X

Feedback and integrating changes X

Validation of indicators and targets X

Pilot case study on UAP C – Light gear boxes X X

Progress report with managers and operational people X X

Feedback and integrating changes X X

Validation of indicators and targets X X

Format definition of the panels X

Quote launched and control panels X

Review and adjusting the operation panels X

Deployment workshop after workshop: Transformation and coaching X X X X

UAP A – Heavy gear boxes X

UAP B – Rotors X

UAP G – Sub-modules X

UAS – Transversal operations: Stripping & Painting X

UAS – Transversal operations: Surface treatment & NDI X

CHECK phase
VM Process Confirmation, use of VM checklist with Lean focal points and [Link] X X X

ACT phase
VM System autonomous & continuous improvement process X X X
Visual Management on MRO Dynamic Components

Manage Teams

Manage Activities Manage Performance Manage Problems

FLASH 5’ SQCDP FLASH 30’

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Indicators SQCDP – MRO Dynamic Components
Visual Sheet Issue Sheet Daily/Weekly/Monthly Trend Sheet
Sheet
1st KPI: Work accident  If accident is written, Team
 Red: if accident and risks Leader gives a nb to the HSE
 Green: if no accident and summarizes facts  Monthly monitoring of 5S  Annual monitoring of
evaluation work accidents and
2nd KPI: 5S area assessment  If the score is less than 3.5 / 5,
risks
 Red: if the rating is below 3.5 / 5 fast actions are taken on the 3
 Green: if the rating is higher than 3.5 / 5 lowest scores
 Red: if more than 5 non-conformities are  Histogram of daily  Histogram of monthly
identified with an impact on the quality of the  List of new problems monitoring monitoring
product and / or process - Resolved at workshop level
 Green: if less than 5 non-conformities detected - Or escalated to the higher level 1st KPI: Flow assembly 1st KPI: Flow assembly
1st KPI: Flow assembly 2nd KPI: Flow dismantling 2nd KPI: Flow dismantling
2nd KPI: Flow dismantling

 Red: if the performance of the workshop is  Histogram of weekly  Histogram of monthly

below 80% for the week  List of new problems monitoring monitoring
 Green: if the performance of the workshop is  Analysis of the causes of non-
over 80% for the week performance 1st KPI: Flow assembly 1st KPI: Flow assembly
st
1 KPI: Flow assembly 2nd KPI: Flow dismantling 2nd KPI: Flow dismantling
2nd KPI: Flow dismantling

 Red: if the rate of the commitments workshop  Histogram of weekly  Histogram of monthly
is below 80% for the week  List of new problems monitoring monitoring
 Green: if the commitments workshop is over  Analysis of the causes of non-
80% for the week compliance with commitments 1st KPI: Flow assembly 1st KPI: Flow assembly
1st KPI: Flow assembly 2nd KPI: Flow dismantling 2nd KPI: Flow dismantling
2nd KPI: Flow dismantling

 Red: if variation of more than 5 persons  Histogram of daily  Histogram of monthly

between forecasts and reality  List of new problems monitoring monitoring
 Green: if variation of less than 5 persons  Analysis of the problem:
between forecasts and reality absences, understaffed, means 1st KPI: Flow assembly 1st KPI: Flow assembly
1st KPI: Flow assembly failure, unplanned emergency… 2nd KPI: Flow dismantling 2nd KPI: Flow dismantling
2nd KPI: Flow dismantling
Flash 5’ and Flash 30’ communication
Flash 5’ Flash 30’
 Manage activities:  Manage activities:
- detail process - vision of the production unit process
- organize daily work - display of FOD organization and SGS
- monitor WIP
- mobilize the team on the objectives  Continuous improvement:
- commit to deliver the operation on time - communicate on quality, unit performance and
continuous improvement (Flash Quality/Security)
 Manage teams: - reminder of 10 golden rules of quality
- allocation of the dedicated person to specific - Share the strong unit messages
operations - display ideas from “ide@box”

 Manage problems:  Manage teams:

- identify and track the resolution of sticking points - develop involvement and commitment of the staff
encountered - vision of the organization within the production unit,
the planning and the Airbus Helicopters objectives
 Manage productivity indicators: - qualification matrix of the team
- commitment to the objectives: OTD & OTQ
- rates of the production output  Manage problems:
- Pareto chart
- priority matrix
- Practical Problem Solving (using 8D standard)

 Manage productivity indicators:

- indicators of the global TAT, flows (assembly and
dismantling)
- performance indicators of the unit production (tbd)
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 The Visual Management System:

MANAGE ACTIVITIES MANAGE PERFORMANCE

Escalation system

LEVEL 3
KPI
Hot spot

MANAGE PROBLEMS
Head of activities
MRO DC
Weekly / 2 h
Weekly / 2 h

LEVEL 2 Progress status CONTINUOUS IMPROVEMENT FLASH 30’

CP / CE / LOG per unit of prod per unit of prod

Weekly / 2 h / unit Weekly / 30 min / unit

LEVEL 1
FLASH 5’ SQCDP
CE / Leader / Frequency: Daily Frequency: Daily &/or Weekly
Technician Duration: 5 min
Duration: 10 min

MANAGE TEAMS
Every manager solves problems at HIS level
“everyone does its own job”
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First experience feedbacks

Positive feedbacks:

 People and team leaders are happy with their own boards, it is not “the boss board”
 Problem are now visible and everyday they can be weighted in euro
 Now, we discuss together about a problem or about what we have to deliver
 Fear of red => it is a warning: I DO have a problem today that takes time, that costs money to the
company, that makes visible that, now, I am late
 Flash 5’ & SQCDP take 5 to 15 min per shift

Points to be secured:

 Difficulty to debrief each team with 2 or 3 different shifts and one single manager and different boards
 To complete the action plan
 To sum up clearly a problem into a simple sentence

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Next achievements:

Visual Management in workshops:

 Finalize implementation
 Audit & check phases to be done

Visual Management in offices:

 Deployment of VM in support functions (procurement, supply chain, quality…)

 Deployment of VM in Technical center, Logistics …

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 Thanks for your attention
Do you have any question?

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