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***image1***What does it mean to get lean? For an athlete, it means working hard
and eating right to strip away anything that isn’t absolutely essential
to performance. For an Air Force maintenance squadron, it means just
about the same thing.
“‘LEAN’ is a process that you use to analyze how you do business on a
daily basis,” said Master Sgt. Ron Lorimor, assistant flight chief for
the 86th Maintenance Squadron’s Propulsion flight. “You break down
time, events and processes and find ways to eliminate waste and
constantly improve.”
LEAN is a concept that uses objective outsider analyses to offer
suggestions for a rapid improvement process for specific
organizations. The idea, said Sergeant Lorimor, is to work
smarter, not harder. “Our propeller repair operation was part of
‘LEAN’ from the beginning,” he said. “We had a high need (for
propellers) in the desert and couldn’t keep up with demand. We
basically re-did the way we did business. With ‘LEAN’, we were able to
exceed demand in the desert.”
The 86th Maintenance Group is currently working to apply the same
principles to the engine isochronal inspection and repair operation.
After completing an exhaustive Value Stream Analysis – basically,
assessing the way they do business – the LEAN Event team, of which
Sergeant Lorimor is a part, was able to offer concrete ways to improve.
In this case, they devised a plan to cut a 10-day work flow to seven
days. In so doing, the group’s goals were to get the aircraft out
sooner, reduce overtime, and reduce the number of hours it took to
inspect the C-130s on which they work.
The group recently held a LEAN event to study the first three days of
the proposed seven-day work flow. During the event, suggestions for
improvement were implemented and the results were carefully monitored.
By all accounts, it was a rousing success. “They knocked one full day
off the process,” said Sergeant Lorimor.
Gen. William T. Hobbins, U.S. Air Forces in Europe commander, joined
the team for its last Rapid Improvement Event. He helped conduct time
studies during the LEAN event, and was very supportive. “By analyzing
and revising the way we work – which helps reduce overtime hours – the
LEAN process is an excellent way to help our Airmen to raise the
standards of their work and improve the quality of their personal
lives,” he said.
After the event, the rapid improvement team continued the analysis
process, using measurement points to monitor improvement.
According to Sergeant Lorimor, the team used visual management – like
standardizing toolbox layout and using production management boards –
to save time and energy.
This allowed mechanics to reduce the amount of time spent away from
engines, which allowed more quality time working directly on planes.
Going forward, Sergeant Lorimor stressed that the rapid improvement
program is a never ending journey. The next LEAN event is designed to
look at the last four days of the proposed seven-day workflow and will
take place Monday. He hopes to cut another day off the process as
a result.
The LEAN concept is spreading, too. Next up is the Accessory Flight,
which handles electrics, hydraulics and fuels. As for Sergeant Lorimor,
he is pleased to continue the trend. “It’s good to get a fresh set of
eyes sometimes,” he said. “Sometimes it just takes a simple question to
offer a different perspective.”
