Lean Transformation at Warner Robins ALC:
The Buy Purchase Request Process
Presented By
Jessica L Cohen – MIT / LAI Research Assistant
Tina Walker – WR ALC Logistics Change Manager
24 March 2004
Phase I
Identification of the Problem
•
•
Purchase Requesting process was chosen as
a Center-wide Target of Opportunity
Value Stream Map identified problem areas
and differences between product directorates
6/21/02 – 6/14/03
194 Days
3 Days
7 Days
Segment 1
Segment 2
Segment 3
204 Days
D200 March 02
Final Comp
Initial input of
PR into J041
Package is
Passed to PK
PK accepts
package
6/21/2002
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology cohen/032404 - 2
Phase II
Possible Solutions Implemented
•
Standard work guide is produced
• Quite difficult when dealing with 7 PDs, Logistics,
Procurement, and over 1100 employees
Will ultimately lead to less re-work
•
•
Contract Buy Team meetings are encouraged
• Brings everyone involved in one package together
• Team members include Item Managers, Project
Managers, Equipment Specialists, Engineers, and
Procurement Officers
•
Automated Purchase Requesting System is
developed within LT Directorate
• Flow times are decreased through digital transfers
• All attachments are scanned and compiled
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology cohen/032404 - 3
Phase III
Evaluation and Improvement
FY04 PR Flow Time
LB
LE
LF
LM
LS
LT
LU
WR
42
89
56
70
70
82
74
73
FY03
204
Goals – 45 Workdays
or 65 Calendar Days
web.mit.edu/lean
FY04 Initiation Rate
LB
LE
LF
LM
LS
LT
LU
WR
FY03
Oct
Dec
63.25% 111.10%
16.85% 24.13%
58.39% 78.89%
20.11% 67.76%
29.35% 60.31%
101.76% 105.37%
41.24% 81.08%
57.68% 79.35%
29.85% 67.41%
Goals – October: 65%,
December: 100%
© 2004 Massachusetts Institute of Technology cohen/032404 - 4
Phase IV
Enterprise Level Integration
•
•
•
•
•
What role does AFMC Headquarters play?
Can problems caused by matrixed
organizational structure be overcome?
How much training will be necessary?
Will the culture evolve to appreciate team
work?
All of these are currently being addressed, but
the process is stalled, and more needs to be
done ‡ Do you have any suggestions?
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology cohen/032404 - 5
Discussion Questions
•
•
•
•
What behaviors must be ingrained for change
to take root?
What activities are detrimental to change?
Is there ever an end to change?
Have you experienced any surprises along
your lean journey?
• What were they?
• How did you approach the problem?
• Did your management succeed?
• Would you recommend these as best practices for all?
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology cohen/032404 - 6