Applying Lean in a Military
Environment
Major Pat Burns REME MSc CEng MIET
SO2 Engineering Standards (Plans)
HQ Director Electrical and Mechanical Engineering
(Army)
Agenda
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Background
Lean in REME
Examples
Achievements
Challenges
Next steps
HQ DEME(A)
Supporting Equipment Capability in the
Army
REME’s Mission
“To Keep Operationally Fit Equipment in the hands of the
User”
“Keeping the punch in the Army’s Fist”
FM The Viscount Montgomery of Alamein
On Operations
In Barracks
REME Deployed (As at 1 Feb 08)
Germany
Balkans
Georgia
NI
Afghanistan
Nepal
Gibraltar
Cyprus
Iraq
Kuwait
Oman
Brunei
SierraLeone
Congo
Falklands
Garrisons
Military Assistance
Operations
Background - E2E Lean Pilots
DMB Jul 03: “The tools and techniques of lean process design
are to be applied to the End-to-End logistics support chain”
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Rotary Depth Pilot Study – Lynx Depth
Lean depth support for Rotary Wing on-aircraft support at 7 Bn REME
Effect
Demonstrated potential to reduce manhours required by 21-39%
16 aircraft liberated for front line
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Land Depth Pilot Study - Warrior
Lean Warrior Depth Maintenance at ABRO
Effect
45 Warriors returned to the Field Army
£1.5m saved on Materiel
15-20% savings on labour demonstrated
Land Rebalancing Objective
• Reconfigure logistic support to meet better the needs of expeditionary operations
Activities
• Introduction of PEPs
• Rebalance unit and formation ES and supply assets
• Apply Lean techniques to 1st/ 2nd Line ES processes
Areas Where Lean can be
Applied to Equipment
Support
Lean
Characteristics
LONG TERM SUSTAINMENT
10 – 15 Years
(4 – 6 months)
(1 – 4 months)
Modification & Upgrade Programmes √
MEDIUM TERM SUSTAINMENT
BATUS Winter Refurb Programme √
Operational Roulemont
2 – 3 days
Highly
Unpredictable
– one off repair
6 – 8 Hours
(2 Hours)
INTER-MISSION EFFECT
Pause Between Tactical Engagements √
IN-MISSION EFFECT
During Tactical Engagements √
Military
(12 – 24 Hrs)
Civ/Mil
Annual
Base Overhaul √
Civilian
Input, Output &
Processes
Predictable &
Standardised
Freq/(Depth)
Why Implement Lean?
• DEME(A) Development Agenda
• Force Multiplier
– Proven Effectiveness
– Applicable at all levels
• Training
– Focused Training Opportunities
– Known work content linked to competence
– Real engineering opportunities for problem solving
• Efficiency
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Improved processes
= Increased Productivity
Reduced throughput time
Improved quality
Spares (less usage, better forecasting, link to PEPS)
Reduced inventory levels (eventually)
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Lean Implementation in REME
End state: Lean thinking is used routinely throughout
REME to maximise operational effect and improve the
performance and quality of life of REME people
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Year 1 - Experimentation
Year 2 - Implementation
Year 3 - Consolidation
Year 4 - Adjust
Year 5 - Sustainment
Current Position
Lean Implementation Plan
HQ DEME(A)’s Implementation Plan enables a small team
to deliver lean against 4 key lines of development.
Lean Implementation Team
Policy
HQ DEME(A):
SO2 Eng Stds - Maj Pat Burns
(94251 2622)
Training
REME Arms School:
SO2 Lean - Maj Dave Burgess
WO Lean – WO2 (AQMS) Proctor
(94251 2519)
Lean Activities
Information
Implementation ….
The Challenge
L
E
A
N
Lean Principles
Lean Techniques:
• Flow Lines
• Pit-stop
Lean Tools:
• Waste Awareness Tools
• Workplace Organisation
• Visual Management
Flow Lines
From this (spec repair):
•Inspection intensive
•Unknown resource bill
•Inefficient
•Frustrating
3
Stores
2
Demand
4
1
Inspection
Repair
Work Element
2
Repair
5
To this (continuous flow):
Work Element
1
Inspect
Work Element
3
•Demand driven
•More efficient
•Known repair depth
•Training
•Known resource
requirements
•No in inspection
Dispatch
Men &
Stores
Men &
Stores
Men &
Stores
Example 1 - BATUS Wksp
CRARRV Refurb VSA
Visible Senior Commitment - brief to
Command Team
SO1 G1/G4
QM Tech
OC Wksp
OC 105 Sqn RLC
Example 2 - Preparing DROPS
for WFM Storage
Task: Prepare 101 Log Bde’s
DROPS vehicles (91) for storage
in TFSU Ashchurch by 4 Aug 06
and the remainder of 3 Div’s
DROPS by 24 Sep 06.
Solution: 4 Bays x 4hr Takt
= 16 hrs TRT
2 lines, 14 men per line, 8 hrs
prod per day = 4 vehs per day
Preparing DROPS for WFM
Storage ….
Automatic replen of
lineside spares buffer
Lineside spares
buffer & STTE
Example 3 - WR Inter-Mission
Rehab Using Pit Stop
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Think World Rally Car
Highly trained people
Specified tasks
Right tools
Right spares
ALL IN ONE PLACE
…. CONCURRENT ACTIVITY
Analysis
Trade
Task
•Rarden
Armourer
•Gunners seat
1
30
•Commanders seat
1
30
•Hatches
1
30
•Turret external
1
30
•Firing circuit
1
15
45
2
15
•Commanders Raven sight
1
•Turret periscope No. 30
1
•Drivers ay Peri AV No.44
1
15
•Drivers Night Peri II L7AI
1
15
•Gunners Raven sight
1
•Drivers hatch
1
•Section periscope No. 30
1
•Rear door vision block
1
30
30
15
30
15
60
2
•Front of vehicle
VM
45
2
•Traverse
Tech Elec
Estimated repair
time (mins)
Manpower
requirement
•Sides of vehicle
75
3
•Rear of vehicles internal
45
2
45
•Drivers compartment
1
•Top of vehicles
1
30
•Front of vehicle
•Rear of vehicle external
1
30
1
30
Work Balancing – Bay 1
Ser
Time
mins
(a)
(b)
1
CREW
2
VM
3
4
VM
VM
1515
(c)
30
(d)
45
(e)
Running Gear /
Towing Bollards/
Track Guards
Check Comd
Emergency Stop
Operation then
Remove Pack / SG
Check/Hull
Compartment
check
Running Gear incl
Top Rollers/
Towing Bollards
60
(f)
75
(g)
90
(h)
Remove
Drivers
seat
Top up
eng/fan/trans oil
Drain Eng
/ Trans
Oil
Change Oil / Fuel /
Trans Filters
Check
Mortar
Hatch
Seal and
hold
open
device
Renew in
line fuel
filter
105
(i)
120
(j)
135
(k)
150
(l)
165
(m)
Clean /
renew fuel
sock /
Battery tray
lanyards &
pins
Service driveline
180
(n)
Repla
ce
Driver
s Seat
Run up pack to working temp & check for leaks and gear operation
Change
Fan
Filter
Clean
all
quick
releas
e/
recon
nect
pack
Check & Adj Brakes
Top up all
damper
reservoirs
Rear
door
seal, rear
bins
Check
Mirror
arms
Rear light board brushes, Rear door
wading catches & hinges
Clean &
Service Seat
Belts
Chec
k
rear
door
ram
Refit
pack &
Check
emergen
cy Brake
Service Drivers
Seat & Refit Pack
Work Balancing – Bay 2
Se
r
Time
mins
(a)
(b)
1
ARMR
2
3
15
(c)
30
45
(d)
(e)
Traverse
ARMR
Buffer Check
TECH
Electric
al
Functio
n
Checks
60
75
90
(f)
(g)
(h)
Gnrs
Seat
Turret
Interior
Gnrs
Raven
Sight
Hatches
Cmdr
s
Raven
Sight
Cmdr
s Seat
105
(i)
Tasks as identified by electrical checks / sights.
120
(j)
135
(k)
150
(l)
165
(m)
180
(n)
Rarden + Chain Gun
Turret
Ext
Rarden + Chain Gun
Turret
Peris
copes
No 30
& 40
Dvrs
Hatch
Rear Comp
(RVB)
Peris
copes
L7IIA
& No
44
Ex UHLAN EAGLE Oct 05
Two vehicles at a time, 3 hour Takt time, 2 x takts.
Crews swap over after 3 hrs to other vehicle = 2
Warriors serviced every 6 hours. In this case 4
vehicles complete every 6 hours.
Examples of Lean Activities
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REME Battalion completed wheeled vehicle winter repair in Canada
2 weeks early in 2007 using flow lines
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BATUS Workshop reduced CRARRV refurbishment from 20 to 8
days 2007
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REME Battalion fitted Urgent Operational Requirements
(modifications) to vehicles in Iraq using flow lines 2006
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1 Kings REME – increased combat effectiveness of a of an armoured
infantry unit (inter mission rehabilitation) by 16 -18% in 48 hours
using pit stop Canada 2007
Examples of Lean Activities
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REME Battalion used VSA to reduce average armoured vehicle
power pack regeneration time from 35.7 to 29 hours and freeing up
manpower by 20%
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Centralised repair facility in Iraq increased throughput, reduced
Equipment Support footprint, which allowed soldiers to be released
from theatre
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Forward repair teams using pit stop in Afghanistan to maximise
equipment availability in hostile and isolated locations
Lessons Learned
• Role of leaders in planning and problem resolution
• Training is critical
• Detailed planning is a crucial enabler – must invest
time up front and remember needs of soldiers
• Timely provision of spares is critical - data capture
• Facts are key - output standard
• Challenge everything – not natural
• Enthusiasm can lead to wrong outcomes
• Lean is a long-term campaign – must maintain
momentum and monitor buy-in and competence
• Must stay focussed on ‘Continuous Improvement’
Challenges
• Change management
• Buy in:
– Top level
– Middle
– Shop floor
• Maintaining competence
• Mission Command versus Continuous
Improvement
• Operational environments
• Sustainment
The Next Steps ….
• Develop capability:
– Improve buy-in through focal group
– Exploit Lean trained personnel that are embedded in
core business across the Corps
– Continually review and develop training
• Continue to develop ES Materiel procedures
• Collate, validate and mandate best practice
• Maintain BATUS as an exemplar ES organisation
• Broaden the use of lean by identifying further
opportunities ….
Closing thought Rehabilitation Using Pit Stop
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Think World Rally Car
Highly trained people
Specified tasks
Right tools
Right spares
ALL IN ONE PLACE
…. CONCURRENT ACTIVITY
Pit Stop
Kajaki
Pit Stop
Kajaki
Plan/Rehearse
Deploy
Execute
Lean in REME
Arte et Marte - By Skill and by Fighting
Questions
Major Pat Burns - 0118 9763622
Pat_burns13@hotmail.com