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Go with the flow: New process drastically reduces shop’s production time

  • Published
  • By Brandice J. O'Brien
  • Staff Writer
TINKER AIR FORCE BASE, Okla. --  Scott Sawyer said he is a believer. Despite initial concerns and doubts, he is happy to have been proved wrong. Now, it's just a matter of tweaking the process.

Since the 551st Commodities Maintenance Squadron's Painting Shop implemented a modular flow, production time has been reduced by 64 hours, overtime is down by 21 percent, and the rate of injuries has decreased by 2 percent. Furthermore, the shop has taken on additional workload.

"This is the best thing that has ever happened to our shop, without a doubt," said Mr. Sawyer, 551st CMMXS Paint Shop work leader. "It had been chaos before we went to modular flow."

Anthony Hunt, 551st CMMXS Paint Shop supervisor, agreed.

"We get compliments, daily, from all the back shops," he said. "They appreciate how much faster they get their parts back."

In October 2010, the shop's supervisors conducted a rapid improvement event and asked personnel how the shop could be better run. Through the event, they drew a chart displaying current operations and discovered there was no rhyme or reason as to how things got done. It looked like a bowl of spaghetti.

"There was no process; no set way on how parts flowed through the shop," Mr. Hunt said. "Guys were running all over the shop."

Brently Adams, shop painter, agreed.

"Stuff was everywhere," he said. "There was no organization on how we did things."
Something had to change.

The RIE team designed a modular layout, assigning two people to each of the five stations. When parts -- engine assembly and manufacturer components, flight controls, and aircraft-painted pieces -- came into the shop, they followed a step-by-step process.
The stations include the incoming area where parts are hung and the paperwork is reviewed; sand and wash booth, where parts are stripped and cleaned of their old paint. At the third position, parts are masked and prepared for paint, and painted at the fourth location. At the fifth locale, pieces are packaged, loaded and readied for its return to its customer.

"I didn't think it would work. I felt like the work we had achieved was the best we could do. I honestly didn't think it would work," Mr. Sawyer said. "But, now I'm a poster child for it. Anybody who wouldn't try it and institute it is crazy. It works and it is amazing what it did for us."

The shop's 10 personnel are assigned to a particular station for 30 days. After their allotted time, they rotate to another station for 30 days. The shop has three shifts, five days a week.

"Now it flows easier and is simplified," Mr. Adams said. "It's also cut production time."
Additionally, the workforce knows what to expect when they come in for their shift and should someone call in sick, they are familiar with every step in the process.

Since acclimating to the modular flow process, shop personnel are now looking into ways to make the shop more efficient. They have determined a couple of solutions.
Shop personnel set up a tool room and satellite stations between the modules so the employees don't have to walk clear across Bldg. 9001 to get tools or personal protective equipment. They also built maintenance stands that hold components upright and enable shop employees to paint it without having to move it to reach awkward angles.

Most recently, handrails have been installed on the booths and shop supervisors are researching stands for KC-135 Stratotanker parts. They suspect it will reduce production time by an additional 16 hours.

"People are a lot happier now," Mr. Sawyer said. "You look out here now and it's calm. Everything has just progressed. It's leaner and better organized and everything is in its place."