Process Improvement

GROWTH

At the core of a successful organization is the culture of continuous improvement. Central to this culture is a deep-seated desire to grow. The growth mindset can set an organization and leaders apart from the competition. Our team can help your's foster the climate of growth, build on your success and manage the inevitable risks associated with change. We have made mistakes, but have learned from them. We can help your team minimize the quantity and severity of those mistakes and together we can improve.

CPI INITIATIVE: WORK IN PROCESS (WIP) PROGRAMMED REDUCTION

Our Team Identified a Continuous Process Improvement (CPI) opportunity to improve operational readiness for   supported units by reducing the number of aircraft in process at the Government Organization, Reduced WIP from 22 Aircraft to 8, We assisted in re-allocating constrained resources to fewer projects, reducing turn time per unit, and increased throughput resulting in more major aircraft project   completions in the first year than in the previous while increasing regional aircraft availability by 125,000 aircraft hours and 250,000 aircrew hours annually

CPI INITIATIVE: SINGLE PIECE FLOW PROCESS H60L ON CONDITION MAINTENANCE (OCM)

Identified 5 separate major H60 depot programs resulting in a combined average total of 14 Months turn time, Our Team Using lean principles and “Red Stream/Green Stream” tools established a fixed repeating schedule and insulated constant demand (OCM) from variable demand (Phase), Consolidate all 5 programs in to a single piece flow process, reducing turn time by 8 months, Assisted the Organization in creating a Nationally recognized program which formed the genesis of the U.S. Army AIM program

CPI INITIATIVE: H60A/L MAIN ROTOR BLADE OVERHAUL

Anticipated the impact of an impending Safety of Flight grounding of Guard H60 A/L Fleet, Our team Established an unprecedented level of critical safety item repair authority overcoming dozens of engineering, capability, and technical authority hurdles, we Improved the overhaul process out from 4 units per week to 2 units per day, produced 211 Blades in 14 Months, saved the Guard over $20,000,000 and hundreds of thousands of hours of downtime. The Organization Received Secretary of the Army Lean Excellence Award Program (LEAP) Award, one of 10 Projects recognized of 1,300 submissions Army Wide 

CPI INITIATIVE: H60A/L 960 HOUR COMPONENT KIT

Identified an opportunity through Voice of the Customer to improve availability by reducing 960 Hour Inspection Turn Around Time. Using Lean Start Up methods, Our team created and delivered a Marginally Viable Product (MVP) in 8 weeks using customer feedback, iteration, learning and rapid development techniques the product continues to improve. Reduce the 960 Hour turn time by 2-3 Weeks and User Direct Labor by 600 Hours per Kit, Increased production volume on low density product lines, leveled process flow, enabled kitting, and improved planning and scheduling the Product is now the Army Guard Aviation Standard and is implemented nationally. 

CPI RAPID IMPROVEMENT: H60L ON CONDITION MAINTENANCE (OCM) PROGRAM

Identified an opportunity through continuous process improvement, to reduce production wait time due to material shortages. Using the DMAIC Process, conducted a Rapid Improvement Event that led to a significant reduction in the quantity of un-forecast parts demands and delays related to stock out on non-recurring requirements. Developed and implemented a risk Management Strategy and tools to mitigate material requirements uncertainty, Reduced Delays associated with late Discovery of parts requirements from 1,124 to 315 events per Aircraft. Reduced wait associated with Stock Outs from 250 to 34 days per Aircraft, and Unplanned Requisitions from 121 to 34 events per Aircraft Significantly improved flow by reducing wait associated with supply defects by more than 50%

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TASMX LLC

116 Miller Road, North Stonington, Connecticut 06359, United States

(860) 460-7944