DRC Lean Six Sigma Client Results

Industries Served

Major Clients Served and Results Achieved

Defense Logistics Agency (DLA)

The Challenge

Demonstrate LSS CPI proof-of–concept for DLA.
Perform DLA Executive Level LSS Training.
Create a nucleus of organic DLA CPI capability.
Undertake initial high-impact Kaizen Improvement Workshops to build momentum for continued organic CPI deployment.

The Results

Conducted Executive Level LSS Training for the DLA Corporate Board.
Certified 20 LSS Green Belts and Lean Leaders to enable DLA's continued CPI initiative.
Reduced the Time to Issue Contractor Access Cards (CAC) from 30 days to 2 days.
Reduced Cycle Time for Emergency Fuel Buy (EFB) Receipt Reconciliation from 19 days to 3 days.
Reduced Help Desk Ticket Closure from 29 days to 6 days.
Reduced Price Escalation "Short Pays" from 46,000 in 2006 to 'ZERO' in 2007.
Designed the worldwide Automatic Tank Gauging (ATG) process. Process is used by the DLA to monitor worldwide fuel needs.
Assessed and determined the root cause of fuel shortages for the USAF and NASA Implemented process improvements to eliminate future occurrences.

Office of Naval Research (ONR) – Lean Pathways Program

The Challenge

Deploy Lean Pathways and Lean Six Sigma methodologies to achieve operational excellence for the US Navy Weapons System Supply Chain.
Focus on key suppliers to the Weapons System integrators.
Attack process waste, improve cycle time, achieve First-Time-Quality, increase inventory turns, and reduce lead times, thereby effecting cost reduction on weapons systems platforms/subsystems.

The Results—Boeing - Standoff Land Attack Missile, Expanded Response

Developed and implemented an integrated Lean Pathways, LSS process with four suppliers who were selected based on their strategic importance to the US Navy/Boeing SLAM-ER missile.
The solution involved developing LSS strategies, LSS Training and Education and the deployment of Value Stream and Information Mapping and Kaizen Improvement Workshops.
Suppliers achieved reductions of 37% in Cycle Time; 88.5% in Setup Time; and 83.5% in Part Travel Distance and a significant increase in First Time Quality.
Achieved organic capability for self sustained CPI within the Supply Chain.

The Results—Boeing - F/A-18 E/F Fuel Engine Display

Developed and implemented an integrated Lean Pathways, LSS solution with the Fuel Engine Display manufacturer.
Reduced the price of the F/A-18 E/F Fuel Engine Display by 48%.
Reduced delivery time by 75%.
Reduced the MTBF by 33%.

The Results—Northrop Grumman Ship Systems – LPD 17

Developed and implemented integrated Lean Pathways, LSS solutions with ten key suppliers to Northrop Grumman Ship Systems.
The solutions involved strategic planning and gap analysis, developing LSS strategies, LSS Training and Certification and the deployment of Value Stream Mapping, Kaizen Improvement Workshops and DMAIC Projects.
Solution goals were closely aligned with NGSS Corporate Strategy. Selected results included:
- Cost avoidance of over $20 m in Contract out-years
- On-time delivery improvements from 70% to 95%
- Critical setup time reductions in excess of 50%
- Inventory reductions of 27%
- 50% reduction of assembly process steps for critical in-yard equipment installations
- 3,000 man-hours per year savings in one Suppliers blasting and painting process
- 3,700 man-hours per year savings in improved kitting processes - with kitting accuracy improving from 78% to 98%
- Consolidation of critical assembly operations at Suppliers resulting in significantly simplified shipboard installation of important elevator components o Improved administrative “above the factory floor” processes to reduce overall product lead times

The Results—Department of the Navy – Nimitz Class Aircraft Carriers CVN 71, CVN 73 and CVN 75

Performed pilot Lean Pathways, LSS activities aboard three active Aircraft Carriers to prove the concept of CPI at sea.
Identified 48 significant improvement opportunities in Intermediate Level Repair and Supply.
Conducted LSS Training aboard ship to develop organic capability.
Conducted three Kaizen Improvement Workshops which resulted in 1,700 man-hour savings during operation Iraqi Freedom and Enduring Freedom.

The Results—General Dynamics – Bath Iron Works – DDG 51

Developed and implemented an integrated Lean Pathways, LSS solution with six key Suppliers to the Bath Iron Works DDG-51 Program.
Project objective was to transform Supplier business operations and develop a higher level of enterprise operations and management.
The solutions involved strategic planning and gap analysis, developing LSS strategies, LSS Training and Certification and the deployment of Value Stream Mapping, Kaizen Improvement Workshops and DMAIC Projects.
Program improvements were focused on cost reduction or avoidance and included the following metrics - Cycle Time Improvements, Man Hour Reductions, Material Cost Reductions, Quality Improvements, Supplier Needs, Manufacturing Needs and Customer Needs.
The labor hour reduction and benefit to the DDG-51 program was significant (program held sensitive information).
This program achieved organic capability and empowered the BIW Suppliers to continue the effort and engage with lower-tier suppliers in carrying out selected improvement opportunities, thus leveraging the performance results from this project to continuously improve supply chain business performance.