PROBLEM / CHALLENGE
Seyer designs and produces specialized aerospace products that require precision machining, welding and testing for commercial aircraft and the military. Each successful product requires an extensive back office set of processes. Seyer wanted to improve their “office” process efficiency and quality, which included the entire program cycle, excluding the manufacturing operations.
We conducted a 2-day Lean Assessment and it recommended Value Stream Mapping (VSM) and SIPOC for the program cycle, detailed Process Flow Mapping for the Contract Award thru Acceptance phase, creation of a weekly Project Visibility Dashboard/Meeting, and implementation of an Office Defects Tracking and Resolution process.
VSM, SIPOC, PFM & DASHBOARD
- Created Value Stream Map (VSM) and SIPOC (Suppliers, Inputs, Processes, Outputs and Customers) to baseline the cycle times, clarify roles and responsibilities, identify gaps and constraints that would require a deeper understanding and resolution via Process Flow Mapping (PFM)
- Created VSM with baseline cycle times for complete “product cycle”, from Request for Quote thru Ready to Ship, but excluded manufacturing.
- Identified constraints and where to probe deeper with Process Flow Mapping
- Generated a SIPOC for each VSM high level step to identify organizational complexity, duplication and or gaps
- Created a “current state” Process Flow Map for the constraining process, Contract Award thru Acceptance
- Leveraging the VSM and SIPOC, developed “order visibility” dashboard to proactively address project flow issues in a “future state” weekly “Order Visibility Meetings”
VSM WITH CYCLE TIMES & TARGET PROCESS FLOW MAP AREA HIGHLIGHTED
VSM provided the office performance baseline cycle times and identified the constraining areas
PROCESS FLOW MAP (PORTION) WITH DOTTED STEPS TO BE IMPROVED
Current State PFM was very “serial” with lots of cycling back and forth between steps
INITIAL DRAFT ORDER VISIBILITY DASHBOARD WITH VSM STEPS AS COLUMNS
Dashboard was developed based on the VSM and lessons learned from cycle times and SIPOC complexity issues
Balancing governmental requirements while trying to reduce redundancy of steps or duplication of organizational roles
- Baselined cycle time and created reporting to promote continous improvement
- Reduced Contract Award thru Acceptance time by 20% and formalized the missing or ad hoc acceptance process
- Identified missing QA Compliance role and clarified process responsibilities
- Operationalized the improved office process and order-flow visibility and trained personnel
- Implemented “office defects” processes to better understand and analyze the root causes and improve performance
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