Just-in-time Maintenance Shop Supply Flow Kaizen Objectives:
- Discuss just-in-time maintenance shop supply principles, value, and value streams
- Through kaizen team interactions, create a comprehensive current state value stream map of the organization’s supplier-to-point of use maintenance parts shop supply value stream
- Discuss key aspects of just-in-time maintenance shop supply operations, smoothed & balanced supply workload, visual process control, and kaizen principles & methodologies
- Assist Kaizen team members in visualizing how JIT principles & practices can significantly improve shop supply processes, reliability, and parts & materials flow
- Assist team members in visualizing, then designing an aggressive, yet feasible shop supply future state improvement design and an aggressive transformation plan
- Discuss effective techniques to visually manage the maintenance shop supply process value stream and transform it to just-in-time principles and practices
To achieve these objectives, kaizen team members will:
- Practice, through discussions and case study illustration, just-in-time maintenance shop supply value stream flow mapping, shop supply kaizen concepts, and team building
- Develop current and future state maps of the shop supply value stream
- Identify flow impediments which must be eliminated via process kaizen to achieve future state improvements and discuss mechanisms which support implementation
A maintenance activity’s shop supply value stream includes all actions to acquire parts & materials, stage them to effectively support maintenance actions, then provide them just-in-time to the value adding maintenance team accomplishing maintenance, repair, and overhaul activities.
Each action in this chain of activities is either value adding (e.g., being staged at POU) or non-value adding (e.g., being transported). "Seeing" your maintenance shop supply system from a value stream perspective means looking at the total system, not just a component It means paying attention to improving the system as a whole, supplier to mechanic, rather than focusing on improving only an individual sub-processes.
By creating a current state map (where we
are now) you create a "visual" of maintenance shop supply process flow. From this baseline, you can apply lean principles to create an improved future state (where we want to be) vision of an ideal just-in-time shop supply value flow.
Just-in-time maintenance shop supply kaizen is a straightforward process. You map the process along a representative shop supply flow, design improvements through application of just-in-time principles, then document your improvement vision by drawing a future state map of the improved flow.
The results will be eye opening, revealing conditions and opportunities which might otherwise go unnoticed.