Another Kuwait Project

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TRC
Download & Sort Pull vs. Push
Process
LEAN SIX SIGMA PROJECT
LSS 002-08

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Lean Six Sigma Charter - TRC Download / Sort Process
Project Information Process Importance
Leader: Bruce Parker
Black Belt: Charlie Martin High Priority
Project Start: 17 Feb 2008 Better utilization of Floor Space, Manpower,
Project End: 18 Jun 2008 Yard Space, and Equipment
DPPM or COQ: N/A
Team Members Process Problem
Sponsor Bruce Parker
Black Belt: Charlie Martin Retrograde received a Level III CAR
Green Belt N/A The processes are redundant and
Subject Matter Experts there are manning issues
Bob Gardner, Eric Lang, Michelle Goods
Original Process Start/Stop Project Goals
Start Point: Container Received Reduce redundant process steps
Stop Point: Shipped to CRSP or DRMO Increase Manpower
Provide solid corrective and preventive
New Process Start /Stop actions for CARs.
Start Point: Container is downloaded Process Measurement
Stop Point : Material Loaded onto truck Task Time – Time Studies
for delivery. Value Stream Mapping
Monitor number of employees reassigned

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Define Phase

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Process Discrepancies Indentified
Before Lean
• Material being removed from incoming
containers faster than it can be processed
creating a “Push System”.
• Material setting on pallets in the open for too
long
• No location system, creating loss time relocating
material after documentation is received.
• Loss of Documentation
• Material being transported by truck to other
locations to set A/W documentation.

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Measure Phase

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• There have been 1 Level III CAR, 2 Level
II CARS and 2 ICARS written against the
TRC department. Items that need to be
resolved immediately are:
• 1) SARSS Training
• 2) Property Accountability
• 3) Key control for sensitive items

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Analyze Phase

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Process Flow Prior to Lean
Containers
Received
Material from
containers
unloaded
onto ground
Material is
separated by
serviceable and
unserviceable
Material is shipped
to CRSP or
DRMO
Documentation is
taken back to
Download / Sort Yard
MRO, Bin
Tickets Printed
in Horseshoe
Documented
serviceable is
sent to W7A
Document is
matched with
material
Material is listed
on inventory
sheets Sub to
Stk. Cont.
Material is
relocated after
search
Items with no
documentation are
sent to Classification
There is no continuity with this process. Documents are frequently lost,
material is exposed to weather, damage, and theft for long periods of time.

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CONTAINER STAGING AREA
PREVIOUS PUSH
PROCESS
CONTCONT CONTCONTCONTCONTCONT
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS

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Previous Flow
“Push System”
• The current flow is designed to download and “un-stuff” containers
as quickly as possible. This system “Over-runs” the yard with
material faster than can be properly classified or documented. Items
with no documentation are transported to the Classification yard
where it can sit for days unprocessed and not in the SARSS
records. Material is exposed to weather, damage, and theft and is
difficult to match back up with the documentation after it is received
from Stock Control.

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Improve Phase

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Process Flow After Lean
Container is
Unloaded
Container is
“Un-stuffed”
Material is
Sorted, listed on
Inventory List
MRO or Bin Ticket is given
back to Processing Team
with Inventory Sheet
MRO or Bin
Tickets Printed
Material is loaded onto
trucks for delivery
Stock Control
Processes into
SARSS
Document is
Matched to
Material
Inventory list is given
to Stock Control
Material is not removed from the containers until a team has 100% processed
the previous container.

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CONTAINER STAGING AREA
PROPOSED
PULL PROCESS
CONTCONT CONTCONTCONTCONTCONT
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
PALLETS
Process to trucks for delivery after documented
DRMO Storage W7A

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PROPOSED FLOW
“PULL SYSTEM
• The proposed pull system is designed to process as we go. Separate teams will be
developed to “un-stuff” one container at a time to include processing material through
Stock Control and bringing it to the SARRS records. The team will consist of the
following:
1 Western Supply Employee (Multiple Teams)
1 TRC Inspector (Multiple Teams)
1 SARRS Operator (Multiple Teams)
4 ETCNs
• Multiple teams will be processing simultaneously.
• Special teams will be developed to process frustrated cargo and classified, sensitive
items and weapons.

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Control Phase

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• Provide SARSS Training for all employees that operate
the SARSS.
• Use the “Pull System” for accountability particularly for
Sensitive, High Dollar Items.
• Use of identified teams will eliminate the issue with
matching up documentation with material.
• Periodic Inventories to confirm accountability for
material.
• POP, SOP, and Work Instruction Training.
• Conduct Gap analysis with Internal Documents vs the
Statement of Work.
• Conduct self audits.
• Scheduled internal Audits and Inspections.

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SUMMARY
The following two slides will show the process improvements.
The key improvement is with the increase in TEU production.
The SOW identifies the production goal of 1800 TEUs per month.
February’s production was at 2705 TEUs
March Production was at 3169 TEUs
April’s Production was at 3417 TEUs.

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W2N 30 MAR
5 APR
6-12
APR
13-19
APR
20-26
APR
APR
Totals
SOW CDRL
TEU’s Processed 845 960 829 783 3417
450 TEU’s
per week C.5.1.24.5
Containers In-gated 203 149 81 180 613 NONE NONE
Containers Awaiting Breakdown 326 287 239 303 N/A NONE NONE
TEU’s Backlogged, Class IX Yard
48 34 33 26 25 NONE NONE
TEU’s Shipped to W7A 88 138 125 114 465 NONE NONE
TEU’s Shipped to TARP Facility 28 23 32 45 128 NONE NONE
TEU’s Shipped to DRMO 443 520 435 373 1771 NONE NONE
TEU’s Shipped to CONUS 20 16 34 37 107 NONE NONE
MRO’s Processed 9,442 8,476 6,710 6,900 31,528 NONE NONE
Monthly Production

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TEU’s Processed vs. TEU’s Shipped
SOW Requirement 1800 TEU’s Per
Month

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Old Class II & IV Yard
Before Lean

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8,000 Pallet Backlog at Zero –
Class II & IV Yard
After Lean