I have successfully taught Lean Six Sigma Methodologies to seventy Air Force mechanic contractors to date. In order to remain on track and gauge the interaction, engagement, and enthusiasm as a measure to the mechanics initial boredom, disinterest, and pushback to change concepts, I found it important to prepare a time-grid diagram, so that I would remain within my allotted teaching/training time.
“One of the popular uses of network analysis is for the planning and monitoring of projects before and during execution. Such analysis is vital in order to finish a project within the prescribed time limit. This allows the identification and proper sequencing of specific tasks and the relationship between the tasks. (Amekudzi, Khisty, & Mohammadi, 2020, p.330-332).”
For my analysis, I will focus on the outline created and prepare a time-in-minutes distribution table. This way, I can gauge my extra-curricular activities, games and interaction dialogue. The highlights in the time-in-minutes distribution table focus on the main subjects which are an essential part of the methodology. The non-highlight subjects are not critical to teach; however, I do place importance and time on some of the more key process indicators to support the understanding of lean maintenance on the Air Force Base.
“One of the popular uses of network analysis is for the planning and monitoring of projects before and during execution. Such analysis is vital in order to finish a project within the prescribed time limit. This allows the identification and proper sequencing of specific tasks and the relationship between the tasks. (Amekudzi, Khisty, & Mohammadi, 2020, p.330-332).”
For my analysis, I will focus on the outline created and prepare a time-in-minutes distribution table. This way, I can gauge my extra-curricular activities, games and interaction dialogue. The highlights in the time-in-minutes distribution table focus on the main subjects which are an essential part of the methodology. The non-highlight subjects are not critical to teach; however, I do place importance and time on some of the more key process indicators to support the understanding of lean maintenance on the Air Force Base.
Outline: LEAN Maintenance POI
I.
Introduction to Lean Maintenance
i. Mission
and Vision
ii. Lean
Definition
iii. Lean
History
iv. Lean
Benefits (Quantifiable)
v. Lean
Benefits (Soft)
vi. Waste
Definition (Non-Value Added)
vii. Waste
Examples
viii.
Kaizen Introduction
ix. DMAIC
Introduction
x. The
Lean Roles
II.
Cost Savings
i. Waste
Walk
ii. Poor
Quality
iii. Internal
iv. External
v. Inspection
vi. Prevention
vii. Missed
opportunities
viii.
Intangible
III.
Value Stream Mapping (VSM)
i. Value
Stream Mapping (VSM) definition
ii. Value
Stream Mapping (VSM) input and output
iii. Upstream
vs Downstream
iv. Effects
of Value Stream Mapping (VSM)
v. Things
to Look For
vi. Push/
Pull/ Kanban/ Cell/ Water Spider/ FIFO
IV.
5S
i. 5S
Introduction
ii. Why
5S
iii. Visual
Factory
V.
Voice of Customer (VOC)
i. Definition
ii. Combines
qualitative and quantitative data
VI.
Black Belt Introduction
i. Variation
ii. Data
iii. Six
Sigma
iv. Hypothesis
Testing
v. Quality
and Process Capabilities
vi. Data
Collection and Measurement
vii. FMEA
– Failure Mode and Effects Analysis
viii.
Cause and Effects
Activity
|
Immediate Predecessor
|
Time In Minutes
|
Start
|
0
|
|
Introduction to Lean Maintenance
|
A
|
5
|
Mission and Vision
|
B
|
3
|
Lean Definition
|
C
|
1
|
Lean History
|
D
|
3
|
Lean Benefits (Quantifiable)
|
E
|
4
|
Lean Benefits (Soft)
|
F
|
2
|
Waste Definition (Non-Value Added)
|
G
|
4
|
Waste Examples
|
H
|
2
|
Kaizen Introduction
|
I
|
1
|
DMAIC Introduction
|
J
|
4
|
The Lean Roles
|
K
|
1
|
Cost Savings
|
L
|
5
|
Waste Walk
|
M
|
2
|
Poor Quality
|
N
|
3
|
Internal
|
O
|
2
|
External
|
P
|
2
|
Inspection
|
Q
|
3
|
Prevention
|
R
|
3
|
Missed opportunities
|
S
|
4
|
Intangible
|
T
|
2
|
Value Stream Mapping (VSM)
|
U
|
5
|
Value Stream Mapping (VSM) definition
|
V
|
3
|
Value Stream Mapping (VSM) input and output
|
W
|
2
|
Upstream vs Downstream
|
X
|
4
|
Effects of Value Stream Mapping (VSM)
|
Y
|
2
|
Things to Look For
|
Z
|
2
|
Push/ Pull/ Kanban/ Cell/ Water Spider/ FIFO
|
AA
|
3
|
5S
|
BB
|
5
|
5S Introduction
|
CC
|
1
|
Why 5S
|
DD
|
1
|
Visual Factory
|
EE
|
1
|
Voice of Customer (VOC)
|
FF
|
5
|
Definition
|
GG
|
4
|
Combines qualitative and quantitative data
|
HH
|
3
|
Black Belt Introduction
|
II
|
5
|
Variation
|
JJ
|
2
|
Data
|
KK
|
4
|
Six Sigma
|
LL
|
1
|
Hypothesis Testing
|
MM
|
1
|
Quality and Process Capabilities
|
NN
|
1
|
Data Collection and Measurement
|
OO
|
1
|
FMEA – Failure Mode and Effects Analysis
|
PP
|
1
|
Cause and Effects
|
QQ
|
4
|
Finish
|
117 total
|
Most fascinating is that there were certain subjects on which I spent more time, allowing me to focus on the dialogue, interpretation and understanding of the fundamentals. I have not perfected the exact course structure yet, nor have I found similarly occurring dialogue. Because each class has new attendees with differing areas of expertise and disciplines, certain areas will be discussed while other topics are not of interest or are not relevant. I believe that this class is still a work-in-progress, but with a CPM table implemented, I can adjust my time to correspond to the early and late start and focus on the crucial lesson fundamentals. It will allow me to determine where my total float time could be.
References:
Amekudzi, A, Khisty, J.C., & Mohammadi, J. (2012). Systems Engineering with Economics,
Probability, and Statistics (2nd ed., pp.330-332). Fort
Lauderdale, FL: J. Ross Publishing
Levy, F., Thompson, G., Wiest, J. (1963). The ABCs of the Critical Path Method. Retrieved
from https://hbr.org/1963/09/the-abcs-of-the-critical-path-method
Cohen, E. (2018). How
to Use Critical Path Method for Complete Beginners. Retrieved from https://www.workamajig.com/blog/critical-path-method
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