NAS NORTH ISLAND, Calif. – By relocating a few pieces of equipment, and surveying old, unused, and superfluous “artifacts” NAVAIR Depot North Island doesn’t use anymore (see VAST article in this issue), the Components Program has become an even LEANer fighting machine and is taking AIRSpeed to new heights with the rest of the Depot.

Investing in the Material Replenishing System (MRS) is reaping big dividends in that Components is earmarking areas to make room for AIRSpeed.

Recently, the Depot’s Components Program in Building 463 here created 230 square feet of usable workspace by relocating equipment. This space – coupled with the room that will be created once VAST is taken apart and hauled away to be recycled – will make a huge difference in the way Avionics supports the warfighter.

“We have been working the LEAN process for several years and have eliminated equipment that the fleet no longer requires us to use. The space that we created can be used for AIRSpeed initiatives, and our method of thinking was simple,” said Dustan Sandoval, Components Product manager.

A little more than a year ago, Sandoval convinced the leadership to remove the F-14 Main Landing Gear Stroking Fixture which was a permanent “relic” in a building here. In researching information, it was discovered that the Depot manufactured this gear in 1982. “Since the apparatus was idle and no longer necessary, it made sense to dismantle it and use the space for F/A-18 capability,” said Sandoval. “And so riggers removed it.”

Sandoval’s program also managed to create room in the Manufacturing building for the 3,000-square-foot Focus Store, another AIRSpeed initiative. The Focus Store opened in September.

According to Linda Fitzsimmons, the shop production controller and the water spider (PC) communicate to verify the component production schedule for the upcoming week. “The water spider ensures that MRS is properly stocked per the Theory of Constraint buffer tool, then submits orders to FISC via the Material Management Program. MMP automatically checks for stock in the Excess Store and the Pre-Expended Bin. If the material is there it’s used,” she said. “If the material isn’t available, then we use the proper channels and place an order. Once we receive the material, the water spider performs the required Manufacturing Resource Planning II transactions and replenishes the bins.”

In Building 463, all workbenches now have ID numbers, and areas are color coded and labeled so there is a given spot for all equipment no matter what type. During the walking tour, a manager noted a foxtail out of place and hung it in its proper location, a taped off rectangular area on a wall.

Jobs are being handled a little differently and a system has been established so the oldest items – or those in flow – are worked on first. A sort of triage area has been created to process this work.

The Forward Looking Infra-red (FLIR) area has been configured to form a U so the work starts at one end and the finished product goes “out the door” and back to the warfighter at the other end. According to Linda Urich, the U shape area saves five days in work-related time.

“The LEAN process works,” said Gilbert Araujo who works the FLIR area. “The U shape saves distance and time.”

Other moves are afoot such as the oil-cooled generator to Building 378 from Building 66. Also, tools for Point of Use toolboxes need to be identified and delivered, and bench toolboxes need to be set up for the Generator Control Unit assembly and disassembly cell. Plus the F-18 generator assembly and disassembly will be moved to Building 378. All safety-related issues need to be reviewed along with any solutions.

Co-locating the GCU and generators will reduce turnaround time and allow PCs to focus on maintaining the MRS system vice spending time transporting material between buildings 378 and 66. Reducing turnaround time means that the fleet customer will receive assets sooner. And a 90 percent reduction in GCU tools equates to artisans spending less time inventorying and maintaining tools and more time working assets.

Plans call for moving Voyage Repair Team level scheduled work to Components, and developing a standardized work center format by building, zone, division, shop, cell and sub-cell.

A new ordnance cell has been developed and implemented in Building 472. The plating shop developed and implemented a recipe card periodic review process. The pros and cons of moving the ECP-87 painting process to either Building 250 or Building 472 is being reviewed.

Nothing is being left out of the mix to enhance AIRSpeed and return a product to the warfighter in the fastest time possible.