Module 50. Rapid Improvement Event (RIE)

UNCLASSIFIED / FOUO
National Guard
Black Belt Training
Module 50
Rapid Improvement Event

(RIE)
UNCLASSIFIED / FOUO
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CPI Roadmap – Improve

8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
TOOLS
ACTIVITIES
•Brainstorming
• Develop Potential Solutions
•Replenishment Pull/Kanban
• Develop Evaluation Criteria
•Stocking Strategy
• Select Best Solutions
•Process Flow Improvement
• Develop Future State Process Map(s)
•Process Balancing
• Develop Pilot Plan
•Standard Work
• Pilot Solution
•Quick Change Over
• Develop Full Scale Action/
•Design of Experiments (DOE)
Implementation Plan
•Solution Selection Matrix
• Complete Improve Gate
•„To-Be‟ Process Mapping
•Poka-Yoke
•6S Visual Mgt
•RIE
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2
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Learning Objectives
 Identify opportunities for quick improvements,
whether „Just Do Its‟ or RIE improvements
 Learn the conditions that may lead to a quick
improvement
 Discuss the RIE methodology for quick improvement
 Learn the difference between a project „Just Do It‟
and a RIE
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Quick Improvement Method

 The CPI training focuses on a disciplined roadmap to
Process Improvement (8-Steps or DMAIC)
 The key to effect process improvement is successful
completion of the Measurement and Analysis phases
 They set the stage for Improvement
 However:
 Opportunities may be identified early in the project
that do not warrant extensive analysis
 „Just Do Its‟ or „Quick Wins‟ bypass Analyze and go straight to
Improve Phase
 RIE improvements still follow the DMAIC/8-Step format but
the Define, Measure, and Analyze portions are accelerated
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Just Do It
(Quick Win)
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Just Do It
 Often we are able to find some opportunities for
immediate improvement early in the project using
basic tools
 Process map
 Pareto chart
 Fishbone Diagram
 Metric Implementation (Hawthorne effect)
Productivity
Y
Process Map Pareto Chart Cause & Effect
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Just Do It
 When we find these opportunities there is no need to
wait months for implementation
 We should implement change as soon as possible to
begin reaping the benefits
 We by-pass the Analyze phase and move straight to
Improve
$$
Define Measure Analyze Improve Control
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Just Do It Improvement Criteria

 Minimal or no capital expenditure
 Low risk
 Narrow scope
 Buy-in to solutions by all stakeholders
 Certainty the change will generate a positive impact
 Improvements may be implemented quickly (within 1-
2 weeks)
 The project team has the authority to implement the
desired changes
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Just Do It - Examples
 Process Step Elimination
 Procedure Change
 Safety Stock Elimination (Just in Case Inventory)
 Communication Improvement
 Supplier Price Reduction
 Part Substitution
 Training on Best Practices
 Error Proof a Process Step
 Process Balancing / Layout
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Just Do It - CAUTIONS
 Risk assessment must be an
essential part of the „Just Do It‟
decision process
 What are the potential „Just Do It‟
impacts on:
 Customers/Suppliers
 Other functional areas
 Cost/Benefit analysis
 Other teams‟ efforts
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Quick Improvement Control Plans

 Quick improvements, whether „Just Do It‟ or Rapid
Improvement Events, must have implemented Control
Plans in place before being considered complete
 It is desirable to implement improvements as soon as
possible but implementation without control can be
worse than no implementation at all
 See the Control Plan Module for Control Plan
implementation and details
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Rapid Improvement Events
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Rapid Improvement Event Facilitation

 RIE is the application of continuous improvement to a
specific, targeted process objective
 RIE assembles cross-functional teams aimed at
improving a process or problem identified within a
specific area
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What is an RIE?
 An RIE is an Event
 Defined duration (clear start & end point)
 Where Improvements are made
 Changes happen during event
 In a Rapid fashion
 Event duration is short & changes happen fast
14
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Important Considerations
 Events last from 3 to 5 days and during this period
production may be negatively affected
 This requires planning to avoid affecting customer
deliveries
 Anticipate a learning curve on the changes
implemented
 Document as the event happens – for example,
complete Value Stream Maps and Standardized
Worksheets during the event
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RIE Facilitation Is and Is Not
RIE is: RIE is not:

 A tactical facilitation  A tool to be used to
method for reaching reduce headcount
strategic goals
 A strategic approach  A way to do pet projects
 The involvement of all  Just an expert activity
stakeholders
 Well planned out  A haphazard event
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When to Use Rapid Improvement Events

 When obvious waste sources have
been identified As the result of
Process Mapping,
 When the scope and boundaries of a work area tour, data
collection, etc.,
problem are clearly defined and obvious sources of
understood instability and waste
are identified
 When implementation risk is minimal
Examples:
 When results are needed immediately - Standardization
(SOPs), 6S, Generic
i.e., capacity constraints, setup Pull, Setup
reduction, acute quality problems, Reduction
safety/ergonomic issues
 In the early stages of a project to gain
momentum and build credibility
UNCLASSIFIED / FOUO
RIE Facilitation Approach

 Team is 5 days full-time vs. 4 months part-time
 Actual team hours may be similar
 Resources are dedicated
 100% dedicated for the event (5 days)
 Scope is completed and problem is identified going in
 Team does not have time for scope assessment
 Basic data is gathered
 Be ready to implement immediately
 Complete as much as possible the week of event
 May use tribal knowledge vs. detailed analysis
 Solution may be known but historically not listened to
 Allow 30-day follow-up on action items
 Items that cannot be finished that week
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RIE Approach
 RIE is a vehicle to implement „Quick Wins‟
A. Pre-Event Prep: Identify and plan narrow scope events
B. RIE: Implement do-now quick hit solutions during the RIE
C. Follow-up Action Items: RIE activity typically ends 30 days following
RIE
 The RIE approach follows the DMAIC/8-Step process
Typical RIE Timeline
Pre-Event
RIE Event Follow-up
Prep
(3-5 days) (15-30 days)
(3-5 days)
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RIE Follows the DMAIC/8-Step Structure

Define (Prep Week)
 Clearly define the RIE objective
 Pre-Event prep:
Select team members, perform logistics, notifications, data
collections, and prepare training
Measure (Prep Week and Monday of Event)
 Validate the value-stream map of the process. Complete a
resource flow layout for all operations or tasks if necessary
(people, paper, material, information)
 Carefully observe, then collect needed metrics for tasks or
steps in the selected process
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RIE Follows the DMAIC/8-Step Structure

 Analyze (Tuesday-Wednesday)
 Quickly validate root causes and identify/review sources of waste
 Review waste elimination techniques, then brainstorm process
improvements for eliminating non-value added tasks (CVA and NVA-R as
well) and reducing variation
 Improve (Wednesday-Friday)
 Create action item list to accomplish improvements
 Implement process improvements, train employees, then test, fine-tune,
and ensure the process is capable
 Control (Thursday-Friday)
 Create Standard Operating Procedures to document and sustain
improvements
 Present results to Management Team, complete follow-up, monitor results
over time
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RIE Preparation
Preparation Phase (1-2 Weeks before start of event)

 Data Collection/Analysis  Resources Alerted
 Team Selection/Notified  Create “Specialized” Training
 Scope Identified  Equipment
 $$ Savings Determined  Logistics Arranged

 Process Map
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“Specialized” Training for Team
 The entire team should be trained to use the following tools:
 6s Work place organization

 Time study
 Takt time
 Standard work layouts
 Standard work combination sheets
 Spaghetti diagrams
 Run charts
 Value add
 Process capability
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Logistics
 Meeting room near work area
 Quiet
 Work spaces for individuals and team meetings
 Tools needed for team work

 Flip charts, masking tape, and markers
 Computer, projector, screen
 White board
 Telephone
 Typical office equipment
 Post Its!!!
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General RIE Week Structure

Area Discovery
Brainstormed Ideas
Issue List
Goal
Team Training Cause & Effect
5.0
4.5 3
4.0 9
3.5 8
3.0 67
What Who When Status 2.5
Benefit 2.0
4
1
1.5 5 10 2
1.0
.5
.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
Action Items
Final Implementation Effort
Presentation
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Typical Timeline
Monday Tuesday Wednesday Thursday Friday
8AM
Future State Des
Mid-Week Review Finalize Future State
Measure
Implement Complete Training
(Present State Future State Des
Finalize Improvements on Std Work
Analysis)
10AM Pre-Event Perform Process
Prep Participant Training
Implement
Tweak Design
Improvements
Final Presentation
Analyze
12PM
Lunch Lunch Lunch Lunch Lunch &
Celebration
RIE Kickoff
Lean/RIE Training Create and
2PM Analyze Implement Standard
Specialized Training Brainstorm Ideas Implement
Work
Improvements
Idea Effort/Impact Measure Future
Perform Process
Idea Prioritization State
Participant Training
Future State Design Calculate Actual
Tweak Design
4PM Benefits
Measure
(Present State
Analysis)
Process Part Design Create Final
Review Presentation
6PM
UNCLASSIFIED / FOUO
RIE Schedule - Example

Mon, Sep 9 Tue, Sep 10 Wed, Sep 11 Thu, Sep 12 Fri, Sep 13
7:00 AM Review plan for the day Review plan for the day Review plan for the day Review plan for the day
7:30 AM
8:00 AM
8:30 AM Area Observations
9:00 AM Continue
Continue
9:30 AM Brainsorm Solutions implementation
implementation
10:00 AM Guest Speaker, Intro & Prepare presentation
10:30 AM Training
Area Observations
11:00 AM
11:30 AM
12:00 PM Lunch Lunch & status review Lunch & status review Lunch & status review Lunch & status review
12:30 PM
1:00 PM Problems seen Affinitize list of possible Presentation &
Define & assign roles
1:30 PM Fishbone diagram solutions Questions
Area Discovery
2:00 PM Complete Effort / Impact
2:30 PM Matrix Continue
3:00 PM Assign Action Items implementation
3:30 PM Cause & effect Prepare presentation
Area Discovery
4:00 PM
Begin Implementation
4:30 PM
5:00 PM Capture observations &
ideas Status review & updates Status review & updates Status review & updates
5:30 PM
6:00 PM Time to go home Time to go home Time to go home Time to go home
UNCLASSIFIED / FOUO
RIE Team Rules

 Be open to change
 Maintain a positive attitude
 Never leave disagreements unspoken
 We‟re not interested in assigning blame - only in creating solutions
 Practice mutual respect
 Treat others as you want to treated
 One person, one vote – position doesn‟t matter
 The only stupid questions are the ones not asked
 Have fun
 Understand the process and…JUST DO IT!
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Facilitation Keys
 Keep Team Busy!
 Tendency for emails, voicemails, etc.
 Event will be stressful
 Forcefully stay on track
 Be a part of scope and team selection if possible
 Plant seeds but don‟t overpower the team with your
ideas
 Give something back to area personnel
UNCLASSIFIED / FOUO
RIE Detail Schedule

Monday or Before
 Team Training
 What is a RIE?
 Project and Goal Background
 Present Data/Burning Platform
 Specialized Training Geared Toward Project Goal
 Discovery
 Team Spends Afternoon in Project Area
 Gather Insights from Personnel
 Observe Issues/Conduct Studies
 Keep Detailed Notes
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Discovery Phase
 The team “Discovery” is the most important part of
the RIE
 It is during the Discovery that the team identifies
opportunity for improvement
 Keys to Discovery success:
 Is a rotation schedule needed?
 Write everything down
 Are more backup data needed?
 Keep everyone busy
 Expect long hours
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Capture/Brainstorm Ideas
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Toolset Used During RIE

 Any tool may be used to aid the team during a RIE
from a Process Map to a Designed Experiment
 Bottom line is you use any tool that is needed!
 Pareto  C & E matrix
 Fishbone  4 Step Set Up Reduction
 Process map  Personnel/Skillset Matrix
 Spaghetti Diagram  Brainstorming
 Takt Time  Affinity Diagram
 NVA Analysis  Prioritization Tools
 Time Studies  Pilot Plans
UNCLASSIFIED / FOUO
RIE Toolset
Resource Flow FORSCOM
Layout Form 107-R
Mob Form
PA Form 106
(“Spaghetti Flow”)
SOLDIER / FAMILY INFORMATION
SOLDIER / FAMILY INFORMATION
Privacy Act Statement
Authority:
Title 10, United State Code, Section 3013
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Principal
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your significant others: parents, spouse, children, friends, employer, etc. information gathered may be Family Readiness Group (FRG) activities and services to the persons you list. All individuals identified are eligible to participate in
informational
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Family Readiness Group (FRG) activities and services to the persons you list. All individuals identified are eligible to participate in Routine Uses: Privacy Act Statement Privacy Act Statement
Any information you provide may be disclosed to members of DoD who have an official need for the information in
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the performan
the Chaplains, Family Readiness personnel and the Operational Stress Control team of the Authority:
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civil, criminal, or other relevant enforcement information to obtain data relevant to an Army decision, (c) other federal agencies in response to Congressional inquiries, and (e) OMB for the review of private relief legislation. the
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hiring,insecurity clearances, and investigation of an employee, or the letting of contract, (d) Congressi Routine Uses: you provide may be disclosed to members of DoD who have an official need for the information in
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response to Congressional inquiries, and (e) OMB for the review of private relief legislation. the
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SOLDIER INFORMATION: stRRC, as well
81 n as to: (a) Federal, State, local or foreign law enforcement purposes, (b) Federal, State or local agencies that maintai stRRC, as well
81 n as to: (a) Federal, State, local or foreign law enforcement purposes, (b) Federal, State or local agencies that maintai
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SOLDIER INFORMATION: connectiononal
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NAME:
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response to Congressional inquiries, and (e) OMB for the review of private relief legislation. response to Congressional inquiries, and (e) OMB for the review of private relief legislation.
NAME:
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FIRST___________________ SSN________
-_______
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DOB (MM/DD/YYYY): ____/____/____
SOLDIER INFORMATION: SOLDIER INFORMATION:
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DOB (MM/DD/YYYY): ____/____/____ Marital
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RELATIONSHIP:
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CITY_______________________ STATE ________ ZIP Code _______________________ Will Family Member be at this address during Soldier Mobilization / Deployment? Yes__ No__
WORK HOME
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Soldier Info Contact Info Family Info

Indicates an in-box or
outbox where work
(forms/information)
waits to be worked on
or transferred
UNCLASSIFIED / FOUO
RIE Tool Example

Process: Sub-Process: Date: Date: Observer
Family Readiness Group Contact AFRP Contact List
Best
Observed Cycles:
Repeatable Standard
Task Description 1 2 3 4 5 6 7 8 9 10 Time Deviation Remarks
Clock 9 7 11 12 10 10 13 10 11 10
Complete FRG Forms Elapsed 9 7 11 12 10 10 13 10 11 10 10 1.6 Too Many Forms
Clock 13 15 11 16 17 15 16 15 14 13
Input FRG Forms into Website is too
AFRP.org Elapsed 13 15 11 16 17 15 16 15 14 13 15 1.8 slow
How do w e
Clock 7 7 7 7 7 7 7 7 7 7
maintain accurate
Review Family Member info if something
Contact Info Elapsed 10 12 18 13 14 12 13 12 11 10 7 0.0 chnages
Clock 8 7 10 12 11 10 10 9 8 7
Call Family Member Elapsed 8 9 8 5 5 12 13 11 9 7 10 1.7
Clock 2 4 5 3 3 4 3 5 2 3
Update AFRP.org contact
data Elapsed 2 4 5 4 4 4 3 5 2 3 3 1.1
Clock
Elapsed 45 Avg
UNCLASSIFIED / FOUO
RIE Tool Example

Family Readiness Group Form 107-R Family Contact
Need to reduce
to meet customer Takt Tim e = 13 m in
demand!
20
Task Time (minutes)
15
10
0
Complete Input Forms Store Use Use Call Family
Forms(107- Hardcopy Database Hardcopy
R)
Task #
CVA Time NVA-R Time NVA Time
UNCLASSIFIED / FOUO
RIE Tool Example
As a team, determine
which activities are
non-value added
UNCLASSIFIED / FOUO
Typical RIE Schedule (Cont.)

Tuesday
 Area Discovery (Cont.)
 Team Spends Morning in Project Area
 Gather Insights from Personnel
 Observe Issues/Conduct Studies
 Back to Room to Brainstorm Issues
 What was learned?
 Write down ideas
 Evaluate Studies
UNCLASSIFIED / FOUO

Wednesday
 Brainstorm Issues
 Capture Ideas/Solutions
 Evaluate Studies
 Reduce and Prioritize Ideas
 Affinitize Ideas/Solutions
 Utilize Effort vs. Impact Matrix
 Assign Numbers Based on Effort and Impact
 Midweek Status Meeting
 Vector check / Milestone review
UNCLASSIFIED / FOUO
Quantify Ideas by Impact on Goal
Quantify each
idea by
contribution
to problem
UNCLASSIFIED / FOUO
Brainstorm, Affinitize, Prioritize Improvements
5.0  Take each brainstormed

4.5
4.0
9
3
idea and have the team
3.5
67
8
assign an effort and an
impact to each
3.0
Benefit 2.5 4
2.0
 Transferthis information to
1
1.5 10 2
5
a spreadsheet to sort the

1.0
.5
.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 ideas based on Highest
Effort
Impact and Lowest Effort
 Thisbecomes the teams
Create ranked list of
improvements
activity and priority list
UNCLASSIFIED / FOUO
Create Effort/Impact Priority List

By quantifying the effort and impact and sorting in a
spreadsheet, this may be used as the action item list
Quantified Impact on Goal
Final Ranking Priority
Avg Avg Final
Solution Responsible Action Plan
Impact Effort Ranking
Align Modified Table of Equipment (MTOE) in Property
8.0 1.1 4.6 Nate, Mary, Ed Call Help Desk to clean up MTOE by MTOE
Book and Unit Supply E
Recheck Unit Identification Code tree on a regular Francis, Mary,

4.0 1.3 2.6 Create reminder to check
basis(annually) and as new units are assinged Gary
Property Book Officer's (PBO) and supply sergeants to

3.0 1.3 2.1 Dave Sw . Supply Level Mgmt. System to communicate
pull status at least 2 times a week.
PBO's should only order class 2,4 and 7 and allow the
3.0 1.0 2.0 Gary Quick fix w ill be procedural change.
supply sergeants to process their own requests
UNCLASSIFIED / FOUO
Mid-Week Review
Mid-Week Review Meeting:
 Purpose: (Buy-In and Decisions) To review with local management
team the analysis findings and the proposed RIE activities for
implementation; to address any obstacles impacting the team‟s
implementation plan; gain understanding and agreement from
Management to proceed with proposed RIE implementation.
 Responsibility for Conducting the Meeting: RIE Project Team
Leader
 Frequency: For Projects beginning Monday afternoon, this meeting
will occur early Wednesday afternoon, typically between 1:00 p.m. and
2:30 p.m.
 Duration: 30 Minutes
 Attendees: RIE Project Team Leader, Key Stakeholders, Sponsor,
Process Owner
UNCLASSIFIED / FOUO

Thursday
 Implement Solutions
 Each team member acts on their assignments
 Build future state
 Pilot or test new ideas
 Review Progress
 AM review of assignments
 Noon review of progress
 PM review of progress
UNCLASSIFIED / FOUO
Implementation
 Training
 Conduct training that
week
 Communication
 Communicate to the
area personnel the
changes
UNCLASSIFIED / FOUO

Friday
 Implement Solutions
 Each team member acts on their assignments
 Implement plan
 Team Presentation to Management
UNCLASSIFIED / FOUO
RIE Team Final Presentation Purpose

 The purpose of the RIE team final presentation is to provide a forum
for improvement teams to inform local management of workshop
findings and progress
 The presentation formalizes expected results and openly and clearly
communicates ownership of open action items and result sustainment
 The RIE report-out presentation also provides the opportunity for
management to publicly congratulate team members for successes and
express appreciation for their dedicated teamwork.
 The presentation flows to tell the story about how the team progressed
from the project area discovery phase to the team follow-up plan.
 RIE team members deliver the presentation to the management team
UNCLASSIFIED / FOUO
RIE Team Final Presentation Flow

Event Description Info Goal & Objectives Assessment/Analysis
• Event Name & Date • Charter (Problem Statement) • Initial findings
• Team name • Quantifiable goals (projected) • Before Value-Stream Map
• Team Members • Qualitative objectives • Before procedures
• Key process issues
Standardization Implementation Brainstorming Causes

• After/improved process map • RIE storyboards describing • Root cause analysis
• New SOPs and examples of what the team implemented • Brainstormed ideas
how to sustain • Pictures are key • Effort/Impact outcome
Results Follow-Up Parking Lot

• Quantifiable (vs. Projected) • Action list team will • Items parked for other
• Qualitative (vs. Projected) complete teams /management
• Keep to 20 or less items consideration
• Management “need helps” • Risks/Issues for success
UNCLASSIFIED / FOUO
Use A3 Project Summary Report for RIE

Company: Department: Date: Prepared by:
1. Define the problem situation 3. Action plans to correct problems
2. Problem Analysis 4. Results of Activity
5. Future Steps
UNCLASSIFIED / FOUO
Takeaways
Now you should be able to:
 Identify opportunities for quick improvements,
whether „Just Do Its‟ or RIE improvements
 Learn the conditions that may lead to a quick
improvement
 Discuss and apply the RIE facilitation methodology
for quick improvement
UNCLASSIFIED / FOUO
What other comments or questions

do you have?
UNCLASSIFIED / FOUO
APPENDIX
Preparation and Facilitation
UNCLASSIFIED / FOUO
Training and Facilitation Materials

 RIE Facilitation Kit Will Cover:
 RIE Schedule and Approach
 Pre-Event Preparation
 Team Selection
 Pre-event Communications/Preparation
 Policies and Procedures
 Presentation Preparation
 Facilitation Tools
 Data Collection
 Mapping and Measurement
 Safety Awareness
UNCLASSIFIED / FOUO
Typical RIE Weekly Schedule

Weekly Calendar
Pre-w ork
1. Review Scope, Goals, Objectives, and Deliverables With Senior Staff
2. Select Team Leader 2A. Select Team Members 2B. Inform Team Members
3. Gather Data (Demand, Quality, Headcount, WIP, Downtime, Overtime, Safety, Before Pics)
4. Set Meeting Rooms, Food, Develop Team Tool Box
11/27 Monday
1. Kaizen Kickoff (Senior Staff Representative)
2. Kaizen Training (Lean Principles) & Specialized for Project
3. Review Project Scope, Goals (SMART), Deliverables with Team
4. Assign Tasks for Process Observations, Timestudies, 5-S, Spaghetti Charts, Takt Time Chart
5. Train Team Members in Timestudy Basics and Begin Observation and Data Gathering
11/28 Tuesday
1. Complete Present State Analysis Using All Appropriate Data
2. Brainstorm Based on Goals & Objectives, Ergonomics, Safety, & Waste Elimination
3. Create Future State Analysis and Action Plan
4. Team Lead and Consultant Review FSA With Senior Staff
5 Launch Sub-Teams and Complete Plan
11/29 Wednesday
1. Complete Action Plan
2. Train Process Participants in New Process
3. Fine-tune New Process and Take After Digital Pics
4. Retime and Compare to Goals, Objectives
11/30 Thursday
1. Run New Process and Assess Effectiveness
2. Calculate Improvements in Cycle Time, WIP, Cost Savings, Etc.
3. Complete New Takt Time Cycle Time Bar Chart and Create 30 Day Follow-up List
4. Complete New Standard Operating Procedure
5. Prepare Presentation, Assign Presenters
12/1 Friday
UNCLASSIFIED / FOUO
RIE Team Selection

 Team Selection: Typically Area leader, group leader or someone close to
process activities, but not a member of management. Identify team members
(this can be a bottleneck- keep it moving!)
 Team Selection Criteria: Optimum number of team members is 6-8. Three
team members must come from the following areas: 2 individuals whom
directly work within the project area (i.e. process participants), 1 individual who
supervises or leads the project area (i.e. supervisor), the rest of the team can
come from the following areas, in order of importance:
 Individuals from the direct upstream process (i.e. order entry, purchasing
agent)
 Individuals from the direct downstream process (i.e. accounts receivable,
customer service)
 Support personnel (information technology, purchasing, engineering, etc)
 Management staff of the project area (i.e. Division Manager, Operations
Officer, Engineering Manager, etc.)
 Other cross functions (i.e. HR, Headquarters functions, or other divisions) to
provide “out-of-the-box” ideas
 Insisting that management (Commander, Div Chief, etc.) participate on one
of the first RIE teams is critical. This is an effective vehicle for
demonstrating to the troops how important the effort / RIE is to fostering
continuous improvement and motivating the team members to succeed
UNCLASSIFIED / FOUO
RIE External Resource Support

Information Technology:
 Schedule information meeting to detail approach and
goals for each project to inform & prep them for potential
software/programming needs & ideas.
 Gives the IT department a head start on preparation for
the event
Facilities (example – co-location, 6S)
 Schedule information meeting to walk the process for
each project to inform and prep them for potential moves
& ideas.
 In addition, facilities resources can assist with additional
scoping and costs of the event
UNCLASSIFIED / FOUO
RIE Logistical Support

 Logistical Support Checklist:
 Training/team room(s), Conference Room(s), Eating Areas - reserve RIE
team room and rooms for team reviews/presentations, break/lunch/snack
areas
 Equipment & supplies: overhead projector, video camera & tapes for set-ups,
2-3 flip charts per team with markers
 Team member name tags, special access security cards
 Rulers/Tape Measures
 Transparencies for presentation / PowerPoint file for LCD projector, copies of
presentation
 Pens/Pencils, fine-point makers, erasers, multi-colored post-it notes,
notepads, clipboards, tape (Masking, Floor / layout), Pre-printed RIE forms
 Calculators, computer, printer, copier, laminating machine and supplies
 Safety and Cleaning Supplies - eye & hearing protection, clean suits, cleaning
supplies
 Breaks/Lunches/Snacks/Drinks - coordinate team meals/snacks when
applicable and who will be responsible for coordinating these
UNCLASSIFIED / FOUO
RIE Logistical Support (con‟t)

 Process Preparation:
 May want to process ahead (work ahead by working overtime) to
cover for RIE work stoppages or interruptions. For example, a RIE
team may want to create case teams requiring co-location - work
will probably be interrupted while the furniture is moved
 May need to change product mix for RIE product focus. For
example, a RIE team may work with order entry to change the
schedule to improve rework for a product family
UNCLASSIFIED / FOUO
RIE Kickoff & Training Materials

 Team Notification Letters
 Include team schedule/agenda, dates, times and meeting room
information.
 Set expectations concerning full-time status
 Set expectations for high level approach and goals of the event
 Send out one week prior to event
 Training Materials
 Tailor training module(s) to specific area focus, if possible. Produce
copies of training manuals for team use. Make poster size
worksheets for the RIE workshop (fishbone, team ground rules, 20-
day follow-up).
 Prepare some form of RIE team recognition. (i.e., hats, shirts,
certificates printed)
Released 07/06/09 UNCLASSIFIED / FOUO 59

UNCLASSIFIED / FOUO
RIE Kickoff & Training Materials

 Kickoff and Review Sessions
 Plan for top leader (Commander, etc.) to launch team with
motivational, appreciative kick-off
 Schedule appropriate personnel for Process Participant Design
Review (incl. HR and EH&S)
 Schedule the Management team for the Mid-Week Review and
Final Team Presentations
UNCLASSIFIED / FOUO
RIE Additional Considerations

 Provide emergency contact telephone numbers for
each Team Member
 Use proper lifting techniques and devices (esp. 5S
and co-locate)
 Identify hazardous waste materials and/or toxic
chemicals in project area
 Identify specific project area ergonomic issues
 Identify specific project area hazards
UNCLASSIFIED / FOUO
RIE Team Meeting Effectiveness

 Post Prominently in the team room and review
daily/frequently:
 RIE Scope and Goals
 Ground rules for team member behavior
 Agenda for the session, day and week
 Team roles (lead, co-lead, session facilitator,
timekeeper, scribe, experts)
 Parking Lot
 Benefits and Concerns
Released 07/06/09 UNCLASSIFIED / FOUO 62

UNCLASSIFIED / FOUO
Appendix
RIE Example Results
UNCLASSIFIED / FOUO
Rapid Improvement Event - Results
Event: F-100 Propulsion Shop RIE

Team Leads: Mr. Steve Holland (DS2)
MSgt DW Glass (325 MXS)
Location: Tyndall AFB, Panama City, FL
Date: August 21 - 25, 2006
UNCLASSIFIED / FOUO
RIE Charter
65
UNCLASSIFIED / FOUO
F-100 Propulsion Shop Team

 Mr. Steve Holland DS2 Co-Lead
 MSgt DW Glass JEIM Flight Chief Co-Lead
 Mr. Todd Benz DS2
 A1C Chris Brown 325 MXS
 Col(S) Bruce Danskine AFSO21 Randolph
 Mr. Mike Jones DS2
 TSgt Bill MacCarty AFSO21 Tyndall
 SSgt Lee McDuffie 325 MXS
 Mr. Kevin Morrow Dover AFB, Prop. Shop
 Mr. Brian Nugent AFSO21 Randolph
 Mr. Gary Poland QAE
 Mr. Chad Sowell F-100 Propulsion AFETS
 MSgt Tim Walker JEIM Section Chief
 Ms. Kristin Witt AFSO21 Tinker
 Capt Glenn Wright AFSO21 Tyndall
66
UNCLASSIFIED / FOUO
“Before” Situation
Summary
UNCLASSIFIED / FOUO
Before Situation Flow
Lead Time Estimate – 10 – 14 Days Through Process

With AWP & AWM – 60 Day Average
68
UNCLASSIFIED / FOUO
Before Situation Flow
Engine Travel – Black Lines

Engine Component Travel – Blue Lines
Total Travel Per Engine – 9,700 Feet
69
UNCLASSIFIED / FOUO
Before Situation – Walk Distance

Mechanic Walk (Orange) – 5 Miles
Worker Walk (Blue) – 30 Miles
Total Walk Per Engine – 35 Miles
70
UNCLASSIFIED / FOUO
Before Situation Summary

 Lead Time
 Core or LPT - 10 Days
 Double Duct - 14 Days
 Average with AWM & AWP – 60 Days
 25 Engines (Forced Reduction to 15 In Process)
 AWM & AWP – 5 Engines
 WIP – 10 Engines
 Serviceable – 10 Engines
 Production Floor Space – 8,720 Sq. Ft. (plus storage)
 Part Travel Distance – 9,700 Ft. Per Engine
 Walk Distance – 35 Miles per Engine
71
UNCLASSIFIED / FOUO
Flow Pace (TAKT Time)

 Average of 4 Scheduled Engines
per month
 Average of 5 Unscheduled
Engines per month
 Average of 20 Work Days per
month
 TAKT Time = 2 Days
 2 “Super Crews” each at TAKT
Time of 4 Days
72
UNCLASSIFIED / FOUO
Work Structure Changes

 2 Super Crews Established
 4 Workers
 2 Mechanics
 Same Total Manning as before
 4 Day TAKT Time
 Ebb & Flow of Process
 Tear Down and Service
 Build-up
 Crew Chief
 Handles Paperwork, CAMS, etc.
 Handles Parts Ordering
73
UNCLASSIFIED / FOUO
Layout Changes
74
UNCLASSIFIED / FOUO
Before & After
75
UNCLASSIFIED / FOUO
Before & After
76
UNCLASSIFIED / FOUO
Parts at Point of Use

Transforming “Rusty Cabinet”
into new POU Parts Storage
System
77
UNCLASSIFIED / FOUO
Tools at Point of Use
78
UNCLASSIFIED / FOUO
Equipment at Point of Use
Changing
Before
After
79
UNCLASSIFIED / FOUO
Extra Equipment?
80
UNCLASSIFIED / FOUO
“Infectious” AFSO21 RIE
Before
Chemical Desk next

Just Do It!
to Chemicals
81
UNCLASSIFIED / FOUO
Improved Walk Distance

 Mechanic
(Orange)
reduced to
1.06 Miles
 Worker
(Purple)
reduced to
1.33 Miles
 Based on reduced
distances, fewer flow
days, kitting, POU, etc.
82
UNCLASSIFIED / FOUO
Projected Improvements
Item Before After Savings
Lead Time 10–14 Days 8-9 Days* 20 - 35%
Part Travel 9,700 ft. 9,450 ft. 2.5%
Walk Distance 35 Miles 2.4 Miles 93%
WIP 10 Engines 5 Engines 50%
Floor Space 8,720 sq. ft. 7,460 sq. ft. 1,260 sq. ft.**
* Estimate based on Improved Flow – Actual Results will be tracked **

Plus additional savings in Storage & Spares Barn
83
UNCLASSIFIED / FOUO
Action Item Tracking
84
UNCLASSIFIED / FOUO
Long Term Challenges

 Buy-in and Culture Change needed in shop
 Reinforce need for Continued Improvement
 Workplace Environment Improvements
 Ensure Clarification of On/Off Equipment (in our favor)
 Streamlining of Work Package & CAMS
 Identification of Future Workload
 Advertising Excess Capacity once proven
 Future Discussions on Contract Issues causing separation of
DS2 & Military
85

Module 50. Rapid Improvement Event (RIE)

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UNCLASSIFIED / FOUO

Rapid Improvement Event

CPI Roadmap – Improve

Define Measure Analyze Improve Control

Quick Improvement Method

Just Do It Improvement Criteria

Quick Improvement Control Plans

Rapid Improvement Events

Rapid Improvement Event Facilitation

RIE Facilitation Is and Is Not

RIE is: RIE is not:

When to Use Rapid Improvement Events

RIE Facilitation Approach

 The RIE approach follows the DMAIC/8-Step process

Typical RIE Timeline

RIE Follows the DMAIC/8-Step Structure

RIE Follows the DMAIC/8-Step Structure

Preparation Phase (1-2 Weeks before start of event)

 $$ Savings Determined  Logistics Arranged

“Specialized” Training for Team

 The entire team should be trained to use the following tools:

 6s Work place organization

 Tools needed for team work

General RIE Week Structure

Team Training Cause & Effect

RIE Schedule - Example

RIE Team Rules

RIE Detail Schedule

Toolset Used During RIE

Soldier Info Contact Info Family Info

RIE Tool Example

RIE Tool Example

CVA Time NVA-R Time NVA Time

RIE Tool Example

Typical RIE Schedule (Cont.)

Typical RIE Schedule (Cont.)

Quantify Ideas by Impact on Goal

Brainstorm, Affinitize, Prioritize Improvements

5.0  Take each brainstormed

a spreadsheet to sort the

Create Effort/Impact Priority List

Recheck Unit Identification Code tree on a regular Francis, Mary,

Property Book Officer's (PBO) and supply sergeants to

Typical RIE Schedule (Cont.)

Typical RIE Schedule (Cont.)

RIE Team Final Presentation Purpose

RIE Team Final Presentation Flow

Standardization Implementation Brainstorming Causes

Results Follow-Up Parking Lot

Use A3 Project Summary Report for RIE

2. Problem Analysis 4. Results of Activity

What other comments or questions

Training and Facilitation Materials

Typical RIE Weekly Schedule

RIE Team Selection

RIE External Resource Support

RIE Logistical Support

RIE Logistical Support (con‟t)

RIE Kickoff & Training Materials