Lego simulation helps C-130 mechanics learn 'process flow' Published July 2, 2009 By Lisa Mathews Warner Robins Air Logistic Center ROBINS AIR FORCE BASE, Ga. -- George Barnes, a consultant who works with the C-130 maintenance organization to help implement Air Force Smart Operations for the 21st Century, is conducting training sessions that are fun, funny and enlightening for mechanics. Using Lego blocks, training groups divide up into different areas to build aircraft. In the first round of the simulation each area must complete assigned work on five aircraft and hand carry them to the next area around a table. Any aircraft that are damaged or not built to specifications must be discarded. Thus, if station three has a breakage in an aircraft, that person must wait for station two to deliver a group of five before they can move any of their aircraft to the fourth station. In this simulated operation flow, "mechanics in the downstream operations - push sequence - are very frustrated," Mr. Barnes said, "adding that it's not much unlike real-world operation. "Mechanics wait; they wait for previous operations to be completed; they wait for parts to be delivered; they wait for inspections," he said. "The reason this phase of the simulation is so powerful is that it mirrors the daily work life of the mechanic." Another variable involves having some stations performing much more work to the aircraft than other stations. Through this simulation, mechanics can easily see where backlogs and work stoppages occur. They also see the vast amount of work in progress that builds up with this type of flow. During a recent training session, it took the group more than 13 minutes to complete the first airplane for delivery. For the next part of the training, Mr. Barnes had the mechanics organize their work areas in a constant flow around the table; i.e., station one was followed by station two, which was followed by station three. When the group assembled their parts, they could then pass them to the next station. The constraint was that the first station could not pass another part until station two had passed its work to the third station. The time it took to complete the first good airplane in the second round of the simulation was less than half the time the first simulation took. Another factor in both of these simulations was that the workers were only allowed a certain number of pieces needed to complete their work. Once they ran out, they had to go to a station holding the spare pieces and get more. During the final round of the simulation, Barnes even-loaded the work - for those areas that had been taking longer, he took some of their work and had other stations do more. He also included a quality inspector on one of the work stations. To further assist in the flow, the extra pieces were divided among the work stations so that the mechanics would not have to stop to go get another supply of Legos. "During this phase of the simulation it is amazing to see the change in behavior and culture. By allowing everyone to be involved, and transitioning the culture to a team environment where everyone participates, the team then creates a 'pull' by using standard work," Mr. Barnes said. The end result was that the first plane was delivered complete in less than two minutes. Jonathan Burch, a C-130 sheet metal mechanic, participated in the simulation exercise. "I had heard about this training and was anticipating going to it," Mr. Burch said. "I really learned a lot from this class, and my co-workers and I all felt that our instructor, George Barnes, did an excellent job with the presentation. "It was astonishing to see how much waste and unnecessary effort it took to get the first simulated plane built in the first phase of the simulation. With each subsequent phase, the team became more effective and we eliminated more waste. At the same time, we became more productive and were actually exerting less effort," he added. "By phase four - flexible work force, standard work - we were doing one-piece flow and everyone was working together and having fun doing it." Mr. Burch said he viewed his work site in a new way when he returned to the job the following day. "When I returned to work on my plane, I couldn't help but wonder why this flow concept has not already been put into place at our work site," he said. To date, Mr. Barnes said that about 300 mechanics have gone through the simulation training. "The flow simulation is a very powerful tool that demonstrates how teamwork, standard work and involvement can change behavior. At the beginning of the simulation, the behavior was negative and several times comments were made about 'just another program,'" Mr. Barnes said. As the simulation evolved, the same transition happened with the mechanics behavior. "Understanding, acceptance and relating to their own personal experiences were expressed," he said.