© 2006 rolls-royce plc the information in this document is the property of rolls-royce plc and may...
TRANSCRIPT
© 2006 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
Rolls-Royce’s Human Factors Approach An update:
John Anfield - Head of Learning & Development, Aero Repair & Overhaul
RAeS HF Conference – Bentley Priory - 18th October 2006
Joined for Q&A session by:
David Watkins - Director Quality & Process Excellence, AR&O
Alan Eccleston - Director of Engineering, AR&O
Sales
2
Power systems for tomorrow’s new products
Boeing 787 V-22 A380 A400M Eurofighter JSF
DD(X) LCS Type 45 Dolphin Pipeline Fuel Cells
15
A350 XWB
UT Design
Rolls-Royce data-strictly private
4
Presentation covers:
• Remind you of our HF Plans back in mid-2004
• Talk about what has been achieved over the past two years
• Share with you what has gone well and some lessons learnt
• Discuss our evaluation and return on Investment methods
• Talk about our next steps in our HF journey
Rolls-Royce data-strictly private
5
Phasing of our HF Training PlanFrom 2004-2007, and beyond
Design and Pilot ofManagement HF Training
Exec Event
May 2004 Dec 2004Oct 2004 Oct 2006Jun 2005
HF SteeringGroup Meetings
Jan 2007
vEmployee HF Training Programme – 2420 people
152 events Delivered by Baines-Simmons Ltd
Programme Covering Glasgow, Derby, Ansty and Bristol
Facilities, logistics and HR Admin provided from within Rolls-Royce
Facilities, logistics and HR Admin provided from within Rolls-Royce
MD’s Letter on HF sent out to all Employees
MD’s Letter on HF sent out to all Employees
Delivered Manager & TU TrgTo 195 + 11 in 18 events
Business Case AcceptedFinancial Budgets agreed
P.O. NDA & Contract
Business Case AcceptedFinancial Budgets agreed
P.O. NDA & Contract
MEDA TrainingFor Investigators
Communications Campaign
Design of HFContinuity Trg
HF Continuity & MEMS
MEMS
Conducting an HFTraining
Evaluation(Graduate)
Rolls-Royce data-strictly private
6
What was our total investment?
Employees’ and managers time off-job (circa 5,300 days) Human resources effort:
Steering Group Meetings(50 days) HF Mgt/Admin time (200 days) Investigations (80 days) Staff on specialist HF courses (65 days)
Cost of the HF/MEMS training circa £0.5m Implementing systems improvements - MEMS (IT 25 days) Feedback and publicity (90 days)
Quite an effort! Nearly 6,000 days off-job training
Rolls-Royce data-strictly private
7
MEMS Activity Dec 2004 – July 2006
No of MEMS Raised Cumulatively
0
20
40
60
80
100
120
140
Date
No
of M
EMS
East KilbrideCum
AnstyCum
BristolCum
DerbyCum
280 MEMS Raised in Total
Rolls-Royce data-strictly private
8
Ref. MEMS A060001
After engine sentencing, serviceable items are transferred to the kitting area in the Bellman Hanger. These items are placed in plastic bags and secured using staples. Concerns have been raised with local management that these staples are littering work areas and could contaminate engine parts and or assemblies, along with possible Heath and Safety issues. Instead of stapling we now use a bag sealer on plastic bags. Ref. MEMS A060003 Issue raised by a production worker concerning the amount of rework and hence costs associated with the time and effort to remove excess braze from the above part (Vanes) on a regular basis.This is an old problem that has been around for circa 10 years. Concern also raised due to the effects on the operators of having to spend so much time blending off braze with the consequential HAVS (hand arm vibrations). Believed to be the highest reject item within the cell.
Review of all steps in process mostly centred on cleanliness has led to a reduction in rework/blending from 76% to 16% with further planned improvements being progressed thru a Green Belt project and reduced HAVs risk.
Examples of MEMS
Rolls-Royce data-strictly private
9
Some Further Examples of MEMS
Location Date Raised Brief Description
Ansty 8-May-2006 Compressor Rotor found built with two group A parts which could not be adequately traced. These items have passed through inspection areas without query
East Kilbride 12-May-2006 Engine SAP Structure has two different R.I.s linked to it, giving contradictory instructions
Derby 12-Jun-2006 Wrong grade of Alumina grit was used on HP Compressor casing
Derby 5-Jul-2006 Tooling labelling – incorrect lift points and C of G shown
East Kilbride 19-Jul-2006 Engine manual states that when the LP Turbine shaft is stripped to piece part level, the aluminium paint coating must be removed prior to MPI inspection, and then the shaft recoated, this step was not carried out.
Rolls-Royce data-strictly private
10
Evaluation & ROI- How do we know when it is working?
Heightened employee attitude towards HF and safety issues, with a measurable, positive effect up to 24 months after their initial HF Training
HF is in everyone’s vocabulary now: TU, Ops, Quality, Finance, HR etc
Trust and openness is evident in daily interactions
Quantified by nearly 300 MEMS reports, many avoiding errors/costs
Discipline is now guided by a Just Culture & Culpability policy
HF is a Standing Agenda item on our Quality Board
Expectation in years 3-5 of our campaign that the true ROI of HF will be seen
Rolls-Royce data-strictly private
11.Q2. Since completing the Human Factors course, what impact (if any) is there on the way you go about performing your duties?
• I now consider the HF impact on my team when travelling to/from remote jobs to ensure adequate rest
• Can see how minor errors can be the root cause of larger incidents/accidents
• I am more thorough with repetitive work to avoid complacency creeping in.
• Greater awareness of when things are wrong and more confidence to report issues, MEMS system useful.
• I have raised a MEMS report where lack of tooling prevents us following procedure
• I haven’t reported anything yet, but can see that MEMs is a good tool to voice your concerns
• Shift handover is now better controlled
Q3. Can you identify an example where a potential incident was avoided due better understanding of Human Factors and the Error Zone?
•Tiredness and lack of knowledge could have caused an incident but took a break and then completed task
• Fan blades launched into the wrong cleaning process, prevented escape into service of three engines
• We have Improved the tooling for Trent 800 IP compressor strip and build
• Our mechanics are more aware of environment – we stopped work on A/c outside in harsh conditions
• Check of modification state early in the build process found redundant parts that would have had a major impact after test – we avoided a customer complaint
Rolls-Royce data-strictly private
12
YearYear
Knowledge Knowledge and and
expectations expectations wrt the wrt the MEMSMEMS
Our Next steps? – Critical point in time regarding Return on Investment
2003 2004 2005 2006 2000 20102007 2008
Rolls-Royce data-strictly private
13Concept of an effective HF Continuity Campaign for the Long-Term
General Background
Communications Campaign
Posters and Coasters
Internal Magazine Articles
Newsletter
Feedback
Learning
Points
Newsletter
Feedback
Learning
Points
Newsletter
Feedback
Learning
Points
Newsletter
Feedback
Learning
Points
HF/MEMS Clinic
Trg Course/Managers
HF Continuity
Trg Course/Employees
Global HF Feedback Systems
New Starters HF programme
Incident IncidentHazard Reports Hazard Reports Hazard Reports
Rolls-Royce data-strictly private
14
What we got right: What could have been better:
HF Steering Group: Ops/Qual/Trg ShoMe Safety Surveys
Training our Managers/TU first Communications and newsletters
Trained for both Civil & Military MEDA training given too early
The AR&O Exec HF Event Line Manager Ownership of MEMS
Our MD’s letter to employees Car park issue clean up rate
Chose a World class vendor Paper route for MEMS
Trained staff & works together
Customised HF programme
Just Culture document, TU agreed
Shift & Task Handover Procedure
Formal AROP Quality Procedure
On line MEMS – for 2 years
Extension to non EASA 145 areas
In Summary:
Thanks for listening.We will be happy to take your questions in the morning Q&A
session