《Integrating The Lean Enterprise》Lean Aerospace Initiative

e0l Product realization A erospace in the defense Initiative Aerospace Industry September 18, 2002 Presented By Tom Shields LAI web. mif.edo/l

September 18, 2002 Product Realization in the Defense Aerospace Industry Presented By: Tom Shields LAI

Lean Aerospace Content Initiative o Part o General lean concepts in factory design o Part ll o Introduction o Manufacturing System Design Framework o Validation research results Conclusions 2.Shields-0918020 2002 Massachusetts Institute of Technology web. mit. edu/lean

2 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Content Content ❍ Part I ❍ General lean concepts in factory design ❍ Part II ❍ Introduction ❍ Manufacturing System Design Framework ❍ Validation research results ❍ Conclusions -

e0l Lean from the Toyota Production Aerospace Initiative System Shows How It All Relates TPS囗 Cost control through the elimination of waste Right Qty Perfect Right Mix Right Time DoKA Standardized Leveled balanced kaizen Work Production Engaged and creative Workforce 3-Shields -091802 G 2002 Massachusetts Institute of Technology web. mit. edu/lean

3 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Lean from the Toyota Production Lean from the Toyota Production System Shows How It All Relates System Shows How It All Relates J I T J I D O K A Leveled & Balanced Production Cost control through the elimination of waste TPS Standardized Kaizen Work Right Qty Right Mix Right Time Perfect Quality Engaged and Creative Workforce -

Lean Aerospace Factory Designs Aerospace Initiative Have Many Things to Consider o Production volume o Cost o Product mix Input Output -o Quality o Product design o Performance o Frequency of changes Factory o Delivery Design o Complexity o Flexibility o Process capability o Innovativeness Type of organization o Worker skilllknowledge Focus Here 4-Shields-091802 @2002 Massachusetts Institute of Technology web. mit. edu/lean

4 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Aerospace Factory Designs Aerospace Factory Designs Have Many Things to Consider Have Many Things to Consider ❍ Production volume ❍ Product mix ❍ Product design ❍ Frequency of changes ❍ Complexity ❍ Process capability ❍ Type of organization ❍ Worker skill/knowledge ❍ Cost ❍ Quality ❍ Performance ❍ Delivery ❍ Flexibility ❍ Innovativeness Factory Design Input Output Focus Here -

Lean Benefits from a Focus on Process Aerospace Initiative Rather Than Operation Improvements o Operations o Value adding o Transportation 0pera V→8 Part B o Delay(2 types) V→8 Part a o Inspection Store in Move to Store at Move ByMachine Warehouse Staging Staging AGV n o Factory Design Factory Design o Layout choices Types of Operations o Operation policies V Storage o Process Technology O value Adding o Tapping human ① Inspection knowledge Transport 5-Shields-091802e 2002 Massachusetts Institute of Technology web. mit. edu/lean

5 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Benefits from a Focus on Process Benefits from a Focus on Process Rather Than Operation Improvements Rather Than Operation Improvements ❍ Operations ❍ Value adding ❍ Transportation ❍ Delay (2 types) ❍ Inspection ❍ Factory Design ❍ Layout choices ❍ Operation policies ❍ Process Technology ❍ Tapping human knowledge X X Store in Warehouse Move to Staging Store at Staging Move By AGV Machine X X Part B Part A O p e r a t i o n Factory Design I X Storage Value Adding Inspection Transport Types of Operations -

Lean Only Understood Processes Aerospace Initiative Can Be Improved o Establish models andlor simulations to permit understanding o Ensure process capability maturation o Maintain challenge of existing processes Tools o Five Whys o Process flow charts o Value stream mapping o Statistical tools o Data collection and discipline 6-Shields -091802 e 2002 Massachusetts Institute of Technology web. mit. edu/lean

6 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Only Understood Processes Only Understood Processes Can Be Improved Can Be Improved ❍ Establish models and/or simulations to permit understanding ❍ Ensure process capability & maturation ❍ Maintain challenge of existing processes Tools ❍ Five Whys ❍ Process flow charts ❍ Value stream mapping ❍ Statistical tools ❍ Data collection and discipline -

Lean Definite Boundaries Exist Aerospace Initiative Between Flow and pu∥ Flow Pull MRP used for planning and o Takt time control o Balanced production o Group technology o Level production o Reduce the number of flow aths o Response time less than lead time o Batch or single items Standard work o Inventory to buffer flow o Single item flow o Process control o Correct problems o Minimize space& distance immediately-sToPⅱf traveled with contiguous necessary processing established 7-Shields-091802e 2002 Massachusetts Institute of Technology web. mit. edu/lean

7 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Definite Boundaries Exist Definite Boundaries Exist Between Flow and Pull Between Flow and Pull Flow ❍ MRP used for planning and control ❍ Group technology ❍ Reduce the number of flow paths ❍ Batch or single items ❍ Inventory to buffer flow ❍ Process control ❍ Minimize space & distance traveled with contiguous processing established Pull ❍ Takt time ❍ Balanced production ❍ Level production ❍ Response time less than lead time ❍ Standard work ❍ Single item flow ❍ Correct problems immediately - STOP if necessary -

e0l Lean Tools Can Apply even if Aerospace Initiative JIT System Not Logical o Value stream mapping o Work groups to implement PRODUCTS and VOLUMES. Pv change o Visual displays and controls Functional La fow extremely o Error proofing Batch fow vaned o Standardized work Flc OPL o Quick changeover atos-Psced operam pacc. Line Flow tow mosty o Total productive FMS Line tow Equipment-Paced maintenance quipment paced J Rapid problem solving Continuous RoN o Self inspection Source: J. Miltonburg Manufacturing Strategy @1995, p31 o Five ss 8.Shields-0918020 2002 Massachusetts Institute of Technology web. mit. edu/lean

8 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Lean Tools Can Apply even if Lean Tools Can Apply even if JIT System Not Logical JIT System Not Logical ❍ Value stream mapping ❍ Work groups to implement change ❍ Visual displays and controls ❍ Error proofing ❍ Standardized work ❍ Quick changeover ❍ Total productive maintenance ❍ Rapid problem solving ❍ Self inspection ❍ Five S’s Source: J. Miltonburg, Manufacturing Strategy ©1995, p31. -

Lean Aerospace Initiative Part 9-Shields -091802G 2002 Massachusetts Institute of Technology web. mit. edu/lean

9 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Part II -

Lean Aerospace Introduction Initiative o Matured aerospace indust o Industrial innovation theor o Implications on the aerospace industry 10· Shields·091802②2002 Massachusetts Institute of Technology web. mit. edu/lean

10 - Shields 091802 © 2002 Massachusetts Institute of Technology web.mit.edu/lean Introduction Introduction ❍ Matured aerospace industry ❍ Industrial innovation theory ❍ Implications on the aerospace industry -