Open Access Journal Journal of Aeronautics & Aerospace Engineering
List of Open Access Journals
Efficiency in the industry continues to improve due to two initiatives - Lean and Six Sigma and Digital Product Development.
In US headquartered companies, productivity improved at the rate of 5.1% cagr during the period 2008 to 2012 while total industry productivity grew at 2.9%
A LEAN APPROACH
At Airbus sites around the world, the application of lean manufacturing activity – which focuses on achieving the highest throughput with the least inventory – has shortened lead-times and improved efficiency of products and processes. On a larger scale, this approach also has led to standardization of parts and components, and has eased the definition of structure and system interfaces.
Airbus also has a long experience with CAD/CAM (computer-aided design and computer-aided manufacturing) techniques, and has developed a host of tools using digital mock-up and e-technology.
CASE STUDY: LEAN CONCEPTS - EMBRAER-EVORA WING ASSEMBLY LINE
Lean Manufacturing Mindset Means Continuous Innovation at Boeing
The company's success at constantly improving its manufacturing processes eliminates 34 days of airplane-assembly time -- and helps Boeing thrive in a highly competitive industry.
Sep. 4, 2012
Dr. Sally Mounts, president, Auctus Consulting Group
Embraer Starts Construction of Composite Facility in Portugal
Embraer overhauls final assembly operations for E-170/190 family
Many Boeing people and programs have not just made it through Lean but thrived with it. Their experiences provide answers to common questions you may have about Lean.
you can't ensure quality without Lean initiatives.
Across the enterprise Boeing is attacking waste and streamlining process. The goal? Cost competitiveness
BY MAUREEN JENKINS
Boeing's Lean Program started in 90's is improving productivity
The F/A-18E/F Super Hornet program reduced defects by 90 percent from 1998 to 2001. The program realized a savings of 1.5 million labor hours while having delivered each of its 100 aircraft on or ahead of contract delivery dates.
The Delta IV facility in Decatur, Ala., shrank from a planned 4 million square feet to 1.5 million square feet. Rather than building multiple rocket assembly lines, a Lean process helped create a single continuously moving line. The facility was able to bring in Delta II fabrication and tank production work.
The "Lean Support and Service Initiatives" thrust designed processes for streamlining the KC-135 facility in San Antonio, Texas, last year, as well as processes that helped IDS compete for the extension of the Payload Ground Operations Contract.
The "Lean and Efficient Design Processes and Tools" thrust has provided preliminary design work to IDS' Space Launch Initiative and X-32 program, with the latter achieving large reductions in design, production and assembly time.
Using a Lean-derived "kaizen" process, Shared Services Group tape librarians at a Boeing Data Center in Puget Sound reduced the footprint of the tape library used by the Enterprise Server by more than 90 percent while significantly shortening the tape handling cycle time.
Since 1998, the AH-64D Apache multirole combat helicopter final assembly line in Mesa, Ariz., has used Lean tactics and tools to create a pulse moving line. The Apache program has realized a 54 percent reduction in build hours and 218 percent increase in its build rate.
Workers in so-called "moonshine shops" team up to create right-sized production equipment that is more precise and requires less space and maintenance — and costs less — than monument-sized machines purchased by outside suppliers. Right-sized equipment is designed for a very specific purpose — usually for one task or set of tasks for one part or part family — whereas "monuments" tend to be multi-purpose and support a wide range of work statements. For example, workers replaced a $2 million three-axis router used in airplane stow bin production at Everett's Interior Responsibility Center with a "homemade" version for just $50,000. And that's what it used to cost annually just to repair the more expensive machine.
The 757 program's field processes have transferred to Final Assembly, saving one day of flow time. Also, Systems Installation has moved into Final Assembly, housing all assembly and integration processes under one roof.
To date, the 737 program has shaved its flow time by 30 percent, reduced its crane moves by 39 percent, lowered its inventory levels by 42 percent, and reduced its needed floor space by 216,000 square feet.