LL RIGHTS RESERVED Copyright 2003, he Boeing Company ALL RIGHTS RESERVED Copyright 2003, The Boeing Company 1 The Boeing 737/757 Lean Story The Boeing 737/757 Lean Story Dan Becker Dan Becker Vice President Vice President - Manufacturing and Quality Manufacturing and Quality Boeing Commercial Airplanes Boeing Commercial Airplanes April 2, 2003 April 2, 2003 ALL RIGHTS RESERVED Copyright 2003, The Boeing Company 2 The Boeing 737/757 Lean Story The Boeing 737/757 Lean Story Similarities between…. Similarities between…. USNS SHUGART (TAKR 295) 737-800 Pilot Bulkheads Rigid barrier Keel Beam Rudder Doors Engines APU Interiors Floors Skin panels Crew accommodations Galley Cargo Fire protection, Loading Systems communication, emergency, lighting, potable water
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company 1
ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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The Boeing 737/757 Lean StoryThe Boeing 737/757 Lean Story
Dan BeckerDan BeckerVice President Vice President -- Manufacturing and Quality Manufacturing and Quality
Boeing Commercial Airplanes Boeing Commercial Airplanes April 2, 2003April 2, 2003
ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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The Boeing 737/757 Lean StoryThe Boeing 737/757 Lean StorySimilarities between….Similarities between….
ALL RIGHTS RESERVED Copyright 2003, The Boeing Company 2
ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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The Boeing 737/757 Lean StoryThe Boeing 737/757 Lean StoryOur Ship we used to build…..Our Ship we used to build…..
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Toyota Describes TPS With This Toyota Describes TPS With This Balanced HouseBalanced House
• Lowest Cost• Highest Quality• Shortest Time
Autonomation &
Jidoka
JustIn
Time
Stability
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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BOEING PRODUCTION SYSTEM ACADEMY BOEING PRODUCTION SYSTEM ACADEMY a.k.a. Lean Academya.k.a. Lean Academy
•• OBJECTIVES: Create a cohesive, uniformly trained team centered oOBJECTIVES: Create a cohesive, uniformly trained team centered on an identified n an identified Value Stream based on: Value Stream based on:
•• o A common understanding of Lean principleso A common understanding of Lean principles
•• o Integrating Lean strategies into a system easily understood ato Integrating Lean strategies into a system easily understood at every level.every level.
•• o One plan for improvemento One plan for improvement
•• o Top management involvemento Top management involvement
•• DIFFERENCE: The Academy:DIFFERENCE: The Academy:
•• § Integrates a Value Stream TEAM in BPS training and implementat§ Integrates a Value Stream TEAM in BPS training and implementationion
•• § Uses graduates (and ONLY graduates) as instructors and facilit§ Uses graduates (and ONLY graduates) as instructors and facilitatorsators
•• § Gives you an implementation plan for your Value Stream Future § Gives you an implementation plan for your Value Stream Future StateState
•• § Promotes and enables linkage of Lean activities§ Promotes and enables linkage of Lean activities
•• § Culminates in a Value Stream Mapping exercise that will point § Culminates in a Value Stream Mapping exercise that will point to where and to to where and to what kind of Lean activity to conduct.what kind of Lean activity to conduct.
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737/757 Traditional Factory737/757 Traditional Factory19651965--20012001
•• Excess inventoryExcess inventory
•• Time loss during airplane line movesTime loss during airplane line moves
•• Production and support groups work Production and support groups work to different schedules and different to different schedules and different prioritiespriorities
•• Tools, parts and drawings not readilyTools, parts and drawings not readilyavailable to mechanicsavailable to mechanics
•• Production status of factory not visibleProduction status of factory not visible
•• Flow time not correlated to customerFlow time not correlated to customerdemanddemand
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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99--Step PlanStep Plan
Value stream mapping and analysisValue stream mapping and analysis
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Step 2 Step 2 —— Balancing the LineBalancing the LineDistributing the Work EvenlyDistributing the Work Evenly
By POSITION by DAY by SHIFTBy POSITION by DAY by SHIFT
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Step 3 Step 3 —— Standardize WorkStandardize WorkThe fastest way to perform the task at the lowest cost with The fastest way to perform the task at the lowest cost with the highest quality every time the task is performedthe highest quality every time the task is performed
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•• Support cell next to airplaneSupport cell next to airplane
•• Andon board visible from floor Andon board visible from floor and from support celland from support cell
Step 4 Step 4 —— Put Visuals in PlacePut Visuals in Place737737--757 Cross Functional Support Teams 757 Cross Functional Support Teams –– Andon SystemAndon System
•• Audibly Audibly –– Floor to Support CellFloor to Support Cell
•• Automatic Support Cell paging Automatic Support Cell paging when line stopswhen line stops
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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Step 4 Step 4 —— Put Visuals in PlacePut Visuals in PlacePitch Marks/Color Coding/Kit QueuesPitch Marks/Color Coding/Kit Queues
Color Color CodingCoding
Kit Kit QueuesQueues
Pitch Pitch MarksMarks
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Step 5 Step 5 —— Point of Use StagingPoint of Use Staging737737--757 Parts Control Areas (PCAs)757 Parts Control Areas (PCAs)
•• Kits are Kits are replenished in replenished in PCA/Tooling PCA/Tooling work cells, work cells, located next to located next to the airplane they the airplane they supportsupport
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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Step 5 Step 5 —— Point of Use StagingPoint of Use Staging737737--757 Job Kitting757 Job Kitting
•• All materials needed to complete All materials needed to complete the jobthe job
•• PartsParts
•• ToolsTools
•• Hazardous materialHazardous material
•• ConsumablesConsumables
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•• StandardStandard•• Sorted in Sorted in 4 bags4 bags
•• <200 <200 partsparts
•• PrePre--assembledassembled
AfterAfter:: <8 hours on airplane<8 hours on airplane•• Quality Quality
issuesissues•• Ergonomic Ergonomic
problem areaproblem area•• Over 900 Over 900
partsparts•• FODFOD
Before:Before: 16 hours on airplane16 hours on airplane
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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Step 7 Step 7 —— BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main Line Design Along Main Line —— 737/757 Service737/757 Service--Ready WingsReady Wings
Eliminated 2 days of flowEliminated 2 days of flow
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Step 7 Step 7 —— BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main Line Design Along Main Line —— 737 Service737 Service--Ready WingsReady Wings
flaps installed and flaps installed and riggedrigged
•• Leading edge slats and Leading edge slats and slat panels installed and slat panels installed and rigged rigged
•• In Final Assembly…In Final Assembly…•• 160 fewer labor hours160 fewer labor hours
•• 100 fewer parts and 100 fewer parts and assemblies installedassemblies installed
•• Tooling and access Tooling and access stands reductionstands reduction
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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Step 7 Step 7 —— BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main LineDesign Along Main Line——757 Transporter757 Transporter
TransporterTransporter
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Step 7 Step 7 —— BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main Line Design Along Main Line —— 737737--757 ”Hay Elevator” Seat Loader757 ”Hay Elevator” Seat Loader
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Step 8 Step 8 —— Convert Line to a Pulse LineConvert Line to a Pulse Line
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Step 9 Step 9 —— Convert Line to a Moving LineConvert Line to a Moving Line
737 Final Assembly737 Final Assembly 757 Final Assembly757 Final Assembly
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737737--757 Final Assembly Lean 757 Final Assembly Lean Production SystemProduction System
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Supplier Lean EffortsSupplier Lean Efforts
•• Wichita DivisionWichita Division
•• Fabrication DivisionFabrication Division
•• Propulsion System DivisionPropulsion System Division
•• Value stream mapping and analysisValue stream mapping and analysis
•• Aircraft Systems & InteriorsAircraft Systems & Interiors
• Utilization of NEOS Robot eliminates the need for current “applied type” tooling used inRenton - Eliminates Auburn Machine Shop routing - Drills all TBS 1, 2 & 3 extruded beams
• Utilization of existing production lines eliminates approx. 4300 sq ft of manufacturingspace
Universal Holding Fixture NEOS Robot Production Flow Lines
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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Lean Global Enterprise Lean Global Enterprise Fabrication Division Lean ImprovementsFabrication Division Lean Improvements
737 MAIN LANDING GEAR SUPPORT
Goals: Substantially reduce product flow days / cycle time, work in process, and unit cost
Methods: Develop Lean Manufacturing cell utilizing “right sized” equipment, point of use tooling and Just-In-Time component stores
75
18 100
20
40
60
80
1996 Current Target
Flow Days
Before
Percent Cost100%
52%25%
0%20%40%60%80%
100%120%
1996 Current TargetBefore
Product Moves21
4
0%
10
30
1996 Current TargetBefore
4
Product Travel
5,300 ft
1,000 ft
0
3000
6000
1996 Current TargetBefore
800 ft
Results:
People Travel12,200 ft
2,500 ft
0
6000
12,000
1996 Current TargetBefore
2000 ft
Current Target
Current Target
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Lean Global Enterprise Lean Global Enterprise Propulsion Systems Division Lean ImprovementsPropulsion Systems Division Lean Improvements
Before
3 Flow Days
1 Flow Day
66% Inventory Reduction
737 Engine Build Up Flow Reduction• Unit Time flow reduction from 3 days to 1 day
- 66% inventory reduction per shipset
- Current cycle time is 4.5 hours per engine
After Before
After
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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4 Assembly Workstations
Move to Takt
Parts are replenished from front of operator
Two bin system in place to fill standards
Support response system in place
737 / 757 Stowage Bin Moving Flow LineEstablished in 2001 - Implemented a moving flowline to produce stowage bins Just-In-Time withreduced hrs/part, floor space, and inventory
Hrs/Part:Assembly Stations:Floor Space:Work In Process:
23% (6.9 to 5.3)20% (5 to 4)1500 Sq. Feet66% (12 Bins to 4 Bins)
Benefits / Reductions
• Increased predictability of output and adherence totakt time
• Elimination of ergonomic issues associated with manual bin transfer
• All Line stoppages are logged and if possible fixedimmediately
Lean Global Enterprise Lean Global Enterprise Aircraft Systems & Interiors Lean ImprovementsAircraft Systems & Interiors Lean Improvements
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Lean Global Enterprise Lean Global Enterprise Supplier Management & ProcurementSupplier Management & Procurement Lean ImprovementsLean Improvements
757 Program Objectives
• Reduce manufacturing lead time by 40%• Implement moving line
Results
757 Program• Lead time reduction of 40% + • New light weight assembly fixture • Standard operations/moving line
Yokohama Rubber Company• Cycle time reduction of 60% • Work in Process reduction of 50%• New light weight assembly fixture• Standard operations/moving line
Before
After
Yokohama Rubber CompanyYokohama Rubber Company
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ALL RIGHTS RESERVED Copyright 2003, The Boeing Company
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Lean Global Enterprise Lean Global Enterprise Supplier Management & ProcurementSupplier Management & Procurement Lean ImprovementsLean Improvements