Boeing Lean

7/30/2019 Boeing Lean

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RIGHTS RESERVED Copyright 2003,

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 Becker

Vice PresidentVice President -- Manufacturing and QualityManufacturing and Quality

Boeing Commercial AirplanesBoeing Commercial AirplanesApril 2, 2003April 2, 2003


The Boeing Company

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The Boeing 737/757 Lean StoryThe Boeing 737/757 Lean StorySimilarities between.Similarities between.

USNS SHUGART (TAKR 295)737-800 PilotBulkheads

Rigid barrier

Keel Beam

Rudder

Doors

Engines

APU

Interiors

FloorsSkin panels

Crew accommodations

Galley

Cargo

Fire protection, Loading

Systems

communication, emergency, lighting, potable water


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The Boeing 737/757 Lean StoryThe Boeing 737/757 Lean Story

Our Ship we used to build..Our Ship we used to build..


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Toyota Describes TPS With ThisToyota Describes TPS With ThisBalanced HouseBalanced House

Lowest Cost

Highest Quality

Shortest Time

Autonomation

&

Jidoka

Just

In

Time

Stability


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BOEING PRODUCTION SYSTEM ACADEMYBOEING 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 identifiedn an identifiedValue 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

Includes Managers Includes Managers

Uses powerful simulations Uses powerful simulations

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 toto 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 workProduction and support groups work

to different schedules and differentto different schedules and different

prioritiespriorities

Tools, parts and drawings not readilyTools, parts and drawings not readily

available 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 customer

demanddemand


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99--Step PlanStep Plan

nn Value stream mapping and analysisValue stream mapping and analysis

oo Balance the lineBalance the line

pp Standardize workStandardize work

qq Put visuals in placePut visuals in place

rr Point of use stagingPoint of use staging

ss Establish feeder/supply chain linesEstablish feeder/supply chain lines

tt BreakBreak--through process rethrough process re--design along main linedesign along main line

uu Convert line to a pulse lineConvert line to a pulse line

vv Convert to moving lineConvert to moving line (continuously flowing or one piece(continuously flowing or one piece

flow line)flow line)


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Step 1Step 1 Value Stream MappingValue Stream MappingBefore Lean ImplementationBefore Lean Implementation


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Step 1Step 1 Value Stream MappingValue Stream MappingAfter Lean ImplementationAfter Lean Implementation


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Step 2Step 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 4Step 4 Put Visuals in PlacePut Visuals in PlacePitch Marks/Color Coding/Kit QueuesPitch Marks/Color Coding/Kit Queues

ColorColor

CodingCoding

KitKit

QueuesQueues

PitchPitch

MarksMarks


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Step 5Step 5 Point of Use StagingPoint of Use Staging737737--757 Parts Control Areas (PCAs)757 Parts Control Areas (PCAs)

Kits areKits are

replenished inreplenished in

PCA/ToolingPCA/Tooling

work cells,work cells,

located next tolocated next to

the airplane theythe airplane theysupportsupport


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Step 5Step 5 Point of Use StagingPoint of Use Staging737737--757 Job Kitting757 Job Kitting

All materials needed to completeAll materials needed to complete

the jobthe job

PartsParts

ToolsTools

Hazardous materialHazardous material

ConsumablesConsumables


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Step 6Step 6 Establish Feeder LinesEstablish Feeder Lines737737--757 Fuel Tubes757 Fuel Tubes

StandardStandard Sorted inSorted in

4 bags4 bags


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Step 7Step 7 BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main LineDesign 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 7Step 7 BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main LineDesign Along Main Line 737 Service737 Service--Ready WingsReady Wings

In Wing AssemblyIn Wing Assembly

Trailing edge outboardTrailing edge outboardflaps installed andflaps installed andriggedrigged

Leading edge slats andLeading edge slats andslat panels installed andslat panels installed andriggedrigged

In Final AssemblyIn Final Assembly

160 fewer labor hours160 fewer labor hours

100 fewer parts and100 fewer parts andassemblies installedassemblies installed

Tooling and accessTooling and accessstands reductionstands reduction


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Step 7Step 7 BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main LineDesign Along Main Line757 Transporter757 Transporter

TransporterTransporter


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Step 7Step 7 BreakBreak--Through ProcessThrough ProcessReRe--Design Along Main LineDesign Along Main Line 737737--757 Hay Elevator Seat Loader757 Hay Elevator Seat Loader


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Step 8Step 8 Convert Line to a Pulse LineConvert Line to a Pulse Line


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Step 9Step 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 Lean757 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

Yokohama Rubber CompanyYokohama Rubber Company

Turkish Aerospace IndustriesTurkish Aerospace Industries


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Lean Global EnterpriseLean Global EnterpriseWichita Division Lean ImprovementsWichita Division Lean Improvements

Weight - 7% Reduction

Cost - 9% Reduction

Parts - 49% Reduction

Simpler Installation

737 Monolithic Bulkhead Structure


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Lean Global EnterpriseLean Global EnterpriseWichita Division Lean ImprovementsWichita Division Lean Improvements

757 Section 43, 44 & 46 Floor Beam Assembly Work Transfer to Wichita

Utilization of existing universal holding fixture eliminate 3 floor gantrys, assembly jigs, &

numerous drill tools

Utilization of NEOS Robot eliminates the need for current applied type tooling used in

Renton - Eliminates Auburn Machine Shop routing - Drills all TBS 1, 2 & 3 extruded beams

Utilization of existing production lines eliminates approx. 4300 sq ft of manufacturing

space

Universal Holding Fixture NEOS Robot Production Flow Lines


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Lean Global EnterpriseLean Global EnterpriseFabrication 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

1810

0

20

40

60

80

1996 Current Target

Flow Days

Before

Percent Cost

100%

52%

25%

0%

20%

40%

60%

80%

100%

120%

1996 Current TargetBefore

Product Moves

21

4

0%

10

30


4

Product Travel

5,300 ft

1,000 ft

0

3000

6000

1 99 6 Cur ren t Ta rge tBefore

800 ft

Results:

People Travel

12,200 ft

2,500 ft

0

6000

12,000


2000 ft

Current Target

Current Target


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Lean Global EnterpriseLean Global EnterprisePropulsion 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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4 AssemblyWorkstations

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 Line

Established in 2001 - Implemented a moving flowline to produce stowage bins Just-In-Time with

reduced 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. Feet

66% (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 EnterpriseLean Global EnterpriseAircraft Systems & Interiors Lean ImprovementsAircraft Systems & Interiors Lean Improvements


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Lean Global EnterpriseLean Global EnterpriseSupplier 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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Lean Global EnterpriseLean Global EnterpriseSupplier Management & ProcurementSupplier Management & Procurement Lean ImprovementsLean Improvements

Turkish Aerospace IndustriesTurkish Aerospace Industries

737 Program Objectives

Increase Volume of Flight Deck Panels by 50%

Assure 100% On Time Delivery

Assure 100% Quality Acceptance

Results

737 Program

Volume increase achieved

Achieved On Time Delivery of 99.5%

Achieved Quality Acceptance of 99.0%

Turkish Aerospace Industries

Cycle time reduction of 49%

Point of Use Kitting Sub components Standard operations established

Before

After


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Renton Factory Gains IllustrationRenton Factory Gains Illustration

Before29 airplanesBefore29 airplanes After14 airplanesAfter14 airplanes

WIP At 21 737 airplanes per monthWIP At 21 737 airplanes per month

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Boeing Lean