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Delta Industries…Delta Industries…
AS9103AS9103Implementation & BenefitsImplementation & BenefitsPresentation for I.A.Q.G.Presentation for I.A.Q.G.
October 7, 2005October 7, 2005Dave Wentworth - C.I. managerDave Wentworth - C.I. manager
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FacilitiesFacilities
• 75,000 Square Foot Climate Controlled75,000 Square Foot Climate Controlled• Current census 110 employeesCurrent census 110 employees• ISO 9001:2000 Registered / AS 9100 Rev A ISO 9001:2000 Registered / AS 9100 Rev A
CompliantCompliant• NADCAP Accredited (Welding, Brazing, NADCAP Accredited (Welding, Brazing,
NDT)NDT)• FAA Repair Station # FAA Repair Station # NA1R341K• Network of 125 Sub-tiers
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Product SampleProduct Sample
Fabricated Ring Manifold Welded to
CastingSheet Metal Fabrication
Forged and Machined Ring
Cast Bosses Welded to Ring
Fabricated Band Resistance Welded
to case
Installation of Vane Assembly
Cast Vanes Welded into Assembly
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Delta’s Continuous Improvement JourneyDelta’s Continuous Improvement Journey
Origin of Origin of C.I. CultureC.I. Culture
2003•Implement team processing
& reprocessing approach
2002•T.P.M.
• Cutter Grind•Develop Root Cause database
2000
• Initial Large Machining & Fabrication cells
•Fabrication cell
•Reprocessing for flow in cells
• P&W A.C.E.
1998•Establish CI Dept.•Six Sigma training•Various CI Projects
1997
•Top Level Commitment
•Strategic Planning of Culture Change
2001•3rd Large Machining cell
•Only Product specific cell
World Class World Class C.I. CultureC.I. Culture
2004•4th Large Machining & Turn Cells
• Process Certification•UTC Value Stream Mapping• Achieve P&W Gold Supplier
1999
•Co-founded A.C.M, Aggressive Benchmarking
• All Employees Trained in lean concepts
• First Pull System, extraordinary success with Kanban
• Pilot cell, Design & build for small processes
Delta Industries Proprietary
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Delta 1990’s
Prior Culture
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1998 Pre-Cell
TURN DEPT
MILL
DEPT
Delta Industries Proprietary
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Machine Foundations Machine Foundations
Removing Walls
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Work in process
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5 Year Transformation to Present
1999
2001
2004
2001 2000
2000
Delta Industries Proprietary
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Present Culture
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Why 9103 Now?Why 9103 Now?
Customer Driven – Clear objectives
& milestones
(Total Involvement)
Timing – Fit into our culture of continuous
improvement
(We were ready)
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Key Implementation StepsKey Implementation Steps
•Data Collection
(Establish method and location)
•Measurement System Analysis
(Create / Achieve / React)
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ExampleExample
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Key Implementation StepsKey Implementation Steps
•Key Process Inputs
(Select & determine control method)
•Control Plan
(Development / Implement / Refine)
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Some Benefits From 9103
•Addressing of irritating issues
Remove the “it’s good enough attitude”
•Focus on upstream processes
(Plan for success)
•Documentation of expert knowledge
(Best Practices)
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Issue - In order to produce a blueprintpart a smaller size must be targeted andat times operator would have to creepup to the finish cut
Machining ExampleMachining Example
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Performance - Maximum CPK obtained = .9
Machining ExampleMachining Example
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Root Cause = Sequence of turning
Corrective Action = Turn groove first
Before After
Groove cutafter top dia.
Groove cutbefore top dia.
Result = Sustainable CPK of 2 +
Machining ExampleMachining Example
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What’s The Real Benefit?What’s The Real Benefit?
Time – Eliminate “creeping up on” re-cuts(Rework / Yield)
Flexibility – Operator experience a non-factor(Better operator utilization)
Standardization – Lessons learned(Implement standard changes to all programs)
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Before process control – Upstream processes
were manufactured to blueprint requirements
After process control – Upstream processes
controlled to enhance the welding processes
Detailed mapping of process is critical
to visually understand key inputs
Welding ExampleWelding Example
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Preemptive Root Cause - Grain structure variation
of details being welded
Corrective Action - Upstream process controlled
(Material thickness tolerance tightened to high side)
Result – Sustainable C.P.K. of 1.5
Issue - At contract award notified that manual weldprocess had high M.R.B. activity related to materialthinning (KPC)
Plan for SuccessPlan for Success
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Before 9103 – Replacing tungstenin torch was based on operator experience
After 9103 – Control plan statesReplace tungsten immediately if:
1) Oxidation occurs
2) Wire contacts tungsten
3) Or any other sign of contamination
Best Practices LearnedBest Practices Learned
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Before 9103 – Changing inserts was
based primarily on operator interpretation of
need
CNC programs had “check insert” points
After 9103 – Control plan dictates
tool change points in CNC program
During debugging & approval process of programsexperienced operators determine tool change points
Best Practices LearnedBest Practices Learned
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•Process control perceived as labor intensive(A large company initiative)
•A balanced diet of customer interaction & flexibility(Appropriate characteristic selection)
•Suppliers need to discover the benefits(Positive payback)
SummarySummary