IMPLEMENTING LEAN PRINCIPLES IN SHEET METAL PRODUCTION AREAS 17 MAR 04

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IMPLEMENTING LEAN PRINCIPLES IN SHEET METAL
PRODUCTION AREAS 17 MAR 04
COMMODITIES DIRECTORATE

• Dean Haley
• MANBP
• 734-7737
• Dean.Haley_at_tinker.af.mil

I n t e g r i t y - S e r v i c e - E x c e l
l e n c e
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Problem/Opportunity

• Air Force needs increase in B-52 engine cowl
  supply
• Bomber Production Section (MANPB) needs to
  increase productivity and capacity
• Top management desire for depots to incorporate
  Lean

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Objectives

• Decrease outsourcing requirement for B-52 cowls
  by increasing organic production
• Increase effectiveness and profitability in the
  Sheet Metal Production Section
• Provide a method for implementing Lean Production
  in Building 2101
• Prove method in the Engine Cowl Shop
• Provide a plan for implementation in the
  remainder of the building

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Approach

• Redesign the Process
• Value Stream
• Upstream Supply
• Downstream - Customer
• Eliminate Waste
• Non-value-added asset transport
• Unnecessary labor
• Standardize the Process
• Production Status Boards
• Two-shift operation

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Approach

• Redesign the Work Area
• Remove Unnecessary Equipment
• Co-utilize tools and workspace
• Design better furniture
• Improve Product Flow
• Maximize capacity for future workloads
• Improve Ergonomics and Appearance
• Implement employee suggestions
• Improve safety

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Alternatives Considered

• Simultaneous Implementation
• Implement in all shops concurrently
• Successive Implementation
• Implement one or two shops at a time depending on
  size
• Order from lowest to highest performing shops
• Contractor-managed Implementation
• Assign team to expedite changes, facilitate
  contractor

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Analysis

• Provide the most effective implementation of Lean
  production in B2101
• MUST
• Not require hiring permanent employees
• Not require line stoppage
• WANT (Objectives)
• Lean (Waste, Value, Flow, Pull)
• Performance (Effectiveness, Flow time, capacity)
• Execution (Manageability, Affordability)

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Analysis
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Conclusions

• Simultaneous
• Allows more radical layout changes
• Faster implementation
• Difficult to manage
• More employees dedicated to effort
• Successive
• Provided more uniform implementation
• Better response to employees
• Budget-friendly
• Contractor
• Removes management problems
• Less knowledge of operations
• Expensive

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Recommendation

• Implement the process described successively in
  the remaining shops in B2101.
• Begin 1 Apr 04
• Time to execute 24 months

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Use of MSETM Materials

• Problem Solving/Decision Analysis
• Kepner Tregoe
• Benchmarking
• Strategic Quality Leadership
• Enterprise Integration

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