Lean transformation in aerospace assembly operations

• Main Author: Frauenberger, Douglas H
• Other Authors: Janice A. Klein and David Hardt.
• Format: Others
• Language: English
• Published: Massachusetts Institute of Technology 2007
• Subjects: Mechanical Engineering.; Sloan School of Management.; Leaders for Manufacturing Program.
• Online Access: http://hdl.handle.net/1721.1/39728

Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2007. === Includes bibliographical references (p. 81-82). === For the past two decades, virtually all manufacturing companies in the United States have adopted or are in the process of adopting lean manufacturing. Globalization has resulted in the increased availability of reliable, low cost sources putting greater pressures on traditional US manufacturing companies to reduce costs. The need to successfully transform to lean has only grown in importance in this new operating environment, resulting in renewed focus on such initiatives in the United States. This thesis discusses various approaches to lean manufacturing with reference to specific examples from both academia and industry. In particular, lean transformation efforts in Mitchell Engine Company's* Final Assembly Plant will be provided as a case study. Focus on the JP-3525 fan case assembly cell provides specific examples on how shop floor improvements, assembly cell redesign, and flow can improve process cycle time and decrease variability. The direct result of this work has been a 15% decrease in cycle time and a 100% decrease in variability in the JP-3525 fan case assembly cell. Finally, the role front-line supervisors play in change initiatives will be introduced, discussing the position from both management and labor perspectives. Based on past research, recommendations will be made on how to improve cell leader effectiveness, recognizing these changes require systemic change within the organization. === by Douglas H. Frauenberger. === M.B.A. === S.M.