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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 continuousimprovement(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 issuesRemove 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 wasbased primarily on operator interpretation of needCNC programs had “check insert” points

After 9103 – Control plan dictatestool 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