mastergscaio ed4 lean at fal j. m. manzano a400m

Master GSC & AIO 2012-2013

GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS

Module 11: Final Assembly Line

TABLE OF CONTENTS

1.- INTRODUCTION.

2.-6 Ms ANALYSIS

3.-SIMULATION

4.-CONCLUSIONS

5.-LESSONS LEARNED

FAL A400M: LEAN MANUFACTURING IMPLEMENTATION

Autor: JOSE MIGUEL MANZANO RODRIGUEZ STA040 Manufacturing Manager/Aeronautical Engineer




1.- Introduction

FAL A400M has just finished the phase of prototypes.

In this phase, the design of the aircraft changes continuously due to

safety in flight reasons or operation cost reduction.




1.- Introduction

One important target during the phase of prototypes is the definition of

the FAL Build Process: to guarantee the cadence during the ramp up &

the series and, at the same time, to satisfy the customer Quality

requirements with acceptable costs.

In these conditions Are the Lean Manufacturing tools & principles

applicable?




In case of afirmative answer, other questions need to be answered:

Where shall we start?

What steps should we take?

What tools are applicable & How?

Who are the people involved in Lean implementation? What percentage

of their time should they devote to Lean?

How long will it take to implement Lean?

1.- Introduction




METHOD MACHINE MATERIALS

MEASUREMENT ENVIRONMENT MANPOWER

Lean give us a tool of analysis that will help us with the previous

questions: 6Ms

We will analyze the situation of each factor in the A400M FAL during the

prototype phase.

2.- 6Ms analysis.




All the Stations in the FAL are working to optimize the means of production

for each process.

This activity is critical for some Stations, where totally new assembly

techniques have been developed. These techniques have never been used

before in this industry.

On the other hand, the design changes require the adaptation of means of

production to fulfill the new requirements of the aircraft. These changes

demand big investments in means that, sometimes, are obsolete in a short

period of time.

2.- 6Ms analysis: machine.




The variation of workload doesnt allow to define stable teams that work on

repetitive jobs: the teams must be flexible and able to carry out different

kind of operations.

Besides, the operations are complex and the processes are changing. All

these factors make even more difficult learning the build process.

Sometimes, two consecutive aircrafts have processes totally different.

Therefore, there is an important variability in the FAL processes. The

analysis of the problems and the identification of root causes are usually

very hard.

2.- 6Ms analysis: manpower.




During the phase of prototypes, facilities and means of production are

optimized. At the same time, lay outs are defined and checked. Safety &

Ergonomics are taken into account for the definition.

2.- 6Ms analysis: environment.




The optimization of the processes is even more difficult due to:

Design not frozen.

Modifications that are constantly implemented.

Deep changes between two consecutive aircrafts.

This is the priority one for the phase of prototypes: after this phase, the

processes have to be defined and must be robust enough to face

successfully the series.

2.- 6Ms analysis: method.




The phase of prototypes is being impacted by:

Constant implementation of modifications.

Design not frozen.

New materials not tested in the industry previously.

Means & Equipments high complexity.

High Quality Standards.

2.- 6Ms analysis: materials.




Not only the Quality Standard are high, but there are other factors that

make the situation even worse:

New & complex measurement equipments.

New control procedures required by new assembly processes not

experienced before.

Certification of new processes.

2.- 6Ms analysis: measurement.




A company is developing a new process to change the wide part for the

narrow part. Some Quality requeriments have to be fulfilled:

Distancte between clamp & part Part centered with the tooling +-1mm

Wide part + 8 golden washers.

Narrow part + 8 silver washers. Strength test.

5+- 1mm

3.- Simulation.




First, our costumers demand a cadence of 1 part/min. Depending on

future sales, the cadence could be higher.

A phase of prototypes is planned, with 2 deliveries.

For the MSN001, the lead time is 3 min. After MSN001, there will be a

period to tune up the process. The second prototype (MSN002)

must be delivered in 1,5 min. MSN003+ must be delivered each

minute.

Our company organization chart:

Plant manager. Manufacturing Manager.

Head of Quality. Head of ME.

Head of Financial.

3.- Simulation.




The first step is to define in detail our processes, not only in the

manufacturing side, but also administrative&managing processes.

In some cases, the maturity of the process doesnt allow a deep level of detail. For the others, the analysis must allow to:

Distinguish VA operations from NVA operations.

Know the value of each operaton to be carried out.

Distinguish crithical path operations from the others.

Evaluate means and resources needed.

4.- Conclusions.




4.- Conclusions.

The Lean tools applied are:

STANDARDIZATION:

Visual documentation (ITs) that helps to: Non quality reduction.

Variability reduction.

Workload balance & Lead time reduction.

Team training & set up of continuous improvement.

The level of standardization must take into account the maturity of

each process.

Having these standards is necessary to make decisions about the

improvement plan to be implemented:

What & How much do we get? How much do we invest? Are we

efficient?




5S:

A good standard allows us to define in detail the workplace.

Some operations can be identified as temporary because changes are

expected. In theses cases, we need to be efficient and avoid high

investments.

The distances in the FAL are huge. Important sources of waste are the

transports an movements. With an appropriate design we can reduce

these wastes.

KAIZEN:

Some processes will change in a short period of time: we can not implement

the final solutions: the investments are high and a big amount of time

& resources are needed.

Nevertheless, we must always try to implement temporary & simple

solutions: we make quick & cheap wins.

4.- Conclusions.




VISUAL MANAGEMENT:

KPIs definition & visibility boards. Information allows the quick identification of deviations from the targets

and the immediate implementation of action plans.

Communication is key: everybody must know the real situation vs

targets, action plans status, etc and have the opportunity to

provide suggestions for improvement.

The main consequence of Visual management is that the team is

orientated against wastes and try to be more efficient with the

participation and involvement of every member of the team.

4.- Conclusions.




5.- Lessons learned.

In the current situation, our priority is to achieve the involvement of the

whole team and to get the higher participation in the projects.

Listening to our team & recognizing the progress (no matter how important

it is) are powerful tools for Lean implementation.

Our team will need our support during this phase. We have to avoid to

launch too many projects. Only the projects with an appropriate

support should be launched.

At the beginning, the teams must be autonomous about how to proceed.

They will feel as owners of the projects that they are carrying out. A

second step is to define a standard with the best way to proceed.

We must be patient. To implement some tools, our team have to admit the

problem and to consider it as a priority, before launching the action to

solve it.

Try to test every solution in a prototype, instead of launching it as a general

rule for the whole FAL.

mastergscaio ed4 lean at fal j. m. manzano a400m

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