AGEMENT

1 Introduction
Today, there is hardly a
exposed with
recessions and changing costumer tendencies and preferences
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
improving the qu
Consequently, the companies
prescribed for all the companies is implementing lean management and lean production.
Lean management
the concept of continuous improvement.
company.
The purpose of this study is to reduce long lead time
assembly sections of a company. First, the company, its productions are introduced. Then the
causes of the long lead time are
management and if these elements can be considered for minimi
last, a conclusion of the new state of the company is discussed.
2 Company Introducing
Airfo co. i
manufacturing and assembling commercial aircraft
(figure 2-
hall. Some minor units are assembled in the pre
finished in main assembly
manufacturing phase till
EAN M
Introduction
Today, there is hardly a
exposed with problems of i
recessions and changing costumer tendencies and preferences
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
improving the quality, increasing customer service level and shorten their lead time.
Consequently, the companies
prescribed for all the companies is implementing lean management and lean production.
management, which is derived mostly from Toyota Production System, TPS, is based on
the concept of continuous improvement.
company.
The purpose of this study is to reduce long lead time
ssembly sections of a company. First, the company, its productions are introduced. Then the
causes of the long lead time are
management and if these elements can be considered for minimi
last, a conclusion of the new state of the company is discussed.
Company Introducing
. is a manufacturer and sub
manufacturing and assembling commercial aircraft
-1), especially for Airbus family.
. Some minor units are assembled in the pre
finished in main assembly
manufacturing phase till
Figure 2-1, Shock Strut of aircraft
EAN MANAGEME
Manufacturing case study
Introduction
Today, there is hardly a small, middle or even
problems of intr
recessions and changing costumer tendencies and preferences
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
Consequently, the companies
prescribed for all the companies is implementing lean management and lean production.
, which is derived mostly from Toyota Production System, TPS, is based on
the concept of continuous improvement.
The purpose of this study is to reduce long lead time
ssembly sections of a company. First, the company, its productions are introduced. Then the
causes of the long lead time are
management and if these elements can be considered for minimi
last, a conclusion of the new state of the company is discussed.
Company Introducing
manufacturer and sub
manufacturing and assembling commercial aircraft
1), especially for Airbus family.
. Some minor units are assembled in the pre
finished in main assembly section
manufacturing phase till final assembly storage a
1, Shock Strut of aircraft
small, middle or even
ntroducing new competitors, increasing wages, new coming
recessions and changing costumer tendencies and preferences
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
Consequently, the companies have become more customers focused.
prescribed for all the companies is implementing lean management and lean production.
, which is derived mostly from Toyota Production System, TPS, is based on
the concept of continuous improvement.
The purpose of this study is to reduce long lead time
ssembly sections of a company. First, the company, its productions are introduced. Then the
causes of the long lead time are discussed. The next sections describe the elements of the lean
management and if these elements can be considered for minimi
last, a conclusion of the new state of the company is discussed.
Company Introducing
manufacturer and sub-suppliers in aviation industry, which mainly
manufacturing and assembling commercial aircraft
1), especially for Airbus family.
. Some minor units are assembled in the pre
section. The processes
final assembly storage a
1, Shock Strut of aircraft
1
small, middle or even well-known manufacturing company which is not
oducing new competitors, increasing wages, new coming
recessions and changing costumer tendencies and preferences
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
have become more customers focused.
prescribed for all the companies is implementing lean management and lean production.
, which is derived mostly from Toyota Production System, TPS, is based on
the concept of continuous improvement. It is a complex system, which includes all the
The purpose of this study is to reduce long lead time by focusing on
ssembly sections of a company. First, the company, its productions are introduced. Then the
The next sections describe the elements of the lean
management and if these elements can be considered for minimi
last, a conclusion of the new state of the company is discussed.
suppliers in aviation industry, which mainly
manufacturing and assembling commercial aircrafts
. Some minor units are assembled in the pre-assembly hall, and finally the strut will be
processes for manufacturing a shock strut from
final assembly storage are represented in
1, Shock Strut of aircraft
known manufacturing company which is not
oducing new competitors, increasing wages, new coming
recessions and changing costumer tendencies and preferences. Therefore, companies steady
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
have become more customers focused.
prescribed for all the companies is implementing lean management and lean production.
, which is derived mostly from Toyota Production System, TPS, is based on
It is a complex system, which includes all the
by focusing on
ssembly sections of a company. First, the company, its productions are introduced. Then the
The next sections describe the elements of the lean
management and if these elements can be considered for minimizing the long lead time. And at
last, a conclusion of the new state of the company is discussed.
suppliers in aviation industry, which mainly
s landing gears component
The company has
normal supplier for small and minor
part of landing gears. After an
extension, the management decided
to manufacture and assem
strut.
The shuck strut consists of major and
minor parts
of them are manufactured and
assembled by sub
deliver to the company for some pre
assembly or final assembly.
Percent remaining are produced by
the Airfo
assembly hall, and finally the strut will be
for manufacturing a shock strut from
represented in figure 2
VIMA 2010
known manufacturing company which is not
oducing new competitors, increasing wages, new coming
. Therefore, companies steady
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
have become more customers focused. And the first step,
prescribed for all the companies is implementing lean management and lean production.
, which is derived mostly from Toyota Production System, TPS, is based on
It is a complex system, which includes all the
by focusing on both manufacturin
ssembly sections of a company. First, the company, its productions are introduced. Then the
The next sections describe the elements of the lean
zing the long lead time. And at
suppliers in aviation industry, which mainly
landing gears component
The company has been considered as
normal supplier for small and minor
part of landing gears. After an
extension, the management decided
to manufacture and assem
The shuck strut consists of major and
parts, which about 70 percent
of them are manufactured and
assembled by sub
deliver to the company for some pre
assembly or final assembly.
remaining are produced by
co. in the manufacturing
assembly hall, and finally the strut will be
for manufacturing a shock strut from
figure 2-2.
known manufacturing company which is not
oducing new competitors, increasing wages, new coming
. Therefore, companies steady
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
And the first step,
prescribed for all the companies is implementing lean management and lean production.
, which is derived mostly from Toyota Production System, TPS, is based on
It is a complex system, which includes all the
both manufacturing and
ssembly sections of a company. First, the company, its productions are introduced. Then the
The next sections describe the elements of the lean
zing the long lead time. And at
suppliers in aviation industry, which mainly focus
landing gears component, Shock Strut
been considered as
normal supplier for small and minor
part of landing gears. After an
extension, the management decided
to manufacture and assemble sh
The shuck strut consists of major and
, which about 70 percent
of them are manufactured and
assembled by sub-suppliers and
deliver to the company for some pre
assembly or final assembly. 30
remaining are produced by
co. in the manufacturing
assembly hall, and finally the strut will be
for manufacturing a shock strut from
known manufacturing company which is not
oducing new competitors, increasing wages, new coming
. Therefore, companies steady
trying to improve their strategy toward savings and economic efficiencies. Decreasing the costs,
ality, increasing customer service level and shorten their lead time.
And the first step,
, which is derived mostly from Toyota Production System, TPS, is based on
It is a complex system, which includes all the
g and
ssembly sections of a company. First, the company, its productions are introduced. Then the
The next sections describe the elements of the lean
zing the long lead time. And at
focus on
, Shock Strut
been considered as
normal supplier for small and minor
part of landing gears. After an
extension, the management decided
ble shock
The shuck strut consists of major and
, which about 70 percent
of them are manufactured and
suppliers and
deliver to the company for some pre-
remaining are produced by
co. in the manufacturing
assembly hall, and finally the strut will be
for manufacturing a shock strut from
2
Figure 2-2, Manufacturing, Painting and assembly processes
The company has the capability of manufacturing various ranges of shock struts for civil
aircrafts Airbus A320, A321 and A330. Because of variation in dimensions, both the
manufacturing and assembly lines should be scheduled and equipped for the new orders.
The orders are accepted by ordering department and are scheduled based on the availability of
the machines. Old orders have the priority to be completely finished before the new orders
entered the manufacturing hall.
The company consists of one manufacturing section, a separate pre-assembly hall and main
assembly hall. The manufacturing machines include: 2 CNC Turning machines, 1 CNC Milling, 1
CNC laser Cuts, 1 Drilling machine, 1 CMM test machine, 1 Fluorescent test and a full automat
painting shop. In addition after Milling and Cut processes two area for inspections are
considered.
Assembly hall, also, consists of two assembly lines, which is designed as conveyor system with
fixture. A separate pre-assembly hall is placed between the manufacturing and assembly halls.
Here all the manufactured parts are assembled.
Information about working hours and staff in both manufacturing and assembly sections are
described in table 2-1.
Airfo co.
Working hours and staff data
W
o
r
k
i
n
g

d
a
t
a

250 days/year Staff (in manufacturing and assembly sections)
1 shift Manu. Hall 11 persons
8 hours / shift Pre-assembly 4 persons
1 hour break / shift Main Assembly 18 persons
Table 2-1, working hours and staff data
CNC
Turning
CNC
Milling
Inspoecti
on 1
CNC Cuts CMM
Drilling /
Boring
Floursce
nt test
marking Painting
Masking painting drying
de-
masking
Pre
assembly
main
assembly
final
inspection
Storage
Manufacturing Process
Painting & Assembly processes
Manufacturing case study
3
3 Current state manufacturing and assembly line processes
The company has signed a new contract with AB Company for manufacturing of 500 struts unit
of A321 with delivery time of one month (25 working days). The takt time for new order is:
AB Company
A321 Strut Unit
50 unit/ 3 weeks
15 working days
Working hours: 8 h
Takt time: 7560 sec.
The value added and non-value added times analysis in each process for manufacturing and
assembling of one strut unit is as follow:
Process % VA
VA time
(min)
NVA time
(min)
Average
time (min)
1 CNC Turning Machine 1 % 75 15 5 20
2 CNC Turning Machine 2 % 60 15 10 25
3 CNC Milling Machine % 83 25 5 30
4 Inspection 1 % 0 0 5 5
5 CNC Laser Cut Machine % 75 15 5 20
6 Inspection 2 % 0 0 10 10
7 CMM Inspection % 0 0 5 5
8 Boring & Drilling % 33 5 10 15
9 Fluorescent test % 0 0 10 10
10 Part number marking % 50 5 5 10
11 Painting % 66 10 5 15
12 Drying % 0 0 10 10
13 Pre-assembly % 60 15 10 25
14 Main Assembly % 66 20 10 30
15 Final inspection % 0 0 10 10
240 min
Table 3-1, Current state va/nva time analysis
Based on the above analysis the company has the capability to finish 2 strut units per day and
consequently only 30 units for 3 weeks; therefore the company suffers with a 2 weeks delay for
finishing all 50strut units.
Manufacturing case study
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Figure 3-1, the present state va / nva time
4 Possible Delays and causes to long lead time
By surveying the current state of the manufacturing and assembly halls it is determined that the
arrangement of the machines and processes in the manufacturing hall is the trigger for almost all
problems, which cause long lead time. In addition to layout, other factors are affected the lead time
negatively. In the following all the factors of long lead time and their negative aspects will be discussed.
4.1 Factory Layout
The consequence of sub-optimal layout (figure 4-1) of the manufacturing hall has increased the
transportation as well as inventory. Also non-sequential arrangement of processes reduces
communication between the workers. The following problems by sub-optimal layout are likely to create
waste and therefore a factor of long lead time:
4.1.1 Additional Transporting
Non-sequential arrangement of processes creates unnecessary and additional transportation of material
or semi finished parts between the different processes. Each of transportations includes loading, move
to the next machine and unloading, which are as the following:
2 minutes NAV
1
for CNC Machine 2
1 minutes NAV between CNC milling and inspection 1
1 minutes NAV between CNC Cut and inspection 2/CMM
1 minutes NAV between inspection 2 and drilling
2 minutes NAV between drilling and Fluorescent test
1
NAV = Non Added Value
0
5
10
15
20
25
30
35
NVA
VA
Manufacturing case study
5
1 minutes NAV between marking and painting
Figure 4-1, existing cell layout and routing in the manufacturing hall
4.1.2 Additional personal movement
Because of narrow width the manufacturing hall for maneuvering of forklift, all the above mentioned
transportations should be down by workers and pallet truck. This should be done by operator of the
second (destination) process and cause a delay for starting the process.
4.1.3 Increasing inventory and work in process (WIP)
Due to separation of the processes, places are considered before and after each process for parts
inventory. Especially when the first CNC Turning machine breaks down, all row material should be
placed before the second CNC Turning machine, which produce huge amount of inventory and
consequently waiting time.
4.1.4 Defects
Sub-optimal arrangement of machines also affects the quality of the finished parts. Due to frequent
manually loading, handling and unloading of parts, about 2 to 5 percent of finished parts have defect.
Manufacturing case study
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4.2 Inappropriate Scheduling and planning
The company planning policy is considered as another factor of long lead time. By planning for new
order of strut, Airfo co. had two older contracts for manufacturing other landing gear parts with delivery
time for each 2 weeks. Due to priority for finishing older parts, the availability of machines and assembly
lines for the new order is below 70 percent. Therefore, each step of manufacturing and assembly of
strut have a delay until the process of older orders be finished. This means again additional WIP before
each machines and assembly lines. Moreover, due to space shortage before each process, the operators
should transport about 50 percent of parts outside the manufacturing hall, and bring them back when
the needed space is available. That is a transportation time of 2 to 10 minutes. As the operator of each
machine is responsible for this job, transporting the parts outside and again inside the hall put back the
start of the process.
4.3 Calibration of machines
Due to more operation hours of the CNC Turning machine 1 than CNC machine 2 and its depreciation, it
suffers more break down and consequently loss its calibrations during the operations. As experience
shows, the machines should be calibrated again by the operators at the weekend and take a time about
10 minutes.
In addition, inappropriate planning for service the CMM machine lead to an inaccuracy of the device and
need to be adjusted each 3 days. Same as CNC machine, this should be again done by the operators of
the CMM and costs about 20 minutes or daily working hours.
4.4 Inefficient usage of workforces
In spite of huge amount of manual works should be done before and after each process (transportation,
loading and unloading), wrong daily work planning by the engineering department leads to an inefficient
usage of the workforces. For instance:
operator in the manufacturing hall should wait till the end of machine cycle time
by break downs of CNC machines or ad-hoc stops in assembly lines workers and operators are
not planned to perform other remain works
Although the company has even more workforces than needed for such a middle factory (33 persons),
because of flaw in programming and planning, they works quite inefficient.
4.5 Long setup time in drilling/Boring process
The drilling and boring are the processes which should be done with the most accuracy, since every
minor derivation of dimensions make the part as a defect. Adjusting the parts on the lathe of drilling
machine is done by the operator and 100 percent manually. It demands placing the parts quite under
the drill, which takes about 5 minutes for all the places need to be bored. Long waiting time for
adjusting increases dramatically the work in process before the drilling machine.
Manufacturing case study
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In addition, such manual adjusting comes along with operator errors, causes a daily 5 percent defect
parts, which should be reproduced.
4.6 Long setup time in assembly process
Fixtures installed on the assembly lines are depreciated and adjusting the parts on them takes about 2
minutes time. In addition, clamps and pins of the fixtures are not designed specifically for this product
and therefore, operators should adjust the part on each fixture many times during the assembly
process. Inappropriate pin and clamps also cause damages to some parts (which are painted before) and
produce 2 percent defects each day.
4.7 Batch system
Using batch system brings the following disadvantageous for the manufacturing and assembly processes
and consequently increases the lead time:
Large place is needed for inventory of pallets before and after the each process, which also lead
to more separation of the processes
Batch system causes more WIP before and after each process, especially those with longer
machine cycle time. The most critical points are CNC Milling and drilling processes which have
longer cycle time than the previous or next process.
In addition, it takes more time in inspection areas to find the defects parts.
4.8 Push system
By using the pull system production orders are initiated on the basis of planning data, and pushed
through to production. Production procedure is based on the preexisting schedule made by engineering
department. Finished parts in each upstream process are delivered to the downstream based on the
daily schedule and regardless of their needs. In this regard the pre-assembly unit is considered as a
bottleneck. About 70 percent of the parts are delivered from sub-suppliers and about 50 percent of
them should be assembled in pre-assembly unit. In the case of delay by sub-supplier, which happens 2
to 3 times per week, finished parts coming from manufacturing hall should be storage before the pre-
assembly hall, means again WIP and additional inventory.
Another problem happens usually in assembly lines, where mostly the lines should be stopped for
installing new fixtures or putting the parts on them. Since there is no communication between the
downstream and upstream, more finished parts are transported from manufacturing and pre-assembly
halls. This leads, in addition to WIP, to additional transportation for about 10 minutes.
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Manufacturing case study