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F22 Raptor Lean Manufacturing 2 F-22 Lean Concept –Why Lean? –What does it mean? Progress To Date –Boeing –LM Ft Worth –LM Marietta Challenges.

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Presentation on theme: "F22 Raptor Lean Manufacturing 2 F-22 Lean Concept –Why Lean? –What does it mean? Progress To Date –Boeing –LM Ft Worth –LM Marietta Challenges."— Presentation transcript:

1

2 F22 Raptor Lean Manufacturing

3 2 F-22 Lean Concept –Why Lean? –What does it mean? Progress To Date –Boeing –LM Ft Worth –LM Marietta Challenges

4 3 F-22 Lean: The Concept Why? –To save the program money –To save the industrial base –(To save the program) What is it? –Mindset, cultural change –Common sense, real means to improve –AIWs, Kaizens, Kaikakus, TOC, 6 Sigma, etc And everything Snod said F-22 Can Be More Affordable Through Lean

5 4 F-22 Team Responsibilities Lockheed Fort Worth Lockheed Aeronautical Systems Boeing Forward Fuselage Edges Horizontal Stabilators Vertical Stabilizers Mate & Final Assembly Weapon System Integration Common Integrated Processor Mid Fuselage Electronic Warfare Communication/Nav/ Identification Vehicle Management System Support System Aft Fuselage Engine Integration Wings Radar Mission Software Training System

6 5 Boeing Lean Engine Bay Doors AIW Results: Goal: Develop optimum operation for the F-22 Engine Bay Door and Lay-up and Bond Preparation Cell 34% reduction in cycle time (56 vs. 37 days) 43% reduction in manufacturing cost 28% reduction in floor space 25% reduction in staffing Point of use tooling implemented Future events planned F-22 Lean Event - Boeing/BF Goodrich Before Event After Units Cum Cost $ 33% Cost Reduction! Lean ImplementationLean Results 9/97 3/98 6/99 3/00 Cost History

7 6 Fort Worth Lean Blitz events in 2000 –Mate Longeron Installation (Build Team) Operator travel reduced 84% Span time reduced 50% (from 6 to 3 M-days) Touch labor reduced 47% –Tool Trial Run (Airframe / Production Control) Span time reduced 95% Tools tracked and scheduled in MRP Eliminates post inspection tasks –Module 4 Upper Surface (Build Team) Optimize workstation design and layout Conducted June

8 7 Mid Fuselage Bore Fixture

9 8 Current Process - Bore Fixture Process Baseline was 14 M-days –Boring/Spotfacing - 3 days –Hinge Installation - 11 days Boring must be complete prior to working hinges on structure Two fixtures required to meet planned rate Boring/Main Weapons Bays Hinges on critical path for Mid Fuselage

10 9 COFX Detail Tool Install MWB Structure Drill MWB Small Hinge Shim and Drill Area Layout/Workstation

11 10 Community Tools Shim Area (200 Ft). Air Hose Storage Operating Supplies Air Hose Tree COFX Tools Bushings Bob Knobs Current Layout

12 11 B-LC-L C-RB-R A-R R2 MWB Worktable/ Workcart SWB Worktable Detail Storage MWB Platform SWB Platform Wall Add Air Sand Admin R1 L2L1 MWB Surface Prep MWB Pre-Drill Saw PLS New Area Layout/Workstation A-L

13 12 Bore Fixture Process Improvements

14 13 Bore Fixture Reduction in Cycle Time

15 14 Leaning F-22 Final Assembly BR ENG PARK ASB 820 ASB 230 OFFICES P/U TOOL PARK FUNCTIONAL TEST EQUIPMENT TOOL PARK ASB 280 STD TOOL & TOOL INSP V. STAB. L.E. INSTL. 529 M.C.S.C. BR STAGING & STORAGE S.C. CLASS. PARTS FUNCT. TEST S.C. TOOLS 225 FAJ 220 FAJ 220 HARNESS & CONSOLE ASSEMBLY S.C. BR F.F. 200 FAJ RTP / 200 P/U 200 P/U / RTP 4116 ACHIEVE FULL PRODUCTION RATE (38 AIRCRAFT / YEAR)

16 15 Fwd Fuselage Build Improvements Overhead utilities improve safety and improve quality by providing light, air,vacuum, electricity right where it’s needed. Work / storage tables provide locations for all parts and kits needed to perform work in area. Storage racks for POU alignment tools eliminates walking for retrieval and storage

17 16 Challenges Visionary Leadership Middle-management (IPT) buy-in Cultural Change Supplier Partnerships (e.g. LM-Boeing) Leaning out SuppliersLeaning out Suppliers Supply Chain Must be Lean from Top to Bottom Supply Chain Must be Lean from Top to Bottom

18 17 One Challenge Ahead Dowty Decoto Primex Aerojet Aircraft Eng Avica Chem-Tronics Circle Seal Eaton Hexcel Honeywell Kaiser LM Aero - Palmdale Litton BAE Systems Marvin Eng OEA Aerospace Pacific Scientific Parker Bertea Parker Hannifin Raytheon BF Goodrich (Rohr) Sierracin/Sylmar Sterer Superform USA Sweeney Eng Symetrics Telair Int’l Teledyne Vickers TRW Honeywell Motorola Menasco Raytheon Training Raytheon TI ICI Fiberite NWL Global Tooling Models & Tools M. C. Aerospace Argo-Tech Crane/Lear Romec Interval Hughes Treitler Amphenol Bendix BFG/Simmonds GD Armament Sanders Fenwal Safety Syst Litton Itek Wyman Gordon GKN Westland Hamilton Sunstrand Curtiss Wright Hexcel, AlliedSignal Smiths Ind. Northrop Grumman Orbital Sciences Brunswick, Walter KIDDE Howmet, Alliant TechSystems BAE Systems Harris Intellitec LMEM Pall Aero Trilectron GOAL: A LEAN, MEAN SUPPLIER BASE Boeing LM Aero Marietta Pratt & Whitney F-22 SPO LM Aero Ft. Worth Honeywell Rosemount EDO Lucas Aerospace BAE Systems Avionics - UK Helmet Integrated Systems - UK Normalair Garrett-UK Kidde Graviner Ltd - UK Electrodynamics HamiltonSundstrand Boeing Defense Vickers Kaman MPC Schlosser Timet Castings Alliant TechSystems 70% 61% 60% 100 % Pratt & Whitney LM Aero Boeing Supplier Content as % of Contract Value

19 18 Lean Deployment 2000 Master Schedule GKN Westland (East Cowes, England) BAE Systems (Rochester, England) Hawker de Havilland BAE Systems (Santa Monica CA) Hamilton Sundstrand Honeywell (Torrance CA) TRW Engagement/ Baseline Original Schedule Slipped Schedule w/ Original month Completed Kaizen Event Jun Drop-In Activity Symbols Status Raytheon (Plano/McKinney TX) Aerospace Avionics XX X X X XX X X JanFebMarMayJunAprJul AugSep Dec Nov Oct Qtr 1 Qtr 2 Qtr 3 Qtr Dec Nov X Northrop Grumman (Baltimore) X Flight Dynamics

20 19 Aerotec Alliant Techsystems Curtiss-Wright Simmonds Precision Harris (Melbourne FL) Lean Deployment 2000 Master Schedule Smiths Industries (Grand Rapids MI) Engagement/ Baseline Original Schedule Slipped Schedule w/ Original month Completed Kaizen Event Jun Drop-In Activity Symbols Status Honeywell (Albuquerque NM) Rosemount Parker Hannifin (Irvine CA) JanFebMarMayJunAprJul AugSep Dec Nov Oct Qtr 1 Qtr 2 Qtr 3 Qtr Dec Nov Sargent Fletcher Cytec Fiberite (Anaheim CA) Aerostructures F-22

21 20 Summary/Lessons Learned Lean Implementation Continues to be Successful –$200+ M in Documented Savings to Date –Will yield $2-4B in Program Production Savings – or else! Most Successful Applications/Events are IPT Created –Pushing Lean on IPT’s Hasn’t worked –Need IPT’s to PULL Exec Lean Team Involvement “Need Leadership to Help Create Environment that Will Cause IPT’s to Have Ownership in Implementing Lean” Suppliers must be Leaned Out Leadership Challenge: Lead Horse to Water…. Make Him Thirsty


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