28/09/2020

ENSAM
Casablanca

Lean Manufacturing

Pr. MEDDAOUI Anwar

ENSAM Casablanca 1

Source: C. Hall and J. McArthur

Adapted by A. Meddaoui

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• Boeing was founded in 1916 by William E. Boeing as Pacific Aero Products

• Became Boeing Airplane Company in 1917

• First “modern” plane, the 247 built in 1933

• Government regulations force a split into Boeing Airplane Co. & United
Airlines in 1934 (separation)

• Built B-17 bombers in WW2, peak production was 350 planes/month

• First commercial jet, the 707, introduced in 1958

• 1967 the 737 is introduced, the top selling plane of all time.
It is still being manufactured with modern updates

• Lost its market leadership position to Airbus in 2003

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•Airbus and Boeing are in direct competition with each other year after year.
•There are around 5000 airbus aircrafts in service.
•There are alone over 5000 Boeing 737’s in service.

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In the early 90’s Boeing realized it needed to improve its

process flow

Executives were sent to Japan to study :

JIT, Error free production, and Process flow

Consultants were hired from Shingijutsu Co., a group of

former Toyota executives

“To make planes is to make and develop people”

– Chihiro Nakao : it’s all about training
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 Boeing took over

manufacture of the
Apache in 1997
 Cycle time was
increasing and quality
slipping
 22 aircraft in
inventory for a 2 per
month delivery
 Huge inventory costs

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Manpower reduced and more direct work

on the helicopters was achieved

Factory floor redesigned by building wood

and styrofoam models

Tools and parts arranged for minimal

movement

Support cells moved alongside the aircraft

Process targeted for 75% reduction, 72%

was achieved in the first year

Takt time is 2.75 days, calculated from

customer demand, creating a “pulse line”

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85% reduction in hours to assemble an Apache,

54% in total build time

87 inspectors now working as mechanics, now only 16

auditors remain

Overtime costs reduced from 20% to 3-5%

8 million $/month saved in inventory costs

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1500 executives trained in Japan over a 3 year period

50 master six-sigma black belts, over 100 green belts

3400 trained in kaizen

Toyota consultants hired for 350 billed weeks/year, now

down to about 100/year

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Boeing worked backward from

the plant exit to reorient the
line, from a :
2 line slant build
 single nose to tail

This change helped implement

a moving line system

60% of the time was spent

away from the plane, so point
of use kitting was incorporated

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Boeing is working with

suppliers to use a JIT
system on the 737 line

The goal is : first contact

by a Boeing employee is
attaching the part to the
aircraft

Flow time reduced from 28

days to 22, 15, and now 11
days

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Moving line is set at 2 inches/min, calibrated to team task

times with point of use kits

Crane moves reduced by 39% (grue)

Flow times improved by 30%

Inventory levels dropped by 42%

Floor space reduced by 216,000 ft²sq

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Interior manufacturers reduced flow time for

overhead storage bays from 140 days to 4 days

Wing production facilities have created a savings

of $58,000/2wings, and have a goal of $100,000

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Non value added steps being removed

allowed a rework of the variable labor scheduling,
resulting in a new computerized scheduling optimizer.

 The Result, $200,000 in initial savings and $40,000/yr

in reduced time and paperwork costs

Improved process flow allows early negotiation with

suppliers and customers

New “office supplies procurement system” aaat various

facilities

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Consolidation reduced square footage by 40%, forcing

more efficient organization.

Managers and engineers offices overlook the factory floor,

with glass and plastic barriers to allow them observation
points. With factory sounds filter into the office
environment

This setup keeps everyone focused on the final result, a

better, more efficient plane

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Regardons de plus près

ces changements : (video)

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Annexe:

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