Lean

Manufacturing….

BY-
Sanchita Malwa - 094
Subhasis Mahapatra - 107
Shubham Jain - 105
Shivangi - 100
Ravi Malhotra - 081
 Robert Cremin, Chairman President and CEO of Esterline
Technologies had been with the organization since 1976.

He had served in virtually all of its major operating areas

Esterline Based in Bellevue, Washington United States.

Technology Area of operations:

Corporation • Aerospace
• Defense markets

Nature of Growth :

Merger and Acquisitions. For e.g. Leach Holding

Corporation; Darchem Holdins, a UK co. manufacturing
thermally engineered components for both aerospace
and defense applications.
Lean Policy Deployment

Freedom to choose from a

broad menu of tools that
worked for them
simplifying product flow
More power to people i.e. and level loading work Standardized task for
Employee training.
people involvement across all process continuous improvement.
elements, systematic
thinking and view the
entire process as an
integrated set of activities.

Setting Annual goals:

Performance measurement • Profitable Growth
Authority to change their supported the • Return of Investment
work for better. implementation of lean • Aggressive
initiatives.
implementation.
Conflict between Lean
manufacturing and Esterline IT
systems.
• Rigid and inflexible IT systems.

• No room for process modification if necessary.

• IT systems failed to apply to process flow plant.

• Sceptics argue that most of the advantages of the ERP systems

could be achieved through.

• Lean Production methods without relying on the complex

computer systems.
Results Simplified Workflows
Cellular Layout at Esterline
Conflicts Between Lean Concepts and Enterprise IT
 • Lean Attitude towards Manufacturing Process:
• Change Management
• Basic Leadership Training
• Basic Team Skills training

Lean Tools • Technical Tools for Lean Manufacturing:

• Value Stream Mapping ( Value add and eliminate non value add)

Concepts and ( Identifying Bottle Necks and workflow

• improvement)
• Standard Work (MURA)
Workshops at • Kaizen ( Continuous Improvement, decrease in Muda)
• Heijunka (Level Loading of the Kanban quantities)

Esterline’s Korry • One Piece Flow

• Takt Time
• Poka Yoke ( Mistake Proofing) (Get its right in first instance)
Plant. • Set Up Reduction and Quick Changeover.
• Six Sigma Processes
• 5 S Organization Methods. ( Sort, Set, Shine, Standardize and
Sustain)
• Kanban cards methods of moving inventory ( Controlling of the
movements of the parts flowing through the
• plant)
• Total Production Maintenance
• Jidoka ( Problems Fixed Immediately)
• Co Location of Equipment.
• Catchall Cell Approach. ( Small infrequent orders).
 Challenges ahead
• The design and disposition of fabrication shop.

• Potential use of lean methods for office operations.

• IT Interface with suppliers and customers ( since they are now Tier 1 suppliers
for Boeing and Airbus).

•Lean Methods for Office Operations:

• 5S methods to organise work space.

• Desk maps

• Specified standard positions for workers to find things when someone was
absent from work.

•Pressure to adopt new ERP system to maintain or sustain as the tier 1 supplier.