1. LeanProcessEngineering|IntegratedSupplyChangeManagement
BrooksS.Childs
Approach:
• Post RIF breakthrough ─ Cultural change to drive success.
- Integral was supplier, both internal and external, operations and
manufacturing, participation — to maximize quality yield and
minimize non value added processes/steps.
Continuous Improvement
Impact and Results:
• Regained Morale and Pride of Ownership
- A Leaner Process Eliminated Waste
- Projected savings of $17,743 per A/C
next 56 planes, or: ($993,600 cost avoidance)
• Lean/6 Sigma DMAIC Implemented:
(Define–Measure –Analyze – Improve–Control)
- XR Control Charts for Paint Shop Published
- PDCA Implemented
- Kaizen & JDI’s Organized and Driven to Clousure
- (Applied Industrial Engineering
… a World Class Operation
Hawker Beechcraft
Aircraft Completion Facility – Little Rock, AR
2010
Hawker Beechcraft, a producer of high end top of the line business
and corporate aircraft initiated a materials challenge program as an
effort to stay competitive in an ever tightening economy. I was tasked
to support efforts across functional teams in collaboration and
integrated logistical support of lean initiatives. This assignment
comprised two distinct facets: 1) Support of Supply Chain
Management projects to reduce logistical and inventory costs by
identifying and correcting Supply Chain and Logistics problem areas;
2) The preplan and development of a lean vision in support of new
operational lean initiatives. The goal was the transformation of
existing, supply chain(s), production support, and production, to
achieve material flow and integration of multi-tiered value streams in
improving throughput and operational cycle time at lower cost.
Initial project focused a beleaguering Paint Shop.
Situation:
• A Disenfranchised Paint Facility
- Low Morale
Recent Reductions in Workforce (RIF) created a deep
distrust of management
- Uncontrolled material usage
- Insufficient Consumables Stock
- Conflicting Processes
Inadequate completion specification changeover process
- Incomplete Engineering
Objective:
• Implement a World Class Operation
- Enable reduced M-days/Costs
- Lean-out processes
- Reinvigorate ownership
- Reinstitute a clean and safe environment
- Secure and regulate process materials
- Revamp paint booth and facility PM program