Mk57 Plenum Cycle Time Reduction_rev2

1
Mk57 Plenum Cycle Time Reduction
BAE SYSTEMS
FRIDLEY, MN.
AND
ABERDEEN, S.D.
MANUFACTURING
SIX SIGMA GREENBELT ADVANCED PRACTIONER
JON BOSHEA
Mk57 MANUFACTURING ENGINEER
SEPTEMBER 7TH
, 2010

2
EXECUTIVE SUMMARY
INTRODUCTION
The Mk57 Vertical Launcher, part of BAE's DDG-1000 program, will provide the U.S. Navy Zumwalt
Class Destroyer with the latest in vertical launch systems. As part of the vertical launch system, the gas
management system includes the Mk57 Plenum sub assembly. This sub assembly will be finished (ablated
and painted) at the BAE Aberdeen facility.
As Mk57 begins production our goal is to reduce the amount of direct labor time charged to the
program and thus reducing cost, by applying Lean Six Sigma practices to define, measure, analyze,
implement and control (DMAIC) the manufacturing process.
*PROBLEM STATEMENT
During the assembly of the Mk57 Plenum p/n-8273305-9, unit L2 in Q1 of 2010 had a direct labor
time of 233 man hours, but was targeted for 186 man hours per the applied BAE Learning Curve in the ERP
system. This gap is estimated to be worth $5,217 per unit, $104,340 per ship set (20 Mk57 Launchers) and
$208,680 per the present Mk57 contract of 2 ship sets.
*revised based on unit L2 direct labor charges
PROJECT OBJECTIVE
Due to the time constraints of this Lean Six Sigma project our team will reduce the overall direct
labor hours for assembly and finishing by 16% or 38 direct labor hours/unit on units L3 and L4 by
8/24/2010, generating an average cost savings of $4,218 per unit.
Note: this project will continue past the formal project end date as part of continuous process
improvement. The focus will be to continue to reduce the direct labor charge to meet or exceed the
present learning curve projection of less than 142 hours/unit by the end of the first ship set (L20).
CONCLUSION
The Mk57 Plenum finishing process has ample opportunities for incorporating Lean Six Sigma
principles. Our teams focus was on identifying the "low hanging fruit" for our immediate Six Sigma project
schedule with the intention to continue indentifying more opportunities during production to further
reduce direct labor times and improve product quality and the plenum work environment.
Our team concluded that the most effective cost savings at this time was to improve the written
process, tools and fixtures. Our goal is to produce a manufacturing process that is repeatable, measurable
and controllable. Many discussions, research, experimentation and documentation by both Engineering
and Manufacturing went in to the release of the production manufacturing process.
During the EDM phase limited funds were available to design, purchase and implement Mk57
specific tooling and fixtures. The production phase has allowed our team to research, design, test and
implement Mk57 specific tooling and fixtures that will further allow us to reduce direct labor times and
costs.

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RESULTS
Two things were modified to our Charter as our team worked through this project;
1. We are attempting to reduce overall cycle time by reducing direct labor times.
2. L1 was not an accurate base line due to added First Piece Inspection time. It was determined
to use L2 as our base line unit.
By implementing a production ready manufacturing process, Mk57 specific tooling and fixtures,
our team, as of 8/24/2010, has reduced the average direct labor time from L2 to L4 by 11% or 24 hours at
an average cost savings of $2,664 per unit.
Plenum L2 baseline direct labor hours = 233
Plenums L3 and L4 average direct labor time =209
Projected time reduction = 38 hours
Actual average time reduction = 24 hours
Labor cost = $111/hr.
0
50
100
150
200
250
L2 L3 L4 L5 L6 L7 L8 L9 L10L11L12L13L14L15L16L17L18L19L20
DIRECTLABORHOURS
FINISHED PLENUM ASSEMBLIES
Mk57 Plenum Direct Labor Metrics
Actual
Goal

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KEY WORDS
Ablative tile - Used to dissipate heat. Slowly erodes over time. Sacrificial material.
ABR - BAE Aberdeen
Cycle Time - the time required for the technician to complete one cycle (complete
one unit at that operation).
DMAIC - Define, Measure, Analysis, Improve, Control.
EDM - Engineering Development Module (a proto-type).
FMEA - Failure Mode and Effects Analysis
I-MR - Individual & Moving Range. Monitors Continuous or Discrete data, data
points or summary of sub groups.
RPN - Risk Priority Number
SIPOC - is an acronym for Supplier, Inputs, Process, Outputs, Customer.
SPC - Statistical Process Control.
TAKT Time - the rate at which you must produce one unit to meet customer
demand.

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TABLE OF CONTENTS
1. EXECUTIVE SUMMARY………………………………………..PAGE 2
2. KEYWORDS………………………………………………………….PAGE 4
3. DEFINE…………………………………………………………………PAGE 6
4. MEASURE…………………………………………………………….PAGE 13
5. ANALYZE……………………………………………………………..PAGE 22
6. IMPROVE…………………………………………………………….PAGE 24
7. CONTROL…………………………………………………………….PAGE 32
8. SUMMARY…………………………………………………………..PAGE 35
9. APPENDIX…………………………………………………………….PAGE 37

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DEFINE
The Mk57 Plenum is an integral sub assembly to the gas management system on the new
Mk57 Vertical Launch System (VLS). Its purpose is to dissipate heat and direct missile exhaust
gases to the weather deck of the U.S. Navy's latest Zumwalt class Destroyer.
The Plenum is finished (ablated and painted) at the BAE Aberdeen, S.D. facility. The basic
operations from start to finish are; receive, blast, wash, ablate, blast, paint and ship to our sub
contractor for further assembly to the next higher assembly.
Blasting and washing are established operations in manufacturing as Aberdeen fabricates,
assembles and finishes similar legacy sub assemblies for the Mk41 VLS. However, due to the
geometry of the Mk57 plenum, it presented new challenges for the ablative and paint operations
in manufacturing.
During the EDM phase of the Mk57 program there were many hours spent on design of
the ablative tiles with the focus on attaining critical gap requirements of 2mm, 1.5mm and 1 mm
(preventing premature burnout of tiles), tile size and fit, and manufacturing capabilities. Many
hours of experimentation and observation were spent tiling two EDM plenums.
During this period manufacturing identified a "Pressing Opportunity" to reduce cycle time
or more precisely, direct labor time. In order to keep production times to a minimum and meet
the contract requirement to produce and deliver 3 completed Plenums per month,
manufacturing engineering would have to provide a comprehensive manufacturing procedure
(MP), tooling and fixtures that would ensure repeatability, measurability and control of the
Plenum process.
This requirement coincided with the Phase IV Lean Six Sigma training and provided
manufacturing with training, a project and a structured approach to reducing direct labor costs to
the Mk57 Plenum finishing process.
This project presented some special challenges due to the geographical separation of
Mk57 Engineering (located in Fridley, MN.) and Manufacturing (located in Aberdeen, S.D.). I am
the Mk57 Manufacturing Engineer and have spent 6 years in the Fridley location supporting
Design Engineering through the concept, design and transition to production phases and am the
primary point of contact and liaison to the BAE Aberdeen manufacturing facility for the
production of the Mk57 plenum.

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The Lean Six Sigma approach to defining, measuring, analysis, implement and control of
the process is to first select a team champion and team members who are directly involved with
the process and are subject matter experts. My team consists of the following BAE manufacturing
personnel;
Advance Practioner Greenbelt - Jon Boshea, Mk57 Manufacturing Engineer
Project Champion - Pius Heier, BAE Aberdeen Manufacturing Engineer
Team Member - Brad Grismer, Lead Finishing Technician, BAE Aberdeen
Team Member - Monte Sipple, Lead Finishing Technician, BAE Aberdeen
Team Member - Troy Vandover, Finishing Technician, BAE Aberdeen
Team member - Bill Litzen, Finishing Technician, BAE Aberdeen
Team Member - Kerry Beckler, Finishing Technician and Quality, BAE Aberdeen

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The team defined our project, completed a Project Charter and submitted it for Black Belt,
Champion and Financial approval.

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Our problem statement was the first step in defining the deficiency (the pain) and we
used a SIPOC diagram to define who was most affected by the deficiency. The SIPOC chart helped
our team to clearly define who these customers might be.
Our ultimate customer that would be affected by an excessive direct labor time and cost is
the U.S. Navy. We also identified the shipyard as an external customer and BAE shipping and
paint as internal customers that could be affected by excessive labor times during the assembly
process.
Supplier Input Process Output Customer
Sioux Manufacturing (External) Ablative Tile Ablated Plenum Assy. 8273305
BAE ABERDEEN PAINT
(Internal)
External vendor Adhesive
Finished Plenum Assy.
(Painted)
BAE ABERDEEN SHIPPING
(Internal)
MK57 Program (Internal) Tools
Complete Shipset of MK57
Launchers
DDG1000 SHIPYARD
(External)
MK57 Program (Internal) Fixtures Completed MK57 Contract US NAVY (External)
GMT Corp. (External) Plenum Weldment 8273355
MK57 Manufacturing
Engineering (Internal)
Process (Manufacturing
Process)
BAE Aberdeen (Internal)
Facilities - Assembly area,
Oven , Storage, Stock
MK57 Engineering (Internal) Engineering Drawings
SIPOC Diagram
OP
70
DRYFITTILE INSTALLTILE CURE
ADHESIVE
CLEAN
PLENUM
INSPECT
OP
80

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Once we had defined the problem (deficiency) and who would be affected by it the team
worked to define the actual process that we would need to Measure. We used a value stream
chart to list the steps of the finishing process (expanded to include the blast, wash and paint
operations) and identify (measure) Value and non Value added time in the overall process.
Champion Name: Pius Heier
Project Location: BAE Fridley/Aberdeen
Time is in : Minutes Hours Days
L1 OPERATION L1 PROCESS STEP
VA
NVA
NVA-r
VA
Work
Time
VA Wait
Time
*CURE AND
CLEAN TIME
NVA &
NVA-r
Work
Time
NVA
Wait
Time
70 WASH 6.20
70 BLAST 6.20
70 WELD INSPECTION 0.00 4.09
70 WATERBREAK 0.07
OPERATION 70 WAIT TIME 0.00 8.00 16.00
72 PRIMER 1.56
OPERATION 72 WAIT TIME
74 DRYFIT LU1
74 INSTALL LU1
74 LAPSHEAR LU1
74 DRYFIT LU2
74 INSTALL LU2
74 LAPSHEAR LU2
74 DRYFIT LU3
74 INSTALL LU3
74 LAPSHEAR LU3
OPERATION 74 TOTAL 143.60
OPERATION 74 WAIT TIME 8.00 80.00
76 DRYFIT LU4
76 INSTALL LU4
76 LAPSHEAR LU4
76 DRYFIT LU5
76 INSTALL LU5
76 LAPSHEAR LU5
76 DRYFIT LU6
76 INSTALL LU6
76 LAPSHEAR LU6
76 DRYFIT LU7
76 INSTALL LU7
76 LAPSHEAR LU7
76 DRYFIT LU8
76 INSTALL LU8
76 LAPSHEAR LU8
76 VERIFY GAP SIZE VERIFICATION
76 FINAL OVEN CURE
OPERATION 76 WAIT TIME 16.00
78 EXTERNAL BLAST
78 WATERBREAK TEST
78 ELCOMETER 224-T PROFILE INSPECTION
78 REBLAST
78 WATERBREAK TEST
80 OPERATION 80 TOTAL 14.61
90 OPERATION 90 TOTAL 57.78

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Time % of Total
Total VA Work Time: 391 74.7%
Total VA Wait Time: 32 6.1%
Total NVA Work Time: 4.1 0.8%
Total NVA Wait Time: 96 18.4%
Total Cycle Time: 523
Our findings (process measurements) from value stream mapping showed a small
percentage of non-value added time in the overall process. Direct labor charging requires
technicians to charge their time directly to a program or overhead charge number. When not
working on Mk57 directly, the premise is that technicians should be working on and charging to
another program. This essentially eliminates charging and documenting wait time and non-value
added work time.
The team and management recognized the need to focus on the full Plenum finishing
process direct labor time and identify and eliminate any non-value added activities and times for
the complete finishing process.
PROJECT IDENTIFICATION -
At this point the project identification became crucial. We understood that we had to
effect Direct Labor time, reduce the time, and reduce the cost.
But what to reduce? Which operation would affect time reduction the most? With no historical
data yet we could not pin point the operation that would produce the best results. Again with the
limited time to the project we wanted to pick the "low hanging fruit" and receive the biggest time
and cost savings at this time. As we entered the Measurement phase we had a process to
measure and a means to measure now we had to understand our x's from the formula;
Y=f(x)
Where Y is our output, f is the process and x is the potential variables that affect our process and
thus our output Y. We had to find our x's!

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MEASURE
PROCESS MAPPING-
We began by process mapping our process in a manner that would allow us to better
measure and track our progress. We felt the current routing operations that were used to collect
direct labor hours could be broken down to measure more specifically the individual operations.
OP 70
WASH/BLAST/
INSPECT
OP 71
PRIME
OP 72
LAYUP 1/2
OP 73
LAYUP 3
OP 74
LAYUP 4/5
OP 75
LAYUP 6/7
OP 76
LAYUP 8/9
OP 77
LAYUP 10/11
OP 78
BLAST
OP 79
POWDER PAINT
OP 80
FINAL INSPECTION
We expanded the routing operations from 6 operations to 11. This gives us a
better breakdown of the process and allows for a better measurement of the process as we move
forward in production. The intent here is to identify where our possible bottlenecks maybe based
on time per operation after the introduction of the MP, fixtures and tooling improvements.
Operation Process Step
OP 70 Wash/Blast/Insp
OP 71 Prime
OP 72 Layup 1/2
OP 73 Lay Up 3
OP 74 Layup 4/5
OP 75 Lay Up 6/7
OP 76 Lay Up 8/9
OP 77 Lay Up 10/11
OP 78 Blast
OP 79 Powder Paint
OP 80 Final Inspect

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TAKT TIME-
TAKT time was determined by taking the net operating time/number of units per month
we needed to meet our ship date.
TAKT TIME = 173 HOURS PER MONTH/3 UNITS PER MONTH = 58 hrs.
*TAKT TIME = 121 HOURS PER MONTH/3 UNITS PER MONTH = 40 hrs.
*ABR uses 121 hours (70%)
We then determined average operation time for 11 operations;
173 HOURS / 11 OPERATIONS = AN AVERAGE OF 15.7 HOURS PER OPERATION
121 HOURS / 11 OPERATIONS = AN AVERAGE OF 11 HOURS PER OPERATION
This calculation indicates to our team of technicians that in order to meet our contractual
agreement to our customer we must complete 3 units per month and not spend, on the average,
more than 11 hours per operation.
0
5
10
15
20
25
L3 L4
HOURS
PLENUM
AVERAGE HOURS PER OPERATION
GOAL

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INITIAL DATA ANALYSIS-
At this point we created a graphical analysis chart for charting direct labor charges per Plenum
operation.
0
50
100
150
200
250
300
L2
L3
L4
L7
L8
L9
L10
L11
L12
L13
L14
L15
L16
L17
L18
L19
L20
StandardRouting(80thUnit)
HOURS
PLENUM ASSEMBLIES
MK57 Plenum Assembly Direct Labor
Shipped
Rework - Vendor
Rework-In House
Wait Time
Final Inspect
Powder Paint
Blast
Lay Up 10/11
Lay Up 8/9
Lay Up 6/7
LayUp 4/5
Lay Up 3
Layup 1/2
Prime
Wash/Blast/Insp
Learning Curve

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Based on the graphical analysis chart we also produced a Plenum Direct Labor Metrics to be used
as a measurement and reporting tool.
0
50
100
150
200
250
L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12 L13 L14 L15 L16 L17 L18 L19 L20
DIRECTLABORHOURS
FINISHED PLENUM ASSEMBLIES
Mk57 Plenum Direct Labor Metrics
Actual
Goal

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The X's-
We then held several short brainstorming sessions to identify what was preventing our
team from meeting our goals. We used the Ishakawa diagram or Fishbone diagram to help us find
our potential X's, the variables in our process that we could affect.
Through brainstorming we began to see that the manufacturing process held the most
potential for a Lean Six Sigma Project. The focus appeared to be in the actual installation of the
ablative tiles. With this information we had many x's to begin our prioritizing of projects. This also
agreed with our project hypothesis.
Reduced Cycle Time
MAN
MACHINE
PROCESS
MATERIAL
Plenum DefectsNeed Better Fixtures
Air tools/Torqueing
Excessive Clean up time
Excessive Dry Fitting time
Experience
Air handler does not fit in Plenum
Heavy, Large tiles
ContaminationExcessive Cure times
Training
Visual Aids
Agree on a Process
Cart has bad Ergonomics
Waiting for Process change approval
Redesign Air Handler
Redesign Plenum Cart
Redesign Plenum Cart and Air Handler to reduce tech inside Plenum
Redesign Tiles, smaller, co-cure, mating surfaces, etc.
Work Mfg. issues with vendor, add key characteristics
Review Design reqs. and Mfg. capabilities
Document in Process
Reduce Adhesive, Smaller trowels
Review tile design with Engineering
Utilize pictures in Process
Qualify “Working Cure” process
Improve “in process”
change request time
Employ air powered torque wrenches
Design and utilize MK57 specific fixtures

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PROJECT PRIORITIZATION-
Our team now had to prioritize the potential projects identified in our Lean Six
Sigma process. We developed a weighted chart or prioritization matrix utilizing the Voice of the
Customer (internal and external customer expectations) and again utilizing the Six Sigma criteria
for reducing waste in manufacturing.
VOICE OF THE CUSTOMER
VOICE OF THE CUSTOMER (VOC)
REDUCES
CYCLE TIME
COST
EFFECTIVE
(CONSIDER
LIFE OF
PRODUCT)
IMPROVES
QUALITY
IMPROVE TECHNICIAN
WORK ENVIRONMENT TOTAL
9=BIG CHANGE, 6=POSSIBLE CHANGE, 3=LITTLE TO NO CHANGE
PROCESS
MK57 SPECIFIC PROCESS 9 9 9 3 30
REDUCE CURE TIME 9 9 3 3 24
MK57 SPECIFIC FIXTURES 9 6 9 6 30
REDUCE DRYFIT TIMES 9 6 6 6 27
VISUAL AIDS 6 6 3 3 18
PROCESS CHANGE APPROVAL TIME REDUCTION 3 3 3 6 15
MATERIAL
REDUCE PLENUM DEFECTS 9 9 9 6 33
REDUCE CONTAMINATION OF PLENUM 3 6 9 3 21
REDUCE THE SIZE OF HEAVY TILES 3 3 3 9 18
MACHINE
USE OF AIR TOOLS 9 9 9 9 36
IMPROVE PLENUM CART ERGONOMICS 6 3 3 9 21
MODIFY AIR HANDLER TO FIT MK57 PLENUM 6 6 6 9 27
MAN
ROTATION OF TECHNICIANS - TRAINING/EXPERIENCE 9 6 9 3 27

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REDUCING THE 8 WASTES IN MANUFACTURING
In both cases the more heavily weighted projects dealt with the manufacturing process,
fixtures and tools with some emphasis in training and reducing Plenum weldment defects. Efforts
were already underway to work with our vendor to reduce Plenum weldment defects, and
training in Aberdeen is an ongoing requirement.
THE PARETO PRINCIPLE-
TOP 20% CAUSES TO REDUCE 80% OF THE EFFECTS PARETO PRINCIPLE
REDUCES CYCLE
TIME
COST EFFECTIVE
(CONSIDER LIFE OF
PRODUCT)
IMPROVES
QUALITY
IMPROVE TECHNICIAN WORK
ENVIRONMENT TOTAL
9=BIG CHANGE, 6=POSSIBLE CHANGE, 3=LITTLE TO NO CHANGE
5 REDUCE PLENUM DEFECTS 6 6 9 3 24
4 ROTATION OF TECHNICIANS - TRAINING/EXPERIENCE 6 6 9 6 27
4 REDUCE DRYFIT TIMES 9 9 6 3 27
4 MODIFY AIR HANDLER TO FIT MK57 PLENUM 6 6 6 9 27
3 USE OF AIR TOOLS 9 6 6 9 30
3 REDUCE CURE TIME 9 9 6 6 30
2 MK57 SPECIFIC FIXTURES 9 6 9 9 33
1 MK57 SPECIFIC PROCESS 9 9 9 9 36
6 REDUCE CONTAMINATION 6 6 6 3 21
4 IMPROVE ERGONOMICS 6 6 6 9 27
Reducing 8 Wastes
reduce
defects
reduce
overproduction
reduce
wait
time
under
utilizing
people
reduce
transportation
reduce
inventory
reduce
motion
extra
processing total
9=BIG CHANGE, 6=POSSIBLE CHANGE, 3=LITTLE TO NO
CHANGE
PROCESS
MK57 SPECIFIC PROCESS 9 9 9 9 6 6 9 9 66
REDUCE CURE TIME 3 3 9 6 6 3 3 9 42
MK57 SPECIFIC FIXTURES 9 3 6 6 6 3 6 6 45
REDUCE DRYFIT TIMES 6 3 9 3 3 3 9 9 45
VISUAL AIDS 3 3 3 3 3 3 3 6 27
PROCESS CHANGE APPROVAL TIME REDUCTION 3 3 9 3 6 3 3 3 33
MATERIAL
REDUCE PLENUM DEFECTS 9 3 9 6 9 3 6 6 51
REDUCE CONTAMINATION OF PLENUM 6 3 6 3 6 3 3 6 36
REDUCE THE SIZE OF HEAVY TILES 3 3 3 6 3 3 6 6 33
MACHINE
USE OF AIR TOOLS 6 3 6 6 3 3 6 6 39
IMPROVE PLENUM CART ERGONOMICS 3 3 3 3 3 3 9 6 33
MODIFY AIR HANDLER TO FIT MK57 PLENUM 6 3 6 6 6 3 9 6 45
MAN
ROTATION OF TECHNICIANS - TRAINING/EXPERIENCE 9 6 6 9 3 3 6 6 48

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Our team used the Pareto Principle to determine the top 20% of cause that would reduce
80% of the effects based on the Voice of the Customer criteria.
We now had our top 20% of the potential projects that would help our team reduce direct
labor time.
Question - What specifically about the manufacturing process and fixtures could we
improve?
The decision to create a repeatable process that both meets design intent and
manufacturing capabilities floats to the top as one of the most beneficial Lean Six Sigma projects
our team can do to initially reduce direct labor time during Plenum assembly. Since the
manufacturing process itself has many facets, an additional brainstorm session was held to
understand the requirements, expectations and priorities that our team will need to focus on.
MK57 SPECIFIC PROCESS INPUT INPUT INPUT INPUT INPUT INPUT DECISION
Clear sequence of layups
Agree on a
process.
Overall
process (i.e.)
top to bottom
or bottom to
top.
Engineering
design does not
coincide with
Manufacturing
capability.
Compare and
contrast Design
intent with
Manufacturing
experience.
Allow gravity to
aid in layups.
Create a layup
sequence
Repeatable
Utilize torque
values.
Control
Adhesive
application.
Define layups
and tile
sequence.
Replace visual
indications with
measurable
controls.
Control the
amount of
adhesive applied.
Define a
repeatable
installation
sequence.
Controll
forces
applied per
tile.
Proper
fixtures.
Mk57
specific.
Create torque
values per
tile/fixture.
Control
adhesive
application.
Process Fixtures
Cure
Times
Air tools
Air
Handler
Dry Fit
Time
Rotate
Techs
Ergono
mics
Defects
Contam
ination
Count 36 33 30 30 27 27 27 27 24 21
Percent 12.8% 24.5% 35.1% 45.7% 55.3% 64.9% 74.5% 84.0% 92.6% 100.0%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
0
5
10
15
20
25
30
35
40
Percent
Count

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Flexible (not over simplified or restrictive)
Do not
instruct
technicians
every move.
Due to the
adhesive set
up time
technicians
need
flexibility in
placing and
installing tiles.
Do not restrict
technicians to
single
methodology.
Do not create a
written process
that is not a
burden to read
and follow.
Create a written
process that will
not require
constant revision.
Use tables
were
applicable. Use
specific
verbage only
for
repeatability.
Allow for
optional
methodology.
Scientific (based on science not art)
Determine
the critical
aspects of
bonding to
ensure the
best bond
possible.
Reduction of
trapping of air
under tiles.
Use of
measureable
tools.
Increase
tracibility. Root
Cause analysis.
Improve
repeatability.
Use
measurable
controls.
Pictures
Use pictures
to illustrate
process.
Less need for
verbage.
Keeps written
process to fewer
pages
More instruction
less pages.
Use pictures
were
applicable.
MK57 SPECIFIC FIXTURES
MK57 specific
Design MK57
specific
fixtures.
Remove 2x4
blocking from
process.
Remove jacks
and spreader
bars from
process.
Design and
implement
Mk57 specific
fixtures.
Fast (quick in-quick out)
Design
fixtures that
are
compatible
with air tools.
Design modular
fixtures for
assembly and
repair.
Design multi-use
fixtures.
Use of color for
high visibility.
Air compatible,
multi-use,
interchangable,
high visibility.
Able to provide all forces necessary
Design fixture
to apply
forces in the
needed
directions to
help achieve
critical gaps.
May need to
design more
than one type
of fixture per
application.
Develop several
ways to
adequately apply
needed clamping
forces to each
tile to deal with
slight variations.
Multi-use
Design spider
clamps for
ceiling, floor
and sidewall
tile sequnces.
Interchangeable parts
Design
moving
/threaded
parts on
fixture frame
to be
modular,
replaceable
and multi use.
USE OF AIR TOOLS
Use as many air tools as possible
Air tools to
aid in
applying
torque to
tiles.
Air tools to
handle tiles.
Air tools to aid in
cleaning excess
dry adhesive.
Air tools to
handle Plenum.
Purchase,
design and
implement air
ratchets, air
handlers.
REDUCE CURE TIME
reduce the 8 hour dry time between layups.
Reduce the
amount of
wait time
between tile
layups.
Can a working
cure be
utilized? Combine layups?
Research,
qualify and
implement a
working cure
time.

21
ANALYZE
Hypothesis
1. By strategically planning the dry fit and installation processes properly we can save set-up
times. Combining common dry fits and lay ups, splitting time consuming layups. (Adhesive
cure time is limited to 45 minutes)
2. By utilizing working cures vs. full cures we can reduce overall process times.
3. By utilizing working cures and masking we can reduce cleaning/grinding time between lay
ups. Fully cured adhesive is more time consuming to remove.
4. By reducing trowel tooth size(s) we can reduce waste adhesive and reduce cleaning and
grinding time between lay ups.
5. By introducing Mk57 specific fixtures we can improve critical gap requirements and
reduce Quality issues (Non-Conformances).
6. By utilizing air powered tools we can reduce installation times.
With prioritized process information our team began to analyze the data and begin to test
our hypothesis. With this information we could quantify what our improvements should be and
what kind of real time and cost savings we could expect.
The top opportunities were;
1. Improve the Manufacturing written process
2. Design and fabricate Mk57 specific fixtures.
3. Implement pneumatic tooling where possible.
4. Reduce cure times between layups.
We began analyzing our Man & Machine and Process Gaps. Our process does not involve
a machine such as a robotic welder, lathe or mill. The ablation process is primarily a human
process. We created a hybrid matrix to analyze a Man & Man Process Gap analysis. (See Appendix
A.)
The tile ablating process is a repetitive motion process and requires the same basic
sequence of events for the majority of the installation process. Washing, blasting and painting in
Aberdeen are well established processes and the majority of the non value added time has been
removed from the process but will be looked at as part of a continuous process improvement
effort.
The tile installation process itself is nearly 80-90% of the Plenum process and holds many
opportunities for Lean Six Sigma principles to be applied. Manufacturing's goal was to produce a
repeatable, measurable and controllable production ready manufacturing process.
Since the majority of the process is repetitive for all the layups we concentrated at analyzing
layup three as it represented a typical tile layup in time, complexity and amount of tiles per layup.
We performed the following studies;

22
1. A Motion Study to investigate possible wasted motion. Spaghetti Chart (See Figure 1,
Appendix A).
2. A 6S study to look at the work cell environment.
3. Man & Man study to review utilization. (See Figure 2, Appendix A)
4. Process Gap analysis to identify the gaps between the present process and the future
process. (See Figure 2, Appendix A)
For the Man &Man and Process Gap analysis we broke the process down to the basic
element of dry fitting, installing, fixture and cleaning one tile and applied the average time
savings to all 83 tiles.
At this time we identified that any time savings we received from reducing cure times by
utilizing a working cure between layups and then a final full cure at the end of the process would
not affect a cost savings but would benefit our throughput or TAKT time. At this time we
separated cure time from the direct labor time savings but continued to track it. Cure time is not
charged as direct labor time.
PROJECTED COST SAVINGS-
Time Savings Labor Cost/Hour Cost Savings
Man hours
Average time savings of
approximately 27.5 minutes per
tile. There are 83 tiles in the
Plenum. 83x27.5 minutes = 2282.5
minutes or 38 hours per Plenum. 38 $111.00 $4,218.00
Cure time
With the addition of the savings in
cure times we can save 63.5 hours
of TAKT time. 63.5 $0.00 $0.00
Total cost savings = 38hours/unit $4,218.00
Added TAKT time savings 63.5 hrs.
From the Man & Man and Process Gap analysis our team was able to accurately define
our time and cost savings. We now calculated 16% reduction in time or 38 hours at $4,218 per
unit on plenum's 3 and 4 using plenum 2 as our baseline.
It was now time to implement our plan….

23
IMPROVE
The team's primary focus was to implement a production ready written manufacturing process,
Mk57 specific fixtures, and tools. Here are the results of those improvements;
MANUFACTURING PROCESS -
The written manufacturing process strives to improve the quality and reduce the time of
the blast, wash, tile installation and paint operations.
BAE Aberdeen manufacturing was challenged by the new geometry of the Mk57
plenum. Mk57 manufacturing identified new criteria for bonding tile that improved
repeatability, measurability and process control.
Manufacturing and design performed experiments with a "half plenum", plastic
"see through" tiles, colored putty and proto-type fixtures to understand the behavior of
the adhesive during installation and under force as applied by fixtures.
Our team made improvements in the following areas;
ADHESIVE CONTROL-
A bond line of a millimeter is required while manufacturing had been applying ¼" of
adhesive to substrate and tile requiring immense amounts of uncontrolled pressure to be
applied in order to squeeze out excessive amounts of adhesive which required excessive
cleanup while wet and later after cure.
BEFORE AFTER
Reducing the tooth size of the trowels controls the amount of adhesive and the striations
of the trowel as it is applied to the substrate and tile. This will eliminate excessive
adhesive squeeze out and allow air to escape from beneath the tiles to reduce voids. This
also reduces the amount of labor intensive clean up (chipping and grinding) after the
adhesive has cured.

24
CLAMPING FORCE-
Control the pressure applied to each fixture. Use of torque values will remove the
subjective visual inspection for "adequate squeeze out" and allow all technicians to apply
the right bonding forces the first time.
BEFORE AFTER
To define the correct amount of pressure needed to create an adequate bond we
began with calculated forces from our Mechanical Engineering and Materials department
as a base line. Our team collected data on the first 5 Plenums to determine a tightly
controlled range of forces to be applied to each tile. The base line torque was based on
one virtual square or rectangle sized tile. In reality while similar, there are varying shapes
and sizes of tiles. We combined the base line pressures, with visual and mechanical
measurements on each tile and every fixture type to determine a specific torque range
per tile. We also defined the direction of the striations of the trowel marks to allow air to
escape from under the tile as it is installed. (See Figure 3, Appendix A).
The sequence in which pressure was applied to the tiles was important so as not to
trap air or direct adhesive squeeze out in the wrong direction and cause air getting
trapped under the tiles and adhesive pressure moving adjacent tiles already in place. (See
figure 3, Appendix A)

25
FIXTURES-
The Manufacturing team identified the need for Mk57 specific fixtures to apply the
required forces in the correct directions to aid in bonding of the ablative tiles.
BEFORE AFTER
Our team designed and fabricated Mk57 specific fixtures that were modular in design and
multi-use during installation. The modular design allows for the technician to quickly configure
the fixture for specific applications by removing and replacing the modular pads and screw
mechanisms by removing a pin and easily extracting or inserting the moving parts of the fixture.
This ability to reconfigure the fixtures also allows the fixtures to be used in multiple layups. This
alone saved us time and cost. Note the distinct colors of the fixtures. This allows for high visibility
and quick installation location recognition.
TOOLS-
Incorporate calibrated pneumatic tools to aid in installation of the clamps/fixtures. Prior
to Mk57 clamping and torque were done with manual wrenches. By introducing calibrated air
torque wrenches, we ensure correct torque and reduce installation time.
BEFORE AFTER
We employed the use of calibrated air ratchets to accurately apply the required force to
each tile quickly.

26
The team looked at the following as Lean Manufacturing projects that we could perform
quickly in conjunction with our higher priority project. These projects are recognized as ongoing
opportunities for improvement and helped implement and sustain our primary project.
CROSS TRAINING -
Using a Cross Training Skills Matrix, we evaluated the amount of cross training we
presently had in our team. Cross training allows our team to be "mission capable" by ensuring our
team is well trained in all skills related to the Mk57 finishing process. We found that we have 2 or
more experts in each skill category except paint, 2 technicians that can perform the skill without
supervision and 2 technicians that need training and/or supervision.
Additional training and an additional 1 to 2 technicians on Mk57 is being proposed to
management.

27
WORK PLACE DESIGN-
Design of the cell had been looked at previously as these cells were recently designed and
upgraded both Mk41 and Mk57 tile layups. Cells are designed to draw the ablative tile dust
created during dry fit and installation, into large air filtering and dust gathering systems.
Our team performed a 6S exercise. Technicians and manufacturing engineering completed
the 6s survey which identified a few areas for improvement.
Sipple Grismer Litzen Boshea Heier
SORT
4 4 4 4 4
5 4 4 4 5
5 5 5 4 4
2 2 2 3 3
4 3 3 4 4
2 2 2 3 4
STORE
3 3 3 3 2
5 5 3 3 2
3 5 4 3 3
4 4 4 3 4
5 5 5 3 3
3 4 4 2 2
SHINE
2 4 3 3 3
2 3 3 3 3
3 4 3 4 3
5 5 4 3 4
5 5 4 4 3
5 5 5 4 4
67 72 65 60 60
Note: this matrix identifies the first survey of the area. Following surveys will include the
Standardize, Sustain and Safety elements as we continue process improvements.
Our team's intent is to continue to assess the workplace environment and strive for improvement
upon implementing the written process, fixtures and tools identified as the primary priorities
above.
Our team has to consider the cost of improvement versus the longevity of this program.
At present the Mk57 VLS is scheduled only to produce 40 modules. We are awaiting a second
contract for an additional ship set of 20 modules. Our team is constrained in areas of capital
improvements and expenditures and must heavily weigh the cost of the improvement to the
lifecycle of the product.

28
Our survey and photo's revealed a well organized work cell, however we did find quite a
few trip hazards (cables and cords). We are proposing overhead cable and cord access.
Improvements were made to provide areas to stow tools not in use and cords, cables and
hoses hung from hangers or overhead reels.

29
We also felt we could use a better method of storing fixtures and tools. Our team designed and
fabricated bar fixture carts that allows us to store, transport and stage bar fixtures for each
individual layup. This clears our floor and organizes our fixtures by layup number.
We have continued this effort to include all Mk57 fixtures such as the spider clamps
below. Note the clamps are painted a distinctive yellow to easily identify them as Mk57 fixtures.

30
BAE Aberdeen designed and implemented an air handler to aid technicians with handling
and installing tiles and improves ergonomics in the cell.
The workspace is an area of opportunity our team continues to assess and improve. An
area that is high on our list is the Plenum cart. We are considering a redesign of the Plenum cart
to allow technicians of various sizes to work in and around the plenum at an ergonomically
correct position. At present the vertical adjustment of the cart is limited and ergonomically
incorrect for the technicians.

31
CONTROL
Our team now had Defined our project, ensured it could be Measurable and created a
metrics to measure it's progress. We Analyzed the data and determined precisely how much time
and cost reduction we could expect in the time allotted for our Lean Six Sigma project. We made
the Improvements and now we need to monitor and Control our process based on the Six Sigma
DMAIC principles.
To evaluate our process and be able to determine if what we are monitoring is actually an
"out of process" variation we used the I-MR SPC Chart.
The control limits in this case are set by the Process using the available historical data. As we
begin to gather more data, and thus data points on our chart, we will maintain only the most
current 10 data points. This we feel will give us an accurate picture of the expected randomness a
"in control" process should give us. By maintaining the most current 10 data points we should
remove the expected downward trend we expect to see due to process improvement, however a
downward trend does not necessarily mean the process is improving and more than 3 points
trending in either direction needs to be investigated as to root cause and possible out of process
condition.
Each time a new data point is added and the oldest data point removed (maintaining 10
data points) the Mean, Upper Control limit and Lower Control Limit will be recalculated
(determined by the Process).
100
150
200
250
300
L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12 L13 L14 L15 L16 L17 L18 L19 L20
Mean
UCL
LCL
Actual

32
CONTROL FMEA-
Our team developed a FMEA control plan during development and piloting of our
manufacturing process, fixture and tool implementation to identify and prevent potential failures
of the solutions. The team identified several failure modes and developed corrective actions on
each one to reduce the RPN factor. We introduced new process steps, new measures and
controls and new equipment, fixtures and tools to enhance the process.

33
CONTROL PLAN- (see appendix A)
Once we made our improvements our team now created a Control Plan to hand off to the
process Champion. The purpose of the Control Plan is to focus on keeping the improvements in
place. The control plan;
1. Identifies the key measures.
2. Describes how they will be monitored.
3. Describes frequency.
4. Describes who is responsible for monitoring.
5. Identifies the trigger points that require a response by the process executors.

34
SUMMARY
In summary I would like to thank my team members Brad, Monte, Troy, Bill and Kerry and
my project champion, Pius Heier for supporting this project. I would also like to thank the BAE
Aberdeen Manufacturing Manager Sarah Mann for allowing me to perform this project in her
facility and the feedback she provided. Thanks also to my manager Troy Pierson for his support
and feedback. Thanks to the Six Sigma instructors Jim and Andy, Ravi and Christian (not Chris!)
Also I would like to extend my thanks and appreciation to the Mk57 program engineering
and manufacturing group.
RESULTS-
As of August 24th
our team has reduced the direct labor time by 11%. That is a 24 hour
time reduction at a cost savings of $2,664 per unit.
Keeping in mind our calculated goal was to reduce direct labor time by 16% at a 38 hour
reduction in time and a $4218 per unit.
Our original Charter plan was to reduce the time by 10%, but was not based on any
statistical or historical data.
Our team has been successful in utilizing Lean Six Sigma training. We have agreed to
continue our goal of reducing direct labor time and achieve our goal of meeting or exceeding the
projected learning curve times per unit.
LESSONS LEARNED-
As a team we have seen real positive improvements in the Mk57 Plenum finishing process
and are not stopping at this point. We have identified many opportunities for improvement and
have agreed as a team to continue improving the process, fixtures, tools, environment and
quality.
My team has recognized the need for process improvement and the importance it plays in
reducing cost. They also have noted the need for "good data" and how it helps us to see our
successes. We have seen a marked improvement in quality of our product and continue to
support Lean Manufacturing and Six Sigma Principles.
I personally have seen the importance of the Measure, Analyze and Control phase of the
DMAIC process. Often the approach to problem solving starts with the Defining and ends with the
implementing with limited Improvement and no monitoring and Control of the process.
Defining a measurable process and then analyzing it helped me immensely when it was
time to go to management and finance and provide them with data and the opportunity for

35
improvement and how much our team could improve it by reducing direct labor time by 38 hours
at a cost savings of $4,218. If you note, this was different from our initial estimate set forth in the
Project Charter. At the time of the project charter our team was still in the Define phase, new to
Six Sigma and had not accumulated and analyzed the data at this point. Our Charter was based on
our teams' estimate of what we could accomplish. Not always the best approach when trying to
persuade management to undertake a Lean Six Sigma Project.
Understanding and utilizing all of the DMAIC principles made our team more confident
that we had selected the best DMAIC project and had the best data to present to management
and finance to allow them to make a decision based upon a proven principle for improving our
process.

36
APPENDIX A
Figure 1. Spaghetti Chart

37
MAN & MAN_GAP ANALYSIS HYBRID MATRIX
Figure 2
PRESENT PROCESS FUTURE PROCESS
Dry fit Tech 1
mi
n. Tech 2
mi
n. GAP Dry fit Tech 1
mi
n. Tech 2
mi
n.
stage tiles 15 stage tiles 15 stage tiles 15 stage tiles 15
Tile #1
Install install 1st tile 5
help install larger
tiles 5 Air handler for larger tiles
Tile #1
Install install 1st tile 1
adjust to fit 1 adjust to fit 1
verify gap
measurement 1
verify gap
measurement 1
remove tile 3 3 remove tile 1
sand tile 5 sand tile 5
reinstall tile 4 help reinstall tile 4 reinstall tile 1
adjust to fit 1 stage fixture 1 adjust to fit 1 stage fixture 1
position fixture 1.5
stage manual
wrench
0.
5 position fixture 1
stage torque
wrench
0.
5
tighten fixture 5 Air tool reduces torque time tighten fixture 2
verify gap
measurement 0.5
verify gap
measurement 0.5
Tile # 1
removal mark tile position
0.
5
Tile # 1
removal mark tile position
0.
5
loosen tile fixture 5 Fixtures designed for air tools. loosen tile fixture 2
remove fixture 1 stage fixture
0.
5 remove fixture 1
remove tile 3 help remove tile 3 remove tile 1 stage fixture
0.
5
stage tile
0.
5 stage tile
0.
5
Bond stage tile 5 stage tile 5 Bond stage tile 5 stage tile 5
mix adhesive 5 stage fixture cart 3 mix adhesive 5 stage fixture cart 3
Tile #1
Install
Apply adhesive to
substrate 5
Apply adhesive to
tile 1
apply adhesive to tile area only, not
large areas.
Tile #1
Install
Apply adhesive to
substrate 1
Apply adhesive to
tile 1
transfer tile to tech
#1
0.
5
transfer tile to tech
#1
0.
5
install tile 3 help install tile 3 install tile 0.5 stage fixture
0.
5
position tile and
verify gap 0.5 stage fixture
0.
5
position tile and
verify gap 0.5
stage torque
wrench
0.
25
install fixture 0.5
stage manual
wrench
0.
3 install fixture 0.5
prelim fixture
tighten 5 prelim torque 3
remove squeeze
out 4
reduce trowel tooth size. Reduce
adhesive clean up.
remove squeeze
out 3
verify wet gap
measurement 0
verify wet gap
measurement 1
tighten to final
visual 5
torque to final
value 2.5
assemble lap shears
for testing 5
assemble lap shears
for testing 5
remove squeeze
out 3
remove squeeze
out 1
remove squeeze
out 2
verify wet gap
measurement 0 design a Go-No Go gauge
verify wet gap
measurement 1
Cure
Roll Plenum on
cart to oven 5 Cure
Roll Plenum on
cart to oven 5
Clean
Remove from
oven 5 Clean
Remove from
oven 5
Remove fixture(s) 5 this is time for one fixture only Remove fixture(s) 2
grind excess
adhesive 8
one tile, reduce clean up time by
controlling adhesive applied.
grind excess
adhesive 5
inspect 1 one tile inspect 1
blow out dust
with CDA 2
blow out dust
with CDA 2
total minutes tech
1
10
4
total minutes tech
2 61
total tech minutes
1 70 total tech minutes
42
.3
Cure time
52
80 reduce cure time between layups Cure time
14
70

38
1 Sample T-Test
For testing the differences in Means between 1 sample and a Test Standard
Ho = There is No difference in the Sample mean and the Test Standard
Ha = There is a diference, the Sample did not come from the same Population as the Test Std
11
<= Test
Standard Data Set 1 Mean 19.605
Paste Data Set 1 Std Dev 1.436
Data Set 1 Data Sample Size 4
19.14 Here Test Standard 11.000
18.58 < < < Difference from Sample to Std 8.605
21.73 T - value 11.985
18.97
P-Value 0.001
Conclusion:
There IS a
difference
Test Standard = projected hours per operation
Data Set 1 = Average hours per operation for units L3-L5.
This states that there is a significant difference between the projected standard and the actual
average hours per operation. If we reduce the hours per operation (thereby reducing overall
cycle time, we should realize a process improvement.)

39
Figure 3.
FIGURE 1
END WALL ADHESIVE TROWEL MARKS
4 1 5
6 2 7
8 9
3
10 11
TABLE 1
END WALL AND OUTLET TILE SEQUENCE
Excerpt from Plenum Finishing Process illustrating trowel mark direction and fixture
torque sequence.

LEAN SIGMA CONTROL AND RESPONSE PLAN
40
Process Step
Measurement
Required
Output,
Process
or
Input?
Measurement
Method
Who is
Responsible
Frequncey
of Measure
Upper
Trigger
Point
Lower
Trigger
Point
Reference Documentation
What
is
being
respo
nded
to?
Who will Respond Reaction Plan
OP
70 Wash/Blast/Insp
WATER BREAK, BLAST
PROFILE, WELD INSPECT
PROCESS
WATER BREAK
TEST,
MECHANICAL
PROFILE
MEASUREMENT,
VISUAL WELD
INSPECT
BLAST
TECHNICIAN,
WELD
INSPECTOR
EVERY UNIT
FIALED
WATER
BREAK,
BLAST
PROFILE
>3.0 MILS,
FAILED
VISUAL
WELD
INSPECTION
FIALED
WATER
BREAK,
BLAST
PROFILE
<1.0 MIL,
FAILED
VISUAL
WELD
INSPECTION
IAW BFD319018, S9074-AQ-GIB-
010/248
FAILED
WATER
BREAK
TEST,
NON-
CONFO
RMING
PROFIL
E,
FAILED
VISUAL
WELD
INSPEC
TION.
TECHNICIAN,
MANUFACTURING
ENGINEER
1. CONTINUE COMPLETE INSPECTION
AND NOTE ADDITIONAL DEFECTS. 2.
NOTE SEVERITY OF FAILURES AND
REPROCESS IAW DOCUMENTATION. 3.
RETEST AND RECORD RESULTS IN W.O.
4.FOR ALL WELD INSPECTIONS NOTE
SEVERITY OF WELD DEFECT. 5.
MANUFACTURING ENGINEERING SHALL
DETERMINE TO REWORK IN HOUSE OR
PROCESS A RTV ACTION.
OP
71 Prime
WORKMANSHIP PROCESS
VISUAL
INSPECTION
FINISHING
TECHNICIAN
EVERY UNIT
FAILS
VISUAL
INSPECTION
FAILS
VISUAL
INSPECTION
IAW 8273633
FAILED
VISUAL
INSPEC
TION
OF
PRIME
R
APPLIC
ATION.
TECHNICIAN,
MANUFACTURING
ENGINEER
1. CONTINUE AND COMPLETE
INSPECTION AND NOTE ADDITIONAL
DEFECTS. 2.RE-PROCESS PER 8273633.
OP
72 Layup 1/2
CRITICAL GAPS, FIXTURE
TORQUE
PROCESS
WET GAP
GO/NO-GO TEST.
DRY GAP FMD
MEASUREMENT.
FLATNESS FMD
MEASUREMENT.
CALIBRATED
TORQUE
WRENCH.
FINISHING
TECHNICIAN
EVERY TILE,
EVERY
FIXTURE
PAD.
CRITICAL
GAPS CLASS
ONE
EXCEED 1.5
mm AND
CLASS TWO
EXCEED 2.0
mm.
TORQUE
EXCEEDS 20
LBS./SQ.IN.
TORQUE IS
LESS THAN
11 LBS./SQ.
IN
MP8273305
MAN,
MACHI
NE,
PROCE
SS,
MATER
IAL
FAILUR
E
TECHNICIAN,
MANUFACTURING
ENGINEER
1. STOP PROCESS. 2. DETERMINE IF ISSUE
IS A NON CONFORMANCE OR
CORRECTIVE ACTION. 2A. DETERMINE
INITIAL ROOT CAUSE. 3. INITIATE
QUALITY ACTION. 4. PERFORM
APPROVED QUALITY ACTION. 5.
PERFORM QUALITY ACTION CLOSURE
PROCESS.
OP
73 Lay Up 3
TORQUE
PROCESS
WET GAP
GO/NO-GO TEST.
DRY GAP FMD
MEASUREMENT.
FLATNESS FMD
MEASUREMENT.
CALIBRATED
TORQUE
WRENCH.
FINISHING
TECHNICIAN
EVERY TILE,
EVERY
FIXTURE
PAD.
CRITICAL
GAPS CLASS
ONE
EXCEED 1.5
mm AND
CLASS TWO
EXCEED 2.0
mm.
TORQUE
EXCEEDS 20
LBS./SQ.IN.
TORQUE IS
LESS THAN
11 LBS./SQ.
IN
MP8273306
MAN,
MACHI
NE,
PROCE
SS,
MATER
IAL
FAILUR
E
TECHNICIAN,
MANUFACTURING
ENGINEER
PROCESS.

41
OP
74 LayUp 4/5
TORQUE
PROCESS
WET GAP
GO/NO-GO TEST.
DRY GAP FMD
MEASUREMENT.
FLATNESS FMD
MEASUREMENT.
CALIBRATED
TORQUE
WRENCH.
FINISHING
TECHNICIAN
EVERY TILE,
EVERY
FIXTURE
PAD.
CRITICAL
GAPS CLASS
ONE
EXCEED 1.5
mm AND
CLASS TWO
EXCEED 2.0
mm.
TORQUE
EXCEEDS 20
LBS./SQ.IN.
TORQUE IS
LESS THAN
11 LBS./SQ.
IN
MP8273307
MAN,
MACHI
NE,
PROCE
SS,
MATER
IAL
FAILUR
E
TECHNICIAN,
MANUFACTURING
ENGINEER
PROCESS.
OP
75 Lay Up 6/7
TORQUE
PROCESS
WET GAP
GO/NO-GO TEST.
DRY GAP FMD
MEASUREMENT.
FLATNESS FMD
MEASUREMENT.
CALIBRATED
TORQUE
WRENCH.
FINISHING
TECHNICIAN
EVERY TILE,
EVERY
FIXTURE
PAD.
CRITICAL
GAPS CLASS
ONE
EXCEED 1.5
mm AND
CLASS TWO
EXCEED 2.0
mm.
TORQUE
EXCEEDS 20
LBS./SQ.IN.
TORQUE IS
LESS THAN
11 LBS./SQ.
IN
MP8273308
MAN,
MACHI
NE,
PROCE
SS,
MATER
IAL
FAILUR
E
TECHNICIAN,
MANUFACTURING
ENGINEER
PROCESS.
OP
76 Lay Up 8/9
TORQUE
PROCESS
WET GAP
GO/NO-GO TEST.
DRY GAP FMD
MEASUREMENT.
FLATNESS FMD
MEASUREMENT.
CALIBRATED
TORQUE
WRENCH.
FINISHING
TECHNICIAN
EVERY TILE,
EVERY
FIXTURE
PAD.
CRITICAL
GAPS CLASS
ONE
EXCEED 1.5
mm AND
CLASS TWO
EXCEED 2.0
mm.
TORQUE
EXCEEDS 20
LBS./SQ.IN.
TORQUE IS
LESS THAN
11 LBS./SQ.
IN
MP8273309
MAN,
MACHI
NE,
PROCE
SS,
MATER
IAL
FAILUR
E
TECHNICIAN,
MANUFACTURING
ENGINEER
PROCESS.
OP
77 Lay Up 10/11
TORQUE
PROCESS
WET GAP
GO/NO-GO TEST.
DRY GAP FMD
MEASUREMENT.
FLATNESS FMD
MEASUREMENT.
CALIBRATED
TORQUE
WRENCH.
FINISHING
TECHNICIAN
EVERY TILE,
EVERY
FIXTURE
PAD.
CRITICAL
GAPS CLASS
ONE
EXCEED 1.5
mm AND
CLASS TWO
EXCEED 2.0
mm.
TORQUE
EXCEEDS 20
LBS./SQ.IN.
TORQUE IS
LESS THAN
11 LBS./SQ.
IN
MP8273310
MAN,
MACHI
NE,
PROCE
SS,
MATER
IAL
FAILUR
E
TECHNICIAN,
MANUFACTURING
ENGINEER
PROCESS.
OP
78 Blast
PROFILE PROCESS
MECHANICAL
MEASUREMENT.
BLAST
TECHNICIAN
EVERY UNIT
FAILED
WATER
BREAK,
BLAST
PROFILE
>3.0 MILS
FAILED
WATER
BREAK,
BLAST
PROFILE
<1.0 MIL.
BFD319018
FAILED
WATER
BREAK
TEST,
NON-
CONFO
RMING
PROFIL
TECHNICIAN,
MANUFACTURING
ENGINEER
1. CONTINUE COMPLETE INSPECTION
AND NOTE ADDITIONAL DEFECTS. 2.
NOTE SEVERITY OF FAILURES AND
REPROCESS IAW DOCUMENTATION. 3.
RETEST AND RECORD RESULTS IN W.O.

42
E.
OP
79 Powder Paint
THICKNESS PROCESS
DFT MEASURING
DEVICE.
PAINT
TECHNICIAN
EVERY UNIT
CRITICAL
PAINT
THICKNESS
>0.1 mm.
NON
CRITICAL
PAINT
THICKNESS >
0.6 mm.
CRITICAL
PAINT
THICKNESS <
0.25 mm.
NON
CRITICAL
PAINT
THICKNESS <
0.1 mm.
BFD319020, 8273305
NON
CONFO
RMING
DRY
FILM
THICKN
ESS
REQUIR
EMENT
.
TECHNICIAN,
MANUFACTURING
ENGINEER
PROCESS.
OP
80 Final Inspect
IAW PURCHASING
ORDER, SUPPLEMENTS
TO DRAWING,
NOR'S/ATTACHMENTS,
DRAWINGS,
QAPS,SQAPS,QARS,
DRAWING SPECS.
OUTPUT
IM-R CHART AND
PLENUM METRIC
BAE SOURCE EVERY UNIT
ANY
FAILURE
ANY
FAILURE
IAW PURCHASING ORDER,
SUPPLEMENTS TO DRAWING,
NOR'S/ATTACHMENTS, DRAWINGS,
QAPS,SQAPS,QARS, DRAWING
SPECS.
ALL
NON
CONFO
RMANC
ES.
MANUFACTURING
ENGINEERING
1. COMPLETE INSPECTION. 2. INITIATE
QUALITY ACTION PLAN.

Mk57 Plenum Cycle Time Reduction_rev2

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