Lean practices implementation in aerospace based on sector characteristics: methodology and case study
| Autor: | Aicha Amrani, Yves Ducq |
|---|---|
| Jazyk: | angličtina |
| Rok vydání: | 2020 |
| Předmět: |
021103 operations research
Poka-yoke Standardization Computer science business.industry Strategy and Management 05 social sciences 0211 other engineering and technologies Context (language use) 02 engineering and technology Management Science and Operations Research Diversification (marketing strategy) Lean manufacturing Industrial and Manufacturing Engineering Manufacturing engineering Computer Science Applications Takt time Product (business) 0502 economics and business Aerospace business 050203 business & management |
| Popis: | Lean production (LP) consists of very useful techniques; however, its implementation can significantly vary from one sector to another or from one practitioner to another. Although several lean experiences exist in aerospace, no specific method has been developed to adapt lean tools to the characteristics of the aerospace sector. This study uses a case based approach to analyse the implementation of lean practices in a company operating in the aerospace industry. The overall characteristics that motivate current aerospace companies to pursue lean conversions are identified – market demand, product diversification, product complexity, safety focus and agile supply chain. This paper aims at building a methodology including identified steps and their analysis to sustain the lean implementation. It is based on the analysis of the industrial context, which is linked to different practices and tools issued from LP. Apart from the aerospace sector, the methodology can also be adjusted and adopted by other sectors. Lean practices, such as the cellular layout, the one-piece flow, visual management, takt time, standardization, multiskills, poka yoke and SMED, were used in the proposed model and yielded significant gains. The defect rate dropped by 66%, the cycle time was reduced with 43% of savings, waste elimination was achieved, and the work-in-progress (WIP) inventory decreased. Furthermore, the illustrated impact of the lean manufacturing implementation on extending lean thinking to the logistics department presented 50% savings in transportation-truck costs. It serves as a proof of concept for the expansion of lean thinking. |
| Databáze: | OpenAIRE |
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