BOEING PRODUCTION SYSTEM ACADEMY

• OBJECTIVES: Create a cohesive, uniformly trained team centered on an identified

Value Stream based on:

• A common understanding of Lean principles

• Integrating Lean strategies into a system easily understood at every level.

• One plan for improvement

• Top management involvement

• DIFFERENCE: The Academy:

• Integrates a Value Stream TEAM in BPS training and implementation

• Includes Managers

• Uses powerful simulations

• Uses graduates (and ONLY graduates) as instructors and facilitators

• Gives you an implementation plan for your Value Stream Future State

• Promotes and enables linkage of Lean activities

• Culminates in a Value Stream Mapping exercise that will point to where and to

what kind of Lean activity to conduct.ALL RIGHTS RESERVED Copyright 2003,

9-Step Plan:

Boeing follows a 9 step plan in order to follow lean manufacturing. These are as follows:

1. Value stream mapping and analysis

2. Balance the line

3. Standardize work

4. Put visuals in place

5. Point of use staging

6. Establish feeder/supply chain lines

7. Break-through process re-design along main line

8. Convert line to a pulse line

9. Convert to moving line (continuously flowing or one piece flow line)ALL RIGHTS RESERVED Copyright 2003,The Boeing Company8

Step 1 — Value Stream MappingBefore Lean

AAs you can see in the figure that before implementing the lean manufacturing practices the entire process was very

time consuming and there was no proper alignment. The aircraft had to go to each section and then each part was

mounted on it in that particular section which resulted in increased time.

After Lean Implementation:The B6

A After the implementation of lean manufacturing practices the entire process became very streamlined and there

was proper alignment. Instead of the aircraft going to each section and then mounting parts on it, the aircraft moved

on a moving line and different parts are now brought along the moving line and mounted as the aircraft moves along

the moving line.

Step 2 — Balancing the LineDistributing the Work Evenly

Work is equally divided among different departments. Division of work is based on the Position, Day and Shift.

Basically the work is carried out in two shifts. Each shift is of 8 hours. There is a time gap of 2 hours between the

shifts. The workload is equally shared by both the shifts and the position of the plane plays a very important role in

it.

As you can see in the above figure that at each workstation there is equal workload.

Step 3 — Standardize Work

Boeing uses the fastest way to perform the task at the lowest cost with the highest quality every time the task is

performed. Hence they have standardized their work and deliver as the standard set by then and try to improve it

each day.

Step 4 — Put Visuals in Place:

Boeing uses the ANDON system. They have put up visual aids and color codes at each workstation which helps the

workers to understand the process and problems easily. They use light system to indicate problem in the line.

Basically they have 2 types of lights on the moving line.

1. Green

2. Yellow

Yellow indicates problem in the line and green indicates smooth functioning of the line. When the yellow

light flashes on the line the Rapid Action Team(consisting of 5-6 members and a team lead) looks into the

problem and tries to solve the problem as soon as possible. This team workers in accordance with the

workers working on the moving line and ensures that such problem does not come up in the future. Once

the problem is solved the green light flashes and the aircraft moves ahead on the line.

Step 5 — Point of Use Staging:

Everything is staged near the aircraft. The kit containing the tools to be used in the manufacturing process is

replenished before every shift and it is ensured that similar tools are kept in each kit e.g. hazardous materials,

parts and tools are kept in a separate kit.

Step 6 — Establish Feeder Lines:

Feeder lines are secondary lines which are used to bring various parts to the moving line. Boeing use various

feeder lines to bring different parts to the moving line e.g. The wings of the plane are brought to it by using the

feeder lines.

Step 7: Break-Through Process:

Some of the break-through processes are:

In Wing Assembly…

1. Trailing edge outboard flaps installed and rigged

2. Leading edge slats and slat panels installed and rigged.

In Final Assembly:

1. 160 fewer labor hours

2. 100 fewer parts and assemblies installed

3. Tooling and access stands reduction

4. Use of Hay Elevators

Step 8 — Convert Line to a Pulse Line:

The Boeing Company has accelerated the assembly of its Global Positioning System (GPS IIF)

satellites through the use of a pulse-line manufacturing approach adapted from the Boeing 737

airplane production line. Boeing is currently under contract for 12 GPS IIF satellites for the US Air

Force. Two are in orbit and meeting mission requirements; two have been completed and are being

stored until launch; and eight are in various stages of pulse-line production.

Step 9 — Convert Line to a Moving Line:

Boeing has moved to the moving line production where the planes moves along a line and parts are mounted on

it.