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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. [ABSTRACT FROM AUTHOR]

Lean Six Sigma (LSS) has established itself as one of the key business process improvement strategies available to companies today. With roots based in the single strategies of Lean and Six Sigma, LSS offers a dual strategy towards systematically reducing waste and increasing value whilst resolving Critical to Quality (CTQ) issues that affect consistency and repeatability in a product and process. However, the predominating LSS approach is to employ the DMAIC cycle as the key driver in the implementation process. The authors argue that this reduces the effectiveness of LSS since a systematic lean thinking does not take place through this approach. This paper proposes a new Strategic Lean Six Sigma Framework (SLSSF) that attempts to create a more balanced and integrated approach between the Lean and Six Sigma elements and one that is capable of achieving greater efficiency of production whilst also ensuring variation reduction and CTQ issues are eradicated from the production process. The case study involves the application of the SLSSF in an aerospace manufacturing company. The work highlights the key stages of the framework before closing with an analysis of its effectiveness and the difficulties encountered in its application. When the LSS model was implemented, it achieved significant improvements in business performance. The key improvements were seen as; Build time reduction of 20.5%, improved on-time-in-full delivery to customer by 26.5%, reduced value added time by 5% and reduced Non-value added time by 44.5%. Also, estimated financial savings of over £2 Million are proposed. [ABSTRACT FROM PUBLISHER]

Lean Six Sigma (LSS) has established itself as one of the key business process improvement strategies available to companies today. With roots based in the single strategies of Lean and Six Sigma, LSS offers a dual strategy towards systematically reducing waste and increasing value whilst resolving Critical to Quality (CTQ) issues that affect consistency and repeatability in a product and process. However, the predominating LSS approach is to employ the DMAIC cycle as the key driver in the implementation process. The authors argue that this reduces the effectiveness of LSS since a systematic lean thinking does not take place through this approach. This paper proposes a new Strategic Lean Six Sigma Framework (SLSSF) that attempts to create a more balanced and integrated approach between the Lean and Six Sigma elements and one that is capable of achieving greater efficiency of production whilst also ensuring variation reduction and CTQ issues are eradicated from the production process. The case study involves the application of the SLSSF in an aerospace manufacturing company. The work highlights the key stages of the framework before closing with an analysis of its effectiveness and the difficulties encountered in its application. When the LSS model was implemented, it achieved significant improvements in business performance. The key improvements were seen as; Build time reduction of 20.5%, improved on-time-in-full delivery to customer by 26.5%, reduced value added time by 5% and reduced Non-value added time by 44.5%. Also, estimated financial savings of over £2 Million are proposed. [ABSTRACT FROM PUBLISHER]

Continuous improvement (CI) has been developed so far mainly within single companies, but today competition is moving to the level of extended manufacturing enterprises (EMEs). This paper proposes a model of collaborative improvement (CoI), i.e. CI at the EME level, developed and tested through an action research process in the aerospace industry in Italy. CoI is described in terms of organization—partially derived from consolidated CI concepts—and process—a cyclical sequence of phases, derived from the PDCA (plan, do, check, act) cycle of CI. Similarities and differences with CI are discussed, in the light of the successful implementation in a real case. CoI, in particular during its first implementation, is more likely to be structured and directive instead of emergent and spontaneous. A project structure is needed, at least at the beginning, and specific attention should be devoted to the alignment of the goals of the various companies involved. The EME dimension of CoI allows one to exploit the experience of all the companies of the learning network, disclosing a higher potential for improvement compared to CI. [ABSTRACT FROM AUTHOR]

The extended enterprise (EE) paradigm has been adopted in the civil aerospace industry to enhance collaboration and product innovation among supply chain partners. Nevertheless, key aspects of this collaborative form remain poorly understood. In particular, the interrelation of strategic and operational considerations has received little attention in the literature. Our study aimed to investigate this area, using two dyads as case studies, where three companies were involved in an EE form of collaboration. The primary case company was a leading manufacturer in the civil aerospace industry that employs EE principles on both upstream and downstream sides of its supply chain. The other two case companies were key suppliers embedded in the EE. This paper aimed to develop a more complete understanding of how sharing risks and rewards results in effective collaboration among EE partners with key strategic and operational results. [ABSTRACT FROM AUTHOR]

Increased complexity in large design and manufacturing organisations requires improvements at the operations management (OM)–applied service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM–AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n = 21), focus groups (n = 2), facilitated action-research workshops (n = 2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM–AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM–AS boundary spanning team. [ABSTRACT FROM AUTHOR]

This paper reports the findings of a research study into the application of lean production methods to a traditional aerospace manufacturing organization. The approach taken to lean production is described, along with what worked and what did not. Two main stumbling blocks to the application were identified the redundancy programme and a lack of employee education in the concept and principles of lean production. A number of the methods of lean production were found not to be as effective as in the motor manufacturing environment, the reasons for this included the dominant position of the company and the customer demand characteristics. In addition, both management and the industrial workers found the transition from traditional manufacture to lean production was not easy to make. [ABSTRACT FROM AUTHOR]