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F22 Raptor Lean Manufacturing

F22 Raptor Lean Manufacturing. F-22 Lean. Concept Why Lean? What does it mean? Progress To Date Boeing LM Ft Worth LM Marietta Challenges. F-22 Lean: The Concept. Why? To save the program money To save the industrial base (To save the program) What is it? Mindset, cultural change

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F22 Raptor Lean Manufacturing

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  1. F22 RaptorLean Manufacturing

  2. F-22 Lean • Concept • Why Lean? • What does it mean? • Progress To Date • Boeing • LM Ft Worth • LM Marietta • Challenges

  3. F-22 Lean: The Concept • Why? • To save the program money • To save the industrial base • (To save the program) • What is it? • Mindset, cultural change • Common sense, real means to improve • AIWs, Kaizens, Kaikakus, TOC, 6 Sigma, etc • And everything Snod said F-22 Can Be More Affordable Through Lean

  4. F-22 Team Responsibilities Lockheed Aeronautical Systems Lockheed Fort Worth Boeing Aft Fuselage Engine Integration Wings Radar Mission Software Training System Forward Fuselage Edges Horizontal Stabilators Vertical Stabilizers Mate & Final Assembly Weapon System Integration Common Integrated Processor Mid Fuselage Electronic Warfare Communication/Nav/ Identification Vehicle Management System Support System

  5. Boeing LeanEngine Bay Doors AIW Cost History • 34% reduction in cycle time (56 vs. 37 days) 9/97 • 43% reduction in manufacturing cost • 28% reduction in floor space 3/98 • 25% reduction in staffing • Point of use tooling implemented 6/99 • Future events planned 3/00 Lean Implementation Lean Results F-22 Lean Event - Boeing/BF Goodrich Develop optimum operation for the F-22 Engine Bay Door and Lay-up and Bond Preparation Cell Goal: Results: After Before Event 33% Cost Reduction! Cum Cost $ Units

  6. Fort Worth Lean Blitz events in 2000 • Mate Longeron Installation (Build Team) • Operator travel reduced 84% • Span time reduced 50% (from 6 to 3 M-days) • Touch labor reduced 47% • Tool Trial Run (Airframe / Production Control) • Span time reduced 95% • Tools tracked and scheduled in MRP • Eliminates post inspection tasks • Module 4 Upper Surface (Build Team) • Optimize workstation design and layout • Conducted 19-26 June

  7. Mid Fuselage Bore Fixture

  8. Current Process - Bore Fixture • Process Baseline was 14 M-days • Boring/Spotfacing - 3 days • Hinge Installation - 11 days • Boring must be complete prior to working hinges on structure • Two fixtures required to meet planned rate • Boring/Main Weapons Bays Hinges on critical path for Mid Fuselage

  9. Area Layout/Workstation COFX Detail Tool Install MWB Structure Drill MWB Small Hinge Shim and Drill

  10. Current Layout Community Tools Community Tools Shim Area (200 Ft). Air Hose Tree Bushings Bob Knobs Air Hose Storage COFX Tools Operating Supplies

  11. New Area Layout/Workstation R1 R2 MWB Worktable/ Workcart SWB Worktable Detail Storage MWB Platform SWB Platform Wall Add Air MWB Surface Prep PLS Admin A-R B-R C-R B-L C-L A-L MWB Pre-Drill L1 L2 Sand Saw

  12. Bore FixtureProcess Improvements

  13. Bore Fixture Reduction in Cycle Time

  14. Leaning F-22 Final Assembly • ACHIEVE FULL PRODUCTION RATE (38 AIRCRAFT / YEAR) TOOL PARK FUNCTIONAL TEST EQUIPMENT ENG PARK TOOL PARK STAGING & STORAGE S.C. M.C. 200 P/U / RTP 4126 4124 BR 200 FAJ TOOLS RTP / 200 P/U 4117 4118 4116 4119 4120 4121 4122 ASB 280 4123 4125 F.F. CLASS. PARTS FUNCT. TEST S.C. S.C. 225 225 220 220 220 220 226 210 210 210 BR FAJ FAJ FAJFAJ P/U P/U 223 STD TOOL & TOOL INSP 224 V. STAB. L.E. INSTL. 529 S.C. BR S.C. OFFICES BR ASB 230 HARNESS & CONSOLE ASSEMBLY ASB 820 Lean/Six Sigma/ACE/BLITZ/AIW

  15. Fwd Fuselage Build Improvements Overhead utilities improve safety and improve quality by providing light, air,vacuum, electricity right where it’s needed. Storage racks for POU alignment tools eliminates walking for retrieval and storage Work / storage tables provide locations for all parts and kits needed to perform work in area. 6 S's Point of Use Kitting Work Sequencing

  16. Challenges • Visionary Leadership • Middle-management (IPT) buy-in • Cultural Change • Supplier Partnerships (e.g. LM-Boeing) • Leaning out Suppliers Supply Chain Must be Lean from Top to Bottom

  17. One Challenge Ahead Alliant TechSystems Electrodynamics HamiltonSundstrand Honeywell Rosemount NWL Global Tooling Models & Tools M. C. Aerospace Interval Hughes Treitler Amphenol Bendix Kaman MPC Boeing Supplier Content as % of Contract Value BFG/Simmonds GD Armament 100 % 90 80 70 60 50 40 30 20 10 0 Dowty Decoto Primex Sanders Argo-Tech Crane/Lear Romec Schlosser Timet Castings Fenwal Safety Syst Litton Itek Wyman Gordon Aerojet Aircraft Eng Avica Chem-Tronics Circle Seal Eaton Hexcel Honeywell Kaiser LM Aero - Palmdale Litton BAE Systems Marvin Eng OEA Aerospace Pacific Scientific Parker Bertea Parker Hannifin Raytheon BF Goodrich (Rohr) Sierracin/Sylmar Sterer Superform USA Sweeney Eng Symetrics Telair Int’l Teledyne Vickers TRW Pratt & Whitney Boeing Defense 70% 61% GKN Westland Hamilton Sunstrand 60% Pratt & Whitney Boeing F-22 SPO LM Aero EDO Lucas Aerospace Curtiss Wright Hexcel, AlliedSignal Smiths Ind. Northrop Grumman Orbital Sciences Honeywell Motorola Brunswick, Walter KIDDE Howmet, Alliant TechSystems BAE Systems Menasco Raytheon Training Raytheon TI ICI Fiberite Vickers Harris Intellitec LMEM Pall Aero Trilectron LM Aero Ft. Worth LM Aero Marietta BAE Systems Avionics - UK Helmet Integrated Systems - UK Normalair Garrett-UK Kidde Graviner Ltd - UK GOAL: A LEAN, MEAN SUPPLIER BASE

  18. Lean Deployment 2000 Master Schedule 1999 2000 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Jan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Dec Oct Nov Hamilton Sundstrand BAE Systems(Santa Monica CA) X Aerospace Avionics GKN Westland(East Cowes, England) X X X <moa> BAE Systems(Rochester, England) X X X X X X Hawker de Havilland X TRW Raytheon(Plano/McKinney TX) Honeywell(Torrance CA) Flight Dynamics Northrop Grumman(Baltimore) Symbols Kaizen Event Drop-In Activity Engagement/ Baseline Jun Slipped Schedule w/ Original month Status Original Schedule Completed

  19. Lean Deployment 2000 Master Schedule 1999 2000 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Jan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Dec Oct Nov Cytec Fiberite(Anaheim CA) Harris(Melbourne FL) Sargent Fletcher Curtiss-Wright Alliant Techsystems Honeywell(Albuquerque NM) Aerostructures Aerotec Parker Hannifin(Irvine CA) Smiths Industries(Grand Rapids MI) Simmonds Precision Rosemount F-22 Symbols Kaizen Event Drop-In Activity Engagement/ Baseline Jun Slipped Schedule w/ Original month Status Original Schedule Completed

  20. Summary/Lessons Learned • Lean Implementation Continues to be Successful • $200+ M in Documented Savings to Date • Will yield $2-4B in Program Production Savings – or else! • Most Successful Applications/Events are IPT Created • Pushing Lean on IPT’s Hasn’t worked • Need IPT’s to PULL Exec Lean Team Involvement • “Need Leadership to Help Create Environment that Will Cause IPT’s to Have Ownership in Implementing Lean” • Suppliers must be Leaned Out Leadership Challenge: Lead Horse to Water…. Make Him Thirsty

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