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Show 0 I liHllf1 IuiK- - Brake repair line uses 'LEAN' fundamentals, develops model concept by Maj. tation team, and the steering team. Hie implementation team assessed the ranjie of brake woikload acioss 14 weapon systems to determine the scope of repair requirements, induc-lion- Duane Mills Mhnterunce Directorate Innovation and ttaiNoi inatmii 1 i 1 aircraft landing jfear component w hee!-.- . hrakes, power systems, hydraulics, ,n m. uncut. Iih'Is and other impoi tant systems Seeking opportunities to iiu rease el liciency and el lectiveness, the division contracted a con Millant. Mainstream Management in August J1 XL', to leach the lund.iinentalsol "Iran." Much lias heen written about lean, but it is simply a ollection ol techni(iies applied vigorously () educe wasted resources. he aircralt brake epair line, a business area pi oducinn '()() brakes and components annually, was targeted lor in work by 2: percent, How days by oO and to reduce the hourly expense rates. 1'y the end ol September, two teams were trained on lean fundamentals: the implemen dl 70-da- I i I i on-han- s, disassemblies, condemnations and assemblies. Next, they charted movements of each type ol conixinent throughout the landing Rear facility and categorized the parts into families. Then, the tepair process was segmented into three parts and data collected. Ainainidy, 2f technicians must physically travel l,.r)H(l miles within the facility to produce the brakes, and more than (() percent of all steps in the brake repair process involve waiting until an ideal number of components accumulated before the next process was started. Alter the implementation team calculated a minimum of 21 assemblies per production day, they turned to solving a crucial question: How flow time? to reduce an average By November, the first segment of analysis became disassembly, cleaning and inspection the team's focus for improvement. Within this Block 50 brake torque area, for example, the tube travels 3,007 feet to complete its process. Waiting between process steps averages 32 days. Hie team created a repair cell layout with all initiatives throughout tin An Tout Mati'iifl C ominaml li.ivv sparked initioveinents at all lev Is, and the C oininotlilies Iiivision at Hill An orce I'.ase, I 'tali, is nurturing a pai In nlai ly oinisinj; irojecl. Three production hi ;nu lies ( oin prise the hulk ot the 100 person division Its mission encompasses repair and ovvr haul y 6 needed equipment for this first segment. Costs were limited to repairs of some equipment and to those associated with equipment movement. The steering team contributed by having resources ready to execute the implementation team's requirements. The new cell, compact, efficient and conducive to "single-piece- " flow, the opposite of batch processing, is expected to yield impressive results, and it did not interfere with current production output. Technicians, with a normal daily workload began completing their tasks in 6 hours, and the same Block 50 brake torque tube now travels 112 feet in less than one day. Today, the two teams continue working deeper into processes, learning more about lean. The new cell, already a model concept, will continue to evolve as the implementation team shifts its focus to the remaining two segments of the brake repair line. When complete, efficiencies are expected to yield an annual savings of $5(X),(X)0 by fiscal year 2(X)5. Aside from the predicted increases in proF-1- Snowboards duction efficiency, the benefits of lean are expected s $129 Starting it r i ! IEjZjtax HALF PRICE! 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