F22 Raptor Lean Manufacturing

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Presentation transcript:

F22 Raptor Lean Manufacturing

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

F-22 Can Be More Affordable Through Lean 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

F-22 Team Responsibilities Lockheed Aeronautical Systems Boeing Lockheed Fort Worth Aft Fuselage Engine Integration Wings Radar Mission Software Training System Mid Fuselage Electronic Warfare Communication/Nav/ Identification Vehicle Management System Support System Forward Fuselage Edges Horizontal Stabilators Vertical Stabilizers Mate & Final Assembly Weapon System Integration Common Integrated Processor This chart shows how the Prime contractor Lockheed Martin Aeronautical Systems in Marietta, GA is in a teaming arrangement with Ft Worth and Boeing Seattle. The Engines are a separate contract and treated almost as another SPO.

Boeing Lean Engine Bay Doors AIW 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 9/97 3/98 6/99 3/00 Cost History Goal: • 34% reduction in cycle time (56 vs. 37 days) 43% reduction in manufacturing cost 28% reduction in floor space 25% reduction in staffing Point of use tooling implemented Future events planned Results: Before Event After 33% Cost Reduction! Cum Cost $ Units

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

Mid Fuselage Bore Fixture

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

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

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

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

Bore Fixture Process Improvements

Bore Fixture Reduction in Cycle Time

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

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

Supply Chain Must be Lean 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

GOAL: A LEAN, MEAN SUPPLIER BASE One Challenge Ahead Alliant TechSystems Electrodynamics HamiltonSundstrand Honeywell Rosemount NWL Global Tooling Models & Tools M. C. Aerospace Interval Hughes Treitler Amphenol Bendix Boeing Kaman MPC Supplier Content as % of Contract Value 100 % 90 80 70 60 50 40 30 20 10 BFG/Simmonds GD Armament Dowty Decoto Primex Sanders Schlosser Timet Castings Argo-Tech Crane/Lear Romec 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 70% Boeing Defense 60% 61% GKN Westland Hamilton Sunstrand Pratt & Whitney Boeing LM Aero F-22 SPO EDO Lucas Aerospace Curtiss Wright Hexcel, AlliedSignal Smiths Ind. Northrop Grumman Orbital Sciences This chart represents the team members we have all across the country. Our main partners are represented by the dark green states and the suppliers are listed around the outside. Suppliers make up approximately 60 to 70% of the dollars spend on the F-22 as can be seen from the center chart. 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

Lean Deployment 2000 Master Schedule 1999 2000 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 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 Hawker de Havilland X X X X TRW Raytheon (Plano/McKinney TX) Honeywell (Torrance CA) Flight Dynamics Northrop Grumman (Baltimore) Symbols Baseline Engagement/ Kaizen Event Drop-In Activity Jun Status Original Schedule Completed Slipped Schedule w/ Original month

Lean Deployment 2000 Master Schedule 1999 2000 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 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 Baseline Engagement/ Kaizen Event Drop-In Activity Jun Status Original Schedule Completed Slipped Schedule w/ Original month

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