1. F22 Raptor Lean Manufacturing

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

3. 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

4. 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.

5. 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

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 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 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

11. 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

12. Bore Fixture Process Improvements

13. Bore Fixture Reduction in Cycle Time

14. 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.
226
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

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. 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

17. 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

18. 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

19. 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

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