Published January
2001
Boeing
program cuts
waste,
boosts profits
By
Bryan Corliss
Herald Economy
Writer
They were just bolts,
but it was just nuts, said Larry Voigtsberger.
When Boeing started
building 777s, the plans called for bolting different-sized rivets into
different places along the floor of the cargo bay, the machinist said.
The various rivets were bolted into nut plates, which held sections of
the floor to the frame.
That meant keeping
containers of all the different fasteners lying around, and people always
were getting the long ones in the short holes, or making some simple mistake
like that, Voigtsberger said. And that meant going back later — after
even more assembly had been done — to rip the whole thing out and do it
right.
It wasted time —
and time is money.
But then Boeing embarked
on its “lean” manufacturing initiative. Engineers started talking with
mechanics about the bolts, which resulted in a decision to standardize
the rivets. They got rid of most of the nut plates and started running
the rivets directly into the frames.
Bingo.
“It saves a lot of
time doing it that way,” said Bruce Adsit, who’s No. 2 on Voigtsberger’s
crew.
“There’s less opportunity
for mistake,” Voigtsberger said.
Faster assembly with
fewer mistakes — this is the essence of the revolution going on at Boeing,
said Tim Copes, Director of Operations for Boeing’s 777 program.
“I can think of
lots of examples of tweaks,” he said, “but relatively few where we’ve
had to redesign an airplane.”
Boeing calls it Lean
Enterprise. It has little to do with bulging waistlines, but quite a bit
to do with the company’s fatter profit margins.
Boeing avionics may
be 21st century, but assembly procedures have changed little since Rosie
the Riveter banged together B-17s in the blacked-out factories of World
War II, Copes said. For decades, the company worried about product performance,
not production performance.
That began to change
in 1993, when Boeing adopted Lean Enterprise.
The idea, Copes and
his assistants say, is to look at each step of the manufacturing process
for ways to eliminate waste. The thinking is based on the concept that
paying to have parts sit idle is as wasteful as paying to have workers
sit around doing nothing.
The 777 project was
the first to adopt the process, a move that cut production time for an
aircraft from 77 days to 38, Copes said.
To do this, groups
of engineers and machinists met to discuss how things work on the assembly
line, both in terms of tooling and procedures.
In some cases, it
meant major moves. An example: ladder assembly.
The ladders actually
are racks attached to the top of a passenger plane’s interior. Overhead
storage bins and various electrical systems are attached to them.
Boeing used to manufacture
them at Harbour Pointe, then truck them to Everett. There were all kinds
of snags in the system, Copes said. Assembled ladders would sit for a
day or so waiting to be shipped, while at the factory others needed to
be unloaded and moved over to the assembly line.
Construction itself
wasn’t easy, said Michael Long, a subassembler. Once they’d get a ladder
in place at a workstation, it would take a team working with lasers all
weekend to make sure it was on straight, he said.
And when, inevitably,
there were problems getting the ladders installed, someone would have
to jump in a truck at Harbour Pointe and drive to the Everett factory
to figure out what was wrong, Long said.
The solution: build
them next to the assembly line in Everett. Boeing made the move in July.
There are some obvious
benefits to the move, said Eddie Santos, one of the leads on the assembly
crew.
But making the move
also meant rethinking the whole manufacturing process, he said.
New tools were designed
to hold the ladders in place so mechanics working on the assembly could
do it at workbench level, instead of over their heads inside the plane.
The new process is more ergonomically correct.
The new tooling simplified
processes, so instead of taking a whole weekend to ensure the pieces were
on straight, now it takes only one shift.
The new procedures
also allow the work to be done in a smaller space than was required doing
it the old way at Harbour Pointe, Santos said.
That’s a key factorywide,
Copes said. Consolidating operations means there’s extra space to do new
things.
One of those things
will be the new 747X series of planes, said Alan Mulally, President of
the Boeing Commercial Airplanes Group.
The company recently
committed to building the first of this new generation of jumbo jets,
the Longer Range 747-400 (formerly called the 747-400X) for Qantas, which
ordered six of the planes.
The results of Lean
Enterprise have shown up on Wall Street as well, where Boeing stock is
trading at record high levels.
And Chief Executive
Officer Phil Condit said during a conference call with analysts recently
that the time spent assembling a 737 had been cut from more than 30,000
man-hours to less than 10,000.
Those kinds of efficiency
improvements have reduced Boeing’s production costs, meaning it has made
more money this year, even while selling fewer planes than it did last
year.
However, the transition
hasn’t been painless. When engineers and machinists first started meeting
to discuss problems and solutions, engineers were quick to point out flawed
mechanics’ procedures, but slow to accept there were things they were
doing wrong -- and vice versa, Copes said.
“We’ve got a lot
of pride, too,” Long said. “We wanted to do it our way.” And “whenever
you accelerate, you’ve got to step up the pace,” Voigtsberger said.
But in most cases,
the changes have been evolutionary, not revolutionary, Copes said.
Besides, some of
the changes were no-brainers, like the bolts on the cargo floor, Voigtsberger
said. “The hardest part was making sure everyone got the word.”
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