N.S. Ramkhelawan
Lean tooling
Masters thesis,
Report 2006.PEL.7108, Transport Engineering and Logistics.
This thesis gives an outline of the study of implementing Lean Manufacturing
at the Tooling department at Stork Fokker AESP Papendrecht. Fokkers customers
demand more flexibility, faster deliveries and lower prices. To be able to
compete with competitors Fokker decided to implement the principles of Lean
Manufacturing. Lean Manufacturing focuses on reducing lead time and
eliminating waste and starts with creating value for the customer. The Tooling
department at Fokker has a supportive function towards Production and takes
care of the maintenance, repair en outsourcing of tooling. Lean Manufacturing
has to be implemented at the Tooling department so that support can be given
with short lead time at low costs and high quality.
The method which is used to execute the research is called the
"Bikker's analysis" [Bikker (1993)]. This method consists of an analysis
of the goals and policies and an examination of the organization of the
processes. Regarding the analysis of the goals and policies of the future
situation the first three principles of Lean Manufacturing are applied. The
first principle, specify value for the customer, is applied by specifying
the demands of Production. These demands relate to need for feedback of the
completion date of orders, a clearer transparency of the department. More
communication in the design phase of tooling and a faster lead time for the
outsourcing phase of tooling where good quality and reliable deliveries are
required.
The second principle of Lean, identify the value stream and eliminate waste,
is executed by means of value stream mapping.
The third principle of Lean, let value flow, focuses on making
value-creating steps flow without interruption.
After analyzing the goals and policies the examination of the organization
of processes was executed. Hereby an analysis was made of the input,
transformation and output regarding the processes of the Tooling department.
Resulting from this analysis and the Lean-principles is diverted that there
are problems with the input coming from Production. The transparency of the
Tooling department is not clear. There is a lack of a capacity planning and
priority classification, bad intern communication within the processes of
the Tooling department and extern with the Purchase department and
Production.
By means of the problems in the current situation solutions are developed
within the framework of the Lean principles and these will now be described
in short.
For feedback of the completion date of orders a feedback regulation is drawn
up which has the purpose to inform Production when orders will be completed
at a later date than was planned. A feedback regulation is also drawn up for
the selection of suppliers and for measuring the performance of the
supplier. This is a solution to reduce the bad quality of outsourced tooling
which is caused by the supplier. A solution for reducing bad quality caused
by poorly written specifications by Fokker is to organize consultation
meetings which are attended by people from the Tooling Department, the
Purchase department, Production and the Supplier.
The external transparency of department Tooling can be improved by describing
for which tasks the input documents are used and which processes are
responsible for carrying these out. The internal transparency, particularly
with respect to outsourcing, is improved by documenting which processes are
responsible for the tasks to that have to be carried out regarding the
outsourcing of tooling. The tasks and the responsible processes are placed in a
matrix. The value stream mapping session shows the waste in the processes which
must be eliminated. The process "Ontvangst" where outsourced tooling
comes in takes place not only at Expedition, but also at "Inspection".
The process where the tooling is received at Expedition is a waste and must
therefore be removed from the toolingprocess. Another process that can be
removed is "Inspection" which takes place after the tooling has been
installed.
For this the "Mallenbouwers" (who install the tooling) must follow a quality
training, so that they are qualified to inspect the installed tooling
themselves.
By implementing the above mentioned solutions, the principles of Lean
Manufacturing can be introduced at the Tooling department.
Reports on Production Engineering and Logistics (in Dutch)
Modified: 2006.12.11;
logistics@3mE.tudelft.nl
, TU Delft
/ 3mE
/ TT
/ LT.