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1、-波音-精益生产案例(外文)-第 10 页Boeing Everett埃弗雷特市位于太平洋沿岸，在西雅图北约40公里处，是波音公司最大的生产中心所在地。 Introduction Lean Efforts 777 Floor Grid Component Delivery Improvements 747 Line Side Supply and Simplified Ordering System Chemical Point of Use Stations 767 & 747 Wing Seal Moving Lines 747 Horizontal Stabilizer ProjectI
2、ntroduction Boeing is implementing Lean projects in various ways throughout its Everett Plant. The Company created an overall Lean Group to assist in the development and implementation of Lean initiatives throughout the plant. Programs invite the Group to participate in specific Lean projects if des
3、ired. The different airplane programs and organizations have also created their own Lean offices to focus specifically on Lean efforts精益成就 within the particular program. For example, the 777 program has developed its own office, Critical Process Reengineering (CPR), to look for opportunities within
4、the 777 line. 波音在埃弗雷特工厂实施“精益工程”，这家公司创建了一个“精益小组”去帮助工厂全程积极的发展和实施“精益生产”，并参与到具体的精益工程中去。不同飞机项目和组织也会创立自己的“精益办公室”对具体项目重点实施精益生产。例如，波音777项目已经建立了自己的精益办公室-关键流程再造（CPR），去挖掘波音777生产线的改善机会。Throughout the Everett plant, Lean initiatives have yielded measurable results. Larger efforts, like some of those described be
5、low, have resulted in substantial resource重要资源 productivity gains and savings. Smaller efforts have also produced significant benefits. For example, the development and implementation of an alodine 金属表面处理技术pen to be used prior to primer底漆；首涂油 touch up润色，修改, has reduced hazardous有危险的；冒险的 waste genera
6、tion by approximately 36, 55-gallon drums per year. As part of a small tool recycling and reconditioning 修复program, the 777 Wing Majors shop is recycling plastic spatulas 漆工铲刀used to apply sealant密封剂, reducing hazardous waste generation by approximately 90 percent (only the scraped sealant residue a
7、nd velcro pad are disposed of, not the spatula itself). 贯穿整个埃弗雷特工厂，积极主动的精益推广已经产生出重要的成果。大的成就：像接下来会描述到的，像在重要资源生产效率和节约上取得了好的成效。小的成就：也产生了巨大的效益，例如：金属表面处理笔的发展和实施优先于底漆润色的使用，这项技术的应用减少了大约36-55加仑的有毒有害废液每年的排放。作为小工具循环使用和修复项目的一部分，波音777机翼大部分车间正在循环使用废弃的漆工铲刀应用于密封剂，减少有毒有害废液大约90%（）Lean EffortsTo illustrate in greater
8、 detail the affect of Lean Manufacturing efforts at the Everett plant, five Lean projects were selected for closer examination. The initiatives selected and detailed below are the 777 Floor Grid Component Delivery Process, the 747 Line Side Supply and Simplified Ordering System, Chemical Point of Us
9、e Stations, 767 & 747 Wing Seal Moving Lines, and the 747 Horizontal Stabilizer project. These efforts are at various stages of implementation and the final effort, the 747 Horizontal Stabilizer Project has been put on hold due to technical and regulatory constraints. 为了详细说明埃弗雷特工厂精益生产的制造成就，遴选了5个精益工程
10、作介绍。767 & 747机翼密封线移动；5.波音747客机水平稳定器项目。这些成就是在精益生产实施的不同阶段，其中最后一项成就，波音747客机水平稳定器项目已经由于技术和监管约束而搁置。1. 777 Floor Grid Component Delivery ImprovementsBoeing, as part of its overall Lean efforts, created a Lean Office to support the Twin Aisle双过道 Program (747s, 767s, and 777s). The 777 Line also formed its
11、own group, CPR, to analyze current practices and identify potential Lean opportunities within the 777 program. In identifying potential opportunities, 777 operations were examined in total, providing a broader perspective of the overall program. In taking this more global approach, CPR identified as
12、 cost reduction opportunities the shipping processes used for seat tracks and floor beams座椅导轨和门梁. Boeing produces the parts in Wichita, Kansas and Tulsa, Oklahoma威奇托、堪萨斯、达拉斯、俄克拉荷马 and then ships them to the Everett plant in Washington State. 作为整个精益生产成就的一部分，波音创建了精益办公室去支持双过道项目（波音747，,767和777机型），波音777生
13、产线也组建了属于自己的团队CRP去分析现状，并识别波音777项目中的精益生产潜在机会。在识别潜在机会方面，波音777的运营得到了全面的检验，为整个项目提供了宽广的愿景。在全面推广精益生产技术手段的过程中，CRP在装运的过程中使用座椅导轨和门梁来减少成本，波音是在威奇托、堪萨斯、达拉斯和俄克拉荷马生产这部分成品的，并将其运送到位于华盛顿州的埃弗雷特工厂。CPR held a Link the Flow workshop to develop a Lean Vision for the shipping of 777 floor grid components. Workshop particip
14、ants focused on shortening the overall value chain and developed a vision of the ideal shipping process. The participants also developed an interim临时的，过度的 vision, which serves as a midpoint target in the process of continually improving the shipping system装运系统. CRP坚持车间“一个流”的思想来发展波音777机型地板网格组件生产的精益生产
15、愿景，车间参与者重心放在缩短整个价值链和发展装运过程的理想愿景，参与者也发展那些不断提升装运系统折中方案的过度愿景。Previously, Boeing delivered 777 seat tracks from Wichita and Tulsa to the Boeing Everett plant by truck. The parts were unloaded at Receiving and Inspection and then delivered to the factory for assembly. Boeing shipped 777 floor beams by tr
16、uck from Tulsa to Kansas City then loaded them onto a train for shipment to Seattle via rail. From Seattle, a truck transported the floor beams to Receiving and Inspection at the Everett plant. Eventually the parts were brought to the factory for production purposes. 先前，波音用卡车将777机型的座椅从威奇托、达拉斯运送到埃弗雷特
17、工厂的。这部分座椅在接受和检验是被卸载，然后运送到工厂进行装配。波音用卡车将777机型的门梁从达拉斯装运到堪萨斯城，然后装载到火车上，通过铁路运送到西雅图。从西雅图，一个卡车将门梁送到埃弗雷特工厂并检验，最后这部分门梁被送到各个工厂用于生产。The Workshop resulted in a new delivery method for 777 floor grid components. Trucks now transport seat tracks from Wichita to Tulsa, pick up the floor beams then, carrying comple
18、te ship sets, travel directly to Everett and deliver the parts directly to the factory for use. Receiving and inspection processes are conducted at the plant. The redesigned shipping process allows a single truck to deliver a shipset of floor grid components directly to their point of use. 这个车间为777机
19、型地板网格组件开发了一个新的运输方法，现在改为卡车将座椅从威奇托运输到达拉斯，As a result of the new shipping process, Boeing has realized the following resource productivity gains: Multiple transfers, rail travel, and truck travel to the rail heads have been completely eliminate淘汰d. Trucks no longer run empty from Kansas City to Tulsa b
20、ecause shipping by rail has been removed from the process. Eight days of travel and three days of receiving and inspection have been eliminated. C Approximately $7,900 has been saved per shipset or $396,000 in annual transportation costs. Floor grid inventory has been reduced by 25 percent. Componen
21、ts are now shipped directly to the factory when they are needed, reducing the number of overall ship sets required in the delivery pipeline. Each ship set uses 50 percent less transportation (and associated energy and maintenance). Previously, Boeing trucked half of one airplanes worth of floor grid
22、s to Everett and trucked and then shipped by train the other half to Seattle; Boeing now ships one airplanes worth of floor grids in one truck from suppliers in Tulsa and Wichita directly to the Boeing factory in Everett. Overall handling of materials has been reduced, yielding a reduction in forkli
23、ft叉车 use. Decreased forklift operation represents savings associated with fuel, maintenance, and driver time. Also, in response to Boeings new shipping process, the floor grid component suppliers have adjusted their manufacturing schedules so that they do not produce and accumulate 堆积，积累excess inven
24、tory at their production sites. 2. 747 Line Side Supply and Simplified Ordering System The Wing Responsibility Center, using a specially-chartered team working with the Parts Control Organization, (the organization responsible for material handling and inventory control across the Boeing Commercial
25、Airplane Group), developed the 747 Line Side Supply and Simplified Ordering System. This 747 Lean project focuses on improving the inventory and supply chain systems for fiberglass玻璃纤维 panels comprising 包括，由.组成wing trailing edge areas. Under the previous inventory and supply system, a supplier in Ke
26、nt delivered bulk shipments of panels to the Everett plant. Boeing temporarily stored the panels in a factory parts control area before delivering them to the factory floor for installation. The fiberglass panels are fragile, requiring each to have cardboard wrapping, with approximately 60 percent h
27、aving plastic bubble wrap气泡包装 inside the cardboard. Boeing discarded the cardboard when unwrapping the panels in the factory parts control area and the bubble wrap when a mechanic installed the panel on an airplane.To provide better inventory control and decrease damage, the Wing Responsibility Cent
28、er is implementing a kanban cart system. This system is built around constructing and introducing custom carts which the vendor小贩，供应商 in Kent will use to transport the panels directly to the 747 Wing Majors area point of installation. To control the amount of inventory shipped, one set of carts is c
29、apable of holding only one ship set of panels. The Wing Responsibility Centers return of an empty cart signals the vendor that Boeing requires another ship set.The transportation carts手推车 are also designed to reduce packaging waste. Carts have restraining straps受约束的皮带 and are segregated into padded
30、compartments so that individual fiberglass panels require no packaging. Carts are also more ergonomically人体工程学 correct to reduce worker injury. When fully implemented, Boeing anticipates the following resource productivity gains. Fiberglass panel inventory will be reduced from 14 ship sets to 4. C R
31、ework due to handling damage will be virtually eliminated. (Previously shipping and storing handling damage required fiberglass rework of a significant number of the 140 panels in a ship set.) Approximately 350 cubic feet of cardboard and bubble wrap packaging will be eliminated per wing ship set. P
32、arts and mechanics travel will be reduced because parts will be shipped directly to the point of use in the wing assembly area. 3. Chemical Point of Use Stations Boeings Safety, Health, and Environmental Affairs organization (SHEA) developed the Point of Use system for chemical materials. Generally,
33、 point of use efforts enable the storage of materials where the production process utilizes them. Boeings key objectives for point of use chemical stations are reductions in mechanic机修工 travel and better control of the supply, use, and distribution of hazardous materials. Ultimately, reduced mechani
34、c travel time was the primary financial driver for this change. Currently Everett has over 120 point of use stations. Prior to implementing the point of use stations, several chemical disbursement支付，支出 centers, known as chemical cribs, distributed the paints, sealants, solvents, and other chemical m
35、aterials required for airplane assembly. Mechanics were required to pick up new materials from, and return unused and waste materials to, cribs. This entailed frequent travel over substantial distances. The new stations are self-help areas that allow mechanics to pick up materials and return waste a
36、t the point of use. A Hazardous Material worker visits the point of use stations at least twice a shift to check supplies, pick up waste, and resupply material for the specific applications occurring within the station area. Boeing controls the amount of chemical inventory and waste on the floor by
37、using minimum/maximum quantities, right-sizing containers, (holding only the necessary amount of material required for a specific application), and limiting each stations quantity of containers. Boeing tracks the point of use station materials by bar code to determine what types and quantities each
38、factory location uses. Boeing uses the tracking to prepare a 30 day reduction report. The report analyzes the amount and type of chemicals used and helps to determine how much inventory to carry where in the system. If a particular location does not use a specific product regularly, Boeing lowers th
39、e products maximum amount at the station. Boeing expects to track dry goods for chemical applications in the future to assist in overall waste reduction. Each point of use station also utilizes small, (less than 55 gallons) segregated cans for waste materials. Shops segregate their own waste, and Bo
40、eing color codes chemical products and the waste stream to reduce the possibility of mistakes. Each also has a reuse section. If material is leftover after an application, mechanics can place the excess material back at the station for future use.Implementation of the Point of Use Stations has yield
41、ed the following resource productivity gains: Chemical use per airplane has been reduced by approximately 11.6 percent The amount of chemicals on the shop floor has been reduced by 23 percent Overall material waste has been reduced due to the use of right-sized containers and easier mechanic access
42、to materials; and C mechanic travel has been reduced by 56 percent, representing an average of 567 fewer trips and 95 hours of less travel per day. 4. 767 & 747 Wing Seal Moving Lines The Everett Wing Responsibility Center has been engaged in efforts to establish several moving production lines. As
43、part of that effort, the Center examined the 767 and 747 wing sealing processes. Operations within those processes include exterior sealing, in-tank sealing, pressure testing, and painting applications. The Center conducts these large scale chemical processes in a separate, dedicated factory buildin
44、g with full environmental controls, including specialized air cleaning and water collection systems. Crane吊车s lift the large wing assemblies to the building from various areas in the factory where assembly takes place. Previous operations had each 767 and 747 wing craned into one of 12 different pos
45、itions in the building for internal and external sealing and pressure testing. Subsequently, cranes moved each wing to three additional positions, each corresponding to separate processes: spar (edge) painting, large surface painting in vertical paint booths, and a final job pickup position. As many
46、 as three sets of 767 and 747 wings could be in work at any given time. Chemicals were spread among all 12 positions, and varied depending upon the work being done in each position. As part its Lean efforts, the Wing Responsibility Center has reconfigured these sealing operations into two moving lin
47、es, for 767 and 747 wings. This process results in no more than four wings receiving work at a time: one 767 and 747 wing on the moving lines, and one of each in the vertical paint booth. The moving lines, established in April 2000, have four or five workstations, depending on airplane model, on eac
48、h side of the wing. At these fixed workstations, mechanics perform exterior sealing and corrosion sealing as the wings move slowly by on two drive units. Each workstation is height-adjustable to improve ergonomics and has a point of use chemical station containing the materials required for each pro
49、cessing step. Waste is deposited and collected at the point of use stations. The Wing Responsibility Center has short-term plans to add in-tank 罐内sealing, exterior masking, and painting to the line activities. Long-range plans include the possibility of adding leak testing, plumbing水管装置 installation,