1、Comment l1: 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。Comment l2: 精益成就Comment l3: 重要资源Comment l4: 金属表面处理技术Comment l5: 底漆；首涂油Comment l6: 润色，修改Comment l7: 有危险的；冒险的Comment l8: 修复Comment l9: 漆工铲刀Comment l10: 密封剂Boeing Everett Introduction Lean Efforts 777 Floor Grid Component Delivery Improvements 747 L
2、ine Side Supply and Simplified Ordering System Chemical Point of Use Stations 767 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 fo
3、rklift 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 excess inventor
4、y at their production sites. 2. 747 Line Side Supply and Simplified Ordering System Comment l19: 玻璃纤维Comment l20: 包括，由 组成Comment 微微微微21: 气泡包装Comment 微微微微22: 小贩，供应商Comment 微微微微23: 手推车Comment 微微微微24: 受约束的皮带Comment 微微微微25: 人体工程学Comment 微微微微26: 机修工The Wing Responsibility Center, using a specially-charte
5、red team working with the Parts Control Organization, (the organization responsible for material handling and inventory control across the Boeing Commercial Airplane Group), developed the 747 Line Side Supply and Simplified Ordering System. This 747 Lean project focuses on improving the inventory an
6、d supply chain systems for fiberglass panels comprising wing trailing edge areas. Under the previous inventory and supply system, a supplier in Kent delivered bulk shipments of panels to the Everett plant. Boeing temporarily stored the panels in a factory parts control area before delivering them to
7、 the factory floor for installation. The fiberglass panels are fragile, requiring each to have cardboard wrapping, with approximately 60 percent having plastic bubble wrap inside the cardboard. Boeing discarded the cardboard when unwrapping the panels in the factory parts control area and the bubble
8、 wrap when a mechanic installed the panel on an airplane.To provide better inventory control and decrease damage, the Wing Responsibility Center is implementing a “kanban“ cart system. This system is built around constructing and introducing custom carts which the vendor in Kent will use to transpor
9、t the panels directly to the 747 Wing Majors area point of installation. To control the amount of inventory shipped, one set of carts is capable 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.Th
10、e transportation carts are also designed to reduce packaging waste. Carts have restraining straps and are segregated into padded compartments so that individual fiberglass panels require no packaging. Carts are also more ergonomically correct to reduce worker injury. When fully implemented, Boeing a
11、nticipates the following resource productivity gains. Fiberglass panel inventory will be reduced from 14 ship sets to 4. C Rework 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
12、 in a ship set.) Approximately 350 cubic feet of cardboard and bubble wrap packaging will be eliminated per wing ship set. Parts 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
13、, Health, and Environmental Affairs organization (SHEA) developed the Point of Use system for chemical materials. Generally, 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 me
14、chanic travel and better control of Comment 微微微微27: 支付，支出the supply, use, and distribution of hazardous materials. Ultimately, reduced mechanic 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 s
15、tations, several chemical disbursement centers, known as chemical cribs, distributed the paints, sealants, solvents, and other chemical materials required for airplane assembly. Mechanics were required to pick up new materials from, and return unused and waste materials to, cribs. This entailed freq
16、uent travel over substantial distances. The new stations are self-help areas that allow mechanics to pick up materials and return waste at 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
17、 the specific applications occurring within the station area. Boeing controls the amount of chemical inventory and waste on the floor by using minimum/maximum quantities, right-sizing containers, (holding only the necessary amount of material required for a specific application), and limiting each s
18、tations quantity of containers. Boeing tracks the point of use station materials by bar code to determine what types and quantities each 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 determ
19、ine how much inventory to carry where in the system. If a particular location does not use a specific product regularly, Boeing lowers the 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 poin
20、t of use station also utilizes small, (less than 55 gallons) segregated cans for waste materials. Shops segregate their own waste, and Boeing 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 appl
21、ication, mechanics can place the excess material back at the station for future use.Implementation of the Point of Use Stations has yielded 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 ha
22、s been reduced by 23 percent Overall material waste has been reduced due to the use of right-sized containers and easier mechanic access 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 aligning
23、 the moving lines to utilize existing ventilation systems and environmental controls. Technical constraints have also influenced the development of the moving lines. Specifically, the cure time of sealants and paints dictate the flow time of the moving line. The flow cannot be too rapid because pain
24、ts and sealants require specific curing times. In an effort to address this issue, the Wing Responsibility Center is currently exploring the existence of new technologies such as faster curing sealant and accelerated paint curing. 5. 747 Horizontal Stabilizer Project The Everett Wing Responsibility
25、Center also has examined the possibility of establishing a moving line for the 747 Horizontal Stabilizer. Like the Wing Seal process, the Horizontal Stabilizer production consists of both chemical and assembly processes. Unlike the Wing Seal line, however, the WRC had interest in locating the entire
26、 horizontal stabilizer process line on the main factory floor. The WRC currently joins the 747 horizontal stabilizer in the main factory, then transfers it to an environmentally controlled building, roughly mile away, for sealing, painting, and seal testing. As a fuel cell, the 747 horizontal stabil
27、izer must receive a seal test. The current test entails filling the cell with ammonia to detect any leaks. Additional seal work and paint applications are also conducted in this facility. The WRC then moves the horizontal stabilizer back to the main factory for anti-corrosion applications and final
28、assembly. (The anticorrosive application is conducted within temporary confinement walls with a ventilator.) The Wing Responsibility Center has envisioned using small booths or other technologies to replace large scale chemical and painting processes and integrating these processes into a continuous
29、 manufacturing cell-based production flow, thus eliminating multiple Comment l34: 腐蚀抑制剂化合物crane-dependent stabilizer moves in and out of specialized facilities. This would create a one-piece, pull-production system capable of all stabilizer process steps: assembly, sealing, painting, leak testing, a
30、nd paint and corrosive inhibitor compound (CIC) applications. WRC would depend on smaller, right-sized, moveable equipment to support this redesigned process. The Wing Responsibility Center anticipates the following resource productivity gains from implementation of the 747 horizontal stabilizer mov
31、ing line A reduction from 16 to 4 flow days. Elimination of 23 overhead crane moves, reducing the total number from 31 to 8. Space requirements reduced from 29,600 to 14,800 square feet. Significant energy savings due to the reduction in crane moves and space required for production. An approximate
32、10-20 percent reduction in paint overspray and solvents required for component applications due to the use of small, in-line chemical operations. Regulatory and technological constraints (and the time required to develop possible solutions) has caused WRC to place the entire 747 Horizontal Stabilize
33、r project on hold. WRC directed manufacturing, engineering, and technical resources toward overcoming some of these obstacles, however the work was expensive and time consuming. Approaches explored to overcome some of these constraints included changing the technology associated with certain process
34、es, eliminating the processes, or substituting another, less hazardous process. In particular, the seal test and painting applications have presented significant obstacles. WRC currently conducts the seal test (which uses ammonia, a compound strictly regulated by OSHA, fire code, and environmental r
35、egulatory requirements) under only highly constrained conditions. These strict requirements dictate the limited conditions under which the seal test can occur. In response, Boeing is exploring alternative substances (such as helium) and methods for conducting the seal test. If helium proves viable,
36、WRC would completely eliminate ammonia from the process. Spray painting/coating operations also presented various obstacles. To move painting processes onto the main factory floor, the Wing Responsibility Center began developing self-contained, moveable, right-sized painting units. The Center examin
37、ed smaller units because it viewed the costs of moving “as is“ painting operations onto the floor as too great. As WRC explored various technological approaches to small scale, in-line mobile equipment, the number and variety of requirements associated with moving the spray painting/coating operatio
38、ns onto the factory floor became apparent. Requirements included those associated with the Building and Fire Code, OSHA, and the Clean Air Act. Although no single requirement or regulation proved to be an impediment that could not be overcome, the combination of requirements was overwhelming in ligh
39、t of the time and resources WRC could make available to the project. WRC also perceived significant uncertainty as to whether any self-contained, moveable, right-sized painting unit could receive a permit under the Clean Air Act. Because of the cost, time, and uncertainty associated with the identified regulatory requirements, WRC discontinued further technological development efforts and placed Horizontal Stabilizer moving line development entirely on hold.
