Process optimisation prepares GE Aviation for the future
GE Aviation in Newmarket is a tier 3 supplier of integrated hybrid circuits and cockpit display units. 90% of its business is in aerospace and defence, of which 60 percent is for inter-company use. GE requested MAS assistance to plan the relocation of the Hybrid production area from where it currently resides in several disconnected areas into a single dedicated area.
Key Achievements
- Reduced distance product travelled during manufacturing process by 65 percent
- Consolidated and reduced production area by 30 percent
- Improved product flow
- Improved communication
The project objective was defined as:
'To consolidate the Hybrid manufacture into a class 10,000 clean room complex by implementing a LEAN/Visual management culture and process flow.'
First step of the project consisted of overview presentations on LEAN manufacturing, 5S Workplace organisation and Value Stream Mapping to employees involved in the activity. This also included carrying out a Waste Walk of the current production area. The observations identified in this walk would later be used to validate any process improvements.
The next stage was to run seven functional workshops that utilised LEAN learning as each team plotted their current state process, identified potential opportunities for improvement and any nonvalue adding activities that could be either reduced or eliminated.
The final stage was focussed on developing a future state map which took into consideration all the functional inputs, the inefficiencies of the current state and the findings of the Waste walk.
During the number of iterations required to get to an agreed future state layout it was very encouraging to see how the team took on board the lean philosophy and worked together to make the improvements themselves and to hear proposals and ideas being discussed around their 'value add' or 'eliminating waste'.
The resultant outcome of the eight day exercise is that the new production process will have reduced material travel by 65 percent, reduced the working area required by 30 percent, provided the company with a production process that is flexible to attract new business and a workforce that is engaged and competent in continuous improvement processes.
