Lean Manufacturing

Topics: Lean manufacturing, Process management, Toyota Production System Pages: 24 (7304 words) Published: September 25, 2014


Thusitha Rodrigo

Faculty of Graduate Studies
University of Colombo
Date: 21st May 2014

Table of Contents

List of symbols, acronyms, and abbreviations
AERMSAeronauticalEngineering Resource Management Service
AFHQAir Force Head Quarters
AMUAircraft Maintenance Unit
ASD Aircraft Support Division
ATAF All Tools Accounted For
AWP Awaiting Parts
BCM Beyond Capability of Maintenance
CDI Certified Duty Inspector
CO Commanding Officer
FIFO First-In-First-Out
FOD Foreign Object Damage (engine damage from foreign materials) FRC Fleet Readiness Center
FSSForward Supply Stores
IMA Intermediate Maintenance Activities
JIT Just-in-Time
LSS Lean Six-Sigma
MATCON Material Control
MC Mission Capable
MDT Mean Down Time
MDU Material Delivery Unit
MEI Major Engine Inspection
MTBF Mean Time Between Failure
NMC Non-Mission-Capable
NRFI Not Ready for Issue
OIC Officer-in-Charge
PC Production Control
QAR Quality Assurance Representative
QECK Quick Engine Change Kit
RFI Ready for Issue
RFT Ready for Test
ROI Return on Investment
SE Support Equipment
SLAFSri Lanka Air Force
SPT Shortest Processing Time
TPS Toyota Production System
TQM Total Quality Management
TOC Theory of Constraints
VSMValue Stream Mapping
WIPWork In Progress (Engines)

Chapter 1-Introduction
Process improvement of Jet engine repair work shop at the Aircraft Maintenance Unit (AMU) of No 12 Fighter Squadron 1.2Introduction
This study focuses on the Fighter Jet engine repair process at the Aircraft Maintenance Unit (AMU) of No 12 Fighter Squadron, Air Force Base Katunayake. The aim of this project is to identify the current non value added processes of the jet engine repair process and to conduct a qualitative analysis as to how the AMU could incorporate a productive methodology and to examine the effects of its application in relation to repair cycle time reduction and overall aircraft readiness level enhancement. 1.2Background

For many years, Sri Lanka Air Force measured overall performance and mission success according to aircraft operational availability or readiness rate. As guidance, the Air Force Head Quarters (AFHQ) periodically publishes a set of standards for all Flying formations to maintain where the individual Commanding Officers (Cos’) aim not only to surpass this standard, but to achieve perfection. Though COs' are successful in attaining Mission Capable (MC) rates above the AFHQ’s set readiness standard, many overlook the actual cost of achieving such rates. With a mindset of reporting the highest operational availability rate, COs’ and maintenance engineers instinctively compete for replacement parts, personnel, and higher repair capability according to the level of maintenance their units are allowed to accomplish. Because of the same, redundant or non-value-added procedures and management practices have been culturally ingrained among maintenance crew, which unnoticeably contribute to fluctuations in the levels of production and readiness. On the other hand, decades of “in house” competition has resulted in an accumulation of excessive spare parts, unnecessary personnel utilizations, and redundant repair procedures. 1.3Statement of problem

There are two ways of achieving a high level of operational availability. The first is to exceed the required level of spares needed and the other is to improve Mean Time Between Failures (MTBF), decrease Maintenance Down Time (MDT), and reduce total cycle time. As a result there is a rooted practice of stocking excess spare parts in an effort to reduce equipment down time by eliminating lead time for replacement parts and achieving a small percentage increase in readiness. Because of this perceived value created from having available parts on site, a huge quantity of...

Bibliography: Boca Raton: FL: St. Lucie Press, 1998.
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