An analysis of engine assembly and component production behavior
Author(s)Blake, Thomas B. (Thomas Brock), 1969-
Leaders for Manufacturing Program.
Nelson Repenning and David E. Hardt.
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This study analyses the information and material flow through a component manufacturing and turbine engine assembly system. The intent of this work was to understand the inefficiencies associated with the current system, and to propose solutions which would prove valuable to the entire value chain, not only to one manufacturing site. This work was accomplished by identifying a significant problem in the system, developing a model to replicate historical behavior, then developing solutions to improve material and information flow. The shipment rate of engines from the assembly facility was found to follow a "hockey stick" pattern throughout each production quarter (a three-month cycle), meaning that shipments increased exponentially toward the end of each quarter. Shipments were traced back through the component manufacturing facilities, and the exponential increase of component shipments was shown to follow that of assembly shipments. Interviews were primarily used to establish critical variables in the system, and a system dynamics modeling technique was used to generate a model that mirrored historical shipment data. The model was then manipulated to test the sensitivity of specific production variables, and suggestions were made to improve material and information flow. Finally, a component kit plan was developed that added value to the assembly facility by delivering gear products by order number rather than as separate components. Also, the component production facilities benefit by shortening the existing information feedback loop between component manufacturing and assembly and allowing more level production with less variability amplification from the bullwhip effect. Demand Flow Technology is introduced as a means to then affect the entire supply chain, including supporting functions not directly related to manufacturing.
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 1999.Includes bibliographical references (p. 79).
DepartmentLeaders for Manufacturing Program at MIT; Massachusetts Institute of Technology. Department of Mechanical Engineering; Sloan School of Management
Massachusetts Institute of Technology
Sloan School of Management., Mechanical Engineering., Leaders for Manufacturing Program.