Lean implementation across value stream in main rotor blade area
Name
176008993-MIT.pdf
Description
Full printable version
Size
6.74 MB
Format
Adobe PDF
Checksum (MD5)
7d760d00b4bb599ce5e854cb6a24e651
Author(s)
Phoenix, Casey J. (Casey John)
Advisor(s)
Jan Klein and Daniel Whitney.
Date Issued
2007
Publisher
Massachusetts Institute of Technology
Abstract
The primary goal for this project was to help expand the existing capability of Sikorsky's main rotor blade business from raw material (titanium) through final assembly. The project helped to facilitate the ongoing lean transformation as the factory makes the journey to single-piece flow. During the internship, monthly kaizen events were used to help focus efforts on different areas of the value stream. These activities resulted in changes in the following areas: decrease in cycle times and lead times, reduction in inventory, procedural changes, and a future plan to physically change the factory floor to improve flow.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.
Includes bibliographical references (p. 61).
Subjects
Sloan School of Management.
Civil and Environmental Engineering.
Leaders for Manufacturing Program.
MIT Department
Leaders for Manufacturing Program at MIT
Massachusetts Institute of Technology. Department of Civil and Environmental Engineering
Sloan School of Management
Terms of Use
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