Economies of Space: Developing a Lean Manufacturing Framework for Work Center Floorspace Reduction
Name
gerbino-jgerb25-mba-mgt-2025-thesis.pdf
Description
Thesis PDF
Size
3.5 MB
Format
Adobe PDF
Checksum (MD5)
c9734a7ed8a27de27f1309677513943d
Author(s)
Gerbino, Jacob
Advisor(s)
Chun, Jung-Hoon
Fine, Charles
Date Issued
May 2025
Publisher
Massachusetts Institute of Technology
Abstract
This thesis aims to develop a lean manufacturing framework with the goal of optimizing the use of floorspace in Boeing's Interiors Responsibility Center South Carolina (IRCSC). The primary goal is to eliminate wasted floorspace while increasing production capacity and efficiency. The motivation behind this project stems from the need to address the fully allocated production floorspace at IRCSC and the pressing requirement to add new product lines without expanding the facility's physical footprint. Additionally, the project seeks to prepare IRCSC for possible increases in production rates for the 787 Dreamliner Program, necessitating a redesign of work centers to support higher output levels while enhancing efficiency and reducing costs.
The project employs the DMAIC (Define, Measure, Analyze, Improve, Control) methodology and lean tools such as spaghetti diagramming and value stream mapping to treat "Misused Space" as an additional form of waste, alongside the traditional forms of lean waste. The framework was applied to a sample interior product work center to test its effectiveness. The study involved mapping the current layout, observing technician travel, conducting time studies, and analyzing value stream maps. The methodology facilitated the creation of a new floorplan and scheduling system that consolidates cure times and balances workloads between work cells. Discrete event simulation was used to validate the proposed changes, ensuring they would achieve the desired improvements.
The results of the study revealed inefficiencies in the current layout and scheduling practices of the work center. The proposed changes demonstrated a potential 25% reduction in floorspace and a 55% decrease in product throughput time. The new scheduling and work allocation strategy reduced product throughput time from nine days to four, and the new layout reduced worker travel distances by as much as 50% in some work cells. The lean manufacturing principles and scheduling optimizations discussed in this thesis should be applied to other work centers within IRCSC. Future research should explore advanced methodologies and tools to handle the complexities of more interconnected work centers.
MIT Department
Massachusetts Institute of Technology. Department of Mechanical Engineering
Sloan School of Management
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