Implementing pull production within an aerospace assembly operation

Abstract

This thesis presents a detailed analysis of lean implementation at Hamilton Sundstrand, a global supplier of technologically advanced aerospace and industrial products. The main objective of the internship was to convert from a push system, where orders are expedited and scheduled at multiple points in the process, to a pull system driven by a bin size or finished goods supermarket. Some of the key issues addressed include system design for highly variable processes, experimentation with various forms of Kanban, and the use of value stream mapping as a change management tool. This thesis is divided into two separate projects, both directly related to pull production. The first assignment was to redesign a subassembly process to improve fulfillment at the downstream assembly operation. Broader in scope, the second task involved implementation of a constant work-in-process scheduling system or CONWIP. Each project was designed and executed through value stream mapping and continuous improvement. The following discussion focuses on both strategic and tactical challenges of lean transformation because analysis and implementation were equally important throughout the internship.