Improving the Boeing 787 final assembly corrective action process
Author(s)Sells, Marc Eugene
Leaders for Global Operations Program.
Steven J. Spear and Oli de Weck.
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This thesis evaluates and then recommends improvements to the process used to correct errors found in the Boeing 787 final assembly operations, known as the corrective action process. The goal is to reduce the time and resources required to perform the process, and also ensure the process is effective at eliminating errors on future airplane builds. These improvements will decrease the resources spent on rework and defect resolution in the future. A detailed characterization of the defect resolution processes was built by examining established process documentation, shadowing and interviewing key stakeholders, and analyzing process and defect related data. Total rework reduction goals were not being met, signaling a shortcoming in the effectiveness of the corrective action process. The characterization revealed a number of opportunities for improvement. Actionable recommendations were developed and are presented in this thesis. Recommendations include: providing data visibility from defect resolution processes to identify when corrective action is required; removing unnecessary complexity and ambiguous work instructions from the process; and a system to add accountability to supplier related corrective actions to increase and encourage supplier engagement in defect resolution. Finally, the thesis provides a management framework encouraging inter-functional goals, a holistic viewpoint of improvement programs, and succession planning to help implement the developed recommendations.
Thesis: S.M., Massachusetts Institute of Technology, Engineering Systems Division, 2014. In conjunction with the Leaders for Global Operations Program at MIT.Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014. In conjunction with the Leaders for Global Operations Program at MIT.Cataloged from PDF version of thesis.Includes bibliographical references (pages 69-70).
DepartmentLeaders for Global Operations Program at MIT; Massachusetts Institute of Technology. Engineering Systems Division; Sloan School of Management
Massachusetts Institute of Technology
Engineering Systems Division., Sloan School of Management., Leaders for Global Operations Program.