2026-09-18T23:42:07Zhttps://dspace.mit.edu/server/oai/request

oai:dspace.mit.edu:1721.1/347902022-01-28T21:17:06Zcom_1721.1_7582com_1721.1_7581com_1721.1_80738com_1721.1_1773col_1721.1_131023col_1721.1_80739

Deborah J. Nightingale and Daniel Whitney. Frenkel, Yuliya M., 1977- Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Mechanical Engineering Sloan School of Management 2006-11-08T16:38:42Z 2006-11-08T16:38:42Z 2004 2004 http://hdl.handle.net/1721.1/34790 56793146 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, 2004. Includes bibliographical references (p. 95-96). Northrop Grumman Newport News is committed to implementing lean on the enterprise level. This thesis is focused around work toward creating a global, high-level information and material value stream map for a specified pipe assembly. It identifies the largest areas of waste in the value stream and their root causes. The recommendations assist with the reduction and elimination of the major time delays, inventory buildups, re-work, excessive processes and other waste in the system. The pipe assembly chosen as the basis for the enterprise value stream map is part of a system, newly developed for the current aircraft carrier. The pipe assembly is representative of other pipe assemblies fabricated in the shipyard, so challenges experienced with the manufacturing and flow of the selected assembly are likely to be seen in many other pipe assemblies in the facility. A large number of assemblies was examined to determine the root causes of delivery problems. The analysis was based on the criticality of the ship need date. The root causes for the late assembly delivery were found to be inadequate material inventory levels in the warehouses, lack of fabrication timeline coordination between fabrication shops, late engineering drawing revisions, underestimated fabrication durations, late supplier delivery, late material purchase order placement, and lost material. Suggestions are provided to improve operational efficiencies by targeting the elimination of these root causes that result in the delay of assembly fabrication. Some include material ordering process reorganization, shop loading variability elimination, fabrication timeline alignment, metric realignment, and rework system prioritization. Recommendations for future work focus are (cont.) concentrated on the control of the stock material inventory levels, alignment of the incentives across the enterprise, and reorganization of the planning processes. by Yuliya M. Frenkel. S.M. M.B.A. 103 p. 6065686 bytes 6077652 bytes application/pdf application/pdf eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Mechanical Engineering. Leaders for Manufacturing Program. Enterprise level value stream mapping and analysis for aircraft carrier components Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="91b5cf25-c5ff-4f47-b666-7620f935a50a"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Enterprise level value stream mapping and analysis for aircraft carrier components</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2004</PublicationDate> <Authors> <Author> <DisplayName>Frenkel, Yuliya M., 1977-</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Mechanical Engineering.</Keyword> <Keyword>Leaders for Manufacturing Program.</Keyword> <Abstract>Northrop Grumman Newport News is committed to implementing lean on the enterprise level. This thesis is focused around work toward creating a global, high-level information and material value stream map for a specified pipe assembly. It identifies the largest areas of waste in the value stream and their root causes. The recommendations assist with the reduction and elimination of the major time delays, inventory buildups, re-work, excessive processes and other waste in the system. The pipe assembly chosen as the basis for the enterprise value stream map is part of a system, newly developed for the current aircraft carrier. The pipe assembly is representative of other pipe assemblies fabricated in the shipyard, so challenges experienced with the manufacturing and flow of the selected assembly are likely to be seen in many other pipe assemblies in the facility. A large number of assemblies was examined to determine the root causes of delivery problems. The analysis was based on the criticality of the ship need date. The root causes for the late assembly delivery were found to be inadequate material inventory levels in the warehouses, lack of fabrication timeline coordination between fabrication shops, late engineering drawing revisions, underestimated fabrication durations, late supplier delivery, late material purchase order placement, and lost material. Suggestions are provided to improve operational efficiencies by targeting the elimination of these root causes that result in the delay of assembly fabrication. Some include material ordering process reorganization, shop loading variability elimination, fabrication timeline alignment, metric realignment, and rework system prioritization. Recommendations for future work focus are</Abstract> <Abstract>(cont.) concentrated on the control of the stock material inventory levels, alignment of the incentives across the enterprise, and reorganization of the planning processes.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>