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Daniel Whitney and Donald Rosenfield. Lennox, Kevin Michael Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Mechanical Engineering Sloan School of Management 2007-04-20T15:55:43Z 2007-04-20T15:55:43Z 2006 2006 http://hdl.handle.net/1721.1/37241 85824801 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, 2006. Includes bibliographical references (leaf 42). 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. by Kevin Michael Lennox. S.M. M.B.A. 42 leaves 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. Implementing pull production within an aerospace assembly operation Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="178aa102-ebb2-4cb4-8dd9-a9dda47505f4"> <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>Implementing pull production within an aerospace assembly operation</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2006</PublicationDate> <Authors> <Author> <DisplayName>Lennox, Kevin Michael</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>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.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>