2026-09-19T20:44:53Zhttps://dspace.mit.edu/server/oai/request

oai:dspace.mit.edu:1721.1/497772022-01-28T19:40:13Zcom_1721.1_7582com_1721.1_7581com_1721.1_80738com_1721.1_1773col_1721.1_131023col_1721.1_80739

Deborah Nightingale and Stephen C. Graves. Larson, David (David William) Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Engineering Systems Division Sloan School of Management 2009-11-06T16:33:40Z 2009-11-06T16:33:40Z 2009 2009 http://hdl.handle.net/1721.1/49777 457068440 Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2009. Includes bibliographical references (p. 56). Dramatically increasing the hourly workforce at a rapid pace to support accelerated product demand in an aircraft manufacturing facility in a short amount of time resulted in: (1) increased rework, and (2) increased part damage during assembly. The majority of rework results from simple workmanship mistakes from the new workforce. The approach used in this thesis to combat the increase in rework involves the design and implementation of a feedback loop on the shop floor of a leading aircraft manufacturer. The loop consists of providing each worker with a list of their discrepant work from the day before and the opportunity for them to perform their own rework. The thesis shows that the percent of discrepancies reworked by the original mechanic increases from 27% to 41%. Paired data is analyzed to show (on average) a 20% decrease in rework when the feedback loop is utilized. Included is qualitative advice on implementing change on the shop floor. During final testing, damaged parts (typically as a result of out of sequence work or workmanship mistakes) are discovered and require immediate replacement. Frequently, there are no replacement parts available at the test site, since the original part was installed by a subcontractor. To meet the immediate replacement need, test personnel remove an already installed part from an aircraft upstream in final assembly at the same location. The thesis includes a case study to demonstrate a binomial demand model to estimate the amount of on hand safety stock required to prevent the unnecessary labor from the redundant part removal and replacement from upstream aircraft. (cont.) The case study estimates demand based on the probability of finding a damaged part, the takt time of the particular model, the leadtime and delivery quantity of replacement parts. A cost tradeoff is calculated to justify the additional capital investment in inventory. The thesis closes with a leadership case study on whom and how to hand off a shop floor Tip of the Day system for the new workforce to ensure its continued success. by David Larson. S.M. M.B.A. 58 p. 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. Engineering Systems Division. Leaders for Manufacturing Program. Mitigating the risk of a new workforce by reducing rework and rightsizing on hand inventory Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="0a387a6f-b848-4518-86a0-3032a6784a67"> <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>Mitigating the risk of a new workforce by reducing rework and rightsizing on hand inventory</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2009</PublicationDate> <Authors> <Author> <DisplayName>Larson, David (David William)</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>Engineering Systems Division.</Keyword> <Keyword>Leaders for Manufacturing Program.</Keyword> <Abstract>Dramatically increasing the hourly workforce at a rapid pace to support accelerated product demand in an aircraft manufacturing facility in a short amount of time resulted in: (1) increased rework, and (2) increased part damage during assembly. The majority of rework results from simple workmanship mistakes from the new workforce. The approach used in this thesis to combat the increase in rework involves the design and implementation of a feedback loop on the shop floor of a leading aircraft manufacturer. The loop consists of providing each worker with a list of their discrepant work from the day before and the opportunity for them to perform their own rework. The thesis shows that the percent of discrepancies reworked by the original mechanic increases from 27% to 41%. Paired data is analyzed to show (on average) a 20% decrease in rework when the feedback loop is utilized. Included is qualitative advice on implementing change on the shop floor. During final testing, damaged parts (typically as a result of out of sequence work or workmanship mistakes) are discovered and require immediate replacement. Frequently, there are no replacement parts available at the test site, since the original part was installed by a subcontractor. To meet the immediate replacement need, test personnel remove an already installed part from an aircraft upstream in final assembly at the same location. The thesis includes a case study to demonstrate a binomial demand model to estimate the amount of on hand safety stock required to prevent the unnecessary labor from the redundant part removal and replacement from upstream aircraft.</Abstract> <Abstract>(cont.) The case study estimates demand based on the probability of finding a damaged part, the takt time of the particular model, the leadtime and delivery quantity of replacement parts. A cost tradeoff is calculated to justify the additional capital investment in inventory. The thesis closes with a leadership case study on whom and how to hand off a shop floor Tip of the Day system for the new workforce to ensure its continued success.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>