Process Flow and Kit Cart

Critical Improvement Teams were formed to

understand some of the key processes.
The team started with Gate 1 as it required more
improvements.
Delay at Gate 1 would result in the late start of
the next engine.
CITs also focused on Quick Engine Change kits,
which included clips, clamps, tubes, brackets and
the other items on the outside of the engines,
used to integrate engine and airframe.
 These were the first parts to be removed and last parts to
be attached back.
Processing of the QEC parts involved

1. Identifying incoming shortages

2. Cleaning existing parts
3. Inspecting the parts
4. Routine for replenishment or repair

The CIT decided to create a line to disassemble, clean,

inspect and disposition the parts.
To lower the risk of parts being damaged or getting lost,
was reduced by introducing Portable Kit Storage Device.
 This kit had marked location for each part with
photo.
For high cost was associated and hence Mr.
Guiliano started manufacturing this kits in the
basement with help of contactors and
designed by workers.
As workers were involved directly but it
helped to improve the performance as it
eased labour operations.
Use of Kit carts cut processing time by 80%
with reduction in assembly shortages and
improved material flow.
 After successfully implementation of Majulah
Induction. Team moved for second phase
where all 30000 parts was to be fixed on cart.
For this whole engine disassembly process
was divided into 11 flow line.
Within each flow line, there were six or more
work stations.
 CIT focused on tools like
1. Five why analysis.
2. Basic tools of quality
3. EH&S
4. Inventory turnover time and on time delivery
Waste reduced from all part of business strategy
including electricity and water consumption.
Overall workspace environment improved
including air quality in the facility.
Though Inspection is non value adding step but it
is important activity hence this activity was made
faster, more efficient by using latest
measurement gauge technology.
 Additional Process Improvements
Threat of foreign object damage (FOD). This is biggest
concern within aerospace industry.
Each single tool should be accounted at the start and
end of each shift.
If small tool is missed inside the engine will cause
severe damage, and lead to failure.
To control and reduce the chance of FOD, principle of
Point of use tooling was instituted by Guilianos team.
To ensure accountability colour coding, check list, area
ownership and other programs were initiated. In short
6-s principle was applied at each process
 Simple but effective initiatives taken to reduce
workers fatigue and increase worker safety.
Standard work initiative begun at ESA in 2003.
Steps followed in standard works are as follows
1. Define standards
2. Define processes and systems
3. Simplify work instructions.
4. Documentation of work learnt
Team worked around Repeatability and
reproducibility of workers which studies on
gauges and measuring instruments.
 ACE framework and its Six Step check list
contain
1. Form teams
2. Define the process
3. Review and access the process
4. Establish control and capability
5. Document control part
6. Certify the process.
 Some other techniques are:
1. Techniques used to improve productivity and reduce
waste are
2. Point of Use tooling( POUT)
3. Point of use material (MOUT)
4. Induction Flow cells
5. Module Build cell
6. Engine assembly flow cell
7. Kit carts
8. FOD prevention
9. 6-S implementation
10. Material flow management
11. Mistake proofing
12. Setup reduction
13. Improved information flow
 During suspension time turnaround time (TAT)
from gate 1 to gate 3 was averaging 150 days.
After Majulah implementation it reduces to
55-57 days.
After additional improvements by CITs TAT for
engine PW4000-94 reduced to 81 days to flow
from all 4 gates.
On average every two days finished engine
leaves ESA facility because of reduced lead
time, amount of WIP in the facility was
reduced.