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Case Studies
Key Achievements
- The key results are as follows.
- Floor space utilisation reduced by 30%
- WIP reduced by 50%
- Productivity increased by 15% ( 1 man temporarily redeployed)
The structured approach to this problem has delivered tangible results. The bench has been raised to the same standard as the small bore cell as a centre of excellence within our manufacturing facility. We are now looking forward to our third project.
David Hart Aerospace Pipes Ltd.
DHAP is a subcontract pipe bending and fabrications supplier operating in the aerospace and motor sport industry.
Background
Following the successful implementation of the small bore cell the business has decided to continue the drive to improve their processes.
The next area selected for attention was the “bench”. The work undertaken is manual, comprising, trimming, hand bending, welding, finishing, and dressing predominantly of pipes with diameters above 1”.
It is a high skill area where few visual standards apply and the business relies heavily on the experience of the operators who are apprenticed coppersmiths.
The product flow across the bench is low volume and wide variety
Scope
The scope of the project was to improve the effectiveness of the bench operation by reducing the key wastes of transport, movement, inventory (high wip) and delay.
Method
A team was selected and trained in the concepts of 5s and the 7 wastes and started the project with a classic sort and set in order. Once clarity was established on the tools and equipment required for current and future production, the excess of accumulated jigs fixtures and tools were labelled and stored in a container away from the work area. This simple action released a significant amount of space allowing for a re-think of the work area.
A process flow and spaghetti map was drawn and the work area was re-organised to reduce the level of transport and movement. Tool locations were identified secured and labelled, and wip organised and controlled. A kanban system was introduced for the re-ordering of all consumables. The shine (clean and check) process was implemented with equipment defined, responsibilities mapped and times for clean-down agreed. Lastly a timetable of 5s audits and improvement was set up and has been adhered to.
Once clarity was achieved a T card FIFO and supporting rack system was installed to drive up delivery and productivity, and a team board with supporting measures of performance was agreed and implemented. This included the key measures of throughput, 5s standards, training and delivery performance.
Options and Recommendations
Now that the foundation has been built a concerted drive to eliminate the causes of variation across the bench area is the next target. The objective is to improve the predictability of the output from the area by reducing the mean time taken across the product set as well as the range.
This project will involve understanding the causes of variation, eliminating all the special causes and reducing the common cause variation, whilst maintaining the flexibility required from a small manufacturing operation with a wide product mix.
Further Actions
The final action required beyond the variation reduction is to convince the skilled men that their personal tool boxes are no longer required!
No. Employees: 43 employees
Location: Downton, Wiltshire - Wiltshire
Date: October 2008
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