PROCESS IMPROVEMENT FOR ELECTRICAL PANEL MANUFACTURING
In an effort to move the company toward One Boeing, the Electrical Center of Excellence (ECOE) will be increasing production by onboarding more programs. Management believes the current program-based manufacturing layout has resulted in siloed production and duplicated resources and work practices that cannot be sustained with an increase in volume. Boeing Defense, Space & Security (BDS) partnered with the Tauber team to move away from this siloed production system and toward a process based manufacturing system within the ECOE.
The team conducted interviews, benchmarked other Boeing fabrication sites, and analyzed process data to develop recommendations for process improvements and cost reduction. The team recommended creating graphic assembly instructions to increase build efficiency, implementing visual management to increase sense of urgency, level loading demand to reduce overtime, and grouping similar products to prepare for the implementation of process-based manufacturing. Combined, these recommendations are projected to save approximately $2.8M over the next five years, which equates to a 22% reduction of the manufacturing labor and support budget. Through a stronger foundation, the team expects a smoother changeover to process-based manufacturing and continued further reductions in cost and defects.
Read the 2017 The Boeing Company - BDS Team Project Executive Summary in the 2017 SPOTLIGHT! book.
"I was on the Tauber Boeing BDS project for improving manufacturing of electrical panels. I learned how to work in a multidisciplinary team to achieve effective results from an ambiguous scope. The Tauber project will often give you free reign to make valuable impacts past what was included in the project scope, be open-minded and determined when your goals have to shift." - Daniel Pippen
"I worked on improving electrical panel manufacturing at Boeing. My favorite part was working in a manufacturing environment because we got to literally immerse ourselves in the project every day. My team also had access to such a wide array of resources; we were able to learn a ton about the company and how it's culture and infrastructure can have a major impact on anything and everything." - Amy Goddell
Amy Goodell –EGL (BSE & MSE Mechanical Engineering)
Daniel Pippen–EGL (BSE Chemical Engineering & MSE Industrial and Operations Engineering)
Stephanie Wang–Master of Business Administration
Ed Carr –Senior Manager of Electrical Center of Excellence
Brian Talbot –Ross School of Business
Peter Washabaugh–College of Engineering
About Tauber Team Projects:
The 2017 Tauber Team Projects resulted in $575 million in savings according to sponsoring company calculations, an average of $18.5 million per project over 3 years.