Decades after Toyota released its “lean manufacturing” ideas,
industries across the world look to their own production cycles to eliminate
waste and increase cost savings. An interesting
industry that uses Toyota’s lean manufacturing techniques in Boeing. They credit their Toyota executive
consultants for their successes that include an airplane assembly line.
“The
737 moving line in Renton moves at just two inches per minute, but the time is
perfectly calibrated to allow employee teams — groups with colorful names like
"Power Plants" and "Dog Pound" — to complete their tasks
with parts, equipment and tool kits delivered at the point of use. Feeder lines
contain temporary inventory, such as the seats that are loaded onto airplanes
using an automated hay baler — a creative 757 employee-proposed solution.”[1]
Two inches a minute! Automobiles
already seemed like a large item to be made via an assembly line. Attached here is a video of the Boeing assembly
line. It’s amazing to see the technology
and man power required for production.
Another way in which Boeing
has been able to make their manufacturing projects leaner is by spreading lean
principles and techniques to their suppliers.
“…supplier
costs are one of the more variable within a Lean supply chain. That's why
Supplier Management organizations within Boeing business units actively help
suppliers implement Lean practices such as value stream mapping and Accelerated
Improvement Workshops that will, in turn, reduce costs passed along to Boeing.”[2]
Not everyone at Boeing is
thrilled about the leaner practices.
Workers are concerned that the more automated the process becomes; the
less jobs will be available. Others
believe that this just gives them a production advantage over competitors
making their jobs safer. [3]
A lean philosophy seems
applicable beyond the scope of the private sector. Public and nonprofit sectors could benefit
exponentially from using the lean principles to improve services and cut unnecessary
costs. The results won’t create higher
profits, but rather increase the amount of people served, expand the organizations
mission, or other societal benefits. The question then is how do we expand these
lean practices into other experiences outside of the private sector? Who has already done this successfully?
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