Fifty-Sixth Meeting of the Advanced Manufacturing Forum
Innovation in Quality and Manufacturing Management: Lean Manufacturing
November 4-5, 2004
Forum 56 Executive Summary (776 kB pdf)
Robert O. Fiorentini, Director of Manufacturing Operations
Carl F. Cangello, Manager, Lean and Six Sigma Initiatives
Ronald Hull, Manager, Organizational Development
Michael Labulis, President, Local Union, IUE-CWA
Unleashing the Potential: a Lean Journey with High Involvement Teams in a High-Tech/Low Volume Environment
Lockheed Martin MS2 Syracuse, an Industry Week Best Plants Winner, supplies the world with radar systems and sensors. World events such as the collapse of the Soviet Union, September 11th, and the wars on terrorism and illegal drugs have doubled previous demand for radar systems and could triple it again. Follow along as Lockheed Martin's lean journey is described, its successes, how they were achieved, and what the future holds. Lean and Six Sigma tools, value stream maps, and kaizen events removed waste and variation from manufacturing and transactional processes. Quality Product Teams were implemented throughout all value streams. The company's bright future is due in large part to high involvement work teams that have harnessed the intellect of all 500 manufacturing team members in the pursuit of excellence.
Joseph T. Lombardo,
Chief Operating Officer
Gulfstream Aerospace Corporation
Five years ago, it took anywhere from 35 to 55 weeks to complete Gulfstream jets. Now, after initiating their "Rollback" program, it takes a little less than 16 weeks; Gulfstream is aiming for 12 weeks. Rollback is the process of installing various aircraft components during final assembly, rather than after the jet leaves the factory floor. The Gulfstream assembly line incorporates several lean manufacturing techniques, including standardization of parts, automation, and a Kanban pull system for re-supply of parts. Joe Lombardo will present the Gulfstream story: the challenges faced, the engineering investments made, and the continuing opportunities to improve manufacturing efficiency.
Brian Hatter, Vice President, Lavonia Operations
Brian Wolfe, Manufacturing Manager, Lavonia Operations
Lean Transformation Supporting Survival and Growth
The Kautex-Textron Lavonia Operation was one of two Kautex North American-based facilities to be recognized in 2003 as one of Industry Week's Best Plants Winners . The Lavonia Operation has adapted many well-recognized Lean-operating philosophies and supporting tools in order to sustain profitability in a rapidly changing and highly competitive Automotive Washer Systems market, while simultaneously supporting extensive growth into Automotive Fuels Systems supply. In less than 2 years, the Lavonia Operation has tripled in physical size, entered a new market with new technologies in Plastic Fuel Systems, expanded from having only 1 to 5 major OEM customers, all while launching 17 new products into full production. With this rapid growth and rapid change came many challenges in the form of people, equipment, processes and procedures.
Brian Hatter will discuss how the guiding principles of One Piece Flow, Standardized Work, Visual Factory Management and Cross Function Team-Based problem solving activities laid the foundation for success. Hatter will define key milestones throughout the transformation process and discuss the challenges encountered and those that lie ahead. Brian Wolfe will discuss the use of TAP tools (Transformation Acceleration Process) in order to drive the softer side of change through employee involvement, empowerment and ownership.
Andrew J. Tacelosky, Director of Operations - Shippensburg
Gary L. Voight, Industrial Engineering Manager - McConnellsburg
Jason R. Watkins, Manufacturing Manager - Shippensburg
Creating A Culture Of Continuous Improvement
JLG Industries Inc. is the world's leading producer of access equipment (aerial work platforms and telehandlers) and highway-speed telescopic hydraulic excavators. The Company opened its 300,000 square foot Shippensburg, Pennsylvania, facility in February 2000 with the intent to use lean philosophies and to set a new standard for JLG facilities worldwide. JLG embraced this opportunity, building on its foundation of Continuous Flow Manufacturing and using lean tools such as Team Member Involvement, 5S, Just in Time/Just in Sequence, and Process Integrated Quality and Technology to create a culture of continuous improvement. JLG will share with you the story of its relentless pursuit for manufacturing excellence and how these tools helped produce world-class results.