Browse Topic: Lean manufacturing
Over the almost four decades of having a front row seat to the world's most exciting and dynamic industry, this author has witnessed scores of events, influences and secular shifts. These include new trade agreements, vehicle efficiency initiatives, new technology integration, the occasional bankruptcy, and, of course, the rise and fall of various sales and production markets. One secular shift is still apparent today. In the 1980s, several Japanese OEMs entered the North American market from a production perspective. Growing market share in the U.S. and Canada dictated that these OEMs needed to add North American capacity to reduce inventory, equalize currency, and commit to this market. One byproduct of the rise of Japanese OEMs and their methods was a truly influential book. “The Machine That Changed the World” was a mustread for anyone in our industry (still is). This book, led by MIT's James Womack, outlined the lean production methods by Japanese OEMs and their suppliers. Suffice to say, the industry took notice and applied many of these planning, development and production methods to improve quality, reduce waste, and more quickly react to consumer shifts.
Additive manufacturing (AM) is currently being used to produce many aerospace components, with its inherent design flexibility enabling an array of unique and novel possibilities. But, in order to grow the application space of polymer AM, the industry has to provide an offering with improved mechanical properties. Several entities are working toward introducing continuous fibers embedded into either a thermoplastic or thermoset resin system. This approach can enable significant improvement in mechanical properties and could be what is needed to open new and exciting applications within the aerospace industry. However, as the technology begins to mature, there are a couple of unsettled issues that are beginning to come to light. The most common question raised is whether composite AM can achieve the performance of traditional composite manufacturing. If AM cannot reach this level, is there enough application potential to warrant the development investment? The answers are highly dependent on the individual processors and will require significant research. Yet, there are still other common challenges that are not isolated to a singular processor. The focuses of this chapter are the capability to design and provide robust structural analysis for continuous fiber-reinforced polymer AM—two unsung aspects that can make or break this new technology as it finds its way into the aerospace market. These two unsettled issues, out of many, may require fundamental changes to the design, analysis, and manufacturing process. Without solutions to them, adoption by the aerospace industry will be limited to point design applications, thus constraining the technology to being nothing more than a specialized tool.
After so many supply chain and logistics challenges since the start of the COVID-19 pandemic, we’ve seen numerous headlines proclaiming a new era of reshoring and the end of lean production and just-in-time manufacturing strategies.
Munro & Associates is leading competitive analysis into the EV age - and spreading the gospel with a global YouTube fan base. Competitive benchmarking has long played a vital role in the auto industry, but until recently it's been an insider's game. Then came a surprise hit on YouTube: Munro Live. The ongoing series (https://www.youtube.com/c/MunroLive/videos) is informative, addictive and valuable for those involved in vehicle development and manufacturing. It's a must-see for engineers seeking to understand the relationship between cost and quality - particularly as the industry transitions into the electric vehicle (EV) age. Who could have guessed that in 2021, YouTube viewers would flock to watch veteran benchmarking expert Sandy Munro expose the inner workings of the mysterious “octovalve” heart of Tesla's HVAC system? In dozens of episodes, he has compared EV electrical architectures, detailed the intricacies of the new 4680-format battery cell, revealed new applications of rivet-bonding, cracked open the latest EV power inverters and explored the trend toward large cast-aluminum vehicle structures and the processes used to make them. To its fast-growing fan base - now 166,000 online subscribers strong-the charmingly folksy Munro Live is YouTube heaven.
The project of lean management is implemented in General Motors India Private Limited, Pune, India plant. The aim of the project is to improve manpower utilization by removing seven types of wastes using lean management system in kitting process. Lean manufacturing or management is the soul of Just-In-Time philosophy and is not new in Automobile manufacture sector where it born. Kitting area is analogs to the modern supermarket where required components, parts, consumables, subassemblies are kept in bins. These bins are placed in racks so that choosing right part at right time can be achieved easily. Video recording, in-person observation, feedback from online operators and other departments such as maintenance, control, supply chain etc. are taken. It is observed that the work content performed by current strength of operators can be performed by less number of operators. After executing this project, it was possible to reduce one operator and increase manpower utilization. Continuous improvement is a part of lean management the organization is striving for it.
This research is an attempt to investigate the significance of Value Stream Mapping (VSM) in the lean transformation of manufacturing units (largely automotive) and then apply the same in a tool room. It is an essential tool used to interpret both material and information flow in a system. The tool room under study specializes in production of a large variety of high precision tools for the automotive industry. A product family is chosen to map and analyze various stages of its production process, starting from the raw material (R/M) to the finished goods’ (F/G) stage. VSM is then implemented in the tool room to correctly identify wastes and thus improvement areas to bridge gaps between current and future states. Both current and future state maps are drafted along with usage of other lean tools to justify its implementation in a small setup like tool room. Given the customized nature of work being performed in the setup, task standardization is not a priority but employee specific tasks are suggested after optimization of all work procedures. Methods adopted by the Toyota Production System (TPS) for transformation of a unit from non-lean to lean are given due emphasis. Jishuken (self-learning) activities have been designed for both owners and employees in phases to inculcate the spirit of Kaizen (continuous improvement) and achieve leaner production in future.
During the 4 last years, Lean has been successfully implemented in one of the Tenneco’s Business Units: Ride Performance. This paper reflects on the results and more specifically on the third principle of Lean [1] “How to make flow” and on the fifth principle “To strive for perfection” obtained in the fields of “Product Development” related to Processes, Tools and People. Processes and Hard Tools. How to improve the flow in the engineering processes? It will be shown that In general standardized processes supported by some integrated tools and, more specifically Some workload leveling in testing, CAD Departments, Standardization in design processes, testing procedures and prototypes development processes and Standardization and availability of components and parts for prototype building are key enablers to enhance flow in the Product Development. Additionally the application of some Poka Yoke principles improves the Product Development quality and front loading of the development process ensures the efficient realization of an optimized product solution. The hard tools are defined as tools supporting the processes and the people in their daily business. A couple of examples illustrate how the tools are bolstering the engineering flow. An example shows how to speed up some processes such as testing, the CAD design or the building of prototypes by sharing resources globally, i.e. efficiently making parts or components available from one engineering center to other locations. The integration of several local databases into one global standardized database helps the end user to both identify the location where resources are available and use it. Another example illustrates the process and the tools to analyze and benchmark the competitor products and technology trends. This tool employs standardized test procedures and report templates. People. To increase the competences of the Product Development group the skills are properly identified and reviewed on a regular basis by the manager. Coaching, Mentoring, Knowledge Sharing and Lessons Learned are supported by the function leaders whose roles and responsibilities include continuously improving the standards of their specialty and sharing of it within the organization. The Change Agents, who propagate the continuous improvement spirit, work closely with the functional leaders to help to identify opportunities for improving and supporting the execution of work by using structured problem solving methods. Soft Tools. The Soft tools [2] are defined as tools supporting Communication to drive alignment and commitment including the use of Visual Management. Problem Solving technics including PDCA and Continuous Improvement. Knowledge collection, Lessons Learned and Sharing Visual Management is a powerful tool to share information, to create transparency, to align and finally gain clear commitment of the stakeholders. Some examples as Obeya room and Cockpit will be presented. PDCA and problem solving are disciplined methods to identify, define, solve problems, driving a systematic behavior and thinking to continuously improve the current business. Lessons learned and Knowledge Sharing processes are supported by some tools to select, approve and finally share the information to the right audience. An efficient way to capture the lessons learned and the experience is to integrate design guidelines, generic DFMEA,DVP, BOM and Drawings into a tool which provides guidance and support the product design process. This tool is particularly efficient knowledge transfer method when bringing new engineers on board.
The paper presents integrated approach to Automobile Assembly Process. The approach describes about “Production Process Simulations” for New Products under development. This leads towards design verification during early prototype assembly process establishment for newly developed automobile vehicles and its control plan which regulates to final production practice. In recent years the Indian automotive business is expanding and with growing needs of faster new product development, the cycle time reduction becomes very crucial for environmental and economic reasons. The Lean production assembly and robust engineering processes are optimized in this approach. It's an advanced mechanism to identify process failures during final production setup. The experimentation has resulted towards establishing micro level study and critical stages to be captured well in advance for better planning. The actual verification of design at early stage builds confidence in New Product Development. This approach covers of all types of vehicle manufacturing, product mix, and deliverables of vehicle quality. The key achievement is by ensuring of significant & critical design parameters, engineering specifications, quality targets and customer perceived quality. The robust planning and decision making results in easiness of final product assembly line. This paper is an approach to create an integrated vehicle assembly process for New Product Development (NPD), in comparison with existing production process of vehicle assembly.
The lean production system has been successful in the cost-based winning order criterion markets. However, the automotive market has been volatile and the new criterion of winning orders has been availability, which has called for an agile system. The present paper argues that because of fierce competition the current automotive market winning order criterion is now a blend of cost and availability. It shows how a hybrid lean-agile system can strategically meet such a challenging criterion. The study presents the drivers, attributes and providers in lean manufacturing, agile manufacturing, and hybrid lean-agile manufacturing systems. It investigates how the strategic facet of the proposed hybrid lean-agile manufacturing system addresses the six manufacturing competitive dimensions. It presents as well the hybrid lean-agile manufacturing key performance indicators. The strategic facet of the proposed hybrid lean-agile manufacturing system has been validated through industrial case studies in automotive sector. A cost-benefit ratio qualitative analysis has been conducted on the proposed system and the benefits outweigh corresponding costs resulting in positive present value.
This paper makes an analysis of problems encountered in assembling components from automotive vehicles. It shows wheel and tires assembling cases of an automaker that applies lean manufacturing concepts in the production process. This study not only makes the analysis from the best way to apply the methodology to seek for the root cause, but also uses methodology to identify containment measures, defining robust solutions capable of preventing the incidence of similar problems. This methodology can be applied to solving problems of any production process, even outside of the automotive industry
Cost reduction in the automotive industry becomes a widely-adopted operational strategy not only for Original Equipment Manufacturers (OEMs) that take cost leader generic corporation strategy, but also for many OEMs that take differentiation generic corporation strategy. Since differentiation generic strategy requires an organization to provide a product or service above the industry average level, a premium is typically included in the tag price for those products or services. Cost reduction measures could increase risks for the organizations that pursue differentiation strategy. Although manufacturers in the automotive industry dramatically improved production efficiency in past ten years, they are still facing the pressure of cost control. The big challenge in cost control for automakers and suppliers is increasing prices of raw materials, energy and labor costs. These costs create constraints for the traditional economic expansion model. Lean manufacturing and other traditional 6 Sigma processes have been widely utilized to reduce waste and improve efficiency in the automotive industry. However, these processes and measures are still a reactive strategy and will not provide break-through impacts on automotive OEMs. It is very challenging for an organization that pursues differentiation generic strategy to drive down cost without affecting its premium pricing strategy. Big Data technologies, which have evolved rapidly in past ten years in the Information Technology (IT) industry, show promise in linking aggregated real-time customers' application pattern to the product design and manufacturing phase. The Big Data technologies enable automotive OEMs to pursue innovative measures to drive down costs. When Big Data technologies are used according to typical reactive strategies in cost reduction, they do not bring revolutionary improvement for cost control as well. The ultimate power of Big Data technologies relies on the implementation of new strategies. Real-time data analytics for the adaptive calibration and circular-economy development are given in this paper as Big Data application strategy in the automotive industry.
The article discusses the common shortcomings of contemporary standardized automotive brake tubing connectors (tube joints) against the modern requirements. These shortcomings are originated in the inborn disadvantages of currently utilized cone-to-cone sealing surfaces' mating. During last decade modern production excellence mindset and lean manufacturing practice have developed additional requirements to the tube joints, with the focus on their assembly process. Correspondingly, at least 99.9% probability to assemble and seal each connector from the very first attempt at the designated assembly station is necessary to resolve the challenge. The article deliberates that 99.9% probability as the design target in pursuing connectors' excellence. The article also discusses the pathway to the connectors' design perfection via replacement of the existing cone-to-cone mating type between the sealing surfaces with a sphere-to-cone one. Operational windows' comparison provides the evidences of feasibility and superiority of the latter. Further opportunities in development of quick (snapping) connectors with superior sealing robustness through following that pathway have been also discussed.
Lean logistics is an application of lean manufacturing principles. The core of lean logistics is to eliminate all non-value-added activities (waste) within productions, movements and storages. It reduces lead time, cuts cost, and improves quality. In order to be competitive, enterprises in western countries widely use lean manufacturing and logistics principles in automotive industries, especially for engine manufacturing system due to its high contents of assembly work. However, in China, lean logistics and its applications are fairly new to many companies. This article analyzes the current status of lean logistics in engine manufacturing in China, summarizes lean logistics principles, put forwards application of lean logistics principles based on a real case study of a new manufacturing system planning. In details, origins of the lean logistics are introduced, characteristics of engine manufacturing logistics are outlined, requirements of the lean logistics system are proposed, PFEP (Plan for Every Part) methodology is used, and packaging specifications are analyzed. This article also describes and analyzes supply chain logistics, warehouse storage, information system and production line logistics. Milk Run and Super Market concepts are applied in logistics planning of the manufacturing system.
In order to meet the requirement of Flexible Manufacturing System, tool management, including tool preparation and tool setting, has to be planned systematically at the beginning of manufacturing engineering planning and flexible manufacturing line planning based on lean manufacturing principles. The objective of this article is to study the tool management factors that lean and flexible manufacturing system required, based on the planning of tool management in a new engine factory. This article introduces the main contents of tool management systems, analyzes the process of tool management, and summarizes the steps of tool planning process. In details, this article includes planning on tool management procedures, plant floor layout and information system. In addition, the article puts forwards a formula for calculation of tool presetting time, so that the demand of tool equipment quantity and personnel in a tool presetting room can be decided. This article can be used as reference or assistance to engineers as they develop tool management systems for engine manufacturing systems.
Automated testing of manufactured products reduces the lead time to considerable extent in the process of production to delivery. Products like automobiles demand automated testing, for which robots and vision systems are widely employed. The basic functionality of a vision system in automation is to detect an object and then recognize it. In current automotive industry such systems are being used for robotic guidance, component tracking, dimensional gauging etc. There is a need to test the proper functionality of a speedometer fitted on a motorbike in the production line itself. Focused work on detection and recognition of Analog type and Digital type speedometer console reading of a motorbike is described in this paper. A vision based system is proposed which recognizes the speedometer reading instantaneously at the desired time. Image binarization, connected component analysis combined with character recognition algorithms are used to achieve the desired recognition, which resulted in reduced lead time hence contributing to lean manufacturing
Lean manufacturing principles were introduced to several western companies at 80's [1]. Since them, those who want to implement lean principles focus mainly on building a robust lean process [2], becoming excellence models within their corporate group. But frequently they face an obstacle when trying to implement a lean process, even when the organization has a clear purpose and engaged people: the lack of Lean designed equipment, which avoids obtaining the maxim benefits of a real lean process. In parallel, LEED (Leadership in Energy and Environmental Design) rating systems with 1.6 million feet certifying per day around the world is growing significantly each year, delivering more sustainable design constructions [3]. Companies such as Volkswagen plant, in Chattanooga; American Honda Finance Corporation (AHFC) office, in Charlotte, North Carolina and General Motors' new Lansing Delta Township (Mich.) assembly plant are some of those companies that received a certification from the U.S. Green Building Council's Leadership in Energy and Environmental Design (LEED) program. But recently, a research entitled “Identification of Safety Risks for High Performance Sustainable Construction Projects” [4] shows that LEED certified constructions sites led to a one-third higher risk of workplace injury compared to traditional construction counterparts. The L2 Engineering is a methodology based on LEAN (1st L) principles, in one side to design Lean equipment, to design Lean processes and consequently, designs a Lean plant. In other side, those Lean plants and buildings are also designed with LEED (2nd L) certification norms. This paper describes the key principles and design methodology of L2 Engineering to deliver a Lean plant and buildings that work efficiently, effectively with lower energy consumption and production cost. It also provides safe standard conditions required to build a LEED certified factories. The companies designed with L2 Engineering will be the next leap to become a Lean and Green organization.
In the pursuit of manufacturing excellence BorgWarner, Inc., USA has utilized some key aspects of Toyota Production System and General Motors Quality System Basics tools to create a systematic framework called as Borg Warner Production System (BWPS). The goal of BWPS is to have robust manufacturing systems to deliver flawless quality products at lowest possible cost and give hassle free customer experience. This case study covers the BorgWarner Production System implementation experience of DivgiWarner Pvt. Ltd. India, one of the BorgWarner's plant based in Pune and Sirsi, India. The BWPS consists of 7 foundational elements and 23 tactical strategies. These seven foundational elements are Safety and Environment, Quality Systems, Employee Development, Continuous Improvement, Lean Manufacturing, Pre-Production Planning, Metrics and Audits This framework delivered following benefits to the company: “Zero” safety incidences Customer PPM reduced from 675 to 122 100% On Time Delivery to customers Continual improvement - more than 300 kaizen projects implemented every year Overall Equipment Effectiveness increased from 41% to 82.9% Inventory Turn Over Ratio (ITOR) increased from 4.8 to 10.1 Material movement in the plant reduced by 68% This paper uses BWPS as an example to illustrate how to implement similar production systems, in order to improve manufacturing effectiveness. We also show how to set performance base lines, track continuous improvements, and communicate progress to pursue perfection.
Optical metrology has long been a high performance research tool for scientists in the laboratory. Modern forms of photogrammetry are now supporting engineering and manufacturing measurements. These optical metrology tools provide rapid, full-field measurements that are easy to use, broadly applicable and directly comparable to today's computer models and simulations. 3D Photogrammetry is the basis of Digital Image Correlation, White Light Scanning and Dynamic Photogrammetry metrologies. This paper will discuss the real world engineering and manufacturing applications where these optical methods are providing a more precise and holistic measurement of materials, structures and operating machines. This precise, detailed knowledge is allowing direct solutions to problems and rapid, real-time comparison to engineering design. Like a team of engineers in a box, optical metrology is providing the tools to achieve lean manufacturing for better, more advanced products.
Purpose - This research aimed to investigate the process of lean manufacturing implementation in automotive industry in China in order to identify the critical success factors. Design/methodology/approach - A review of relevant literature is used to identify potential critical success factors for lean manufacturing implementations. The research had targeted lean-manufacturing management, practitioners, process users, and consultants working in automotive industry in China. Data were collected with an electronic survey which included 20 close ended questions, each measured by using five-point scale, Out of total 200 questionnaire distributed, 80 useable responses were received resulting in 40 % response rate. A judgmental sampling technique had been selected. Both descriptive and inferential statistics had been used to analyze this data. Findings - Our findings indicated that the belief among the respondents that management engagement, communication, training, monitoring progress among others are critical success factors for lean manufacturing implementation in automotive industry in China. Also, the findings of the survey confirm that there is no significant difference among different experience levels, functions, and automotive sectors in perceiving and evaluating the critical success factors of lean manufacturing implementation in automotive industry in China. Research limitations - The sample was limited to automotive industry in China and the results cannot be generalized too widely. However, this can be overcome by conducting other studies in different countries or industries. Practical implications - Management and consultants working in automotive industry in China should focus on management commitment, communication, monitoring progress, and training to ensure successful implementation. Originality/value - This research identified the critical success factors lean manufacturing implementation in automotive industry in China.
After having successfully implemented lean manufacturing in the 1990ies and lean engineering since 2004, Tenneco Europe expanded lean to its administrative organizations in October 2009. The implementation approach was directly derived from lean engineering previously implemented in Tenneco Europe as this was considered closer to administration processes than manufacturing processes were. A first SAE paper on lean transactional was presented in 2011. This paper covered a vision, a road map and a process to roll out the lean Spirit in the Administrative world. This paper and the papers listed in the reference list provide in detail the lean tools and principles used in lean transactional and engineering. This new paper is focussed on some concrete applications where the lean mindset has been implemented mainly by the finance team supported by sales, project management, marketing, manufacturing and engineering. After more than two years of implementation, the results are very encouraging significant reduction of cross-functional process lead times by 20% to over 80%. freed-up time (less effort) due to waste elimination. Redeployment of the freed-up time to high value added tasks. improved quality and accuracy of data reports ‘soft-side’ improvements such as: improved communication and alignment between departments employees have a better understanding of how their work contributes to the overall value stream to their customers improved cross-functional team building through activities during the lean training and workshops developing a more consistent problem-solving mindset (seeing waste, finding root causes, continuous improvement) significant improvement in motivation and morale a belief by the employees that they are in control of the processes they contribute to and not just victims of them overcoming the employee view that the processes that can be changed are only the ones or part of ones under the direct control of the department to which they are attached, rather than any and the complete process in which they have a stake.
In Aeronautic industry, when we launch a new industrialization for an aircraft sub assembly we always have the same questions in mind for drilling operations, especially when focusing on lean manufacturing. How can we avoid dismantling and deburring parts after drilling operation? Can a drilling centre perform all the tasks needed to deliver a hole ready to install final fastener? How can we simplify specific jigs used to maintain parts during drilling operations? How can we decrease down-time of the drilling centre? Can a drilling centre be integrated in a pulse assembly line? How can we improve environmental efficiency of a drilling centre? It is based on these main drivers that AIRBUS has developed, with SPIE and SOS, a new generation of drilling centre dedicated for hard materials such as titanium, and high thicknesses. The first application was for the assembly of the primary structure of A350 engine pylons. The main solution that was implemented meeting several objectives was the development of orbital drilling technology in hard metal stacks. Indeed, like in other materials (CFRP, Aluminum) this drilling process provides a lot of advantages. For example: Thrust force reduction; no burrs generated between parts; compatible with minimum quantity lubricant. Success of this project, and the opportunity to built primary structure in one way assembly, will allow us to reduce assembly lead time of A350 pylon by 7% and avoid the need to employ four workers in non value added tasks (Dismantling end deburring parts). This paper presents all work carried out on this project, and its integration in the A350 Pylon assembly line.
After having successfully implemented lean manufacturing in the 1990ies and lean engineering since 2004, Tenneco Europe decided to expand Lean to their administrative organizations in October 2009. The implementation approach was directly derived from lean engineering [1], [2], [3], [4], [5], [6]. After having defined a vision and a road map, a lean steering committee, composed of senior managers and a lean coordinator, identified and supported the first areas for implementation of lean in their transactional processes. It was decided to challenge the organization by selecting some critical cross functional processes. Transactional workshops were defined and executed according to Tenneco's best practice: a 2-day-training of all the people involved in the workshops an intensive 3-day-workshop to identify: the customer and its needs the current state map and its gaps the future state map and finally an action plan and metrics to track the progress of the project 3 months for the implementation of the action plan 3 months to sustain the new process by monitoring key metrics weekly meetings and monthly reporting-outs to the senior managers. After more than one year of implementation, the results are very encouraging Significant reduction of cross-functional process lead times from 20% to more than 50%. Freed-up time (less effort) due to waste elimination. Redeployment of the freed-up time to high value-added tasks. Improved quality and accuracy of data reports ‘Soft-side’ improvements such as: Improved communication and alignment between departments Employees have a better understanding of how their work. This contributes to the overall value stream to their customers Improved cross-functional team building through activities during the lean training and the workshops Developing a more consistent problem-solving mindset (seeing waste, finding root causes, continuous improvement) Significant improvement in motivation and morale This paper will illustrate, through concrete examples, the afore-mentioned results from the lean workshops.
The article presents an innovative approach to the implementation of a robust design optimization solution in an automobiles assembly process. The approach of the entire project is specific to the 6 Sigma optimization process, by applying the DMAIC cycle integrated in a robust engineering approach for rendering lean the final product assembly process. According to the improvement cycle, the aspects specific for such a process are presented sequentially starting with the “Define” phase for presenting the encountered problem and continuing with the presentation of the scope of the project and its objectives. The “Improvement” cycle phase is applied by the analysis of the monitored 6 Sigma metrics (defined during the previous “Measure” phase and the cause and effect analysis, done during a brainstorming meeting developed during the “Analyze” phase). There follows a proposal for the innovative robust solution by which the assembly process is optimized. Therefore, we propose the final assembly of already painted doors on the already assembled cars with a special work-holding which is easy to handle by the human operator. The automation of designed and implemented solutions provides features of error proofing for the assembly process in the case in which the doors are not located accordingly on the work-holding locating elements, which may lead to various inconveniences during the assembly on the vehicle and/or some faults of the door quality, such as scratches or deformations because of the impacts. The initially presented process indices, for the not yet optimized process are finally evaluated after the implementation of the innovative solution for a comparative study of the initial monitoring results and after the implementation of the proposed corrective solution. This underlines the critical conclusions that are induced during the “Control” phase. The final conclusions point to the corrective / preventive actions for a sustainable and reliable optimization, which give the maximal process its overall efficiency.
This paper describes a simple statistical method to statistically disaggregate industrial energy use into production-dependent, weather-dependent and independent components. This simple statistical disaggregation has many uses, including improving model calibration, quantifying non-productive energy use and identifying energy efficiency opportunities. The process is called Lean Energy Analysis (LEA) because of its relationship to Lean Manufacturing, which seeks to reduce non-productive activity. This paper describes the statistical models, discusses the application of the LEA approach to over 40 industrial facilities, and provides case study examples of the benefits.
A look at aero engine and assembly developments as commercial airframe and engine manufacturers begin the biggest battle of all-for next-generation short-haul jet aircraft sales. Back in the summer of 2010, the international aerospace community was buzzing with speculation regarding whether Airbus or Boeing would act first in offering a new product that could give a competitive edge in the largest civil aerospace sector of all-the narrow-body 150-seat market. With monthly production rates for both the A320 and 737 rising through 40 and still climbing, there is a lot at stake. Neither wants to risk any slackening in customer interest at a time when low-cost airlines are growing rapidly and older fleets require replacement. The continuing appeal of the 737 speaks for itself-last year the company delivered no fewer than 376 aircraft, while A320 sales now total over 6700 aircraft.
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