Lean Methods for Aerospace and Health Care in Ontario October 30, 2009
Posted by Jeff Fuchs in aerospace, automotive, healthcare, lean.Tags: aerospace, automotive, healthcare, lean
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On his Lean Blog, Mark Graban points out an article from Canada about how Toyota (an automaker) manages to be influential to Bombardier (maker of planes) and St. Joseph’s Hospital in Hamilton, Ontario (a fixer of people).
A sample of the results from St. Joseph’s:
Since the new system was implemented, St. Joe’s wait times have fallen on average by a couple of hours per patient, Dr. Smith said. Roughly 90% of St. Joe’s patients now have a wait time of less than four hours, as opposed only 50% before, he added.
See the original article here.
See Mark’s analysis and comments here.
Lean Methods for Aerospace and Health Care in Ontario October 30, 2009
Posted by Jeff Fuchs in aerospace, automotive, healthcare, lean.Tags: aerospace, automotive, healthcare, lean
add a comment
On his Lean Blog, Mark Graban points out an article from Canada about how Toyota (an automaker) manages to be influential to Bombardier (maker of planes) and St. Joseph’s Hospital in Hamilton, Ontario (a fixer of people).
A sample of the results from St. Joseph’s:
Since the new system was implemented, St. Joe’s wait times have fallen on average by a couple of hours per patient, Dr. Smith said. Roughly 90% of St. Joe’s patients now have a wait time of less than four hours, as opposed only 50% before, he added.
See the original article here.
See Mark’s analysis and comments here.
Boeing to Rein in Dreamliner Outsourcing January 19, 2009
Posted by Jeff Fuchs in aerospace, Lean Thinking, supply chain.Tags: aerospace, Lean Thinking, supply chain
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Business Week reports that Boeing, beset by problems that have delayed commercial deliveries of its 787 Dreamliner into early 2010, is rethinking the global outsourcing model that critics say has caused much of the nearly two-year holdup.
Engineers at Boeing are frustrated by design and production foul-ups that have led the company repeatedly to send staffers out to suppliers to iron out difficulties. The company’s top executives are suggesting they will rely less on their outside suppliers: The company is making plans to bring more work back in-house.
Boeing has attempted to create a “virtual kerietsu” of far-flung suppliers, and to do so in nearly one fell swoop with the Dreamliner. Industry contacts I have spoken with have described how Boeing relied on suppliers for parts in earlier generations, then relied on them for everything the next with the Dreamliner. The effort to create a seamless global supply chain, a “snap-together” airplane, and make Renton Washington a final integration site was an aggressive dream at best. Was it misguided? History will judge.
I have watched this development program with interest. I think back to a lean aerospace summit some years ago where one of the invited speakers, Jim Womack, took the podium and “ripped the attendees a new one.” He bemoaned the heavy lifting that most aerospace leaders had avoided: consolidating to create true lean value streams and tightly integrated supply chains. Needless to say, he was not invited back warmly in later years’ summits. With the 787, I have felt that Boeing was sidestepping Womack’s observations and advice.
Read more of Business Week’s observations here.
Boeing to Rein in Dreamliner Outsourcing January 19, 2009
Posted by Jeff Fuchs in aerospace, Lean Thinking, supply chain.Tags: aerospace, Lean Thinking, supply chain
add a comment
Business Week reports that Boeing, beset by problems that have delayed commercial deliveries of its 787 Dreamliner into early 2010, is rethinking the global outsourcing model that critics say has caused much of the nearly two-year holdup.
Engineers at Boeing are frustrated by design and production foul-ups that have led the company repeatedly to send staffers out to suppliers to iron out difficulties. The company’s top executives are suggesting they will rely less on their outside suppliers: The company is making plans to bring more work back in-house.
Boeing has attempted to create a “virtual kerietsu” of far-flung suppliers, and to do so in nearly one fell swoop with the Dreamliner. Industry contacts I have spoken with have described how Boeing relied on suppliers for parts in earlier generations, then relied on them for everything the next with the Dreamliner. The effort to create a seamless global supply chain, a “snap-together” airplane, and make Renton Washington a final integration site was an aggressive dream at best. Was it misguided? History will judge.
I have watched this development program with interest. I think back to a lean aerospace summit some years ago where one of the invited speakers, Jim Womack, took the podium and “ripped the attendees a new one.” He bemoaned the heavy lifting that most aerospace leaders had avoided: consolidating to create true lean value streams and tightly integrated supply chains. Needless to say, he was not invited back warmly in later years’ summits. With the 787, I have felt that Boeing was sidestepping Womack’s observations and advice.
Read more of Business Week’s observations here.
Offshoring Fuels the Aerospace Jobs Debate January 19, 2009
Posted by Jeff Fuchs in supply chain.Tags: aerospace, outsourcing, supply chain
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How outsourcing and the outsourced worker are viewed depends on which side of the issue – and the world – you stand.Is the relocation of work destroying the aerospace industry or creating a global industrial base that is essential to its health? Is a job moved offshore a loss or a gain for the industry? These questions came to a head in 2008 as outsourcing played a role in the collapse of the U.S. Air Force KC-X tanker competition, the unraveling of Boeing’s 787 program and ultimately the strike that idled the U.S. giant’s commercial aircraft production for eight weeks.
Aerospace is not alone in outsourcing, but the issue is far more complex for this industry than for any other. Manufacturers move work to other countries not just to reduce their costs, but to enter markets, spread risk, access funding and fulfill offset obligations.
As the global economic recession tightens its grip and the growth curve turns downward, outsourcing will come under ever greater and more critical scrutiny.
Read deeper analysis in this Aviation Week article.
Read the full article here.
Offshoring Fuels the Aerospace Jobs Debate January 19, 2009
Posted by Jeff Fuchs in supply chain.Tags: aerospace, outsourcing, supply chain
2 comments
How outsourcing and the outsourced worker are viewed depends on which side of the issue – and the world – you stand.Is the relocation of work destroying the aerospace industry or creating a global industrial base that is essential to its health? Is a job moved offshore a loss or a gain for the industry? These questions came to a head in 2008 as outsourcing played a role in the collapse of the U.S. Air Force KC-X tanker competition, the unraveling of Boeing’s 787 program and ultimately the strike that idled the U.S. giant’s commercial aircraft production for eight weeks.
Aerospace is not alone in outsourcing, but the issue is far more complex for this industry than for any other. Manufacturers move work to other countries not just to reduce their costs, but to enter markets, spread risk, access funding and fulfill offset obligations.
As the global economic recession tightens its grip and the growth curve turns downward, outsourcing will come under ever greater and more critical scrutiny.
Read deeper analysis in this Aviation Week article.
Read the full article here.
