Papers on "Lean Strategies in the Aerospace Industry" and similar term paper topics

Paper #106007 :: Lean Strategies in the Aerospace Industry
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An analysis of ways for aerospace manufacturing companies to overcome the challenges of making lean enterprise strategies.

Written in 2008; 4,632 words; 20 sources; MLA; $ 119.95

Paper Summary:

This paper provides insights into how aerospace manufacturers are tackling the task of transforming lean production lessons learned into lean enterprise strategies and instituting lasting change at the process level. The paper discusses the steps that aerospace manufacturing companies are taking to overcome the challenges of making lean enterprise strategies become part of their permanent sourcing, manufacturing and fulfillment strategies. The paper also illustrates how measures of supply chain, manufacturing and fulfillment can be effective in measuring the progress of aerospace companies in becoming leaner. The paper contains tables and charts.

Table of Contents:
Abstract
Table of Figures
List of Tables
Defining Lean Best Practices in the Aerospace Industry
Evolution of the Lean Enterprise in Aerospace
Taking a Process-Centric View of Lean Transformation
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Barriers Aerospace Manufacturers Face in Becoming Lean
Measuring Progress towards Being Lean in the Aerospace Industry
Recommendations for Attaining Lean Transformation
Appendices

From the Paper:

"Aerospace manufacturers are continually under pressure to reduce costs and increase product quality, while at the same time better aligning their production processes with demand in the form of product and service requirements from customers. This is the essence of their lean manufacturing vision. The pressure to continually increase the return on invested capital (ROIC) while better serving their more demanding customers, and increasingly responding to their unique and often customized product and service requests requires a complete re-alignment of the manufacturing, service, and support processes that encompass a manufacturing operation. To accomplish the strategic objectives of being more customer-centric in both aerospace manufacturing and services processes, being able to respond to the customers' highly specialized needs for products while at the same time making aerospace operations more efficient is at the heart of the lean manufacturing philosophy pervading global manufacturers today. Simply put, lean manufacturing focuses on the elimination of all forms of waste, continuous improvement, and simplification of business processes. Through constant stream of Kaizen (continuous improvement) events, manufacturers systematically attack waste, streamline processes, and improve operational flexibility. Core to the Lean philosophy is the notion that operations and processes have become too complex to be self-correcting in their alignment to the rapidly changing demands of customers (Philip Beaumont 2002). Lean manufacturing supports the simplification of production processes to ensure a higher level of visibility through better metrics of performance and the use of dashboards and key performance indicators and hence control of their operations and processes. Lean's original roots were in the Toyota Production System and focused on improving automotive manufacturing. Lean is firmly rooted in the automotive supply base and similar industrial markets where operating margins are tight and management of working capital is critical to survival. However, as the success of lean has become more widely known, it is being adopted by many industries and is spreading into many other areas of the value chain. For those manufacturers successfully adopting lean, the motives are clear -- provide superior value to the customer while at the same time improve profitability."

Tags: sales services operations production

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