1. Boeing will be discussed throughout the years and how they became lean to survive in todays tough market. Lean manufacturing has aided Boeing in a significant reduction in the amount of energy used, raw materials and non-product output associated with its manufacturing processes. Lean manufacturing was implemented at Boeing in 1993.

Manufacturing processes at Boeings plants were outdated the floor layout was similar to a parking lot. The planes were docked in stalls six on the left side of the factory, six on the right side. Each plane was surrounded by ramps and workers would go in and out to find parts, install them. This method was the standard way to assemble planes in the past but as time went by this method no longer proved effective and in fact became completely outdated. Boeing had to find a solution to get them back on track and they decided to begin implementation of Lean Manufacturing.

In 1993 the company began implementing lean principles. Unfortunately for Boeing these practises werent immediately fruitful as Boeing was still using decades old manufacturing processes, and company executives failed to take this move seriously and without any incentive (Boeings main customers were state owned airlines who werent concerned about price) for continual improvement this move had little success if any.

With the advent of Airbus, a serious competitor, Boeing was forced to change its ways if they were to survive. This time Lean measures proved fruitful, manufacturing time was reduced by up to 60%, manufacturing floor space was reduced by up to 50% leaving more space for other processes and resource productivity was improved by 30-70%.

Ken Curtindale, a mechanic at Boeing, believes lean manufacturing has helped the company, as he no longer has to spend time walking about inefficient plants, his tools are readily available and the shop floor is more organised helping save yet even more time. A big difference is now supplies are always available unlike the 1997 fiasco when Boeing tried doubling its production overnight and fell short due to lack of supplies and a disorganised and inadequate workforce. With a proper lean system in place a mixer bay which would have taken 48 hours and consisted of 204 parts now consists only of 14 parts and takes only 16 hours.

Boeings continual investment in lean can be accredited to the fact that Boeing believes that this lean approach helps improve customer responsiveness, reduce costs and systematically improve operational performance on a continual basis

REQUIRED:

1. Discuss the meaning of Lean manufacturing at Boeing.
2. Explain the major issues involve in the Manufacturing processes at Boeings.
3. Evaluate the impacts on Boeings of using lean manufacturing.