Godshantering av flygunderhållsartiklar - En värdeflödesanalys ur ett förbättringsperspektiv
Saab Component Maintenance in Linköping, Sweden, offers maintenance, repair and
overhaul (MRO) services for civilian and military aircraft components. Lately, the
department has struggled with slow throughput rates, despite various counteracting
attempts. Studies show, that large parts of the delays derive from the logistics
department where goods arrive and dispatch. Therefore, Saab wants to carry out an
extensive analysis of the department in order to further investigate what is causing its
slow throughput rates.
The thesis begins with extensive mapping over Component Maintenances whole value
stream to find out how departments interact with each other and which role
individual departments have in the total supply chain. Out of 13 000 different part
numbers, components were divided into five product families. From statistical history
of package frequency, two value streams were chosen as scientific research objects,
where improvements of which show great potential to have serious positive effects.
From activity studies, observations, workshops and interviews various elements were
identified as obstructing in the logistics department’s material and information flow.
Activity studies show, that 55, 8% of activities performed in the arriving goods
department were considered as value adding time. In addition, 67, 9% of activities
performed in the dispatch goods department were considered as value adding time
(where over half of the value adding time was spent in administrative systems). 11
critical challenges and five associated root causes have been identified in the arriving
goods department. 14 critical challenges and five associated root causes have been
identified in the dispatch goods department.
To reduce and prevent further waste, the thesis recommends 14 critical actions in
order to reduce the amount of elements obstructing the flow of material and
information at Component Maintenance. In addition, recommended changes have
been illustrated in a Future State Map for each department respectively on a process
level. By performing tasks in new sequences where material and information flow
progresses in a parallel synchronized rate, the benefits of a balanced lean flow could
be demonstrated in the dispatch department. Shortest lead time, from finished
component to packaged and booked shipment, was noted for small units and took 20
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