Session ID:

VS1-04

n Intermediate

Transforming Lean Theory to Lean Practice
What the Text Books Missed

This is a in depth look at two modification programs the T-38 in Mesa Az., and KC-135 GATM. An overview of these programs will lead into the physical and culture transformation that must occur. Identifying roles and responsibilities for both Leadership and Employees and explain how important employee involvement is.

A in depth look at Boeing approach to changing the culture through Employee involvement teams and the culture change that has to happen in order to be successful.

It will discuss planning, and execution of plans, and how breaking down barriers and walls has allowed employees to be themselves and let creativity flow. A Look into the metrics and lean events with Suppliers who are also the Customer, in providing parts on time to meet takt.

The Boeing Integrated Defense Systems strategy is to understand the enduring needs of customers and provide value-added solutions to meet their requirements. The strategy includes understanding the art of using current and emerging technologies to improve the capabilities of existing products and delivering new solutions.

Boeing Integrated Defense Systems (IDS) combines weapons and aircraft capabilities, intelligence and surveillance systems, communications architectures and extensive large-scale integration expertise. IDS has three capabilities-driven businesses -- Precision Engagement and Mobility Systems, Network and Space Systems, and Support Systems -- and an advanced technology development organization, Advanced Systems.

Liz Cange, Technical Fellow

Liz Cange , a Technical Fellow in Industrial Engineering, specializes in Lean manufacturing process improvements for the Boeing Company. With over twenty-eight (28) years experience in Integrated Defense Systems, Liz has a long track record in successful development and application of Lean Manufacturing principles.

For the past several years, Liz has focused her efforts on implementing a lean cellular maintenance strategy on programs such as the KC-135 PDM (Program Depot Maintenance). She developed and managed Boeing’s first retrofit program Lean single unit cellular flow strategy for the T-38 Avionics Upgrade Modification Program in Mesa, AZ. Additionally she developed and led the KC-135 Global Air Traffic Management (GATM) processes lean transformation. Liz works closely with customers and suppliers and has led a joint Boeing/Rockwell Collins Team to improve the parts distribution process on the GATM program. The KC-135 GATM program reduced direct labor hours by 65% per plane and the program received the Excellence in Manufacturing Shingo Prize Finalist award in March 2007.

Liz develops Lean training for the enterprise, suppliers and customers. She has taught lean concepts and philosophies and led lean initiatives at several foreign suppliers. She recently worked with the Royal Air Force on the Chinook maintenance line at DARA, Southport, England and Amberley Air Force Base, Australia. While working the F-18 program Liz led the co-production effort in Finland and brought lean to countries doing co-production in the Czech Republic and in Israel.

Liz was on the team that developed the 3-P (Production Preparation Process) training curriculum and implementation plan for the Boeing enterprise; has taught Lean Cellular Maintenance strategy to Army Aviation and Missile Command Leaders, and developed a Continuous Flow curriculum for Industrial and Manufacturing Engineers.