Godshantering av flygunderhållsartiklar - En värdeflödesanalys ur ett förbättringsperspektiv
LeanSex SigmaSaabVärdeflödeKartläggningLogistikFlygVSMCSMFSMLeanSix SigmaSaabValue stream mappingSupply chainLogisticsVSMCSMFSM
Saab Component Maintenance in Linköping, Sweden, offers maintenance, repair andoverhaul (MRO) services for civilian and military aircraft components. Lately, thedepartment has struggled with slow throughput rates, despite various counteractingattempts. Studies show, that large parts of the delays derive from the logisticsdepartment where goods arrive and dispatch. Therefore, Saab wants to carry out anextensive analysis of the department in order to further investigate what is causing itsslow throughput rates.The thesis begins with extensive mapping over Component Maintenances whole valuestream to find out how departments interact with each other and which roleindividual departments have in the total supply chain. Out of 13 000 different partnumbers, components were divided into five product families. From statistical historyof 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 wereidentified as obstructing in the logistics department?s material and information flow.Activity studies show, that 55, 8% of activities performed in the arriving goodsdepartment were considered as value adding time. In addition, 67, 9% of activitiesperformed in the dispatch goods department were considered as value adding time(where over half of the value adding time was spent in administrative systems). 11critical challenges and five associated root causes have been identified in the arrivinggoods department. 14 critical challenges and five associated root causes have beenidentified in the dispatch goods department.To reduce and prevent further waste, the thesis recommends 14 critical actions inorder to reduce the amount of elements obstructing the flow of material andinformation at Component Maintenance. In addition, recommended changes havebeen illustrated in a Future State Map for each department respectively on a processlevel. By performing tasks in new sequences where material and information flowprogresses in a parallel synchronized rate, the benefits of a balanced lean flow couldbe demonstrated in the dispatch department. Shortest lead time, from finishedcomponent to packaged and booked shipment, was noted for small units and took 20minutes.