Lean implementation across value stream in main rotor blade area

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.

Bibliográfalaš dieđut
Váldodahkki: Phoenix, Casey J. (Casey John)
Eará dahkkit: Jan Klein and Daniel Whitney.
Materiálatiipa: Oahppočájánas
Giella:eng
Almmustuhtton: Massachusetts Institute of Technology 2007
Fáttát:
Liŋkkat:http://hdl.handle.net/1721.1/39692
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author Phoenix, Casey J. (Casey John)
author2 Jan Klein and Daniel Whitney.
author_facet Jan Klein and Daniel Whitney.
Phoenix, Casey J. (Casey John)
author_sort Phoenix, Casey J. (Casey John)
collection MIT
description Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.
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spelling mit-1721.1/396922022-01-28T19:55:17Z Lean implementation across value stream in main rotor blade area Phoenix, Casey J. (Casey John) Jan Klein and Daniel Whitney. Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Civil and Environmental Engineering Sloan School of Management Sloan School of Management. Civil and Environmental Engineering. Leaders for Manufacturing Program. Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007. Includes bibliographical references (p. 61). The primary goal for this project was to help expand the existing capability of Sikorsky's main rotor blade business from raw material (titanium) through final assembly. The project helped to facilitate the ongoing lean transformation as the factory makes the journey to single-piece flow. During the internship, monthly kaizen events were used to help focus efforts on different areas of the value stream. These activities resulted in changes in the following areas: decrease in cycle times and lead times, reduction in inventory, procedural changes, and a future plan to physically change the factory floor to improve flow. by Casey J. Phoenix. S.M. M.B.A. 2007-12-07T16:07:55Z 2007-12-07T16:07:55Z 2007 2007 Thesis http://hdl.handle.net/1721.1/39692 176008993 eng M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 61 p. application/pdf Massachusetts Institute of Technology
spellingShingle Sloan School of Management.
Civil and Environmental Engineering.
Leaders for Manufacturing Program.
Phoenix, Casey J. (Casey John)
Lean implementation across value stream in main rotor blade area
title Lean implementation across value stream in main rotor blade area
title_full Lean implementation across value stream in main rotor blade area
title_fullStr Lean implementation across value stream in main rotor blade area
title_full_unstemmed Lean implementation across value stream in main rotor blade area
title_short Lean implementation across value stream in main rotor blade area
title_sort lean implementation across value stream in main rotor blade area
topic Sloan School of Management.
Civil and Environmental Engineering.
Leaders for Manufacturing Program.
url http://hdl.handle.net/1721.1/39692
work_keys_str_mv AT phoenixcaseyjcaseyjohn leanimplementationacrossvaluestreaminmainrotorbladearea