Case
Studies.

When Boeing needed a partner who could deliver quality, they taxied over to KLS.

Challenge


Transition of practices and procedures from Vought and Global to Boeing standards.

Multiple inventory locations across the campus with lack of accountability and inventory control.

Excessive foot traffic from production floor to tool cribs resulting significant non-value added wait times.

Lack of tool control creating FOD potential.

Numerous and ongoing stock outs of critical tools, supplies, and spare parts.

No control of inbound receiving activity resulting in delays and reorders.

Space constraints in manufacturing buildings due to lack of consolidated storage of inventory for both facilities maintenance and production support services.

Contractors engaged in Powerfeed Drill setup were not integrated with Boeing production causing cutter supply and drill motor shortages resulting in production downtime.

Limited shipside support for tools and consumable materials.

Solution


The KLS solution approach for support of the Boeing South Carolina facility includes consolidation of supply chain management activities off-site with centralized receiving and distribution utilizing Boeing WMS systems.

KLS utilizes a multilevel management structure for effective communication at all levels with the client including executive, business, and operations owners.

Implement Boeing existing WMS systems into the KLS facility to align with existing infrastructure and processes.

Operating processes in the plant are responsible for keeping inventory accuracy: Scheduled cycle counting of all inventory, Daily reporting of inbound non-conforming product, Weekly reporting of inventory variances and adjustments

Establish a robust tool kitting program and POU distribution process to eliminate touches and stock outs.

Develop a production control and integrated system for Powerfeed setup operations to support variances in production demand (VizTrac).

Results


The Ways the Client Benefitted

The results of this collaboration are outstanding. Using only internal talent to develop the database, the cost was minimal, only the man hours used to program the database, which equated to approximately two people four weeks.

We were able to deliver capitol recommendations to Boeing operations and procurement, with the data to back it up, in four weeks.

We are now able to forecast people and equipment requirements, as production and or engineering changes occur.

We are now able to forecast inventory needs by Ship Set which will drive the inventory down to a pre-built Kit level and deliver them Just in Time.

The VIS Board gives us the ability to know how we are performing at a glance.

The VIS Board gives Boeing the ability evaluate our performance, at a glance, in their terminology.

Since the system was deployed, 100% on time delivery has been achieved and maintained.