© 2021 Auburn University
© 2021 Auburn University
Rolls-Royce Implementation of Digital Production Flow, Machining and Inspection Methods
Rolls-Royce is a global civil aerospace, defense, and power systems company with approximately 50,000 employees.
CHALLENGES
While faced with many challenges common to most manufacturers, following are some of the higher priority issues that impact the company’s drive toward developing digital capabilities.
Creation of the 3D solid models for legacy products originally designed on paper.
Workforce transformation to accept the new process and changing production roles.
MOTIVATION
The business market was slowing down, factory costs were rising, and productivity was going down. Had begun the Factory of the Future Transformation process utilizing Lean & Six Sigma improvements. Final production line to be transformed had numerous machine tools that were coming due for replacement. Used the replacement opportunity to inject new technology along with Lean principles.
RESULTS
The key value drivers for this project were: production costs, quality, operational efficiency, and productivity. Annual production costs for product line were reduced by $Multi-Mil+ per year. The cost of the project was $3.5M with an estimated payback of 18-24 months. Resulting payback came in the first 12 months.
Cycle Times & Lead Times Reduction80% reduction in cycle times and lead times.
Improved Productivity85% reduction in setup time.
Reduction in TransportationPart travel distance was reduced from 1800 feet to 160 feet.
MoraleMorale, pride, and ownership of the shop floor workforce improved.
QualityPerception and impression of the quality of the operation in the eyes of the customer were greatly improved.
SOLUTIONS
This project was completed in 18 months with required efforts from manufacturing, design and faculty engineers, machinists, and suppliers.
Developed entirely new production flow, machining and inspection methods. New machining and inspection methods were enabled by the conversion of product data to 3D solid models. Machining processes were combined onto new 5-Axis Machining Centers. The production line was reconfigured into a dual-line, low- and high-volume. The new high-volume line was designed to finish machine the product in a single operation.
CMM’s were introduced on shop floor next to the new 5-axis Machining Centers. Every part coming off machining centers was inspected on the CMM with SPC data feedback loops.
3D Solid Models were key to enabling the re-engineering of the process, programming, and inspection. The existing process was a sequential batch flow consisting of up to six different machining operations. The new process is two machining operations capable of running three different models simultaneously.