DALLAS, APRIL14, 2009 – Vought Aircraft Industries, Inc. recently received the Silver Eagle award for Project Excellence from The Boeing Company’s C-17 program.  A team of Vought employees earned the award by reducing product lead time on the Boeing C-17 Globemaster III transport from 29 months to 20 months. Vought’s reduction to approximately 410 manufacturing days enables Boeing to reduce its overall lead time toward the program goal of 24 months.

This is the fourth Silver Eagle award Vought has received from Boeing since joining the C-17 team in 1983.

“Vought’s recognition is well earned,” said Mark DeVoss, Boeing director of Supplier Management for the Global Mobility Systems division of Boeing’s Integrated Defense Systems business. “These efforts go a long way in reducing our overall cycle time, meaning we can deliver C-17s quicker to the U.S. Air Force and other customers.”

Boeing’s C-17 program established its annual Silver Eagle awards in 1989 as a formal internal program to recognize and honor noteworthy accomplishments associated with their Continuous Improvement/Operational Excellence initiatives. Silver Eagle Award candidate projects must have achieved significant, tangible, and quantifiable results utilizing Lean Manufacturing principles and Six Sigma methodologies.

The four main criteria for the award are: achievement reflecting excellence in quality and innovation; systems or processes change as a result of an achievement; being a role model for desired traits of mutual respect, trust and ethical behavior; and satisfying Boeing customers.

“We value flawless execution at Vought, and this award is a testament to that effort,” said Mark Blanton, Vought director of military programs. “The 13 people on our team spent approximately nine months working with the suppliers to achieve their goal.  This team did a tremendous job.”

Vought put together a multi-functional team, lead by two Black Belt candidates, to build a Value Stream Map of the total C-17 span. The map begins with the time Vought is authorized by Boeing to perform work until the company delivers its products to Boeing in Long Beach, Calif. The team used the DMAIC (define, measure, analyze, improve, control) process to determine the areas that offered the best opportunity to reduce Vought’s total span time. The team studied 600 raw materials and part items procured from 52 different suppliers. Lead time reductions were accomplished through a concentrated effort of evaluating suppliers’ risks and span times and by eliminating non-value-added activities. Suppliers also were provided with visibility of long-term requirements and implementation of long-term agreements.

Source: Vought