A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment

A static capacity planning model was developed and tested following a four-phased framework. This model was developed for the purposes of capital planning for capacity requirements at a large aerospace parts manufacturing plant. Implications for capacity planning of the nature of the aerospace industry, as well as the company and plant being studied are discussed, as well as the current state of capacity planning. In phase I of model development, an appropriate modeling solution is selected. In phase II, information is collected from the user base as to the desired user experience and functionality of the model, as well as the parameters that should be considered in it. Phase III involves assessment of the parameters' impact on capacity, and identification of appropriate data sources to feed the model. Additionally, phase III recommends changes to current data structures in order to optimize the balance of model accuracy with minimal incremental resource allocation. In phase IV, the mathematical model is explained, and the user interface is developed. With a working model, the results are validated with the shop floor, identifying gaps in data sources previously unobservable. Following model development and validation, the model is applied to a subset of the shop, and used to develop recommendations for addressing predicted future capacity constraints. Application of the model reveals a blind spot in current heuristics-based planning, where high development loads can lead to immediate capacity constraints, but effects of the experience curve can actually cause this constraint to disappear on its own, without the need for excess equipment purchases. Finally, extensions of the research and lessons learned are discussed, suggesting future project work within the plant studied, as well as elsewhere in the company and in other companies or plants.

Department dc:contributor.department

Leaders for Global Operations Program at MIT

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2012

Author dc:creator

• Reveley, Matthew A. (Matthew Aaron)

Advisor dc:contributor.advisor

• David Hardt and Roy Welsch.

• Sloan School of Management.
• Mechanical Engineering.
• Leaders for Global Operations Program.

Statement dc:rights

• 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.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/73414

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/73414