38 TOCPA Paris March 2018 - EuroCryospace - Boosting Rocket Production Using TOC

www.tocpractice.
com
38th TOCPA International Conference

28-30 March 2018, Paris, France
Boosting rocket production

using the Theory of Constraints
Christine JAUFFRET
EUROCRYOSPACE, FRANCE
CHRISTINE JAUFFRET
Brief bio
 Engineer diploma in 1986 Photo

of the presenter
 MBDA: System engineer,
then Missile System program manager
 Airbus Defense & Space:
Head of Tactical UAV Systems programs
 EuroCryospace: Head of programs
and now, Managing Director
3 children
www.tocpractice.com 38th International Conference of the TOC Practitioners Alliance - Paris - TOCPA 2
EuroCryospace:
Air Liquide & ArianeGroup company
Business: manufacturing of cryogenic tanks and associated
equipment for the Ariane 5 launcher
Customers:
Satellites
operators
Creation: 1988,
Turnover: ~ 50 M€
Employees: 160 persons
EuroCryospace – Les Mureaux
■ Les Mureaux site: 16 000m² inside the ArianeGroup site -

Industrial flows and coordination are facilitated by the
co-location on the ArianeGroup site
Activity
ESC
Cryotechnic
upper
stage H2 tank
and lines 53m
EPC
Cryotechnic
main stage
tank and
lines
EPC tank manufacturing process
Welding
Insulation
Equipment integration
The initial context:
not enough rockets
■ Necessity to meet the increasing market

requirements
A production capacity of 6 to 7 tanks (EPC) per year

on average, but around 5 tanks production rate in
reality …
… for a demand that has increased to 8 EPC per year
Initial context: major changes
in the external and internal context
Before 2014:  1988 - Creation of Cryospace by Astrium and Air Liquide.

Leader on the market  2012 – Creation of EuroCryospace for the A5ME program with an
establishment in Bremen
New competitors Space X, China, India, …..
The answer of Ariane  2015 - A5ME shutdown & launch of the A6 program. New business
towards competition strategy
2015 - 2016  In 2015, EuroCryospace was refocused on Ariane 5 production and

Internal changes support
Continuous Improvement company project > Cryoboost
Reminder:
5 Focusing steps
Easy to do in production
1. IDENTIFY the system's constraint(s) but not in projects
2. Decide how to EXPLOIT the system's constraint Without investments

in $ or in time
3. SUBORDINATE everything else to the above decision The most

difficult step
4. ELEVATE the system's constraint With investments
in $ or in time
5. WARNING!!!!
If in the previous steps, a constraint has been eliminated, Or choose the "best"
go back to step 1, constraint of the system
but do not allow INERTIA to become the system's constraint
Note: Often called The 5 Focusing Steps or TOC's Process Of On-Going Improvement (POOGI).
Breaking the constraints
one after the other
■ The bottleneck changed many times during the project because of
the improvements made on each successive bottleneck
Bottleneck 3:
X-Ray control of the
Bottleneck 2: lines
Incoming quality
inspection
Bottleneck 1:
Welding machine for
the tank
Bottleneck 1:
The EPC tank welding machine
■ Welding machine identified as the first bottleneck.
■ Takt time around 38 days vs a requested 27 days Takt to deliver
8 ranks / year Temps d'écoulement des réservoirs EPC par atelier Date de la dernière
mise à jour :
25/01/2018
60
RN (hors C4)
50 48
Timbrage/étanchéité/ressuage
46 46
ISO
43 EQT int
EQT ext
40
37 Takt Time Cad. 8
35
34
Nombre de jours
33 33
32
31
31
30 30
30 29 29
28 28 28 28
27 27 27 27 27 27 27
25 25 25
24 24 24 24
23
23
22
20
20 19
18
37
14
13 28
25 26 25 25 25
23 24 23
10 20 21 20 20 20 20 19 19
17 16 17 16
15 15 15
13 13 12 12
10 10 11 10 10 11 10
9 8 8 8 7 7
31 30 33 71 28 45 43 52 35 33 30 42 32 61 26 24 27 28 30 28 27 28 26
0
R582 R583 R585 R586 R587 R588 R589 R590 R591 R592 R593 R594 R595 R596 R597 R598 R599 R600 R601 R602 R603 R604 R605
Réservoir EPC
Fréquence de mise à jour :
Porteur : MILCENT S. Chemin d'accès : \\jonas\Amélioration_Continue\0-commun AMC\03 - Suivis & indicateurs\032 - Suivi RIE\ 3-suivi global EPC (Goulot) mensuelle
Applying the Critical Chain principles
on the welding machine
■ Use of a mascot to facilitate the
communication and increase
efficiency between production
and control operations
Critical!
Do not disturb
this operation
Initial process of welding Switching time
New Critical Chain welding
Buffer
Critical Chain + Lean
To improve performances
■ First step: a workshop observation in order to analyse the real
"focused duration" of each task
■ Second step: the planning of operations was reduced
from 38 days to 27 days (22 days + 5 days of buffer)
■ Tanks schedule execution monitored with a Fever Chart
Results: a huge increase
in speed and productivity
■ Welding machine Takt Time reduced
from 38 days in 3 shifts to 27-28 days in 2 shifts
CCPM - welding
8 EPC welded
during a year
Bottleneck 2:
Incoming Quality Inspection
■ The work-in-progress in the inspection area went from 1000
packages (Quality Orders) to less than 200 in 6 weeks
■ To absorb the WIP in the incoming quality inspection area
Performance CQR
 The “2 for 1” rule to reveal excess 1200 350
capacity on non-bottleneck resources 1000

300
and work on versatility of operators 800

250
Nombre de Colis par semaine

200
 Reassign inspectors from other under 600
150
loaded sectors (non-bottlenecks) 400

100
 3 people per typology and per batch,

200
50
73
gain in autonomy & efficiency, … 0 7

0
2017-S02
2017-S03
2017-S04
2017-S05
2017-S06
2017-S07
2017-S08
2017-S09
2017-S10
2017-S11
2017-S12
2017-S13
2017-S14
2017-S15
2017-S16
2017-S17
2017-S18
2017-S19
2017-S20
2017-S21
2017-S22
2017-S23
2017-S24
2017-S25
2017-S26
2017-S27
2017-S28
2017-S29
2017-S30
2017-S34
2017-S35
2017-S36
2017-S37
2017-S38
2017-S39
2017-S40
2017-S41
2017-S42
2017-S43
2017-S44
2017-S45
2017-S46
2017-S47
2017-S48
2017-S49
2017-S50
2017-S51
2017-S52
2018-S01
2018-S02
2018-S03
2018-S04
2018-S05
2018-S06
2018-S07
2018-S08
2018-S09
2018-S10
2018-S11
Nombre de création Nombre de FA ouverte Nombre d' Ordre Qualité clôturés Nombre d'Ordre de Qualité à contrôler
 The WIP reduction has reduced the stress level of the team
Bottleneck 3:
X-Ray control of the lines
■ 130 lines in progress in the workshop
 50 waiting for the X-Ray control
 Necessity to add extra

capacity when needed
(from other departments)
 Schedule of the work in

progress in front of this
bottleneck in order to
maximize its productivity
Throughput increased by 25%
Throughput 2016:
6 6 8
TOC Throughput 2017:
6 7,5 8
Conclusion
■ Significant increase in performance obtained by focusing

on some manufacturing operations, thanks to the
Theory of Constraints combined with Lean actions
■ Results obtained in a few months
■ Throughput of the tanks increased by 25 %
Any Questions ?

38 TOCPA Paris March 2018 - EuroCryospace - Boosting Rocket Production Using TOC

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www.tocpractice.

38th TOCPA International Conference

Boosting rocket production

 Engineer diploma in 1986 Photo

■ Les Mureaux site: 16 000m² inside the ArianeGroup site -

■ Necessity to meet the increasing market

A production capacity of 6 to 7 tanks (EPC) per year

Before 2014:  1988 - Creation of Cryospace by Astrium and Air Liquide.

New competitors Space X, China, India, …..

2015 - 2016  In 2015, EuroCryospace was refocused on Ariane 5 production and

Continuous Improvement company project > Cryoboost

2. Decide how to EXPLOIT the system's constraint Without investments

3. SUBORDINATE everything else to the above decision The most

New Critical Chain welding

 The “2 for 1” rule to reveal excess 1200 350

capacity on non-bottleneck resources 1000

and work on versatility of operators 800

Nombre de Colis par semaine

 Reassign inspectors from other under 600

loaded sectors (non-bottlenecks) 400

 3 people per typology and per batch,

gain in autonomy & efficiency, … 0 7

 Necessity to add extra

 Schedule of the work in

TOC Throughput 2017:

■ Significant increase in performance obtained by focusing

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