When demand for CFM LEAP engines surged in early 2024, one long-standing Pennsylvania supplier to GE Aerospace found itself grappling with an unexpected challenge: too much work, too quickly. As orders for the narrowbody engine of choice skyrocketed, cracks began to show on the production line — not from major faults, but from accumulating minor inefficiencies that threatened to become serious bottlenecks.
Enter Josh Gregg, a Vermont-based sourcing lean leader for GE Aerospace, who was assigned to help steady the ship. With more than 20 years of experience in jet engine component manufacturing, Gregg’s mission was not only to troubleshoot but to embed GE Aerospace’s proprietary lean operating model, FLIGHT DECK, at the supplier’s facility.
“You couldn’t boil it down to an equipment, capacity, people, or material issue,” says Gregg. “It was a mix of everything. The LEAP engine ramp had put them under constant pressure.”
The supplier, known for its quality and punctuality with a 95% schedule attainment rate, faced a tall order meeting new production targets. One of Gregg’s first moves was to apply the Japanese concept of genba — observing the process where the work is done — which quickly revealed hidden inefficiencies.
A striking example was the time-consuming practice of hand-benching braze material off nozzle baffles, nickel alloy components critical for distributing cooling air inside LEAP engine fuel nozzles. “We discovered that the machinists were hand-benching all of the braze material off the baffle when it didn’t affect its performance,” explains Gregg. “So we’ve stopped doing that altogether.”
Eliminating that step alone is set to save hundreds of square meters of hardware and thousands of labour hours annually. Next on the agenda is a comprehensive audit of the supplier’s welding processes to further streamline production.
Over the past year, the impact has been dramatic. The supplier has more than doubled its weekly supply of nozzle baffles to GE Aerospace and increased overall deliveries by more than 80%.
“This isn’t a story about a company that wasn’t doing great,” says Gregg. “It’s about one that has successfully activated FLIGHT DECK in order to accelerate and meet customer demand.”
What started as a supplier scrambling to keep pace has evolved into a closer, more collaborative partnership with GE Aerospace. By adopting leaner methods and focusing on continuous improvement, the Pennsylvania shop is not only weathering the storm but helping to ensure that GE Aerospace’s supply chain keeps up with the world’s insatiable appetite for LEAP engines.
“We’ve come such a long way in a short time,” says Gregg, reflecting on the supplier’s lean turnaround.
SOURCE: GE Aerospace IMAGE CAPTION: GE Aerospace team members worked with the supplier on-site to reinspect parts in an effort to improve efficiency. Images: GE Aerospace
