A Flight Deck Innovation Transforms Operations at Suzhou Manufacturing Plant

A Flight Deck Innovation Transforms Operations at Suzhou Manufacturing Plant

In March 2024, GE Aerospace’s manufacturing facility in Suzhou, China, embarked on an ambitious initiative to reduce lead times for high-pressure compressor (HPC) parts used in CFM LEAP engines by at least 50%. Central to this effort was the development of a new cell model line, piloted through the “LEAP HPC Group B” production group, which manufactures critical rotating components for jet turbines. By implementing FLIGHT DECK, GE Aerospace’s proprietary lean operating model, across the entire production process, the team sought to halve the duration from raw material issuance to final machining.

Over the course of the following year, the plant achieved remarkable results. The lead time, which stood at 10.3 days in April 2024, was reduced to just 3.5 days, with ongoing improvements continuing to drive efficiency gains. Dan Zeng, Suzhou’s operations leader, emphasized that this achievement represents a continuous improvement journey rather than a fixed endpoint.

Mapping the Path to Efficiency

The transformation began with a comprehensive value-stream analysis and process mapping led by Dan Zeng and Executive Plant Leader Minna Wu. Their assessment identified the LEAP HPC Group B machining process as the prime candidate for optimization. Utilizing a FLIGHT DECK–derived “spaghetti chart,” the team uncovered a complex and inefficient layout of workstations and material flow. In response, they reorganized the workstations by related operations and grouped parts according to configuration, which reduced the travel distance for each part by 64%, from 1,417 meters to 513 meters. Additionally, the team streamlined operations by eliminating one process and outsourcing two others to external suppliers, thereby reducing both costs and complexity.

Further analysis through a machine capacity assessment (MCA) revealed additional opportunities for improvement. By retrofitting fixtures and tooling combinations, the team enabled machines to process different parts at the same station, significantly reducing time-consuming changeovers. This adjustment increased overall equipment effectiveness (OEE) from 85% to 88% and cut cycle times by 120 minutes. Zeng described this as the pivotal breakthrough, noting that it facilitated the introduction of one-piece flow and fundamentally transformed the production line from a traditional push system to a continuous flow system.

Embracing One-Piece Flow Amid Industry Challenges

Historically, the Suzhou plant operated on a strict sequential batch flow system, which was prone to disruptions and lacked flexibility. The adoption of one-piece flow allows individual parts to move through the production process continuously, enabling faster changeovers and ongoing improvements. This shift has been instrumental in eliminating bottlenecks and streamlining operations.

Despite these advancements, the plant faces persistent challenges common across the manufacturing sector. According to the ETQ Pulse of Quality in Manufacturing Survey, issues such as product recalls and safety incidents continue to pose significant risks. These challenges can damage brand reputation, delay product launches, and potentially result in plant shutdowns or workforce reductions. Consequently, market scrutiny and demands for higher quality standards are intensifying.

Moreover, competitors are closely monitoring these developments. Accelerated digital transformation trends, highlighted in recent Autodesk reports, suggest that rival manufacturers are likely to adopt similar lean innovations and invest in digital tools to enhance productivity and resilience. This competitive environment underscores the necessity for continuous improvement and rigorous quality management.

For GE Aerospace’s Suzhou plant, the FLIGHT DECK initiative represents a substantial advancement in operational efficiency. However, maintaining these gains will require ongoing adaptation to evolving industry challenges and market expectations.