Analysis And Improvement Of Tool Management In An Aero-engine Enterprise

Aero Engines have complex structure,many parts, high quality and reliability requirements. Thus the tools are various and have a huge quantity. The management also becomes a tough problem for the enterprise. An Aero-engine Enterprise, the following referred to as NA Enterprise, spends abo ut 100 million yuan on the purchasing, 5 million on grinding and 14 million on repairing. Though NA Enterprise has a lot of suppliers, it does not attach importance to tool management. The implement of ERP system is an opportunity. It's very important to seize the opportunity to improve the methods of tool management, ensure efficient and high-quality production, and reduce the cost.In this paper, we analysis the present situation about NA-16 work center based on our research. It has over 6437 sets of storage tools, which are 60.9162 million yuan, accounted for 77% and 82% separately. We find reasons for this phenomenon using questioning method and data analysis. First, there are serious problems with the workflow of NA-16 job center, especially the procurem ent process, recipient process and maintenance process. Second, the stock management of NA-16 job center is chaotic. There is no reasonable inventory control strategy, making it impossible to control the inventory. Third, NA-16 center lacks the appropriate performance appraisal system, and resulting that staff responsibilities and performance can not be linked effectively, which causes low employee motivation and weak sense of responsibility. For these three reasons, the paper does improvement from three a spects, work process improvement, inventory control and management improvement, establishing performance evaluation system. Our works are as follows:1. The project introduces the tools management status from demand planning, purchasing and manufacturing, warehousing and recipients, and consuming four aspects. We collect all kinds of tool inventory data, and analyze the idle tool situation of NA-16 center by using histograms, pie charts. Based on the analysis results, we point out the problems by using brai nstorming and identified improvement highlights.2. For there are big problems with procurement process, recipients process and maintenance procedures, we standardize and improve the processes; for the procurement process, we increase the procurement plan to avoid large purchases of non-essential occurrence of special tools. We also divide the tools for different species according to its quantity, so we can take different procurement plans; for tool maintenance and recipients, we standardize its process in order to improve their efficiency and reduce inventory.3. For the chaotic management of NA-16 center inventory, we optimize the inventory management and control strategies. First, we classify the tools using fuzzy comprehensive evaluation. Then we take different strategy based on their features. For A class, week procurement plan is good; for B class, month is better; for C class, annual plan is okay.4. We initially identify the KPI targets by using the original performance evaluation system, enterprise strategy map and improvements in Chapter Three. Then we calculate the index weights by expert group evaluation method and A. I. Klee method. Finally according to enterprise requirements about the movement safeguard department, we determine the indicators ta rget and evaluation cycle, and construct a complete performance appraisal system.