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Success story · Defense & Aerospace

Less Inventory, Shorter Setup: OEE at 76% in Defense Manufacturing

In a 12-month transformation in defense and aerospace machining, work-in-process inventory fell 20% and setup times 40%; OEE rose from 65% to 76% and the investment paid back in two months.

Defense and aerospace machining production flow and OEE improvement

Real Results Achieved Together

The answer was not new machines or more inventory; it was managing the flow of existing production capacity correctly.

76%machine OEE (from 65%)
40%shorter setup time (SMED)
20%less WIP inventory

Gains of the Transformation

  • Investment payback in two months
  • OEE up 11 points, about 17% in relative terms
  • WIP levels between operations were balanced
  • Production routes became more balanced and manageable

Starting Point: Complex Routes, Unbalanced Flow

Machining in the defense and aerospace industry demands high quality standards, complex production routes and precise delivery schedules. Even a small disruption in flow increases work-in-process inventory and hurts machine availability and on-time delivery.

At a defense industry client, production routes did not support flow well enough, creating an unbalanced flow between operations and high work-in-process inventory. The main problems were:

  • Accumulating work-in-process inventory: WIP rose between operations, making it hard to complete orders on time.
  • Long setup and changeover times: Machine waiting and capacity losses occurred.
  • Low availability: Losses cut available shift time by 37%, and overall equipment OEE stayed at 65%.

Approach: Manage the Flow, Unlock the Capacity

The core need was not more inventory or machines but managing the flow of existing production capacity correctly. Production flow, work-in-process inventory and equipment utilization losses were addressed together:

  • Production routes of parts were re-analyzed; new flow routes were created to reduce unnecessary movement and waiting.
  • WIP levels between operations were balanced.
  • Sources of setup losses were examined on the shop floor; internal and external setup activities were separated through SMED work.
  • Preparation tasks were standardized, reducing machine stoppages.
  • OEE losses were tracked regularly and turned into improvement actions.
Shop floor management and daily production flow tracking in the defense industry
Capacity problems are not always caused by a lack of machines; most of the time they are flow problems.

Result: The Transformation Scorecard

At the end of the twelve-month transformation, production routes became more balanced and manageable, machine capacity availability increased, and flow losses that blocked on-time delivery decreased. The results were achieved by using the existing production system more effectively instead of investing in new machines.

ParameterBeforeAfterImprovement
Machine OEE65%76%+11 points (≈17%)
Setup timesBaseline-%40Shorter with SMED
WIP inventoryBaseline-%20Inventory reduction
Investment payback time–2 monthsFast payback

If you face high work-in-process inventory, long setup times or low OEE in your machining processes, we can build a flow-oriented system so that parts move on the right route, with the right inventory level and minimal preparation loss.

OEE and flow performance shop floor indicators in the defense industry

Request a Quick Diagnosis for Your Production Flow

With the Competitiveness Quick Diagnosis, let us analyze your production flow, machine losses, WIP levels, setup times and capacity utilization, and build your tailored transformation roadmap together.

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