I coached Red X projects, at Ford’s largest engine plant, where they made 400,000 per year. The engine was called the Vulcan and went into cars like the Thunderbird. They understood the need to reduce variation and taught operators to follow Stand Work so each mechanic would be consistent with each other. Parts on one engine were consistent with the next and interchangeable.

When I went into aerospace with 100 or so air craft were made, interchangeable parts meant the same part on different types of aircraft. This was like the same part on a Thunderbird would work on a mustang.

Every airplane was hand crafted and Standard Work was lacking.

Parts, like panels, were not interchangeable and other panels were select fit until one worked.

Quality problems could cause planes to accumulate at the end of the line waiting on a part.

Obviously those making aeroplane have a lot to learn from automotive about interchangeable parts, reducing variation and Standard Work to improve consistency.

The impact on aircraft in the field, when part was stolen from another plane, rendered one aircraft useless.

One leader told me he did not believe in Standard Work. I explained SW was invented at Toyota by Taiichi Ohno in the 1930s and lead them to be the leader in Quality. Toyota taught GM who radically improved. I was shocked by the answer I got.

We aren’t Toyota!