logistics support lean+/ systems engineering modina williams process reengineering team lead...
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LOGISTICS SUPPORTLOGISTICS SUPPORT Lean+/ Systems Engineering
Modina WilliamsProcess Reengineering Team Lead
Sustainment Data Systems, Systems Support
Presented to the
Midwest Gateway Chapter of the
International Council on Systems Engineering
(INCOSE) July General Meeting
July 26, 2006
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Overview
• Introduction
• What is Lean/ +? • Lean Enterprise
• Lean Methodologies/ Tools
• Examples
• Lean /+ System Engineering
• Spirit of Lean
3
Common Process
Initiatives
BS In Industrial
Engineering
Certified Lean Integrator/ AIW
Facilitator
Sustainment Data Systems/Support
Systems
MS in Project Management
Shop Load IE
Sept 30, 2005Dion
Nehemiah
Process Reengineering
Team Lead
6 SigmaTrainin
g
AIW’s/ Sensing
Sessions/ 3P/ LMA’s /Value
Stream Mapping
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What is …..?
Lean: The relentless, systematic elimination of waste
to create sustained competitive advantage.
Lean+: The one overarching continuous improvement
approach Overarching Principles
– Responding to customer demand
– Eliminate Waste
– Being responsive to change
– Enhancing the effectiveness of the workforce
– Creating a mindset of Continuous Improvement
Lean+ Mission: Expand the Lean principles throughout the value stream to enable continued improvement in productivity and long term growth through the business and functions.
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Waste exists… Wasteful, Non-Value Added Steps Exist in Nearly Every
Process in any business
New Product Research
Conceptual and Detail Design
Human Resources
Marketing
Contracts and Pricing
Supply Chain Management
Scheduling
Transportation
Manufacturing
Product Support
Information Systems
Systems Engineering
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Typical causes of Waste Layout (distance)
Long set-up time
Poor work methods
Lack of training
Functional organizations
Technology Gaps
Historic supervisory roles
Irrelevant performance measures
Lack of workplace organization
Supplier quality/reliability
More…
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Why Is the Elimination of Waste So Important?
Increase Profit
Reduce the Cost of Our Products
Shorten Time to Market on New Products
Shorten Order Lead Time
Improve Quality and Delivery Performance
Provide Better Customer Service
Integrate New Technologies into our Products quicker, and more effectively
Expand Market OpportunitiesMake More ProfitProvide Job StabilityEncourage Employee Involvement
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Run healthy core businessesLeverage strengths into new products and servicesOpen new frontiers
Detailed customer knowledge and focusLarge-scale systems integrationLean enterprise
LeadershipIntegrityQualityCustomer satisfactionPeople working togetherA diverse and involved teamGood corporate citizenshipEnhancing shareholder value
Lean Enterprise *
Our entire enterprise will be a lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality andlow transaction costs.
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Why A Lean Enterprise?
Becoming a Lean company is vital to
reducing costs and thereby giving Boeing
a competitive advantage.
By implementing Lean practices we can achieve the 2016 Vision:
to have a production system that is among the best in the world,
characterized by efficient use of assets, short flow times,
short cycle times, high quality, and high inventory turn rates.
From the ‘Becoming a Lean Company’ brochure: Message from Fred Mitchell and Alan Mulally, October 1999
Core CompetenciesDetailed Customer Knowledge and FocusWe will seek to understand, anticipate, and be responsive to our customers' needs.
Large-Scale System IntegrationWe will continuously develop, advance and protect the technical excellence that allows us to integrate effectively the systems we design and produce.
Lean Enterprise*Our entire enterprise will be a Lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality and low transaction costs.
People working togetheras a global enterprise for aerospace leadership*
Boeing - Forever New Frontiers*
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Getting ResultsEducation - Define what is necessary for different levels.
OJT Training - for anyone implementing or authorizing implementation.
Leadership Commitment - (NOT just involvement, you can’t get
credit for checking a box!).
Metrics - The kind that really measures commitment.
Cycle reduction, quality, cost, and delivery.
Value Stream Mapping (VSM) - or some flowcharting version
thereof. Somehow the critical path has to be visualized so prioritization
can occur and cycle waste can be reduced.
Identify and prioritize opportunities.
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Getting ResultsCreate the Implementation Plan and maintain same. (Yearly, but quarterly would be better.)
Perform a yearly Office Lean Assessment.
Train Lean Facilitators reporting to one person or to the Lean PAT.
These Lean experts need to be committed, just like Lean management.
If these people are allowed to facilitate part-time, they will loose the
commitment.)
Integrate Lean tools and maintain control of their use. Use the right tool for
the application.
Maintain the gain and never quit implementing improvements.
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Getting ResultsReward the doers, and make sure everyone has the opportunity to be a doer.
Do not create an organizational chart until a Lean Plan is in place and everyone know what responsibility they will have
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Lean Methodologies and ToolsIdentify the key area for improvementKey Process Identification
Sensing Sessions
Value Stream Mapping
Lean Assessments
Operational Assessment (Quality Function Deployment QFD Analysis)
Root Cause Analysis
Comparative Studies (Benchmarks)
Failure Modes Effects Analysis (Preventive Action)
Other…Determine the best Lean MethodologyAccelerated Improvement WorkshopDistribution KaizenProduction Preparation Process6-SigmaTotal Productive Maintenance5s
Apply the Lean ToolsVisual ControlsStandard OperationsContinuous FlowMistake ProofingSet Up ReductionMeasures
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Common Methodology•Understanding and mapping the Value Stream is the foundation
–Utilize IDS Standard Value Stream Analysis and Value Stream Mapping Process (Current State / Future Vision / Future State, and Implementation Plan)–Ensure Vision Support Process (VSP) is linked to Future State Map (flow down improvement opportunities)
•Organization and Execution–Implementation plan listing overall person(s) responsible, dates and improvement methodology–Utilize standard / simple CI methodologies (AIW, 3P, 6 Sigma, Team Projects) to execute VSM implementation–Conduct reoccurring Lean meetings to review and update implementation progress (at least 1 meeting / month)
•Performance Tracking/ Metrics
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Metrics – Critical Tools
Keep it simple
Measure what’s important
Use to drive continuous improvement
Share with everyone
Update often
Drive to the lowest level possible
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Field Data Analysis Non-Factory AIW Timeline
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Functional Team Requirements Process Overview (through SDR)
Re
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Cro
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-Fu
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4/28/2006Functional TeamRequirements KO
6/7/2006Draft BRS for
Functional Team
7/18/2006Draft SRS for
Functional Team
9/6/2006Final SRS for
Functional Team
APRIL MAY JUNE JULY AUGUST SEPTEMBER
6/23/2006BRS Gate(Approval)
7/7/2006Final BRS for
Functional Area
8/4/2006
SRR9/15/2006
SDR
Develop Business Requirements for Functional Area
Develop System Requirements for Functional Area
Integrate SDS Business RequirementsSpecification (BRS)
Integrate SDS System RequirementsSpecification (SRS)
Nominal Dates(Varies for each team)
Scheduled Milestones
8/22/2006SRS Gate(Approval)
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1st qtr05
2ndqtr 05
3rdqtr 05
4th qtr05
1st qtr06
2ndqtr 06
3rdqtr 06
4th qtr06
Projected
VSM
AIW
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Examples…
Training Management Systems AIW Mission: To define the future state business processes for SDS Training Management Systems (TMS).
…by drive towards identifying the requirements that will allow SDS to integrate and enable a wide array of processes that comprise TMS functions.
Sensing Sessions
AIW’s
Recurring WebEx / teleconference for Follow-on completion of TMS Process Modeling
AIW: Accelerated Improvement Workshop
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Examples…
Depot MxM Business Process Modeling AIW Mission: The Depot Level Maintenance Management AIW seeks to model, review,
and enhance existing processes for depot-level maintenance, repair, and modification organizations internal to Integrated Defense Systems
Identified Tiger Team to further develop “to-be” process model incorporating Lean initiatives and best practices
The team reviewed current process challenges, investigated future-state solutions, and identifed touch points and possible synergies between SDS and iGOLD as well as potential Depot Level Maintenance business opportunities
Recurring WebEx / teleconference for Follow-on completion
AIW: Accelerated Improvement Workshop
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Examples…
Supply Chain Management AIW Mission: To leverage and build upon existing Supply Chain Management process and tools to develop a framework to deliver a common SDS supply chain management offering for IDS.
Held Sensing Session early to determine scope for SDS-SCM Integration AIW
Conducted AIW’s to build level 4 SCOR processes for planning; part of SPO implementation processes
Processes molded into SCS Value Stream Mapping (VSM) – used SCOR as baseline for spares and repairs processes
Recurring WebEx / teleconference for Follow-on completion
AIW: Accelerated Improvement Workshop
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Examples…
AIW: Accelerated Improvement Workshop
Field Data Analysis (FDA) AIW Mission: To enhance existing/create new (Field, Operations, Logistics & Design Data) Data Analysis processes in support of current and future customer/program
needs. To enable Boeing to offer superior support services and product improvement.
Conducted Sensing Sessions
FDA AIW - Create common, future state, integrated process for data analysis. Inclusive of Engineering, Logistics, and other disciplines (IVHM, R&M, SCM, Field Service, LSA, etc.)
Currently meet on regular basis with SME’s and entire team
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Systems Engineering …John Tracy on Systems EngineeringJohn Tracy, VP Engineering, spoke to IDS on the importance of Systems Engineering to Boeing's ultimate success as a LSI (Large System Integrator). "It provides a systematic approach for you to make sure you're meeting the customer's needs across the full lifecycle of the product."
Systems Engineering @ BoeingThe systems engineering process at Boeing consists of four iterative steps that transform a customer's needs into a balanced design.
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Identify Potential Lean Activity
VSM, Lean Assessment
Define ScheduleGoals
Validate and Target Specific Lean Activity
Identify/Assign Lean Resources
Visibility with Core
Lean Office
Develop Internal Lean Expertise
Access Lean Resource Database
Report Results
Coordinate & Prioritize with Lean Focals
Conduct Events
O&R’sCommitted
Opportunities
Collect Aggregate Cost & Benefit Data
Leadership Team
Lean Network
Lean+/Systems Engineering
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Execute Plan/ Monitor Metrics
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of
Improved Process
Identify Action Plan/ Metrics
Select Process & Appoint Process Team
Basically……
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The Spirit of LEAN
Discard your old attitudes.Follow-up the planning with Implementation.SUCCESS comes in “cans”; Failure comes in “can’ts”!Don’t accept excuses. What will it take to make your ideas work?Don’t expect perfection up front, a 50% improvement is okay.Don’t substitute money for brains. Improve the process first, and then
apply automation to improve efficiency.Correct problems immediately.The people, and management, working together as one team, making
improvements.Ideas from more people is better, especially the people closest to the
problem. Sharing ideas, and establishing common goals.There are NO LIMITS to process improvements.
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?’s
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Back-Up Slides
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Lean+
LeanPAT
Lean Manufacturing
Processes
LeanEngineeringProcesses
LeanSM&P
Processes
BusinessExcellence
LeanContracts and
PricingProcesses
AssessmentsCustomers
LeanInformationTechnology
LeanProgramSupport
AssignsProcessOwnership
CommonSystemsIntegration
Schnettgoecketo Chair
PAT
CustomerSupportServices
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Lean+Resource Team
BoeingOperations
Council
BoeingOperations
Council
Alan Mulally - SponsorJohn Van Gels - Chair
Alan Mulally – SponsorBill Schnettgoecke - LeaderProject Management Resources
Terry Finley Shared Services – LeanVince Tappel (IDS) Lean ManufacturingEd Dean (BCA) & Steve Junkel (IDS) Lean EngineeringRick Behrens (IDS) & Fredric Hale (BCA) Supplier Development/Global PartnersJohn Eash (IDS) Supplier QualityJohn Crutchfield (IDS) & Dwight Miller (BCA) Industrial EngineeringTom Spiegel (IDS) & Karsten Overa (BCA) Manufacturing EngineeringJohn Daniels (BCA) & Dave Thole (IDS) Materials Mgmt/Supply Chain MgmtDayde McLaughlin Connexion by BoeingPhil Howie Phantom Works – Lean & EfficientMike Trontell Internal Governance – EthicsLaurie Weise Technology – ITTBD Human Resources & Administration
Terry Finley Shared Services – LeanVince Tappel (IDS) Lean ManufacturingEd Dean (BCA) & Steve Junkel (IDS) Lean EngineeringRick Behrens (IDS) & Fredric Hale (BCA) Supplier Development/Global PartnersJohn Eash (IDS) Supplier QualityJohn Crutchfield (IDS) & Dwight Miller (BCA) Industrial EngineeringTom Spiegel (IDS) & Karsten Overa (BCA) Manufacturing EngineeringJohn Daniels (BCA) & Dave Thole (IDS) Materials Mgmt/Supply Chain MgmtDayde McLaughlin Connexion by BoeingPhil Howie Phantom Works – Lean & EfficientMike Trontell Internal Governance – EthicsLaurie Weise Technology – ITTBD Human Resources & Administration
InitiativeLeadership
InitiativeLeadership
LeanProcess Action
Team
LeanProcess Action
Team
Jan Martinson (IDS Lean) - ChairMike Herscher (BCA Lean)
Lean+ supporting the businessesLean+ supporting the businesses
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• Sensing Session – A Sensing Session is a facilitated brainstorming session in which we will set the goals, objectives, scope, and boundaries of the upcoming AIW.
• Accelerated Improvement Workshop (AIW) – A rapid, learn/do, rigorous and disciplined workshop requiring detailed planning and commitment to action. It brings all functional people involved in the process together as One Team to achieve improvements in cycle time, cost, quality and customer satisfaction by envisioning possibilities, energetically pursuing opportunities and rapidly implementing process changes.
• Business Event Flows – A pictorial depiction of the business process including process activities, inputs/outputs, data elements, connectivity between processes, system and manual tasks, and roles and responsibilities.
BOEING STANDARDS
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What are we doing today?
– Is it a core competency?
– Is it profitable?
– Is it the right thing to be doing—is it meeting the Customers’ current needs/requirements for Boeing Support?
– Is it common/consistent across Boeing (common processes)?
Determine Best Practices
– Can it be improved or should it be discontinued?
SENSING SESSION
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What do we want to do in the future (5 years out)?– Do we have
Vision Statement? Strategy? Goals and Objectives? Time Table?
– Do we have the resources to achieve the goals and objectives? Financial Resources Organizational/Leadership Support Human Resources
– Do the Skills currently exist in the organization to support the goals?– If not, are we growing/acquiring the skills?
» What is the timeline?» What is the training plan, if growing resources?» From where are we planning to acquire, if acquiring?
Facilities and Equipment
SENSING SESSION cont’d
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•Goals, Objectives, Mission Statement, Scope and Boundaries for the AIW
•Assumptions documented
•Agreed upon Baseline processes to align/integrate
•Deliverables, outputs, & expectations of the AIW identified
•Inputs/Deliverables needed to conduct the AIW identified
•KEY participants from your organization for the AIW
identified
SENSING SESSION DELIVERABLES
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Non-Factory AIW Timeline
N o n - F a c t o r y A I W
N o n - F a c t o r y A I W T i m e l i n e
0 5 1 0 1 5 2 0 2 5 3 0 … . 7 0 7 5 8 0 9 0 … … 1 1 5
D a y s
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Resources
Lean Enterprise Office - http://leo.web.boeing.com/home.cfm
Lean Lingo - http://lean.ks.boeing.com/glossaryr2.htm
Lean Aerospace Initiative - http://lean.mit.edu/