Dynamic Change Awareness (DCA) Final Project Workshop NSRP Joint Panel Meeting October 25, 2016

Transcription

1 Dynamic Change Awareness (DCA) Final Project Workshop NSRP Joint Panel Meeting October 25, 2016 John Walks, P.E., Greg Carithers, P.E. and Patrick David

2 Ingalls Overview 2 Building four classes of ships simultaneously ten ships now in production Seven Arleigh Burke-class destroyers in firm business Builder of record for LPD and LHA classes of amphibious assault ships Builder of largest multi-mission National Security Cutter for the U.S. Coast Guard LPD 17 Class Amphibious Transport LHA 6 Amphibious Assault Ship DDG 51 Surface Combatants USCG National Security Cutter 2

3 Agenda 3 Background of Dynamic Change Awareness Major Project Deliverables Requirements Development As-Is Process Development To-Be Process Development System Architecture Technology Transfer Project Benefits

4 Issue Description 4 Lack of real-time visibility and knowledge of forthcoming changes to design or planned work drives increases in engineering labor, planning labor, and generates re-work for production. 4

5 Project Mission Statement 5 To create a methodology for transitioning larger and smaller shipyards from their current change implementation processes into new streamlined processes in order to reduce cycle time, rework, and waste. Dynamic Change Awareness Agreement TIA No , Scope (page 27)

6 Project Objective 6 Change Management (CM) Process Quality Requirements Plan/Schedule CDRLs/SDRLs Bill of Materials Model/Drawings Dynamic Change Awareness is the ability for the entire value stream to have realtime visibility of the evolving design, planning, material and production baseline changes to enable intelligent management decisions that lowers program costs. Kevin Jarvis Ingalls Director 6

7 Project Vision Quality Test Plan/ Schedule 7 Requirements Contracts Model/ Drawings CDRLS/SDRLS Bill of Materials 7

8 Project Goals 8 The problem: legacy methods for processing of changes increase the cost of change The project goals are to: Review the current requirements for the process for transmittal of change data and document the as-is process for all team member shipyards (Done!) Develop a to-be process for all team member shipyards Create a new process architecture for delivery of data regarding approved changes from Engineering to the workforce and waterfront field changes and production details back to Engineering for incorporation into the As-Delivered design artifacts and 3D model.

9 Team Members 9 Ingalls Shipbuilding Project Lead Greg Carithers, John Walks, Ray Campion, Steven Frees, Aaron Holland, Hal Todd, Kay Jamison, April Martin, Will Janca, Mike Deutsch, Jamie Breakfield, Bill Baumhauer, Virgel Smith, Dale Humphrey Bollinger Dennis Fanguy, Katie Dufrene Austal Barbara Turrens, Elizar Chaney, Emily Skewes, John Lawrence SSI Patrick Roberts, Patrick David, Darren Guillory, Ken Sanderson, Denis Morais, Bruno Franca, Chris Emerson ATI Frances Pearce, Project Manager Newport News Mark Debbink, Program Technical Representative

10 Milestone Schedule Phase I 10 Milestone Title Due Date 1 Project Management Plan 9/18/ Kickoff Meeting Minutes 9/30/ Quarterly Report 12/18/ Quarterly Technical Review Minutes 1/13/ Requirements Report 3/20/ Quarterly Report 3/20/ Quarterly Technical Review Minutes 4/15/ Quarterly Report 6/20/ Quarterly Technical Review Minutes 7/15/ Shipyard Specific As-Is Process Models 9/20/2015

11 Milestone Schedule Phase II 11 Milestone Title Due Date 11 Quarterly Report 9/20/ Phase II Kickoff Meeting Minutes 9/30/ Quarterly Report 12/18/ Quarterly Technical Review Minutes 1/13/ To-Be Process Model 3/4/ Quarterly Report 3/20/ Quarterly Technical Review Minutes 4/15/ System Architecture Report 6/10/ Quarterly Report 6/20/ Quarterly Technical Review Minutes 7/15/ Final Project Report 10/25/ Final Project Workshop 10/31/2016

12 Team Member Roles 12 Ingalls Bollinger Austal SSI Project Initiation Lead Support Support Support Requirements Development Lead Support Support Support As-is Process Development Support Support Support Lead To-be Process Development Lead Support Support Support Develop System Architecture Support Support Support Lead Final Report/Workshop Lead Support Support Support Project Management Lead Support Support Support

13 DCA NSRP Project Overview 13 Project Initiation Completed Requirements Development As-Is Process Development To-Be Process Development System Architecture Development Develop Final Report & Final Workshop 13

14 Requirements Development 14 Req Requirement Statement Num Included in Process Ingalls Austal Future Future System System Bollinger Future System 1. The DCA architecture should provide 2D drawings and 3D model Configuration Management within a single system. Yes PLM PLM Matri-X 1.1 Ability to scope change impacts and tie changes to associated drawing objects. Yes PLM PLM Matri-X 1.2 Include workflows that identify the appropriate organizational levels to support reviews and approval of changes. Yes PLM BizFlow/ Matri-X PLM 1.3 Capability to create drawing change objects and associate them to specific Yes PLM PLM SC version of drawing objects. 1.4 Real-time status of changes, including change status tracking. Yes PLM PLM Matri-X 1.5 Automatically provide and update 2D drawings from 3D model within a single system. Yes SC SC SC 2. The DCA architecture should provide full associations of Planning production Yes PLM PLM BERT schedules (i.e., work orders and work packages) within a single system and tied to the 3D model/2d drawings. 3. The DCA architecture should provide Bill-of-Materials (all parts) storage with Yes PLM PLM BERT relationships linked to CAD Model within a single system. 4. The DCA architecture should provide storage and relationships of drawing objects Yes PLM PLM MATRI-X with TDP (Technical Data Packages). 5. The DCA architecture should provide Requirements Management coupled with the 3D model. Yes PLM PLM CaseSpec * Based on Model Based Enterprise 14

15 Requirements Development 15 Req Requirement Statement Num Included Ingalls Austal Bollinger in Process Future Future Future System System System Yes PLM PLM The DCA architecture should provide real time metrics and dashboards within a single system for Engineering Design, Planning, Material and Construction, organizations at a minimum. 7. The DCA architecture should provide Quality information tied to ship construction. Yes PLM PLM BCS 8. The DCA architecture should provide a bi-directional interface with the ERP system. Yes PLM PLM BERT 9. The DCA architecture should provide the ability to uniquely identify objects. Yes PLM PLM BERT 10. The DCA architecture should provide the capability to maintain information object Yes PLM PLM MATRI-X relationships throughout a ship s lifecycle (i.e., Ship and Hull Effectivity). 11. The DCA architecture should provide the capability to uniquely identify discrete Yes PLM PLM MATRI-X information (objects) data sources of record. 12. The DCA architecture should provide the capability to store Supplementary Data (Notes, Parameters, Non geometric data) to all objects in a single system. Yes PLM PLM SC/ MATRI-X 13. The DCA architecture should provide the native 3D model to be directly imported to Yes PLM PLM SC the appropriate CAM system and the code will be controlled within the PLM system. 14. The DCA architecture should provide a process for sending all Product Manufacturing Yes PLM PLM SC Information (PMI) to manufacturing data products associated to a model. 15. The DCA architecture should provide external PLM access to native 3D CAD model, 3D lightweight viewable and ebom. Access to native models, Neutral models, and metadata decided by the type of relationship with external design authority. Yes PLM PLM NavisWorks * Based on Model Based Enterprise 15

16 As-Is Process Development 16 Activity Action / Verb, noted by the block with a capital letter & number, where a shadow notes a decomposition level that form a group of sub-activities IDEF0 CM Process Input Something needed to perform the Activity Control Anything that provides guidance for that Activity Mechanism What helps to move the Activity into a completion phase Output The Product of the Activity 16

17 Process Documentation 17 All Engineering, Planning and Supply Chain Change Management in a single Product Lifecycle Management tool All Change Management Processes are connected to each other All Products are in a PLM and have relationships Model, Drawings, CDRLs, Requirements, TPRSOW, etc.

18 To-Be Process Development 18 18

19 Develop System Architecture 19

20 System Architecture (IDEF1X) 20 PLM PAINT SCHED PRN LIST DEC COV SCHED COMPART SCHED O&F SCHED LABEL PLATE PLM PLM EQUIP. LISTS LIBRARY PARTS REQ. MGMT. LEXICON PLM PLM PLM PLM ERP ORACLE PLM PLM ERP ORACLE PLM SC PLM ERP ORACLE

21 ShipConstructor Enhancements for PLM 21

22 Technology Transfer 22 Business Processes Panel at the NSRP All Panel Meeting in Charleston, SC on March 12, 2015 NSRP Day at NAVSEA in Washington, DC on August 19, 2015 ShipTech 2016 in Charleston, SC on March 1, 2016 NSRP Planning, Production Processes and Facilities Panel Meeting in Portland, OR on April 22, 2016 Joint Panel Meeting in Biloxi, MS on May 12, 2016 NSRP Day at NAVSEA in Washington, DC on September 23, 2016 SSI Americas Users Conference, Mobile, AL, on September 27-29, 2016 NSRP Joint Panel Meeting in Orlando, FL on October 25 and 26, 2016

23 Benefits 23 This project will provide the following benefits: Engineering: Improvement in change process Central Planning: Reduction in process steps Supply Chain: Reducing duplication of efforts and reducing the errors in material ordering Operations: Reduction in rework 23

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