Universal Splice Machine

Transcription

1 Universal Splice Machine (USM) (No text required for this slide. Leave up until the first presenter steps up to the podium) To Introduction 1

2 Project Selection and Purpose Good afternoon. My name is Mark Adams. Let me introduce the rest of our team: Pat Wishall, Ron Gill, Mike Caldarera, Sal Gutierrez, Jeff Stagner and, Daniel Munoz, our presentation driver. We re from the Boeing Company s C17 Program located in Long Beach, California. To History 2

3 Universal Splice Machine as attached to the aircraft during drilling operations Our presentation is regarding the Universal Splice Machine, or USM a portable, automated system using electro-magnets to hold parts as it drills and inserts fasteners along the fuselage of the C17. To 1A.a 3

4 1A.a Types of data and tools used to select the project, and why STEP 1 Define the Process STEP 2 Establish Metrics STEP 3 Determine Performance PROCESS BASED MANAGEMENT (PBM) STEP 7 Implement Improvements STEP 6 Develop Improvement Plan Continuous Improvement STEP 4 Stabilize Process STEP 5 Set Goals Section 1A.a The C17 Program manages data and processes using a 7 step, Continuous Improvement Model our Process Based Management System, or PBM. Continuous in that improvements are incorporated at Step 7, re-validated in Step 3, then repeated through the model. To select the project, we used data and tools specific to understanding where improvements could be made to our current process. More 1A.a 4

5 1A.a Types of data and tools used to select the project, and why Value Stream Mapping Trend Analysis Brainstorming Project Selection Key to project selection were Lean Value Stream Mapping to stimulate stakeholder understanding of where those opportunities for improvement existed within our current process. Trend Analysis of Performance Metrics to determine tendencies and anticipated results based on actual data gathered from past and present production statistics. and, Brainstorming sessions where stakeholders generated a large number of ideas from diverse expertise. To 1A.b 5

6 1A.b Reason why the project was selected Injury Analysis (By Type of Injury) OUCH! Repetitive Motion Struck Against Over Exertion Struck By 50% 30% 10% 10% Compounded by an aging workforce Section 1A.b The project was selected due to the impact of repetitive motion injuries on man-power and workman s compensation cost. Along with that, we found that performance metrics showed significant opportunity for improving process efficiency. More 1A.b 6

7 1A.b Reason why the project was selected Benchmark Technologies Span and Cycle Times Team Performance Matrix Quality Efficiency Corporate Funding Requirements Project Burrless Drilling Determinant Assy Magnetic Clamping Portability Hours Required Fastener Installation Best Human Factors Improves Morale Drilling Time Machine Preparation Lower Clean-Up Time Hole Dimensions Fastener Installation Tighter Tolerances Lower Rework/Repair Best Use of People Best Use of Facilities Incorporates Lean Corporate Application Return on Investment Rate of Return Time to Implement Result Universal Splice Splice Machine Robotic Drilling Drilling Update Update Existing Automated Machinery IMPACT: = High = Medium High = Medium = Medium Low = Low or None This chart shows the USM s significant improvement potential when compared with the other projects considered robotic torque box drilling, and updating panel-drilling machinery. The USM ranked highest overall particularly in the areas of efficiency and in leveraging new technologies. Selecting the USM paved the way for increasing employee safety, corporatewide application, and business growth. To 1A.c 7

8 1A.c Involvement of potential stakeholders in project selection Stakeholder Group Stakeholder Involvement In Project Selection Current Value Stream I N T E R N A L Production (C17 (C17 Assembly) Support (IPT (IPT Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Assembly Structure Expertise, Outlining of of Team Desires and Expectations Project Development, Statistical Analysis, Risk Assessment, Financial/Schedule Impact, Write-Up for for Project Funding Lean Project Facilitation and Instruction, Employee Ergonomic Recommendations E X T E R N A L Customer (Corporate and and C17 C17 End-Users) Suppliers (USM) (USM) Research (Phantom Works) Corporate Goal and Strategy Expectations, Financial and Schedule Driven Expectations, Selection and Funding of of Competition Winner Contractual Negotiations, USM Fabrication and Scheduling Assessments New Technologies Design and Assessment, Benchmarking and Testing Section 1A.c Involvement of potential stakeholders in project selection was based on their function within the current value stream. Internal and external stakeholders provided feedback and rationale on how they and our goals would be affected. For example, production and ergonomic representatives provided health and safety recommendations. Supplier Management provided data on machinery acquisition. NC Programming supplied data on programming costs and cycle time. Support personnel Engineering, Quality, and Planning provided cost and time analysis for facilities, risk assessment, and potential return-on-investment. To 1B.a 8

9 1B.a Affected organizational goals, performance measures, and strategies Organizational Goals Goals (Performance Metrics) Efficient Use of of Company assets (COST) Provide the the highest Quality (QUALITY) Lower the the cost of of doing business (CYCLE TIME) Reduces overall Timeliness (SPAN TIME) Achieve aggressive, sustainable improvements to Safety, Quality, Schedule and Cost Relentlessly improve and integrate processes Accelerate Technology Integration Section 1B.a The project is linked to our C year strategy emphasizing value creation for our customers the need to improve processes, reduce cost, schedule, and span time, while providing high quality products through advanced technology. Through brainstorming and feedback from potential stakeholder surveys, we summarized this into a list of Organizational goals linked to our performance metrics. More 1B.a 9

10 1B.a Affected organizational goals, performance measures, and strategies Organizational Goals Goals (Performance Metrics) Efficient Use of of Company assets (COST) USM USM Project Goals Goals Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Lower the the cost of of doing business (CYCLE TIME) Reduces overall Timeliness (SPAN TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Enhance Span Span Time Time (Optimize workload of of required days) days) Achieve aggressive, sustainable improvements to Safety, Quality, Schedule and Cost Relentlessly improve and integrate processes Accelerate Technology Integration Project goals were determined through surveys and interviews identifying stakeholder needs and concerns.. To 1B.b 10

11 1B.b Types of project impact on each goal/performance measure Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Project Impact on on Organization Goals Goals and and Performance Measures Degree of Impact to Goals and Strategies Degree of Impact to (Performance Metrics) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Incorporating Lean reduces wasted efforts, and and automation eliminates repetitive motions, alleviating harsh ergonomic environment MED (Meets) HIGH (Exceeds) Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Quality is is increased and and defects are are reduced as as automation is is introduced MED (Meets) HIGH (Exceeds) Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Speed and and accuracy of of automation reduces cost by by optimizing asset utilization LOW (Minimal) HIGH (Exceeds) Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) Minimizing span time means no no delinquent deliveries MED (Meets) HIGH (Exceeds) Section 1B.b Types of project impact on organizational goals and measures are: Incorporating technology increases process efficiency and product quality positively impacting our goals and metrics for efficiency, quality, cycle and span time. Automation minimizes injury risk and ergonomic issues reducing lost man-hours and related liabilities. And, adopting Lean principles eliminates waste enhancing the efficient use of our greatest asset our employees. To 1B.c 11

12 1B.c Degree of impact on each goal/performance measure, and how this was determined Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Project Impact on on Organization Goals Goals and and Performance Measures Degree of of Impact to to Goals Goals and and Strategies Degree of of Impact to to (Performance Metrics) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Incorporating Lean reduces wasted efforts, and and automation eliminates repetitive motions, alleviating harsh ergonomic environment MED (Meets) HIGH (Exceeds) Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Quality is is increased and and defects are are reduced as as automation is is introduced MED (Meets) HIGH (Exceeds) Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Speed and and accuracy of of automation reduces cost by by optimizing asset utilization LOW (Minimal) HIGH (Exceeds) Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) Minimizing span time means no no delinquent deliveries MED (Meets) HIGH (Exceeds) Section 1B.c The degree of impact on our goals and performance metrics was determined through team consensus of stakeholder surveys, as well as data analysis for projected outcomes and return-on-investment. Based on ability to improve performance or satisfy the organizational goals, impact was rated either high (exceeds requirement), medium (meets requirement), or low (minimal impact). More 1B.c 12

13 1B.c Degree of impact on each goal/performance measure, and how this was determined Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Project Impact on on Organization Goals Goals and and Performance Measures Degree of of Impact to to Goals Goals and and Strategies Degree of of Impact to to (Performance Metrics) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Incorporating Lean reduces wasted efforts, and and automation eliminates repetitive motions, alleviating harsh ergonomic environment MED (Meets) HIGH (Exceeds) Provide the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Quality is increased and defects are reduced as automation is introduced MED (Meets) HIGH (Exceeds) Lower the cost of doing business (CYCLE TIME) Reduce Waste (Reduce hours required to build product) Speed and accuracy of automation reduces cost by optimizing asset utilization LOW (Minimal) HIGH (Exceeds) Reduces overall Timeliness (SPAN TIME) Enhance Span Time (Optimize workload of required days) Minimizing span time means no delinquent deliveries MED (Meets) HIGH (Exceeds) For example, incorporating lean and alleviating ergonomic issues would only meet organizational goals, but the potential to increase efficiency by 300% would far exceed the requirement on our team s budget performance metric. To 1C.a 13

14 1C.a Potential internal and external stakeholders, and explain how they were identified Stakeholder Group Stakeholder Disciplines Specific Process Roles INTERNAL Production (C17 (C17 Assembly) Assembly Mechanics Production Management Subject Matter Experts Process Ownership Part of the Manufacturing Process Support (Production Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Various Engineering, NC NC Programming, Planning, Tooling, Quality Lean Office Staff Subject Matter Experts Lean Implementation Environment Integrity Ergonomic Applications EXTERNAL Customer (Corporate and and C17 C17 End-Users) Boeing Corporate Program Management USAF Vision Requirements Goals and Expectations Customer Requirements Outside the Manufacturing Process Suppliers (USM) (USM) Research (Phantom Works) Supplier Management USM Manufacturer Contracts Research/Development USM Acquisition Fabrication of of USM Contract Administration Electro-Magnetics Section 1C.a Our potential stakeholders were identified using our current value stream map seen in 1A.c. As part of the manufacturing process, Production, support personnel, and our Lean and Ergonomics groups comprised our Internal stakeholders. Outside the process our Customer, Supplier, and Research and Development groups made up our external stakeholders. During brainstorming, information like process ownership and subject matter expertise, defined stakeholder disciplines and roles. To 1C.b 14

15 1C.b Types of potential impact on stakeholders, and explain how these were determined Brainstorming Stakeholder Surveys Measurement Materials Methods Effect Environment Manpower Machines Value Stream Mapping Cause and Effect Diagrams Section 1C.b Types of potential impact on stakeholders was determined through brainstorming, stakeholder survey, and root cause and value stream analysis. More 1C.b 15

16 1C.b Types of potential impact on stakeholders, and explain how these were determined Stakeholder Group Positive Impact Negative Impact Degree I N T E R N A L Production (C17 (C17 Assembly) Support (Production Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Ergonomic Issues Gone Performance Metric Levels Up Up Reduced Schedule Stress Greater Mechanic Trust Sets New Industry Benchmarks Adds to to Group Achievements Promotes Lean Initiatives Enhances Global Leadership Possible Loss of of Job Technology Learning Curve Lower Mechanic Trust Chance of of Project Failure Large Amount of of Initial Work No No Negative Impact HIGH HIGH LOW E X T E R N A L Customer (Corporate and and C17 C17 End-Users) Suppliers (USM) (USM) Research (Phantom Works) Lowers Product Costs Sets New Industry Benchmarks Promotes Corporate-wide Use Added Work --Greater Revenues Sets New Industry Benchmark Enriches Supplier Stock Proves out out Development Sets new Industry Benchmarks Chance of of Project Failure Lower Customer Satisfaction Loss of of Revenues USM Failure Loss of of Revenues Lower Credibility Electro-Magnetics Failure Lower Credibility MED HIGH HIGH For example, stakeholder surveys identified initial responses of potential impact on each stakeholder. Their perspectives helped the team identify end-user impact not previously thought of. Follow-up brainstorming led to the creation of root cause diagrams that classify causes in variation associated with our current process. Value stream mapping helped identify process flow and potential road blocks where impact seemed greatest. Positive impact included eliminating waste, reducing cost and span time. While negative impact included lower customer satisfaction, and loss of revenues and company credibility should the project fail. To 1C.c 16

17 1C.c Degree of potential impact on stakeholders, and explain how this was determined Stakeholder Group USM Project Goals Expected Change Overall Degree of of Impact Production (C17 (C17 Assembly) Positive Impact Ergonomic Issues Gone Performance Metric Levels Up Up Reduced Schedule Stress Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Provide Greater Quality (Reduce Repair/Rework) >10% 5% HIGH MED Negative Impact Reduce Waste Waste (Reduce hours hours required to to build build product) >10% LOW Possible Loss of of Job Technology Learning Curve Enhance Span Span Time Time (Optimize workload of of required days) days) >10% LEGEND 10% = High 6-9% = Med 0-5% = Low Section 1C.c The degree of potential impact on stakeholders depended on the expected change to their overall environment. The team agreed on a simple matrix to determine the degree of potential impact on stakeholders. Impact positive or negative having 10% or greater expected change to the stakeholder and our project goals rated high 6% to 9% medium and, 0 to 5%, low. More 1C.c 17

18 1C.c Degree of potential impact on stakeholders, and explain how this was determined Stakeholder Group Positive Impact Negative Impact Degree I N T E R N A L Production (C17 (C17 Assembly) Support (Production Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Ergonomic Issues Gone Performance Metric Levels Up Up Reduced Schedule Stress Greater Mechanic Trust Sets New Industry Benchmarks Adds to to Group Achievements Promotes Lean Initiatives Enhances Global Leadership Possible Loss of of Job Technology Learning Curve Lower Mechanic Trust Chance of of Project Failure Large Amount of of Initial Work No No Negative Impact HIGH HIGH LOW E X T E R N A L Customer (Corporate and and C17 C17 End-Users) Suppliers (USM) (USM) Research (Phantom Works) Lowers Product Costs Sets New Industry Benchmarks Promotes Corporate-wide Use Added Work --Greater Revenues Sets New Industry Benchmark Enriches Supplier Stock Proves out out Development Sets new Industry Benchmarks Chance of of Project Failure Lower Customer Satisfaction Loss of of Revenues USM Failure Loss of of Revenues Lower Credibility Electro-Magnetics Failure Lower Credibility MED HIGH HIGH For example, impact to production ranked high from the immediate and direct effect on their performance. Impact to Support personnel ranked high since project success relied heavily on their ability to implement. Whereas, impact to Lean stakeholders was low since lean application is already a programwide standard that wouldn t change due to the project. Next up, Pat Wishall, with the analysis of our current situation To 2 18

19 Current Situation Analysis PROCESS BASED MANAGEMENT (PBM) Continuous Improvement Thank you Mark To 2A.a 19

20 2A.a Methods and tools used to identify potential improvement opportunities Sorting Sweeping Simplifying Standardizing Self-Discipline Safety 5S+1 Benchmarking Process Observation Face-To-Face Interviews Section 2A.a Methods and tools to identify improvement opportunities were The 5S+1, a disciplined Lean method of organization and cleanliness. As our foundation, it established a clutter-free work environment focused on waste elimination and safety improvement. Team members attended lean conferences and conducted benchmarking visits to internal and external users of automated drilling technology to learn from best practices in the industry. Visual observation of the current process with face-to-face interviews of manufacturing endusers to obtain task level information. More 2A.a 20

21 2A.a Methods and tools used to identify potential improvement opportunities Waste or Inefficient Processes = Potential Improvement Opportunities Value Stream Mapping and, as our primary tool to identify improvement opportunities in lead time, the team used value stream mapping of the current process. To 2A.b 21

22 2A.b Analysis of data to identify potential improvement opportunities Benchmarking Process Observation Sorting Sweeping Simplifying Standardizing Self-Discipline Safety Current Value Stream 5S+1 Potential Improvement Opportunities List of Potentials Section 2A.b Analysis of data to identify potential improvement opportunities focused on how the current process related to performance and trends. Performance data from benchmarked automation users in the commercial sector indicated that improvements in efficiency and injury reduction were feasible. Process observation identified steps in our process having the greatest potential for improvement drilling, countersinking, deburring, and fastener installation all were slow and inefficient due to repetitive motion and poor mechanic ergonomics. More 2A.b 22

23 2A.b Analysis of data to identify potential improvement opportunities Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Potential Improvement Opportunities Can Can Project Address This This Opportunity? Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Slow, repetitive hand drilling process Slow, repetitive hand installation of of fasteners Slow, repetitive hole deburring process Yes Yes Unknown Unknown Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Tooling needs updating Hand drilling methods Poor fastener installation methods Yes Yes Yes Yes Unknown Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Too Too many fasteners to to drill drill to to complete Too Too many fastener holes to to deburr to to complete Too Too many fasteners to to install to to complete Yes Yes Unknown Unknown Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) Too Too many fasteners to to drill drill to to complete Too Too many fastener holes to to deburr to to complete Too Too many fasteners to to install to to complete Yes Yes Unknown Unknown This chart shows the potential improvement opportunities obtained from our analysis. Also, whether or not the team felt our project could address that opportunity. For example, it was Unknown if any portable method existed for installing fasteners without hand-deburring. To 2A.c 23

24 2A.c How stakeholders were involved in identifying potential improvement opportunities Stakeholder Group Stakeholder Disciplines Stakeholder Involvement I N T E R N A L Production (C17 (C17 Assembly) Support (Production Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Assembly Mechanics Production Management Various Engineering, NC NC Programming, Planning, Tooling, Quality Lean Office Staff Identifying deficiencies leading to Poor build process, and flat-lined Team Performance Identifying deficiencies leading to Poor Tooling, inefficient Planning, existing Engineering, Assembly Rework/Repair Identifying deficiencies leading to Non-Valued Added steps in in As-Is Process, and poor ergonomics and injury data E X T E R N A L Customer (Corporate and and C17 C17 End-Users) Suppliers (USM) (USM) Research (Phantom Works) Boeing Corporate Program Management USAF Supplier Management USM Manufacturer Contracts Research/Development No No involvement Involvement was specific to to resolutions No No involvement Involvement was specific to to resolutions No No involvement Involvement was specific to to resolutions Section 2A.c Since stakeholders were involved in the initial brainstorming of our current value stream, they were immediately involved in identifying potential improvement opportunities. Production stakeholders provided input concerning process waste leading to flat-lined performance, schedule, and quality. Support stakeholders gave input on design inefficiencies, documentation, and tooling. Our Lean stakeholder studied the process from a physical stand point, identifying deficiencies in ergonomics contributing to injuries. To 2B.a 24

25 2B.a Methods and tools used to identify the final improvement opportunities Potential Improvement Opportunities ASK WHY? Y Y Y Y Y List of Potentials 5 Why s POPULATE Final Improvement Opportunities Measures Materials Methods Environment Manpower Machines RESULT Measurement Materials Methods Effect Environment Manpower Machines Final Opportunities Cause and Effect Diagram Section 2B.a The methods and tools we used during brainstorming sessions to identify final improvement opportunities were the 5 Why s, and Cause and Effect diagrams, both proven industry tools for problem solving and solution identification. Using our list of potential improvement opportunities, we applied the 5 Why s on each of them to obtain structured responses to populate and clearly define our Cause and Effect diagram. This provided a way to visualize, arrange and present data suitable for analysis. To 2B.b 25

26 Nearly 4000 Fasteners Require Installation 2B.b Analysis of data to select the final improvement opportunities Potential Improvement Opportunities List of Potentials ASK WHY? Nearly 4000 Fasteners Require Installation Hand Hand Drilling Holes Hand Hand Countersinking Holes Hand Hand Deburring Holes Hand Hand Insertion of of Fasteners Complete Installation of of Fasteners 5 Why s POPULATE Final Improvement Opportunities Measures Materials Methods Environment Manpower Machines RESULT Measurement Materials Methods Effect Environment Manpower Machines Final Opportunities Cause and Effect Diagram Section 2B.b Analysis of data to select our final improvement opportunities was facilitated using this method which provided a visual tool identifying common characteristics from one area in our Cause and Effect Diagram to another. Having the highest overall influence on performance levels and repetitive motion tasks, these characteristics were listed as final improvement opportunities. For example, we applied the 5 Why s to our potential improvement of having 4000 fasteners, then inserted the answers into our Cause and Effect diagram. Seen here, hand drilling proved to be a common source of variation throughout our Cause and Effect. This made it evident that if addressed, we could eliminate the negative influence hand drilling had on process improvement and performance. So, it was listed as a final improvement opportunity. To 2B.c 26

27 2B.c Identify the improvement opportunities, and explain validation of the final improvement opportunities Final List of of Improvement Opportunities Efficient Use of Company assets (COST) Organizational Goals (Performance (Performance Metrics) Metrics) Provide the highest Quality (QUALITY) Lower the cost of doing business (CYCLE TIME) Reduces overall Timeliness (SPAN TIME) Hand Drilling Techniques Countersinking Methods Hand Deburring of of Holes Man-Power Requirements Total Fasteners Required Fastener Installation Methods IMPACT: = High = Medium High = Medium = Medium Low = Low or None Section 2B.c Our final list of improvement opportunities was determined through team consensus after analysis of performance trend data, associated implementation costs, and subject-matter-expertise. Our final list consisted of hand drilling, countersinking, deburring, man-power requirements, total fastener requirements, and the method for installing fasteners. Impact was determined through stakeholder consensus using proven validation tools. More 2B.c 27

28 2B.c Identify the improvement opportunities, and explain validation of the final improvement opportunities Final List of of Improvement Opportunities Value Stream Mapping Validation Source Performance Trend Analysis Stakeholder Surveys One-On-One Interviews Hand Drilling Techniques Countersinking Methods Hand Deburring of of Holes Man-Power Requirements Total Fasteners Required Fastener Installation Methods This validation chart shows the tools used and their related improvement opportunities. Value Stream Mapping by the entire team Performance Trend Analysis by support stakeholders Stakeholder Surveys for customer feedback and, One-On-One Interviews with our mechanics More 2B.c 28

29 2B.c Identify the improvement opportunities, and explain validation of the final improvement opportunities Final List of of Improvement Opportunities Value Stream Mapping Validation Source Performance Trend Analysis Stakeholder Surveys One-On-One Interviews Hand Drilling Techniques Current Value Stream Trend Analysis Validation One-On-One Interviews Stakeholder Surveys For example, the team revisited our value stream to verify the opportunities within our process, then support stakeholders ran performance trend data attributed to each opportunity. This information was given to stakeholders for their concurrence. Then, we interviewed our mechanics during a hands-on walk-thru for their input and validation. Here s Ron with our Solution Development. To 3 29

30 Solution Development PROCESS BASED MANAGEMENT (PBM) Continuous Improvement Thank you Pat To 3A.a 30

31 3A.a Methods and tools used in development of potential solutions T O O L Benchmarking Brainstorming Value Stream Map B E N E F I T Positives Negatives Effect on USM Project Wish List of Ideas Performance Understanding Section 3A.a The methods and tools used to develop potential solutions focused on knowledge from best practices found during benchmarking. We conducted brainstorming sessions using lessons learned from the best practices, as well as feedback from users of the automated systems we benchmarked, as in the case of the flex rails used on Boeing s 787 program. Again, our main tool was value stream mapping, which allowed the team to assess impact of potential solutions before implementation. For example: the use of stationary (or, monument) versus portable riveting systems. To 3A.b 31

32 3A.b Analysis of data used in development of potential solutions High-Level List of of Potential Solutions Automate Drilling/Countersinking Automate Fastener Installation Electro-Magnetic Clamping (Burrless) Can we automate the fastener installation? How about that electro-magnetic clamping stuff. Does the assembly need that many fasteners? Revise Man-Power Required Lower Quantity of of Fasteners Move Portion of of Work Upstream Brainstorming and Knowledge Sharing Section 3A.b We analyzed data to develop potential solutions by combining subject-matter expert knowledge with benchmarking, internet research, stakeholder interviews, and lean conference attendance to create a high-level list of potential solutions that raise performance and lower injury rates. More 3A.b 32

33 3A.b Analysis of data used in development of potential solutions High-Level List of of Potential Solutions Automate Drilling/Countersinking Measurement Materials Methods Environment Manpower Machines Effect Automate Fastener Installation Cause and Effect Diagram Electro-Magnetic Clamping (Burrless) Revise Man-Power Required Lower Quantity of of Fasteners Move Portion of of Work Upstream Current Value Stream Map Each potential solution was noted in our Cause and Effect diagram wherever the solution would affect our final list of improvement opportunities found in 2B.c. Next, we inserted the solutions into our current Value Stream to identify road blocks. More 3A.b 33

34 3A.b Analysis of data used in development of potential solutions High-Level List of of Potential Solutions Deburr Fastener Holes (6 (6 8% Reduction) Automate Drilling/Countersinking Automate Fastener Installation Drill Fastener Holes (6 (6 8% Reduction) Install Fasteners (6 (6 8% Reduction) Electro-Magnetic Clamping (Burrless) Revise Man-Power Required Obtain Fasteners (No Change in in Process) Lower Quantity of of Fasteners Move Portion of of Work Upstream Current Value Stream Map This visual approach facilitated an analysis of feasibility, bringing to front the most significant potential solutions. For example, lowering the total fasteners required meant a 6 to 8% reduction in repetitive motion, man-hours, and span and cycle time, and a low implementation cost, making it viable for final solution consideration. To 3A.c 34

35 3A.c Indicate criteria used to select final solution for Final Solution Selection Corporate Level Project Level Funding Requirements Benchmark Technologies Efficiency Span Time Cycle Time Quality Corporate Application Burrless Drilling Incorporates Lean Drilling Time Hours Required Low Rework Return on Investment Determinant Assy Best Use of Assets Fastener Install Low Tolerances Rate of Return Magnetic Clamping Improves Morale Machine Prep Time Time to Implement Portability Human Factors Clean Up Time Section 3A.c The criteria used to select our final solution was a combination of corporate funding requirements, and our project goals Elimination of safety and human factors Highest Rate-Of-Return Lowest Risk Factor Use of new Technologies Lean application and, Performance Enhancement capabilities. This guaranteed a selection satisfying project and organizational goals, while enhancing performance. More 3A.c 35

36 3A.c Indicate criteria used to select final solution for Final Solution Selection Corporate Level Project Level Funding Requirements Benchmark Technologies Efficiency Span Time Cycle Time Quality Each potential solution was evaluated for its capacity to improve the process in each of the criteria categories. Simply put the solution crossing the most hurdles wins. To 3B.a 36

37 3B.a Methods and tools used to select the final solution Brainstorming Value Stream Mapping Goal and Funding Validation Process Walk-Thru Section 3B.a The methods and tools to select our final solution were: Brainstorming as our thought generating tool to discuss viability of potential solutions, and their impact on our current process, goals, and funding requirements. We inserted each potential solution into our Value Stream Map for process flow validation, adherence to project goals, and projected cost and span time data. A team member Process Walk-Thru for hands-on understanding of each process step for validation of the final solution capabilities. and, Goal and Funding Validation our sanity check to optimize potential solutions into one final solution satisfying all project requirements. To 3B.b 37

38 3B.b Analysis of data to select the final solution High-Level List of of Potential Solutions Lower-Level Process Steps Automate Drilling/Countersinking Automate Fastener Installation Electro-Magnetic Clamping (Burrless) Revise Man-Power Required Lower Quantity of of Fasteners Move Portion of of Work Upstream WASTE WASTE Value Stream without Lower-Level Processes Value Stream with Lower-Level Processes Section 3B.b To analyze data to select our final solution we used value stream mapping to envision and assess the impact of final solutions. This assessment, coupled with on-site walk-thru s, gave us a way to determine shop floor impact and process improvement value. More 3B.b 38

39 3B.b Analysis of data to select the final solution High-Level List of of Potential Solutions Automate Drilling/Countersinking Automate Fastener Installation Electro-Magnetic Clamping (Burrless) Revise Man-Power Required Lower Quantity of of Fasteners WASTE Move Portion of of Work Upstream Lower-Level Process Steps Locate Drilling Machine Locate Electro-Magnetic Clamp Drill, Countersink, Deburr, and Insert More Than Fasteners (1-Step Machine Automation) Remove Electro-Magnetic Clamp Remove Drilling Machine Value Stream showing Eliminated Waste Complete Fastener Installation (Unchanged Process Step) Step) For example, we compared and analyzed value stream maps with stationary drilling systems, and with portable drilling systems. More 3B.b 39

40 3B.b Analysis of data to select the final solution High-Level List of of Potential Solutions Benefit Analysis Ergonomics Efficiency Quality (Cons) Automate Drilling/Countersinking Eliminates Eliminates Repetitive Repetitive Motion Motion (No (No hand hand drilling) drilling) Reduced Reduced Man-Load Man-Load from from 4 to to 1 Reduces Reduces Rework/Repair by by 95% 95% Portable Portable units units not not on on market market Automate Fastener Installation Repetitive Repetitive Motion Motion reduced reduced by by 50% 50% Reduces Reduces Cycle Cycle Time Time by by 50% 50% No No Effect Effect on on Quality Quality Does Does not not include include fastener fastener back back installation installation Electro-Magnetic Clamping (Burrless) Eliminates Eliminates Repetitive Repetitive Motion Motion (No (No deburring) deburring) Reduces Reduces Cycle Cycle Time Time to to zero zero hours hours No No Effect Effect on on Quality Quality Still Still in in Proto-type Proto-type Stage Stage Revise Man-Power Required Repetitive Repetitive Motion Motion reduced reduced by by 25% 25% Reduces Reduces Span Span Time Time by by 20% 20% No No Effect Effect on on Quality Quality Poor Poor use use of of assets, assets, does does not not meet meet goals goals Lower Quantity of of Fasteners Repetitive Repetitive Motion Motion reduced reduced by by 5% 5% Reduces Reduces Cycle Cycle Time Time by by 5% 5% Lowers Lowers chance chance for for unnecessary unnecessary Rework Rework or or Repair Repair Re-Engineering too too costly, costly, changes changes product product integrity integrity Move Portion of of Work Upstream Repetitive Repetitive Motion Motion reduced reduced in in area area by by 50% 50% Reduces Reduces Cycle Cycle Time Time by by 50% 50% Reduces Reduces chance chance of of Rework Rework or or Repair Repair by by 50% 50% Another Another area area acquires acquires 50% 50% of of the the work work This method showed that an automated drilling device with fastener insertion capabilities, combined with electro-magnetic clamping, provided the highest benefit reducing repetitive motion, span and cycle times, while enhancing quality without exceeding funding requirements, or elevating risk factors. To 3B.c 40

41 3B.c Involvement of stakeholders in selection of the final solution Stakeholder Group Stakeholder Disciplines Process Roles Involvement in in Final Solution Selection I N T E R N A L Production (C17 (C17 Assembly) Support (Production Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Assembly Assembly Mechanics Mechanics Production Production Management Management Various Various Engineering, Engineering, NC NC Programming, Programming, Planning, Planning, Tooling, Tooling, and, and, Quality Quality Lean Lean Office Office Staff Staff Subject Subject Matter Matter Experts Experts Process Process Ownership Ownership Subject Subject Matter Matter Experts Experts Lean Lean Implementation Implementation Environment Environment Integrity Integrity Ergonomic Ergonomic Applications Applications Brainstorming, Brainstorming, Goal Goal Identification, Identification, Potential Potential Solution Solution Evaluation Evaluation and and Down-Select, Down-Select, Value Value Stream Stream Validation Validation Brainstorming, Brainstorming, Goal Goal Identification, Identification, Potential Potential Solution Solution Evaluation Evaluation and and Down-Select, Down-Select, Statistical Statistical Data Data Acquisition Acquisition and and Distribution, Distribution, Value Value Stream Stream Validation, Validation, Stakeholder Stakeholder Statusing Statusing Brainstorming, Brainstorming, Potential Potential Solution Solution Evaluation Evaluation and and Down-Select Down-Select E X T E R N A L Customer (Corporate and and C17 C17 End-Users) Suppliers (USM) (USM) Research (Phantom Works) Boeing Boeing Corporate Corporate Program Program Management Management USAF USAF Supplier Supplier Management Management USM USM Manufacturer Manufacturer Contracts Contracts Research/Development Research/Development Vision Vision Requirements Requirements Goals Goals and and Expectations Expectations Customer Customer Requirements Requirements USM USM Acquisition Acquisition Fabrication Fabrication of of USM USM Contract Contract Administration Administration Electro-Magnetics Electro-Magnetics Organizational Organizational Goals, Goals, Key Key Strategies, Strategies, Expectations, Expectations, Funding Funding Requirements Requirements Brainstorming, Brainstorming, Goal Goal Identification, Identification, Statistical Statistical Data Data Acquisition Acquisition and and Distribution, Distribution, Solution Solution Design Design Adaptation Adaptation and and Verification Verification of of Ability Ability to to Perform Perform Task Task Brainstorming, Brainstorming, Proof-For-Use Proof-For-Use of of Electro-Magnetics, Electro-Magnetics, Statistical Statistical Data Data Acquisition Acquisition and and Distribution Distribution Section 3B.c Involvement of stakeholders during final solution selection varied depending on discipline and process role. Most participated in brainstorming, goal identification, value-stream mapping, potential solution evaluation, and final solution consensus. Stakeholders, such as our customer, played lesser roles in solution selection, but did provide high-level goals, expectations, and funding requirements, paving the way to our final solution. By aligning our project objectives to those requirements and expectations, then providing regular statusing of the project, we were able to keep the interests of those stakeholders uncompromised. Because of process role and expertise, the majority of involvement came from production, support, and supplier stakeholders. This was due to their knowledge of the existing process, prior Lean training, and the direct influence the final solution would have on them. To 3C.a 41

42 3C.a Describe final solution, and explain solution validation Potential Solutions Being Combined Benefits of of Combining Potential Solutions Maximum Speed of Drilling Electro-Magnetic Clamping Greatest Accuracy First-Time / Highest Quality Automated Drilling/Countersinking Elimination of Hand Deburring Minimizes Repetitive Motion Highest Efficiency Possible Automated Fastening Section 3C.a Our final solution was a combination of potential solutions - NC programmed drilling and electro-magnetic clamping to maximize speed and accuracy, while achieving first-time quality, burrless holes with fastener installation in a portable unit. More 3C.a 42

43 3C.a Describe final solution, and explain solution validation Value Stream Mapping Funding Awarded Computer Simulation Cycle Time and Cost Reduction Data We validated our solution by creating a value stream map containing the new process, then ran computer simulations verifying process flow, cycle time, and cost reduction data. This simulation proved to reduce ergonomic and repetitive motion issues, and lower man-power needs from 4 to 1, enhancing the efficiency and cost of our build cycle. To 3C.b 43

44 3C.b Tangible and intangible benefits expected to be realized Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Tools Used To Determine Tangible Benefits Tangible Benefits (Expected) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Reduce man-load From 4 to to 1 Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Benchmarking Results of Similar Projects Reduce defects in in workmanship by by 50% or or more Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Save 220 Direct Hours (72% reduction) Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) Computer Simulation of Final Improvement Solution Reduce Span Time From 6 to to 2 Days Section 3C.b Expected Tangible benefits were determined through benchmarking results from similar projects, and computer simulation time-study data of our final solution Reduce man-load by 3 A 50% reduction in rework and repair A 72% reduction in direct labor hours and, a reduction in span time from 6 to 2 days. More 3C.b 44

45 3C.b Tangible and intangible benefits expected to be realized Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Tools Used To Determine Intangible Benefits Intangible Benefits (Expected) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Incorporate Lean Lean Principles into into the the process to to make make better better use use of of all all company assets assets involved with with the the process. Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Stakeholder Surveys Improve mechanic morale morale by by helping them them achieve greater accomplishments in in their their workmanship. Greater customer satisfaction and and confidence. Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Lower Lower the the cost cost of of doing doing business by by instilling a greater work work ethic ethic and and desire desire to to achieve optimum work work capacity. Greater customer satisfaction and and confidence. Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) One-On-One Interviews Stimulate team team collaboration and and a willingness to to give give way way to to new new ideas ideas and and technologies that that will will enhance performance levels. levels. Expected intangible benefits obtained from stakeholder surveys and interviews showed leaning out the process makes better use of assets by eliminating wasted efforts enhancing performance, bringing a feeling of achievement and confidence, while stimulating team collaboration for continuous improvement. To 3C.c 45

46 3C.c Use of data to justify implementation of final solution Organizational Goals Goals (Performance Metrics) Efficient Use of of Company assets (COST) Provide the the highest Quality (QUALITY) Lower the the cost of of doing business (CYCLE TIME) Achieve aggressive, sustainable improvements to Safety, Quality, Schedule and Cost Relentlessly improve and integrate processes Accelerate Technology Integration Organizational Goals And Strategies Cost and Benefits Analysis Costs Corporate Funding Requirements Benefits Risks Assumptions Reduces overall Timeliness (SPAN TIME) Required Documentation Section 3C.c Data used to justify implementation of our final solution came from our Cost and Benefits Analysis required to meet organizational goals for corporate funding. This included safety, regulatory, contractual, cost savings, assumptions, and risk analysis data. More 3C.c 46

47 3C.c Use of data to justify implementation of final solution Expected Benefits Saves 480 labor hours Return-On-Investment (ROI) of roughly 3 to 1 Internal Rate-Of-Return (IRR) of nearly 29% Supports Production Operations Strategic Plan for Process Improvement and Cost Savings Assumptions and Risks Electromagnetic clamping techniques to enable burrless drilling new technology - low to medium risk Light-weight, multi-functional End Effectors -low risk Vacuum technology to attach and stabilize tooling and machinery on fuselage structures - low to medium risk For example, benefits included a 480 labor hour savings, a Return-On-Investment of roughly 3 to 1, and a nearly 29% Rate-Of-Return. Assumptions included electro-magnetics to enable burrless drilling as a low to medium risk for a new technology. Mike Caldarera will now take you through our project implementation and results To 4 47

48 Project Implementation and Results Project Project Implementation Implementation and and Results Results PROCESS BASED MANAGEMENT (PBM) Continuous Improvement Thank you Ron To 4A.a

49 4A.a Types of internal and external stakeholder involvement in implementation Stakeholder Group After Okay to to Proceed Production Readiness In Production I N T E R N A L Production (C17 (C17 Assembly) Support (Production Staff) Staff) Lean Enterprise (Lean (Lean Principles & Ergonomics) Process/Procedure Process/Procedure Docs Docs Perform Perform 5S+1 5S+1 Meeting Meeting Attendance Attendance Project Project Management/Statusing Management/Statusing Process/Procedure Process/Procedure Docs Docs Stakeholder Stakeholder Mitigation Mitigation Implementation Implementation Scheduling Scheduling Meeting Meeting Attendance Attendance Safety Safety Compliance Compliance Perform Perform 5S+1 5S+1 Meeting Meeting Attendance Attendance Participation Participation in in USM USM training training To-Be To-Be Hands-On Hands-On Walk-Thru Walk-Thru Readiness Readiness Review Review Prep Prep To-Be To-Be Hands-On Hands-On Walk-Thru Walk-Thru Readiness Readiness Review Review Prep Prep Customer Customer Awareness Awareness No No direct direct involvement involvement during during this this time time in in the the project project USM USM Operation Operation Process/Procedure Process/Procedure Validation Validation Enhancement Enhancement Recommendations Recommendations Production Production Assist/Observation Assist/Observation Data Data Gathering Gathering Contingency Contingency Plan Plan Tiger Tiger Team Team Quality Quality Assurance Assurance Production Production Observation Observation Safety Safety Surveillance Surveillance E X T E R N A L Customer (Corporate and and C17 C17 End-Users) Suppliers (USM) (USM) Research (Phantom Works) Receive Receive Status Status Briefings Briefings Red Red Tape Tape Mitigation Mitigation Contract Contract Agreements Agreements USM USM Fabrication Fabrication Meeting Meeting Attendance Attendance Meeting Meeting Attendance Attendance USM USM Fabrication Fabrication Assistance Assistance Electro-magnet Electro-magnet creation creation Attendance Attendance at at Project Project Briefings Briefings Red Red Tape Tape Mitigation Mitigation Readiness Readiness Review Review Buy-In Buy-In USM USM testing testing Facilitation Facilitation of of USM USM training training To-Be To-Be Hands-On Hands-On Walk Walk Thru Thru No No direct direct involvement involvement during during this this time time in in the the project project Attendance Attendance at at Project Project Briefings Briefings Red Red Tape Tape Mitigation Mitigation Production Production Assist/Observation Assist/Observation Contractual Contractual Compliance Compliance Training Training Validation Validation Production Production Assist/Observation Assist/Observation Statistical Statistical Validation/Gathering Validation/Gathering Section 4A.a Stakeholder involvement in implementation consisted of three phases. After Okay to Proceed allowed the start of construction on the USM by our Supplier Stakeholders. Production and Support began revising process and procedure documentation. Lean and Production performed a 5S+1 on the area to make way for the USM. During Production Readiness, stakeholders participated in USM training and testing a hands on walk thru of the new process and, a Readiness Review to obtain full stakeholder buy-in to proceed to the In Production phase. There, Production operated the USM and made recommendations for enhancements. Support observed the process, gathered data, and verified quality. Other stakeholder groups did their own process observation, statistical analysis, problem mitigation, and safety compliance verification. To 4A.b 49

50 4A.b How types of resistance were identified and addressed Poor Performance? Health Risks? Loss of Jobs? Learning Curve? Section 4A.b We identified resistance in several ways: The apparent face-to-face disparity between production mechanics and support personnel stakeholders during team meetings and, through stakeholder surveys and interviews. Types of resistance included: Mechanics currently doing the work didn t want to be involved for fear of losing jobs Production management having to answer for lower than normal performance levels during training and implementation phases. and, our NC mechanics fear of unknown health risks associated with the new technology.. More 4A.b 50

51 4A.b How types of resistance were identified and addressed Here s the test results. No evidence of any health risks We addressed resistance through one-on-one interaction. For example, our NC mechanic s fear of electro-magnetic interference with pacemakers and hearing aides was eliminated when we provided safety test data showing no chance of magnetic conflict. To 4A.c 51

52 4A.c How stakeholder buy-in was ensured Conception Implementation Requirements Goal Setting Team Consensus Solution Development Improvement Opportunity Identification Solution Selection Section 4A.c Stakeholder buy-in was ensured in two ways. First, through complete ownership, participation and consensus from all project team members throughout the various phases of the project conception, goal setting, improvement identification, solution selection and development, and implementation requirements. More 4A.c 52

53 4A.c How stakeholder buy-in was ensured Hooray! Cost and Benefits Analysis Costs Benefits Risks Assumptions Corporate Funding Requirements Required Documentation Anticipated Benefits Risk Assessment Return-On-Investment (ROI) Internal Rate-Of-Return (IRR) Secondly, corporate stakeholder buy-in was ensured by adhering to corporate funding requirements through our cost and benefits analysis documenting anticipated benefits, risk assessment, return-on-investment, and internal rate of return. Once resistance due to safety and job loss was mitigated, and the data supporting implementation was made available to production stakeholders, full buy-in by all stakeholders was achieved. To 4B.a 53

54 4B.a Plan developed by team to implement solution Project Implementation Plan Task (Responsible Ownership) Okay to Proceed (Nov03) Production Start (Nov06) Project Complete (Mar07) Project Management (Project Team) - Documentation, mentoring, conflict mitigation USM Training (USM Supplier) - Mechanics, NC Programming, Support Personnel Readiness Review (Production Management) - Verification and stakeholder buy-in of production readiness Actual Production (Project Team/Production) - USM operation, Data gathering, Process Observation Results Analysis (Process Engineering) - Performance, Quality, and Ergonomics Stakeholder Briefings (Project Team) - General Information and Results Awareness Continuous Improvement (Production/SME) - Stakeholder Surveys for Customer Project Feedback and Future Improvement Opportunities Section 4B.a The plan to implement our final solution started with the creation of a list itemizing high-level requirements for a successful implementation. Through brainstorming, each requirement was detailed to the lowest level to ensure all items and tasks would be tracked. Each task was entered into an off-the-shelf software, project management tool, then given a start and end date for completion. Tasks included: Full project management capabilities documentation, mentoring, and conflict mitigation. Training for production and NC programming personnel on USM technology and use. A Production Readiness Review verifying task completion and acceptability. A stakeholder process walk-thru to choreograph the first day of actual production. This included a list of tasks outlining each stakeholder group responsibility during initial production start-up. and, stakeholder briefings for implementation awareness, results, and future improvement opportunities. To 4B.b 54

55 4B.b Procedure, system, or other changes made to implement the solution, and to sustain the results U S M New New Standard Standard Production Mechanics Process Standards Universal Splice Machine (USM) Operations Section 4B.b The USM caused dramatic changes to our procedures to implement, and sustain results. Our program governs each discipline by a specific set of procedures addressing the How- To s of accomplishing daily tasks. For example, production works to a set of process standards detailing fabrication, assembly, rework and repair of aircraft parts. For our project, a entirely new standard was created describing the usage of the USM. To sustain results, the work accomplished by these standards goes through a set of checks and periodic audits for accuracy and maintainability that further enhances next time quality. To 4B.c 55

56 4B.c Creating/Installing a system for measuring and sustaining results Continuous Improvement Positive Trends Automated Production Data Capture Negative Trends Corrective/Preventive Action Process (CPAS) Section 4B.c We have a pre-existing system for measuring and sustaining results found within our PBM database. To measure results, PBM has various automated sources that capture real-time production data concerning hours charged, cycle time, and rework and repair. This data is charted in the form of our performance metrics to show actuals, expectations, and trends, then reviewed daily to plan work needs. To sustain results, when the system identifies problem areas or negative trends, the process owner receives a corrective action notification, or CPAS. This forces immediate response on how they intend to rectify the situation. Similar to a problem solving project, CPAS requires root cause analysis, solution development, and implementation phases. It tracks action items, due dates, etc issuing automated reminders that action items are coming due until the final CPAS buy-off is complete. Here s Sal Gutierrez with Section 4C To 4C.a 56

57 4C.a Tangible and intangible results realized Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Tangible Benefits (Expected) Tangible Benefits (Realized) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Reduce man-load by by 3 4 to to 1 Reduction in in man-load requirements (300% (300% increase in in efficiency) Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Reduce defects in in workmanship by by 50% or or more 2 to to 1 Reduction in in workmanship defects (50% (50% decrease) Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Save Direct Hours (72% reduction) 214 Hour Reduction in in Direct Direct Hours- Hours-311 to to (70% (70% reduction) Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) Reduce Span Time to to 2 Days 4 Day Reduction in in Span Span Time Time --6 to to 2 (60% (60% reduction) Thank you Mike Section 4C.a Here we see the tangible benefits realized, and how they correspond to our organizational and project goals, and our expected benefits derived from our cost and benefits analysis. Reduced man-load from 4 to 1 mechanic Enhanced Quality by 50% Reduced hours worked from 311 to 97 and, reduced span time from 6 days to only 2 More 4C.a 57

58 4C.a Tangible and intangible results realized Organizational Goals Goals (Performance Metrics) USM USM Project Goals Goals Intangible Benefits (Expected) Intangible Benefits (Realized) Efficient Use of of Company assets (COST) Reduce Repetitive Tasks Tasks Through Automation (Budget to to Hours) Hours) Incorporate Lean Lean Principles into into the the process to to make make better better use use of of all all company assets assets involved with with the the process. Improved Ergonomic posture to to reduce reduce risk risk of of injury. injury. Eliminated sprains and and strains. Reduced non-value added added processes by by incorporating Lean Lean in in process. Provide the the highest Quality (QUALITY) Provide Greater Quality (Reduce Repair/Rework) Improve mechanic morale morale by by helping them them achieve greater accomplishments in in their their workmanship. Greater customer satisfaction and and confidence. User-friendly process and and the the incorporation of of automation has has provided greater morale morale and and a feeling feeling of of confidence in in producing first-time quality. Lower the the cost of of doing business (CYCLE TIME) Reduce Waste Waste (Reduce hours hours required to to build build product) Lower Lower the the cost cost of of doing doing business by by instilling a greater work work ethic ethic and and desire desire to to achieve optimum work work capacity. Greater customer satisfaction and and confidence. Better Better utilization since since process demands fewer fewer mechanics, providing availability for for other other tasks, tasks, enhancing cycle cycle time. time. Reduces overall Timeliness (SPAN TIME) Enhance Span Span Time Time (Optimize workload of of required days) days) Stimulate team team collaboration and and a willingness to to give give way way to to new new ideas ideas and and technologies that that will will enhance performance levels. levels. New New technologies incorporated with with proven proven success, providing mechanic confidence in in both both advancements in in process, and and in in Support stakeholder capabilities. This chart shows intangible benefits, realized and expected, and how they effect our organizational and project goals. Improved Ergonomics, enhanced mechanic efficiency and workmanship. User-friendly process that eliminated wasted effort, promoting greater mechanic confidence in support staff capabilities. and, greater employee morale, evident through sustained results in positive performance trends, and mechanics changing their initial project disapproval to thanking project team members for the time and cost savings of USM implementation. To 4C.b 58

59 4C.b How project results link to organizational goals, performance measures, and/or strategies Organizational Goals (Performance (Performance Metrics) Metrics) Efficient Use of Company assets Provide the highest Quality Performance Metrics Report Card (COST) Lower the cost of doing business (CYCLE TIME) (QUALITY) Reduces overall Timeliness (SPAN TIME) Governing Source Tangible Benefits USM Project Goals Reduce Repetitive Tasks Through Automation (Budget/Hours) Reduce Waste (100% Utilization/ Performance) Provide Greater Quality (Repair/Rework) Enhance Span Time (Reduce Span Time by 4 days) 4 to 1 Reduction in man-load requirements (300% increase in efficiency) 2 to 1 Reduction in workmanship defects (50% decrease) Project Response 214 Hour Reduction in Direct Hours 311 to 97 (70% reduction) 4 Day Reduction in Span Time 6 to 2 (60% reduction) Project Results Section 4C.b Here s how our project results link to our organizational and project goals, and performance measures With organizational goals as our governing source, we created our project goals with the intent to meet or surpass source requirements. Knowing this meant results that meet or surpass project goals would validate our original justification and project implementation funding. More 4C.b 59

60 4C.b How project results link to organizational goals, performance measures, and/or strategies Organizational Goals (Performance (Performance Metrics) Metrics) Efficient Use of Company assets Provide the highest Quality Performance Metrics Report Card (COST) Lower the cost of doing business (CYCLE TIME) (QUALITY) Reduces overall Timeliness (SPAN TIME) Governing Source Tangible Benefits USM Project Goals Reduce Repetitive Tasks Through Automation (Budget/Hours) Reduce Waste (100% Utilization/ Performance) Provide Greater Quality (Repair/Rework) Enhance Span Time (Reduce Span Time by 4 days) 4 to 1 Reduction in man-load requirements (300% increase in efficiency) 2 to 1 Reduction in workmanship defects (50% decrease) Project Response 214 Hour Reduction in Direct Hours 311 to 97 (70% reduction) 4 Day Reduction in Span Time 6 to 2 (60% reduction) Project Results Here we see our project results as they feed our performance metrics the report card on how well our project addressed organizational goals. Incorporating Lean positively impacted the efficient use of company assets by reducing waste in the process. Automated drilling and eliminating the need for hand deburring, enhanced our product quality, and positively changed cycle and span times by reducing process steps from 6 to 3. Automation increased the safety of our mechanics by reducing the chance for repetitive motion injuries. To 4C.c 60

61 4C.c Explain how results were shared with stakeholders IPT Level Team Team Team Team Team Team Boeing Corporate Level Project Team Departmental Level Chair VP Director Sr SrMGR Pres. VP Staff Sr SrMGR Pres. Intranet VP C17 Program Level Staff Project Management Staff VP/GM VP Pres. Staff Staff 5-15 USM 5-15 Report Process Staff Section 4C.c Sharing results with stakeholders was a team effort. Team members supplied their peers and first line management with Before and After trend data. Project management shared results at the departmental and program levels directly or through our 5-15 reporting process which disseminates briefings between levels of management. The information is passed on by our leadership team to the corporate level via intranet and direct reporting methods. More 4C.c 61

62 4C.c Explain how results were shared with stakeholders IPT Level Team Team Team Team Team Team Boeing Corporate Level IPT Surveys Departmental Level Chair VP Director Sr SrMGR Pres. VP Staff Sr SrMGR 5-15 USM Pres. Benchmark of USM VP C17 Program Level Staff 5-15 Report Accuracy Staff VP/GM VP Pres. Staff Staff Silver Eagle Award Staff As positive performance trends became apparent, production walk-thru s and surveys provided positive feedback of project success, and that results communication was received as intended reporting guaranteed that results were shared throughout, providing documented proof that information was received properly from one level to the next. Verification also came from performance awards presented to the team, and as other corporate programs chose to benchmark the USM. Now, Jeff Stagner will take you through team management To 5 62

63 Team Management and Project Presentation Team Team Management Management and and Project Project Presentation Presentation PROCESS BASED MANAGEMENT (PBM) Continuous Improvement Thank you Sal To 5A

64 5A Explain how team members were selected, and how they were involved throughout the project PROCESS OWNER SUBJECT-MATTER EXPERT PRE-ASSIGNED PROJECT SPONSOR SUBJECT-MATTER EXPERT PRE-ASSIGNED PROCESS OWNER SUBJECT-MATTER EXPERT Section 5A Team member selection and involvement was based on assigned responsibility, subject-matter expertise, process ownership, and relative need throughout project development, planning, implementation, and follow-up. We considered communication skills and their ability to interact in a team-based structure. More 5A 64

65 5A Explain how team members were selected, and how they were involved throughout the project Discipline Project Role Involvement Planner Subject Matter Expert Revise planned sequencing and AO for L-13 splice area I N T E R N A L Mfg Eng 17A/N/Y Project Manager Lead meetings, track/assign action items, promote project Mfg Eng Aft Build-Up Subject Matter Expert Documentation of C17 tooling/process technologies Safety Rep. Safety Expert Audit Design, provide safety standards for equipment Lead Operator Subject Matter Expert Review machine operation and controls for mechanics N/C Programmer Subject Matter Expert Write all programs and review software from Supplier MATLS/PROC/STDS Subject Matter Expert Verification of supplier conformance to contract needs QA - Projects Quality Compliance Ensure documentation compliance C17 Sr. Manager Process Owner Sub-Assembly Management Support, Buy-In, Risk and Conflict Mitigation C17 Director Process Owner Aft Build-up Management Support, Buy-In, Risk and Conflict Mitigation E X T E R N A L Procurement Agent Subject Matter Expert Supplier contract negotiations Facilities Rep. Subject Matter Expert Verification of design and system to design Supplier Phantom Works Budgets Rep. Project Manager Subject Matter Expert Budget Expert Lead Vender, Track/Assign action item, promote project Technological Research and Development (R&D) Review budget and audit expenses Mgr Supplier Prod Process Owner Supplier 1 st Level Mgt Support, Buy-In, Risk and Conflict Mitigation VP Production Process Owner C-17 Executive Support, Buy-In, Risk and Conflict Mitigation Pre-assigned due to regular work assignment Selected due to discipline and/or expertise Process Owner and/or Project Sponsor This chart depicts members, disciplines, roles, and their involvement. Some project team members were assigned because they support the production team daily, and are aware of that team s structure and requirements. Other members were assigned by management, or selected based on expertise. All team members attended regular meetings either directly or through teleconferencing for brainstorming and statusing of action items and project needs. After implementation, project management gathered data, then began briefing stakeholder groups on project results. To 5B 65

66 5B How the team was prepared to work together Team Formation Team Building Team Collaboration Team Performance Section 5B The team was prepared to work together through a program-wide, employee involvement based training. Considered a corporate role model, this 4-Stage training focuses on team formation, building, collaboration, and performance promoting strong team membership for efficient team operation. More 5B 66

67 5B How the team was prepared to work together Team Formation Guidelines Team Member Roles Effective Meetings Decision Making Planning for Action Team Collaboration Customer Relationships Supplier Relationships Performance Management Team Building Goal Setting Measuring Results Conflict Management Problem Solving Feedback Team Performance Financial Management Strategic Planning Benchmarking Advanced Techniques Lean Principles Necessary to fostering respect, creativity, and participation the training touches on establishing guidelines, expectations, goal setting, measuring results, and learning how to choose and apply quality and lean tools. To 5C 67

68 5C How the team managed performance to ensure effectiveness MISSION STATEMENT Project Schedule Project Schedule Project Schedule Action Tracker Action Tracker Action Tracker Mission Statement Project Management Software Web Access Real-Time Computer Access and Updating Project War Room Meeting and Statusing Section 5C The team managed performance and ensured effectiveness by first establishing a project mission statement to maintain focus during discussions. We created a meeting room with real-time computer access for brainstorming and statusing, providing team members the latest updated information. We used proven, off-the-shelf project management software for tracking and statusing action items, milestones, and delays in progress. More 5C 68