Continuing the Journey of Excellence Driving and enabling performance through people engagement Tina Montemayor Tom Kelso Lean+/ BPS Manager Former BPS Senior Manager Boeing Canada Winnipeg
History First 100 Years
Today Next 100 Years
Where We Are Global Boeing
Organization Structure The Boeing Co. Boeing Canada Operations Ltd. Boeing Canada Vancouver Richmond, BC Boeing Aerospace P&S Boeing Canada Winnipeg Ottawa, ON Winnipeg, MB Boeing Defence Canada Astra, ON CFB Trenton 220 C 17 1,500 Astra, ON 3 54 23 MHLH (Chinook) Petawawa, ON CFB Trenton Jeppesen ~ 35 Aviall Canada Ltd 6 sites ~ 48 Misc SQ and airline support ~ 10
Our Site Boeing Canada Winnipeg Largest aerospace composite manufacturer in Canada 1,475 employees 75% Bargaining Unit (UNIFOR) 25% Non-Bargaining Unit 800,000 sq. ft. on 128 acres Two sites: Murray Park and Redwood Manufacturing Business Unit of Boeing Fabrication 546 end item composite parts and assemblies designed and built for BCA
Our Timeline 2014 1990 2007 1970 1980 1660+ 1500+ 700 Employees Employ + 1971 1650+ 1980 1990 ees 2000 2010 2020
Incident and Injury-free Workplace Promote a zero injury mindset through an Incident and Injury-Free culture Invest in safer technologies and process designs Provide resources for continuous safety improvement Conformance to OHSAS 18001 Occupational health & safety policy Chairman s Safety Award BCW recognized for sustained performance toward the goal of zero injuries
Composite Manufacturing Process NC Cloth Cutting Core Fabrication Layup Autoclave Cure Paint Assembly NDI Scanner NC Trim
Our Products Vertical Fin Fairing Engine Strut Aft Fairing Acoustic Inner Barrel Engine Strut Fwd Fairing Rudder Fairing Nose Gear Doors Misc Ducts Wing to Body Fairing Main Landing Gear Doors Airconditioning System Ducts
Our Lean Commitment Implement the Boeing Production System Lean+ is our overarching continuous improvement approach Promote elimination of waste Reduce flow times Reduce burden Leverage best practices through Boeing s greatest strength our people 4 Time Winner Fred Mitchell Lean Award
Boeing Production System BPS Future State The teams by themselves Using systematic problem solving To improve the work they do In order to achieve the company s goals and targets When and only when the culture drives the activity
One Voice, One System BPS Integrates Our Great Work Customer Vision Together, we are a spirited and compassionate team creating innovative composite solutions to advance the future of flight. Ultimate Goal Ultimate Goal To safely develop, procure and produce quality products to meet customers needs at a competitive price. B E S T Balanced Engaged The needs of the people and the company are weighed for mutual success. Profitability and competitiveness drive employment stability A safe, respectful, and engaging work environment is valued by all Company values, expectations, and procedures are fairly and consistently applied to all BCW Safe Energized and dedicated team Safety of our people collaborating to continuously above all else. improve the work they do. Encourage innovation and challenge status quo Adhere to structured improvement processes Engage, empower and develop people Trustworthy Trust one another and act with integrity. We value human life and well-being above all else and take action accordingly All incidents, injuries and workplace illnesses are preventable We are Personally accountable for our own and collectively responsible for each other s safety By committing to safety first, we advance our goals for quality, cost, and schedule Foster an open and inclusive culture Value our environment of trust, earn it and extend it Demonstrate desired behaviours in how people are expected to be treated Boeing Production System - BPS BCW
Continuing our Journey of Excellence One Boeing Production System Areas of focus today will grow tomorrow s culture Incident & Injury Free Win with speed, agility and scale Lead with courage and passion Collaborate with candor and honesty Make customer priorities our own Invest in our team and empower each other Culture Engagement Reach higher, embrace change and learn from failure Lean+ and Commitment to Quality Q One Boeing Production System aligns to enterprise strategy Deliver results with excellence Live the enduring values
Expectations: Expectations: Improved and Safe Work Environment Stable Employment Reduced Burden Family Balance Continuous Improvement Competitiveness Productivity Flexibility Business Needs People Needs Leadership People Standardization Systematic Problem Solving One System, One Voice We thrive together Nov 29, 2016
BPS Transition Phases Sustain Implementation Preparation Selection
BPS Implementation Model Gap Assessment Stage Assessment Stage Assessment Stage Assessment Stage Assessment Stage 1: Stabilize Stage 2: Flow Stage 3: Standardize Stage 4: Pull / Heijunka Lay the foundation Product or Service linked to customer demand Enable the use of Systematic Problem Solving Culture of Continuous Improvement Team s product or service is linked to customer demand and variation is stabilized in order to enable standardization for continuous improvement. Team defines standards at all levels that help distinguish normal from abnormal to support the use of Systematic Problem Solving for continuous improvement. Elements: Focus on the product to Stabilize the Value Stream in order to Perform to Takt; use Simple Visual Controls and Business Team-Level Tier Meetings to communicate Support product focus with Team Operating Practices and Organizational Alignment (Sup) Standardize to maintain and Problem Solve to improve Elements: Focus on the product by performing to Standard Work and adding Comprehensive Visual Controls Support product focus by developing Service Level Agreements Standardize to maintain and Problem Solve to improve Focus on team building and communication to cultivate a culture that is prepared to embark on the journey through stabilization and standardization for continuous improvement. Elements: Begin to focus on the product by measuring KPIs, communicating through Team-Level Tier Meetings and actively doing 5S Support product focus by Teaming and developing an Incident and Injury Free Culture Standardize to maintain and Problem Solve to improve Focus Areas: Tier 1 & KPI process meeting in place 5S minimum yellow Effective Teaming (Working on Trust & Communication) Team meets regularly & selfassesses quarterly Team Lead consideration begins Baseline LSW for FLL & LH Buffer is identified & established (Ops) Critical instability issues are identified & being addressed 8SPS is used by SL & FLL on all shifts Focus Areas: Establish part flow in the work area Cross-training matrix and plan are posted 5S sustained at yellow Team operating practices in place Lead Hand communication is in place & utilized Focus Areas: SW in place (used & posted) Buffer is in place & refined (visual and posted in area) 5S is now green Process based KPIs in place Lead Hand Development Training Leader Standard Work for TL & FLL is in place & utilized Systematic problem solving used by TL & managers All previous stages focus are sustained! 8SPS is used in every stage of the journey The teams by themselves Using systematic problem solving To improve the work they do In order to achieve the company s goals and targets When and only when the culture drives the activity Focus Areas: Discipline on philosophies, principles, practices evident throughout the value stream Tiered meetings in place 5S sustained at green Pull system in place
BPS Implementation Journey BOEING PROPRIETARY Author, 6/8/2018, Filename.ppt 23
Standardized Work and Team Operating Practices
Step 1: Clarify the Problem Systematic Problem Solving Process Step 2: Break Down the Problem Plan Step 3: Target Setting FIND the problem Step 4: Root Cause Analysis Step 5: Develop Countermeasures Do Check Act FIX Step 6: See Countermeasures Through the problem Step 7: Monitor Both Results and Process PREVENT Step 8: Standardize the problem
Cultural Transformation Periodic Teaming Assessment LOW HIGH
Intangible Gains Engagement Survey
Performance Scorecard Measurable Gains
Lessons Learned
In Summary The teams by themselves using systematic problem solving to improve the work they do in order to achieve the company s goals and targets when and only when the culture drives the activity.
Thank You! Continuing the Journey of Excellence Driving and enabling performance through people engagement Tina Montemayor Tom Kelso Lean+/ BPS Manager Former BPS Senior Manager Boeing Canada Winnipeg