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Steve Snelling 747 Industrial Engineering Boeing Commercial Airplanes Project Management Techniques.

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Presentation on theme: "Steve Snelling 747 Industrial Engineering Boeing Commercial Airplanes Project Management Techniques."— Presentation transcript:

1 Steve Snelling 747 Industrial Engineering Boeing Commercial Airplanes Project Management Techniques

2 2 My Background B.S. Industrial Engineering degree from Virginia Tech & Co-Op student (7 work quarters) (Reynolds Aluminum Co. – Richmond, Virginia) Worked 5 years as an Area Industrial Engineer (Reynolds Aluminum Co. – Listerhill, Alabama) Worked 10 years as a Management Consultant (A.T. Kearney Inc. & Arthur Young Intl. – Chicago, San Francisco & Vancouver - worked in 22 states & Canada) Worked last 21 years as an IE - Process Improvement Engineer (Boeing - Everett site: 747, 767, 777, & 787 airplanes – currently on program, some projects coaching & mentoring) Volunteer activities with IIE (nationally & locally) & PSEC (Puget Sound Engineering Council)

3 3 Presentation Outline Pictures of Boeing products & 747 Freighter Assembly Types & Structure of IE Projects Five Project Stages Some Project Dangers Project Management Tips An Example Project Q&A

4 4 Commercial Airplanes

5 5 Military

6 6 Space

7 7 Commercial Airplanes - Military Aircraft & Missiles - Space & Communications - Air Traffic Management - Boeing Capital Corporation - Shared Services Group - Phantom Works

8 8 747 Final Assembly at Everett, Washington

9 9 747 Freighter

10 Freighter

11 11 Aluminum & Steel Materials Testing Ceramics Electronics Assembly Aerospace & Airplanes Plastics & forming Shipbuilding Entertainment Military Construction Applied Research Industries of IE Projects Forestry & Logging Mining Healthcare Banking State & Federal Government Transportation Oil & Gas Utilities Insurance Consulting

12 12 Types of IE Projects nProcess improvement nProblem resolution nElimination of rework nCost analysis nFacility layout nEquipment justification nStand alone benchmarking nSystems integration

13 13 Costing Transportation Material Project Management Production Control Product Engineering Facilities Training Factory Operations - Layout Design - Process Flow Analysis - Comparison of Alternatives - Cost & Savings Estimating - Logistics Planning - Material Handling - Alternative Methods - Chronic Rework - Supplier Quality Quality - Training Presentations - Course Scheduling - Supplier On-Site Visits - Supply Chain Management - Parts Storage & Movement - Project Planning - Project Scheduling - Projects Coaching - Risk Assessment Industrial Engineering Functional Work Areas - Production Scheduling - Lean Manufacturing - Systems Integration Tooling - Machine Capacity - Tool Usage - Tool Certifications - Integrated Product Teams - Product Development - Product Costing - Product Mix Analysis - Forecasting Safety - Safety Investigations - Ergonomic Evaluations

14 14 Logical Progression of a Project Implementation Plan Initial Findings Areas of Detail Objectives Cost Analysis of Alternatives Recommendations Summary Report & Presentation

15 15 4/29/2015 Start-up Activities Five Project Stages Process Documentation & Measurement Develop & Evaluate Solutions Conclusions & Recommendations Implementation Follow-up

16 16 4/29/2015 Start-up Activities Five Project Stages Process Documentation & Measurement Develop & Evaluate Solutions Conclusions & Recommendations Implementation Follow-up Project Profile & Schedule, Feasibility Examination Historical Data, Observations, Flow Diagrams, Cause/Effect, Benchmarking Preliminary Solutions, Evaluation of Findings Final Presentation New Plan Legend: Outputs from each stage

17 17 Five Project Stages 1.Project Start-up Activities –Project is authorized and assigned –Initial meetings with the project’s customer –Project Team is formed –Initial understanding about project –A feasibility study may be required before proceeding too far –Project Profile is prepared & reviewed with the project’s customer –Project Schedule is prepared & reviewed with the project’s customer

18 18 Five Project Stages (continued) 2.Process Documentation & Measurement –Process flow charts are prepared, if applicable –Historical data is obtained & analyzed –New data is obtained & analyzed (e.g. Time Studies, direct observations) –Direct observations of current conditions –Digital pictures of current conditions –Interviewing for Information –Cause and effect diagrams, etc. –Possible Benchmarking tours

19 19 3.Develop & Evaluate Solutions –Solutions are listed and organized –Additional benchmarking, if needed –Simulations (mathematical or using simulation software) are performed, if applicable –Evaluation criteria are determined and utilized –All viable solutions are evaluated Five Project Stages (continued)

20 20 4.Prepare Conclusions & Recommendations –Conclusions are documented and investigated –Final recommendations are documented –Final presentations are prepared, reviewed & given Five Project Stages (continued)

21 21 5.Implementation & Follow-up –Implementation items are planned and assisted –Follow-up is done as necessary –A large scale implementation may become a new project Five Project Stages (continued)

22 22 Some Project Dangers nVague commitment from customer nPoor project description nUndefined or unclear objective nUnrealistic scope nUnrealistic deliverables nPoorly defined tasks nToo tight a schedule nMultiple customers not in agreement nNo safety margin for late tasks nKey team members not available

23 23 Some Project Dangers (continued) nPoor communication with customer nPoor data storage & sharing of files nLate outside data sources nSub standard quality of data being used nBad team dynamics nNon action-oriented report (or final presentation) nOverlap with other project teams nLegal issues

24 24 Project Management Tips Project Profile & Scope Develop a good Project Profile with a descriptive objective Develop a realistic project Scope (the project’s “boundaries”) Develop a logical Statement of Work / Schedule Limit the simultaneous work you show in your project Schedule, if a small Team Show the entire project in the Project Schedule to complete all Deliverables Continually compare new action items against the original Scope & Deliverables Keep track of the Estimated Completion Date (ECD) - adjust to complete on time, if possible

25 25 4/29/2015 Project Profile

26 26 Project Schedule I suggest taking an outline approach to building your project Schedule Most big & complex projects can be broken down into phases or smaller projects Make the project Schedule only as detailed and complex as the project requires The Schedule needs to be a useful and dynamic tool, and not a static one-time-use document Any Scheduling software cannot take the place of logical steps and good task time estimates Project Management Tips

27 27 4/29/2015 Project Schedule

28 28 Project Management Tips (continued) Project Phases Consider breaking larger projects into several phases Work on project phases sequentially as smaller projects, if enough resources are available Break out portions of the project, if necessary, due to delays in the project customer’s decision making Implementation and significant follow-up activity is commonly viewed as a separate phase of the project

29 29 Getting Help Look for ways of partnering with other individuals or groups on projects At Boeing, MR&D (now M&PT) has a variety of experts on call & may be able to purchase some inexpensive items for testing Also at Boeing, other groups of “Subject Experts” bring additional needed expertise –(e.g. Tool Engineering, Quality Engineering, Design Engineering, etc.) Most IE projects are collaborative –How well you coordinate with other groups is critical to a project’s success Project Management Tips (continued)

30 30 Project Communication Use a variety of medium to communicate with your Team –(meetings, , digital pictures, file servers, white board discussions, Web Ex, etc.) Ask for reviews during the project –Don’t wait for everyone to chase you down to find out how it is going Regularly communicate with your project’s customer –The more frequent - the less “forced” the final presentation will seem A positive & team-focused “Attitude” is critical to today’s project communications –A “bad attitude” is rarely tolerated for long Project Management Tips (continued)

31 31 Data Analysis & Measurement Understand what data is needed, then develop your collection plan –(both historical & new data) Use data to verify and help investigate findings Utilize good statistical analysis skills, and check all calculations Link data to actual observations, when possible Set up lab tests and mathematical models Constantly do “reality checks” with your subject experts Project Management Tips (continued)

32 32 Benchmarking Benchmarking is mainly on-site tours of other similar facilities for best practice comparisons Do the main benchmarking only after you fully understand your current process –If done too early, you are not ready –If done too late, the benchmarking can’t properly influence the solution development Utilize “white board” discussions (that are later typed up) to reach consensus with your Team Try to include your project’s customer on some of the benchmarking tours Project Management Tips (continued)

33 33 Solutions & Evaluations Write down alternative solutions throughout the project –Plan to research and investigate them Be creative and comprehensive when developing initial solutions ideas Develop an evaluation approach –(The criteria you want to use to determine which solutions are best) Rank the most likely solutions –(The ranking may be based on cost, schedule, or risk factors) Bring the project’s customer in on the selection process and to offer real applications information –(A “reality check”) Project Management Tips (continued)

34 34 Cost & Savings Estimates Cost & Savings estimates are built up from a good detailed outline Get a good Unit Cost estimate for anything very expensive or with a large number of occurrences (biggest impact items) Get the owning organizations to confirm your Costs & Savings estimates List one-time Costs & Savings separately from recurring Costs & Savings Project Management Tips (continued)

35 35 Cost & Savings Estimates Initial Costs Initial Savings Recurring Costs Recurring Savings

36 36 Conclusions & Recommendations Research & investigate the most likely conclusions with the entire Team Review the possible conclusions ongoing with your project’s customer Take the best of the ideas and form a logical recommendation Assess the Recommendations by cost & risk when presented Time phase the recommendations, if needed Project Management Tips (continued)

37 37 Presentations & Reports Review all final presentations (and final reports) prior to being given to the project’s customer Make sure all files (hard copies & electronic) are organized and stored properly at the conclusion of the assignment Make sure Implementation Plans are well organized and doable (Implementation may take much longer then the Analysis) Project Management Tips (continued)

38 38 Some Summary Comments nRecognize when to use Project Management techniques on your IE assignments nForm a good Team, with the needed Subject Experts nDevelop a good Plan, then work your Plan to a successful conclusion, with your Team nUtilize good daily management and time management techniques nMonitor progress (overall & to the assigned tasks) and make adjustments as required nKeep your customer informed throughout the project nLearn from your own project management experiences (both the good and the bad)

39 39 A Sample Project Flap Damage Reduction

40 40 4/29/2015 Flap Damage Reduction The 747 Trailing Edge Inboard and Outboard Flaps were consistently being damaged (dents, scratches, punctures, etc.) This caused major disruption to the shop & increased cost to the company IE used a project approach to analyze the entire flap build-up & installation sequence Developed improvement options working with the crew and tested & implemented them

41 Four Square Chart (Flap Damage Reduction) PicturesGoals Schedule The 747 Trailing Edge Inboard and Outboard Flaps were consistently being damaged, causing major disruption to the shop floor and our suppliers, while increasing cost to the company. Problem - Reduce the amount of defects and damage related to Flaps - Minimize disruption to the shop and to the supplier - Improve customer satisfaction Define June Measure July Analyze November Improve January Control February Implementation April

42 42 Project Profile (Flap Damage project)

43 43 Project Schedule (Flap Damage project)

44 44 Process Flow Chart (Flap Damage project) Outboards Inboards FINISH

45 45 Pareto Chart 72% of defects are due to dents and scratches (2 of 10 defect categories, 20%) [Control Surface]

46 46 Defect Locator (‘Measles’) Chart [Control Surface]

47 47 Cause & Effect Diagram (Flap Damage project)

48 48 Three main causes: -Ineffective use of PREs -Dropping tools and screws -Walking on flaps Deep Root Causes: -Schedule overlap of jobs -PRE doesn’t cover proper areas -Side of Body Panel PRE is insufficient 5-Whys Analysis (Flap Damage project)

49 49 Description of Solutions & Impacts to Process Solutions Impacts to Process 1. New Hinged PRE PRE will cover entire flap and is robust enough to prevent heavy damage. It is lightweight, durable, easy to install, and will stay on flap through build sequence. 2. Laser Measurement Device Device will enable Functional Test to take measurements without walking on flaps 3. Carriage Panel Screw Relocation Supplier to relocate placement of screws on flap carriage panels to areas with less risk to process 4. Turn Buckle PRE Improve process and protect area on flap that is volatile and susceptible to damage through use of PRE 5. Awareness Presentation To be presented to shop crews to point out the fragile nature of the flaps, the costs to the company due to damage, the amount of disruption it causes, and best practices if working near the area. 6. Wing Boots and Containment Trays Reinstate and make available for use. Put processes in place to make items easy to obtain, apparent, and mandatory. Boots provide clean surfaces. Trays used to place tools in one area and not laying around on flap. 7. Caution Notes on IPs Place important notes on relevant IPs that warn mechanics about fragility of flaps and to use PREs

50 50 1. New Hinged PRE Will replace the current acrylic PRE (PRotective Equipment) which is small (doesn’t cover entire flap), has a slick surface, and is removed when inconvenient or during flap tests. The New Hinged PRE will be made of a new material, covers all three flap sections, and hinges at each section so that it will not have to be removed during flap test. PRE is robust enough to prevent heavy damage. It is lightweight, durable, easy to install, and will stay on flap through build sequence.

51 51 2. Laser Measurement Device Concept is for the mechanic to use any such laser instrument to measure the gaps on the flaps without walking on the flaps themselves. Exact device specifications still in work. Use of scissor lift will also be necessary. Improve use of MIT. Speed brake Panel to be measured Path across flap Current tool Flap

52 52 Install Screw here Do not install Screw here Install Screw here Leave it as is 3. Carriage Panel Screw Relocation Supplier to relocate placement of screws on flap carriage panels to areas with less risk to process. Eliminates current process risks of hitting the fore flap with a tool during screw removal.

53 53 4. Turn Buckle PRE Use Elephant Hide on flap in between turn buckle in case tool slips away from mechanic when tightening. Other materials that are as thin as Elephant Hide but more rigid are being investigated and could be used in the future. Improve process and protect area on flap that is volatile and susceptible to damage through use of PRE. PRE Implemented

54 54 5. Awareness Presentation & Tipsheet Make Flap Damage Prevention Presentation and Tipsheet required training for all 747 mechanics. Describes the vulnerability of flaps to damage, description of the consequences of damage to company including total costs and disruption caused to manufacturing, explanation of the proper procedures when working on or around flaps, and repercussions of not following established procedures. Should be presented to crews at least once per year Awareness and education will prevent damage across the entire flap

55 55 6. Wing Boots & Containment Trays Reinstate and make available for use. Wing Boots should be placed over the mechanic's shoes every time they step on the flap to protect from debris that gets caught on the sole. Containment Trays should be used as a central storage to place tools in one area and not laying around on flap. Each mechanic who walks on the flap should have one. Put processes in place to make items easy to obtain, apparent, and mandatory. Wing Boots required on upper wing surface

56 56 7. Caution Notes on IPs Place important notes on relevant IPs that warn mechanics about fragility of flaps, to contact appropriate personnel before accessing flaps, and to use PREs. Increases awareness and serves as reminder. Currently, only affected seal jobs have notes on them but IPs from other areas will also have notes.

57 57 4/29/2015 Any Project Management Questions?


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