Presentation on theme: "Lean+/ Systems Engineering"— Presentation transcript:
1 Lean+/ Systems Engineering LOGISTICS SUPPORTModina WilliamsProcess Reengineering Team LeadSustainment Data Systems, Systems SupportPresented to theMidwest Gateway Chapter of theInternational Council on Systems Engineering(INCOSE) July General MeetingJuly 26, 2006
2 Overview Introduction What is Lean/ +? Lean Enterprise Lean Methodologies/ ToolsExamplesLean /+ System EngineeringSpirit of Lean
3 Continuous Improvement Common Process Initiatives Certified Lean Integrator/ AIW FacilitatorProcess Reengineering Team LeadCommon Process InitiativesAIW’s/ Sensing Sessions/ 3P/ LMA’s /Value Stream MappingSustainment Data Systems/Support SystemsBS In Industrial Engineering6SigmaTrainingContinuousImprovementMS in Project ManagementSept 30, 2005Dion NehemiahShop Load IE
4 What is …..? Lean: The relentless, systematic elimination of waste to create sustained competitive advantage.Lean+: The one overarching continuous improvementapproachOverarching PrinciplesResponding to customer demandEliminate WasteBeing responsive to changeEnhancing the effectiveness of the workforceCreating a mindset of Continuous ImprovementLean+ Mission: Expand the Lean principles throughout the value streamto enable continued improvement in productivity and long term growththrough the business and functions.
5 Waste exists…Wasteful, Non-Value Added Steps Exist in Nearly Every Process in any businessNew Product ResearchConceptual and Detail DesignHuman ResourcesMarketingContracts and PricingSupply Chain ManagementSchedulingTransportationManufacturingProduct SupportInformation SystemsSystems Engineering
6 Typical causes of Waste Layout (distance)Long set-up timePoor work methodsLack of trainingFunctional organizationsTechnology GapsHistoric supervisory rolesIrrelevant performance measuresLack of workplace organizationSupplier quality/reliabilityMore…
7 Why Is the Elimination of Waste So Important? Increase ProfitReduce the Cost of Our ProductsShorten Time to Market on New ProductsShorten Order Lead TimeImprove Quality and Delivery PerformanceProvide Better Customer ServiceIntegrate New Technologies into our Products quicker, and more effectivelyExpand Market OpportunitiesMake More ProfitProvide Job StabilityEncourage Employee Involvement
8 Detailed customer knowledge and focus Large-scale systems integrationLean enterpriseRun healthy core businessesLeverage strengths into new products and servicesOpen new frontiersLeadershipIntegrityQualityCustomer satisfactionPeople working togetherA diverse and involved teamGood corporate citizenshipEnhancing shareholder valueLean Enterprise *Our entire enterprise will be a lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality and low transaction costs.
9 Why A Lean Enterprise? Becoming a Lean company is vital to reducing costs and thereby giving Boeinga competitive advantage.People working together as a global enterprise for aerospace leadership*Boeing - Forever New Frontiers*By implementing Lean practices we can achieve the 2016 Vision:to have a production system that is among the best in the world,characterized by efficient use of assets, short flow times,short cycle times, high quality, and high inventory turn rates.Core CompetenciesDetailed Customer Knowledge and FocusWe will seek to understand, anticipate, and be responsive to our customers' needs.Large-Scale System IntegrationWe will continuously develop, advance and protect the technical excellence that allows us to integrate effectively the systems we design and produce.Lean Enterprise*Our entire enterprise will be a Lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality and low transaction costs.From the ‘Becoming a Lean Company’ brochure: Message from Fred Mitchell and Alan Mulally, October 1999
10 Getting ResultsEducation - Define what is necessary for different levels.OJT Training - for anyone implementing or authorizing implementation.Leadership Commitment - (NOT just involvement, you can’t getcredit for checking a box!).Metrics - The kind that really measures commitment.Cycle reduction, quality, cost, and delivery.Value Stream Mapping (VSM) - or some flowcharting versionthereof. Somehow the critical path has to be visualized so prioritizationcan occur and cycle waste can be reduced.Identify and prioritize opportunities.
11 Getting Results Perform a yearly Office Lean Assessment. Create the Implementation Plan and maintain same.(Yearly, but quarterly would be better.)Perform a yearly Office Lean Assessment.Train Lean Facilitators reporting to one person or to the Lean PAT.These Lean experts need to be committed, just like Lean management.If these people are allowed to facilitate part-time, they will loose thecommitment.)Integrate Lean tools and maintain control of their use. Use the right tool forthe application.Maintain the gain and never quit implementing improvements.
12 Getting ResultsReward the doers, and make sure everyone has the opportunity to be a doer.Do not create an organizational chart until a Lean Plan is in place and everyone know what responsibility they will have
13 Lean Methodologies and Tools Identify the key area for improvementKey Process IdentificationSensing SessionsValue Stream MappingLean AssessmentsOperational Assessment (Quality Function Deployment QFD Analysis)Root Cause AnalysisComparative Studies (Benchmarks)Failure Modes Effects Analysis (Preventive Action)Other…Determine the best Lean MethodologyAccelerated Improvement WorkshopDistribution KaizenProduction Preparation Process6-SigmaTotal Productive Maintenance5sApply the Lean ToolsVisual ControlsStandard OperationsContinuous FlowMistake ProofingSet Up ReductionMeasures
14 Common MethodologyUnderstanding and mapping the Value Stream is the foundationUtilize IDS Standard Value Stream Analysis and Value Stream Mapping Process (Current State / Future Vision / Future State, and Implementation Plan)Ensure Vision Support Process (VSP) is linked to Future State Map (flow down improvement opportunities)Organization and ExecutionImplementation plan listing overall person(s) responsible, dates and improvement methodologyUtilize standard / simple CI methodologies (AIW, 3P, 6 Sigma, Team Projects) to execute VSM implementationConduct reoccurring Lean meetings to review and update implementation progress (at least 1 meeting / month)Performance Tracking/ Metrics
15 Metrics – Critical Tools Keep it simpleMeasure what’s importantUse to drive continuous improvementShare with everyoneUpdate oftenDrive to the lowest level possibleBusinessResultsMetrics take many forms, but should always be readily understandable. Use the 5-second rule. If it’s not understandable in 5 seconds, then it’s too much or not easily understood.
16 Examples… Training Management Systems AIW Mission: To define the future state business processes for SDS Training Management Systems (TMS).…by drive towards identifying the requirements that will allow SDS to integrate and enable a wide array of processes that comprise TMS functions.Sensing SessionsAIW’sRecurring WebEx / teleconference for Follow-on completion of TMS Process ModelingAIW: Accelerated Improvement Workshop
17 Examples… Depot MxM Business Process Modeling AIW Mission: The Depot Level Maintenance Management AIW seeks to model, review, and enhance existing processes for depot-level maintenance, repair, and modification organizations internal to Integrated Defense SystemsIdentified Tiger Team to further develop “to-be” process model incorporating Lean initiatives and best practicesThe team reviewed current process challenges, investigated future-state solutions, and identifed touch points and possible synergies between SDS and iGOLD as well as potential Depot Level Maintenance business opportunitiesRecurring WebEx / teleconference for Follow-on completionAIW: Accelerated Improvement Workshop
18 Examples… Supply Chain Management AIW Mission: To leverage and build upon existing Supply Chain Management process and tools to develop a framework to deliver a common SDS supply chain management offering for IDS.Held Sensing Session early to determine scope for SDS-SCM Integration AIWConducted AIW’s to build level 4 SCOR processes for planning; part of SPO implementation processesProcesses molded into SCS Value Stream Mapping (VSM) – used SCOR as baseline for spares and repairs processesRecurring WebEx / teleconference for Follow-on completionAIW: Accelerated Improvement Workshop
19 Examples… Field Data Analysis (FDA) AIW Mission: To enhance existing/create new (Field, Operations, Logistics & Design Data) Data Analysis processes in support of current and future customer/programneeds. To enable Boeing to offer superior support services and product improvement.Conducted Sensing SessionsFDA AIW - Create common, future state, integrated process for data analysis. Inclusive of Engineering, Logistics, and other disciplines (IVHM, R&M, SCM, Field Service, LSA, etc.)Currently meet on regular basis with SME’s and entire teamAIW: Accelerated Improvement Workshop
20 Systems Engineering … John Tracy on Systems Engineering John Tracy, VP Engineering, spoke to IDS on the importance of Systems Engineering to Boeing's ultimate success as a LSI (Large System Integrator)."It provides a systematic approach for you to make sure you're meeting the customer's needs across the full lifecycle of the product." Systems BoeingThe systems engineering process at Boeing consists of four iterative steps that transform a customer's needsinto a balanced design.
22 Basically…… Select Process & Appoint Process Team Select The Process & Appoint Process TeamUnderstand The Current ProcessDevelop & Communicate Vision OfImproved ProcessIdentify Action Plan/ MetricsExecute Plan/ Monitor Metrics
23 The Spirit of LEAN Discard your old attitudes. Follow-up the planning with Implementation.SUCCESS comes in “cans”; Failure comes in “can’ts”!Don’t accept excuses. What will it take to make your ideas work?Don’t expect perfection up front, a 50% improvement is okay.Don’t substitute money for brains. Improve the process first, and thenapply automation to improve efficiency.Correct problems immediately.The people, and management, working together as one team, makingimprovements.Ideas from more people is better, especially the people closest to theproblem. Sharing ideas, and establishing common goals.There are NO LIMITS to process improvements.
26 Lean+ Schnettgoecke to Chair PAT Lean PAT Lean Manufacturing Processes AssignsProcessOwnershipLeanPATLeanManufacturingProcessesLeanEngineeringProcessesLeanSM&PProcessesLeanInformationTechnologyBusinessExcellenceLeanContracts andPricingProcessesLeanProgramSupportCommonSystemsIntegrationAssessmentsCustomerSupportServicesCustomers
28 BOEING STANDARDSSensing Session – A Sensing Session is a facilitated brainstorming session in which we will set the goals, objectives, scope, and boundaries of the upcoming AIW.Accelerated Improvement Workshop (AIW) – A rapid, learn/do, rigorous and disciplined workshop requiring detailed planning and commitment to action. It brings all functional people involved in the process together as One Team to achieve improvements in cycle time, cost, quality and customer satisfaction by envisioning possibilities, energetically pursuing opportunities and rapidly implementing process changes.Business Event Flows – A pictorial depiction of the business process including process activities, inputs/outputs, data elements, connectivity between processes, system and manual tasks, and roles and responsibilities.Customers have many initiatives…things such as meeting global visibility, improved readiness and reduced cost….They are spending $$$ on wars, and need higher levels of support, so it is important to be able to provide sustainment support…Industry is investing to get this type of support package…- Lockheed ALICE- Raytheon is building- and othersWe need to have this type of sustainment package to be competitive…- important for planning missions- flexibility – every contract is different – need to be able to do this for all types of programs or support needs…individual program needs, or a broadspectrum of requirementsWe need to help the businesses support their customers…
29 SENSING SESSION What are we doing today? Is it a core competency? Is it profitable?Is it the right thing to be doing—is it meeting the Customers’ current needs/requirements for Boeing Support?Is it common/consistent across Boeing (common processes)?Determine Best PracticesCan it be improved or should it be discontinued?
30 SENSING SESSION cont’d What do we want to do in the future (5 years out)?Do we haveVision Statement?Strategy?Goals and Objectives?Time Table?Do we have the resources to achieve the goals and objectives?Financial ResourcesOrganizational/Leadership SupportHuman ResourcesDo the Skills currently exist in the organization to support the goals?If not, are we growing/acquiring the skills?What is the timeline?What is the training plan, if growing resources?From where are we planning to acquire, if acquiring?Facilities and Equipment
31 SENSING SESSION DELIVERABLES Goals, Objectives, Mission Statement, Scope and Boundaries for the AIWAssumptions documentedAgreed upon Baseline processes to align/integrateDeliverables, outputs, & expectations of the AIW identifiedInputs/Deliverables needed to conduct the AIW identifiedKEY participants from your organization for the AIWidentifiedCustomers have many initiatives…things such as meeting global visibility, improved readiness and reduced cost….They are spending $$$ on wars, and need higher levels of support, so it is important to be able to provide sustainment support…Industry is investing to get this type of support package…- Lockheed ALICE- Raytheon is building- and othersWe need to have this type of sustainment package to be competitive…- important for planning missions- flexibility – every contract is different – need to be able to do this for all types of programs or support needs…individual program needs, or a broadspectrum of requirementsWe need to help the businesses support their customers…