NASA PM Challenge – 2007

Lessons Learned Lessons Learned

from 737 & 787from 737 & 787

Jet Liner ProgramsJet Liner Programs

Tom Cummings

Boeing Constellation Team

Araceli’s Plans for the Moon

737Most Produced Commercial Jet in History

Significant changes over the last decade

Higher quality aircraft Produced at a faster rateUse less resources Lower cost

Cultural shift from the legacy approach of requirements and production to a lean approach that strives for product commonality and producability

Approximately 60% of all the new 737s are common to each other which is a significant driver in reduction of costs and improvement of qualityThis cultural change starts at the top and flows down to the entire team

Over 6,000 737s Over 6,000 737s producedproduced

737 - ApproachCreated a top level Production System Roadmap to Success

Focus on “Value Stream Performance”

In depth trade studies of what to perform in house and what to subcontract out

Push integration as far ahead of final assembly as possibleDriven by understanding that higher quality can be obtained with integration occurring at the subcontractors prior to final aircraft assembly

Program level metrics and tools used to lead and monitor those trades studies

737 - Boeing Production System

TBS1 & 2A

Standard Selections Catalog

Tailored Materials Management

Assembliesthat go together

easier and faster

Running a healthycore business

TBS2B

Configuration Management

Fewer, simplermore stable

designs, parts andassemblies

TBS3

Detailed customerknowledge and focus

WZK PZL Mielec Ltd

Hexcel

Goodrich

Vought

Shorts

CASA

RomaeroHellenic

Aerospace

Bombardier

Alenia

HindustanAeronautics

LimitedSingaporeAerospace

IPTN

Boeing

Korean AirKAI

MitsubishiKawasakiFujiNippiShinMaywaMatsushita

Shenyang

VSMPOAviacor

Shanghai

Aero Vodochody

BAeSAAB

IAI

TAI XianChengdu

AIDC

Smiths Ind. Fischer

RockwellCollins

Honeywell TAPC

Alcoa

Boeing

Parker

SundstrandHamilton

GE

UnitedTechnologies

Rolls Royce

MATISAsian

CompositesMfg.

BHA

Lucas

CFMIBoeing

BDC

Nine Tactics

Continuouslyreduce lead

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Defects not made,passed or accepted People

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TBS2B

Configuration Management

Global partnering tosupport large-scalesystems integration

Asset UtilizationAirplane Programs

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Renton Site

777 FinalAssembly

737 Final Assembly

737 FinalAssembly

Customer-preferredairplane family

737Historical production processes

Each plane moved from integration station to integration station via crane moves (8000 crane lifts per month)Inventory based on “safe”overstock “just in case”Little pre-integration prior to final assemblyEngineering team physically separated from production line so problem resolution required engineers to go to the production line across campusThen production started to ramp up to meet demand, but production methods were not changed

737 - Before the Lean Journey –Inefficient production processes

737How it is Today

Today the 737 assembly is a rolling line moving the aircraft from station to station

Pushed the pre-assembly back to the subcontractors to minimize the final assembly and maximize qualityMinimized the crane moves which now are down to only three per aircraftJust in time inventory control so each day the inventory that is needed for that day is staged along the rolling lineDesigners and factory floor assemblers are co located to solve problems when the engineering staff were moved into the factory and can look out their office windows to see the production lineInnovation solution to assembly are used like the chair loader designed and delivered by a farmer modeled after a hay loaderMinimize variability of parts and assemblies and focus on commonality

737 - The Look of Lean Today –Efficient production processes

737 - Summary737 has traveled an incredible journey from the old

ways of doing business to the new ways and it has been a true successIt starts with a vision at the top and flows to all

teamsIt was a holistic approach to solving problems and

improving everything on the programLessons learned on the 737 program were critical

to the creation of the 787737 sets a very high standard of best commercial

practices in the aerospace industry

Maybe some of these lessons learned can be of value to the Constellation team

787The Future of Commercial Aviation

Strive for commonality with quantum Strive for commonality with quantum leap in stretch requirementsleap in stretch requirements

787 Program Commonality InsightsTop Level Themes

Must design in commonality as a basic feature, engineers will strive for unique solution rather then common ones

Must have champion driving commonality at the top who is the defender of the key principles for commonality

Use small co-located teams to set the requirements and vision and then do not let the larger teams easily compromise those requirements and vision

Focus on modular and reconfigurable designs

Define and track metrics that focus on commonality

Set tough goals and drive the team to meet them

Use lots of independent review teams

787 Program Commonality InsightsExamples

787 set a short flow target to assemble the total aircraft at the final factory

Driven by facility footprint and through put needs for production ratesDrove the emphasis to preassembly to occur prior to final assemblyDrove how subcontracts are defined and what work is done prior to shipment from the subs

Minimum lead time for configuration changesManage updates to baseline as block updates rather then incremental continuous changesFamily of aircraft variants can benefit from block updates

787 Program Commonality InsightsExamples

Use a trade study model for all trade studies that includes all variables including life cycle costs to ensure everyone allows for life cycle cost when they make design decisions (787 terms this Net Present Value Trade)

Trade model allows for range of variables and tell you what are the real drivers

Value everything, do not just use weighting factors

Separate out recurring vs non recurring cost so you can see the impact of the commonality over program life cycle

787 Program Commonality InsightsVariability

Control Variability including flowing this down to subcontractors and suppliers

Conducted workflow analysis to find and manage variability

Lay out vehicle family plan for variations but focus on driving commonality and only allow variations within the family based on need, not desire of the teams that own each variation within the family

Each design team must justify variability against the common baseline, so variability can occur but the default is commonality

Create a firm kill board for review and approval of unique variability and have that board control flow of money for variations

787 Program Commonality InsightsTechnical Performance Measures

Define TPMs that drive and monitor commonality

Establish TPMs for variability and treat them as key TPMs within the program management team

TPMs for turnaround flow (time from a problem identification to fix completed) are important and can drive design trades

Monitor and manage using the TPMs at the program manager level down to the implementation team level

Think through the selection of TPMs to ensure they provide the valuable insights needed by the teams

787 Program Commonality InsightsMetrics

One typical top level metric and goal setting was hours to install the interiors package

Based on overall timeline analysis for installation and checkout

Was not set as a percent improvement over previous programs but rather a top down derived goal

Resulted in a focus on interfaces that had to be simple to install and allow for reconfigurations to meet specific customer variances

Weight is an important metrics but just saving weight is not by itself a justification for unique designs the drive up life cycle costs

787 Program Commonality InsightsLimit choices

Select a limited list of choices for connectors, fasteners, tools, etc that can be used by the designers and manufacturing

Force these as the default and push for the teams to show how they can use that set, not why they can not

Variation can be considered but must be approved by the kill board based on total life cycle costs not just local design considerations

Tools for installation and checkout on the line are limited to predefined set of options to minimize complex and costly custom tools or support equipment

787 Program Commonality InsightsSummary

Commonality is important to reduce total life cycle costs

Driving commonality across the program is hard because it requires trading local optimization against program level commonality

Need a vision and champion at the top that drives commonality and has the power to enforce that vision

It is a culture, not a requirement, that makes it happen

Use a holistic approach to commonality across design, manufacturing, integration, and operations

Overly optimized local design is the bane of commonalityOverly optimized local design is the bane of commonality

737 & 787 Lessons LearnedSummary

Changing the paradigm starts with a vision at the Changing the paradigm starts with a vision at the top and flows to all teamstop and flows to all teams737 and 787 both used a holistic approach to 737 and 787 both used a holistic approach to

solving problems and improving everything on the solving problems and improving everything on the program cutting across design, manufacturing, program cutting across design, manufacturing, integration, and operationsintegration, and operationsDriving commonality across the program is hard Driving commonality across the program is hard

because it requires trading local optimization because it requires trading local optimization against program level commonalityagainst program level commonalityNeed a champion at the top that drives fundamental Need a champion at the top that drives fundamental

changes and has the power to enforce that visionchanges and has the power to enforce that vision

It is a culture, not a requirement, that makes it happenIt is a culture, not a requirement, that makes it happenIt is a culture, not a requirement, that makes it happen