Download - Cummings tom
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
times
Tailored Business Streams
TBS1 & 2A
Tailored Materials Management
Defects not made,passed or accepted People
link the system
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