dynamic change awareness - nsrp – shipbuilding r&d …€¦ · · 2017-03-16chris emerson...

Dynamic Change Awareness (DCA)NSRP All Panel MeetingMarch 8, 2017

Ambre Cauley and Greg Carithers, P.E. Document prepared under ONR contract N00014-14-D-0377 as part of the Navy ManTech Program

DISTRIBUTION A. Approved for public release: distribution unlimited.

DCN# 43-2480-17

2Ingalls Overview

• Building four classes of ships simultaneously—ten ships now in production

• Seven Arleigh Burke-class destroyers in firm business

• Builder of record for LPD and LHA classes of amphibious assault ships

• Builder of largest multi-mission National Security Cutter for the U.S. Coast Guard

DDG 51 Surface CombatantsLPD 17 Class Amphibious Transport USCG National Security CutterLHA 6 Amphibious Assault Ship

Approved for public release (A); distribution unlimited of 28

3Issue Description

Lack of real-time visibility and knowledge of forthcoming changes to design or planned work drives…

…increases in engineering labor, planning labor, and generates re-work for production.


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4

Project Objective

Dynamic Change Awareness is the ability for the entire value stream to have real-time visibility of the evolving design, planning, material and production baseline changes to enable intelligent management decisions that lowers program costs.

Kevin Jarvis – Ingalls Director

Model/Drawings

Requirements

Bill of Materials

Plan/ScheduleQualityCDRLs/SDRLs

ChangeManagement (CM) Process


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Project Vision

ContractsRequirements

Plan/ ScheduleTest

CDRLS/SDRLS Bill of Materials

Quality

Model/ Drawings


6DCA Project Teams

NSRP + ManTech


7NSRP Team Members

• Ingalls Shipbuilding – (Kevin Jarvis – Project Sponsor)– John Walks (Project Lead), Greg Carithers (Technical Lead),

Ray Campion, Steven Frees, Aaron Holland, Hal Todd, Kay Jamison, April Martin, Will Janca, Dale Humphrey, Mickey May, Mike Deutsch, Jamie Breakfield, Virgel Smith, Kevin Elliott

• Bollinger– Dennis Fanguy, Katie Dufrene

• Austal– Barbara Turrens, Elizar Chaney, Emily Skewes, John Lawrence

• SSI– Patrick Roberts, Patrick David, Darren Guillory, Ken Sanderson, Denis Morais, Bruno Franca,

Chris Emerson

• ATI– Frances Pearce, Project Manager

• Newport News– Mark Debbink, Program Technical Representative


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NSRP Project Overview

Requirements Development

As-Is Process Development

To-Be Process Development

System Architecture Development

Develop Final Report & Final Workshop

Project Initiation

Completed


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Requirements DevelopmentReqNum

Requirement Statement (wording simplified for presentation) Included in Process

Ingalls Future System

Austal Future System

Bollinger Future System

1. 2D drawings and 3D model Configuration Management within a single system Yes PLM/SC PLM Matri-X

1.1 • Ability to scope change impacts and tie changes to associated drawing objects

Yes PLM PLM Matri-X

1.2 • Include workflows that identify the appropriate organizational levels to support reviews and approval of changes

Yes PLM BizFlow/ PLM

Matri-X

1.3 • Capability to create drawing change objects and associate them to specific version of drawing objects

Yes PLM PLM SC

1.4 • “Real-time” status of changes, including change status tracking Yes PLM PLM Matri-X

1.5 • Automatically provide and update 2D drawings from 3D model within a single system

Yes SC SC SC

2. Full associations of Planning production schedules (i.e., work orders and work packages) within a single system and tied to the 3D model/2D drawings

Yes PLM PLM BERT

3. Bill-of-Materials (all parts) storage with relationships linked to CAD Model within a single system

Yes PLM PLM BERT

4. Storage and relationships of drawing objects with TDP (Technical Data Packages) Yes PLM PLM MATRI-X

5. Requirements Management coupled with the 3D model Yes PLM PLM CaseSpec

* Based on Model Based Enterprise


http://www.model-based-enterprise.org/starting-model-based-enterprise.html

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Requirements DevelopmentReqNum

Requirement Statement (wording simplified for presentation) Included in Process

Ingalls Future System

Austal Future System

Bollinger Future System

6. “Real time” metrics and dashboards within a single system for Engineering Design, Planning, Material and Construction, organizations at a minimum

Yes PLM PLM ---

7. Quality information tied to ship construction Yes PLM PLM BCS

8. A bi-directional interface with the ERP system Yes PLM PLM BERT

9. the ability to uniquely identify objects. Yes PLM PLM BERT

10. The capability to maintain information object relationships throughout a ship’s lifecycle (i.e., Ship and Hull Effectivity)

Yes PLM/SC PLM MATRI-X

11. The capability to uniquely identify discrete information (objects) data sources of record

Yes PLM PLM MATRI-X

12. The capability to store Supplementary Data (Notes, Parameters, Non geometric data) to all objects in a single system

Yes PLM PLM SC/ MATRI-X

13. The native 3D model to be directly imported to the appropriate CAM system and the code will be controlled within the PLM system

Yes PLM PLM SC

14. A process for sending all Product Manufacturing Information (PMI) to manufacturing data products associated to a model

Yes PLM/NW PLM SC

15. External PLM access to native 3D CAD model, 3D lightweight viewable and eBOM. Access to native models, Neutral models, and metadata decided by the type of relationship with external design authority

Yes PLM/NW PLM NavisWorks

* Based on Model Based Enterprise


http://www.model-based-enterprise.org/starting-model-based-enterprise.html

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As-Is Process DevelopmentIDEF0 CM Process

• Activity – Action / Verb, noted by the block with a capital letter & number, where a shadow notes a decomposition level that form a group of sub-activities

• Input – Something needed to perform the Activity

• Control – Anything that provides guidance for that Activity

• Mechanism – What helps to move the Activity into a completion phase

• Output – The Product of the Activity


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To-Be Process Development• Ingalls, Bollinger and Austal agreed to use

this as the upper level To-Be Change Management Process

– Ingalls is connecting the Change Management processes as part of the PLM implementation

– Bollinger has implemented changes within existing systems

– Austal has plans to implement changes in future systems


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System Architecture (IDEF1X)

ERP

SC PLM

PLM

PLMPLM

PLM

PLM

PLMPLM

PLM PLM

PLM

ERP

ERP

PAINT SCHED PRN LISTDEC COV SCHED COMPART SCHED

O&F SCHED LABEL PLATEEQUIP. LISTS REQ. MGMT.

LIBRARY PARTS LEXICON

HUNTINGTON INGALLS INDUSTRIES PRIVATE/PROPRIETARY

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System Architecture

HUNTINGTON INGALLS INDUSTRIES PRIVATE/PROPRIETARY

Approved for public release (A); distribution unlimited

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15How DCA Influenced the PLM

3D comparison of new, changed and deleted parts

Interference CheckingAutomated PLM and Ship Constructor Tasking


16ManTech Team Members

ONR Program Office (Program Officer ) – Paul Huang

Program Office (Designator)– Todd Hellman (PMS-400)

• Mark Grzeszkiewicz• Erica Smackum

Contractor Organization– Ingalls Shipbuilding

• Ambre Cauley (ManTech Manager)• Ambre Cauley (Project Manager), Greg Carithers (Technical Lead), Mike Chromey (Supply Chain Lead), Jamie

Breakfield (IT Lead), Aaron Holland (Engineering Lead), Kay Jamison (Configuration Mgmt.Lead), April Martin (Planning & PC Lead), Will Janca (Planning), Judy Applegate (Contract Specialist), & Sarah Hayes (Program Assistant)

Center of Excellence– NSAM

• Dale Orren (Deputy Director)• Tim Macon (Program Manager)• Larry Karns (Project Technical Representative)• Wade Hedges (Contract Manager)


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DCA ManTech Project Overview

Developed System Solution/Dashboards

Developed Pilot Plan

Pilot Real Time Process with Dashboards

Mapped Existing Processes

Developed Data Traceability Requirements

Developed The Revised Process

Completed

Working OnApproved for public release (A); distribution unlimited of 28

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Mapped Existing Processes with Authoritative Sources

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68

9

38712

2


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Revised Process

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Problem Report

Model & Drawing Workflows

Engineering Change Management

Req Allocation & Verification

Tech Purch Req SOWContract Data Requirements

Systems can be eliminated with the implementation of a PLM • 8 major systems• 7 minor Configuration Management systems• 15 other minor systems


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Process Identification and Streamlining

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Provides Configuration Control of Design and Planning Changes and Baselines

Engineering

Central Planning

SCM

StructureFoundationHVACMachineryMain MAPMisc. JOSO&FPenetrationPipingElectricalCMQuality

Production Planning• Structures• Electrical• Piping• O&F• HVAC

Production Control• Elec Shop• Fab Shop• Outfitting• Pipe• Structure• Machine Shop• Sheet metal• Pre-Test

Industrial Engineering• Labor Planning• Budgeting and Allocation Factors• Produce Metrics• Progress Audits

Production Engineering• Build & Construction Strategy

SchedulingCapacity Planning

SourcingRequestingPurchasingReceiving/QualityLoose Parts

ExistingConfiguration Mgmt

Existing CM

Proposed Integrated CM BPMN

PLM Integrated CM ARAS

Problem Report LifecycleModel Workflow Release50%/70% Design Review90% Design ReviewUnit LifecycleDrawing ReleaseChange PaperTPRSOWAction Lien LifecycleAction Lien Lifecycle

Problem Report• Create Problem Report

Model Release• Model (Initial Development)• Model (50/70 Unit Design Review)• Model (90 Unit Design Review)• Model (Internal Review, Non-Structural)• Model (Internal Review, Structural)• Model (Planning, Material, Operations

Review/Approval)

Drawing Release• Drawing (Open-Create Drawing from 3D

Model)• Drawing (Planning, Material, Operations

Review/Approval for Modeled Drawings)• Drawing (Planning, Material, Operations

Review/Approval for Non-Modeled Drawings)

Change Paper• Change Paper (Internal Engineering Review)

Technical Purchase Requisition Statement of Work (TPRSOW)• TPRSOW (COG Create TPRSOW)

Action Lien (Class I)Action Lien (Class II)Contract Data Requirements ListECPRequirements Allocation and Verification


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Common Tool Set Enables Flexibility for the Future

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• All Engineering, Planning and front end Supply Chain information in a single tool

Pick and Place Planning

Provides an Essential Foundation for Future Methods to Deliver InformationApproved for public release (A); distribution unlimited of 28

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Dashboards (Stoplight)

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Actionable Key Performance Indicators (KPI)s per Hull

Numbers and colors are for illustration only

Hull/Program selection

Thresholds

PLM Menu

Drill down capability for all numbers within each cell


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Dashboards (Main Detail)

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Numbers and colors are for illustration only

The red status is alerting the user to

drill down even further to see what

the issue is

Drill down capability for all numbers within each cell

Actionable Key Performance Indicators (KPI)s for Where, What, Who, When

Where

What

Who

Dashboard Filters

When


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Path Forward

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Execute Pilot

Measure Effectiveness

Working On


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Benefits

This project will provide the following benefits:

• Engineering: Improvement in change process

• Central Planning: Reduction in process steps

• Supply Chain: Reducing duplication of efforts and reducing the errors in material ordering

• Operations: Reduction in rework


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How DCA Influenced Change

Engineering and Planning can work concurrently: mapped processes (As Is/To Be) that allow a planning to begin scoping parts as Engineering continues working in the configuration model

End-to-end 3D visibility of change impact: mapped process that provides visualization of 3D design baseline, scope the change, then deliver to MARS

Data Connection to authoritative sources:data architecture developed helped define the necessary Enterprise Service Bus requirements to efficiently pass data throughout the enterprise(preventing data duplication)

PLM System Architecture of applications to a applications hub

Documenting, Understanding, Improving and Integrating Ingalls Change Management processes


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DCA Implementation Quotes

Dynamic Change Awareness provided the requirements to justify a Product Lifecycle Management (PLM) application which provides one tool to locate all Change Management information. This will ensure that the end users have current Change Management information from a single Authoritative Source and see changes much quicker than ever before.

Kay Jamison, Manager Configuration Analysis

Dynamic Change Awareness allows Planning to work concurrently with engineering designers and also provides consistent processes across all programs.

April Martin, Manager Planning


dynamic change awareness - nsrp – shipbuilding r&d …€¦ · · 2017-03-16chris emerson...

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