Critical Path Tooling Critical Path Tooling Paper No. MDC 11 K0010 Material Is Compliant with Boeing PRO-3439
Critical Path Tooling
Critical Path Tooling
Paper No. MDC 11 K0010 Material Is Compliant with Boeing PRO-3439
ProjectSelection
andPurpose
ProjectProjectSelectionSelection
andandPurposePurpose
Criteria3
Criteria4
Criteria5
CriteriaCriteria11
Criteria2
ContinuousImprovement
PROCESSBASED
MANAGEMENT(PBM)
THE CHALLENGE
Unique C-17 Skin PanelHeat Treat Capability
1st Quarter 2009
Unique C-17 Skin PanelHeat Treat Capability
3rd Quarter 2009
• Options and Opportunities?
• Impact to “Critical Path”!
Types of data and tools used to select the project, and why1A.a1A.a
• Current Heat Treat capability is closing down
• Potential Production Line stopper
• Team needed to Brainstorm solution
• Current process flow needed
• Time is of the essence – Critical Path Item
• Process Supplier Notification• May 5, 2009• Number 8 Drop Quench Furnace • As for timing of the plant closure, the number 8
furnace’s last day of production has been scheduled for September 4, 2009. Please contact us, for any special production scheduling of furnace #8 necessary to meet the requirements during this transitional period.
Multi-DisciplinedTeam
Value StreamMapping
Brainstorming
RiskAnalysis
FishboneDiagrams
Tools / Methods
Fact FindingSubject-Matter Expertise (SME)
Heat Treat and Forming Processes
Listing of Team Member ideas andthoughts on options for
course of action
Schedule, Cost, and Quality(VOC)
Cause or Reason for imperfectionis a source of variation
Data
To assess potential impact due topossible production line stoppage
caused by critical shortage of parts
To visually assess current processes
Proven effective tool to gather manyideas and suggestions quickly.
(Time is of the essence)
To identify risks, exposure,assessment, and reporting
To highlight and organize ideas
Why?
Machine
Effect
PeopleMeasurement
Environment Method Material
Types of data and tools used to select the project, and why1A.a1A.a
STEP 1
Define theProcess
STEP 1STEP 1
Define theDefine theProcessProcess
STEP 2
EstablishMetrics
STEP 2STEP 2
EstablishEstablishMetricsMetrics
PROCESSPROCESSBASEDBASED
MANAGEMENTMANAGEMENT(PBM)(PBM)
STEP 7
ImplementImprovements
STEP 7STEP 7
ImplementImplementImprovementsImprovements
STEP 6
DevelopImprovement
Plan
STEP 6STEP 6
DevelopDevelopImprovementImprovement
PlanPlan
STEP 5
SetGoals
STEP 5STEP 5
SetSetGoalsGoals
STEP 4
StabilizeProcess
STEP 4STEP 4
StabilizeStabilizeProcessProcessContinuous
ImprovementContinuous
Improvement
STEP 3
DeterminePerformance
STEP 3STEP 3
DetermineDeterminePerformancePerformance
Reason why the project was selected1A.b1A.b
Impact on WhyHow
(Based on what data)
Reason
Schedule To ensure production would not be adversely impacted
Supplier notification Loss of critical heat treat capacity
Supplier shutdown notification instilled a sense of urgency for project
Schedule To prevent a disruption / gap in C17 production
Multiple site impact Disrupt C17 assembly in Long Beach, CA; Macon, GA; and St Louis, MO
Schedule Importance of precluding shutdown out-weighted other potential projects since project would become the determinant of productions critical path
Although, 14 parts were sourced to a different supplier, 4 remaining parts were deemed “unproducible”
The 4 parts had the potential of becoming the weakest link in our reliable supplier chain, with financial impact consequences.
Cost To prevent financial impact Delivery-based payments
Risk too high
Quality Opportunity to improve / modernize process
To develop and implement an upgraded and more modern process that would yield a higher quality product
Tooling upgrade needed
Reason why the project was selected1A.b1A.b
Span time challenges
Opportunity for improving process
To prevent disruption in C17 production
Sole heat treat supplier closing down
To prevent financial impact
Process Flow Review
PotentialFailureMode(s)
ProcessTask
PotentialEffect(s) of
Failure
PotentialCause(s) of
Failure
CurrentDetection/
VerificationControls
RecommendedActions
SEV
OCC
DET
RPN
1-10 1-10
Process No:Creation Date:Revision Date:
Process Title:
Process Owner:
Line
Process Failure Modes and Effects Analysis (PFMEA)
Describe the involvement of potential stakeholders in project selection
Potential Stakeholders Involvement
Supplier Management Assessment and feedback on local / approved material and Heat treat suppliers
Part Supplier Material compliance and availability
Heat Treat Supplier Advise on critical parts processing
C17Materials and ProcessesDesignTransportationProductionQuality Engineering
Verified capability of potential new supplier / processes.
Verified capability to meet specificationsProvided performance and capability history
Stakeholders andSubject Matter Experts (SME)
Review existing flow, schedule and demand
Develop process improvement plans
1A.c1A.c
Critical Path Tooling
• Communication
Capturing Project Assessment Elements & Challenges
Telecom constraint, was the message received and
understood? Challenge
Face-to-face communication will be sporadic
Challenge
Geographic constraintsChallenge
Critical Path Tooling
• Defining the Entire Scope of Work
• Time
Capturing rigid engineering materials and
process requirementsChallenge
Consequences for failure are significant
Challenge
Final resolution window is
inflexibleChallenge
Capturing Project AssessmentElements & Challenges
Critical Path Tooling
• Cost
• Risk AnalysisSolution selection level of
confidence and justificationChallenge
Must use a proven / tested
approachChallenge
Capturing Project AssessmentElements & Challenges
Project manager and team cannot use the open checkbook solution
approach
Challenge
Must be weighed against the consequence of a program
shut downChallenge
Critical Path Tooling
• Identification of Supplier Subject Matter Experts
Capturing Project AssessmentElements & Challenges
Non-technical participant’s comprehension of highly technical
content Challenge
Commitment and buy-in Challenge
Affected organizational goals, performance measures, and strategies1B.a1B.a
Organization Goals
– Customer Satisfaction
– Product Quality – On-time delivery – Product
Affordability– Business Growth
Performance Measures
– Quality– Timeliness– Efficiency
Strategic Initiatives
– Lean +– Risk Management
Deliver on time
(SCHEDULE)
Deliver on time
(SCHEDULE)
Provide theHighest Quality
(QUALITY)
Provide theHighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Organizational Goals(Performance Metrics)
Organizational Goals(Performance Metrics)
Efficiency &Affordability
(COST)
Efficiency &Affordability
(COST)
Types of project impact on each goal/performance measure1B.b1B.b
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Efficiency &Affordability
(COST)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
OrganizationalGoals
(PerformanceMetrics)
MaintainProduction
(ImprovementOpportunities)
ReduceCycle TimeRedesignProcess
(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
ProjectGoals
Reduce orEliminate
ProductionDisruptions
(Budget to Hrs)
Prevents Assembly DisruptionsPrevents Assembly DisruptionsMitigates cost escalationMitigates cost escalationEnables business growthEnables business growth
Lowest implementationcost overall is best
Project Impact onOrganization Goals andPerformance Measures
Use Lean Methodologies and Advanced Tooling
Technology to establish sustainable and
transferable manufacturing process
Preserves customer Preserves customer satisfactionsatisfaction
Quality is maintained and defects are reduced
DirectlyRelated
Easy toimplement
(3 - 6 months)
Directcustomer
impact
Will exceedexpectations
HighDegree
(10+ Points)
IndirectlyRelated
Somewhatdifficult toimplement
(6 – 12 months)
Some externalcustomer
benefit
Will meetexpectations
MediumDegree
(5 - 9 points)
Slight or NoRelationship
Extremelydifficult toimplement
(Greater than12 months)
MinimalcustomerBenefit
LowDegree
(0 - 4 points)
(10 points)
High
(10 points)
High
(10 points)
High
PredictedDegree
Of Impact
(10 points)
High
Impact Indicators
Cost toImplement
(<$2M)
Cost toImplement($2M-$6M)
Cost toImplement
(>$6M)
No production disruptions No production disruptions or delinquent deliveriesor delinquent deliveries
Maintain customerMaintain customerConfidence Confidence
Benchmark for C17 dependability
Degree of impact on each goal/performance measure, and how this was determined1B.c1B.c
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Efficiency &Affordability
(COST)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
OrganizationalGoals
(PerformanceMetrics)
MaintainProduction
(ImprovementOpportunities)
ReduceCycle TimeRedesignProcess
(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
ProjectGoals
Reduce orEliminate
ProductionDisruptions
(Budget to Hrs)
Prevents Assembly DisruptionsMitigates cost escalationEnables business growth
Lowest implementationcost overall is best
Project Impact onOrganization Goals andPerformance Measures
Use Lean Methodologies and Advanced Tooling
Technology to establish sustainable and
transferable manufacturing process
Preserves customer satisfaction
Quality is maintained and defects are reduced
DirectlyRelated
Easy toimplement
(3 - 6 months)
Directcustomer
impact
Will exceedexpectations
HighDegree
(10+ Points)
Cost toImplement
(<$2M)
IndirectlyRelated
Somewhatdifficult toimplement
(6 – 12 months)
Some externalcustomer
benefit
Will meetexpectations
MediumDegree
(5 - 9 points)
Cost toImplement($2M-$6M)
Slight or NoRelationship
Extremelydifficult toimplement
(Greater than12 months)
MinimalcustomerBenefit
LowDegree
(0 - 4 points)
Cost toImplement
(>$6M)
(10 points)
High
(10 points)
High
(10 points)
High
PredictedDegree
Of Impact
(8 points)
Medium
Impact Indicators
No production disruptions No production disruptions or delinquent deliveriesor delinquent deliveries
Maintain customerMaintain customerConfidenceConfidence
Benchmark for C17 dependability
Potential internal and external stakeholders, and explain how they were identified1C.a1C.a
StakeholderDisciplines
Various Engineering,Planning, Tooling, Quality
Assembly MechanicsProduction Management
Procurement, Transportation,
Source Inspection
ReceivingPart Customer
Final AssemblyCustomer
Boeing ContractsAnd Product Integrity
Compliance Gatekeepers
How Identified
Process ExpertiseContracts
Supplier ManagementPart Manufacturer
Contracts
Technology Gatekeeper
ProcessSubject Matter Expert (SME)
Sole Source ofPart Supply
TechnologySubject Matter Expert (SME)
StakeholderGroup Determined
Value Stream Map Process Flow
Value Stream MapProcess Flow
Value Stream Map Process Flow
Value Stream Map Process Flow
Value Stream Map Process Flow
Value Stream Map Process Flow
Macon & St. Louis Integrated Production
Teams (IPT)
Long Beach FuselageIntegrated Production
Team (IPT)
Support(Supplier Quality /
Management)
New Heat Treat Supplier
Fuselage SkinPart Supplier
Advanced Tooling Technology
Supplier
INTERNAL
EXTERNAL
Types of potential impact on stakeholders, and explain how these were determined1C.b1C.b
Direct feedback
Direct feedback
Direct feedback
How
Direct feedback
Direct feedback
Direct feedback
StakeholderGroup
Macon & St. Louis Integrated Production
Teams (IPT)
Positive Impact
Parts Delivered On-TimeProduct Quality Improved
Long Beach FuselageIntegrated Production
Team (IPT)
Part Sub-Assembly DeliveredOn-Time
Product Quality Improved
Support(Supplier Quality /
Management)
Quality Parts Delivered On TimeSupports Assembly Production
No Parts Available for ProductionLate Delivery Drives Production
Costs Up – Transportation & OvertimePressure From Customer to Deliver
Implementation New Process Takes 10 Months to Evaluate in Assembly
Aircraft Assembly StopsCustomers Reconsider Purchases
Sole Source of Supply FailsNo Alternate Production Method
Aircraft Assembly Stops
Negative Impact
New Heat Treat Supplier
Partners with Boeing / PartSupplier - Finds A Way to
Overcome Difficult Production Challenge
Fuselage SkinPart Supplier
Advanced Tooling Technology
Supplier
Proven Technology350+ Successful Implementations
Less Production Backlog
Failed to Fulfill Their Supply Chain Responsibility
Potential Loss of Boeing Contracts
Proposed Solution is IneffectiveProduces Sub-Standard Results
Partners with Boeing to DeliverQuality Parts On-Time
INTERNAL
EXTERNAL
Degree of potential impact on stakeholders, and explain how this was determined1C.c1C.c
High
High
High
Degree
Medium
High
Medium
StakeholderGroup
Macon & St. Louis Integrated Production
Teams (IPT)
Positive Impact
Parts Delivered On-TimeProduct Quality Improved
Long Beach FuselageIntegrated Production
Team (IPT)
Part Sub-Assembly DeliveredOn-Time
Product Quality Improved
Support(Supplier Quality /
Management)
Quality Parts Delivered On TimeSupports Assembly Production
No Parts Available for ProductionLate Delivery Drives Production
Costs Up – Transportation & OvertimePressure From Customer to Deliver
Implementation New Process Takes 10 Months to Evaluate in Assembly
Aircraft Assembly StopsCustomers Reconsider Purchases
Sole Source of Supply FailsNo Alternate Production Method
Aircraft Assembly Stops
Negative Impact
New Heat Treat Supplier
Partners with Boeing / PartSupplier - Finds A Way to
Overcome Difficult Production Challenge
Part Supplier
Advanced Tooling Technology
Supplier
Proven Technology350+ Successful Implementations
Less Production Backlog
Failed to Fulfill Their Supply Chain Responsibility
Potential Loss of Boeing Contracts
Proposed Solution is IneffectiveProduces Sub-Standard Results
Partners with Boeing to DeliverQuality Parts On-Time
INTERNAL
EXTERNAL
Degree of potential impact on stakeholders, and explain how this was determined1C.c1C.c
Criteria3
Criteria4
Criteria5
Criteria1
CriteriaCriteria22
CurrentSituationAnalysis
CurrentCurrentSituationSituationAnalysisAnalysis
PROCESSBASED
MANAGEMENT(PBM)
ContinuousImprovement
Methods and tools used to identify potential improvement opportunities2A.a2A.a
Process Flowand
Value StreamMapping
Brainstorming
Face-To-FaceInterviews
Benchmarking
Tools / Methods
Full description of skin panel processfrom procurement throughfinal installation on aircraft
Listing of Team Member ideas andthoughts for potential solutions, andExpected Cost and Lead-time dataassociated with potential solutions
End-user and task level Feedback.Positive or negative, regarding
process requirements, metallurgicaldata, and quality enhancements
Potential alternative sources ofsupply or fabrication of skin panels
Anticipated Data
To visually assess current processesfor understanding, and immediate
thought provoking for brainstormingprocess roadblock mitigation
Proven effective tool to gather manyideas and suggestions quickly.
(Time is of the essence)
Subject-Matter Expertise (SME) bringsvaluable experience and knowledge to
keep project going in a positive direction
Past successes that can be leviedand applied to our requirements
Why?
Full team understandingof requirement and need
Bypass prototypedevelopment due totime constraint
Methods and tools used to identify potential improvement opportunities2A.a2A.a
Value Stream Mapping
Heat Treat andForming Processes
Heat Treat andForming Processes
= Potential Improvement Opportunitiesin Quality due to the “lower than programminimum” of 1.0 for Cpk measurements
Analysis of data to identify potential improvement opportunities2A.b2A.b
Remove and relocate existing heat treat furnace
Purchase and install a new heat treat furnace
Establish a new fuselage skin part supplier
Redesign the existing fuselage skins
A lean tooling/process solution. Establish new heat treat supplier, design a part specific process, refurbish and upgrade existing tooling.
Process Flowand
Value StreamMapping
Brainstorming
Face-To-FaceInterviews
Benchmarking
Full description of skin panel processfrom procurement throughfinal installation on aircraft
Listing of Team Member ideas andthoughts for potential solutions, andExpected Cost and Lead-time dataassociated with potential solutions
End-user and task level Feedback.Positive or negative, regarding
process requirements, metallurgicaldata, and quality enhancements
Potential alternative sources ofsupply or fabrication of skin panels
Tools / Methods Received Data Potential Improvements
Analysis of data to identify potential improvement opportunities2A.b2A.b
Computer Analysis of Cpk Data
Cpk Data OutputCause & Effect Analysis
Photo of On-site Observation ofHeat Treat Distortion
““AsAs--DesignedDesigned”” Minimum Requirement = 1.0Minimum Requirement = 1.0
PROPRIETARY
PROPRIETARY
EXAMPLE ONLY
EXAMPLE ONLY
ComputerAnalysisof Panel
How stakeholders were involved in identifying potential improvement opportunities2A.c2A.c
StakeholderGroup
C-17 ProductionMacon, GA
St. Louis, MO
C-17 ProductionLong Beach, CAFinal Assembly
Support(Supplier Quality /
Management)
Identified requirement need datesTrack project progress
Provided dedicated project team members
Producibility concerns (“on-site” evaluation)Reviewed schedule requirement dates
Identified the cost and schedule impacts Committed to provide necessary funding
Ensured proposed manufacturing methods conform to design and process specifications
ISO 9001:2008 compliance
Stakeholder RolesAnd Involvement
Heat Treat Supplier
Part Supplier
Advanced Tooling Technology
Supplier
INTERNAL
EXTERNAL
StakeholderDisciplines
Assembly MechanicsProduction EngineeringProduction Management
Assembly MechanicsProduction EngineeringProduction Management
Procurement, Transportation,
Source Inspection
Heat Treatment of AluminumMetallurgy
Supplier ManagementPart Manufacturer
Contracts
Technology Gatekeeper
Identifying potential sub-contractorsManufacturing and tooling expertise
Producibility concurrenceProcess redesign
Heat Treat rack designsTransportation coordination
Provided both Process Finite Element MethodAnalysis to predict part behavior and
manufacturing simulations to test solutions
How stakeholders were involved in identifying potential improvement opportunities2A.c2A.c
StakeholderGroup
C-17 ProductionMacon, GA
St. Louis, MO
CC--17 Production17 ProductionLong Beach, CALong Beach, CAFinal Assembly Final Assembly
Support(Supplier Quality /
Management)
Identified requirement need datesTrack project progress
Provided dedicated project team members
Producibility concerns (Producibility concerns (““onon--sitesite”” evaluation)evaluation)Reviewed schedule requirement datesReviewed schedule requirement dates
Identified the cost and schedule impacts Identified the cost and schedule impacts Committed to provide necessary fundingCommitted to provide necessary funding
Ensured proposed manufacturing methods conform to design and process specifications
ISO 9001:2008 compliance
Stakeholder RolesAnd Involvement
Heat Treat Supplier
Part Supplier
Advanced Tooling Technology
Supplier
INTERNAL
EXTERNAL
StakeholderDisciplines
Assembly MechanicsProduction EngineeringProduction Management
Assembly MechanicsAssembly MechanicsProduction EngineeringProduction EngineeringProduction ManagementProduction Management
Procurement, Transportation,
Source Inspection
Heat Treatment of AluminumMetallurgy
Supplier ManagementPart Manufacturer
Contracts
Technology Gatekeeper
Identifying potential sub-contractorsManufacturing and tooling expertise
Producibility concurrenceProcess redesign
Heat Treat rack designsTransportation coordination
Provided both Process Finite Element MethodAnalysis to predict part behavior and
manufacturing simulations to test solutions
List of Potentials
Potential ImprovementOpportunities
Methods and tools used to identify the final improvement opportunities2B.a2B.a
POPULATEPOPULATE
ASK WHY?ASK WHY?Y Y Y
Y Y“5 Why’s”
Final Opportunities
Final ImprovementOpportunities
Measures Materials Methods Environment Manpower Machines
Cause and Effect Diagram
Environment Manpower Machines
Measurement Materials Methods
EffectRESULTRESULT
2B.a2B.a
Cause and Effect (Fishbone) DiagramCause and Effect (Fishbone) Diagram
Methods and tools used to identify the final improvement opportunities
SolutionHeat Treat
AQ/“W” Temper
MachinesMethodsEnvironment
ManMaterialsMeasurement
TurnoverOperators
PropertiesToolsOven/Quench
CertificationCalibration
2024 Al
Thickness .250
OvenRackingTemperature
Temper Retention
Quench Tank
CranesForklift
ShippingFixture
SeasonQuench
Dry Ice
SolutionHeat Treat
Critical Path Tooling
• Considering Feasible Solutions– Move the Existing Heat-treat Furnace and Quench Tank
Potential part schedule impacts
Availability of regional air quality agency permit
Estimated cost to move $9 million
Age and condition of equipment Transfer of the entire process from point –A- to point –B-
CONPRO
Critical Path Tooling
• Considering Feasible Solutions– Boeing Redesigns the Existing Fuselage Skins
Assembly process sequencing
complexity increases
Potential part schedule impacts
Assembly scope of work increases in a “critical path” work areaAccountability
Additional sub-structure parts must be
designed and new tooling producedCriticality of challenge understood
Estimated cost $3.5 million - includes
tooling
Parts could be designed to be formed
complete without heat-treat
CONPRO
Critical Path Tooling• Considering Feasible Solutions
– Redesign Both the Existing Stretch Form Tooling and Heat-treat Process
Potential part schedule impactsLowest cost estimate, $600 thousand
Raw material blank configuration does not change
Limited number of qualified tooling suppliers with appropriate machinery
Lean solution
Availability of raw material for
engineering test
Existing tooling can be redesigned and reconfigured
Engineering test must be performed to ensure raw material will conform to the
round heat-treat fixture and furnace
Local, Boeing qualified heat-treat supplier
CONPRO
Cause and Effect Diagram
Environment Manpower Machines
Measurement Materials Methods
Effect
Analysis of data to select the final improvement opportunities2B.b2B.b
List of Potentials
Potential ImprovementOpportunities
POPULATEPOPULATE
ASK WHY?ASK WHY?
“5 Why’s”
Final Opportunities
Final ImprovementOpportunities
Measures Materials Methods Environment Manpower Machines
Nearly 4000 FastenersRequire Installation
RESULTRESULT
Eliminate Heat Treat Distortion
Quench Media Allowables
Temperature Control
Part Handling
Maintenance of “W” temper
Total time from quench to final form
Analysis of data to select the final improvement opportunities2B.b2B.b
Title:Owner:
Risk #:Phone: Backup: Caldarera, Michael Alt Risk #:
Description:
Likelihood Rationale:
Consequence Rationale:
Mitigation Plan Status:
Visibility
Phase Archived
O- Original X - Current
Type (based on source of risk)
LowModerate
High
Plan:
Action/EventDate
Schd. ECD Act. Success CriteriaRisk Level if SuccessfulL C
Suc. Comments
9/9/2009Relocate Existing Furnace Contract:
Gill, RonaldRemove and relocate the existing furnace/support equipment to a
Boeing facility in So. CA.
1) Relocation cost is prohibitive, 2) No SCAQMD permits are being issued for CY2009, 3) Number of SCAQMD permits for CY2010 uncertain, 4) Does not support the C-17 program long term strategy
No certainty the equipment relocation will maintain schedule and cost requirements. Unless execution is flawless this option will not support Production need date..
Complete. No additional mitigation steps can be accomplished to further reduce risk.R
ProgramContractIPT/FunctionTeam/Project
Closed
Schedule
MP for TCTO Release - NLT Violation - Baseline Plan A Current
1
2
3
4
5
1 2 3 4 5Consequence
Like
lihoo
d
Original Risk Level N/A N/A 5 5
1=Coordinate with SCAQMDto determine availability and commitment to issue a permit for this project.
6/17/09 6/17/09 6/17/09 Availability and commitment determined.
5 5S MIT Owner: R. Gill: Process Option: Avoidance
Page: 1 of 1Risk Analysis
xo
In Red…Unacceptable
In Red…Unacceptable
LikelihoodLikelihood ConsequenceConsequence
Analysis of data to select the final improvement opportunities2B.b2B.b
Title:Owner:
Risk #:Phone: Backup:
Description:
Likelihood Rationale: Challenges have been identified for 2 parts due to material thickness. Refurbishing the existing tooling is less costly than replacing the tooling. Heat treat supplier is located 12 miles from the part supplier.
Consequence Rationale:
Mitigation Plan Status:
Visibility
Phase Archived
O- Original X - Current
Type (based on source of risk)
LowModerate
High
Plan:
Action/EventDate
Schd. ECD Act. Success CriteriaRisk Level if SuccessfulL C
Suc. Comments
10/9/2009Refurbish tooling & redesign part heat treat process Contract:
Caldarera, MichaelGill, RonaldRefurbish and upgrade existing stretch form tooling to facilitate the
forming and heat treat processes. Design a unique heat treat process for an existing, qualified/certified So. CA supplier .
A producibility test is required at the heat treat supplier. Substrate material conditions could exist in the tooling.
This option was selected as the go-forward plan
G
ProgramContractIPT/FunctionTeam/Project
Open
Schedule
MP for TCTO Release - NLT Violation - Baseline Plan A Current
XO
1
2
3
4
5
1 2 3 4 5Consequence
Like
lihoo
d
Original Risk Level N/A N/A 3 3
1=Author the heat treat producibility test
10/8/09 10/8/09 Schedule implemented. 2 3 MIT Owner: R. Gill: Process Option: Implement
Page: 1 of 1
2=Secure material for the producibility test
10/8/09 10/8/09 Schedule implemented. 1 1
3=Establish tooling request for quotation criteria
10/29/09 10/29/09 Tracking to Schedule
MIT Owner: R. Gill: Process Option: Implement
MIT Owner: R. Gill: Process Option: Implement
2 2
In Green…“Go-Forward”
In Green…“Go-Forward”
Risk Analysis
Identify the improvement opportunities, and explain validation of the final improvement opportunities2B.c2B.c
= High = Medium = Low or NoneIMPACT: = Medium High = Medium Low
Lean + Technology(Customer)
Deliver on Time(Schedule)
Provide theBest Quality Possible
(QUALITY)
Efficiency and Affordability
(Cost)
Organizational Goals(Performance Metrics)
Select New ISO Certified / BoeingApproved Heat Treat Supplier
Redesign Heat Treat Process
Implement Proprietary Tooling
Form Complete With 1 Pull
Reduce Part Span Time by 20%
Eliminate Part Shortages
Final List of ImprovementOpportunities
• Typical example of an aluminum heat treat distortion improvement opportunity
Material heat treatedwithout a fixture
Identify the improvement opportunities, and explain validation of the final improvement opportunities2B.c2B.c
Value StreamMapping
StakeholderFeedback
PerformanceTrend Analysis
One-On-OneInterviews
Select New ISO Certified/BoeingApproved Heat Treat Supplier
Redesign Heat Treat Process
Implement Proprietary Tooling
Form Complete With 1 Pull
Reduce Part Span Time by 20%
Eliminate Part Shortages
Final List of ImprovementOpportunities
Validation Source Tool
Identify the improvement opportunities, and explain validation of the final improvement opportunities2B.c2B.c
• Options evaluation outcome– Remove and relocate existing heat treat furnace
• Rejected - Cost prohibitive, availability of South Coast AQMD environmental permits. South Coast AQMD is the air pollution control agency for the smoggiest region of the U.S.
– Purchase and install a new heat treat furnace• Rejected - Cost prohibitive, availability of South Coast AQMD environmental
permits
– Establish a new part supplier• Rejected - No qualified supplier replied with a quote
– Redesign the existing fuselage skins• Rejected- Additional new parts and tooling required• Part producibility issues were identified via FEA/FEM
A lean tooling/process solution. Establish new heat treat supplier, design a part specific process, refurbish and upgrade existing tooling.
Estimated cost to implement ranged from $600 thousand to $9.2 million
Identify the improvement opportunities, and explain validation of the final improvement opportunities2B.c2B.c
One-On-One Interviews
Trend Analysis
Stakeholder FeedbackValidation
Redesign Heat Treat Process
Current Value Stream
Identify the improvement opportunities, and explain validation of the final improvement opportunities2B.c2B.c
Value StreamMapping
StakeholderFeedback
PerformanceTrend Analysis
One-On-OneInterviews
Final List of ImprovementOpportunities
Validation Source Tool
CriteriaCriteria33
Criteria4
Criteria5
Criteria1
Criteria2
SolutionDevelopment
SolutionSolutionDevelopmentDevelopment
ContinuousImprovement
PROCESSBASED
MANAGEMENT(PBM)
Methods and tools used in development of potential solutions3A.a3A.a
Tools / Methods Anticipated Benefitsfor Solution DevelopmentWhy?
BenchmarkingLeveraging core competenciesto minimize research, testing,
and cost of prototyping
Past successesPast successes from Boeing 747 & 777that can be leveraged through
Knowledge management / transfer
BrainstormingSubject-Matter Expert (SME) best
practice recommendations
Proven effective tool to gather manyideas and suggestions quickly.
(Time is of the essence)
Process Flowand
Value StreamMapping
Robust process with minimalroadblocks and risk
Re-mapping of process and value streamas new data and ideas are gathered
ComputerSimulation
PredictablePredictable outcomes ofmaterial behavior minimizes risk,
and enhances probabilityof solution success
Boeing Best-Practices using Stress Strain data fed into
Finite Element Modeling as a costeffective and quick way of prototyping
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STRE
SS, (
ksi)
True Stress vs. True StrainOff Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
On-SiteFabricationObservation
Validation of part producibilityproducibilityand impact assessment
Visual inspection of actual process andfuture capabilities validating
Process Flow andValue Stream Map accuracy
Analysis of data used in development of potential solutions3A.b3A.b
Observe and record total amount of time to install part in Heat Treat fixture
Note any employee safety issues
Record time to reach the specification
oven temperature
Record quench media temperatureRecord time for complete immersion
of part in quench tank (Drop)
Review the part for presenceof heat treat distortion
Record time out of solution heat teatRecord time onto dry ice
Log delta
Record the time required for The part temperature to reach
0° F when dry ice is fully applied
Engineering TestHeat Treat Criteria
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)S
TRE
SS
, (ks
i)
True Stress vs. True StrainOff Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
Stress and Strain Data
This data was gathered and instrumental in validating solution development by predicting optimal material condition
for stretch forming after the heat treat process was applied to the skin panel.
Finite Element Modeling (FEM)Computer Simulation
Analysis of data used in development of potential solutions3A.b3A.b
Analysis of data used in development of potential solutions3A.b3A.b
Redesign the parts(Producibility)
Redesign heat treat process
Eliminate heat treat completely
Redesign and purchase new stretch form tooling
Redesign and reconfigure existingstretch form tooling
(refurbishing)
Invest in proprietarytooling solution
Springback forming tools
Potential (Feasible) Solutions
Current Value Stream Map
Future Value Stream Map
Analysis of data used in development of potential solutions3A.b3A.b
White Paper and Presentation to Leadership Team to Secure Funding
Invest in Proprietary Tooling SolutionSpringback Tooling
Eliminate Heat TreatRoot Cause of Part Distortion)
Incorporate ISO 14001 SolutionPrevent pollution by conserving
Energy and resources
Data-Based Potential Solutions
Redesign both the heat treat and stretch forming processes
Produce Quality Parts On TimeRepair Customer/
Supplier Relationship Future Value Stream Map
Eliminate 1 Stretch FormOperation
( 1 Man Hour Reduction)
Eliminate 1 Stretch FormOperation
( 1 Man Hour Reduction)
Eliminate need to Refrigerate part at supplier
(2 Man Hour Reduction)
Eliminate need to Refrigerate part at supplier
(2 Man Hour Reduction)
Redesign Heat Treat Process( 4 Man Hour Reduction)
Redesign Heat Treat Process( 4 Man Hour Reduction)
Eliminate Additional Tool Set-up
Part Preparation( 5 Man Hours Reduced)
Eliminate Additional Tool Set-up
Part Preparation( 5 Man Hours Reduced)
Indicate criteria used to select final solution3A.c3A.c
Risk Analysis Span TimeSupplier QualitySpan Time
CustomerBenchmark
Technologies
Project LevelFunding
Requirements
Corporate Level
White Paper/ ProblemDescription
Proposed Solutions
Cost to implement
Time to implement
Identify threats and opportunities
Determine feasibility& likelihood of
success
Best UseBest Use--ofof--AssetsAssets
Late Deliveries
Rework / Repair Delay Impacts
Do Not Stop theAssembly Line
Minimize rework
Boeing QualityPolicy 10
reinforced
Heat Treatefficiently
Redesigned
Toolingredesigned
Machine Set-Up &run time reduced
Make use ofProprietary Tooling
FEA/Springback
350 previously 350 previously successfulsuccessful
applicationsapplications
Criteria for Final Solution Selection
Subject Matter ExpertCollaboration
Indicate criteria used to select final solution3A.c3A.c
Risk Analysis Span TimeSupplier QualitySpan Time
CustomerBenchmark
Technologies
Project LevelFunding
Requirements
Corporate Level
Criteria for Final Solution Selection
Methods and tools used to select the final solution3B.a3B.a
Option and FundingValidation
Presentation to Program Leadership
Review of Redesign Study Documentation
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STR
ESS
, (ks
i)
True Stress vs. True StrainOff Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
Lean Value Stream Map
Redesigned stretch tools
Tooling Technology
Heat TreatRedesigned
Analysis of data to select the final solution3B.b3B.b
Value Stream with RedesignedProcess In Place
Redesign Required Changes
New heat treat transportation fixture
New racking method and support tooling
Part temperature maintained without refrigeration
Redesign and re-machine stretch form tooling
Minimize heat treat distortion to expedite forming
Process must be redesigned
Heat Treat and Stretch FormProcesses Redesigned
Value Stream withoutRedesign of Process
No PartsNo Parts
Analysis of data to select the final solution3B.b3B.b
Program Presentation for Funding
Redesign Heat Treat Process
Redesign Stretch Form Process
Revise Man-Power Required
Lower Quantity of Fasteners
Move Portion of Work Upstream
“High-Level” List of Data Based Potential
Solutions
WASTEWASTE
Value Stream showing Eliminated Waste
Redesign / Re-machineForm Tooling
Machine and Tool Set-up
“Lower-Level”Process Steps
Optimized:Heat treat racking and support tooling
Minimized heat treat distortionMinimized employees exposure for injury
Eliminate 1 Stretch Form Operation
Reinforces Boeing Commitmentto the Supply Chain
Final Forming Operation(Unchanged Process Step)
Analysis of data to select the final solution3B.b3B.b
“High-Level” List of DataBased Potential Solutions
Benefit AnalysisBenefit AnalysisC-17 Program Efficiency Quality (Cons)
Significantly Reduce Span Time
Produce Quality Parts On TimeImprove Customer /
Supplier Relationship
2 SolutionProposals
to Consider
Gain Benefits of Proven
Technology
Supports AircraftCost Reductions
Minimizes AircraftAssembly
Delays
Sole SourcePart Supplier
Determine Best Solution
Reduces FormingCycle Time
by 50%
ReducesSpan Time
Receive Parts On Time
Labor Savings
Time to FocusOn Other
Challenges
OpportunityFor Improvement
Forming in Optimal temper
ConditionQuality +
Minimizes heat Treat distortion
Quality Improvement
ReduceIn Position
Rework & Repair
Time to Focus On Other
Challenges
Part redesign Proposal is costly
Re-machiningExisting Tools
Is Risky
Size of Round Furnace
Opportunity toChange Pricing
Unfavorably
Defects Related toMaterial Handling
And Storage
Presentation to ProgramLeadership Team to Secure Funding
Redesign Existing Tooling With Springback Tooling Solution.
Proprietary Technology Solution
Redesign Heat Treat Process
Involvement of stakeholders in selection of the final solution3B.c3B.c
StakeholderGroup
C-17 ProductionMacon, GA
St. Louis, MO
C-17 ProductionLong Beach, CAFinal Assembly
Support(Supplier Quality /
Management)
Heat Treat Supplier
Part Supplier
Advanced ToolingTechnology Supplier
INTERNAL
EXTERNAL
StakeholderDisciplines
Assembly MechanicsProduction EngineersProduction Managers
Assembly MechanicsProduction EngineersProduction Managers
Contracts, Procurement,
Site Monitoring andProduct Verification
Heat Treatment of AluminumMetallurgy
Supplier ManagementPart Manufacturer
Contracts
Gate Keepers of BoeingTooling Technology
Subject Matter ExpertsAssembly Process
Ownership
Subject Matter ExpertsAssembly Process
Ownership
Contracts and QualitySubject Matter Experts
ProcessRoles
Heat treat and tooling expertiseProcess design
Manufacturing and tooling expertiseProcess design
Finite Element AnalysisElectronic Tool
ModelsProcess Consultants
Brainstorming, Goal Identification,Potential Solution Evaluation and Down-Select,
Value Stream Validation , Stakeholder Statusing
Involvement in FinalSolution Selection
Brainstorming, Goal Identification,Statistical Data Acquisition and Distribution,
Solution Design Adaptation and Verification ofAbility to Perform Task
Finite Element Method and Process Simulation Models of the Redesigned Tooling
Brainstorming, Goal Identification,Potential Solution Evaluation and Down-Select,
Value Stream Validation
Brainstorming,Potential Solution Evaluation and Down-Select
Brainstorming, Goal Identification,Statistical Data Acquisition and Distribution,
Solution Design Adaptation and Verification ofAbility to Perform Task
Describe final solution, and explain solution validation3C.a3C.a
Potential SolutionsBeing Combined
Benefits of CombiningPotential Solutions
Implementation of LatestMetallic Forming Technology
Fabrication Span Time Reduced
Part Takt Time Maintained/Reduced
Quality Defects Significantly Reduced
Eliminates Gap in Production of C17
Minimizes Assembly Disruptions
Employee Exposure to Unsafe Working Conditions is Minimized
Heat Treat Part ProcessRedesigned
Redesign ToolingAnd Process
Describe final solution, and explain solution validation3C.a3C.a
Value Stream Mapping
Funding Awarded
Computer Simulation
Finite Element Modeling
Finite Element Modeling (FEM)Computer Simulation
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STR
ESS
, (ks
i)
True Stress vs. True StrainOff Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
Stress-Strain Data
“New” Process Design“Old” Process Design
Validation of Process Safety Characteristics
Describe final solution, and explain solution validation3C.a3C.a
Tangible and intangible benefits expected to be realized3C.b3C.b
Reduce defectsin workmanship
Product Cost ReductionSubstantiates Boeing’s
Environmental Commitment
Reduce Part Takt timeReduce Part Takt time
Eliminate DisruptionEliminate DisruptionTo Build ProcessTo Build Process
(Non-Budgeted Activity)
Tangible Benefits(Expected)
OrganizationalGoals
(PerformanceMetrics)
Tools Used ToDetermine
Tangible Benefits
Benchmarking Resultsof Similar Projects
Computer Simulationof Final Improvement
Solution
ProjectGoals
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Efficiency &Affordability
(COST)
MaintainProduction
(ImprovementOpportunities
ReduceCycle Time
Redesign Process(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
Reduce/EliminateProductionDisruptions
(Budget to Hrs)
Tangible and intangible benefits expected to be realized3C.b3C.b
Improved supplier relationsImproved supplier relations for this quality non-conformance issue
Improved employee moraleImproved employee morale at bothMacon and Long Beach sites
Greater customerGreater customersatisfactionsatisfaction and confidence
On our ability to maintain delivery commitments
Stimulate supplier/customer Stimulate supplier/customer team collaborationteam collaboration
Utilize technology that will bothBenefit the environment
and enhance performance levels.
Incorporate advanced toolingIncorporate advanced toolingtechnology & Lean Principlestechnology & Lean Principles into
the process makes better use of human and capital assets
One-on-One Interviews
Stakeholder Feedback
OrganizationalGoals
(PerformanceMetrics)
ProjectGoals
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Efficiency &Affordability
(COST)
MaintainProduction
(ImprovementOpportunities
ReduceCycle Time
Redesign Process(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
Reduce/EliminateProductionDisruptions
(Budget to Hrs)
Intangible Benefits(Expected)
Tools Used ToDetermine
Intangible Benefits
Use of data to justify implementation of final solution3C.c3C.c
Required Documentation
Cost and Benefits AnalysisBenefits RisksCosts Assumptions
Corporate FundingRequirements
Organizational Goals & Objectives
OrganizationalGoals
(PerformanceMetrics)
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Efficiency &Affordability
(COST)
Criteria3
CriteriaCriteria44
Criteria5
Criteria1
Criteria2
ProjectImplementation
andResults
ProjectProjectImplementationImplementation
andandResultsResults
ContinuousImprovement
PROCESSBASED
MANAGEMENT(PBM)
Types of internal and external stakeholder involvement in implementation4A.a4A.a
StakeholderGroup
Macon & St. Louis Integrated Production
Teams (IPTT)
Long Beach FuselageIntegrated Production
Team (IPT)
Support(Supplier Quality /
Management)
Conduct Production ReadinessReviews at Macon and
Long Beach
ProductionReadiness
Part Supplier
Advanced Tooling Technology
Supplier
INTERNAL
EXTERNAL
Briefed on Production Implementation Plan
At the Weekly Long Beach IPTMeetings
Conduct Joint ProductionReadiness Review to Ensure
Purchase Orders, Material, andShop Floor Planning are in Place
Provided Forming PressSet-up Instructions and FormingParameters are Released and
Understood
Production Assist/ObservationData Gathering
Contingency Work Around Plans Track CTQ characteristics
Process/Procedure ValidationConduct Proof for ProductionDocument and Forward any
Fabrication Non-Conformances
Production ObservationCustomer / Supplier
Communications
In Production
Production Assist/ObservationContractual Compliance
Seek and Receive CustomerFeed Back
“To-Be” Hands-On Walk-Thru“Readiness Review” Prep
Customer Awareness
Monitor Tooling and Part Supplier’s Ability to Support
ScheduleArrange for Transportation
Received Update BriefingsAt the Weekly Long Beach IPT
Meetings
Receive Customer Feed Back onPerformance of Tooling
Perform as Needed SimulationsTo Identify Process Revisions
AfterOkay to Proceed
Process/Procedure DocsDetermine Cut-in
Receive Status Updates FromProject Manager
Received Project Status BriefingsAt the Weekly Long Beach IPT
Meetings
Contract AgreementsCoordinate Cut-in with Customer
Meeting Attendance
Received Both Funding and Authority to Proceed for
Tooling Deliverables
Project Management/StatusingEngineering / Process Docs
Stakeholder MitigationImplementation Scheduling
Meeting Attendance
Ensure Procurement Docs Are Current and Responses to
Supplier information RequestsAre Documented
Meeting Attendance
New Heat Treat Supplier
The Part isnot Producible!!!
The Part isnot Producible!!!
We Do Not BelieveSpring-back worksWe Do Not BelieveSpring-back works
• At Team meetings
• During On-Site visits
• One-on-One interface
The number of qualified Tooling
Suppliers is Limited…
The number of qualified Tooling
Suppliers is Limited…
Too Risky…Too Risky…
How types of resistance were identified and addressed4A.b4A.b
How types of resistance were identified and addressed4A.b4A.b
One-on-One interactionwith concerned stakeholders
Benefits Shared
Positive Reinforcement
Conflict ResolutionProtocol
Concerns were addressedand action items assigned
Boeing will take responsibility for the
springback tool design.
Boeing will take responsibility for the
springback tool design.
Boeing / Supplier Relationship
How We AddressedResistance
How stakeholder buy-in was ensured4A.c4A.c
Project Conception
Goal Setting
Solution Selection
ImprovementOpportunity
Identification
Implementation
SolutionDevelopment
Team involvement of all stakeholders throughout the entire
project enabled ownership, and ensured their buy-in
Stakeholder involvement throughout all project stages…….
How stakeholder buy-in was ensured4A.c4A.c
Corporate FundingRequirements
RiskAssessment
AnticipatedBenefits
No Schedule Gaps! Hooray!No Schedule
Gaps! Hooray!
Presentation to Executive Leadership
Required Documentation
Cost and Benefits AnalysisBenefits RisksCosts Assumptions
Plan developed by team to implement solution4B.a4B.a
Implementation Action PlanImplementation Action Plan
Action ItemsAction Items (Responsible Ownership)(Responsible Ownership)
Ok toOk toProceedProceed(Dec 09)(Dec 09)
ProductionProductionStartStart
(Jun 2010)(Jun 2010)
ProjectProjectCompleteComplete
(Sep 2010)(Sep 2010)
•• Project ManagementProject Management (Project Team)(Project Team)- Documentation, Mentoring, Conflict Mitigation
Tooling Tooling P.O.P.O.
(Apr 2010)(Apr 2010)
•• Team TrainingTeam Training (Project Team)(Project Team)- Process Understanding, Metallurgy Concepts
•• Tool Design DocumentTool Design Document- Tooling Engineer, Support Personnel, SMEs
•• Finite Element Analysis Finite Element Analysis ––Tooling ModelsTooling Models- Technology Gatekeepers, Support Personnel, Best Practice
•• Actual ProductionActual Production (Project Team/Production)(Project Team/Production)- Forming Operation, Data Gathering, Process Observation
•• Results Analysis Results Analysis (Process Engineering)(Process Engineering)- Performance, Quality, Producibility Validation
•• Stakeholder Briefings Stakeholder Briefings (Project Team)(Project Team)- General Information and Results Awareness
•• Construction of ToolingConstruction of Tooling- Tooling Supplier, Support & Tooling Personnel, SMEs
Plan developed by team to implement solution4B.a4B.a
Process “Walk-Thru”
Some Action Items in our Implementation Plan
Project MGT Project Team Supplier
Production “Readiness Review”
Looks like we’re ready for implementation.
Looks like we’re ready for implementation.
We’ve checked and rechecked… It’s a “GO”!
We’ve checked and rechecked… It’s a “GO”!
Stakeholder Results Briefings
Here’s the Cpk data forthe last ship…1.2
Here’s the Cpk data forthe last ship…1.2
1.2! That’s great. We expected results like this.
1.2! That’s great. We expected results like this.
How’s it look for tomorrow’s start?How’s it look for
tomorrow’s start?
Procedure, system, or other changes made to implement the solution, and to sustain the results4B.b4B.b
Stretch PressOperations Documentation
Set-Up Instructions
Set-Up Instructions
Tool Design Drawing +Computerized Modeling
Planning “Build-To”Instructions
Follow-upValidation/Measurement
Creating/Installing a system for measuring and sustaining results4B.c4B.c
ContinuousImprovement
PROCESSBASED
MANAGEMENT(PBM)
Positive Trends
Negative Trends
Supplier Cpk Data Capture
Corrective/Preventive Action Process (CPAS)
Continuous Improvement
Tangible and Intangible results realized4C.a4C.a
Significant improvement in Part quality due to effectivecontrol of part temper and
heat treat distortionCpk between 1.0 and 1.3
All parts were delivered toAssembly production on time
Forming takt time reduced
Project 5% under estimates…and, up to $8.4M in
cost avoidance
Another successful Implementation of Boeing
Advanced Tooling Technology
Tangible Benefits(Realized)
OrganizationalGoals
(Performance Metrics)
ProjectGoals
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Efficiency &Affordability
(COST)
MaintainProduction
(ImprovementOpportunities
ReduceCycle Time
Redesign Process(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
Reduce/Eliminate
ProductionDisruptions
(Budget to Hrs)
“Is” Condition(Distortion Free)
“Was” Condition(Extreme Distortion)
Tangible and Intangible results realized4C.a4C.a
Stretch Form Lean Tooling and Process Validation
PositiveLocatorsPositivePositiveLocatorsLocators Drill BarDrill BarDrill Bar
SmoothDistortion
Free Stretch
SmoothSmoothDistortionDistortion
Free StretchFree Stretch
ValidationDescriptionFinal Solutions
On-site, real-time observation of processat stretch forming supplier
Add positive locators toStretch press table for
Stretch form toolEnsure mistake-proof setup
Computer simulation showed significant advancementsIn lowering stress levels of material throughout forming and
On-site, real-time observation of successful process
Run computer simulation ofstresses on material
during forming process
Use FEM/FEA computermodeling to predict skin
panel behavior
On-site, real-time observation of successful processDesign and fabricate new
shipping/handling fixture totransport and ice skin panels
Improve shipping, handling andtransportation of skin panels
Tangible and Intangible results realized4C.a4C.a
User-friendly process hasprovided greater moralegreater morale and a
feeling of confidenceconfidence inProducing firstfirst--time qualitytime quality.
Improved customer / supplier/production team relationship
since process improvingcycle time. Safer/quicker
maneuvering of parts.
Reduced nonReduced non--value addedvalue addedprocesses byprocesses by
incorporating Leanincorporating Lean
Intangible Benefits(Realized)
New technologies incorporatedwith proven success, confidenceconfidence
in both advancements inprocess, and in
Support stakeholder capabilitiescapabilities.
OrganizationalGoals
(Performance Metrics)
ProjectGoals
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Efficiency &Affordability
(COST)
MaintainProduction
(ImprovementOpportunities
ReduceCycle Time
Redesign Process(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
Reduce/Eliminate
ProductionDisruptions
(Budget to Hrs)
OrganizationalGoals
(Performance Metrics)
ProjectGoals
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)
Lean MethodologyAdvanced
Technology
(CUSTOMER)
Efficiency &Affordability
(COST)
MaintainProduction
(ImprovementOpportunities
ReduceCycle Time
Redesign Process(Sustain Gains)
MaintainQuality
(Customer Satisfaction)
Reduce/Eliminate
ProductionDisruptions
(Budget to Hrs)
“Safe” Condition(Easy to maneuver)
“Unsafe” Condition(Difficult to maneuver)
How project results link to organizational goals, performance measures, and/or strategies4C.b4C.b
MaintainProduction
(ImprovementOpportunities)
Reduce Cycle Time
RedesignProcess
Maintain Quality(Customer
Satisfaction)
Reduce/Eliminate
ProductionDisruptions
(Budget to Hrs)
Project Response
Project Goals
Report Card
Performance Metrics
Lean MethodsAdvanced
Technology(Customer)
Organizational Goals(Performance Metrics)
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)Efficiency &Affordability
(COST)
Governing Source
Successful UseOf Boeing AdvancedTooling Technology
Quality ImprovementForming Temper
Distortion Minimized
All Parts DeliveredTo Assembly
On Time
Forming Takt Time Reduced by 40%
Project Results
Tangible Benefits
How project results link to organizational goals, performance measures, and/or strategies4C.b4C.b
Successful UseOf Boeing AdvancedTooling Technology
Quality ImprovementForming Temper
Distortion Minimized
All Parts DeliveredTo Assembly
On Time
Forming Takt Time Reduced by 40%
Project Results
Tangible BenefitsReport Card
Performance Metrics
Lean MethodsAdvanced
Technology(Customer)
Organizational Goals(Performance Metrics)
Deliver on time
(SCHEDULE)
Provide thehighest Quality
(QUALITY)Efficiency &Affordability
(COST)
Governing Source
MaintainProduction
(ImprovementOpportunities)
Reduce Cycle Time
RedesignProcess
Maintain Quality(Customer
Satisfaction)
Reduce/Eliminate
ProductionDisruptions
(Budget to Hrs)
Project Response
Project Goals
Boeing Corporate Level
Pres.
Chair
Pres.
VP
VP
VP
Intranet
Explain how results were shared with stakeholders4C.c4C.c
IPT Level
Project Team
Team
Team
Team
Team
Team
Team
Departmental Level
ProjectManagement
Staff
Director
Staff
Sr MGR
Sr MGR
Staff
C17 Program Level
Pres.
VP/GM
Staff
VP
Staff
Staff
5-15 ReportProcess
5-15
Explain how results were shared with stakeholders4C.c4C.c
Departmental Level
5-15 ReportAccuracy
Staff
Director
Staff
Sr MGR
Sr MGR
Staff
5-15
Utilization Of Technology Assets
IPT Level
IPT Surveys
Team
Team
Team
Team
Team
Team
C17 Program Level
Pres.
VP/GM
Staff
VP
Staff
Staff
Boeing Corporate Level
Pres.
Chair
Pres.
VP
VP
VP
Silver EagleAward
2010 SILVER EAGLECRITICAL PATH TOOLING TEAM
TeamManagementand Project
Presentation
TeamTeamManagementManagementand Projectand Project
PresentationPresentation
Criteria3
Criteria4
CriteriaCriteria55
Criteria1
Criteria2
ContinuousImprovement
PROCESSBASED
MANAGEMENT(PBM)
Explain how team members were selected, and how they were involved throughout the project5A5A
INTERNAL
EXTERNAL
TeamMembers
How or WhySelected
InvolvementThroughout Project
Production Engineers
Assembly Mechanics
WhenSelected
Tooling Engineers
Tool Designers
Process/Standards Specialist
Supply Chain Buyer
Quality Engineers
Subject-Matter Expertiseand Customer Focal
Using Customer havingDirect “Hands-On” Involvement
Subject-Matter Expertiseand Customer Focal
Subject-Matter Expertise ofComputer-aided Design
Standards Adherence
Contracts and PartProcurement Capability
“As-Designed” to“As-Built” verification
Planner Process Docs Standardizationand Customer Focal
Heat Treat Mechanic
Stretch Form Mechanic
Shipping/Packaging Crew
Supplier Contracts
Standards Quality Specialist
Supplier Quality Engineers
Initial ManagementDirective
After identification ofPotential Solutions
After initialBrainstorming
After identification ofPotential Solutions
After initialBrainstorming
At receipt of“Closure Notification”
After initialBrainstorming
After identification ofPotential Solutions
Using Customer havingDirect “Hands-On” involvement
Supplier Standards Adherence
Responsible for productoutput contractual adherence
“As-Designed” to“As-Built” verification
Using Customer havingDirect “Hands-On” involvement
Using Customer havingDirect “Hands-On” involvement
During “On-Site”Process Observation
After identification ofPotential Solutions
During “On-Site”Process Observation
During “On-Site”Process Observation
After initialBrainstorming
After initialBrainstorming
Outline mechanic issues caused by part defects
Analyze and validate assembly process changes
Request and coordinate tooling changes
Tooling blueprint changes
Modify supplier contractPrimary contact with supplier
Analyze proposed process changesDesign and perform testing for qualification
Ensure that Boeing quality standards are met
Update assembly process documentation
Perform initial process testing of modified form toolingProvide data for analysis
Perform initial testing of modified heat treat processProvide data for analysis
Perform initial testing of new shipping containerProvide feedback for analysis
Coordinate with Supply Chain Buyer on contract changesModify supplier schedule to meet project demands
Ensure that supplier quality standards are met
Verify part quality meets engineering requirements
Explain how team members were selected, and how they were involved throughout the project5A5A
Ron Gill Don Woullard
Mike Caldarera Andy Moehn
• Long Beach, CA• Manager Assigned• Mfg Engineer – Final Assy• Project Manager• SME – Heat Treat / Forming• Funding Rmts• Stakeholder Briefing• Results Sharing
• Long Beach, CA• Prod Team Sr Manager• Leadership Support• Stakeholder Briefing• Results Sharing• Major Stakeholder
• Long Beach, CA• Team Lead Assigned• Mfg Engineer – Final Assy• SME – Tooling / Structures• CAD/CAM Design• Stakeholder Briefing
• St. Louis, MO• Program Manager• SME – Supplier Management• Leadership Support• Stakeholder Briefing• Results Sharing• Major Stakeholder
INTERNAL
EXTERNAL
TeamMembers
How or WhySelected
Production Engineers
Assembly Mechanics
Tooling Engineers
Tool Designers
Process/Standards Specialist
Supply Chain Buyer
Quality Engineers
Subject-Matter Expertiseand Customer Focal
Using Customer havingDirect “Hands-On” Involvement
Subject-Matter Expertiseand Customer Focal
Subject-Matter Expertise ofComputer-aided Design
Standards Adherence
Contracts and PartProcurement Capability
“As-Designed” to“As-Built” verification
Planner Process Docs Standardizationand Customer Focal
Heat Treat Mechanic
Stretch Form Mechanic
Shipping/Packaging Crew
Supplier Contracts
Standards Quality Specialist
Supplier Quality Engineers
Using Customer havingDirect “Hands-On” involvement
Supplier Standards Adherence
Responsible for productoutput contractual adherence
“As-Designed” to“As-Built” verification
Using Customer havingDirect “Hands-On” involvement
Using Customer havingDirect “Hands-On” involvement
Explain how team members were selected, and how they were involved throughout the project5A5A
Identified requirement need datesTrack project progress
Provided dedicated project team members
Selected project manger - lead focalRe-evaluated Schedule requirement dates
Identified Cost and Schedule impacts Committed to provide necessary funding
Ensured proposed manufacturing methods conform to design and process specifications
ISO 9001:2008 compliance
Identifying potential sub-contractorsManufacturing and tooling expertise
Process design
Producibility concurrenceTransportation and heat treat rack designs
Finite Element Method (FEM-FEA) Analysisto predict part behavior and
manufacturing simulations to test solutions
Various Engineering,Planning, Tooling, Quality
Assembly MechanicsProduction Management
Procurement, Transportation,
Source Inspection
MetallurgyHeat Treatment
of Aluminum
Supplier ManagementPart Manufacturer
Contracts
Technology Gatekeeper
How the team was prepared to work together5B5B
Team Formation
Team Building
Team Collaboration
Team Performance
• Guidelines• Team Member Roles• Effective Meetings• Decision Making• Planning for Action
• Goal Setting• Measuring Results• Conflict Management• Problem Solving• Feedback
• Customer Relationships• Supplier Relationships• Performance Management
• Financial Management• Strategic Planning• Benchmarking• Advanced Techniques• Lean Principles
Brainstorming Root Cause Analysis Tools
Value Stream Mapping
Benchmarking
Comparative Metrics
How the team was prepared to work together5B5B
Let’s look at Cause and Effect… Known as a “Fishbone” Diagram, this tool helps
to arrange data for understanding causes to effects or problems.
Let’s look at Cause and Effect… Known as a “Fishbone” Diagram, this tool helps
to arrange data for understanding causes to effects or problems.
How the team managed performance to ensure effectiveness5C5C
WebAccessAction
TrackerAction TrackerAction Tracker
Project Schedule
Project ScheduleProject
Schedule
Project Management SoftwareMeeting and Project StatusFace to Face & Via WEBEX
Project “War Room”
Team CharterProject Mission Statement
MISSIONSTATEMENT
How the team managed performance to ensure effectiveness5C5C
Work-Around PlansStakeholder Briefings
Conflict ResolutionAccountability (Where are we now?)