8/7/2019 Nhflt Plenary Tanner
1/18
BOEING is a trademark of Boeing Management Company.Copyright 2009 Boeing. All rights reserved.
Lean in the
Executive Office
Boeing Commercial Airplanes Progresswith Lean for Leaders
Sharon TannerLean Summit, UKNovember 2010
8/7/2019 Nhflt Plenary Tanner
2/18
2
NASA Offered ChallengesAmid Basic Research Focus
8/7/2019 Nhflt Plenary Tanner
3/18
3
Boeing HistoryProblem-Solving Applied to Commercial Aviation
Acoustics engineer
Design team leader for
airplane derivativeProject manager forstructural dynamicschallenges
Process engineerFirst-line manager
Lean leader
Technical Fellowship
member
737-900, First Flight, August 3, 2000
8/7/2019 Nhflt Plenary Tanner
4/18
4
Early Venture into Leanin 737 EngineeringWhat
How
Organization #1 Start small identify the
critical mass
Start with groups that areopen to lean principles
Start with processes thateasily adopt the leantechniques
Demonstrate and
celebrate success
Organization #4Organization #3
Organization #2
8/7/2019 Nhflt Plenary Tanner
5/18
5
737 Engineering Approach
Start Small and Build Momentum
Build Momentum
Expand the circle include more groups
Incorporate lessonslearned from first groups
Replicate
What
How
Organization #1
Organization #4Organization #3
Organization #2
8/7/2019 Nhflt Plenary Tanner
6/18
6
WHAT WE WANTED
Team oriented approach
Concurrent work
Quick problem solving
Aligned project objectives,outputs, metrics, action plans,and reporting
Effective policy deployment
Increased value-added timethrough tightly focusedworkshops and meetings
2007 Lean Focus:Lean Product Development
Design
Engineer ing
Product ion TPS
Marke t i ng Concept
Marke t ing Des ign
Product ion
Concept
Product
ConceptTDSTMSS
TMS
Product ion Design
Sales, Af t er sa les
and CRM
Tota l TPS
Design
Engineer ing
Product ion TPS
Marke t i ng Concept
Marke t ing Des ign
Product ion
Concept
Product
ConceptTDSTMSS
TMS
Product ion Design
Sales, Af t er sa les
and CRM
Tota l TPSTMS (Toyota Management System)TDS (Toyota Development System)Total TPS (Total Toyota Production System)TMSS (Toyota Marketing & Sales System)
*Used with permission from QV System Inc.
*
8/7/2019 Nhflt Plenary Tanner
7/18
7
PD Pilots Oobeya independently
WHAT WE GOT was notan increase in efficiency
Time (by month)
O
rganizations,
WorkGroups Milestones,
major tasks,events &activities
8/7/2019 Nhflt Plenary Tanner
8/18
8
PD PilotsOobeyawith consultants
Kick-off
Restructured Main Board Simple, visual format Few program targets
to focus team effort Tiered implementation,
engaging the whole team
Lessons Learned: 3 levels of visualization
Human-side of TMS system Value of the journey approach Depth gained from experiential learning
Leaderandsub-
leaderfor
eachproduct
orprocess
team
8/7/2019 Nhflt Plenary Tanner
9/18
9
Team Self-Assessment of Oobeya Benefits at 6-Month Mark Better visibility& engagement
Improved communication, visibility of plan, and visibility of workload Improved engagement of leaders with whole team Improved prioritization across the team
Greater accountability Focused targets drove team activity, increased proactive behavior
Oobeya emphasized metrics, provided better alignment with yearly goals, andincreased individual accountability to team effort
Integration of cross-functional activities improved significantly
Quicker problem-solving, by valuing issue identification and resolving issues at theappropriate level of the organization
First LfL Implementation in BCA
Program Management:Barashi, Targets, And Metrics
Integrated Long-termSchedule, with Reflections
Near-TermLook-Ahead
Risk Management:Issue Board
Product Development Oobeya Boards, late 2007Targets Metrics
Leaderandsub-
Leader
Airplane-level &Team-levelBarashi
8/7/2019 Nhflt Plenary Tanner
10/18
10
TMS Implementation in BCA
The BCA journey included rebranding TMS to Lean for Leaders (LfL)
Our 4-year LfL history began in Product Development, expanded to737 Engineering, then to Functional Excellence & Product Integrity
(Core Engineering), and most recently to the entire 737 Program Oobeya a consistent starting point:
Introduces disciplined, structured reporting and quick problem solving Clarifies targets to drive focus and enhance long-term planning Improves efficiency and increases collaboration Instills PDCA for knowledge work
LfL tools have been applied to resolve bottlenecks within implementingorganizations
Internal competency developed with BCA Lean practitioners Organizational leaders
One organization has achieved the self-sustaining level
Introduction of LfL Studio ensures continued development
8/7/2019 Nhflt Plenary Tanner
11/18
11
Phased Implementation of LfL
4 6 4
SelfSustaining
New WorkingCulture
Higher Perspective
Visualization
Project-sideHuman-side
Kick-off
LfL Studio
4
LfL Tools
Improveprocesses
Resolvebottlenecks
New roles
Accountablity Working habits
Oobeya- Target
Decomposition- Metrics
Visual board
MinimumTime (mo.)
8/7/2019 Nhflt Plenary Tanner
12/18
12
Alignment of Functions with Programs
Program-specific
Targets
Functional
Organization
Single
Function Targets specificto executives
own function
Programs1 2 3 X
Targets set by
the functionalorganization
8/7/2019 Nhflt Plenary Tanner
13/18
8/7/2019 Nhflt Plenary Tanner
14/18
14
A Comprehensive Toolset
11-2. Quality into Process
5-1. Pull planning
6-4. DR for components
12-5. Supplier management
1-2. Policy deployment
5-5. Oobeya(where new BCA
organizations begin)
6-3. DR for product (PDR)
8-1. Feedback sheet8-2. Process & Process8-3. Design check sheet
9. Technical Know-How,Documentation
1-1. Capital of senior management
8/7/2019 Nhflt Plenary Tanner
15/18
8/7/2019 Nhflt Plenary Tanner
16/18
16
LfL Tools Applied to Bottlenecks
Short, focusedworkshops
5 participants,maximum
Full team inputadded later
Actions addedto oobeya long-term plan
8/7/2019 Nhflt Plenary Tanner
17/18
17
Lessons Learned through the Journey Starting with the leadership team is crucial
Visualization provides early benefits
Culture change follows persistent effort
An 18 24 month commitment is necessary
Hard work is required
Unwillingness to try a new methodwill dampen culture change
Tools and methods, once tried and practiced,can be effectively tailored to the organizations
specific needs
8/7/2019 Nhflt Plenary Tanner
18/18
18
Original design by QV System Inc.to represent Toyotas ManagementSystem (TMS)
Market ing Concept
Market ing Design
DevelopmentSystem
Marke t ing & Sa lesSystem
BPSManagement
System
Sales, Afte r-Salesand Manuals
Tota l Boe ing Product ion System
Lean for Leaders
Design
Engineer ing
Product ionTPS
Product ionConcept
Product Concept
Produc t ion Design
Market ing Concept
Market ing Design
DevelopmentSystem
Marke t ing & Sa lesSystem
BPSManagement
System
Sales, Afte r-Salesand Manuals
Tota l Boe ing Product ion System
Lean for Leaders
Design
Engineer ing
Product ionTPS
Product ionConcept
Product Concept
Produc t ion Design
Clear, focused targets to enablestrategic thinking and drivethe teams execution
Lean applied to executivesin a learn-by-doing approach
Principle-based applicationof PDCA thinking
Disciplined, structured processes Optimal plans created & executed
Preliminary data and metricsshared early
Data & plans refined collaboratively
Commitments honored Countermeasures added to hold commitments
(Commitments made = commitments kept)
Deep reflections, leading to long-term planning
BCAs Application of LfL