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Apr 09, 2018

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    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

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    2

    NASA Offered ChallengesAmid Basic Research Focus

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    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

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    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

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    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

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    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.

    *

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    PD Pilots Oobeya independently

    WHAT WE GOT was notan increase in efficiency

    Time (by month)

    O

    rganizations,

    WorkGroups Milestones,

    major tasks,events &activities

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    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

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    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

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    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

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    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.)

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    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

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    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

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    LfL Tools Applied to Bottlenecks

    Short, focusedworkshops

    5 participants,maximum

    Full team inputadded later

    Actions addedto oobeya long-term plan

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    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

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    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