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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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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

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