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Eric Rebentisch
October 5, 2005
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 2 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Lean Engineering Enables
Staffing
Level
Prototype
3D Solid
Release - 2000 *
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 3 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Lean Engineering Improves
Manufacturing
Additional Reduction in T1 via
Virtual Mfg. of Approx. 9 Units
48% Savings
83% Slope
0
-10 -5 1 5 10 15 20 25 30 35
Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005
Production Units
Source: “Lean Engineering ”, John Coyle (Boeing), LAI Executive Board Presentation, June 1, 2000
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 4 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Using Efficient Engineering Processes:
• Effort is wasted
pure value • 40% of PD effort “pure waste”, 29%
waste added “necessary waste” (workshop opinion
survey)
necessary • 30% of PD charged time “setup and
waste waiting” (aero and auto industry survey )
• Time is wasted
task • 62% of tasks idle at any given time
(detailed member company study)
active
task • 50-90% task idle time found in Kaizen-
idle type events
Source: McManus, H.L. “Product Development Value Stream Mapping Manual”, LAI Release Beta, April 2004
Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 5 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
What is Product Development?
“The
“Theset
setof
ofactivities
activitiesbeginning
beginningwith withthe theperception
perceptionof ofaamarket
market
opportunity
opportunityand andending
endingin inthetheproduction,
production,sale saleand
anddelivery
deliveryof ofaa
product”.
product”.Ulrich
UlrichK.
K.and
andEppinger,
Eppinger,S,S,Product
ProductDesign
Designand
andDevelopment,
Development,McGraw-Hill,
McGraw-Hill,1995
1995
Source: Adapted from Aerojet General Corporation Briefing- “ Value Stream Analysis
Applied to the Product Development Process”
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 6 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Lean Engineering:
•• Creating
Creating the
the right
right products…
products…
•• Creating
Creatingproduct
productarchitectures,
architectures,families,
families,and
anddesigns
designsthat
that
increase
increasevalue
valuefor
forall
allenterprise
enterprisestakeholders.
stakeholders.
•• With
With effective
effective lifecycle
lifecycle && enterprise
enterprise integration…
integration…
•• Using
Usinglean
leanengineering
engineeringto
tocreate
createvalue
valuethroughout
throughoutthe
the
product
productlifecycle
lifecycleand
andthe
theenterprise.
enterprise.
•• Using
Using efficient
efficient engineering
engineering processes.
processes.
•• Applying
Applyinglean
leanthinking
thinkingtotoeliminate
eliminatewastes
wastesand
andimprove
improve
cycle
cycletime
timeand
andquality
qualityin
inengineering.
engineering.
Source: McManus, H.L. “Product Development Value Stream Mapping Manual”, LAI Release Beta, April 2004
Source: McManus, H.L. “Product Development Value Stream Mapping Manual”, LAI Release Beta, April 2004
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 7 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
One Approach: Value in PD Emerges
Risk Process
Info Outcome
Value
Value
Realized
Time
Adapted From Chase, “Value Creation in the Product Development Process”, 2001.
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 8 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
A Framework for Reducing Uncertainty in
PD
Risks/ Mitigations/
Uncertainties Opportunities Exploitations Outcomes
• Disaster
• Margins
• Lack of Knowledge • Failure • Reliability
• Redundancy
• Lack of Definition • Degradation • Robustness
• Design Choices
• Statistically • Cost/Schedule (+/-) • Versatility
Characterized • Verification and Test
• Market shifts (+/-) • Flexibility
Variables • Generality
• Need shifts (+/-) • Evolvability
• Known Unknowns • Upgradeability
• Extra Capacity • Interoperability
• Unknown Unknowns • Modularity
• Emergent
• Tradespace Exploration
Capabilities
• Portfolios&Real Options
Source: HL McManus and Daniel Hastings, Presentation at INCOSE 2005 - Rochester NY, July
2005
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 9 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Value Measurement
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 10 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Waste Drivers – The Causes of Waste
Large information
Handing task over
Main Categories of Waste Drivers buffers
to colleague
Inventory
Handoffs
A
Waiting
Reinvention
… and 6 other
Engineers waiting
for data
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 11 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Complete Framework for Causes of Waste in
Product Development
Exceeding capacity
utilization
4 Over processing
Stop and go tasks/ Task
switching 3 Movement
5 Inventory Poor synchronisation as
Ineffective Communication regards time and capacity
Time
Obvious Waste drivers
Poor synchronisation as
Resources/Capacity - Main categories -
Waiting for data, answers, 2 Transport/ Handoffs Info/Knowledge
regards contents
specifications,
requirements, test results
approvals, decisions,
6 Overproduction/
Over-dissemination of
releases, review events, Waste Unsynchronized processes
information
signs
1 Waiting Quality Opportunity
Information is waiting for
Redundant tasks
people
Source: Christof Bauch, Lean Product Development enabling display: Making waste
transparent, TUM Thesis 2004
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 12 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Tracking Waste in Programs Using
Swim-Lane VSM
#1 Rework
Task #1(5day)
(3day)
Group Task #1 (5day)
A Task #4
Task #4 (5day)
Task #6 (5day)
Hand-off
Group Task #2
B Task #2 (5day) Task #3
Task #3 (5day)
Task #5 (5day)
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 14 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
F-16 Lean Build-To-Package
Support Center PDVSM Results
Forward to
Operations initiates Log/ Hold in
Engrg Engr answer Prepare Forward To
Request for Action Backlog Design Change Planning
Operations
Forward to Uses
Operations Revised
Planning
Log/ Hold in Prepare Tool
Backlog Planning Change Affected?
Forward to Log/ Hold in
Prepare Tool Order Process Tool Order
TMP Backlog
Forward to Log/ Hold in Prepare Tool Forward to Log/ Hold in Complete Tool
Tool Design Backlog Design Change TMP Backlog Order Processing
Operations
Uses
Revised
Tool
BTP Elements
Worked
849 BTP packages
Concurrently
Prepare
Design Change Category Reduction
Cycle-Time 75%
Prepare Operations
Operations initiates Req. BTP Integrator Planning Change Forward To Uses
Holds Operations Revised
Meeting
Prepare Tool BTP/Tool
Accomplish
Added
Value
Required
Waste
Time Time
Category Before After Reduction
Test Cycle Time 14.7 Days 8.6 Days 41%
Labor $1,687,908 $701,564 58%
Material $554,304 $132,864 76%
Travel Distance 85,560 Feet 7,200 Feet 92%
• Dimensional management
• Variability reduction
• Production simulation
Center/Aft Fuselage,
Vertical Tails and Systems
C/D Parts
5,500
Total*
E/F Parts
C/D Parts E/F Parts
2,847
14,104 8,099
*Includes joining parts
NAVAIR Approved
for Public Release:
SP168.04
E/F 25% larger and 42% fewer parts than C/D CC84740117.ppt
Made Symmetrical
Slat Spar 8X Multi-Use LH & RH Same
LH & RH Mirror
Slat Spar
Stiffener
3X Multi-Use
LH & RH Mirror
Made Mirror Image
Slat Spar
Splices
Slat Spar Splices
Characteristics
System KCs
Subassembly KCs
Feature KCs
FUNCTIONAL Team
REPS Leader
* Program Mgmt
* Engineering
* Manufacturing
Working
* Logistics together to:
* Test & Eval
•Contracting
•Suppliers Build successful programs
* User Identify and resolve issues
(All APPROPRIATE Areas)
Make sound, timely decisions
Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 22 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
RTCE Structure Based on ICE
Evolution of a Revolution
• ICE: “Integrated Concurrent
Engineering”
• Developed initially at JPL’s
Product Design Center in 1994
• Further enabled by creation of
ICEMaker© software at Caltech
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 23 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
RTCE Team Context
• Objective decisions
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 24 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Emerging Vision of Lean PD
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 25 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Creating the Right Products:
Creating product architectures, families, and designs
that increase value for all enterprise stakeholders.
LCC committed
100% “Fuzzy
“FuzzyFront
FrontEnd”
End”
80% Challenges
Challenges
Cost Incurred
Understanding
Understandingwhat
whatthe
the
66%
customer
customervalues
values
Ease of Change Deciding
Decidingwhich
whichproduct
productto
to
pursue
pursuefrom
fromamongst
amongst
Conceptual/ Detail Production Product use/
many
manyopportunities
opportunities
preliminary design/ and/or support/
Design development construction phaseout/dispos al Selecting
Selectingthe
theright
right
Source: Fabrycky & Blanchard product
productconcept
concept
Early
Earlydecisions
decisionsare
arecritical
critical--Disciplined
Disciplinedlean
lean
systems
systemsengineering
engineeringprocess
processisisessential!
essential!
Source: McManus, H.L., Allen Haggerty, Earll M. Murman, “Lean Engineering: Doing the Right Thing Right”, presentation
at 1st International Conference on Innovation and Integration in Aerospace Sciences, August 5, 2005
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 26 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Military: Software
Development Value Stream(s)
10101010
OFP Value Stream 1010010
01010...
Delivered
Documentation (Technical Orders) Product
Concept Development
Government Certification
Business
Market & Program
Business Commercial Plan
Initiation
Need, Research
New Ideas, Request
Technology
Developments Technical
Research
Feasibility Senior
Screening Phase Committee
Committee
Product Product
Operational
Proposal Launch
List
List List
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 29 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Source: J. R. Withlin, “Best Practices in User Needs/Requirements Generation”, MS Thesis, MIT 1994
Performance of Company A’s Front End
Process
Customer
Partners
Suppliers
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 31 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
PDM Systems in Context
ERP
MRP
PDM
MANU-
MANU- PRODUCT
CONCEPT DESIGN RETIREMENT
FACTURING SUPPORT
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 32 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Current Issues with PDM Use
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 33 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Cross-Platform Commonality Yields Significant
50
40
Percent 30
Reduction
20
10
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 34 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Many Opportunities to Benefit from Commonality
in Aerospace Systems Over System Lifecycle
Reduced
Process DMS
Lower reuse Reduced
training Reduce Increased
risk Reduced equipment training
testing operator
Reduced Economies time competency
time for Faster of scale
source solutions to Reduced Reduced
selection problems Reduced support
inventory documentation
equipment
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 35 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Source: Matt Nuffort and Eric Rebentisch, LAI Plenary Conference Presentation, April 2001
Subsystem Commonality Across Product Lines
• Commercial Airline:
• Military Helicopters:
Line Discipline
Organizational Data A B C D
Time Implementing PLE (years) 10+ 4 2a 10
Market Share (%) 75b 94c 60b 55
Overall Size (no. of people)d 5500 2000 1300 5000
Number of Platforms 5 6 1 8
Number of Derivatives 12 9e 0 24
PLE Ratio (Derivatives/Platforms) 2.4 1.5 0 3
PLE Cycle Time Ratio (Derivative Cycle 0.25 0.5 0.35f 0.24
Time/Platform Cycle Time)
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 37 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Conclusions
• Presentations:
• Product Development/Product Lifecycle meetings
• LAI Plenary conference breakouts
ESD.61J / 16.852J: Integrating the Lean Enterprise Page 39 © Eric Rebentisch, 2005
Lecture #8: October 05, 2005 Massachusetts Institute of Technology
Acknowledgements
Boeing (ret.)
• Bo Oppenheim - Loyola
• Ronald Bengelink - ASU, Marymount
Boeing (ret.)
• Alexis Stanke - MIT
• John Coyle - Boeing
• Chuck Eastlake - Embry- • Edward Thoms -
Riddle Boeing, IDS
IDS Rolla