Boeing C-17 Critical Path Tooling ASQ(Oct_11 _R2)

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


• 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


• 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


• Cost

• Risk AnalysisSolution selection level of

confidence and justificationChallenge

Must use a proven / tested

approachChallenge


Project manager and team cannot use the open checkbook solution

approach

Challenge

Must be weighed against the consequence of a program

shut downChallenge


• Identification of Supplier Subject Matter Experts


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)


Technology

(CUSTOMER)

Organizational Goals(Performance Metrics)


Efficiency &Affordability

(COST)


(COST)

Types of project impact on each goal/performance measure1B.b1B.b

Deliver on time

(SCHEDULE)

Provide thehighest Quality

(QUALITY)


(COST)


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)


(QUALITY)


(COST)


Technology

(CUSTOMER)

OrganizationalGoals


MaintainProduction


ReduceCycle TimeRedesignProcess

(Sustain Gains)

MaintainQuality


ProjectGoals

Reduce orEliminate


(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





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


Teams (IPT)

Positive Impact

Parts Delivered On-TimeProduct Quality Improved


Team (IPT)

Part Sub-Assembly DeliveredOn-Time

Product Quality Improved


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


Partners with Boeing / PartSupplier - Finds A Way to

Overcome Difficult Production Challenge

Fuselage SkinPart Supplier


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


Teams (IPT)

Positive Impact

Parts Delivered On-TimeProduct Quality Improved


Team (IPT)

Part Sub-Assembly DeliveredOn-Time

Product Quality Improved


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


Partners with Boeing / PartSupplier - Finds A Way to

Overcome Difficult Production Challenge

Part Supplier


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)


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



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


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


Supplier

INTERNAL

EXTERNAL


Assembly MechanicsProduction EngineeringProduction Management



Source Inspection

Heat Treatment of AluminumMetallurgy


Contracts


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


St. Louis, MO

CC--17 Production17 ProductionLong Beach, CALong Beach, CAFinal Assembly Final Assembly


Management)



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



Stakeholder RolesAnd Involvement

Heat Treat Supplier

Part Supplier


Supplier

INTERNAL

EXTERNAL



Assembly MechanicsAssembly MechanicsProduction EngineeringProduction EngineeringProduction ManagementProduction Management


Source Inspection



Contracts



Producibility concurrenceProcess redesign

Heat Treat rack designsTransportation coordination

Provided both Process Finite Element MethodAnalysis to predict part behavior and


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


• 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


• 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


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


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)


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


Value StreamMapping

StakeholderFeedback

PerformanceTrend Analysis

One-On-OneInterviews

Select New ISO Certified/BoeingApproved Heat Treat Supplier


Implement Proprietary Tooling

Form Complete With 1 Pull

Reduce Part Span Time by 20%

Eliminate Part Shortages


Validation Source Tool


• 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


One-On-One Interviews

Trend Analysis

Stakeholder FeedbackValidation


Current Value Stream


Value StreamMapping

StakeholderFeedback

PerformanceTrend Analysis

One-On-OneInterviews


Validation Source Tool

CriteriaCriteria33

Criteria4

Criteria5

Criteria1

Criteria2

SolutionDevelopment

SolutionSolutionDevelopmentDevelopment


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



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


ALUMINUM


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)


.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



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


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


ALUMINUM


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)


.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


Program Presentation for Funding


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)


“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


Involvement of stakeholders in selection of the final solution3B.c3B.c

StakeholderGroup


St. Louis, MO

C-17 ProductionLong Beach, CAFinal Assembly


Management)

Heat Treat Supplier

Part Supplier

Advanced ToolingTechnology Supplier

INTERNAL

EXTERNAL


Assembly MechanicsProduction EngineersProduction Managers

Assembly MechanicsProduction EngineersProduction Managers

Contracts, Procurement,

Site Monitoring andProduct Verification



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



Funding Awarded

Computer Simulation

Finite Element Modeling

Finite Element Modeling (FEM)Computer Simulation


ALUMINUM


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)


.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


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


Tools Used ToDetermine

Tangible Benefits

Benchmarking Resultsof Similar Projects

Computer Simulationof Final Improvement

Solution

ProjectGoals

Deliver on time

(SCHEDULE)


(QUALITY)


Technology

(CUSTOMER)


(COST)

MaintainProduction

(ImprovementOpportunities

ReduceCycle Time

Redesign Process(Sustain Gains)

MaintainQuality


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


ProjectGoals

Deliver on time

(SCHEDULE)


(QUALITY)


Technology

(CUSTOMER)


(COST)

MaintainProduction


ReduceCycle Time


MaintainQuality


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


Deliver on time

(SCHEDULE)


(QUALITY)


Technology

(CUSTOMER)


(COST)

Criteria3

CriteriaCriteria44

Criteria5

Criteria1

Criteria2

ProjectImplementation

andResults

ProjectProjectImplementationImplementation

andandResultsResults


PROCESSBASED

MANAGEMENT(PBM)

Types of internal and external stakeholder involvement in implementation4A.a4A.a

StakeholderGroup


Teams (IPTT)


Team (IPT)


Management)

Conduct Production ReadinessReviews at Macon and

Long Beach

ProductionReadiness

Part Supplier


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


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


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


Tangible Benefits(Realized)

OrganizationalGoals

(Performance Metrics)

ProjectGoals

Deliver on time

(SCHEDULE)


(QUALITY)


Technology

(CUSTOMER)


(COST)

MaintainProduction


ReduceCycle Time


MaintainQuality


Reduce/Eliminate


(Budget to Hrs)

“Is” Condition(Distortion Free)

“Was” Condition(Extreme Distortion)


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


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


ProjectGoals

Deliver on time

(SCHEDULE)


(QUALITY)


Technology

(CUSTOMER)


(COST)

MaintainProduction


ReduceCycle Time


MaintainQuality


Reduce/Eliminate


(Budget to Hrs)

OrganizationalGoals


ProjectGoals

Deliver on time

(SCHEDULE)


(QUALITY)


Technology

(CUSTOMER)


(COST)

MaintainProduction


ReduceCycle Time


MaintainQuality


Reduce/Eliminate


(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


Reduce Cycle Time

RedesignProcess

Maintain Quality(Customer

Satisfaction)

Reduce/Eliminate


(Budget to Hrs)

Project Response

Project Goals

Report Card

Performance Metrics

Lean MethodsAdvanced

Technology(Customer)


Deliver on time

(SCHEDULE)


(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)


Deliver on time

(SCHEDULE)


(QUALITY)Efficiency &Affordability

(COST)

Governing Source

MaintainProduction


Reduce Cycle Time

RedesignProcess

Maintain Quality(Customer

Satisfaction)

Reduce/Eliminate


(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


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 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



At receipt of“Closure Notification”



Using Customer havingDirect “Hands-On” involvement

Supplier Standards Adherence

Responsible for productoutput contractual adherence




During “On-Site”Process Observation






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


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


Using Customer havingDirect “Hands-On” Involvement


Subject-Matter Expertise ofComputer-aided Design

Standards Adherence

Contracts and PartProcurement Capability


Planner Process Docs Standardizationand Customer Focal

Heat Treat Mechanic

Stretch Form Mechanic

Shipping/Packaging Crew

Supplier Contracts

Standards Quality Specialist

Supplier Quality Engineers


Supplier Standards Adherence

Responsible for productoutput contractual adherence







Selected project manger - lead focalRe-evaluated Schedule requirement dates

Identified Cost and Schedule impacts Committed to provide necessary funding




Process design

Producibility concurrenceTransportation and heat treat rack designs

Finite Element Method (FEM-FEA) Analysisto predict part behavior and


Various Engineering,Planning, Tooling, Quality

Assembly MechanicsProduction Management


Source Inspection

MetallurgyHeat Treatment

of Aluminum


Contracts


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


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?)

Boeing C-17 Critical Path Tooling ASQ(Oct_11 _R2)

Documents

Transcript of Boeing C-17 Critical Path Tooling ASQ(Oct_11 _R2)