A GenCorp Company
Integrated Design:
Changing the Way We Think
Art Weiss
Executive Director, Defense Advanced Programs
April 17, 2015
A. Weiss, InThinking @ Aerojet Rocketdyne
0
Product or Service Innovation
As Conceived
Product or Service Innovation
As Conceived
Product or Service Innovation
As Conceived
The top 5 uses:
1. Replacing the screwdriver
2. Pilot holes
3. Hole saw
4. Drywall installation
5. Concrete
Production Viewed as Usual
Consumers
Suppliers of
materials and
equipment
A
Receipt and
Distribution
test of
materials Production, assembly, inspection
B
C
D
Tests of processes
machines, methods,
costs
Source: The New Economics, W. Edwards Deming, 1993
Production Viewed as Unusual
Design
and
redesign
Consumer
research
Consumers
Suppliers of
materials and
equipment
A
Receipt and
Distribution
test of
materials Production, assembly, inspection
B
C
D
Tests of processes
machines, methods,
costs
Source: The New Economics, W. Edwards Deming, 1993
Quality Viewed as Usual
Quality is defined by conformance
to requirements
Production Viewed as Usual
Consumers
Suppliers of
materials and
equipment
A
Receipt and
Distribution
test of
materials Production, assembly, inspection
B
C
D
Tests of processes
machines, methods,
costs
Source: The New Economics, W. Edwards Deming, 1993
Production Viewed as Usual
Consumers
Suppliers of
materials and
equipment
A
B
Receipt and
Distribution
test of
materials Production, assembly, inspection
A value-stream of independent parts
C
D
Tests of processes
machines, methods,
costs
Source: The New Economics, W. Edwards Deming, 1993
Quality Viewed as Unusual
Quality is defined by conformance
to requirements
A product or service possesses
quality if it helps somebody and
enjoys a good and sustainable
market
Production Viewed as Unusual
Design
and
redesign
Consumer
research
Consumers
Suppliers of
materials and
equipment
A
B
Receipt and
Distribution
test of
materials Production, assembly, inspection
A value-stream of interdependent parts
C
D
Tests of processes
machines, methods,
costs
Source: The New Economics, W. Edwards Deming, 1993
New Meaning – Dr. Deming
The first step. The first step is transformation
of the individual. This transformation is
discontinuous. It comes from understanding
of the system of profound knowledge. The
individual, transformed, will perceive new
meaning to his life, to events, to numbers, to
interactions between people.
Source: The New Economics, W. Edwards Deming, 1993
Transformation
The outside view. The layout of profound
knowledge appears here in four parts, all
related to each other:




Appreciation for a system
Knowledge about variation
Theory of knowledge
Psychology
Source: The New Economics, W. Edwards Deming, 1993
Perception &
Thinking
Product or Service Innovation
As Conceived
As Managed
WHAT is InThinking?
• A shift in thinking from managing independent parts/tasks/
elements to managing interdependent parts/tasks/elements
• An integrated set of concepts for problem solving, decision
making, and continuous investment
• A 20+ year thinking approach which affects affordability and
performance of our products, processes and services
• Based on insights gained from W. Edwards Deming,
Genichi Taguchi, and Russell Ackoff
Moving toward design of interdependent
activities within our overall system
A. Weiss, InThinking @ Aerojet Rocketdyne
HOW is InThinking Different?
• “Business as Usual” focuses on managing independent
parts/tasks/elements – each with its own “pass/fail”
requirements
• “Business as Unusual” focuses on actively managing how
well interdependent parts/tasks/elements are joined, leading to
gains in affordability, product, and process performance
• Using Mixed Model Management, “Business as Unusual”
focuses attention on interactions (“gaps”) between
parts/tasks/elements
Shifting our focus from “pass/fail” to “how well”
allows us to see previously hidden opportunities
A. Weiss, InThinking @ Aerojet Rocketdyne
Designing for Advanced Manufacturing
• Additive vs. subtractive techniques expand design solution space
• Allows increased integration of design features/functionality
• Brings new perspectives to affordability trades
• Further enhanced when combined with better thinking about
systems, variation, knowledge, and people
Working to infuse InThinking into
our design process
A. Weiss, InThinking @ Aerojet Rocketdyne
17
InThinking Yields Better Designs
“A system is never the sum of its parts…
…it is the product of the interactions of its
parts…
…the art of managing interactions is very
different indeed than the management of
actions, and history requires this transition
for effective management.”
Russell Ackoff
A. Weiss, InThinking @ Aerojet Rocketdyne
WHAT is Mixed Model Management?
Macro System Model
BORE DIAMETER
VALVE OUTER DIAMETER
=
=
MIN
MAX
MIN
MAX
Micro System Model
BORE DIAMETER
VALVE OUTER DIAMETER
=
=
MIN
A. Weiss, InThinking @ Aerojet Rocketdyne
MAX
MIN
MAX
WHAT is Mixed Model Management?
Macro System Model – Mind the Part/Task/Element
BORE DIAMETER
VALVE OUTER DIAMETER
=
=
MIN
MAX
MIN
MAX
Micro System Model – Mind the Gap
BORE DIAMETER
MIN
A. Weiss, InThinking @ Aerojet Rocketdyne
VALVE OUTER DIAMETER
MAX
MIN
MAX
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
WHAT is Mixed Model Management?
Macro System Model
Micro System Model
•
Quality Focus: Conformance to Requirements •
(“Mind the Parts/Tasks/Elements - Actions”)
•
Goal: Defect-Free Parts
•
Goal: Profit Beyond Measure
•
Activities: Assess Non-Conformances, Scrap
and Rework
•
Activity: Seeking Opportunities to Invest in
Better Relationships among Parts
•
Mindset: Reactive / Victim
•
Mindset: Proactive / Leader
•
Skills: Fire-Fighting and Problem Solving
•
Skills: Process Management and Systemic
Solutions
•
Impact: No Improvement in Quality After Zero •
Defects, Temporary Solutions
•
Attributes: Physical and Mental Handoffs
(separation, blame)
Easy to Understand
A. Weiss, InThinking @ Aerojet Rocketdyne
•
Quality Focus: Relationships between
Actions (“Mind the Gaps - Interactions”)
Impact: Continuous Investment in Quality of
Relationships, Long-Lasting Solutions
Attributes: Physical Handoffs, without Mental
Handoffs (no separation nor blame),
collaboration
Difficult to Master
Advances to Our Future Designs
• Infuse InThinking into Advanced Manufacturing
• Broaden use of Mixed Model Management with business partners
• Expand management of “good” actions with a focus on where to
invest in affordability
• Actively manage interactions (“gaps”), not actions
• Focus on interdependent, not independent, value streams
With a focus on designing for affordability,
InThinking advances how we
WORK, LEARN, and THINK TOGETHER
A. Weiss, InThinking @ Aerojet Rocketdyne
A GenCorp Company
Integrated Design:
Changing the Way We Think
Art Weiss
Executive Director, Defense Advanced Programs
April 17, 2015
For additional information,
Contact Bill Bellows, william.bellows@rocket.com
A. Weiss, InThinking @ Aerojet Rocketdyne
31