LAI Concept of Operations
…Phase 3: Enterprise Value Started 9.01.02
Overarching Goal: Accelerate the lean enterprise transformation of
the U.S. aerospace enterprise
Overarching Metric: Meeting LAI stakeholders’ expectations
Goal 1: Support the ongoing lean transformation of industry
Goal 2: Enable lean, value-creating supplier base
Goal 3: Support lean transformation of the government
Goal 4: Educate and train stakeholders in value-creating lean
principles and practices
Goal 5: Enhance the effectiveness of the national workforce
Goal 6: Support member implementation efforts by sustaining tools
and knowledge base and by organizing outreach events
1 - LAI EXCOM Meeting August 22, 2002
Lean Aerospace Initiative (LAI)
…Co-Chairs Direction (August 20, 2002)
Co-Chairs
•  Gen Les Lyles (Air Force)
•  Mrs Darleen Druyun (Air Force)
•  Dr Bill Kessler (Industry)
•  Prof Sheila Widnall (MIT)
Direction
•  Use the LAI venue in support of the
AF “Lean Now!” initiative
Background
1. What is LAI?
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Unique legal venue – discuss defense aerospace issues
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Accelerated Toyota lean production deployment to Aerospace
Moved “Lean” from factory to enterprise level
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Help accelerate government-industry lean enterprise transformation to meet mission and war fighter requirements
2. What has LAI done?
3. Where is LAI headed?
4. Next actions…for 2002 “Lean Now!”
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Select the “prototype” processes
Workshop with leadership of “prototype” processes
AF Leadership review of progress … Dec 12 LAI Exec Board
2 - LAI EXCOM Meeting August 22, 2002
A Collective Challenge
•  AF focus is on transformation…of entire value stream!
•  War Fighting
•  Products and Solutions Used in War Fighting
•  Acquiring, Delivering and Maintaining Products & Solutions
•  Capable Processes Enabling Acquiring, Delivery, and ….
•  Capable Processes Include Workflow, Skills, Behaviors,
Systems and Tools… From Beginning to End!
•  Capable Processes Can Dramatically Reduce Span Times
•  Capable Processes Translate Into More Force Structure
Deploying Capable Processes That Support
War Fighter Requirements…Involves Government and Industry
3 - LAI EXCOM Meeting August 22, 2002
Transforming to More Capable Processes
•  AF Initiative “Lean Now!”
•  Apply Lean Principles To Government-Industry Critical
Processes … Align Capability With War Fighter Requirements
•  SPO- Industry Program Interfaces
•  Across AF- Industry Business Processes
•  Across AF- Industry Operational Processes
•  Leverage Industry Experience in Process Re-engineering,
Transformation and Improving Capability
•  Model Deployment After Successful “ADR First” Initiative
•  Kick-Off With a Few “Prototype” Processes …Then Institutionalize
AF Will tap the Lean Aerospace Initiative (LAI) Venue
For knowledge and expert agents to catalyze Lean Now!
4 - LAI EXCOM Meeting August 22, 2002
Candidate “Prototypes”
Queue!
Value Stream - Chains of
Transactions
Send!
IN"
Work/
Waste!
Candidate Processes
1.
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N"
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N"
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2.
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Brch. Chief!
Draft
Queue=12 hrs
Work=2 hrs!
ValAdd=0 hrs!
3.
☎!
3
day
s!
Tra
nsit
1 hr!
Tra
nsit
Coordinate
1 hr!
Queue=12 hrs
Work=2 hrs!
ValAdd=0 hrs!
Action
Officer!
Action
Officer!
Staff
Queue=6 hrs
Tra
Work=27 hrs! nsit
24 !
ValAdd=4 hrs! hrs!
Tra
nsit
10
min!
Tra
nsit
10
Brch Chief
min!
Queue=4 hrs
Work=10 min!
ValAdd=5 hrs!
Brch Chief!
Tra
nsit
24
hr!
Assistant!
Prep
Queue=4 hrs
Tra
Work=30 min! nsit
24 !
ValAdd=0 min! hrs!
Tra
nsit
24
Review
hr!
Queue=4 hrs
Work=10 min!
ValAdd=0 hrs!
Security!
Dept
Chief!
Approve
Queue=30 hrs
Tran
Work=20 min! 1sit
!!
hr
ValAdd=10 min!
Consumer
Asst
Secretary!
Act
Queue=5 days
Work=10 min!
ValAdd=5 min!
+ “Kaizen”
for continuous
improvement
Core Value Process
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I
N"
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Contracto
r!
Draft
Queue=0 hrs
Tra
Work=24 hrs! nsit
3!
ValAdd=24 hrs! hrs!
Deploy roles and
responsibilities of enterprise
and program managers
I
N"
I
N"
I
N"
I
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AF Leadership Process
SPO-Industry Program
Interfaces & Efficiency
Enabling Process
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Business, e.g.
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Payment
Operational, e.g.
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DT and OT
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Use of Gov Test Facilities
Change Management
LAI venue allows coaches & trainers from all member
companies
to support AF initiative"
5 - LAI EXCOM Meeting August 22, 2002
“Lean Now” Leadership Workshop
…Developed by LAI’s SMEs
•  DAY 1 (Afternoon)
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Introduction (4 LAI Co-Chairs)
Ice Breaker
Simulation (Importance of Total Value Stream Focus)
Out Briefs and Lessons
“Home Work” (5 ideas and 5 barriers)
Expectations for Day 2
•  Social, Dinner and Speaker
•  Day 2 (Morning)
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Tool Kit of Lean Methods and Tools
Team Meetings – Integrate “5 and 5”
Team Reports
Lessons Learned – Implementing Lean
Closing Session – Highlighting “Leadership Tool Kit”
Team Meetings – Commit to Plan & 12.12 Expectations
6 - LAI EXCOM Meeting August 22, 2002
“Lean Now” Leadership Workshop
…Support Needed from LAI Group 1
1.  Read Ahead Package for Workshop Attendees
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Target Government and Industry Total Value Stream
Minimum Manufacturing, Maximum Transaction
Case Study Summaries
Keep it Simple and Useful
Integrate Relevant Findings from Past LAI Research
Need This in October!
2.  Engage With SMEs on Workshop Methods & Tools
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Requirements
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The Methods and Tools Used on Lean Now Need to be
Applicable Through the Total Government-Industry Value
Stream. This “Common Language” Will Accelerate
Transformation
“LAI Blessed” --- Validating Value of Using the LAI Venue
7 - LAI EXCOM Meeting August 22, 2002