Opportunities for Lean Thinking in Aircraft Flight Testing & Evaluation
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LAI Joint Workshop “Value Creation Through Integration” Opportunities for Lean Thinking in Aircraft Flight Testing & Evaluation January 31, 2002 Researcher: Carmen Carreras Advisor: Prof. Earll M. Murman Lean Aerospace Initiative Outline Ø Objective Ø Key Questions Ø Research Methodology Ø 5 Principles of Lean Thinking Ø Next Steps PD/Carmen Carreras - 2 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Objective Determine whether Lean principles can be applied to aircraft flight testing and evaluation PD/Carmen Carreras - 3 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Key Questions Ø Where are the opportunities for the application of Lean principles to flight testing? Ø What are the sources of preventable non-value added activities? Ø What impact do these activities have on the program? Ø What are the key enablers and barriers to a testing program with minimal delays? PD/Carmen Carreras - 4 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Research Methodology PD/Carmen Carreras - 5 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Flutter Performance Loads Carrier Suitability Aircraft Testing Weapons Separation Handling Qualities Signature Avionics & Systems Noise & Vibration PD/Carmen Carreras - 6 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Flutter Ø Flutter: A potentially destructive self-excited oscillation Aerodynamic Forces Elastic Forces Inertial Forces Ø Prevention: Eliminate by design Ø Test technique: Vibrate the aircraft and measure damping PD/Carmen Carreras - 7 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Flutter Testing Value Stream Theoretical Structural Dynamics Calculations Theoretical Unsteady Aerodynamics Calculations Scaled Vibration Tests Scaled Wind Tunnel Tests Ground Vibration Tests (GVT) Flight Tests PD/Carmen Carreras - 8 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Case Studies C130J 737-NG F22 Horizon T-6A F/A-18E/F PD/Carmen Carreras - 9 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Programmatic Opportunities Ø How does Lean thinking apply to the overall flight testing process? Ø Data collected through interviews Ø What allowed the testing program to progress smoothly? Ø What were the major barriers/ sources of delays? Ø Where are the opportunities for process improvement in flight testing? Data Dataused usedto tomap mapgeneral generalvalue valuestream streamand and identify identifyopportunities opportunities PD/Carmen Carreras - 10 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Daily Opportunities Ø How does Lean thinking apply to the daily flight testing process? Ø Data collected: Ø Daily flight logs/ test cards (~2 wks worth) Ø Daily FTE/ Ops summarizes of each flight Ø Analyze daily flight logs and notes to identify sources and impact of delays during testing Data Dataused usedto tomap mapdetailed detailedvalue valuestream streamand and perform performnumerical numericalanalysis analysis PD/Carmen Carreras - 11 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Principles of Lean Thinking PD/Carmen Carreras - 12 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative 5 Principles of Lean Thinking Womack and Jones Lean Thinking ✑ ✎ Specify value by specific product ✒ ✎ Identify the value stream for each product ✓✎ Make value flow without interruptions ✔✎ Let the customer pull value from the producer ✕✎ Pursue perfection Starting Startingpoint pointfor forframework, framework,adapted adaptedbased basedupon uponthe theLAI LAIbook book PD/Carmen Carreras - 13 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative #1 Specify value as defined by the customer PD/Carmen Carreras - 14 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Customer Value Delivery of the aircraft on schedule, with full confidence, and within budget. PD/Carmen Carreras - 15 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Other Key Stakeholders Oversight Agency Test Team Customer PD/Carmen Carreras - 16 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Oversight Agency Value Conducting a test program with the minimal amount of risk to ensure full confidence in the aircraft PD/Carmen Carreras - 17 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Test Team Value Undertaking rewarding work, in a stable environment with an aura of respect PD/Carmen Carreras - 18 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative #2 Identify the value stream … •Value-adding •Value-addingactivities activities •Type •Type11waste: waste:Non-value Non-valueadding, adding,but butnecessary necessaryactivities activities •Type •Type22waste: waste:Non-value Non-valueadding, adding,and andunnecessary unnecessaryactivities activities … and eliminate Type 2 waste PD/Carmen Carreras - 19 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative #3 Make value flow without interruptions PD/Carmen Carreras - 20 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative •Testing Value Stream Definition The Thetest testand andevaluation evaluation“value “valuestream” stream” isisthe theend-to-end end-to-endset set of ofall alltests, tests,modeling modelingand andsimulations, simulations,and andrelated relatedprocesses processes and andinteractions, interactions,which whichare areexecuted executedto toreduce reducethe therisk riskof ofnot not achieving achievingthe theend endgoal goalof ofdelivering deliveringan anaircraft aircraftto tothe the customer customerwhich whichmeets meetsthe theend enduser’s user’sexpectations. expectations. PD/Carmen Carreras - 21 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative •Generic Testing Value Stream Component Qualification Systems Integration System Test Unreliable components caused delays in system test System Integration Lab (SIL) not operating at full capability led to integration problems in system test PD/Carmen Carreras - 22 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative •Flight Testing Value Stream Construction of test article Delivery of a/c to customer Flight Tests Test article delivered on time, testing completed near scheduled date Late delivery of test article had significant effect on testing program. PD/Carmen Carreras - 23 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Intersecting Value Streams Construction of test article Flight Test Flight Support Other Test Aircraft Certification Agency Opportunities Opportunitiesfor for improvements improvementsare areat at the theintersections intersections Delivery of a/c to customer Test Range Ground Facilities (Telemetry) Aircraft Maintenance Tankers Chase Plane SAR PD/Carmen Carreras - 24 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Intersecting Value Streams Ø Certification Agency Ø Obtaining signatures on paperwork in timely manner Ø Waiting on availability of agency personnel for required briefings Ø Other Test Aircraft Ø Maintenance not having a/c ready in time because working on other a/c in the program Ø Unable to perform ground test, because instrumentation being used by another a/c PD/Carmen Carreras - 25 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Intersecting Value Streams Ø Flight Support Ø Ground Facilities (Telemetry) Ø TM goes down for an hour, may miss flight window Ø Tankers Ø Unavailable tankers limit test efficiency Ø Limited ceiling of tankers disrupts testing. Need to drop from test altitude to tanker altitude. Ø Chase Plane Ø Lose test time waiting for the chase to refuel Ø Lose test days when chase needs unscheduled maintenance PD/Carmen Carreras - 26 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Release from shop Typical Flight Testing Day Fly test Analyze data Determine next day’s configuration Configure aircraft Opportunities Opportunitiesfor forimprovements improvementsare areat atthe theinterfaces interfaces PD/Carmen Carreras - 27 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Daily Opportunities Non-weather sources of delays 8% 4% 5% Late Release 3% Aircraft Equipment 46% Onboard Test Instr. Ground Equipment Human Error Waiting for chase 34% Biggest Biggestproblem problemis islate latereleases releases PD/Carmen Carreras - 28 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative #4 Let the customer pull value from the producer Research Research shows, shows, principle principle #4 #4 is is not not applicable applicable to to flight flight testing testing PD/Carmen Carreras - 29 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative #5 Pursue perfection There There is is always always room room for for improvement improvement PD/Carmen Carreras - 30 © 2002 Massachusetts Institute of Technology Lean Aerospace Initiative Next Steps Ø Finish remaining 3 case studies Ø Continue codifying enabling practices Ø Continue data analysis Ø Write Thesis PD/Carmen Carreras - 31 © 2002 Massachusetts Institute of Technology
