Growing the
Lean Community
An LAI Plenary Conference
PD VS Analysis and Mapping Tools
April 10, 2001
Presented By:
Rich Millard
LAI
Research Sponsored By LAI
Lean
Aerospace
Initiative
PD VSA/VSM Tools
1. Explore Value Stream Analysis and Mapping practices
within the aerospace industry,
2. Identify standards or best-practices,
3. Characterize and/or advance methods and tools
Definitions/Background
Research Data
Context-Tool Sophistication Preliminary Results
Proposed Improvement Scheme
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Lean
Aerospace
Initiative
Product Development Framework
PRODUCT DEVELOPMENT
Enterprise
Shareholder
NEED
-business plan
-estimation
-contract
VIRTUAL EXISTENCE of PRODUCT
PRODUCT
FRAMEWORK
-model (what)
-manufacture plan (how)
-analytical support
(risk reduction)
SUPPLIERS
Requirements
Product Definition
Design Physical Production:
Decomposition/Integration
User
Design Development:
Decomposition/Integration
Customer
Acqu isition Strate gy
PRODUCT DEFINITION
User
Maintenance
PRODUCT
-performance
-cost
-schedule
Support
Upgrade
SUPPLIERS
Manufacture
Support
time
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Lean
Aerospace
Initiative
Value Stream Analysis and Mapping
➢Value Stream Analysis (VSA) is the method
by which managers and engineers analyze,
plan, and coordinate their company’s
Product Development efforts.
- Performed to increase the understanding of a
process
➢ Value Stream Mapping (VSM) is a method by
which the outcomes of Value Stream
Analysis are visually depicted or illustrated.
- Serves for data collection, communication, and
derivation of improvement measures
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Lean
Aerospace
Initiative
Lean VSA/VSM Under the Gun
➢State of Lean-based VSA/VSM in the
industry
- Successful initial results in PD: 30-90%
reduction in cycle time, cost, resources required
- Not yet matured, no standard method or tool
- What this means: passing buzzword or potential
competitive advantage
➢Specific benefit of insight into PD process
➢Absolute definition of process improvement
not yet established
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Lean
Aerospace
Initiative
Research Design
➢Research data taken January to August 2000
- 9 sites, 31 interviews, 48 contributors, 1 weeklong
Lean PD improvement exercise
- Semi-structured interview, self-assessment format
➢Data Collected
1. Value Stream Mapping/Process mapping tools
used
2. Lean context
3. Motivation and success of VSA/VSM improvement
efforts
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Lean
Aerospace
Initiative
Gantt Chart
➢ Scheduling tool highlighting precedence and
concurrency
Activity
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Lean
Aerospace
Initiative
Learning To See
➢ Process mapping tool highlighting product flow and
geography
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Lean
Aerospace
Initiative
System Dynamics
➢ System analysis tool highlighting inputs/outputs and
quantified dependencies
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Lean
Aerospace
Initiative
Ward/LEI
➢ System mapping tool highlighting concurrency and
general resources
Material
Development
Resources
Concept
Concept
Tooling
Drawings
Material
Prelim.
Design
Concept
Design
Proposal
Properties
Structure Concept
Make
Verification
Test
Structure
Development
Tests
Analysis
Long Lead
Materials
Facility
Specifications
Interface/Function
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Time, Schedule
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Lean
Aerospace
Initiative
Design Structure Matrix (DSM)
➢ Product flow tool highlighting iteration, feedback, and
precedence
A D B
Customer Requirements A A
D
System Level ParametersD
Wheel Torque B
B
Piston—Front Size J
Piston—Rear Size H
Pedal Mechanical Advantage
C
Rear Lining Coeff. of Friction K
Front Lining Coeff. of Friction G
Booster Reaction RatioM
Rotor Diameter E
Booster—Max. Stroke L
Caliper Compliance I
ABS Modulator Display F
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J
H C K G M E L
I
F
J
H
C
K
G
M
E
L
I
F
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Lean
Aerospace
Initiative
Process Flow Map
➢ Process mapping tool highlighting flow, precedence,
and metrics
input
input
task 1
task 2
yes
task 4
output
no
task 3
12 - PD Millard - 041201 © 2001 Massachusetts Institute of Technology
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Lean
Aerospace
Initiative
VSM Tool Characterization
➢Tool characterization matrix
- Map attributes: tasks, information flow, iteration,
precedence, start/stop times, milestones …
VSM Tool
Representative
(concurrency)
Supports
Analysis (flow)
What to do
(value)
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How to do it
(optimization)
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Lean
Aerospace
Initiative
Lower
Analytic
Capability
1
-Gantt
VSM Tool Analytic Capability
2
-LToSee
1 SysDyn
-Ward
3
4,5,6
-LToSee 2 -Flow 1
-DSM
1
Higher
Analytic
Capability
7,8 9
-Flow 2 -Flow/DSM
-DSM combination
2
➢ Preliminary assessment of the analytic capability
of VSM tools as seen used at the sites
- Scale does not account for representative
capability or full potential of the tool
➢ Often tools used in conjunction/combination
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Lean
Aerospace
Initiative
Tool Sophistication and
VSA/VSM Success
VSA/VSM
VSA/VSM Success
Success
10
9
8
7
6
5
4
3
2
1
0
1
2
3
4
5
6
7
8
9
Site
Site
➢ Does VSM tool sophistication equate to VSA/VSM
success?
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Lean
Aerospace
Initiative
Lean Context
➢Context characterization showed three
groupings
- Group A: Traditional business methods
- Group B: Fractional Lean integration
- Group C: Developing comprehensive Lean
environment
- Ratings based on education/training, general
resource allocation, leadership involvement,
organizational Lean integration, Lean vision/goal
16 - PD Millard - 041201 © 2001 Massachusetts Institute of Technology
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Lean
Aerospace
Initiative
Lower
Analytic
Capability
1
-Gantt
Group A
Tool-Context Correlation
2
-LToSee
1 SysDyn
-Ward
3
4,5,6
-LToSee 2 -Flow 1
-DSM
1
Group B
Higher
Analytic
Capability
7,8 9
-Flow 2 -Flow/DSM
-DSM combination
2
Group C
➢Context of analysis drives the use of the tool
and contributes to tool selection
- Data collection, constraints, and requirements
- Observations, themes, trends seen in the data
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Lean
Aerospace
Initiative
Preliminary Conclusions
1. VSA/VSM tool sophistication and use
contributes to improvement success
- Tool capability characterized as representative
or analytic, which focus on what or how
domains
2. Lean context in part drives tool use
- Improvement efforts in a more Lean
environment will require/observe different
analysis than those in a less Lean environment
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Lean
Aerospace
Initiative
Suggested Tool… (for now)
1. High-level representative tool
- Gantt, Ward/LEI
- Definition of Value Stream elements, “big picture”
2. Detail-level process map
- Determination of value, what to do in process
3. Detail-level DSM
- Optimization, how to do process
- Process structure, groupings, teams,
concurrency
19 - PD Millard - 041201 © 2001 Massachusetts Institute of Technology
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Lean
Aerospace
Initiative
Proposed Improvement Scheme
1. Assemble and train VSA/VSM Team
2. Choose VS (opportunity vs. risk plot)
3. Define VS (bounds, owner, product, customer)
4. Analyze and map Current State
(tasks, information flow, value, time, Real flow)
5a. Analyze and map Future State
(simplification/standardization, flow continuity,
transfers, review, communication, IPPD,
concurrency)
5b. Analyze and map Ideal State (PD framework)
6. Implement
20 - PD Millard - 041201 © 2001 Massachusetts Institute of Technology
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Lean
Aerospace
Initiative
Improvement Iteration
Current State
current
processes
available
VSA/VSM
methods
and tools
Future State
Future State
VSM
VSM
VSM
method and tool
improvement
method and tool
improvement
method and tool
improvement
VSA
VSA
process
and product
improvement
...
VSA
➢ Improvement of work process, product, VSA/VSM
➢ VSA is critical: VSM alone is ineffectual
➢ Ideal state process: vision within context of Lean
PD and Lean enterprise
21 - PD Millard - 041201 © 2001 Massachusetts Institute of Technology
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Lean
Aerospace
Initiative
Contact Information
Rich Millard
rmillard@mit.edu
c/o LAI, MIT 41-205,
Cambridge, MA 02139
Hugh McManus
hmcmanus@mit.edu
The views expressed in this presentation are those of the author and
do not reflect the official policy or position of the United States Air
Force, Department of Defense, or U.S. Government.
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