LOGISTICS SUPPORT
Lean+/ Systems Engineering
Modina Williams
Process Reengineering Team Lead
Sustainment Data Systems, Systems Support
Presented to the
Midwest Gateway Chapter of the
International Council on Systems Engineering
(INCOSE) July General Meeting
July 26, 2006
Overview
• Introduction
• What is Lean/ +?
• Lean Enterprise
• Lean Methodologies/ Tools
• Examples
• Lean /+ System Engineering
• Spirit of Lean
2
Certified Lean
Integrator/ AIW
Facilitator
Process
Reengineering
Team Lead
AIW’s/ Sensing
Sessions/ 3P/
LMA’s /Value
Stream
Mapping
Common
Process
Initiatives
BS In
Industrial
Engineering
6
Sigma
Trainin
g
Sept 30, 2005
Dion
Nehemiah
Sustainment Data
Systems/Support
Systems
MS in Project
Management
Shop Load IE
3
What is …..?
Lean:
The relentless, systematic elimination of waste
to create sustained competitive advantage.
Lean+:
The one overarching continuous improvement
approach
Overarching Principles
– Responding to customer demand
– Eliminate Waste
– Being responsive to change
– Enhancing the effectiveness of the workforce
– Creating a mindset of Continuous Improvement
Lean+ Mission: Expand the Lean principles throughout the value stream
to enable continued improvement in productivity and long term growth
through the business and functions.
4
Waste exists…
Wasteful, Non-Value Added Steps Exist in Nearly
Every Process in any business
New Product Research
Conceptual and Detail Design
Human Resources
Marketing
Contracts and Pricing
Supply Chain Management
Scheduling
Transportation
Manufacturing
Product Support
Information Systems
Systems Engineering
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Typical causes of Waste
 Layout (distance)
 Long set-up time
 Poor work methods
 Lack of training
 Functional organizations
 Technology Gaps
 Historic supervisory roles
 Irrelevant performance
measures
 Lack of workplace
organization
 Supplier quality/reliability
 More…
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Why Is the Elimination of Waste So Important?
Increase Profit
Reduce the Cost of Our Products
Shorten Time to Market on New Products
Shorten Order Lead Time
Improve Quality and Delivery Performance
Provide Better Customer Service
Integrate New Technologies into our Products quicker, and more effectively
Expand Market Opportunities
Make More Profit
Provide Job Stability
Encourage Employee Involvement
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Run healthy core businesses
Leverage strengths into new products and services
Open new frontiers
Lean Enterprise *
Our entire enterprise will be a lean
operation, characterized by the efficient
use of assets, high inventory turns,
excellent supplier management, short
cycle times, high quality and
low transaction costs.
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Detailed customer knowledge and focus
Large-scale systems integration
Lean enterprise
Leadership
Integrity
Quality
Customer satisfaction
People working together
A diverse and involved team
Good corporate citizenship
Enhancing shareholder value
Why A Lean Enterprise?
Becoming a Lean company is vital to
reducing costs and thereby giving Boeing
a competitive advantage.
People working together
as a global enterprise for
aerospace leadership*
Boeing - Forever New Frontiers*
By implementing Lean practices we
can achieve the 2016 Vision:
to have a production system that is
among the best in the world,
characterized by efficient use of
assets, short flow times,
short cycle times, high quality, and
high inventory turn rates.
From the ‘Becoming a Lean Company’ brochure:
Message from Fred Mitchell and Alan Mulally, October
1999
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Core Competencies
Detailed Customer Knowledge and
Focus
We will seek to understand, anticipate, and be
responsive to our customers' needs.
Large-Scale System Integration
We will continuously develop, advance and
protect the technical excellence that allows us to
integrate effectively the systems we design and
produce.
Lean Enterprise*
Our entire enterprise will be a Lean operation,
characterized by the efficient use of assets, high
inventory turns, excellent supplier management,
short cycle times, high quality and low
transaction costs.
Getting Results
Education - Define what is necessary for different levels.
OJT Training - for anyone implementing or authorizing implementation.
Leadership Commitment - (NOT just involvement, you can’t get
credit for checking a box!).
Metrics - The kind that really measures commitment.
Cycle reduction, quality, cost, and delivery.
Value Stream Mapping (VSM) - or some flowcharting version
thereof. Somehow the critical path has to be visualized so prioritization
can occur and cycle waste can be reduced.
Identify and prioritize opportunities.
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Getting Results
Create the Implementation Plan and maintain same.
(Yearly, but quarterly would be better.)
Perform a yearly Office Lean Assessment.
Train Lean Facilitators reporting to one person or to the Lean PAT.
These Lean experts need to be committed, just like Lean management.
If these people are allowed to facilitate part-time, they will loose the
commitment.)
Integrate Lean tools and maintain control of their use. Use the right tool for
the application.
Maintain the gain and never quit implementing improvements.
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Getting Results
Reward the doers, and make sure everyone has the opportunity to be a
doer.
Do not create an organizational chart until a Lean Plan is in place and
everyone know what responsibility they will have
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Lean Methodologies and Tools
Identify the key area for improvement
Key Process Identification
Sensing Sessions
Value Stream Mapping
Lean Assessments
Operational Assessment (Quality Function Deployment QFD Analysis)
Root Cause Analysis
Comparative Studies (Benchmarks)
Failure Modes Effects Analysis (Preventive Action)
Other…
Determine the best Lean Methodology
Accelerated Improvement Workshop
Distribution Kaizen
Production Preparation Process
Apply the Lean Tools
6-Sigma
Visual Controls
Total Productive Maintenance
Standard Operations
5s
Continuous Flow
Mistake Proofing
Set Up Reduction
Measures
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Common Methodology
•Understanding and mapping the Value Stream is the foundation
–Utilize IDS Standard Value Stream Analysis and Value Stream Mapping
Process (Current State / Future Vision / Future State, and Implementation
Plan)
–Ensure Vision Support Process (VSP) is linked to Future State Map (flow
down improvement opportunities)
•Organization and Execution
–Implementation plan listing overall person(s) responsible, dates and
improvement methodology
–Utilize standard / simple CI methodologies (AIW, 3P, 6 Sigma, Team
Projects) to execute VSM implementation
–Conduct reoccurring Lean meetings to review and update implementation
progress (at least 1 meeting / month)
•Performance Tracking/ Metrics
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70
60
50
Projected
VSM
AIW
40
30
20
10
 Keep it simple
 Measure what’s
important
0
1st qtr 2nd 3rd 4th qtr 1st qtr 2nd 3rd 4th qtr
05 qtr 05 qtr 05 05
06 qtr 06 qtr 06 06
 Use to drive continuous
improvement
Functional Team Requirements Process Overview (through SDR)
Requirements
Subteam
Metrics – Critical
Tools
Develop Business Requirements for Functional Area
 Share with everyone
Develop System Requirements for Functional Area
Cross-Functional
Integration Subteam
 Update often
Integrate SDS Business Requirements
Specification (BRS)
 Drive to the lowest level
possible
Integrate SDS System Requirements
Specification (SRS)
4/28/2006
Functional Team
Requirements KO
APRIL
6/7/2006
Draft BRS for
Functional Team
MAY
JUNE
6/23/2006
BRS Gate
(Approval)
Nominal Dates
(Varies for each team)
7/18/2006
Draft SRS for
Functional Team
9/6/2006
Final SRS for
Functional Team
JULY
7/7/2006
Final BRS for
Functional Area
AUGUST
8/4/2006
SRR
8/22/2006
SRS Gate
(Approval)
SEPTEMBER
9/15/2006
SDR
Scheduled Milestones
90
80
…………….
0……….……….…....20
Field Data Analysis AIW 90 Day
Final Executive Outbrief TBD
AIW Follow On Activities
AIW Follow On Activities
Field Data Analysis AIW Initial
Reqmts for Spiral 4 Report Out
6/22/06
AIW Follow On Activities
Field Data Analysis AIW
Executive Outbrief
Field Data Analysis AIW
5/9 – 5/12
Final Consensus Sensing
Session 4/26/06
Sensing Session #4 4/19/06
Consensus Sensing Session 4/20/06
Sensing Session #3 4/18/06
Sensing Session #2 4/13/06
Sensing Session #1 4/12/06
Field Data Analysis Non-Factory AIW Timeline
70
60
50
40
East
30
North
West
20
115
Days
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
15
Examples…
Training Management Systems AIW
Mission: To define the future state business processes for SDS Training
Management Systems (TMS).
…by drive towards identifying the requirements that will allow SDS to integrate and
enable a wide array of processes that comprise TMS functions.
Sensing Sessions
AIW’s
Recurring WebEx / teleconference for Follow-on completion of TMS Process
Modeling
AIW: Accelerated Improvement Workshop
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Examples…
Depot MxM Business Process Modeling AIW
Mission: The Depot Level Maintenance Management AIW seeks to model, review,
and enhance existing processes for depot-level maintenance, repair, and
modification organizations internal to Integrated Defense Systems
Identified Tiger Team to further develop “to-be” process model incorporating Lean
initiatives and best practices
The team reviewed current process challenges, investigated future-state solutions, and
identifed touch points and possible synergies between SDS and iGOLD as well as
potential Depot Level Maintenance business opportunities
Recurring WebEx / teleconference for Follow-on completion
AIW: Accelerated Improvement Workshop
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Examples…
Supply Chain Management AIW
Mission: To leverage and build upon existing Supply Chain Management process
and tools to develop a framework to deliver a common SDS supply chain
management offering for IDS.
Held Sensing Session early to determine scope for SDS-SCM Integration AIW
Conducted AIW’s to build level 4 SCOR processes for planning; part of SPO
implementation processes
Processes molded into SCS Value Stream Mapping (VSM) – used SCOR as
baseline for spares and repairs processes
Recurring WebEx / teleconference for Follow-on completion
AIW: Accelerated Improvement Workshop
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Examples…
Field Data Analysis (FDA) AIW
Mission: To enhance existing/create new (Field, Operations, Logistics & Design
Data) Data Analysis processes in support of current and future customer/program
needs. To enable Boeing to offer superior support services and product
improvement.
Conducted Sensing Sessions
FDA AIW - Create common, future state, integrated process for data
analysis. Inclusive of Engineering, Logistics, and other disciplines (IVHM, R&M,
SCM,
Field Service, LSA, etc.)
Currently meet on regular basis with SME’s and entire team
AIW: Accelerated Improvement Workshop
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Systems Engineering …
John Tracy on Systems Engineering
John Tracy, VP Engineering, spoke to IDS on the importance of Systems Engineering to Boeing's
ultimate success as a LSI (Large System Integrator).
"It provides a systematic approach for you to make sure you're meeting the customer's needs
across the full lifecycle of the product."
Systems
Engineering @
Boeing
The systems
engineering
process at
Boeing consists
of four iterative
steps that
transform a
customer's needs
into a balanced
design.
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Lean+/Systems Engineering
Leadership Team
Lean Network
Identify Potential
Lean Activity
VSM, Lean
Assessment
O&R’s
Committed
Opportunities
Develop Internal
Lean Expertise
Collect
Aggregate Cost
& Benefit Data
Conduct Events
Define Schedule
Goals
Validate and
Target Specific
Lean Activity
Report
Results
Identify/Assign
Personnel Lean
Resources
Servers
Access Lean
Resource
Database
Visibility
with Core
Lean
Office
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Coordinate &
Prioritize with
Lean Focals
Basically……
Select
The Process
& Appoint Process
Team
Select
Process
& Appoint
Process
Team
Understand The Current Process
Develop & Communicate Vision Of
Improved Process
Identify Action Plan/ Metrics
Execute Plan/ Monitor Metrics
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The Spirit of LEAN
Discard your old attitudes.
Follow-up the planning with Implementation.
SUCCESS comes in “cans”; Failure comes in “can’ts”!
Don’t accept excuses. What will it take to make your ideas work?
Don’t expect perfection up front, a 50% improvement is okay.
Don’t substitute money for brains. Improve the process first, and then
apply automation to improve efficiency.
Correct problems immediately.
The people, and management, working together as one team, making
improvements.
Ideas from more people is better, especially the people closest to the
problem. Sharing ideas, and establishing common goals.
There are NO LIMITS to process improvements.
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?’s
24
Back-Up Slides
25
Lean+
Schnettgoecke
to Chair
PAT
Lean
Manufacturing
Processes
Lean
Information
Technology
Common
Systems
Integration
Lean
PAT
Assigns
Process
Ownership
Lean
Engineering
Processes
Lean
SM&P
Processes
Lean
Contracts and
Pricing
Processes
Business
Excellence
Assessments
Customers
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Lean
Program
Support
Customer
Support
Services
Lean+
Resource Team
Alan Mulally Sponsor
John Van Gels Chair
Boeing
Operations
Council
Initiative
Leadership
Lean
Process Action
Team
Alan Mulally – Sponsor
Bill Schnettgoecke - Leader
Project Management
Resources
Jan Martinson (IDS Lean) Chair
Mike Herscher (BCA Lean)
Shared Services – Lean
Lean Manufacturing
Lean Engineering
Supplier Development/Global Partners
Supplier Quality
Industrial Engineering
Manufacturing Engineering
Materials Mgmt/Supply Chain Mgmt
Connexion by Boeing
Phantom Works – Lean & Efficient
Internal Governance – Ethics
Technology – IT
Human Resources & Administration
Terry Finley
Vince Tappel (IDS)
Ed Dean (BCA) & Steve Junkel (IDS)
Rick Behrens (IDS) & Fredric Hale (BCA)
John Eash (IDS)
John Crutchfield (IDS) & Dwight Miller (BCA)
Tom Spiegel (IDS) & Karsten Overa (BCA)
John Daniels (BCA) & Dave Thole (IDS)
Dayde McLaughlin
Phil Howie
Mike Trontell
Laurie Weise
TBD
Lean+ supporting the businesses
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BOEING STANDARDS
• Sensing Session – A Sensing Session is a facilitated brainstorming
session in which we will set the goals, objectives, scope, and
boundaries of the upcoming AIW.
• Accelerated Improvement Workshop (AIW) – A rapid, learn/do,
rigorous and disciplined workshop requiring detailed planning and
commitment to action. It brings all functional people involved in the
process together as One Team to achieve improvements in cycle time,
cost, quality and customer satisfaction by envisioning possibilities,
energetically pursuing opportunities and rapidly implementing
process changes.
• Business Event Flows – A pictorial depiction of the business process
including process activities, inputs/outputs, data elements,
connectivity between processes, system and manual tasks, and roles
and responsibilities.
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SENSING SESSION
What are we doing today?
– Is it a core competency?
– Is it profitable?
– Is it the right thing to be doing—is it meeting the Customers’ current
needs/requirements for Boeing Support?
– Is it common/consistent across Boeing (common processes)?
 Determine Best Practices
– Can it be improved or should it be discontinued?
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SENSING SESSION cont’d
 What do we want to do in the future (5 years out)?
– Do we have
 Vision Statement?
 Strategy?
 Goals and Objectives?
 Time Table?
– Do we have the resources to achieve the goals and objectives?
 Financial Resources
 Organizational/Leadership Support
 Human Resources
– Do the Skills currently exist in the organization to support the goals?
– If not, are we growing/acquiring the skills?
» What is the timeline?
» What is the training plan, if growing resources?
» From where are we planning to acquire, if acquiring?
 Facilities and Equipment
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SENSING SESSION DELIVERABLES
•Goals, Objectives, Mission Statement, Scope and Boundaries for the AIW
•Assumptions documented
•Agreed upon Baseline processes to align/integrate
•Deliverables, outputs, & expectations of the AIW identified
•Inputs/Deliverables needed to conduct the AIW identified
•KEY participants from your organization for the AIW
identified
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Prelim. Leadership Team Mtg.
0
10
5
15
20
25
Days
32
30
…. 70
90 Day Report
45 Day Report
Report Out
AIW Event
Kickoff
Sensing Sessions
Leadership Meeting
Analysis
Flow Chart Process
I.D. Stakeholders
Non-Factory AIW Timeline
Non-Factory AIW
Non-Factory AIW Timeline
75
80
90
……115
Resources
 Lean Enterprise Office http://leo.web.boeing.com/home.cfm
 Lean Lingo - http://lean.ks.boeing.com/glossaryr2.htm
 Lean Aerospace Initiative - http://lean.mit.edu/
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