4. Types of data and tools used to select the project, and why1A.a1A.a
• Current Heat Treat capability is closing down
• Potential Production Line stopper
• Team needed to Brainstorm solution
• Current process flow needed
• Time is of the essence – Critical Path Item
• Process Supplier Notification
• May 5, 2009
• Number 8 Drop Quench Furnace
• As for timing of the plant closure, the number 8
furnace’s last day of production has been scheduled for
September 4, 2009. Please contact us, for any special
production scheduling of furnace #8 necessary to meet
the requirements during this transitional period.
Multi-Disciplined
Team
Value Stream
Mapping
Brainstorming
Risk
Analysis
Fishbone
Diagrams
Tools / Methods
Fact Finding
Subject-Matter Expertise (SME)
Heat Treat and Forming Processes
Listing of Team Member ideas and
thoughts on options for
course of action
Schedule, Cost, and Quality
(VOC)
Cause or Reason for imperfection
is a source of variation
Data
To assess potential impact due to
possible production line stoppage
caused by critical shortage of parts
To visually assess current processes
Proven effective tool to gather many
ideas and suggestions quickly.
(Time is of the essence)
To identify risks, exposure,
assessment, and reporting
To highlight and organize ideas
Why?
Machine
Effect
PeopleMeasurement
Environment Method Material
5. Types of data and tools used to select the project, and why1A.a1A.a
STEP 1
Define the
Process
STEP 1STEP 1
Define theDefine the
ProcessProcess
STEP 2
Establish
Metrics
STEP 2STEP 2
EstablishEstablish
MetricsMetrics
PROCESSPROCESS
BASEDBASED
MANAGEMENTMANAGEMENT
(PBM)(PBM)
STEP 7
Implement
Improvements
STEP 7STEP 7
ImplementImplement
ImprovementsImprovements
STEP 6
Develop
Improvement
Plan
STEP 6STEP 6
DevelopDevelop
ImprovementImprovement
PlanPlan
STEP 5
Set
Goals
STEP 5STEP 5
SetSet
GoalsGoals
STEP 4
Stabilize
Process
STEP 4STEP 4
StabilizeStabilize
ProcessProcessContinuous
Improvement
Continuous
Improvement
STEP 3
Determine
Performance
STEP 3STEP 3
DetermineDetermine
PerformancePerformance
6. Reason why the project was selected1A.b1A.b
Impact on Why
How
(Based on what
data)
Reason
Schedule To ensure production would not be
adversely impacted
Supplier notification
Loss of critical heat treat
capacity
Supplier shutdown notification
instilled a sense of urgency for
project
Schedule To prevent a disruption / gap in C17
production
Multiple site impact Disrupt C17 assembly in
Long Beach, CA; Macon, GA;
and St Louis, MO
Schedule Importance of precluding shutdown out-
weighted other potential projects since
project would become the determinant of
productions critical path
Although, 14 parts were
sourced to a different
supplier, 4 remaining
parts were deemed
“unproducible”
The 4 parts had the potential of
becoming the weakest link in
our reliable supplier chain, with
financial impact consequences.
Cost To prevent financial impact Delivery-based
payments
Risk too high
Quality Opportunity to improve / modernize
process
To develop and
implement an upgraded
and more modern
process that would yield
a higher quality product
Tooling upgrade needed
7. Reason why the project was selected1A.b1A.b
Span time challenges
Opportunity for improving process
To prevent disruption in C17 production
Sole heat treat supplier closing down
To prevent financial impact
Process Flow Review
Potential
Failure
Mode(s)
Process
Task
Potential
Effect(s) of
Failure
Potential
Cause(s) of
Failure
Current
Detection/
Verification
Controls
Recommended
Actions
S
E
V
O
C
C
D
E
T
R
P
N
1-10 1-10
Process No:
Creation Date:
Revision Date:
Process Title:
Process Owner:
Line
Process Failure Modes and Effects Analysis (PFMEA)
8. Describe the involvement of potential stakeholders in project selection
Potential Stakeholders Involvement
Supplier Management Assessment and feedback on local /
approved material and Heat treat suppliers
Part Supplier Material compliance and availability
Heat Treat Supplier Advise on critical parts processing
C17
Materials and Processes
Design
Transportation
Production
Quality Engineering
Verified capability of potential new supplier /
processes.
Verified capability to meet specifications
Provided performance and capability history
Stakeholders and
Subject Matter Experts (SME)
Review existing flow, schedule and demand
Develop process improvement plans
1A.c1A.c
9. Critical Path Tooling
• Communication
Capturing Project Assessment
Elements & Challenges
Telecom constraint, was the
message received and
understood?
Challenge
Face-to-face communication will
be sporadic
Challenge
Geographic constraints
Challenge
10. Critical Path Tooling
• Defining the Entire
Scope of Work
• Time
Capturing rigid
engineering materials and
process requirements
Challenge
Consequences
for failure are significant
Challenge
Final resolution window is
inflexible
Challenge
Capturing Project Assessment
Elements & Challenges
11. Critical Path Tooling
• Cost
• Risk Analysis
Solution selection level of
confidence and justificationChallenge
Must use a proven / tested
approach
Challenge
Capturing Project Assessment
Elements & Challenges
Project manager and team
cannot use the open
checkbook solution
approach
Challenge
Must be weighed against the
consequence of a program
shut down
Challenge
12. Critical Path Tooling
• Identification of Supplier Subject Matter
Experts
Capturing Project Assessment
Elements & Challenges
Non-technical participant’s
comprehension of highly technical
content
Challenge
Commitment and buy-inChallenge
13. Affected organizational goals, performance measures, and strategies1B.a1B.a
Organization Goals
– Customer
Satisfaction
– Product Quality
– On-time delivery
– Product
Affordability
– Business Growth
Performance Measures
– Quality
– Timeliness
– Efficiency
Strategic Initiatives
– Lean +
– Risk Management
Deliver on time
(SCHEDULE)
Deliver on time
(SCHEDULE)
Provide the
Highest Quality
(QUALITY)
Provide the
Highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Organizational Goals
(Performance Metrics)
Organizational Goals
(Performance Metrics)
Efficiency &
Affordability
(COST)
Efficiency &
Affordability
(COST)
14. Types of project impact on each goal/performance measure1B.b1B.b
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Efficiency &
Affordability
(COST)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Organizational
Goals
(Performance
Metrics)
Maintain
Production
(Improvement
Opportunities)
Reduce
Cycle Time
Redesign
Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Project
Goals
Reduce or
Eliminate
Production
Disruptions
(Budget to Hrs)
Prevents Assembly DisruptionsPrevents Assembly Disruptions
Mitigates cost escalationMitigates cost escalation
Enables business growthEnables business growth
Lowest implementation
cost overall is best
Project Impact on
Organization Goals and
Performance Measures
Use Lean Methodologies and
Advanced Tooling
Technology to establish
sustainable and
transferable manufacturing
process
Preserves customerPreserves customer
satisfactionsatisfaction
Quality is maintained and
defects are reduced
Directly
Related
Easy to
implement
(3 - 6 months)
Direct
customer
impact
Will exceed
expectations
High
Degree
(10+ Points)
Indirectly
Related
Somewhat
difficult to
implement
(6 – 12 months)
Some external
customer
benefit
Will meet
expectations
Medium
Degree
(5 - 9 points)
Slight or No
Relationship
Extremely
difficult to
implement
(Greater than
12 months)
Minimal
customer
Benefit
Low
Degree
(0 - 4 points)
(10 points)
High
(10 points)
High
(10 points)
High
Predicted
Degree
Of Impact
(10 points)
High
Impact Indicators
Cost to
Implement
(<$2M)
Cost to
Implement
($2M-$6M)
Cost to
Implement
(>$6M)
No production disruptionsNo production disruptions
or delinquent deliveriesor delinquent deliveries
Maintain customerMaintain customer
ConfidenceConfidence
Benchmark for C17
dependability
15. Degree of impact on each goal/performance measure, and how this
was determined1B.c1B.c
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Efficiency &
Affordability
(COST)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Organizational
Goals
(Performance
Metrics)
Maintain
Production
(Improvement
Opportunities)
Reduce
Cycle Time
Redesign
Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Project
Goals
Reduce or
Eliminate
Production
Disruptions
(Budget to Hrs)
Prevents Assembly Disruptions
Mitigates cost escalation
Enables business growth
Lowest implementation
cost overall is best
Project Impact on
Organization Goals and
Performance Measures
Use Lean Methodologies and
Advanced Tooling
Technology to establish
sustainable and
transferable manufacturing
process
Preserves customer
satisfaction
Quality is maintained and
defects are reduced
Directly
Related
Easy to
implement
(3 - 6 months)
Direct
customer
impact
Will exceed
expectations
High
Degree
(10+ Points)
Cost to
Implement
(<$2M)
Indirectly
Related
Somewhat
difficult to
implement
(6 – 12 months)
Some external
customer
benefit
Will meet
expectations
Medium
Degree
(5 - 9 points)
Cost to
Implement
($2M-$6M)
Slight or No
Relationship
Extremely
difficult to
implement
(Greater than
12 months)
Minimal
customer
Benefit
Low
Degree
(0 - 4 points)
Cost to
Implement
(>$6M)
(10 points)
High
(10 points)
High
(10 points)
High
Predicted
Degree
Of Impact
(8 points)
Medium
Impact Indicators
No production disruptionsNo production disruptions
or delinquent deliveriesor delinquent deliveries
Maintain customerMaintain customer
ConfidenceConfidence
Benchmark for C17
dependability
16. Potential internal and external stakeholders, and explain how they were
identified1C.a1C.a
Stakeholder
Disciplines
Various Engineering,
Planning, Tooling, Quality
Assembly Mechanics
Production Management
Procurement,
Transportation,
Source Inspection
Receiving
Part Customer
Final Assembly
Customer
Boeing Contracts
And Product Integrity
Compliance Gatekeepers
How Identified
Process Expertise
Contracts
Supplier Management
Part Manufacturer
Contracts
Technology Gatekeeper
Process
Subject Matter Expert (SME)
Sole Source of
Part Supply
Technology
Subject Matter Expert (SME)
Stakeholder
Group
Determined
Value Stream Map
Process Flow
Value Stream Map
Process Flow
Value Stream Map
Process Flow
Value Stream Map
Process Flow
Value Stream Map
Process Flow
Value Stream Map
Process Flow
Macon & St. Louis
Integrated Production
Teams (IPT)
Long Beach Fuselage
Integrated Production
Team (IPT)
Support
(Supplier Quality /
Management)
New Heat Treat
Supplier
Fuselage Skin
Part Supplier
Advanced Tooling
Technology
Supplier
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
17. Types of potential impact on stakeholders, and explain how these were
determined1C.b1C.b
Direct
feedback
Direct
feedback
Direct
feedback
How
Direct
feedback
Direct
feedback
Direct
feedback
Stakeholder
Group
Macon & St. Louis
Integrated Production
Teams (IPT)
Positive Impact
Parts Delivered On-Time
Product Quality Improved
Long Beach Fuselage
Integrated Production
Team (IPT)
Part Sub-Assembly Delivered
On-Time
Product Quality Improved
Support
(Supplier Quality /
Management)
Quality Parts Delivered On Time
Supports Assembly Production
No Parts Available for Production
Late Delivery Drives Production
Costs Up – Transportation & Overtime
Pressure From Customer to Deliver
Implementation New Process Takes
10 Months to Evaluate in Assembly
Aircraft Assembly Stops
Customers Reconsider Purchases
Sole Source of Supply Fails
No Alternate Production Method
Aircraft Assembly Stops
Negative Impact
New Heat Treat
Supplier
Partners with Boeing / Part
Supplier - Finds A Way to
Overcome Difficult
Production Challenge
Fuselage Skin
Part Supplier
Advanced Tooling
Technology
Supplier
Proven Technology
350+ Successful
Implementations
Less Production Backlog
Failed to Fulfill Their
Supply Chain Responsibility
Potential Loss of Boeing Contracts
Proposed Solution is Ineffective
Produces Sub-Standard Results
Partners with Boeing to Deliver
Quality Parts On-Time
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
18. Degree of potential impact on stakeholders, and explain how this was
determined1C.c1C.c
19. High
High
High
Degree
Medium
High
Medium
Stakeholder
Group
Macon & St. Louis
Integrated Production
Teams (IPT)
Positive Impact
Parts Delivered On-Time
Product Quality Improved
Long Beach Fuselage
Integrated Production
Team (IPT)
Part Sub-Assembly Delivered
On-Time
Product Quality Improved
Support
(Supplier Quality /
Management)
Quality Parts Delivered On Time
Supports Assembly Production
No Parts Available for Production
Late Delivery Drives Production
Costs Up – Transportation & Overtime
Pressure From Customer to Deliver
Implementation New Process Takes
10 Months to Evaluate in Assembly
Aircraft Assembly Stops
Customers Reconsider Purchases
Sole Source of Supply Fails
No Alternate Production Method
Aircraft Assembly Stops
Negative Impact
New Heat Treat
Supplier
Partners with Boeing / Part
Supplier - Finds A Way to
Overcome Difficult
Production Challenge
Part Supplier
Advanced Tooling
Technology
Supplier
Proven Technology
350+ Successful
Implementations
Less Production Backlog
Failed to Fulfill Their
Supply Chain Responsibility
Potential Loss of Boeing Contracts
Proposed Solution is Ineffective
Produces Sub-Standard Results
Partners with Boeing to Deliver
Quality Parts On-Time
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Degree of potential impact on stakeholders, and explain how this was
determined1C.c1C.c
21. Methods and tools used to identify potential improvement opportunities2A.a2A.a
Process Flow
and
Value Stream
Mapping
Brainstorming
Face-To-Face
Interviews
Benchmarking
Tools / Methods
Full description of skin panel process
from procurement through
final installation on aircraft
Listing of Team Member ideas and
thoughts for potential solutions, and
Expected Cost and Lead-time data
associated with potential solutions
End-user and task level Feedback.
Positive or negative, regarding
process requirements, metallurgical
data, and quality enhancements
Potential alternative sources of
supply or fabrication of skin panels
Anticipated Data
To visually assess current processes
for understanding, and immediate
thought provoking for brainstorming
process roadblock mitigation
Proven effective tool to gather many
ideas and suggestions quickly.
(Time is of the essence)
Subject-Matter Expertise (SME) brings
valuable experience and knowledge to
keep project going in a positive direction
Past successes that can be levied
and applied to our requirements
Why?
Full team understanding
of requirement and need
Bypass prototype
development due to
time constraint
22. Methods and tools used to identify potential improvement opportunities2A.a2A.a
Value Stream Mapping
Heat Treat and
Forming Processes
Heat Treat and
Forming Processes
= Potential Improvement Opportunities
in Quality due to the “lower than program
minimum” of 1.0 for Cpk measurements
23. Analysis of data to identify potential improvement opportunities2A.b2A.b
Remove and relocate
existing heat treat furnace
Purchase and install a new
heat treat furnace
Establish a new fuselage
skin part supplier
Redesign the existing
fuselage skins
A lean tooling/process
solution. Establish new
heat treat supplier, design a
part specific process,
refurbish and upgrade
existing tooling.
Process Flow
and
Value Stream
Mapping
Brainstorming
Face-To-Face
Interviews
Benchmarking
Full description of skin panel process
from procurement through
final installation on aircraft
Listing of Team Member ideas and
thoughts for potential solutions, and
Expected Cost and Lead-time data
associated with potential solutions
End-user and task level Feedback.
Positive or negative, regarding
process requirements, metallurgical
data, and quality enhancements
Potential alternative sources of
supply or fabrication of skin panels
Tools / Methods Received Data Potential Improvements
24. Analysis of data to identify potential improvement opportunities2A.b2A.b
Computer Analysis of
Cpk Data
Cpk Data OutputCause & Effect Analysis
Photo of On-site Observation of
Heat Treat Distortion
““AsAs--DesignedDesigned”” Minimum Requirement = 1.0Minimum Requirement = 1.0
PROPRIETARY
PROPRIETARY
EXAMPLE ONLY
EXAMPLE ONLY
Computer
Analysis
of Panel
25. How stakeholders were involved in identifying potential improvement
opportunities2A.c2A.c
Stakeholder
Group
C-17 Production
Macon, GA
St. Louis, MO
C-17 Production
Long Beach, CA
Final Assembly
Support
(Supplier Quality /
Management)
Identified requirement need dates
Track project progress
Provided dedicated project team members
Producibility concerns (“on-site” evaluation)
Reviewed schedule requirement dates
Identified the cost and schedule impacts
Committed to provide necessary funding
Ensured proposed manufacturing methods
conform to design and process specifications
ISO 9001:2008 compliance
Stakeholder Roles
And Involvement
Heat Treat
Supplier
Part Supplier
Advanced Tooling
Technology
Supplier
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Stakeholder
Disciplines
Assembly Mechanics
Production Engineering
Production Management
Assembly Mechanics
Production Engineering
Production Management
Procurement,
Transportation,
Source Inspection
Heat Treatment
of Aluminum
Metallurgy
Supplier Management
Part Manufacturer
Contracts
Technology Gatekeeper
Identifying potential sub-contractors
Manufacturing and tooling expertise
Producibility concurrence
Process redesign
Heat Treat rack designs
Transportation coordination
Provided both Process Finite Element Method
Analysis to predict part behavior and
manufacturing simulations to test solutions
26. How stakeholders were involved in identifying potential improvement
opportunities2A.c2A.c
Stakeholder
Group
C-17 Production
Macon, GA
St. Louis, MO
CC--17 Production17 Production
Long Beach, CALong Beach, CA
Final AssemblyFinal Assembly
Support
(Supplier Quality /
Management)
Identified requirement need dates
Track project progress
Provided dedicated project team members
Producibility concerns (Producibility concerns (““onon--sitesite”” evaluation)evaluation)
Reviewed schedule requirement datesReviewed schedule requirement dates
Identified the cost and schedule impactsIdentified the cost and schedule impacts
Committed to provide necessary fundingCommitted to provide necessary funding
Ensured proposed manufacturing methods
conform to design and process specifications
ISO 9001:2008 compliance
Stakeholder Roles
And Involvement
Heat Treat
Supplier
Part Supplier
Advanced Tooling
Technology
Supplier
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Stakeholder
Disciplines
Assembly Mechanics
Production Engineering
Production Management
Assembly MechanicsAssembly Mechanics
Production EngineeringProduction Engineering
Production ManagementProduction Management
Procurement,
Transportation,
Source Inspection
Heat Treatment
of Aluminum
Metallurgy
Supplier Management
Part Manufacturer
Contracts
Technology Gatekeeper
Identifying potential sub-contractors
Manufacturing and tooling expertise
Producibility concurrence
Process redesign
Heat Treat rack designs
Transportation coordination
Provided both Process Finite Element Method
Analysis to predict part behavior and
manufacturing simulations to test solutions
27. List of Potentials
Potential Improvement
Opportunities
Methods and tools used to identify the final improvement opportunities2B.a2B.a
POPULATEPOPULATE
ASK WHY?ASK WHY?
Y Y Y
Y Y
“5 Why’s”
Final Opportunities
Final Improvement
Opportunities
Measures Materials Methods Environment Manpower Machines
Cause and Effect Diagram
Environment Manpower Machines
Measurement Materials Methods
Effect
RESULTRESULT
28. 2B.a2B.a
Cause and Effect (Fishbone) DiagramCause and Effect (Fishbone) Diagram
Methods and tools used to identify the final improvement opportunities
Solution
Heat Treat
AQ/“W” Temper
MachinesMethodsEnvironment
ManMaterialsMeasurement
Turnover
Operators
Properties
Tools
Oven/Quench
Certification
Calibration
2024 Al
Thickness .250
Oven
RackingTemperature
Temper Retention
Quench Tank
Cranes
Forklift
Shipping
Fixture
Season
Quench
Dry Ice
Solution
Heat Treat
29. Critical Path Tooling
• Considering Feasible Solutions
– Move the Existing Heat-treat Furnace and Quench Tank
Potential part schedule impacts
Availability of regional air quality
agency permit
Estimated cost to move $9 million
Age and condition of equipmentTransfer of the entire process from
point –A- to point –B-
CONPRO
30. Critical Path Tooling
• Considering Feasible Solutions
– Boeing Redesigns the Existing Fuselage Skins
Assembly process sequencing
complexity increases
Potential part schedule impacts
Assembly scope of work increases in a
“critical path” work areaAccountability
Additional sub-structure parts must be
designed and new tooling producedCriticality of challenge understood
Estimated cost $3.5 million - includes
tooling
Parts could be designed to be formed
complete without heat-treat
CONPRO
31. Critical Path Tooling
• Considering Feasible Solutions
– Redesign Both the Existing Stretch Form Tooling and Heat-
treat Process
Potential part schedule impactsLowest cost estimate, $600 thousand
Raw material blank configuration does
not change
Limited number of qualified tooling
suppliers with appropriate machinery
Lean solution
Availability of raw material for
engineering test
Existing tooling can be redesigned and
reconfigured
Engineering test must be performed to
ensure raw material will conform to the
round heat-treat fixture and furnace
Local, Boeing qualified heat-treat
supplier
CONPRO
32. Cause and Effect Diagram
Environment Manpower Machines
Measurement Materials Methods
Effect
Analysis of data to select the final improvement opportunities2B.b2B.b
List of Potentials
Potential Improvement
Opportunities
POPULATEPOPULATE
ASK WHY?ASK WHY?
“5 Why’s”
Final Opportunities
Final Improvement
Opportunities
Measures Materials Methods Environment Manpower Machines
Nearly 4000 Fasteners
Require Installation
RESULTRESULT
Eliminate Heat
Treat Distortion
Quench Media Allowables
Temperature Control
Part Handling
Maintenance of “W” temper
Total time from quench to final form
33. Analysis of data to select the final improvement opportunities2B.b2B.b
Title:
Owner:
Risk #:
Phone: Backup: Caldarera, Michael Alt Risk #:
Description:
Likelihood Rationale:
Consequence Rationale:
Mitigation Plan Status:
Visibility
Phase Archived
O- Original
X - Current
Type (based on source of risk)
Low
Moderate
High
Plan:
Action/Event
Date
Schd. ECD Act.
Success Criteria
Risk Level if
Successful
L C
Suc. Comments
9/9/2009
Relocate Existing Furnace Contract:
Gill, Ronald
Remove and relocate the existing furnace/support equipment to a
Boeing facility in So. CA.
1) Relocation cost is prohibitive, 2) No SCAQMD permits
are being issued for CY2009, 3) Number of SCAQMD permits for CY2010
uncertain, 4) Does not support the C-17 program long term strategy
No certainty the equipment relocation will maintain
schedule and cost requirements. Unless execution is flawless this option will not
support Production need date..
Complete. No additional mitigation steps can be
accomplished to further reduce risk.R
Program
Contract
IPT/Function
Team/Project
Closed
Schedule
MP for TCTO Release - NLT Violation - Baseline Plan A Current
1
2
3
4
5
1 2 3 4 5
Consequence
Likelihood
Original Risk Level N/A N/A 5 5
1=Coordinate with SCAQMD
to determine availability and
commitment to issue a permit
for this project.
6/17/09 6/17/09 6/17/09 Availability and commitment
determined.
5 5S MIT Owner: R. Gill: Process
Option: Avoidance
Page: 1 of 1Risk Analysis
xo
In Red…
Unacceptable
In Red…
Unacceptable
LikelihoodLikelihood ConsequenceConsequence
34. Analysis of data to select the final improvement opportunities2B.b2B.b
Title:
Owner:
Risk #:
Phone: Backup:
Description:
Likelihood Rationale: Challenges have been identified for 2 parts due to
material thickness. Refurbishing the existing tooling is less costly than replacing
the tooling. Heat treat supplier is located 12 miles from the part supplier.
Consequence Rationale:
Mitigation Plan Status:
Visibility
Phase Archived
O- Original
X - Current
Type (based on source of risk)
Low
Moderate
High
Plan:
Action/Event
Date
Schd. ECD Act.
Success Criteria
Risk Level if
Successful
L C
Suc. Comments
10/9/2009
Refurbish tooling & redesign part heat treat process Contract:
Caldarera, MichaelGill, Ronald
Refurbish and upgrade existing stretch form tooling to facilitate the
forming and heat treat processes. Design a unique heat treat process for an
existing, qualified/certified So. CA supplier
.
A producibility test is required at the heat treat supplier.
Substrate material conditions could exist in the tooling.
This option was selected as the go-forward plan
G
Program
Contract
IPT/Function
Team/Project
Open
Schedule
MP for TCTO Release - NLT Violation - Baseline Plan A Current
X
O
1
2
3
4
5
1 2 3 4 5
Consequence
Likelihood
Original Risk Level N/A N/A 3 3
1=Author the heat treat
producibility test
10/8/09 10/8/09 Schedule implemented. 2 3 MIT Owner: R. Gill:
Process Option: Implement
Page: 1 of 1
2=Secure material for the
producibility test
10/8/09 10/8/09 Schedule implemented. 1 1
3=Establish tooling request
for quotation criteria
10/29/09 10/29/09 Tracking to Schedule
MIT Owner: R. Gill:
Process Option: Implement
MIT Owner: R. Gill:
Process Option: Implement
2 2
In Green…
“Go-Forward”
In Green…
“Go-Forward”
Risk Analysis
35. Identify the improvement opportunities, and explain validation of the
final improvement opportunities2B.c2B.c
= High = Medium = Low or NoneIMPACT: = Medium High = Medium Low
Lean + Technology
(Customer)
Deliver on Time
(Schedule)
Provide the
Best Quality Possible
(QUALITY)
Efficiency
and Affordability
(Cost)
Organizational Goals
(Performance Metrics)
Select New ISO Certified / Boeing
Approved Heat Treat Supplier
Redesign Heat Treat Process
Implement Proprietary Tooling
Form Complete With 1 Pull
Reduce Part Span Time by 20%
Eliminate Part Shortages
Final List of
Improvement
Opportunities
36. • Typical example of an aluminum heat treat distortion
improvement opportunity
Material heat treated
without a fixture
Identify the improvement opportunities, and explain validation of the
final improvement opportunities2B.c2B.c
37. Value Stream
Mapping
Stakeholder
Feedback
Performance
Trend Analysis
One-On-One
Interviews
Select New ISO Certified/Boeing
Approved Heat Treat Supplier
Redesign Heat Treat Process
Implement Proprietary Tooling
Form Complete With 1 Pull
Reduce Part Span Time by 20%
Eliminate Part Shortages
Final List of
Improvement
Opportunities
Validation Source Tool
Identify the improvement opportunities, and explain validation of the
final improvement opportunities2B.c2B.c
38. • Options evaluation outcome
– Remove and relocate existing heat treat furnace
• Rejected - Cost prohibitive, availability of South Coast AQMD environmental
permits. South Coast AQMD is the air pollution control agency for the
smoggiest region of the U.S.
– Purchase and install a new heat treat furnace
• Rejected - Cost prohibitive, availability of South Coast AQMD environmental
permits
– Establish a new part supplier
• Rejected - No qualified supplier replied with a quote
– Redesign the existing fuselage skins
• Rejected- Additional new parts and tooling required
• Part producibility issues were identified via FEA/FEM
A lean tooling/process solution. Establish new heat treat supplier,
design a part specific process, refurbish and upgrade existing tooling.
Estimated cost to implement ranged from $600 thousand to $9.2 million
Identify the improvement opportunities, and explain validation of the
final improvement opportunities2B.c2B.c
39. One-On-One Interviews
Trend Analysis
Stakeholder FeedbackValidation
Redesign Heat Treat Process
Current Value Stream
Identify the improvement opportunities, and explain validation of the
final improvement opportunities2B.c2B.c
Value Stream
Mapping
Stakeholder
Feedback
Performance
Trend Analysis
One-On-One
Interviews
Final List of
Improvement
Opportunities
Validation Source Tool
41. Methods and tools used in development of potential solutions3A.a3A.a
Tools / Methods
Anticipated Benefits
for Solution Development
Why?
Benchmarking
Leveraging core competencies
to minimize research, testing,
and cost of prototyping
Past successesPast successes from Boeing 747 & 777
that can be leveraged through
Knowledge management / transfer
Brainstorming
Subject-Matter Expert (SME) best
practice recommendations
Proven effective tool to gather many
ideas and suggestions quickly.
(Time is of the essence)
Process Flow
and
Value Stream
Mapping
Robust process with minimal
roadblocks and risk
Re-mapping of process and value stream
as new data and ideas are gathered
Computer
Simulation
PredictablePredictable outcomes of
material behavior minimizes risk,
and enhances probability
of solution success
Boeing Best-Practices using
Stress Strain data fed into
Finite Element Modeling as a cost
effective and quick way of prototyping
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER
MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STRESS,(ksi)
True Stress vs. True Strain
Off Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
On-Site
Fabrication
Observation
Validation of part producibilityproducibility
and impact assessment
Visual inspection of actual process and
future capabilities validating
Process Flow and
Value Stream Map accuracy
42. Analysis of data used in development of potential solutions3A.b3A.b
Observe and record total amount of
time to install part in Heat Treat fixture
Note any employee safety issues
Record time to
reach the specification
oven temperature
Record quench media temperature
Record time for complete immersion
of part in quench tank (Drop)
Review the part for presence
of heat treat distortion
Record time out of solution heat teat
Record time onto dry ice
Log delta
Record the time required for
The part temperature to reach
0° F when dry ice is fully applied
Engineering Test
Heat Treat Criteria
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER
MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STRESS,(ksi)
True Stress vs. True Strain
Off Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
Stress and Strain Data
This data was gathered and instrumental
in validating solution development by
predicting optimal material condition
for stretch forming after the heat treat
process was applied to the skin panel.
43. Finite Element Modeling (FEM)
Computer Simulation
Analysis of data used in development of potential solutions3A.b3A.b
44. Analysis of data used in development of potential solutions3A.b3A.b
Redesign the parts
(Producibility)
Redesign heat treat process
Eliminate heat treat completely
Redesign and purchase
new stretch form tooling
Redesign and reconfigure existing
stretch form tooling
(refurbishing)
Invest in proprietary
tooling solution
Springback forming tools
Potential (Feasible)
Solutions
Current Value Stream Map
Future Value Stream Map
45. Analysis of data used in development of potential solutions3A.b3A.b
White Paper and Presentation to
Leadership Team to Secure Funding
Invest in Proprietary Tooling Solution
Springback Tooling
Eliminate Heat Treat
Root Cause of Part Distortion)
Incorporate ISO 14001 Solution
Prevent pollution by conserving
Energy and resources
Data-Based Potential
Solutions
Redesign both the heat treat and
stretch forming processes
Produce Quality Parts On Time
Repair Customer/
Supplier Relationship Future Value Stream Map
Eliminate 1 Stretch Form
Operation
( 1 Man Hour Reduction)
Eliminate 1 Stretch Form
Operation
( 1 Man Hour Reduction)
Eliminate need to
Refrigerate part at supplier
(2 Man Hour Reduction)
Eliminate need to
Refrigerate part at supplier
(2 Man Hour Reduction)
Redesign Heat Treat Process
( 4 Man Hour Reduction)
Redesign Heat Treat Process
( 4 Man Hour Reduction)
Eliminate Additional
Tool Set-up
Part Preparation
( 5 Man Hours Reduced)
Eliminate Additional
Tool Set-up
Part Preparation
( 5 Man Hours Reduced)
46. Indicate criteria used to select final solution3A.c3A.c
Risk Analysis
Span Time
Supplier
Quality
Span Time
Customer
Benchmark
Technologies
Project Level
Funding
Requirements
Corporate Level
White Paper/ Problem
Description
Proposed Solutions
Cost to implement
Time to implement
Identify threats
and opportunities
Determine feasibility
& likelihood of
success
Best UseBest Use--ofof--AssetsAssets
Late Deliveries
Rework / Repair
Delay Impacts
Do Not Stop the
Assembly Line
Minimize rework
Boeing Quality
Policy 10
reinforced
Heat Treat
efficiently
Redesigned
Tooling
redesigned
Machine Set-Up &
run time reduced
Make use of
Proprietary Tooling
FEA/Springback
350 previously350 previously
successfulsuccessful
applicationsapplications
Criteria for Final Solution Selection
Subject Matter Expert
Collaboration
47. Indicate criteria used to select final solution3A.c3A.c
Risk Analysis
Span Time
Supplier
Quality
Span Time
Customer
Benchmark
Technologies
Project Level
Funding
Requirements
Corporate Level
Criteria for Final Solution Selection
48. Methods and tools used to select the final solution3B.a3B.a
Option and Funding
Validation
Presentation to
Program Leadership
Review of Redesign Study
Documentation
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER
MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STRESS,(ksi)
True Stress vs. True Strain
Off Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
Lean Value Stream Map
49. Redesigned
stretch tools
Tooling
Technology
Heat Treat
Redesigned
Analysis of data to select the final solution3B.b3B.b
Value Stream with Redesigned
Process In Place
Redesign Required Changes
New heat treat transportation fixture
New racking method and support tooling
Part temperature maintained without refrigeration
Redesign and re-machine stretch form tooling
Minimize heat treat distortion to expedite forming
Process must be redesigned
Heat Treat and Stretch Form
Processes Redesigned
Value Stream without
Redesign of Process
No PartsNo Parts
50. Analysis of data to select the final solution3B.b3B.b
Program Presentation for Funding
Redesign Heat Treat Process
Redesign Stretch Form Process
Revise Man-Power Required
Lower Quantity of Fasteners
Move Portion of Work Upstream
“High-Level” List of
Data Based Potential
Solutions
WASTEWASTE
Value Stream showing Eliminated Waste
Redesign / Re-machine
Form Tooling
Machine and Tool Set-up
“Lower-Level”
Process Steps
Optimized:
Heat treat racking and support tooling
Minimized heat treat distortion
Minimized employees exposure for injury
Eliminate 1 Stretch Form Operation
Reinforces Boeing Commitment
to the Supply Chain
Final Forming Operation
(Unchanged Process Step)
51. Analysis of data to select the final solution3B.b3B.b
“High-Level” List of Data
Based Potential Solutions
Benefit AnalysisBenefit Analysis
C-17 Program Efficiency Quality (Cons)
Significantly Reduce Span Time
Produce Quality Parts On Time
Improve Customer /
Supplier Relationship
2 Solution
Proposals
to Consider
Gain Benefits of
Proven
Technology
Supports Aircraft
Cost Reductions
Minimizes Aircraft
Assembly
Delays
Sole Source
Part Supplier
Determine Best
Solution
Reduces Forming
Cycle Time
by 50%
Reduces
Span Time
Receive Parts
On Time
Labor Savings
Time to Focus
On Other
Challenges
Opportunity
For Improvement
Forming in
Optimal temper
Condition
Quality +
Minimizes heat
Treat distortion
Quality
Improvement
Reduce
In Position
Rework & Repair
Time to Focus
On Other
Challenges
Part redesign
Proposal is costly
Re-machining
Existing Tools
Is Risky
Size of
Round Furnace
Opportunity to
Change Pricing
Unfavorably
Defects Related to
Material Handling
And Storage
Presentation to Program
Leadership Team to Secure Funding
Redesign Existing Tooling With
Springback Tooling Solution.
Proprietary Technology Solution
Redesign Heat Treat Process
52. Involvement of stakeholders in selection of the final solution3B.c3B.c
Stakeholder
Group
C-17 Production
Macon, GA
St. Louis, MO
C-17 Production
Long Beach, CA
Final Assembly
Support
(Supplier Quality /
Management)
Heat Treat
Supplier
Part Supplier
Advanced Tooling
Technology Supplier
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Stakeholder
Disciplines
Assembly Mechanics
Production Engineers
Production Managers
Assembly Mechanics
Production Engineers
Production Managers
Contracts,
Procurement,
Site Monitoring and
Product Verification
Heat Treatment
of Aluminum
Metallurgy
Supplier Management
Part Manufacturer
Contracts
Gate Keepers of Boeing
Tooling Technology
Subject Matter Experts
Assembly Process
Ownership
Subject Matter Experts
Assembly Process
Ownership
Contracts and Quality
Subject Matter Experts
Process
Roles
Heat treat and
tooling expertise
Process design
Manufacturing and
tooling expertise
Process design
Finite Element Analysis
Electronic Tool
Models
Process Consultants
Brainstorming, Goal Identification,
Potential Solution Evaluation and Down-Select,
Value Stream Validation , Stakeholder Statusing
Involvement in Final
Solution Selection
Brainstorming, Goal Identification,
Statistical Data Acquisition and Distribution,
Solution Design Adaptation and Verification of
Ability to Perform Task
Finite Element Method and Process Simulation
Models of the Redesigned Tooling
Brainstorming, Goal Identification,
Potential Solution Evaluation and Down-Select,
Value Stream Validation
Brainstorming,
Potential Solution Evaluation and Down-Select
Brainstorming, Goal Identification,
Statistical Data Acquisition and Distribution,
Solution Design Adaptation and Verification of
Ability to Perform Task
53. Describe final solution, and explain solution validation3C.a3C.a
Potential Solutions
Being Combined
Benefits of Combining
Potential Solutions
Implementation of Latest
Metallic Forming Technology
Fabrication Span Time Reduced
Part Takt Time Maintained/Reduced
Quality Defects Significantly Reduced
Eliminates Gap in Production of C17
Minimizes Assembly Disruptions
Employee Exposure to Unsafe
Working Conditions is Minimized
Heat Treat Part Process
Redesigned
Redesign Tooling
And Process
54. Describe final solution, and explain solution validation3C.a3C.a
Value Stream Mapping
Funding Awarded
Computer Simulation
Finite Element Modeling
Finite Element Modeling (FEM)
Computer Simulation
TRUE STRESS-STRAIN CURVES FOR .10 INCH THICK HiForm 2024-W
ALUMINUM
0 DEGREE GRAIN DIRECTION .5, 4, 6, 24 HR OFF ICE 2% STRAIN PER
MINUTE AVERAGE STRAIN RATE
0
10
20
30
40
50
60
70
80
90
100
0.00 0.02 0.04 0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.20 0.22
STRAIN, (in/in)
STRESS,(ksi)
True Stress vs. True Strain
Off Ice Times
.5 Hrs Off Ice
4 Hrs Off Ice
6 Hrs Off Ice
24 Hrs Off Ice
Stress-Strain Data
55. “New” Process Design“Old” Process Design
Validation of Process Safety Characteristics
Describe final solution, and explain solution validation3C.a3C.a
56. Tangible and intangible benefits expected to be realized3C.b3C.b
Reduce defects
in workmanship
Product Cost Reduction
Substantiates Boeing’s
Environmental Commitment
Reduce Part Takt timeReduce Part Takt time
Eliminate DisruptionEliminate Disruption
To Build ProcessTo Build Process
(Non-Budgeted Activity)
Tangible Benefits
(Expected)
Organizational
Goals
(Performance
Metrics)
Tools Used To
Determine
Tangible Benefits
Benchmarking Results
of Similar Projects
Computer Simulation
of Final Improvement
Solution
Project
Goals
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Efficiency &
Affordability
(COST)
Maintain
Production
(Improvement
Opportunities
Reduce
Cycle Time
Redesign Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
57. Tangible and intangible benefits expected to be realized3C.b3C.b
Improved supplier relationsImproved supplier relations for
this quality non-conformance issue
Improved employee moraleImproved employee morale at both
Macon and Long Beach sites
Greater customerGreater customer
satisfactionsatisfaction and confidence
On our ability to maintain
delivery commitments
Stimulate supplier/customerStimulate supplier/customer
team collaborationteam collaboration
Utilize technology that will both
Benefit the environment
and enhance performance levels.
Incorporate advanced toolingIncorporate advanced tooling
technology & Lean Principlestechnology & Lean Principles into
the process makes better use of
human and capital assets
One-on-One Interviews
Stakeholder Feedback
Organizational
Goals
(Performance
Metrics)
Project
Goals
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Efficiency &
Affordability
(COST)
Maintain
Production
(Improvement
Opportunities
Reduce
Cycle Time
Redesign Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
Intangible Benefits
(Expected)
Tools Used To
Determine
Intangible Benefits
58. Use of data to justify implementation of final solution3C.c3C.c
Required Documentation
Cost and Benefits Analysis
Benefits RisksCosts Assumptions
Corporate Funding
Requirements
Organizational Goals &
Objectives
Organizational
Goals
(Performance
Metrics)
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Efficiency &
Affordability
(COST)
60. Types of internal and external stakeholder involvement in
implementation4A.a4A.a
Stakeholder
Group
Macon & St. Louis
Integrated Production
Teams (IPTT)
Long Beach Fuselage
Integrated Production
Team (IPT)
Support
(Supplier Quality /
Management)
Conduct Production Readiness
Reviews at Macon and
Long Beach
Production
Readiness
Part Supplier
Advanced Tooling
Technology
Supplier
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Briefed on Production
Implementation Plan
At the Weekly Long Beach IPT
Meetings
Conduct Joint Production
Readiness Review to Ensure
Purchase Orders, Material, and
Shop Floor Planning are in Place
Provided Forming Press
Set-up Instructions and Forming
Parameters are Released and
Understood
Production Assist/Observation
Data Gathering
Contingency Work Around Plans
Track CTQ characteristics
Process/Procedure Validation
Conduct Proof for Production
Document and Forward any
Fabrication Non-Conformances
Production Observation
Customer / Supplier
Communications
In Production
Production Assist/Observation
Contractual Compliance
Seek and Receive Customer
Feed Back
“To-Be” Hands-On Walk-Thru
“Readiness Review” Prep
Customer Awareness
Monitor Tooling and Part
Supplier’s Ability to Support
Schedule
Arrange for Transportation
Received Update Briefings
At the Weekly Long Beach IPT
Meetings
Receive Customer Feed Back on
Performance of Tooling
Perform as Needed Simulations
To Identify Process Revisions
After
Okay to Proceed
Process/Procedure Docs
Determine Cut-in
Receive Status Updates From
Project Manager
Received Project Status Briefings
At the Weekly Long Beach IPT
Meetings
Contract Agreements
Coordinate Cut-in with Customer
Meeting Attendance
Received Both Funding and
Authority to Proceed for
Tooling Deliverables
Project Management/Statusing
Engineering / Process Docs
Stakeholder Mitigation
Implementation Scheduling
Meeting Attendance
Ensure Procurement Docs Are
Current and Responses to
Supplier information Requests
Are Documented
Meeting Attendance
New Heat Treat
Supplier
61. The Part is
not Producible!!!
The Part is
not Producible!!!
We Do Not Believe
Spring-back works
We Do Not Believe
Spring-back works
• At Team meetings
• During On-Site visits
• One-on-One interface
The number of
qualified Tooling
Suppliers is Limited…
The number of
qualified Tooling
Suppliers is Limited…
Too Risky…Too Risky…
How types of resistance were identified and addressed4A.b4A.b
62. How types of resistance were identified and addressed4A.b4A.b
One-on-One interaction
with concerned stakeholders
Benefits Shared
Positive Reinforcement
Conflict Resolution
Protocol
Concerns were addressed
and action items assigned
Boeing will take
responsibility for the
springback tool design.
Boeing will take
responsibility for the
springback tool design.
Boeing / Supplier Relationship
How We Addressed
Resistance
63. How stakeholder buy-in was ensured4A.c4A.c
Project Conception
Goal
Setting
Solution Selection
Improvement
Opportunity
Identification
Implementation
Solution
Development
Team involvement of all
stakeholders throughout the entire
project enabled ownership, and
ensured their buy-in
Stakeholder involvement
throughout all project
stages…….
64. How stakeholder buy-in was ensured4A.c4A.c
Corporate Funding
Requirements
Risk
Assessment
Anticipated
Benefits
No Schedule
Gaps! Hooray!
No Schedule
Gaps! Hooray!
Presentation to
Executive Leadership
Required
Documentation
Cost and Benefits Analysis
Benefits RisksCosts Assumptions
65. Plan developed by team to implement solution4B.a4B.a
Implementation Action PlanImplementation Action Plan
Action ItemsAction Items (Responsible Ownership)(Responsible Ownership)
Ok toOk to
ProceedProceed
(Dec 09)(Dec 09)
ProductionProduction
StartStart
(Jun 2010)(Jun 2010)
ProjectProject
CompleteComplete
(Sep 2010)(Sep 2010)
•• Project ManagementProject Management (Project Team)(Project Team)
- Documentation, Mentoring, Conflict Mitigation
ToolingTooling
P.O.P.O.
(Apr 2010)(Apr 2010)
•• Team TrainingTeam Training (Project Team)(Project Team)
- Process Understanding, Metallurgy Concepts
•• Tool Design DocumentTool Design Document
- Tooling Engineer, Support Personnel, SMEs
•• Finite Element AnalysisFinite Element Analysis ––Tooling ModelsTooling Models
- Technology Gatekeepers, Support Personnel, Best Practice
•• Actual ProductionActual Production (Project Team/Production)(Project Team/Production)
- Forming Operation, Data Gathering, Process Observation
•• Results AnalysisResults Analysis (Process Engineering)(Process Engineering)
- Performance, Quality, Producibility Validation
•• Stakeholder BriefingsStakeholder Briefings (Project Team)(Project Team)
- General Information and Results Awareness
•• Construction of ToolingConstruction of Tooling
- Tooling Supplier, Support & Tooling Personnel, SMEs
66. Plan developed by team to implement solution4B.a4B.a
Process “Walk-Thru”
Some Action Items in our Implementation Plan
Project MGT Project Team Supplier
Production “Readiness Review”
Looks like we’re ready
for implementation.
Looks like we’re ready
for implementation.
We’ve checked and
rechecked… It’s a “GO”!
We’ve checked and
rechecked… It’s a “GO”!
Stakeholder Results
Briefings
Here’s the Cpk data for
the last ship…1.2
Here’s the Cpk data for
the last ship…1.2
1.2! That’s great. We
expected results like this.
1.2! That’s great. We
expected results like this.
How’s it look for
tomorrow’s start?
How’s it look for
tomorrow’s start?
67. Procedure, system, or other changes made to implement the solution,
and to sustain the results4B.b4B.b
Stretch Press
Operations Documentation
Set-Up Instructions
Set-Up Instructions
Tool Design Drawing +
Computerized Modeling
Planning “Build-To”
Instructions
Follow-up
Validation/Measurement
68. Creating/Installing a system for measuring and sustaining results4B.c4B.c
Continuous
Improvement
PROCESS
BASED
MANAGEMENT
(PBM)
Positive Trends
Negative Trends
Supplier Cpk Data Capture
Corrective/Preventive Action Process (CPAS)
Continuous Improvement
69. Tangible and Intangible results realized4C.a4C.a
Significant improvement in
Part quality due to effective
control of part temper and
heat treat distortion
Cpk between 1.0 and 1.3
All parts were delivered to
Assembly production on time
Forming takt time reduced
Project 5% under estimates
…and, up to $8.4M in
cost avoidance
Another successful
Implementation of Boeing
Advanced Tooling Technology
Tangible Benefits
(Realized)
Organizational
Goals
(Performance Metrics)
Project
Goals
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Efficiency &
Affordability
(COST)
Maintain
Production
(Improvement
Opportunities
Reduce
Cycle Time
Redesign Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
“Is” Condition
(Distortion Free)
“Was” Condition
(Extreme Distortion)
70. Tangible and Intangible results realized4C.a4C.a
Stretch Form Lean Tooling and Process Validation
Positive
Locators
PositivePositive
LocatorsLocators Drill BarDrill BarDrill Bar
Smooth
Distortion
Free Stretch
SmoothSmooth
DistortionDistortion
Free StretchFree Stretch
ValidationDescriptionFinal Solutions
On-site, real-time observation of process
at stretch forming supplier
Add positive locators to
Stretch press table for
Stretch form tool
Ensure mistake-proof setup
Computer simulation showed significant advancements
In lowering stress levels of material throughout forming and
On-site, real-time observation of successful process
Run computer simulation of
stresses on material
during forming process
Use FEM/FEA computer
modeling to predict skin
panel behavior
On-site, real-time observation of successful process
Design and fabricate new
shipping/handling fixture to
transport and ice skin panels
Improve shipping, handling and
transportation of skin panels
71. Tangible and Intangible results realized4C.a4C.a
User-friendly process has
provided greater moralegreater morale and a
feeling of confidenceconfidence in
Producing firstfirst--time qualitytime quality.
Improved customer / supplier/
production team relationship
since process improving
cycle time. Safer/quicker
maneuvering of parts.
Reduced nonReduced non--value addedvalue added
processes byprocesses by
incorporating Leanincorporating Lean
Intangible Benefits
(Realized)
New technologies incorporated
with proven success, confidenceconfidence
in both advancements in
process, and in
Support stakeholder capabilitiescapabilities.
Organizational
Goals
(Performance Metrics)
Project
Goals
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Efficiency &
Affordability
(COST)
Maintain
Production
(Improvement
Opportunities
Reduce
Cycle Time
Redesign Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
Organizational
Goals
(Performance Metrics)
Project
Goals
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Lean Methodology
Advanced
Technology
(CUSTOMER)
Efficiency &
Affordability
(COST)
Maintain
Production
(Improvement
Opportunities
Reduce
Cycle Time
Redesign Process
(Sustain Gains)
Maintain
Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
“Safe” Condition
(Easy to maneuver)
“Unsafe” Condition
(Difficult to maneuver)
72. How project results link to organizational goals, performance measures,
and/or strategies4C.b4C.b
Maintain
Production
(Improvement
Opportunities)
Reduce
Cycle Time
Redesign
Process
Maintain Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
Project Response
Project Goals
Report Card
Performance Metrics
Lean Methods
Advanced
Technology
(Customer)
Organizational Goals
(Performance Metrics)
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Efficiency &
Affordability
(COST)
Governing Source
Successful Use
Of Boeing Advanced
Tooling Technology
Quality Improvement
Forming Temper
Distortion Minimized
All Parts Delivered
To Assembly
On Time
Forming Takt Time
Reduced by 40%
Project Results
Tangible Benefits
73. How project results link to organizational goals, performance measures,
and/or strategies4C.b4C.b
Successful Use
Of Boeing Advanced
Tooling Technology
Quality Improvement
Forming Temper
Distortion Minimized
All Parts Delivered
To Assembly
On Time
Forming Takt Time
Reduced by 40%
Project Results
Tangible BenefitsReport Card
Performance Metrics
Lean Methods
Advanced
Technology
(Customer)
Organizational Goals
(Performance Metrics)
Deliver on time
(SCHEDULE)
Provide the
highest Quality
(QUALITY)
Efficiency &
Affordability
(COST)
Governing Source
Maintain
Production
(Improvement
Opportunities)
Reduce
Cycle Time
Redesign
Process
Maintain Quality
(Customer
Satisfaction)
Reduce
/Eliminate
Production
Disruptions
(Budget to Hrs)
Project Response
Project Goals
74. Boeing Corporate Level
Pres.
Chair
Pres.
VP
VP
VP
Intranet
Explain how results were shared with stakeholders4C.c4C.c
IPT Level
Project Team
Team
Team
Team
Team
Team
Team
Departmental Level
Project
Management
Staff
Director
Staff
Sr MGR
Sr MGR
Staff
C17 Program Level
Pres.
VP/GM
Staff
VP
Staff
Staff
5-15 Report
Process
5-15
75. Explain how results were shared with stakeholders4C.c4C.c
Departmental Level
5-15 Report
Accuracy
Staff
Director
Staff
Sr MGR
Sr MGR
Staff
5-15
Utilization Of
Technology Assets
IPT Level
IPT Surveys
Team
Team
Team
Team
Team
Team
C17 Program Level
Pres.
VP/GM
Staff
VP
Staff
Staff
Boeing Corporate Level
Pres.
Chair
Pres.
VP
VP
VP
Silver Eagle
Award
2010 SILVER EAGLE
CRITICAL PATH TOOLING TEAM
77. Explain how team members were selected, and how they were involved
throughout the project5A5A
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Team
Members
How or Why
Selected
Involvement
Throughout Project
Production Engineers
Assembly Mechanics
When
Selected
Tooling Engineers
Tool Designers
Process/Standards Specialist
Supply Chain Buyer
Quality Engineers
Subject-Matter Expertise
and Customer Focal
Using Customer having
Direct “Hands-On” Involvement
Subject-Matter Expertise
and Customer Focal
Subject-Matter Expertise of
Computer-aided Design
Standards Adherence
Contracts and Part
Procurement Capability
“As-Designed” to
“As-Built” verification
Planner
Process Docs Standardization
and Customer Focal
Heat Treat Mechanic
Stretch Form Mechanic
Shipping/Packaging Crew
Supplier Contracts
Standards Quality Specialist
Supplier Quality Engineers
Initial Management
Directive
After identification of
Potential Solutions
After initial
Brainstorming
After identification of
Potential Solutions
After initial
Brainstorming
At receipt of
“Closure Notification”
After initial
Brainstorming
After identification of
Potential Solutions
Using Customer having
Direct “Hands-On” involvement
Supplier Standards Adherence
Responsible for product
output contractual adherence
“As-Designed” to
“As-Built” verification
Using Customer having
Direct “Hands-On” involvement
Using Customer having
Direct “Hands-On” involvement
During “On-Site”
Process Observation
After identification of
Potential Solutions
During “On-Site”
Process Observation
During “On-Site”
Process Observation
After initial
Brainstorming
After initial
Brainstorming
Outline mechanic issues caused by part defects
Analyze and validate assembly process changes
Request and coordinate tooling changes
Tooling blueprint changes
Modify supplier contract
Primary contact with supplier
Analyze proposed process changes
Design and perform testing for qualification
Ensure that Boeing quality standards are met
Update assembly process documentation
Perform initial process testing of modified form tooling
Provide data for analysis
Perform initial testing of modified heat treat process
Provide data for analysis
Perform initial testing of new shipping container
Provide feedback for analysis
Coordinate with Supply Chain Buyer on contract changes
Modify supplier schedule to meet project demands
Ensure that supplier quality standards are met
Verify part quality meets engineering requirements
78. Explain how team members were selected, and how they were involved
throughout the project5A5A
Ron Gill Don Woullard
Mike Caldarera Andy Moehn
• Long Beach, CA
• Manager Assigned
• Mfg Engineer – Final Assy
• Project Manager
• SME – Heat Treat / Forming
• Funding Rmts
• Stakeholder Briefing
• Results Sharing
• Long Beach, CA
• Prod Team Sr Manager
• Leadership Support
• Stakeholder Briefing
• Results Sharing
• Major Stakeholder
• Long Beach, CA
• Team Lead Assigned
• Mfg Engineer – Final Assy
• SME – Tooling / Structures
• CAD/CAM Design
• Stakeholder Briefing
• St. Louis, MO
• Program Manager
• SME – Supplier Management
• Leadership Support
• Stakeholder Briefing
• Results Sharing
• Major Stakeholder
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
Team
Members
How or Why
Selected
Production Engineers
Assembly Mechanics
Tooling Engineers
Tool Designers
Process/Standards Specialist
Supply Chain Buyer
Quality Engineers
Subject-Matter Expertise
and Customer Focal
Using Customer having
Direct “Hands-On” Involvement
Subject-Matter Expertise
and Customer Focal
Subject-Matter Expertise of
Computer-aided Design
Standards Adherence
Contracts and Part
Procurement Capability
“As-Designed” to
“As-Built” verification
Planner
Process Docs Standardization
and Customer Focal
Heat Treat Mechanic
Stretch Form Mechanic
Shipping/Packaging Crew
Supplier Contracts
Standards Quality Specialist
Supplier Quality Engineers
Using Customer having
Direct “Hands-On” involvement
Supplier Standards Adherence
Responsible for product
output contractual adherence
“As-Designed” to
“As-Built” verification
Using Customer having
Direct “Hands-On” involvement
Using Customer having
Direct “Hands-On” involvement
79. Explain how team members were selected, and how they were involved
throughout the project5A5A
Identified requirement need dates
Track project progress
Provided dedicated project team members
Selected project manger - lead focal
Re-evaluated Schedule requirement dates
Identified Cost and Schedule impacts
Committed to provide necessary funding
Ensured proposed manufacturing methods
conform to design and process specifications
ISO 9001:2008 compliance
Identifying potential sub-contractors
Manufacturing and tooling expertise
Process design
Producibility concurrence
Transportation and heat treat rack designs
Finite Element Method (FEM-FEA) Analysis
to predict part behavior and
manufacturing simulations to test solutions
Various Engineering,
Planning, Tooling, Quality
Assembly Mechanics
Production Management
Procurement,
Transportation,
Source Inspection
Metallurgy
Heat Treatment
of Aluminum
Supplier Management
Part Manufacturer
Contracts
Technology Gatekeeper
80. How the team was prepared to work together5B5B
Team Formation
Team Building
Team Collaboration
Team Performance
• Guidelines
• Team Member Roles
• Effective Meetings
• Decision Making
• Planning for Action
• Goal Setting
• Measuring Results
• Conflict Management
• Problem Solving
• Feedback
• Customer Relationships
• Supplier Relationships
• Performance Management
• Financial Management
• Strategic Planning
• Benchmarking
• Advanced Techniques
• Lean Principles
Brainstorming Root Cause Analysis Tools
Value Stream Mapping
Benchmarking
Comparative Metrics
81. How the team was prepared to work together5B5B
Let’s look at Cause and Effect… Known
as a “Fishbone” Diagram, this tool helps
to arrange data for understanding
causes to effects or problems.
Let’s look at Cause and Effect… Known
as a “Fishbone” Diagram, this tool helps
to arrange data for understanding
causes to effects or problems.
82. How the team managed performance to ensure effectiveness5C5C
Web
AccessAction
Tracker
Action
TrackerAction
Tracker
Project
Schedule
Project
ScheduleProject
Schedule
Project Management Software
Meeting and Project Status
Face to Face & Via WEBEX
Project “War Room”
Team Charter
Project Mission Statement
MISSION
STATEMENT
83. How the team managed performance to ensure effectiveness5C5C
Work-Around PlansStakeholder Briefings
Conflict ResolutionAccountability (Where are we now?)
