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Observable Processes, Kevin Duprey


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Kevin Duprey Ensign Bickford Aerospace Traction User Group, Oct 13 2010, Newport RI. TUG 2010 Newport slides, agenda and more see

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Observable Processes, Kevin Duprey

  1. 1. Traction Software + a small bit of customization = Observable Processes Kevin Duprey Manager, Design and Analysis Engineering TUG Presentation 10/13/2010
  2. 2. Disclaimer <ul><li>The opinions, comments, viewpoints, and all information presented are those of Kevin Duprey and not those of Ensign-Bickford Aerospace & Defense Company </li></ul>
  3. 3. Agenda <ul><li>Overview of EBA&D </li></ul><ul><li>Problem Statement – The “Black Hole” Bottleneck </li></ul><ul><li>Problem Solution with Traction </li></ul><ul><ul><li>Custom Form Inputs </li></ul></ul><ul><ul><li>Small Custom Database </li></ul></ul><ul><ul><li>Traction Section Tables </li></ul></ul><ul><li>Results – It’s still Early, but… </li></ul><ul><ul><li>Process is now observable </li></ul></ul><ul><ul><li>Data collection aiding in identifying means of fixing the bottleneck </li></ul></ul>
  4. 4. <ul><li>Ensign-Bickford Industries </li></ul><ul><ul><li>Established in 1836 </li></ul></ul><ul><ul><li>Privately Held </li></ul></ul><ul><ul><li>Entrepreneurial corporate culture </li></ul></ul><ul><li>Ensign-Bickford Aerospace & Defense </li></ul><ul><ul><li>500 Employees </li></ul></ul><ul><ul><li>EBA&D Core Values </li></ul></ul><ul><ul><ul><li>Safety </li></ul></ul></ul><ul><ul><ul><li>Quality </li></ul></ul></ul><ul><ul><ul><li>On-time Delivery </li></ul></ul></ul><ul><ul><ul><li>Responsiveness </li></ul></ul></ul><ul><ul><li>ISO 9001:2000 & AS9100 Certified </li></ul></ul><ul><ul><li>Source for safe, highly reliable, innovative products </li></ul></ul><ul><ul><li>Annual double digit growth </li></ul></ul>Simsbury, CT Phoenix, AZ Moorpark, CA Sterling, CT Graham, KY Albuquerque, NM Ensign Bickford Realty Corp . Avon, CT DanChem Danville, VA Applied Food Biotechnology, Inc St. Charles, MO Ensign-Bickford Renewable Energies, Inc Ensign-Bickford Aerospace & Defense Company EBA&D Ensign-Bickford Industries, Inc. Caleb E. White President & CEO <ul><li>Manufacturing </li></ul><ul><li>Engineering </li></ul><ul><li>Manufacturing </li></ul><ul><li>Engineering </li></ul><ul><li>Engineering </li></ul><ul><li>Manufacturing </li></ul><ul><li>Program Management </li></ul><ul><li>Manufacturing </li></ul><ul><li>HEADQUARTERS </li></ul><ul><li>Engineering </li></ul><ul><li>Manufacturing </li></ul><ul><li>Program management </li></ul><ul><li>Contract s </li></ul><ul><li>Finance, HR, IT, SH&E </li></ul>
  5. 5. <ul><li>Industrial Systems </li></ul><ul><ul><li>Oil & Gas Well Completion </li></ul></ul><ul><ul><li>Explosive Depth Hardening </li></ul></ul><ul><ul><li>Specialty Energetics </li></ul></ul><ul><li>Aerospace Systems </li></ul><ul><ul><li>Launch Vehicles, Satellites, Aircraft </li></ul></ul><ul><li>Vehicle Protection </li></ul><ul><ul><li>Reactive Armor Systems </li></ul></ul><ul><li>Tactical Systems </li></ul><ul><ul><li>Missiles, Rockets, UAV’s </li></ul></ul><ul><li>Soldier Systems </li></ul><ul><ul><li>Breaching, Demolition & EOD Systems </li></ul></ul>Ensign-Bickford Aerospace & Defense Company Markets We Serve Providing System Solutions in Critical Markets…
  6. 6. The “Black Hole” Bottleneck <ul><li>About 5 years ago EBA&D implemented a COTS ERP system to manage our business. </li></ul><ul><ul><li>Like any complex system, the value of the output is directly proportional to the quality of the input (or inversely: garbage in = garbage out) </li></ul></ul><ul><ul><li>In order for customer order lines to drive demand for components to be ordered and systems to be manufactured, the configuration data needs to be input correctly – Enter the configuration management group. </li></ul></ul>
  7. 7. The Problem (cont’) <ul><li>For the last three years 2 people have been primarily responsible for making sure the data is clean, correcting where it’s not, and generally ensuring the system works as expected. </li></ul><ul><li>The process for accomplishing this, however was a complete “Black Hole” </li></ul><ul><ul><li>Requests for data input or correction came from multiple sources; e-mail, phone calls and even “drive-by shootings”. </li></ul></ul><ul><ul><li>No visibility into the queue, and priorities were established by who screamed the loudest. </li></ul></ul><ul><ul><li>Prior attempts to better understand the process involved using the group’s already scarce time to manually record information about workload </li></ul></ul>
  8. 8. The Solution Custom Input Forms General Info Section Tables to sort it all
  9. 9. Custom Forms
  10. 10. Resulting Traction Article
  11. 11. Benefits of the Database - Reports
  12. 12. Results <ul><li>Most users have responded well to the new process </li></ul><ul><li>Input has been simplified for most requests </li></ul><ul><li>The process in now visible – everyone knows what’s in the queue </li></ul><ul><li>Data collection enabling changes to fix the bottleneck </li></ul><ul><li>Low cost to implement (good ROI) </li></ul><ul><ul><li>Summer intern did most of the form creation </li></ul></ul>