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3time for ariane 6 drivers - 151121-support

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3time for ariane 6 drivers - 151121-support

  1. 1. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. It’s Time for Ariane 6 Program Drivers November 21st, 2015
  2. 2. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 2 Why Ariane 6? Market has changed Mission versatility Performance High Perigees Re-design to Cost Ariane 5 -40% Ariane 6 Competitors / Market Price Missions GTO++ Constellations + EPC Ariane 5 LLPM Ariane 6 = Reference Growth potential
  3. 3. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 3 Exploitation price A62 @ 70 M€ e.c. 2014 - 2nd batch (rank 16)  Firm commitment by June 2016 (PDR/PIR) Design authority to industry FM1 successful Reliability Timeliness Flexibility / Versatility: Launch rate Spacecraft mass Missions (high perigee) Reduced development budget  Optimization still needed, beyond self- funding Reduced development time 1st flight December 2019 (target) 11±n launches per year from 2023  Start production before completion of qualification Ariane 6 Program Ariane 6 Challenges Exploitation price A62 @ 70 M€ e.c. 2014 - 2nd batch (rank 16)  Firm commitment by March 2016 Design authority to industry FM1 successful Reliability Timeliness Flexibility / Versatility: Launch rate Spacecraft mass Missions (high perigee) Reduced development budget  Optimization still needed, beyond self- funding Reduced development time 1st flight December 2019 (target) 11±n launches per year from 2023  Start production before completion of qualification Ariane 6 Program Exploitation price A62 @ 70 M€ e.c. 2014 - 2nd batch (rank 16)  Firm commitment by March 2016 Design authority to industry FM1 successful Reliability Timeliness Flexibility/Versatility: Launch rate Spacecraft mass Missions (high perigee) Reduced development budget  Self-funding Reduced development time 1st flight December 2019 (target) 11±n launches per year from 2023  Start production before completion of qualification Ariane 6 Program Exploitation price A62 @ 70 M€ e.c. 2014 - 2nd batch (rank 16)  Firm commitment by March 2016 Design authority to industry FM1 successful Reliability Timeliness Flexibility/Versatility: Launch rate Spacecraft mass Missions (high perigee) Reduced development budget  Self-funding Reduced development time 1st flight December 2019 (target) 11±n launches per year from 2023  Start production before completion of qualification Ariane 6 Program Exploitation price A62 @ 70 M€ e.c. 2014 - 2nd batch (rank 16)  Firm commitment by March 2016 Design authority to industry FM1 successful Reliability Timeliness Flexibility/Versatility: Launch rate Spacecraft mass Missions (high perigee) Reduced development budget  Self-funding Reduced development time 1st flight December 2019 (target) 11±n launches per year from 2023 Ariane 6 Program
  4. 4. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 4 Ariane 6 Pillars Competitive Services First Flight in December 2019 Full cadence by 2023 Design for Exploitation End-to-end optimization: from raw material to launch Complete life cycle Design To Cost in early development phases Mindset & Behaviour: Go, See, Understand & Help Standardization Designs Manufacturing methods Means & tools At launcher level Concurrent Working “System” with Industrial Partners Identify cost drivers / “pain points” Right First Time development logic Industrial policy Maximize the use of industrial assets Limit the need for new ones Stabilized configuration LEAN (reduce wastes) You must become the change you want to see
  5. 5. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 5 It’s Time for Ariane 6! Design for exploitation Program organization Design To Cost Concurrent working Extended enterprise Right-First-Time development logic Standardization Industrial excellence clusters Manufacturing Right-First-Time Industrial Policy New building & means policy LEAN vision Convergence Process
  6. 6. Program Organization 6 Drivers Function- and exploitation- oriented organization Lean Management Consistency at launcher level Each group responsible for: Recurring and non-recurring costs End-to-end optimization: from raw material to launch Complete life cycle Extended enterprise mode with industrial partners One Program/Procurement Interface to the Industrial Partners
  7. 7. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 7 Design To Cost Design To Cost must occur now! Achievement of RC target compulsory at PDR/PIR • Let us embark now the good ideas in the reference, with back-up when relevant  Speak with data: what are the impacts on launch date and NRC?  Take some technological risks (+ back-up) to reduce RC now! • Design for 3-D print • Piping: rigid vs. flexible • Why thermal protection? • Redundancy architecture • …  Challenge general design and qualification rules  Benchmark and “Copy With Pride”! – Use catalogue products • Design for serial production  RC reduction after FM1 will come from a stabilized serial production  Reliability increase generates cost reduction • RC as main criteria of design reviews • Ariane 6 “increments” (performance increase-A66, …) may come after 15+50 launches
  8. 8. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 8 Extended Enterprise Mindset change: listen to our industrial partners Manufacturing and operations is what we sell Do not reproduce the current solutions “because they work” What are the real needs? Do we need 15 years life-time for high pressure vessels (titanium liner)? Manufacturing tolerances, stiffness … Joint convergence of 1. System specifications - technical & management Don’t freeze TRS upfront! 2. Products and interfaces design 3. Manufacturing processes / operational concepts Create mutual confidence Ask your partners how to reduce RC - Answer YES and then assess! Assess / use your partners industrial standards Cost / relevance of monitoring / reporting? Program/procurement role is to support the convergence process
  9. 9. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 9 Industrial Excellence Clusters Launch System Architect  ESA Launch Base  CNES Launcher System, LLPM/Vulcain, ULPM/Vinci, ESR  ASL Solid Rocket Motor  Europropulsion-Regulus-ASL-Avio Cryotechnical Systems (ground and flight)  Air Liquide Metallic aerostructures, tanks bulkheads & panels  MT-A / ADS-NL (thrust frames) Composite aerostructures  CASA Fairing  RUAG Mechanical ground equipment  APCO Avionics  Electronics / CRISA Thrust Vector Controls (TVC)  SABCA Electrical harnesses  CASA / CRISA Electrical ground equipment  GTD (+Spain) Antennas Igniters Pyro Batteries Thermal protections … Plateau working mode Guiana launcher facilities and control-command benches  End-to-end consistency Europe/Guiana: same technical solutions and industrial organization  Plateau ASL – CNES, with Arianespace, under ESA Launch System Architect Standardize designs, manufacturing methods, means/tools at launcher level Limit number of design teams Create conditions for manufacturing by same teams on same machines Maximize the use of industrial assets & limit the need for new ones Learning curve Limit number of support teams Structural costs amortized on higher number of pieces
  10. 10. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 10 Manufacturing Right-First-Time Process control rather than Product control Risk analysis, Contractual organization critical parameters identification rather than (acceptance×2) and lessons learned and imposed “System” / “Definition” End-to-end approach for product control Use ASL opportunities First-Pass-Yield posted: compulsory! PDCA implemented and visible: how are we improving? Once control policy is defined, use modern digital measurement systems Measurement System Analysis is key to quality Zero-waiver mindset: accept no defect – make no defect – pass no defect What is the cost of Quality included in Ariane 6 costing Non-Quality and Ensure-Quality?
  11. 11. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 11 New Buildings & Means Policy “As if it was your money!” Spend NRC on design or technology rather than on buildings! Save maintenance RC 1. What can we do with the current buildings and means: RC, capacity? Challenge value added ratios: OEE, areas (Work In Progress) 2. What can we do with new buildings and means: RC, capacity, NRC? 3. Only then position the cursor: existing, existing+extension, new Don’t size the means for Ariane 5 / Ariane 6 transition! New machines only after OEE analysis (or new technology) Standard industrial shift model: 3×8 hrs, 5 days/week Week-end for maintenance/float If extensions / new buildings are necessary, design for Lean Flow Flexibility: ability to further accommodate additional production
  12. 12. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 12 LEAN Industrial & Cultural Journey – Learn to see: Added Value vs. Waste Value added = product modification / service rendered Transparency: costs, problems, flow… Facts & Data – Value Stream Mapping – Global Flow: at the workplace “Where are the main wastes?” Prioritize & Remove: waiting, double controlling, documents … Added value documents: what have we demonstrated?, traceability Lead times: stabilize then divide by 2 Ratio shop-floor vs. support (non-qualities, …) Lean index (added value time ratio) – Structure improvement plans Policy deployment: Why – What – How? Cost deployment: main root losses? – 5S for Operators - Standardized work Work Preparation – Empowered to improve – Flow Moving (Pulse) lines at Customers takt time Work In Progress sized and managed Compact lines – Added value ratio – Maximize use of assets – OEE Quick set-up, quick connections – Management loops - Visual Management: OK or NOK? Make people grow Problem Solving Standard
  13. 13. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 13 How Can We Support You to Reach Your Targets?
  14. 14. This document is the property of Airbus Safran Launchers SAS. It shall be not communicated to third parties without prior written agreement. Its content shall not be disclosed. All rights reserved. 14 Goal Key Priorities (What) KPI Metrics Targets Action Plan to Reach Targets (How) Find end-to-end global optimums and allow a stabilized manufacturing start in parallel of remaining development activities through concurrent working • Function oriented design ensuring consistency at launcher level (WBS/OBS) • Build trade‐offs on comprehensive sets of facts and figures involving all program stakeholders (including industrial partners) • Priority: horizontal integration, Al-Li, opto-pyro • Define a convergence process through set-based concurrent engineering • Optimize end-to-end jointly the launcher system and its ground means - design to cost - think needs rather than solutions • Progressively refine jointly system specifications, products design and manufacturing processes/operational concepts • Take into account, from the start, the complete life cycle of the launch system Involve from the start the main industrial partners in an “extended enterprise" to identify main cost drivers and to optimize the complete value stream • Organize co-engineering in plateau mode with industrial partners and production people - Priority: Avio + Clusters (MT-A, CASA, Electronics, SABCA) • Application to Guiana launcher facilities: integrated team with CNES and Arianespace under ESA Launch System Architect Industrial policy: create industrial excellence clusters for each component family • Standardize designs, manufacturing methods, means and tools at launcher level • Maximize the use of industrial assets and limit the need for new ones: no new investment without sound lean index, OEE, added value surface ratio Design for and implement Lean manufacturing/operations • Mindset & leadership - Cultural transformation • Policy Deployment: cascaded targets, improvement strategy, aligned priorities, structured action plan • Value Stream mapping current state (including Ariane 5) / future state of complete flow to highlight problems and structure action plan • "Transparent" factories: production progress, flow, bottle-necks, Work In Progress, machine utilization, problems • Empowerment - Coaching • Flow • Implement moving lines • Synchronize logistics • Reduce factory areas: Sort + Set in Order, limit Work In Progress (WIP) on the floor • KPI's: lean index (added value time ratio), WIP, added value surface ratio • People: 5S and standardized work with and for Operators • Machines: maximize and improve Overall Equipment Effectiveness (OEE) through waste reduction (set-up=SMED, break-down=TPM) • Stabilized launcher definition • Digital factory: procedures, controls, traceability • Priority: UPG/BIP • Lean pilots (criteria: willingness+potential): MT-A, ... Reduce development time Successful first flight Date 1 st flight Date launch rate 11±1 / year December 2019 End 2022 Refine development & verification logic • Level the development process flow: phase the activities / gate reviews to level and ensure tempo and secure timely resources • Identify, quantify (lean KPI's) and manage critical path • Right First Time: minimize re-work • Implement lessons learned from operational launch systems and get challenge/feed-back from previous launch systems developments (CNES, Military, ...) Number of open actions, waivers, … Reliability Become a learning organization • Use a 2-way improvement approach: Ariane 5 "cost deployment", model lines • Develop Right First Time mindset: accept no defect, make no defect, pass no defect – Target “zero defect”, “zero-waiver" - FMEA, process control, MSA - Critical parameters • Develop Plan Do Check Act (PDCA) mindset - problem solving skills and methodology (A3) • Structured synthesis files as qualification documentation: what have we demonstrated ? Analysis by phases - Representativeness of models and tests Product Security Maturity Level MIL3 before FM1 campaign Structure actions through MIL roadmap Develop Entrepreneur Mindset Make sure people developing or manufacturing a product know how their product will be used and how it will contribute to the system performance - "Think flight!" Grasp your main root problems vs. your business needs Go beyond “this is not possible”, find out how to make it happen Align the Organization through Visual Management and Communication Cascade at each level "what is important?", "Is it OK or NOK?", "What are the main problems?", "How are we improving?" Publish regular information letter Organize regular staff meetings: information / exchanges Development Program (ESA) High Level Requirements Feed-back survey Transparency - Trust & confidence Fulfill explicit and implicit requirements Launch Service Customers Market share Feed-back survey Reliability Payload mass: HLR Timeliness Flexibility vs. launch service Customers needs: mission, spacecraft design, spacecraft availability, .... Future-proof / growth potential • Performance: 2 × 6.5t GTO (A66, bi-Vulcain) • Missions range: ability to perform in-orbit long ballistic phases • Exploitation cost decrease: re-usability (Adeline), new technologies Transparency - Trust & confidence Fulfill explicit and implicit requirements Customer Satisfaction A62 ≤ 70 M€ e.c. 2014 (price 2 nd batch - rank 16 TBC) Non-Recurring Cost inside ESA contract + self-funding Divide current lead time by 2: < 1 year from FM 21 (TBC) Firm commitment by March 2016 (Launcher System PDR / Program Implementation Review) Recurring Cost Non-Recurring Cost Production Lead Time (incl. Procurement) Design a lean launch system Build-in quality: "enlarge the gap between flight success and failure" Make “Lean” our way of doing business Make People Grow Policy Deployment to Align the Organization Strategic objectives “Why” Link to every entity with concrete actions “What” @ program level “How” @ program level

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