breakthrough improvement® in new product development
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2008-07-01
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Breakthrough Improvement® in New Breakthrough Improvement® in New Product Development
MAY 20, 2007
CPPD® Breakthrough Improvement™ in Product and Manufacturing Process Development
Young S WONATES Ltd.
http://www.ates.co.kr
New Product Development Paradigm Shift
DESIGNCreate
EVALUATEAnalyze,OLD
“Design, Analyze, thenCreate
GeometryAnalyze,
Build & TestOLD
Build & Test”
SIMULATEM dif & O ti iNEW
DESIGND fi & C t
“Upfront System E i i
then
© 2008 ATES Co., Ltd.
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Modify & OptimizeValidated BaselineComputer Models
NEW Define & CreateGeo. & Mat’l. thatAchieve Targets
Engineering & Analysis Leads Design”
then
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About ITI
Delivering Engineering performance results for more than 20 years to clients such as:
ITI brings “Best Practice” new product development processes, capabilities and support systems to client development teams – a system approach designated:
Results:Time-to-Market Cut in HalfDevelopment Productivity DoubledProduct and Warranty Cost Cut in Half
Concurrent Product and Manufacturing Process Development … CPPD®
HistoryITI was founded in 1983 by Dr. Jason Lemon. Dr. Lemon also founded Structural Dynamics Research
© 2008 ATES Co., Ltd.
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Product and Warranty Cost Cut in HalfPrototypes Reduced or EliminatedWorld-class Performances AchievedTargets Achieved at ProductionProduct Program ROI Increased 2-3X
yCorporation (SDRC) in 1967 (now UGS), a company that led the way in development methodologies and applications for computer-aided design (CAD), analysis (CAE), test (CAT), and manufacturing (CAM).
Global Presence & Capabilities
ALD/Test Correlation Center•NVH•Structural•Dynamics•Reliability/Durability/Fatigue
Product Data Management Integration Center•PDM to CAE,CAT,CAD•CAE to CAT, CAD•CAT to CAE, CAD
Euro/Asian Automotive Partnership
Europe
CAPP
Japan JV
Cincinnati, OHIO- Headquarters
Japan Distribution
Korea Partnership
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Computational Fluid Dynamics Center•HVAC•Aero•Thermal
Singapore Distribution
Australia Distribution
China Distribution
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A Unique Approach
ITI improves clients’ capabilities while working shoulder to shoulder with clients on active product programs:– Leveraged engineering resources executing program deliverables
Si l hi d hi f li i i d d l– Simultaneous teaching and coaching of client in improved development techniques
ITI divides creation of total CPPD® capability into individual building blocks, put in place at the client via enabler projects.
ITI utilizes and optimizes clients’ in-place software as baseline; makes ITI d l d ft t l il bl if d i d k ith li t t
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ITI-developed software tools available, if desired; works with client to develop new tools and applications where needed.
ITI Core Competence
Competitive Performance Benchmarking/Teardown
Engineering Development Supply Chain Integration
CPPD®Building Blocks
New Product Development Consulting Services Product Data Interoperability
Customer Usage Profiling
Requirements Capture &Target Setting
Systems Engineering & Analysis Leads Design
Multi Generation Technology and Product Planning
CAD/CAE/CAT Data Exchange/Interoperability
CAD/CAE Model Quality/Compare
Systems Engineering Data Management•Team Collaboration
•CAT/CAE Data Integration
D l t P j t T ki /ROI
CAD/PDM/ERP Enterprise Integration
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Product Lifecycle Reliability & Durability
New Product Development ROI Consulting
New Product Development Process Training/Education
Development Project Tracking/ROI Management Metrics
“Linked” Intelligent Master Model
SW-CPPD® Methodology Applied to Embedded Software Development
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QFDcapture™ Software to implement ITI’s Target Setting or QFD process
ROIcapture™ Business analysis tool to determine the cash flow benefits from a given product development i t t t
ITI Software
improvement strategyDEXcenter™ Automated engineering supply chain integration
solutionITI ProjectView™ Suite of tools and technologies to manage early
stage product development data and schedules
CADIQ® CAD model quality and comparison
CADfix® Software for CAD model repair, healing, and t l ti
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translationIGESworks® IGES editing software
PDElib® Software library for developing data exchange translators
RPM 9.0™ Planning & management of Reliability Growth development projects
Product Data Management & Interoperability
ProductionProduction
RaisingtheValue of your
Product Data
RaisingtheValue of your
Product Data
Effective sharing and
re-use of
Product Datathroughout it’s
Effective sharing and
re-use of
Product Datathroughout it’s
DesignDesign
PrototypePrototype
Mfg PilotMfg Pilot
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throughout it s Lifecyclethroughout it s Lifecycle
PlanningPlanning
ConceptConcept
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Results Focused
Product Development Productivity Matrix
ConcurrentProduct and Manufacturing
Process DevelopmentLeadership
CP/PD SupportingProcesses Defined
Advanced Technology & Innovation into CPPDR&D Integrated into CPPD ProcessElectronic Validation of Product & Mfg. Processes
AdvancedCPPD
“Integrated
Target .5
1.0
1.5
2.0
Leadership
Integrated Global Collaborative SystemsKnowledge Based Systems EngineeringData Mgmt., Release & Change ControlEffective Strategic Supplier ProgramsData Quality & Interoperability ProgramsInteractive CostingProactive Quality & Reliability ProcessesMfg. Process SimulationBroad Decision Support Processes
Parallel Development ProcessesIntegrated Project & Product Data MgmtDFA & DFM MethodsEffective CPPD Systems EngineeringEffective Quality & Reliability ProcessesIntegrated Test, Analysis & DesignEffective QFD Target Setting ProcessesCross Functional Development Teams
R&D and CPPDDevelopment”
ProductiveCPPD
“IntegratedGlobalCollaborativeDevelopment”
InitialCPPD
“SimulationDrivenDevelopment”D
igita
l Eng
inee
ring
Dig
ital E
ngin
eerin
g →→
Inno
vativ
e Pr
oces
ses
Inno
vativ
e Pr
oces
ses →→
Several US
M t C i S
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3.0
Effective Project Management
Basic Systems EngineeringProcess Planning & CostComputer Aided EngineeringDOE & SPC Quality ProcessesBasic Reliability ProcessesCAD/CAM SystemsDrawing Release & Change ControlSerial Development ProcessFunctional Organization
ConventionalDevelopment
“Design, Buildand TestDevelopment”
ConventionalEnvironment
EffectiveEnvironment
ProductiveEnvironment
LeanEnvironment
CP/PDSupportingProcessesImplemented
5 to 6 SigmaImplementation LeadersLittle or No WasteSimplified & Streamlined Operations
4 to 5 SigmaOverlap & Rework ReducedEffective Employee Involvement ProgramsCost, Quality & TTM Benefits Achieved
2 to 3 SigmaOverlap & ReworkWarranty IssuesLong Development CyclesCost ProblemsSignificant Waste
3 to 4 SigmaDefined Roles & ResponsibilitiesAnnual Quality Improvement Programs DefinedEfforts to Simplify & Streamline Started
Most Companies in US,Europe &
Asia
Some Japanese
Some Korean
Project by Project Approach
CP/PD SupportingProcesses Defined
ConcurrentProduct and Manufacturing
Process Development“Best Practice”
Leadership
Advanced Technology & Innovation into CPPDR&D Integrated into CPPD ProcessElectronic Validation of Product & Mfg. Processes
Integrated Global Collaborative SystemsKno ledge Based S stems Engineering
AdvancedCPPD“IntegratedR&D and CPPDDevelopment”
Productive
Product Development Productivity Improvement
Industry
Target .5
1.0
1.5
2.0
Time & Cost toDevelop Worldclass Products(Development Productivity)
LeadershipKnowledge Based Systems EngineeringData Mgmt., Release & Change ControlEffective Strategic Supplier ProgramsData Quality & Interoperability ProgramsInteractive CostingProactive Quality & Reliability ProcessesMfg. Process SimulationBroad Decision Support Processes
Parallel Development ProcessesIntegrated Project & Product Data MgmtDFA & DFM MethodsEffective CPPD Systems EngineeringEffective Quality & Reliability ProcessesIntegrated Test, Analysis & DesignEffective QFD Target Setting ProcessesCross Functional Development TeamsEffective Project Management
CPPD“IntegratedGlobalCollaborativeDevelopment”
InitialCPPD“SimulationDrivenDevelopment”
Dev
elop
men
t Effe
ctiv
enes
s
Digital Engineering“Design, Build Analyze, Test
Systems Engineering & Test SupportProcess Planning & CostAdvanced CAEDOE & SPC Quality ProcessesBasic Reliability ProcessesCAD/CAM SystemsD i R l & Ch C t l
Strong Digital Engineering Development
2 to 1Improvement
In TTM &Productivity
Industry TTM Leadership
Objective
2 to
3 S
igm
aD
efin
ed R
oles
&
Res
pons
ibili
ties
Annu
al Q
ualit
y Im
prov
emen
t Pr
ogra
ms
Def
ined
Effo
rts to
Sim
plify
&
Stre
amlin
e St
arte
d
Productive CPPD®Breakthrough Improvement™ Development
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CP/PDSupportingProcessesImplemented
ConventionalEnvironment
EffectiveEnvironment
ProductiveEnvironment
LeanEnvironment
3.0
Basic Systems EngineeringProcess Planning & CostInitial Computer Aided EngineeringDOE & SPC Quality ProcessesBasic Reliability ProcessesCAD/CAM SystemsDrawing Release & Change ControlSerial Development ProcessesFunctional Organization
ConventionalDevelopment“Design, Buildand TestDevelopment”
5 to 6 SigmaImplementation LeadersLittle or No WasteSimplified & Streamlined Operations
2 to 3 SigmaOverlap & ReworkWarranty IssuesLong Development CyclesCost ProblemsSignificant Waste
3 to 4 SigmaDefined Roles & ResponsibilitiesAnnual Quality Improvement Programs DefinedEfforts to Simplify & Streamline Started
4 to 5 Sigma Overlap & Rework ReducedEffective Employee Involvement ProgramsCost, Quality & TTM Benefits Achieved
y ,Development Drawing Release & Change Control
Serial Development ProcessFunctional Organization
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10,000,000
12,000,000
Thou
sand
s
etur
n
Return on Investment Upfront Engineering vs. Conventional Development
Shorter Time to Market & Improved Development Productivity
Increase Return on New Product Development Investments Significantly
0
2,000,000
4,000,000
6,000,000
8,000,000
ive
Cas
h Fl
ow In
vest
men
t / R
e
Paradigm Shift Requires Top Management Support
Adde
d R
etur
n
Breakeven Point Reduced Significantly
© 2008 ATES Co., Ltd.
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-6,000,000
-4,000,000
-2,000,000
Cum
ulat
i
Product Release
Product Release
Upfront Engineering SE/ALD: SimulationDriven Development
Conventional Development
Cost of Engineering Changes
Design Change Cost= ΣN(phase)*C(Phase)
# of Problem Resolution[N(p)]
Digital Engineering
Upfront EngineeringSE/ALD: Simulation Driven Development
3 6 9 10
Design Change Cost
Conventional Design, Build, Test
Design Change Cost
The deployment of engineering IT
corresponds to the environment. For design-build-test focus is on ECO
after design; IT for “Analysis Leads
Design” focuses on the relation of
“cascading” targets to CAE/CAT to
C /
Digital Engineering
Design Change Cost
For most OEM’s the process focuses on activities between
“Conventional” and “Digital” after
detailed design
Die Release
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Resolution Cost per Problem [C(p)] 10 X 100 X 1000 X 10000 X 20000+ X
FullProductionConcept
DesignDetail
DesignProto-typing
Evaluation ProductionRamp-Up
DevelopmentPhase[p]
Development Phase
CAD/PDM
Die and Tooling Design Moved Forward … Because Changes are Minimized after Start of Detail Design
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PlannedReleaseDesign
Build
Traditional “Design/Build/Test” Development EnvironmentLaunch
Minimal
ActualRelease
CompaniesStruggle to
SE/ALD™ Impact on Time to Market & Risk
BuildTest (Development)
DesignBuild
Test (Verification)
SE/ALD
Fully Implemented “Systems Engineering/Analysis Leads Design” Environment
Too MuchDevelopmentOccurs Here
MinimalDevelopmentOccurs Here
Much LowerRisk Exists
Planned& Actual
Meet Market& Business
Requirements
Die Release
Too MuchRisk Exists
Here
“Hit Product”Assured
© 2008 ATES Co., Ltd.
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SE/ALDBuild
Test (Verification)
Some Development,But Focus Is On
Verification
Risk ExistsHere Companies
Lead in TTM& Productivity
& Actual ReleaseMuch More
DevelopmentOccurs Here Die
Release
Time Saved
LG
ITI Clients
IVECO
© 2008 ATES Co., Ltd.
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CPPD® Best Practice New Product Development Processes
CPPD® Breakthrough Improvement™ in Product and Manufacturing Process Development
GE Aircraft Engines
New Development Process &T E i P
Case Study
1) Company
2) P d t Two Engine ProgramsBreakthrough Improvement™ in Time to Market, Cost,World Class Reliability, Emission Levels, Fuel Efficiencyand PerformanceCurrent (Multiple Major Product Development Programs)Subsequent GEAE Business Roll OutCPPD, System Engineering and Analysis Leads Design, Development Hardware Tracking, Assembly Information System
2) Product
3) Purpose
4) Term
5) KeyTool
© 2008 ATES Co., Ltd.
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Time To Market DevelopmentCost
ManufacturingCost
66 month41 month
(38% )
10082
(18% )
10072
(28% )
6) Result
Legend
Befo
re
Afte
r
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ITI Projects in Support of GEAE Thruput™
GE Aircraft Engine Consulting Engagements
Major ITI Projects 2000 2001 2002 2003 2004
9/11
Phase II
Thruput TTM Reduction
Development Hardware Tracking
Fiper Consortium
Variable Stator Vane Problem
Phase I
SE/ALD Solution
GEAE Prime Contractor
ITI Manta Testing Tests
CF 34-10GE 90-115B
■
■
■
■
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Combustor Life Prediction Problem
ROI Pilot
SE/ALD Solution
SE/ALD Solution
ROI
Awaiting ApprovalApproved, Awaiting Funds
■
■
SE/ALDTM Applied to Airframe & Engine Development
IndustryTi t M k tTime to Market
Leader
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Airframe Engine System Engine Subsystems Components
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Commercial New Product Introduction
Developed structure/process in late 80’s for product creation and certification– Definition of teams– Tollgate checklists and reviews– Templates
Market conditions in early 90’s dictated a reduction in engine certification cycle time to be within airframe development window
Task Team put in place to:
© 2008 ATES Co., Ltd.
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p p– Reduce product development cycle time from 58 months to 24 months– Reduce product development risks - Technical, cost, and schedule– Develop robust product development plans/templates
Rapidly Changing Aircraft Requirements
MD-11Engine development could not keep pace with changing aircraft requirements… Serious range shortfall ensued
B777Aircraft growth (A Market B Market Long Range) in 8 yearsThrust growth from 77,000 to 115,000 pounds
… Serious range shortfall ensued
Sonic Cruiser 7E7
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Dynamic mission requirements7E7 requirements still fluid
Regional JetsRapid growth over past 11 yearsStill evolving (50 to 70 to 100 Passengers)Broad Thrust Range (7,000 to 15,000 lb.)
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Engine Design Cycle
Aircraft - 7 Years
Final
Past Industry NPD TTM (early 1990’s)
Engine - 60 Months
Final Requirements
Engine Delivery
Changing aircraft requirements– Forces costly engine redesign and schedule delays
Immature technologies– Technology development concurrent with engine development … surprises
© 2008 ATES Co., Ltd.
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Schedule pressures lead to compromises– Engineering analysis not always completed before drawing release
10+ development engines needed for unexpected “contingencies”– Large capital investment
Manufacturing processes not fully developed– Producibility (yield) issues – Tooling dimensional errors
Engine Design Cycle
Aircraft - 7 Years
Final
Past Industry NPD TTM (early 1990’s)
Aircraft - 5 YearsToday
Engine - 60 Months
Final Requirements
Engine Delivery
© 2008 ATES Co., Ltd.
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Engine - 24 Months
Final Requirements
Engine Delivery
Creating Better Performing, More Reliable Products Faster
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FeasibilityProduct Launch
(Tollgate 6)Certify
(Tollgate 9)
Simplified Product Creation Process
FeasibilityLow Risk24-Month
Certification Cycle
Low Risk24-Month
Certification Cycle
Demonstration
Maturation
Low Risk Product
Introduction Program
Low Risk Product
Introduction Program
© 2008 ATES Co., Ltd.
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Preliminary Requirements
Final Requirements
Product Creation Thruput Strategy
All technologies to be proven prior to launchMust achieve all targets during pre-launch (weight, cost, schedule)Must identify all participants, all suppliers during pre-launch activities y p p pp g pDo not start detail design until ALL requirements are established, technical and programAll hardware for certification program identical.Program to be focused on certificationRisk Management plans to cover key program contingencies
© 2008 ATES Co., Ltd.
Requirements Must be Absolutely Firm Before Deploying Significant Levels of Resources
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Continual Technology Development
3D AerodynamicsNoiseComposite Fan Blades
Low Emissions Combustors
Intelligent EngineControls
© 2008 ATES Co., Ltd.
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Long LifeDisk Alloys
Single Crystal Alloys &Thermal Barrier Coatings
Advanced TurbineCooling Technology
Hot Section Technology
New Product Introduction (NPI) Process
1Generate Product
Idea
2Evaluate Product
Idea
3Agree on Product
Idea
UpfrontUpfrontProductProductPlanningPlanning
4Propose Product
Concepts
5Delineate Product
Concepts
6Freeze Product
Concept
ConceptConceptDevelopmentDevelopment
7Design
8Produce
9Validate
DesignDesignValidationValidation
CertificationCertification
© 2008 ATES Co., Ltd.
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Product Product Product
10Production Ramp Up
ProductionProductionControlControlNPI Tollgate Rigor Surfaces and Anticipates Issues;
Drives Faultless Execution
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The “Master Model” Concept
A Single Representation of the Geometry, Stored Centrally, Under Configuration Control (TeamCenter) Linked Digital Mockup(TeamCenter)
Linked Analysis &Mfg. Context Models• Reduced Cycle Time
C t P d t
1
Linked AnalysisLinked Mfg. Models
Linked Digital Mockup• Maintenance Modeling &
Optimization• Airframe Integration
© 2008 ATES Co., Ltd.
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• Concurrent Product Development
• Fewer Error Opportunities
Linked Results
C (A7)
C
4 4 HOL ES M IN
. 5 2 25 . 00 7 5 T HRU BE4 HOLE S MAX
4 8 HOLE S TOT AL E Q S P
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P ART NE R INTE RF ACES EE NOT E 13
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D. L. FERGUSON 98-04 - 29
07 48 2
EE
E
SEE SHEET 1 FOR APPLI CABLE NOTES
UNIVF
RMT_E
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7)
GE Air cr af t Engi nes Ge n e r a l El e c t r i c Co m p an yCi n c i n n at i , OH US A
GE P ROP RI ETARY I NF ORM ATI ON: S ub j e c t t o r e s t r ic t i o n s o n t h e c o v e r o r f i r s t p a g e .
J
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S I ZE CAGE CODE DW G NO
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SIZE
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ZONE L T R DE S C R I P TI ON
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DAT E AP P ROVE D
TH R U BE.5 1 8 . 0 0 3
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T H I CK N E SS V AR I A TI O N
NO T TO E XC E E D
. 0 0 1 I N A RE A JSE E NO T E 15
P A R TN E R I N T ER F AC E
SE E NO T E 13
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Linked DrawingLinked Fixtures & Tooling
Single Design Representation from which Alternative Viewsand Analyses are Automatically Derived
Manufacturing Modeling & Simulation
ParameterOptimization
Metallurgical
Process Simulation
Tooling
Parametric Blade Model
Geometric Analysis
MetallurgicalModeling
Inspection
Manufacturing Process Knowledge
Design
© 2008 ATES Co., Ltd.
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Model Knowledge
Machining
Integration of Design, Manufacturing and Inspection Processes
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Master Model Benefits: CF34-10 Combustor
Parallel Design ValidationDESIGN REQUIREMENTS• Cycle, Performance, Cost• Engine Flow path
Linked Drawings
Linked Analysis
DESIGN RULESParametric Spreadsheet
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
-2.0 0.0 2.0 4.0 6.0 8.0 10.0X(in)
r (in
)
(1.06,8.10)
(3.41,8.99)
(5.54,8.27)
(4.36,11.02)(9.07,11.42)
Combustor ConfigurationCombustor Volume 0.544Combustor Lc/h 2.000Max passage velocity 145.000OGV Outer (X,r) 0.000 8.192OGV Inner (X,r) 0.000 7.474Turbine vane Outer (X,r) 9.096 12.436Turbine vane Inner (X,r) 9.096 10.400Turbine vane ramp outer 8.659 12.437Turbine vane ramp inner 8.659 10.200Dump length 1.200Dome length 1.349Fuel tip to venturi exit length 0.639DIFFUSER DESIGN INPUTSDiffuser length (Ld/h) 1.530Diffuser inlet pitch angle 11.000Diffuser exit pitch angle 13.000Diffuser exit passage center (target) 1.020 8.064
CoE Developed Rules Drive
© 2008 ATES Co., Ltd.
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Robust Final Design at Less Cost
Linked Mfg
CF34 -10 Combustor Design5X Design Time ImprovementEnabled DFSS EvaluationTotal Savings $90k
The 3D Master Model
Master Model Impact
CF6-80G2 Fan Disk Design
15 Months 8 Months
Analyze CF34-10 HPC Stages 1 and 2 Disks
>2 Weeks <1 Day
CF34-10 Combustor Configuration Iteration
© 2008 ATES Co., Ltd.
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CF34 10 Combustor Configuration Iteration
1 Week <2 Hours
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NPI Topic Summary
NPI is GEAE’s product creation & management methodNPI h fi l tNPI process has five elements:
team structureroles and responsibilities10 tollgatestools and techniquesreview process
Flexible enough to apply to all
© 2008 ATES Co., Ltd.
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projectsEnables teams to successfully complete projects
Fan Flutter Margin
Risk Owner: D. McKaveney /P.A. Pinault Risk ID: S23 Initiated: Updated:
Risk Description:
H
PRO
1 6Risk of Thermal Management System not meeting VFG oil temperature
3/8/02 9/05/03
Contingency Plans Formalized to Mitigate Risk & Delays
Detailed Risk Mitigation Plans
Operability
Ri k O D M K /
1. Conceptual Design Feasibility Study 3/14/022.
Supplier refinements 12/023.
CFDValidation Rig Test 9/034.
Heat Exchanger Component Test 12/035. 6. 7. 8.
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights, CFDValidation Rig, and reverse mode test to plan.
ECDAbatement Steps:
Risk Abatement Plan:
CONSEQUENCE
LMHB
ABILITY
Low Med. High
Proceeding as originally plannedProceeding to recovery planNo concerns
Potential program impactWatch item
No recovery planProgram impactedRecovery plan not implemented
1-6
7, 8
9, 10
FETT FAR33Start PD FAR25
HStart DD
L
M
1
2003 200420022001 20062005
2
56
HML
g y g prequirements.
(1) Conceptual Design TMS modeling, CFD and packaging efforts usingDigital Mock-up have been escalated to confirm feasibility. (2) Sizing refinements by suppliers during PD (3) optional AOC exit nozzle heights (4) component and engine testing (5) CFD model validation (6)Backup for Rev
First Engine Test DataEng. 4 test with loaded VFG
78
4/046/04
First Reverse Mode DataFTB Data
7/0411/04
9
10
AOC & Duct Space Allocated in DMU 8/07/02
Final Component Heat Loads / Flows 1/03
9. 10.
3/4
1. Conceptual Design Feasibility Study 3/14/022.
Supplier refinements 12/023.
CFDValidation Rig Test 9/034.
Heat Exchanger Component Test 12/035. 6. 7. 8.
Risk Owner: D. McKaveney /P.A. Pinault
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights CFD
Risk ID: S23 Initiated: Updated:
ECDAbatement Steps:
Risk Description:
Risk Abatement Plan:
CONSEQUENCE
LMH
PROBABILITY
Low Med. High
1-6
7, 8
9, 10
FETT FAR33Start PD FAR25
HStart DD
L
M
1
2003 200420022001 20062005
2
56
HML
Risk of Thermal Management System not meeting VFG oil temperature requirements.
(1) Conceptual Design TMS modeling, CFD and packaging efforts usingDigital Mock-up have been escalated to confirm feasibility. (2) Sizing refinements by suppliers during PD (3) optional AOC exit nozzle heights (4) component and engine testing (5) CFD model validation (6)Backup for Rev
First Engine Test DataEng. 4 test with loaded VFG
78
4/046/04
3/8/02
First Reverse Mode DataFTB Data
7/0411/04
9
10
9/05/03
AOC & Duct Space Allocated in DMU 8/07/02
Final Component Heat Loads / Flows 1/03
9. 10.
3/4
EGT Margin
1. Conceptual Design Feasibility Study 3/14/022.
Supplier refinements 12/023.
CFDValidation Rig Test 9/034.
Heat Exchanger Component Test 12/035. 6. 7. 8
Risk Owner: D. McKaveney /P.A. Pinault Risk ID: S23 Initiated: Updated:
ECDAbatement Steps:
Risk Description:
Risk Abatement Plan:
CONSEQUENCE
LMH
PROBABILITY
Low Med. High
1-6
7, 8
9, 10
FETT FAR33Start PD FAR25
HStart DD
M
1
2003 200420022001 20062005
2
56
HML
Risk of Thermal Management System not meeting VFG oil temperature requirements.
(1) Conceptual Design TMS modeling, CFD and packaging efforts usingDigital Mock-up have been escalated to confirm feasibility. (2) Sizing refinements by suppliers during PD (3) optional AOC exit nozzle heights (4) component and engine testing (5) CFD model validation (6)Backup for Rev
First Engine Test Data 78
4/04
3/8/02 9/05/03
AOC & Duct Space Allocated in DMU 8/07/02
Final Component Heat Loads / Flows 1/033/4
Installed Performance
1. Conceptual Design Feasibility Study 3/14/022.
Supplier refinements 12/023.
Risk Owner: D. McKaveney /P.A. Pinault Risk ID: S23 Initiated: Updated:
ECDAbatement Steps:
Risk Description:
Risk Abatement Plan:
CONSEQUENCE
LMH
PROBABILITY
Low Med. High
1-6
7, 8
9, 10
FETT FAR33Start PD FAR25
HStart DD
M
1
2003 200420022001 20062005
2
HML
Risk of Thermal Management System not meeting VFG oil temperature requirements.
(1) Conceptual Design TMS modeling, CFD and packaging efforts usingDigital Mock-up have been escalated to confirm feasibility. (2) Sizing refinements by suppliers during PD (3) optional AOC exit nozzle heights (4) component and engine testing (5) CFD model validation (6)Backup for Rev
3/8/02 9/05/03
AOC & Duct Space Allocated in DMU 8/07/023/4
Noise
Risk Owner: D. McKaveney /P.A. Pinault Risk ID: S23 Initiated: Updated:
Risk Description:
Risk Abatement Plan:
CONSEQUENCE
LMH
PROBABILITY
Low Med. High
1-6
7, 8
9, 10
HML
Risk of Thermal Management System not meeting VFG oil temperature requirements.
(1) Conceptual Design TMS modeling, CFD and packaging efforts usingDigital Mock-up have been escalated to confirm feasibility. (2) Sizing refinements by suppliers during PD (3) optional AOC exit nozzle heights (4) component and engine testing (5) CFD model validation (6)Backup for Rev
3/8/02 9/05/03Thermal Management System
Risk Owner: D. McKaveney /P.A. Pinault Risk ID: S23 Initiated: Updated:
Risk Description:
Risk Abatement Plan:LMH
PROBABILITY
1-6
7, 8
9, 10
HML
Risk of Thermal Management System not meeting VFG oil temperature requirements.
3/8/02 9/05/03
© 2008 ATES Co., Ltd.
32
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights, CFDValidation Rig, and reverse mode test to plan.
Proceeding as originally plannedProceeding to recovery planNo concerns
Potential program impactWatch item
No recovery planProgram impactedRecovery plan not implemented
8.
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights, CFDValidation Rig, and reverse mode test to plan.
Proceeding as originally plannedProceeding to recovery planNo concerns
Potential program impactWatch item
No recovery planProgram impactedRecovery plan not implemented
L
Eng. 4 test with loaded VFG 86/04First Reverse Mode DataFTB Data
7/0411/04
9
109.
10. CFDValidation Rig Test 9/03
4.
Heat Exchanger Component Test 12/035. 6. 7. 8.
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights, CFDValidation Rig, and reverse mode test to plan.
Proceeding as originally plannedProceeding to recovery planNo concerns
Potential program impactWatch item
No recovery planProgram impactedRecovery plan not implemented
L
M
56
First Engine Test DataEng. 4 test with loaded VFG
78
4/046/04
First Reverse Mode DataFTB Data
7/0411/04
9
10
Final Component Heat Loads / Flows 1/03
9. 10.
3/4
1. Conceptual Design Feasibility Study 3/14/022.
Supplier refinements 12/023.
CFDValidation Rig Test 9/034.
Heat Exchanger Component Test 12/035. 6. 7. 8.
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights, CFDValidation Rig, and reverse mode test to plan.
ECDAbatement Steps:
Proceeding as originally plannedProceeding to recovery planNo concerns
Potential program impactWatch item
No recovery planProgram impactedRecovery plan not implemented
FETT FAR33Start PD FAR25
HStart DD
L
M
1
2003 200420022001 20062005
2
56
First Engine Test DataEng. 4 test with loaded VFG
78
4/046/04
First Reverse Mode DataFTB Data
7/0411/04
9
10
AOC & Duct Space Allocated in DMU 8/07/02
Final Component Heat Loads / Flows 1/03
9. 10.
3/4
1. Conceptual Design Feasibility Study 3/14/022.
Supplier refinements 12/023.
CFDValidation Rig Test 9/034.
Heat Exchanger Component Test 12/035. 6. 7. 8.
Risk Status: Comments and Discussion: Added optional AOC exit nozzle heights, CFDValidation Rig, and reverse mode test to plan.
ECDAbatement Steps:
Risk Abatement Plan:
CONSEQUENCE
Low Med. High
Proceeding as originally plannedProceeding to recovery planNo concerns
Potential program impactWatch item
No recovery planProgram impactedRecovery plan not implemented
FETT FAR33Start PD FAR25
HStart DD
L
M
1
2003 200420022001 20062005
2
56
HML(1) Conceptual Design TMS modeling, CFD and packaging efforts usingDigital Mock-up have been escalated to confirm feasibility. (2) Sizing refinements by suppliers during PD (3) optional AOC exit nozzle heights (4) component and engine testing (5) CFD model validation (6)Backup for Rev
First Engine Test DataEng. 4 test with loaded VFG
78
4/046/04
First Reverse Mode DataFTB Data
7/0411/04
9
10
AOC & Duct Space Allocated in DMU 8/07/02
Final Component Heat Loads / Flows 1/03
9. 10.
3/4
2008-07-01
17
24 Month Thruput Team: Accomplishments
Engine Development/Certification Cycle shortened from 58 to 24 monthsDrive structure into the programsReduced number of engines in certification program from 10 to 6Reduced number of engines in certification program from 10 to 6Identified timing of key program milestonesDefined key information exchangesCreated program and technical scorecardsEstablished hardware plan for all development, flight test and productionenginesStandardized the engine test planDefined Certification report standards
© 2008 ATES Co., Ltd.
33Developing a Culture as Well as a Template of
how to Conduct Business in the Future
Defined Certification report standardsEstablished Certification report submittal schedule that maintains levelloading through certification programDeveloped templates for all CoE/component activitiesDeveloped Best Practices for all program elements
L h
Cycle Time, Months
1990 60 Months
Outstanding Reduction in Cycle Time
18 Months
Keys to SuccessStrict adherence to Tollgate ProcessTechnology maturation by product launch
LaunchDate
EngineCertification
1998 Process Focus 24 Months
2004 Improved 3D Modeling Tools
© 2008 ATES Co., Ltd.
34
gy y pDesign optimization toolsIntegration of Revenue Sharing PartnersIntegration of hardware into production shop cycles
Entry Into Service with Better Technology, Better Matched to Customer Needs
2008-07-01
18
All Technologies to be proven prior to launch All hardware for certification program identical. Only changes allowedare to fix certification problems. All product improvements to be scheduled for introduction at an agreed upgrade to block introduction point post
Product Creation Thruput Strategy “Best Practices”
for introduction at an agreed upgrade to block introduction point post certificationDo no start detail design until ALL requirements are established, i.e., technical and programDo not use interim design configurations during certification program During pre-detail design must achieve all targets, i.e., weight, cost, schedule During pre-detail design activities must identify all partners, all suppliers Certification program to be focused on certification, not development Pre detail design activities are the most important part of program to assure
© 2008 ATES Co., Ltd.
Pre-detail design activities are the most important part of program to assure actual program runs smoothlyProgram planning using critical path schedules required Minimize FETT instrumentation
Thank you
CPPD® Breakthrough Improvement™ in Product and Manufacturing Process Development
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