copyright © 2005 boeing. all rights reserved. 1 application of lean+ in systems engineering midwest...
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1 Copyright © 2005 Boeing. All rights reserved.
Application of Lean+ in Systems Engineering
Midwest Gateway Chapter of INCOSE 10 July 2007Saint Louis, MO
Application of Lean+ in Systems Engineering
Midwest Gateway Chapter of INCOSE 10 July 2007Saint Louis, MO
Presented by Randolph Tarin with major input from Marlo Stebner and Benny Leppert
2 Copyright © 2007 Boeing. All rights reserved.
A Modern Inter-Related HistoryA Modern Inter-Related History18
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Lean
Systems Engineering
Value Analysis / Value Engineering
Interchangeable parts
Drawing conventions
Time Study & Work Standards
Modern Machine Tool Development
Assembly Lines
SPCTQM
Just-In-TimeToyota Production System Lean
Manufacturing
British Multi-disciplined Team Formed (1937) to Analyze Air Defense System
USAF published Systems Engineering Handbook 375-5 [1966]
USAF founded RAND Corp (1946) and created systems analysis
NASA publishes Systems Engineering Handbook [1995]
1948 Engineering Council of the General Electric Co. established a Value Analysis unit to make the VA system and techniques available to the whole company. They appointed L.D. Miles to head the new unit.
Value (to the customer) =
Cust Needs / Price Paid
Or
Worth / Cost
Or
Function / Cost
OMB Circular A-131 requires all Federal Departments and Agencies use VE
3 Copyright © 2007 Boeing. All rights reserved.
Worth is a Customer Perception
• Cost value - the summation of the labor, material, overhead, and all other elements of cost required to produce an item or provide a service compared to a base.
• Use value - the properties and qualities, which accomplish a use, work, or service, compared to a base. The use value is equal to the value of the functions performed.
• Esteem value - the properties, features, or attractiveness, which create the desire to possess the article but are not necessarily required so far as functional performance is concerned.
• Exchange value- the properties or qualities, which will remain attractive enough to other people to permit, market resale in the future.
VALUE =(To the Customer)
WORTH
COST
Customer Determines ValueCustomer Determines Value
4 Copyright © 2007 Boeing. All rights reserved.
Systems Engineering in the System Life Cycle “The Wall Chart”Systems Engineering in the System Life Cycle “The Wall Chart”
5 Copyright © 2007 Boeing. All rights reserved.
VALIDA-TION
System
FirmConcept
FAST
LeanDesign
TradeStudiesTeaming
ReqmentsCapture
VALIDA-TION
System
FirmConfig.
ReqmentsCapture
3P
TradeStudiesTeaming
LeanDesign
VALIDA-TION
System
DesignRelease
ReqmentsCapture
3P
TradeStudiesTeaming
LeanDesign
VALIDA-TION
System
Service
TOC
3P
VECPValue
Stream
AIW
In ServiceInstallationAssemblyParts / DetailsSub-Systems/BoxMajor Sub-SystemsSystem
ConceptDevelopment
Joint Definition Test ProductionDetail
Definition Build
VALIDA-TION
System
PartBuild
TOC
3P
FlowAnalysisValue
Stream
AIW
Make to Use No Waste
Defects areNot Made,Passed orAccepted
PeopleLink theSystem
Does your product have an improvement strategy?
Lean+ and Systems EngineeringLean+ and Systems Engineering
6 Copyright © 2007 Boeing. All rights reserved.
1) TeamBuilding
• Paradigm shifting• Identify stakeholders/team• Framing• Shared vision
2) Value Management
• Create a functional map of the intended design • Establish high level design goals• Establish weighted attributes to guide evaluation of competing concepts• Identify potential trade studies and areas of focus for DFMA
3) SystemsEngineering
• Merge FAST model with system functional architecture in requirements tool
• Establish functional and performance requirements • Map requirements to functions
4) DFMA
• High level build simulation of baseline design• Apply Design for Manufacturing & Assembly
principles to develop better designs in terms of cost, performance, and quality
Some Example Considerations for Applying Lean+ Into Systems EngineeringSome Example Considerations for Applying Lean+ Into Systems Engineering
7 Copyright © 2007 Boeing. All rights reserved.
Teaming RecipeTeaming Recipe
• Start off with some basic engineering stock
• Add marketing and finance • Spice up your team with mechanics
and suppliers• Add one executive for credibility • Add a pinch of service• If you like it hot, go crazy and add
customers• Stir constantly with an outsider
until doneA word of caution: the only thing that will spoil the brew is internal politics.
8 Copyright © 2007 Boeing. All rights reserved.
Team Work Brings PowerTeam Work Brings Power
9 Copyright © 2007 Boeing. All rights reserved.
Configuration Design Analyze Build Plan Schedule Build
Traditional Product Cycle
Rework Rework Rework Rework Rework
Concurrent Engineering Product Cycle
TEAM
Configuration Design / Analyze / Build Plan / Schedule Build
Savings
Teaming Compared to Traditional ApproachTeaming Compared to Traditional Approach
10 Copyright © 2007 Boeing. All rights reserved.
WEIGHTED ATTRIBUTES Percent
Weighting
B C D E F G H I J Attribute Score Factor
A a1 a1 d2 a2 f2 a3 fstner count 7 19.4
B b2 b1 b1 f1 b2 total operations 6 16.7
C d2 e2 f2 c2 total parts 2 5.6
D d2 f1 d1 holes 7 19.4
E f1 e2 adjusting 4 11.1
F f3 instl time 10 27.8
G bends
H
I
J TOTAL 36 100
FACTOR
1 - Low2 - Medium3 - High
Attribute 1 2 3 4 5 6 7 8 9 10
Fstnr count 2000 1800 1600 1400 1200 1000 800 600 400 200
total operations 12000 11000 10000 9000 8000 7000 6000 5000 4000 3000
Total parts 500 450 400 350 300 250 200 150 100 50
Holes 4000 3700 3400 3100 2800 2500 2200 1900 1600 1300
Adjusting 20 hrs 18 hrs 16 hrs 14 hrs 12 hrs 10 hrs 8 hrs 6 hrs 4 hrs 2 hrs
Instl time 1200 hrs 1100 hrs 1000 hrs 900 hrs 800 hrs 700 hrs 600 hrs 500 hrs 400 hrs 300 hrs
Goals and Targets
Producibility Profile
Score: 186Target: 500
ATTRIBUTE Fst Count Total ops Parts Holes Adjusting Inst time TotalWEIGHTING FACTOR 19.4 16.7 5.6 19.4 11.1 27.8 100AVAILABLE POINTS 194 167 56 194 111 278 1000YOUR SCORE (1-10) 1 1 2 4 3 1YOUR SCORE (Weighted) 19.4 16.7 11.2 77.6 33.3 27.8 186
FastenerCount
TotalOperations
TotalParts
HoleCount
Adjusting
InstallationTime
186
Target
500
Program
LCPTs
337
340 197365432 351
240
112
186
227
N/A
202 388
214
225
440
449
288
504
295
331
173
222
387
435
414
633
395
498
447
420
198
Commodities
= average of LCPT scores
= average of commodity scores
= average of scores within groups
100
200
300
400
500
600
700
800900
1000
Target
Time
ProblemsSolved
ConceptDevelopment
Phase
JointDefinition
Phase
DetailDefinition
Phase
Para
digm
Pion
eer
Team Building
Producibility AttributesPersonal Accountability
Share the Vision
Targets & GoalsThinking Differently
Paradigm Pioneering
Identify Required AttributesIdentify Required Attributes
Time
11 Copyright © 2007 Boeing. All rights reserved.
Requirements Analysis
Functional Analysis/Allocation
Design Synthesis
Requirements Loop
Design Loop
Verification
FAST ModelsFunctional Architecture
(System Requirements Model e.g. SLATE)
Functional Architecture
Data Flow Diagrams
Airplane function decomposition
Allocation of functions & rqmts to “systems”
Autopilot Systemdecomp
Hydraulic Systemdecomp
Wing Structuredecomp
Requirements set for each function:• Performance• Reliability• Safety• Cost• Etc.
Airplane/VehicleRequirements set for each function:• Performance• Reliability• Safety• Cost• Etc.
Functional Analysis
Architecture ValidationCapturing Requirements
Building Architectures
Decomposition
Identifying Gaps
Solution Space
Identify Required Functionality and RequirementsIdentify Required Functionality and Requirements
12 Copyright © 2007 Boeing. All rights reserved.
Attribute Grading
Design ConceptsSelection Criteria 1 2 3 4 5 6 7 8 9 10 11
Improve Load Path S S S S | S S S - - -Reduce Hardware Cost - + - S | - - + S + SReduce Variability - S - - | + S - - S S737/757 Commonalty + + + S D - - + S - -Overall Technical Risk S + S - A S S + - - -Reduce Weight + + S S T - - + - S SMinimize Part Count + + + S U + - + + + +Improve Support Access- S S + M S S S - + +Reduce Instl Time - S S S | S - S S + -Reduce Noise, Rattling S S - - | S S S S - -Simplify Tooling - S S S | S S S S + STotals +'s 3 5 2 1 | 2 0 5 1 5 2Totals -'s 5 0 3 3 | 3 5 1 5 4 5Total Score -2 5 -1 -2 | -1 -5 4 -4 1 -3(+) Better than, (-) Worse than, (S) Same as DATUM
Design ConceptsSelection Criteria 1 2 3 4 5 6 7 8 9 10 11
Improve Load Path S S S S | S S S - - -Reduce Hardware Cost - + - S | - - + S + SReduce Variability - S - - | + S - - S S737/757 Commonalty + + + S D - - + S - -Overall Technical Risk S + S - A S S + - - -Reduce Weight + + S S T - - + - S SMinimize Part Count + + + S U + - + + + +Improve Support Access- S S + M S S S - + +Reduce Instl Time - S S S | S - S S + -Reduce Noise, Rattling S S - - | S S S S - -Simplify Tooling - S S S | S S S S + STotals +'s 3 5 2 1 | 2 0 5 1 5 2Totals -'s 5 0 3 3 | 3 5 1 5 4 5Total Score -2 5 -1 -2 | -1 -5 4 -4 1 -3(+) Better than, (-) Worse than, (S) Same as DATUM
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
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Group 1 Group 2 Group 3
Generate Ideas
Down Select Combine & Select
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f gW r i t t e n D e s c r i p t i o n :
A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
W r i t t e n D e s c r i p t i o n :A s d k s a a s d ; s a d l k ‘ a s d l k sA s d f j i e i r w f s a d f l d s a d fR e w q h j f g
1
SnapTogether
2
ClampPart
5
BlindRivet
4
PowerScrew
7
ManualScrew
5
SpreadGlue
3
PressTogether
15
BuckedRivet
15
DrillHole
8
ReamHole
FASTENING
X2
X2
X2
X2
?
?
4 5 30 3 8 3
4 5 33 8 30
4 5 3 3153 4 11 2 30
DFMA Training
Process Mapping
Prototyping
Lean DesignLean Design
13 Copyright © 2007 Boeing. All rights reserved.
3P Process Evaluation Checklist
Process: ________________________________ Vote each proposal one at a time based upon its own merit. Do not evaluate proposals against each other. Everyone votes 1 - 5. Do not use zero. Do not average. The most repeated score should be recorded.
Proposals
Evaluation Criteria 1 2 3 4 5 6 7
1 Ability to Meet Takt Time
2 Creates One-Piece-Flow
3 Minimum Standard Work In Process (SWIP)
4 Minimum Operator Involvement (Hands-free Operations)
5 Poke-Yoke Built In
6 100% Gauging or Check Fixtures
7 Process Capable of Quality Products
8 Minimal Capital Required
9 Low Tooling Costs
10 Low Changeover/Set-Up Times
11 Known or Existing Process
12 Known Technology to Boeing
13 Low Level of Tool Maintenance
14 Minimal Development Time is required
15 Maintenance free Equipment or Easy/Fast Autonomous Maintenance
16 Standard Equipment is Used
17 Utilizes Right-Sized, Process Capable Equipment
18 High Level of Value-Adding Operations
19 Ergonomics and Safety Issues Addressed
20 Level of Jidoka Achieved (Autonomation)
21 Fits the CHAKU-CHAKU concept
22 Creates a Competitive or Technological Advantage
23 Space Utilization. Townhouse design
24 Mobility: On wheels, no roots or vines
25 Simple as Possible
Total:
Rating: 5 = Excellent; 4 = Above Average; 3 = Average; 2 = Below Average; 1 = Poor;
Process at a Glance
Brainstorming
Evaluation Moonshine
3P Training
Fishbone Diagrams
Simulations
Production Preparation ProcessProduction Preparation Process
14 Copyright © 2007 Boeing. All rights reserved.
Integration Point: Value and Waste Integration Point: Value and Waste
VE = Only Value Lean = No Waste
e.g., Function Analysis
Systems Technique(FAST)
e.g., Value Stream/Value Chain
Mapping
Doing Things Rightis the main focus of Lean and Six Sigma
(Process Improvement)(Customer Satisfaction)
Doing The Right Thingis the main focus ofValue Engineering
(Function/Cost balance)(Customer Perceived Value)
Source of information is BCA SE website
Both Are Requiredto increase Boeing profit
15 Copyright © 2007 Boeing. All rights reserved.
Cost of Quality: Pay Me Now Or Pay Me LaterCost of Quality: Pay Me Now Or Pay Me Later
The Defense Acquisition University (DAU) SYS201A course asks students to, “Choose the best breakdown of costs for achieving quality from the following pie charts.
A B CPrevention 20% 25% 50%Correcting Failure 47% 25% 15%Appraisal 33% 50% 35% Prevention, 50%
Correcting Failure, 15%
Appraisal, 35%
The answer given was, “Ideally prevention should be 50%, appraisal should be 35% and correction of failure should be only 15% of the cost of achieving quality.”
Quantifying the cost of quality for the systems engineering efforts into these three buckets to evaluate the cost of quality for systems engineering. It may be helpful to publicize best practice (Ideals) SE percentages for each bucket for various program types.
16 Copyright © 2007 Boeing. All rights reserved.
Divergent Convergent Divergent Convergent Divergent Convergent
Divergent ConvergentDivergent Convergent Divergent Convergent
TOOL KIT
REQUIREMENTS/OBJECTIVES (VE)
LEAN DESIGN(DFMA)
PRODUCTIONPREPARATION
(3P)
Function Brainstorming
Attributes Mining
Requirements mining
Configuration Analysis
Customer Surveys
Requirements Brainstorming
Shop / Customer Tours
Functional Mapping
Requirements Mapping
Dimensioning the Model
Paired Comparison
Consensus
Goal Setting
Scope and Boundaries
Constraints Identification
Report Out
Process Mapping
Map Grading
Benchmarking
Lessoned Learned
Nature
Defect Reports
Key Technology Reviews
Brainstorming
Idea Sheets
Shop / Customer Tours
Multi Voting
GFI Voting
Attributes Evaluation
Categorizing
Concept Building
Mapping Evaluation
Concept Prototyping
Report Out
Value Stream Process Walking
Fishbone Mapping
Benchmarking
Seven Ways
Seven Designs
Physical Prototyping
Brainstorming
Shop / Customer Tours
Evaluation
Down Selecting
Process at a Glance
Try Storming
Voting
Physical Prototyping
Moonshine
Validation
Simulation
Report Out
Formal Release
TRIAL
Lean Design meets customer
needs by providing the best value solution for the entire value
stream
Lean Design meets customer
needs by providing the best value solution for the entire value
stream
Lean Design/Build RoadmapLean Design/Build Roadmap
17 Copyright © 2007 Boeing. All rights reserved.
Additional ResourcesAdditional Resources
• Boeing Enterprise-Wide Value Methodology Home Page http://vm.web.boeing.com/index.htm
• Lawrence D. Miles Value Engineering Reference Center http://wendt.library.wisc.edu/miles/index.html
• Value Engineering Handbook http://rtoc.ida.org/ve/documents/IDAPaperP-4114.pdf
• SAVE International http://www.value-eng.org/
• Defense Acquisition Guidebook http://www.acq.osd.mil/se/publications.htm
• DAU Hot Topics Forum, July 12, 2006 https://acc.dau.mil/CommunityBrowser.aspx?id=105657
• Defense Acquisition University (DAU) Continuous Education website
https://learn.dau.mil/html/clc/Clc.jsp "CLE001 Value Engineering"
• DoD Value Engineering Website http://rtoc.ida.org/ve/ve.html
• FAST Description - Department of Energy's (DOE) Scientific and Technical
Information. http://www.osti.gov/bridge/servlets/purl/8929-OkjsUp/native/8929.PDF
• Integrated Defense Acquisition, Technology, & Logistics Life Cycle
Management Framework IDAT&LLCMgt Framework
Copyright © 2007 Boeing. All rights reserved.
backup
Copyright © 2007 Boeing. All rights reserved.
The Basic FAST ModelThe Basic FAST Model
Copyright © 2007 Boeing. All rights reserved.
BASIC FUNCTIONS010000 Receive Utilities 011000 Receive Power 012000 Receive Water020000 Enclose Space 021000 Allow Access/Ext 022000 Establish Boundaries030000 Contain Atmosphere 031000 Maintain Pressure 032000 Furnish Oxygen 033000 Furnish Buffer040000 Contain Environment 041000 Remove Contaminants 041100 Collect Waste 041200 Remove Waste 042000 Shield Radiation 043000 Resist Contaminants 044000 Heat/Cool Space050000 Control Environment 051000 Aid Rest 052000 Supply Water 053000 Supply Food
SUPPORTING FUNCTIONS060000 Assure Convenience 061000 Stores Equipment 062000 Facilitate Service 062100 Facilitate Fabrication 062200 Facilitate Repair
063000 Facilitate Eating 064000 Segregate 065000 Instruct User070000 Assure Dependability 071000 Isolate Catastrophe 072000 Maintain Task 072100 Resist Deformation 072200 Resist Corrosion 072300 Minimize Breakdowns
073000 Protect Surroundings080000 Satisfy User 081000 Minimize Disorder 081100 Maintain Health 081200 Allow Recreation 081300 Furnish Solitude
082000 Optimize Payload 082100 Minimize Space 082200 Minimize Weight 082300 Minimize Materials
083000 Cooks Food 084000 Refrigerate food090000 Attract User 091000 Add Color 092000 Project Substance 093000 Decorate interior
FAST Diagram for:SUPPORT LIFE “MARS HABITAT”
An ExampleAn Example
Copyright © 2007 Boeing. All rights reserved.
FAST Diagram for: SUPPORT LIFE “MARS HABITAT”
Support Life
An Example continuedAn Example continued