project management4

8/12/2019 Project Management4

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My Background

B.S. Industrial Engineering degree from Virginia Tech &

Co-Op student (7 work quarters) (Reynolds Aluminum Co.Richmond, Virginia)

Worked 5 years as an Area Industrial Engineer (Reynolds Aluminum Co.Listerhill, Alabama)

Worked 10 years as a Management Consultant (A.T. Kearney Inc. & Arthur Young Intl.Chicago, San Francisco

& Vancouver - worked in 22 states & Canada)

Worked last 21 years as an IE - Process Improvement

Engineer

(Boeing - Everett site: 747, 767, 777, & 787 airplanescurrentlyon 747-8 program, some projects coaching & mentoring)

Volunteer activities with IIE (nationally & locally)

& PSEC (Puget Sound Engineering Council)


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Presentation Outline

Pictures of Boeing products &747 Freighter Assembly

Types & Structure of IE Projects

Five Project Stages Some Project Dangers

Project Management Tips

An Example Project Q&A


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Commercial Airplanes


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Military


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Space


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Commercial Airplanes - Military Aircraft & Missiles - Space & Communications - Air Traffic

Management - Boeing Capital Corporation - Shared Services Group - Phantom Works


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747 Final Assembly

at Everett, Washington


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747 Freighter


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Aluminum & Steel

Materials Testing

Ceramics

Electronics Assembly Aerospace & Airplanes

Plastics & forming

Shipbuilding

Entertainment Military

Construction

Applied Research

Industries of IE Projects

Forestry & Logging

Mining

Healthcare

Banking State & Federal

Government

Transportation

Oil & Gas Utilities

Insurance

Consulting


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Types of IE Projects

Process improvement

Problem resolution

Elimination of rework

Cost analysis

Facility layout

Equipment justification

Stand alone benchmarking

Systems integration


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Costing

Transportation

Material

Project Management

Production Control

Product Engineering

Facilities

Training

Factory Operations

- Layout Design

- Process Flow Analysis

- Comparison of Alternatives

- Cost & Savings Estimating

- Logistics Planning

- Material Handling

- Alternative Methods

- Chronic Rework

- Supplier Quality

Quality

- Training Presentations

- Course Scheduling

- Supplier On-Site Visits

- Supply Chain Management

- Parts Storage & Movement

- Project Planning

- Project Scheduling

- Projects Coaching

- Risk Assessment

Industrial Engineering

Functional Work Areas

- Production Scheduling

- Lean Manufacturing

- Systems Integration

Tooling

- Machine Capacity

- Tool Usage

- Tool Certifications

- Integrated Product Teams

- Product Development

- Product Costing

- Product Mix Analysis

- Forecasting

Safety

- Safety Investigations

- Ergonomic Evaluations


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Logical Progression of a Project

Implementation

Plan

Initial Findings

Areas of Detail

Objectives

Cost Analysis of Alternatives

RecommendationsSummary

Report &

Presentation


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Start-up

Activities

Five Project Stages

Process

Documentation &

Measurement

Develop & Evaluate

Solutions

Conclusions &

Recommendations

Implementation

Follow-up

1

2

5

3

4


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3/23/2014

Start-up

Activities

Five Project Stages

Process

Documentation &

Measurement

Develop & Evaluate

Solutions

Conclusions &

Recommendations

Implementation

Follow-up

1

2

5

3

4

Project Prof i le & Schedule,

Feasib i l i ty Examinat ion

Histor ical Data, Observations , Flow

Diagrams , Cause/Effect, Benc hmarking

Preliminary Solut ions,

Evaluat ion of Findings

Final

Presentat ion

New Plan

Legend:

Outputs from each stage


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Five Project Stages

1. Project Start-up Activities Project is authorized and assigned

Initial meetings with the projects customer

Project Team is formed

Initial understanding about project A feasibility study may be required before

proceeding too far

Project Profile is prepared & reviewed with the

projects customer

Project Schedule is prepared & reviewed withthe projects customer


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Five Project Stages (continued)

2. Process Documentation & Measurement

Process flow charts are prepared, if applicable

Historical data is obtained & analyzed

New data is obtained & analyzed (e.g. Time

Studies, direct observations) Direct observations of current conditions

Digital pictures of current conditions

Interviewing for Information

Cause and effect diagrams, etc. Possible Benchmarking tours


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4. Prepare Conclusions & Recommendations

Conclusions are documented and investigated

Final recommendations are documented

Final presentations are prepared, reviewed & given



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5. Implementation & Follow-up

Implementation items are planned and

assisted

Follow-up is done as necessary A large scale implementation may become a

new project



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Some Project Dangers

Vague commitment from customer

Poor project description

Undefined or unclear objective

Unrealistic scope

Unrealistic deliverables

Poorly defined tasks

Too tight a schedule

Multiple customers not in agreement

No safety margin for late tasks

Key team members not available


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Some Project Dangers (continued)

Poor communication with customer

Poor data storage & sharing of files

Late outside data sources

Sub standard quality of data being used

Bad team dynamics

Non action-oriented report (or finalpresentation)

Overlap with other project teams

Legal issues


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Project Management Tips

Project Profile & Scope Develop a good Project Profile with a descriptive

objective

Develop a realistic project Scope (the projects

boundaries)

Develop a logical Statement of Work / Schedule

Limit the simultaneous work you show in your

project Schedule, if a small Team

Show the entire project in the Project Schedule to

complete all Deliverables Continually compare new action items against the

original Scope & Deliverables

Keep track of the Estimated Completion Date

(ECD) - adjust to complete on time, if possible


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3/23/2014

Project Profile

Project Profile

Project #: PE- 0410 Analyst: Steve Snelling

Assignment Title: 747 T.O.C./Critical Chain Pilot Area

Customers: Final Assembly General SupervisorA/C Bay Supervisor

Date Assigned: 4/1/2004 ECD: 12/10/2004

Description:To determine if a pilot area for T.O.C. (Critical Chain) is viable for an area in FBJsystems. Then set up and run the pilot area for several airplanes.

Scope:FBJ Air Conditioning Installation area (~110 jobs).

Expected Benefits:Determine potential savings by using alternate scheduling methods.

Determine if feasible. If there are measurable savings by this approach.

Statement of Work:Develop a project plan and scheduleLearn from F-22 usage and 777 S&I pilot areaDefine the true Critical Chain (note: differs from the Critical Path, and also more

detailed than current P-nets), including revised job times and buffersInvestigate software options

Get IE Resource CommitmentPrepare report on turning on the pilotDecide to go or no-goStart up the pilot area

Deliverables:Detailed precedence networksCalculated (or estimated Project Buffer and Feeder Buffers)A detailed Critical Chain network that represents the entire pilot area (all skills)Sample management reports & tracking chartsA recommendation to proceed or not to proceed with turning on the pilotA recommendation after running the pilot, to expand or not to expand it to othersystems areas in Final Assembly

Schedule: (see attached MS Project schedule)


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Project Schedule


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Project Management Tips (continued)

Project Phases

Consider breaking larger projects into several

phases

Work on project phases sequentially as smaller

projects, if enough resources are available Break out portions of the project, if necessary,

due to delays in the project customers decision

making

Implementation and significant follow-up activity

is commonly viewed as a separate phase of theproject


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Getting Help

Look for ways of partnering with other individuals

or groups on projects

At Boeing, MR&D (now M&PT) has a variety of

experts on call & may be able to purchase some

inexpensive items for testing

Also at Boeing, other groups of Subject Experts

bring additional needed expertise

(e.g. Tool Engineering, Quality Engineering, Design

Engineering, etc.)

Most IE projects are collaborative

How well you coordinate with other groups is critical

to a projects success



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Project Communication

Use a variety of medium to communicate with your Team

(meetings, e-mail, digital pictures, file servers, white board

discussions, Web Ex, etc.)

Ask for reviews during the project

Dont wait for everyone to chase you down to find out howit is going

Regularly communicate with your projects customer

The more frequent - the less forced the final presentation

will seem

A positive & team-focused Attitude is critical to todays

project communications

A bad attitude is rarely tolerated for long



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Data Analysis & Measurement

Understand what data is needed, then develop

your collection plan

(both historical & new data)

Use data to verify and help investigate findings

Utilize good statistical analysis skills, and checkall calculations

Link data to actual observations, when possible

Set up lab tests and mathematical models

Constantly do reality checks with your subjectexperts



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Benchmarking

Benchmarking is mainly on-site tours of other

similar facilities for best practice comparisons

Do the main benchmarking only after you fully

understand your current process

If done too early, you are not ready If done too late, the benchmarking cant properly

influence the solution development

Utilize white board discussions (that are later

typed up) to reach consensus with your Team

Try to include your projects customer on some ofthe benchmarking tours



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Solutions & Evaluations

Write down alternative solutions throughout the project

Plan to research and investigate them

Be creative and comprehensive when developing

initial solutions ideas

Develop an evaluation approach

(The criteria you want to use to determine which

solutions are best)

Rank the most likely solutions

(The ranking may be based on cost, schedule, or risk

factors)

Bring the projects customer in on the selection

process and to offer real applications information

(A reality check)



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Cost & Savings Estimates

Cost & Savings estimates are built up from a good

detailed outline

Get a good Unit Cost estimate for anything very

expensive or with a large number of occurrences

(biggest impact items)

Get the owning organizations to confirm your Costs &

Savings estimates

List one-time Costs & Savings separately from

recurring Costs & Savings



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Conclusions & Recommendations

Research & investigate the most likely conclusions

with the entire Team

Review the possible conclusions ongoing with your

projects customer Take the best of the ideas and form a logical

recommendation

Assess the Recommendations by cost & risk when

presented

Time phase the recommendations, if needed



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Presentations & Reports

Review all final presentations (and final

reports) prior to being given to the projects

customer

Make sure all files (hard copies & electronic)are organized and stored properly at the

conclusion of the assignment

Make sure Implementation Plans are well

organized and doable (Implementation may

take much longer then the Analysis)



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Some Summary Comments

Recognize when to use Project Management techniqueson your IE assignments

Form a good Team, with the needed Subject Experts

Develop a good Plan, then work your Plan to a successful

conclusion, with your Team

Utilize good daily management and time managementtechniques

Monitor progress (overall & to the assigned tasks) and

make adjustments as required

Keep your customer informed throughout the project

Learn from your own project management experiences

(both the good and the bad)


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A Sample Project

Flap Damage Reduction


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Flap Damage Reduction

The 747 Trailing Edge Inboard and Outboard

Flaps were consistently being damaged (dents,

scratches, punctures, etc.)

This caused major disruption to the shop &increased cost to the company

IE used a project approach to analyze the entire

flap build-up & installation sequence

Developed improvement options working with the

crew and tested & implemented them

Four Square Chart


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Four Square Chart

(Flap Damage Reduction)

Pictures Goals

Schedule

The 747 Trailing Edge Inboard and Outboard Flaps

were consistently being damaged, causing major

disruption to the shop floor and our suppliers, while

increasing cost to the company.

Problem

- Reduce the amount of defects and damage related to Flaps

- Minimize disruption to the shop and to the supplier

- Improve customer satisfaction

Define

June

MeasureJuly

Analyze

November

Improve

January

Control

February

Implementation

April


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Project Profile (Flap Damage project)


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Project Schedule (Flap Damage project)


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Process Flow Chart (Flap Damage project)

FLAPS ARRIVE IN

TRUCKS.

FLAPS ARE

TAKEN OUT OF

TRUCKS.

THEY ARE VERIFIED FOR

DAMAGE AND THE RAIL

SHIPMENT PACKING SLIP

IS FILLED.

THEY AREDRAGGED OUT

AND STAGED AT

40-55 YARD.

YELLOW TAG IS PLACED

(WAITING FOR QA).

QA VERIFIES THE FLAP

AND PLACE TAG FORREADY TO MOVE.

FLAPS ARE

TRANSPORTED TO

FLAP BUILD UP.

Outboards

Inboards

FINISH

Pareto Chart


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Pareto Chart

Count 1 337 9 5 3 2 2 1 1

Percent 1.6 4.757.8 14.1 7.8 4.7 3.1 3.1 1.6 1.6

Cum % 95.3 100.057.8 71.9 79.7 84.4 87.5 90.6 92.2 93.8

Count

Percent

TYPE OF DEFECT

Othe

r

Goug

e

Gauge

Broke

nNutplate

Dent/Gou

geChip

ToolMa

rksPa

int

ScratchDe

nt

70

60

50

40

30

20

10

0

100

80

60

40

20

0

Pareto Chart of TYPE OF DEFECT

72% of defects are due to dents and scratches

(2 of 10 defect categories, 20%)

[Control Surface]


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INBD AFT

OUTBD FORE

WS 807WS

469.82

WBL 445WBL

128.4575

1

1'-8"

4'-9"

9"

8"

2

6"

6"

41'-9"

10"

5

6

10"

1'-3"

7

WBL 140

WS 1196 WS 834.5

WBL 822 WBL 515

2"

WBL 583

255"

253'-4"

26

WS 500

DENT AND GAUGE DENT

2 DENTS PAINT

SCRATCH AND DENT

CHIPPED

DENT AND CRACKED

2 DENTS

3

Defect Locator (Measles)Chart

[Control Surface]


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Cause & Effect Diagram (Flap Damage project)


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1 N Hi d PRE


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1. New Hinged PRE

Will replace the current acrylic PRE (PRotective Equipment) whichis small (doesnt cover entire flap), has a slick surface, and is

removed when inconvenient or during flap tests.

The New Hinged PRE will be made of a new material, covers allthree flap sections, and hinges at each section so that it will nothave to be removed during flap test.

PRE is robust enough to prevent heavy damage. It is lightweight,durable, easy to install, and will stay on flap through build sequence.


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2. Laser Measurement Device

Concept is for the mechanic to use any such laser instrument

to measure the gaps on the flaps without walking on the flapsthemselves.

Exact device specifications still in work.

Use of scissor lift will also be necessary. Improve use of MIT.

Speed brake

Panel to be measured Current tool

Flap


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4. Turn Buckle PRE

Use Elephant Hide on flap in between turn buckle in case tool slips

away from mechanic when tightening. Other materials that are as thin as Elephant Hide but more rigid are

being investigated and could be used in the future.

Improve process and protect area on flap that is volatile and

susceptible to damage through use of PRE.

PRE Implemented

5 A P t ti


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5.Awareness Presentation

& Tipsheet Make Flap Damage Prevention Presentation and Tipsheet required

training for all 747 mechanics.

Describes the vulnerability of flaps to damage, description of theconsequences of damage to company including total costs anddisruption caused to manufacturing, explanation of the properprocedures when working on or around flaps, and repercussions of

not following established procedures.

Should be presented to crews at least once per year

Awareness and education will prevent damage across the entireflap

6 Wing Boots & Containment Trays


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6. Wing Boots & Containment Trays

Reinstate and make available for use.

Wing Boots should be placed over the mechanic's shoes everytime they step on the flap to protect from debris that gets caughton the sole.

Containment Trays should be used as a central storage to placetools in one area and not laying around on flap.

Each mechanic who walks on the flap should have one. Putprocesses in place to make items easy to obtain, apparent, andmandatory.

Wing Boots required

on upper wing

surface


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Any

Project Management

Questions?

[email protected]

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