Breakthrough Improvement® in New Product Development

2008-07-01

1

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.

2

Modify & OptimizeValidated BaselineComputer Models

NEW Define & CreateGeo. & Mat’l. thatAchieve Targets

Engineering & Analysis Leads Design”

then

2008-07-01

2

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


3

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


4

Computational Fluid Dynamics Center•HVAC•Aero•Thermal

Singapore Distribution

Australia Distribution

China Distribution

2008-07-01

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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


6

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

2008-07-01

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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


8

throughout it s Lifecyclethroughout it s Lifecycle

PlanningPlanning

ConceptConcept

2008-07-01

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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


9

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


10

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

2008-07-01

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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


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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

2008-07-01

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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


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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


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2008-07-01

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CPPD® Best Practice New Product Development Processes


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


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Time To Market DevelopmentCost

ManufacturingCost

66 month41 month

(38% )

10082

(18% )

10072

(28% )

6) Result

Legend

Befo

re

Afte

r

2008-07-01

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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

2008-07-01

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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:


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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.)

2008-07-01

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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


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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


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Engine - 24 Months

Final Requirements

Engine Delivery

Creating Better Performing, More Reliable Products Faster

2008-07-01

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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


23Market Study

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


Requirements Must be Absolutely Firm Before Deploying Significant Levels of Resources

2008-07-01

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Continual Technology Development

3D AerodynamicsNoiseComposite Fan Blades

Low Emissions Combustors

Intelligent EngineControls


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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


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Product Product Product

10Production Ramp Up

ProductionProductionControlControlNPI Tollgate Rigor Surfaces and Anticipates Issues;

Drives Faultless Execution

2008-07-01

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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


27

• Concurrent Product Development

• Fewer Error Opportunities

Linked Results

C (A7)

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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


28

Model Knowledge

Machining

Integration of Design, Manufacturing and Inspection Processes

2008-07-01

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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


29

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


30

CF34 10 Combustor Configuration Iteration

1 Week <2 Hours

2008-07-01

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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


31

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





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:


CONSEQUENCE

LMH

PROBABILITY

Low Med. High

1-6

7, 8

9, 10


HStart DD

L

M

1

2003 200420022001 20062005

2

56

HML

Risk of Thermal Management System not meeting VFG oil temperature requirements.



78

4/046/04

3/8/02


7/0411/04

9

10

9/05/03



9. 10.

3/4

EGT Margin




Heat Exchanger Component Test 12/035. 6. 7. 8


ECDAbatement Steps:

Risk Description:


CONSEQUENCE

LMH

PROBABILITY

Low Med. High

1-6

7, 8

9, 10


HStart DD

M

1

2003 200420022001 20062005

2

56

HML



First Engine Test Data 78

4/04

3/8/02 9/05/03


Final Component Heat Loads / Flows 1/033/4

Installed Performance




ECDAbatement Steps:

Risk Description:


CONSEQUENCE

LMH

PROBABILITY

Low Med. High

1-6

7, 8

9, 10


HStart DD

M

1

2003 200420022001 20062005

2

HML



3/8/02 9/05/03

AOC & Duct Space Allocated in DMU 8/07/023/4

Noise


Risk Description:


CONSEQUENCE

LMH

PROBABILITY

Low Med. High

1-6

7, 8

9, 10

HML



3/8/02 9/05/03Thermal Management System


Risk Description:

Risk Abatement Plan:LMH

PROBABILITY

1-6

7, 8

9, 10

HML


3/8/02 9/05/03


32





8.





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.






L

M

56


78

4/046/04


7/0411/04

9

10


9. 10.

3/4






ECDAbatement Steps:





HStart DD

L

M

1

2003 200420022001 20062005

2

56


78

4/046/04


7/0411/04

9

10



9. 10.

3/4






ECDAbatement Steps:


CONSEQUENCE

Low Med. High





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


78

4/046/04


7/0411/04

9

10



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


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


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


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


Documents

Breakthrough Improvement® in New Product Development