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

50

186

0

187

0

188

0

189

0

190

0

191

0

192

0

193

0

194

0

195

0

196

0

197

0

198

0

199

0

200

0

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

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

Adsfjsaflaf

Asfdsdfsdf

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