Portable Wire Integrity Tester (PWIT)asq.org/wcqi/2009/team-award/presentations/boeing-pwit...Brainstorming Value Stream Mapping Section 1C.b The types of potential impacts on stakeholders

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Portable Wire Integrity Tester(PWIT)

Mistake Proofing Onboard Wire Installations for Aircrafts

Hello, I am Joe Sunio, and we are the portable wire integrity tester or PWIT team.

I’d like to introduce the other presenters on my team:Paul KillianD’Arcy StylianoJoe Sunio,Paul Kim

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Background

A major component of Boeing’s business is modifying and upgrading aircraft.Significant quality issues arose at Boeing Support Systems (BSS) in San Antonio Texas during C-17 retrofit programs.– Damaged avionics and other equipments during post integration

and reapplication of power to the aircraft– Large schedule delays– Significant cost overruns– Dissatisfied customer

Our team was asked to help locate potential causes and provide possible solutions.Many possible causes and improvement opportunities were exploredbut eventually narrowed down to the wire integration and testing steps in the retrofitting process.

Our solution was the Portable Wire Integrity Tester (PWIT)

A major component of Boeing’s business is the modification and upgrading of aircraft. Much of this effort is performed at the Boeing Support Services Center (BSS) in San Antonio, Texas.

The center performs maintenance and modifications for the C-17, KC-10, KC-135, and C-130 AMP.

Maintaining good relations with our customer, the US Air Force, plays a major role in keeping BSS a viable revenue center. That is why this team was formed to address quality issues that have occurred, impacting the relationship with our customer.

The issues were:• Damage occurring to aircraft components during Power On testing• Unacceptable schedule and cost overruns from mis-wires and repairs caused by the damage.• And a dissatisfied customers due to late deliveries and cost overruns.Our team was asked to help locate potential causes and provide possible solutions.

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Project Selection & Purpose

Criteria 1

Starting with Criteria 1: Project Selection and Purpose

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Types of data types used to select the project, and why

STEP 1Define

Process

STEP 2EstablishMetrics STEP 3

DeterminePerformance

STEP 4StabilizeProcess

STEP 5Set

Goals

STEP 6Develop

ImprovementPlan

STEP 7Implement

Improvements

1A.a

Process

Based

Management

Section 1A.aTo resolve quality issues encountered at BSS, the team utilized a company standard process called Process Based Management or PBM. PBM is a 7 step continuous improvement model utilized by the C17 Program to manage data and processes. During this process, various tools are used and data analyzed in finding the best solution or solutions towards improvement.

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Types of data types used to select the project, and why1A.a

Why? Why?

Why?Why?

Why?

Causes

Machine

Mis-wiring CausingUnnecessary Rework

Effect

PeopleMeasurement

Environment Method Material

Trend Analysis

Brainstorming

Value Stream Mapping

Trend Analysis data such as schedule, requirements, cost, and re-work numbers are evaluated to pinpoint business improvement opportunities. Data indicated we were not performing to our set schedules and so the costs of the program were rising.

The key tools we used were:Value Stream Mapping to identify and involve stakeholders as early as possible in determining areas for improvement.

Brainstorming sessions so that stakeholders can generate a large number of ideas from a diverse set of experts.

Earned Value Management System (EVMS) and trend data were analyzed to determine cost or schedule inefficiencies in the various functions of the process.

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Reason why the project was selected1A.b

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10

15

20

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Step1

Step2

Step3

Step4

Step5

Step6

Step7

Step8

EstimatedActual

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7

Receive

Airplane

Equipment

Removal

Remove

Wires

Add Wires Equipment

Installation

OPS Checks Test Flight

Step 8

Delivery

WOW

Section 1A.bThe project was selected due to schedule delays, rework, and equipment failures, which contributed to delayed deliveries to the US Air Force and rising costs. The value-stream mapping process showed a need for improvement in the functional test steps of the process.

Further analysis showed significant opportunities for process and quality improvements if Boeing eliminated the process of manually verifying retrofit wiring installations.

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Involvement of potential stakeholders in project selection1A.c

BoeingStakeholders

ExternalStakeholders

Section 1A.cInternal and external stakeholders gave us valuable information in achieving our end results. Potential stakeholders were identified and selected according to their functional mapping in the current value stream. The value stream map identified key processes like Aircraft Received, Aircraft Modified, Systems Functional Check, Aircraft Check Flight, and Aircraft Delivered. From these steps, stakeholders were identified and included Technicians, Pilots, Engineers, Quality Inspectors, and Customers.

Stakeholder feedback such as comments from technicians, relating to problems with the process, were the drivers for this project.

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1B.a

On timeDeliveryOn timeDelivery

ReduceWaste

ReduceWaste

ReduceRepetition

ReduceRepetition

ReduceReworkReduceRework

Project

Organizational

QualityQuality

ScheduleSchedule

Cycle TimeCycle Time

CostCost

Affected organizational goals, performance measures, and strategies

Section 1B.a Our program goals are designed to meet our C-17 Long Term Strategy. After mapping the current state these goals can be used to help develop and align our objectives in the future vision map with those of the program.

Project Goals were determined through stakeholders identifying their needs and concerns. The long term strategies, aligned to the project goals are:- To Exceed commitments by delivering airplanes back to our customer on schedule and under budget.

- Achieve aggressive, sustainable improvements to safety, quality, schedule and cost by reducing the number of defects.

- Strengthen stakeholder relationships by delighting our customer with a great product.

- And to Relentlessly improve and integrate processes by becoming more efficient in the process of modifying aircraft.

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Types of project impact on each goal/performance measure1B.b


ReduceWaste

ReduceWaste

ReduceRepetitionReduce

Repetition


ProjectGoals

QualityQuality

ScheduleSchedule


CostCost

OrganizationalGoals

Impacts

Automation = defects are not passed to the next process and customer, lowers rework costs, and improves customer relations.


On time delivery enables the customer to reliably schedule aircraft and technology insertion into the fleet.


Speed and accuracy of automation improves process efficiency.Speed and accuracy of automation improves process efficiency.

Downstream system test savings, eliminating unscheduled overtime.Downstream system test savings, eliminating unscheduled overtime.

Section 1B.bOur project had an impact on each of our goals.The 1st impacted priority is Quality, where Automation eliminates defects, improves cost metrics, customer relations, and overall improvement in quality.

The 2nd impact is Schedule, where keeping schedules ensures the timely delivery of aircraft minimizing the impact to our customers operations.

The 3rd impact is Cycle Time, where the speed and accuracy of automation improves process efficiency and reduces waste.

And the 4th impact is Cost, where there is a reduction in man-hours needed per installation & avoidance of component damage during functional test.

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Degree of impact on each goal/performance measure, and how this was determined

1B.c


ReduceWaste

ReduceWaste


Repetition


PWITGoals

QualityQuality

ScheduleSchedule


CostCost

OrganizationalGoals

Impacts





Speed and accuracy of automation improves process efficiency.Speed and accuracy of automation improves process efficiency.

Downstream system test savings, eliminating unscheduled overtime.Downstream system test savings, eliminating unscheduled overtime.

DegreeGoal

HIGHHIGH

HIGHHIGH

LOWLOW

MEDMED

DegreeMetrics

HIGHHIGH

MEDMED

MEDMED

HIGHHIGH

Section 1B.cThe degrees of impact on each goal, performance measure or strategy were determined through stakeholder estimates and feedbacks of downstream savings. Based on the degree of importance in meeting organizational and project goals, impacts were rated either high (exceeds requirements – greater than 10%), medium (meets requirements about 5%), or low (minimal impact, less than 3%).

In the case of eliminating scheduled overtime, the PWIT goal of reducing repetition has a medium impact, but the potential to reduce overall cost at the organizational level has a positively high impact on our goals (greater than a 10% reduction).

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Potential internal and external stakeholders, and explain how they were identified

1C.a

Technicians

Pilots

Engineering

Quality Inspectors

Customers


InternalStakeholders


Section 1C.aIn the course of value stream mapping the current process, potential stakeholders were also identified. Our identified internal stakeholders are technicians, engineers, quality inspectors, and the pilots. Our external stakeholder being the customer. These stakeholders were identified because they had a significant impact or were significantly impacted by our project goals

During our process review, process owners and subject matter experts defined the role of stakeholders.

Team meetings took place in locations such as Long Beach, California and San Antonio, Texas

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Types of potential impact on stakeholders, and explain how these were determined

1C.b


Customers


Technicians Pilots EngineeringQuality

Inspectors

Type of Impact

Overtime, Length of time, Extra troubleshooting

Scrubbed missions,Delays in missions,

Overtime, travel, Over utilization of lab facilities

More work Mission Capability

Impact Determinant

Budget,Schedule

Budget,Schedule

Budget,Schedule

Number of write ups

Award fee delays, Waivers, Nasty phone calls

ValidationMetrics,Team meetings

Metrics,Reviews,Post flight

Metrics,Reviews

Metrics,Reviews

Metrics,Reviews

Brainstorming Value Stream Mapping

Section 1C.bThe types of potential impacts on stakeholders were determined by value stream mapping, project reviews, fishbone exercises, and brainstorming. The value stream map identified areas for potential improvement in the process.

For example, during brainstorming and process discussion meetings with technicians, the issues of overtime and rework were highlighted in the budget figures as well as how well the team was doing compared to baseline metrics. Instead of taking 5 days for a wire integration and completion, the technicians were working up to 3 weeks on a single plane. This had a significantly negative impact to delivery time.

In addition, failures discovered during the Power-On process led to multiple impacts to various stakeholders ranging from extended workdays for technicians due to re-work, to dissatisfied flight crews whose missions are cancelled due to the unavailability of aircraft. This negatively impacted the goal of reducing overtime.

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Degree of potential impact on stakeholders, and explain how this was determined

1C.c

Stakeholders Degree of Impact Impact Determinant

Technicians 80% reduction of overtime Comparing industry standards

Pilots 15% fewer errors founds Comparison to errors found in production

Engineering 80% reduction in unnecessary overtime

Comparing industry standards

Quality Inspectors 80% fewer errors found Comparing industry standards

Customers 25% more airplanes received on time Delivery schedules

Section 1C.cDuring each step identified in the Value Stream Map, team meetings were established and brainstorming was utilized to determine the severity of the impact to the stakeholder groups.

For example, the Quality Inspectors analyzed the number of quality write-ups and determined an extraordinary amount of anomalies due to wiring problems during the Power On Phase.

Another example based on industry standards showed technicians could be impacted by an 80% reduction in mandatory overtime.

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Current Situation Analysis

Criteria 2

Now D’Arcy will take us through the second criteria: Current Situation Analysis

Thank you Joe.

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Methods and tools used to identify potential improvement opportunities

2A.a

CausesMachine


Effect

PeopleMeasurement

Environment Method MaterialValue Stream Mapping

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Step1

Step2

Step3

Step4

Step5

Step6

Step7

Step8

EstimatedActual

Trend Analysis

WOW

Section 2A.aOnce again, the value stream map was used to identify potential improvement opportunities. It helped stakeholders and team members understand the overall process, steps, problems, and possible improvements.

Using the cause and effect tool, known as the fishbone, the team took individual processes with their undesired effects and brainstormed possible causes. This resulted in several opportunities for improvement.

Subject matter experts from respective processes were asked to attend brainstorming and fishbone sessions, validating many of our potential opportunities.

In addition, industry best practices were used as baseline criteria during our trend analysis sessions to further identify and refine our choices.

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Methods and tools used to identify potential improvement opportunities

2A.a


… the team then went back to the value stream map, to better refine improvement opportunities and the path to a future state value map.

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Analysis of data to identify root potential improvement opportunities

2A.b

Brainstorming

CausesMachine


Effect

PeopleMeasurement



0

5

10

15

20

25

30

35

Step1

Step2

Step3

Step4

Step5

Step6

Step7

Step8

EstimatedActualWOW

Section 2A.bComparing performance data from successful wire integrations with the current processes showed areas where significant increase in efficiency were possible.

- Process walkthroughs, value stream mapping, and brainstorming also identified the largest improvement steps, with the fishbone outlining specific improvement areas.- Subject matter experts, technicians, and other stakeholders were instrumental in analyzing and deciphering the collected data.- One of the improvement areas identified by the value stream map was the testing and verification process.- Trend analysis of both project management and process data, showed where project tasks were taking longer and costs were higher than expected. Errors in wire integration were causing substantial overtime for technicians and overall decline in the morale of the group.

We used the fishbone process to identify potential causes and ideas for improvement opportunities for specific steps in the wire integration and verification process. A major question was why the integration and verification efforts were taking so long and with so many errors? Some possible causes were:Inadequate training, insufficient tooling and equipment, not enough hours and resources, inefficient inspection process, poor design of connectors AND bad supplier parts…

Benchmarking with other aircraft modification programs within the company also indicated similar trends and challenges.

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2A.b Analysis of data to identify potential improvement opportunities


ReduceWaste

ReduceWaste


Repetition


PWITGoals

QualityQuality

ScheduleSchedule


CostCost

OrganizationalGoals

Potential Improvement Opportunities

Increase inspection / supervisionProvide more tools for visibilityTraining

Increase inspection / supervisionProvide more tools for visibilityTraining

Insufficient allocated timeInsufficient automationNot enough people – increasing personnel

Insufficient allocated timeInsufficient automationNot enough people – increasing personnel

Avoidable reworkUnscheduled overtimeAircraft equipment failures

Avoidable reworkUnscheduled overtimeAircraft equipment failures

Manual testingManual process for defect isolationManual process for inspection

Manual testingManual process for defect isolationManual process for inspection

Impact

YesUnknown

Yes

YesUnknown

Yes

NoYesNo

NoYesNo

YesUnknown

Yes

YesUnknown

Yes

YesYes

Unknown

YesYes

Unknown

Impact?

This chart shows the potential improvement opportunities from our data analysis, color coded to our Project and Organizational Goals.

On the right reflects stakeholders’ impact feasibility evaluations for each opportunity and its respective goals.

For example, increasing personnel, initially considered as a potential improvement to the schedule and delivery time, was determined unfeasible after further review. Our findings did not show additional resources providing significant improvement in execution and delivery time.

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How stakeholders were involved in identifying potential improvement opportunities

2A.c

Brainstorming

CausesMachine


Effect

PeopleMeasurement




Section 2A.cAll stakeholder groups separately participated in cause and effect brainstorming sessions, using the same data analysis tools and information.

This allowed for groups to feel comfortable in identifying issues, potential causes and how they felt it could better be handled, and ultimately define for our team what was important for them.

For example, technicians gave input to specific challenges they faced and how processes and procedures could be improved.

It also allowed for different perspectives on the same data, validating what the team saw, and presenting ideas where we lacked insight.

Then all stakeholder groups met together and compared and analyzed their findings.

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Methods and tools used to identify the final improvement opportunities

2B.a

Causes

Machine


Effect

PeopleMeasurement


Why? Why?

Why?Why?

Why?

Improvement Opportunities

Section 2B.aProven industry methods and tools, such as the “5 Whys” and the “Fishbone (Cause and Effect Diagram),” were utilized during our stakeholder brainstorming sessions to identify final improvement opportunities from our organizational goals of cycle time, quality, cost, & schedule.

Each potential improvement went through the “5 Whys” to help clarify and bring structure to our Fishbone Diagrams. Both tools provided ways to better visualize and conceptualize the problems the team were facing.

This led to a clear organization of the opportunities for further analysis.

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Analysis of data to select the final improvement opportunities2B.b

It looks like the wire integration

effort is holding us up.

Do they need more training,

equipment, people?

I bet the internal

stakeholders would know.

Section 2B.bDuring our initial data analysis sessions with each group, a common theme started to emerge from our potential improvements list.

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Analysis of data to select the final improvement opportunities2B.b

Improvement Opportunities

Accurate and Quick Troubleshooting

Improve Manual Inspection Process

Reduce Aircraft Equipment Damage

Automation

Better Testing Equipment

Technicians Pilots EngineeringQuality

InspectorsCustomers

After paring down the list, using industry proven tools, relevant stakeholders were identified to help take our highest potential improvement opportunities and walk us through the steps in the integration process.

This training gave members in the team an understanding of how data simulation related to their current process and goals.

After the team experienced the issues first hand, we took a further defined list and asked the team to rank potential impacts to project and organizational goals.

For example, the following potential improvement opportunities were dropped from the list: training, redesigning of the connectors, and redesigning of the wire installation process.

The technicians at work were already highly trained and scenario modeling indicated additional training would not reduce human factors based issues.

Each connectors were mil-standard and could not be redesigned easily and cost effectively. A new design would also introduce possible quality problems from the supplier.

Finally, due to the nature of the wire integration effort as a modification to an existing aircraft, the current manual installation of the wires were necessary and the most efficient method.

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Identify the improvement opportunities, and explain validation of the final improvement opportunities

2B.c

Organizational Goals

Quality(Reduce Rework)


Schedule(On-time Delivery)


Cycle Time(Reduce Waste)


Cost(Reduce Repetition)


Final List ofImprovementOpportunities




Automation


High Impact Medium Impact Low or No Impact

Section 2B.cThis chart shows the results of a Process Selection Matrix where our Processes are located in the far left column and our Key Objectives are located in the top row. Each cross point in the matrix is color coded to show the degree of impact the team determined each opportunity had on the organizational goals.

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Identify the improvement opportunities, and explain validation of the final improvement opportunities

2B.c

Organizational Goals









Final List ofImprovementOpportunities




Automation


1 5 3 1

5 5 3 5

5 1 3 5

3 5 1 3

5 3 3 3

10

18

14

12

14

Total

Assigning values to the original assessments, we involved our stakeholders to validate the chart above. This is illustrated below with data being run through each stakeholder, from the engineer, to the technician, to the quality inspector, validating the team’s results with the results from the stakeholders.

Through consensus, the ratings held up and it was quickly and easily seen that the steps and improvement opportunities to focus on were Automation,Reducing Damage to the Aircraft and Equipment During installation, and Providing Quick & Accurate Troubleshooting Capabilities.

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Solution Development

Criteria 3

Now Paul will take us through section 3, “Solution Development”

Thank you D’Arcy

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Methods and tools used in development of potential solutions3A.a

Why? Why?

Why?Why?

Why?

0

5

10

15

20

25

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POS1

POS2

POS3

POS4

POS5

POS6

POS7

POS8

EstimatedActual

Trend Analysis

Brainstorming


Section 3A.aBecause of Boeing’s Lean Plus Initiative, we used the following methods and tools to develop potential solutions: Value Stream Mapping, Trend Analysis, Brainstorming, and the 5 Whys.

We conducted brainstorming sessions using the process flow diagram and trend analysis, which in turn addressed our 5 why analysis.

Our main tool however, was the value stream mapping process which allowed the team to assess the impact of potential solutions on our project goals: Quality, Schedule, Cycle Time, and Cost.

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Analysis of data used in development of potential solutions3A.b

List ofPotential Solutions

Re-engineer Verification Method

Re-engineer Connectors

Re-engineer Inspection Process

Better Tools

Training

Increase Technicians

Section 3A.bTo develop potential solutions the project team analyzed the information from our value stream map and consulted subject matter experts to create a list of potential solutions. In this brainstorming process the team gained insight as to possible solutions & improvement actions.

For example, our Human Factors Experts helped us to develop ideas on how to better train technicians and our process expert gave us guidance on how to better engineer the inspection process.

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CausesMachine


EffectPeopleMeasurement





Better Tools

Training




The fish bone diagram helped to evaluate the list of potential solutions to see if they would effect the improvement opportunities that were identified during the early stages of this project.

The solutions were then inserted into the value stream map to see if they would beneficially affect the process.

Using the metrics from section 1Bc, different solutions were rated and subsequently compared against one another and the current processes.

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Better Tools

Training



For example, increasing the number of technicians was determined to be non value added since the area was not large enough to accommodate extra technicians and the nature of the wiring did not allow for additional parallel efforts.

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Indicate criteria used to select final solution3A.c


ReduceWaste

ReduceWaste


Repetition


PWITGoals

QualityQuality

ScheduleSchedule


CostCost

OrganizationalGoals

Organizational Criteria for Final Solution

Reduction of human factors and decrease defects in manufacturingReduction of human factors and decrease defects in manufacturing

Time to implementTimely delivery = Award FeesTime to implementTimely delivery = Award Fees

Reducing human factors and increasing automationReducing human factors and increasing automation

Return On InvestmentReturn On Investment

Project Criteria for Final Solution

Lower rework from mis-wiringLower repairs caused by mis-wiringLower rework from mis-wiringLower repairs caused by mis-wiring

Lower unscheduled re-fitting of wiresLower repairs

Lower unscheduled re-fitting of wiresLower repairs

Lower setup and tear down timeLower manual testingLower troubleshooting time

Lower setup and tear down timeLower manual testingLower troubleshooting time

Minimize component wasteReduce troubleshooting overtimeReduce repeated repair work

Minimize component wasteReduce troubleshooting overtimeReduce repeated repair work

Section 3A.cThe criteria used to select our final solutions were a combination of Boeing’s organizational goals (from Section 1B.a) and our projects goals:

Applying lean techniques to Reduce Rework, Reduce Waste, Reduce Repetition, and subsequently deliver on time.

This process ensured that both the organizational and project goals were being met.

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Methods and tools used to select the final solution3B.a

Copyright © 2005 Boeing. All rights reserved.

BOEING PROPRIETARY-DISTRIBUTION LIMITED TO BOEING PERSONNEL ONLY 9/18/20081

IDS Support Systems – San Antonio

BOEING PROPRIETARY

C-17 Modification Process Stations

CELL 1or

POS 1

CELL 2or

POS 2

CELL 3or

POS 3

CELL 4or

POS 4

CELL 5or

POS 5

CELL 6or

POS 6

CELL 7or

POS 7

– POST FLT

– PRE-OPS / HSC

– SHAKE

– ENG PRESERV

– POWER OFF

– DEPAINT – REMOVALS

– FEEDER LINE REMOVALS

– MOD DEPANEL

– MA INT SET-UP

– LRU REMOVALS

– DELETIONS

– FEEDER LINES REWORK

– MOD REWORK

– INSTALLATIONS

– FEEDER LINE INSTALLATIONS

– POWER ON

– OPS CHECKS – PAINT

CELL 8or

POS 8

– PRE-FLT

– DELIVERY

– FUEL ON

– ENG. RUN

– FCF

Process Map

ProcessWalk-through

Brainstorming


Section 3B.aThe Lean Plus processes in which the team used to validate the final solutions were:

Brainstorming – This technique was helpful to discuss viability of potential solutions, and give stakeholders an opportunity for direct input, and their impact on our current processes and goals. This process was also helpful in minimizing stakeholder resistance and allowed continuous open communication.

Value Stream Map – This tool was used for overall process flow validation and the ability to satisfy our project goals.

Process Walk Through - Stakeholders participated in a walk through of the new process to validate our solution capabilities.

Benchmarking – This was used to further compare the improvement opportunities against what other companies were doing, and also helped to compare best practices. The project team found in the automotive industry that they had experienced great successes checking automotive wiring quickly using an automated tool set.

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Analysis of data to select the final solution3B.b





Better Tools

Training


Final List ofPotential Solutions



Better Tools

Stakeholders


Section 3B.bIn the final analysis the project team took the list of potential solutions and eliminated those solutions that were determined by the stakeholders to be non productive. We then compared the data obtained from benchmarking and ratings to the metrics of our goals. This narrowed the list to the following “best solutions”:

Reengineering the inspection process

Using Better tools

And Reengineering the verification method

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Better Tools

Training


Involvement of stakeholders in selection of the final solution3B.c






Better Tools

Section 3B.cStakeholder involvement in the final solution process was based on their expertise in their respective field. During this time the project team worked together with the stakeholders to rate project goals and ultimately the final list of potential solutions.

Each stakeholder group independently rated solutions' impacts to the goals. These ratings were brought by the stakeholders to the brainstorming, value stream mapping, and evaluation meetings. This lead to the buy-in over the final solutions.

For example, the technicians served as subject matter experts for the viability of solutions which directly affected their existing process and the effect the final solution would have on them. Each stakeholder in the meeting could immediately see how the effected processes could positively impact other stakeholders.

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Describe final solution, and explain solution validation3C.a




Better Tools

Loop-Back

Correct connections

Open connection

Mis-wire (“crossed wires”)

x

x

x

Modified Aircraft Cables

PWIT

Section 3C.aWe created a Portable Wire Integrity Tester or PWIT that automatically and quickly checked all of the wiring that was modified by the technicians. PWIT incorporated all 3 final solutions found in section 3B.

It enabled technicians to find wiring errors immediately, instead of finding them during functional tests.

We validated PWIT by creating a cost benefit analysis on the predicted final cost. This also included recurring cost, and comparing that to current process, producing a high ROI.

We presented our findings to the project manager and he gave us development funds for a prototype PWIT to use on a small scale pilot project.

We were successful during the pilot project and validated our ROI estimates.

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Tangible and intangible benefits expected to be realized

TANGIBLE

ROI – cost reductionReducing wiring errors

Tightening scheduleImproving quality

INTAGIBLE

Improved Morale of techniciansPilot & Customer Confidence

3C.b

Section 3C.bThe following benefits were anticipated from brainstorming sessions, stakeholder surveys, and analyzing cost and risk data.

The tangible benefits were:•A Return On Investment of 10 to 1•Reducing wiring errors by 50%•Tightening schedule and Improving quality

The expected intangible benefits were determined from brainstorming sessions with our stakeholders and were:•Improved morale of technicians•Increased Pilot and Customer Confidence

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Use of data to justify implementation of final solution

ROI from pilot project and modelingData from pilot project on schedule, improved quality, passed function testsData from benchmarking of automotive industry before they implemented this tester

3C.c

$10,000,000

$1,000,000

WOW!90% Savings!!!

Section 3C.cThe data that was used to justify implementation of PWIT came from our Quality & Cost Analysis.

The most surprising finding was the ROI from the pilot project and simulation exercises. A 90% reduction in current costs and 10% reduction in Cycle Time.

Other data used were:•Feedback reports from stakeholders

•Data from pilot project on schedule, improved quality, and passed functional tests

•Data from benchmarking of the automotive industry before and after they implemented this automated tester.

•And analysis showing that this project would meet all of our project and organizational goals of Quality, Schedule, Cycle Time, and Cost.

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Project Implementation & Results

Criteria 4

Now Joe will take you through Criteria 4, “Project Implementation & Results”

Thank you Paul!

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Types of internal and external stakeholder involvement in implementation

4A.a

Surveys

Training

Metric Reviews

ScheduleReviews

Surveys

ScheduleReviews



Brainstorming Brainstorming

Metric Reviews

Section 4A.aStakeholder involvement in implementation consisted of the following:•Linking back to 1CC, all stakeholders were impacted by this project in a degree equal to or greater than the anticipated impact.

•Brainstorming and surveys from all stakeholders brought to this process a number of ideas from diverse expertise.

•Technicians were trained in the use of PWIT and all stakeholders were shown the effects of the process change.

•Metric and Schedule reviews involving all stakeholders, Technicians, Pilots, Engineers, Quality Inspectors, & Customers were conducted.

•One great suggestion, from our brainstorming sessions, that was implemented was the portability of the wire integrity tester. Technicians and Quality Inspectors voiced concerns and provided expertise in making sure the tool could be used in the aircraft itself.

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How types of resistance were identified and addressed4A.b

Hard to use

Don’t AddMore Work

Cost is tooHigh

QualityVerification

Reliability ofPWIT

Easy to use

ReducedTotal Work

AffordableHigh ROI

IncreasedQuality

ReliabilityConfirmed

Identified Addressed

Section 4A.bWe identified resistance by speaking to stakeholders and showing them the proposed solution. Some of the concerns were:•Difficulty in using a new system,•Added workload,•Portability•And a reduction of Quality

For example, the difficulty of use and added workload concerns were brought forward by the technicians. These concerns were assuaged by gathering their inputs during the design and prototyping phases. We addressed each concern during project reviews attended by all stakeholders so that once the design was finished, it was clear that the system was easy to use and reduced their total workload.

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How stakeholder buy-in was ensured

Design and Project Reviews attended by all stakeholder groupsPrototyping gave technicians a tangible product to testPrototyping showed verifiabilityResults meet or exceeded expectations & requirements

4A.c

Loop-Back

Correct connections

Open connection


xx

x

Section 4A.cStakeholders were involved in all phases of the project, generating the concerns previously mentioned. Design and project reviews were held and all stakeholder groups, technicians, quality inspectors, pilots, engineers, and the customer, were represented at each of these reviews. Buy-in from all groups were needed to move forward to the next design phase of the project.

For example, prototyping and demonstration was essential for buy-in with the customer because after seeing the prototype in action, the customer committed funds for the full design. In addition, the demonstration was essential for the technicians because it showed their requirements & concerns were being tangibly addressed.

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Plan developed by team to implement solution4B.a

dddddd

System Validation

Execute Verification

IDENTIFYNEED FORCHANGE

AUTH.TO

DEVELOP

HIGHLEVELRQMT

INITIALCONCEPT

CONCEPTSELECT

PRELIMDEFIN.

DETAILDEFIN.

PRODUCE&

DELIVER

AUTH.TO

IMPLEM.PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 PHASE 7 PHASE 8 PHASE 9

Project Level

Review

PPR SystemRequirement

Review

SystemDesignReview

ChangeControlBoard

PreliminaryDesignReview

CriticalDesignReview

Physical Configuration

Audit

Baseline top- level requirementsDefine candidate concepts Select concept

Authorize

Implement.Baseline complete

system requirements

Releasedrawings

Go / No -go decision

Project plan (IMP/IMS)

Promote to PLR

Requirements Validation1. Determine Verification

Methodfor each requirement

PHASE 10

OPSSUPPORT

Test Readiness

Review

2. Develop V&V Master Plan

Section 4B.aThe team reached a consensus with the customers & stakeholders when formulating a project plan. Per C-17 project management standards, several meetings took place to transform the project plan from major milestones down to the detailed task.

For each project review, there are entry and exit criteria that must be met before the official closure of the review. Each stakeholder group must agree that all criteria were met before moving to the next review.

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Procedure, system, or other changes made to implement the solution, and to sustain the results

4B.b


Loop-Back

Correct connections

Open connection

Mis-wire (“crossed wires”)x

x

x

Section 4B.bThe project team took into account the necessary changes to ensure and sustain accurate results.

New processes were generated, wasteful processes were removed, and existing processes were streamlined and made more efficient, integrating PWIT into the aircraft retrofit.

All stakeholders were trained to understand the new process flow for validating wiring changes, wire installations, and how each step may affect their daily tasks.

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Procedure, system, or other changes made to implement the solution, and to sustain the results

4B.b

Loop-Back

Correct connections

Open connection

Mis-wire (“crossed wires”)x

x

x

Technicians were trained in the use of PWIT.

Quality Inspectors were trained to understand and validate new reports generated from the PWIT System.

The confidence level for the team's ability to produce a defect free aircraft modification was high.

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Creating/Installing a system for measuring and sustaining results

4B.c

STEP 1Define

Process

STEP 2EstablishMetrics STEP 3

DeterminePerformance

STEP 4StabilizeProcess

STEP 5Set

Goals

STEP 6Develop

ImprovementPlan

STEP 7Implement

Improvements

Process

Based

Management

Section 4B.cThe over-arching system used has been our Process Based Management, to identify the area for improvement and drive this LEAN+ initiative.

The project team indentified several measurement systems that helped to validate their findings. In order to ensure that all organizational goals have been met, the project team used the following management tools: Mis-wire Logs, EVMS, and Trend Analysis.

Mis-wire logs were used to show time and process improvements, validating the capability of the system to catch mis-wirings quicker and more efficiently than the current process. The logs also provided data for the EVMS and Trend Analysis tools mentioned above.

EVMS was used to manage scope, schedule, and costs of a project.

Trend Analysis was used to track that data over time and validate results.

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Tangible and intangible results realized

Tangible:– 10 to 1 ROI exceeded.– Reducing wiring errors by 85%– Improving schedule 1 week.– Improving quality – no mis-

wired systems, no wiring defects, reduced re-work.

– Avoid damaging expensive aircraft equipment.

– Correction of previously untested, undected wiring problems.

– Ability to lower cost estimates on future bids of aircraft mods.

– Opportunity to competitively bid for other aircraft platforms, such as the P-8A, 787, C-130, etc..

Intangible– Improved Morale of Team– Pilot Confidence– Customer confidence

4C.a

Section 4C.aThe Tangible results realized were:

Cost savings exceeding our ROI projection of 10 to 1.Reduced wiring errors by 85%.Improved schedule performance by 1 week per aircraft.Improved quality - No mis-wired systems, no wiring defects, reduced re-work.and the other results shown on the slide

The Intangible results realized were:Improved Morale of entire Team.Increased Pilot Confidence in the quality of their airplane,

AndIncreased Customer confidence in Boeing’s workmanship.

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How project results link to organizational goals, performance measures, and/or strategies

4C.b


ReduceWaste

ReduceWaste


Repetition


PWITGoals

GoalsMet

C-17 Long Term Strategy

Execute Flawlessly

Create New Frontiers

Our Vision:People Working Together

to Provide the World’s First Choice for Airlift/ Mobility Solutions

Our Vision:People Working Together

to Provide the World’s First Choice for Airlift/ Mobility Solutions

Exceed commitmentsAchieve aggressive, sustainable improvements to safety, quality, schedule and costStrengthen stakeholder relationshipsRelentlessly improve and integrate processes

Integrated innovative technology to bridge the C-17 to the AJACSLeverage Network Centric technology for Agile Mobility SolutionsCreate Network-Centric Capability Integration

Capture additional C-17 business (C-17, BC-17, International) and bridge to the C-17BKeep PE/PI soldExpand strategic alliances and partnershipsKeep GSP sold

Value Creation

Value Creation

Boeing Leadership AttributesLives Boeing Values – Finds a Way – Inspires Others – Sets High Expectations – Charts the Course – Delivers Results

Grow the Business

• Customer• Work Force• Suppliers• Community• Shareholders

StakeholderRequirements& Expectations

TimeTime

Growth Growth ++

ProductivityProductivity

Loop-Back

Correct connections

Open connection


xx

x


Section 4C.bThe implementation of the PWIT met and exceeded our organizational goals:

• Quality - no wiring defects flowed to the Pilots or Customer. This built Pilot & Customer Confidence in the quality of our work.

• Schedule - able to deliver the aircraft on time to the Customer. This built customer confidence in our ability to execute on time, as promised.

• Cycle Time - able to reduce cycle time by 1 week. This reduced waste and subsequently cost.

• Cost – ROI was 15 to 1, more than the projected 10 to 1.

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Explain how results were shared with stakeholders4C.c

Section 4C.cCommunication between the stakeholders and the project team played a key role in the success of implementing a project plan. Crucial parameters for success were built into the EVMS and project plan. These parameters were then agreed by all involved.

At the Team Level, pre-deployment and post deployment results were reviewed, and all agreed that the Log reports, write ups, technician reports, and pilot observances verified the expected results.

Evaluation forms filled out by the customer signified adherence to the project implementation expectations, that we will provide a product at the contractual date without open items.

For the Pilots, documented problems observed in flight were compared with written test procedures, and for the past 10 aircraft mods we have seen zero write ups related to wiring problems, a significant improvement in quality and workmanship.

The Technicians have been able to automatically identify problems accurately, showing a dramatic reduction in troubleshooting time.

And for Engineering, the various inputs allowed them to design & produce better wiring modification assemblies.

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Team Management & Project Presentation

Criteria 5

Now D’Arcy will take you through the final criteria: Team Management and Project Presentation

Thank you Joe

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Explain how team members were selected, and how they were involved throughout the projectProject Manager – Vincent TruongBSS Manager - Scott Bass Program Manager – Joe SunioCost Account Manager – D’Arcy StylianoProduction Support & Tools Manager – Lou RighiTechnical Lead – Paul D. KillianR & P Specialist – Paul D. Kim

5A

Section 5ATeam members were selected based on their overall knowledge of the business and quality issues facing BSS, as well as their leadership roles in selecting, implementing, and leading the activities that lead to the ultimate improvement being experienced at BSS as a result of PWIT.

During Value Stream Mapping analysis, Scott Bass was not only identified as a stakeholder, but was a key component in obtaining authorization for funding and implementation of the project. Vincent Truong and Paul Killian understood the needs of BSS and other stakeholders, and implemented the solution to bring about a positive change in the process of modifying aircraft at BSS and took this PWIT project from infancy through design to implementation.

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How the team was prepared to work together

IntroductionsTeam Building - The Five Dysfunctions of a Team, according to Patrick M. Lencioni– Absence of Trust– Fear of Conflict– Lack of Commitment– Avoidance of Accountability– Inattention to Results

Ground Rules– Task and Performance Metrics Defined & Reviewed Periodically– Strengths & Weaknesses / Risks

CollaborationExecution

5B

Section 5BFollowing the team's selection, a series of meetings & training sessions were held outlining 5 key dysfunctions of a team, our own assessment of the team, and how we were going to address our shortcomings. The 5 dysfunctions are:

* Absence of Trust,* Fear of Conflict,* Lack of Commitment,* Avoidance of Accountability, and* Inattention to Results.

To help understand how to address the 5 dysfunctions we all agreed upon the goals of the project. It was agreed that all conflicts, accountability, and results will be measured by those goals. It was also understood that conflict was welcomed. We wanted true dialogue based on the trust that everyone had the same goals and objectives in mind.

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How the team managed performance to ensure effectiveness

MeetingsStatus ReportingMetricsProject Management ToolsCustomer Engagement

5C

Section 5CAs expected, initial meetings were long with numerous conflicts. Ground rules were set and again personal attacks were not tolerated. Because we had agreed that all conflict resolutions would revolve around our goals, it was easy to see the team's effectiveness and cohesion as meetings became shorter, tasks were executed, and morale of the team remained high.

EVMS, Trend Analysis and other project management tools also aided in accountability and focusing our attention on the results. The tools were used to manage performance and the data from the tools gave us confidence in our progress.

For example, in our weekly meetings, as we got familiar with the metrics involved, status reports were shortened to basic statistical numbers, however, the quality of the statuses were high because we could openly and knowledgeably ask questions about the “numbers”, trusting the other member of the team would answer truthfully.The reports were also easily understood by all, regardless of background, due to the extensive training.

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Questions?

And that concludes our PWIT Briefing

Are there any questions?

Documents

Portable Wire Integrity Tester (PWIT)asq.org/wcqi/2009/team-award/presentations/boeing-pwit...Brainstorming Value Stream Mapping Section 1C.b The types of potential impacts on stakeholders