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8/12/2019 Project Management4
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My Background
B.S. Industrial Engineering degree from Virginia Tech &
Co-Op student (7 work quarters) (Reynolds Aluminum Co.Richmond, Virginia)
Worked 5 years as an Area Industrial Engineer (Reynolds Aluminum Co.Listerhill, Alabama)
Worked 10 years as a Management Consultant (A.T. Kearney Inc. & Arthur Young Intl.Chicago, San Francisco
& Vancouver - worked in 22 states & Canada)
Worked last 21 years as an IE - Process Improvement
Engineer
(Boeing - Everett site: 747, 767, 777, & 787 airplanescurrentlyon 747-8 program, some projects coaching & mentoring)
Volunteer activities with IIE (nationally & locally)
& PSEC (Puget Sound Engineering Council)
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Presentation Outline
Pictures of Boeing products &747 Freighter Assembly
Types & Structure of IE Projects
Five Project Stages Some Project Dangers
Project Management Tips
An Example Project Q&A
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Commercial Airplanes
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Military
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Space
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Commercial Airplanes - Military Aircraft & Missiles - Space & Communications - Air Traffic
Management - Boeing Capital Corporation - Shared Services Group - Phantom Works
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747 Final Assembly
at Everett, Washington
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747 Freighter
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Aluminum & Steel
Materials Testing
Ceramics
Electronics Assembly Aerospace & Airplanes
Plastics & forming
Shipbuilding
Entertainment Military
Construction
Applied Research
Industries of IE Projects
Forestry & Logging
Mining
Healthcare
Banking State & Federal
Government
Transportation
Oil & Gas Utilities
Insurance
Consulting
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Types of IE Projects
Process improvement
Problem resolution
Elimination of rework
Cost analysis
Facility layout
Equipment justification
Stand alone benchmarking
Systems integration
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Costing
Transportation
Material
Project Management
Production Control
Product Engineering
Facilities
Training
Factory Operations
- Layout Design
- Process Flow Analysis
- Comparison of Alternatives
- Cost & Savings Estimating
- Logistics Planning
- Material Handling
- Alternative Methods
- Chronic Rework
- Supplier Quality
Quality
- Training Presentations
- Course Scheduling
- Supplier On-Site Visits
- Supply Chain Management
- Parts Storage & Movement
- Project Planning
- Project Scheduling
- Projects Coaching
- Risk Assessment
Industrial Engineering
Functional Work Areas
- Production Scheduling
- Lean Manufacturing
- Systems Integration
Tooling
- Machine Capacity
- Tool Usage
- Tool Certifications
- Integrated Product Teams
- Product Development
- Product Costing
- Product Mix Analysis
- Forecasting
Safety
- Safety Investigations
- Ergonomic Evaluations
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Logical Progression of a Project
Implementation
Plan
Initial Findings
Areas of Detail
Objectives
Cost Analysis of Alternatives
RecommendationsSummary
Report &
Presentation
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3/23/2014
Start-up
Activities
Five Project Stages
Process
Documentation &
Measurement
Develop & Evaluate
Solutions
Conclusions &
Recommendations
Implementation
Follow-up
1
2
5
3
4
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3/23/2014
Start-up
Activities
Five Project Stages
Process
Documentation &
Measurement
Develop & Evaluate
Solutions
Conclusions &
Recommendations
Implementation
Follow-up
1
2
5
3
4
Project Prof i le & Schedule,
Feasib i l i ty Examinat ion
Histor ical Data, Observations , Flow
Diagrams , Cause/Effect, Benc hmarking
Preliminary Solut ions,
Evaluat ion of Findings
Final
Presentat ion
New Plan
Legend:
Outputs from each stage
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Five Project Stages
1. Project Start-up Activities Project is authorized and assigned
Initial meetings with the projects customer
Project Team is formed
Initial understanding about project A feasibility study may be required before
proceeding too far
Project Profile is prepared & reviewed with the
projects customer
Project Schedule is prepared & reviewed withthe projects customer
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Five Project Stages (continued)
2. Process Documentation & Measurement
Process flow charts are prepared, if applicable
Historical data is obtained & analyzed
New data is obtained & analyzed (e.g. Time
Studies, direct observations) Direct observations of current conditions
Digital pictures of current conditions
Interviewing for Information
Cause and effect diagrams, etc. Possible Benchmarking tours
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4. Prepare Conclusions & Recommendations
Conclusions are documented and investigated
Final recommendations are documented
Final presentations are prepared, reviewed & given
Five Project Stages (continued)
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5. Implementation & Follow-up
Implementation items are planned and
assisted
Follow-up is done as necessary A large scale implementation may become a
new project
Five Project Stages (continued)
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Some Project Dangers
Vague commitment from customer
Poor project description
Undefined or unclear objective
Unrealistic scope
Unrealistic deliverables
Poorly defined tasks
Too tight a schedule
Multiple customers not in agreement
No safety margin for late tasks
Key team members not available
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Some Project Dangers (continued)
Poor communication with customer
Poor data storage & sharing of files
Late outside data sources
Sub standard quality of data being used
Bad team dynamics
Non action-oriented report (or finalpresentation)
Overlap with other project teams
Legal issues
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Project Management Tips
Project Profile & Scope Develop a good Project Profile with a descriptive
objective
Develop a realistic project Scope (the projects
boundaries)
Develop a logical Statement of Work / Schedule
Limit the simultaneous work you show in your
project Schedule, if a small Team
Show the entire project in the Project Schedule to
complete all Deliverables Continually compare new action items against the
original Scope & Deliverables
Keep track of the Estimated Completion Date
(ECD) - adjust to complete on time, if possible
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3/23/2014
Project Profile
Project Profile
Project #: PE- 0410 Analyst: Steve Snelling
Assignment Title: 747 T.O.C./Critical Chain Pilot Area
Customers: Final Assembly General SupervisorA/C Bay Supervisor
Date Assigned: 4/1/2004 ECD: 12/10/2004
Description:To determine if a pilot area for T.O.C. (Critical Chain) is viable for an area in FBJsystems. Then set up and run the pilot area for several airplanes.
Scope:FBJ Air Conditioning Installation area (~110 jobs).
Expected Benefits:Determine potential savings by using alternate scheduling methods.
Determine if feasible. If there are measurable savings by this approach.
Statement of Work:Develop a project plan and scheduleLearn from F-22 usage and 777 S&I pilot areaDefine the true Critical Chain (note: differs from the Critical Path, and also more
detailed than current P-nets), including revised job times and buffersInvestigate software options
Get IE Resource CommitmentPrepare report on turning on the pilotDecide to go or no-goStart up the pilot area
Deliverables:Detailed precedence networksCalculated (or estimated Project Buffer and Feeder Buffers)A detailed Critical Chain network that represents the entire pilot area (all skills)Sample management reports & tracking chartsA recommendation to proceed or not to proceed with turning on the pilotA recommendation after running the pilot, to expand or not to expand it to othersystems areas in Final Assembly
Schedule: (see attached MS Project schedule)
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Project Schedule
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Project Management Tips (continued)
Project Phases
Consider breaking larger projects into several
phases
Work on project phases sequentially as smaller
projects, if enough resources are available Break out portions of the project, if necessary,
due to delays in the project customers decision
making
Implementation and significant follow-up activity
is commonly viewed as a separate phase of theproject
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Getting Help
Look for ways of partnering with other individuals
or groups on projects
At Boeing, MR&D (now M&PT) has a variety of
experts on call & may be able to purchase some
inexpensive items for testing
Also at Boeing, other groups of Subject Experts
bring additional needed expertise
(e.g. Tool Engineering, Quality Engineering, Design
Engineering, etc.)
Most IE projects are collaborative
How well you coordinate with other groups is critical
to a projects success
Project Management Tips (continued)
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Project Communication
Use a variety of medium to communicate with your Team
(meetings, e-mail, digital pictures, file servers, white board
discussions, Web Ex, etc.)
Ask for reviews during the project
Dont wait for everyone to chase you down to find out howit is going
Regularly communicate with your projects customer
The more frequent - the less forced the final presentation
will seem
A positive & team-focused Attitude is critical to todays
project communications
A bad attitude is rarely tolerated for long
Project Management Tips (continued)
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Data Analysis & Measurement
Understand what data is needed, then develop
your collection plan
(both historical & new data)
Use data to verify and help investigate findings
Utilize good statistical analysis skills, and checkall calculations
Link data to actual observations, when possible
Set up lab tests and mathematical models
Constantly do reality checks with your subjectexperts
Project Management Tips (continued)
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Benchmarking
Benchmarking is mainly on-site tours of other
similar facilities for best practice comparisons
Do the main benchmarking only after you fully
understand your current process
If done too early, you are not ready If done too late, the benchmarking cant properly
influence the solution development
Utilize white board discussions (that are later
typed up) to reach consensus with your Team
Try to include your projects customer on some ofthe benchmarking tours
Project Management Tips (continued)
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Solutions & Evaluations
Write down alternative solutions throughout the project
Plan to research and investigate them
Be creative and comprehensive when developing
initial solutions ideas
Develop an evaluation approach
(The criteria you want to use to determine which
solutions are best)
Rank the most likely solutions
(The ranking may be based on cost, schedule, or risk
factors)
Bring the projects customer in on the selection
process and to offer real applications information
(A reality check)
Project Management Tips (continued)
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Cost & Savings Estimates
Cost & Savings estimates are built up from a good
detailed outline
Get a good Unit Cost estimate for anything very
expensive or with a large number of occurrences
(biggest impact items)
Get the owning organizations to confirm your Costs &
Savings estimates
List one-time Costs & Savings separately from
recurring Costs & Savings
Project Management Tips (continued)
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Conclusions & Recommendations
Research & investigate the most likely conclusions
with the entire Team
Review the possible conclusions ongoing with your
projects customer Take the best of the ideas and form a logical
recommendation
Assess the Recommendations by cost & risk when
presented
Time phase the recommendations, if needed
Project Management Tips (continued)
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Presentations & Reports
Review all final presentations (and final
reports) prior to being given to the projects
customer
Make sure all files (hard copies & electronic)are organized and stored properly at the
conclusion of the assignment
Make sure Implementation Plans are well
organized and doable (Implementation may
take much longer then the Analysis)
Project Management Tips (continued)
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Some Summary Comments
Recognize when to use Project Management techniqueson your IE assignments
Form a good Team, with the needed Subject Experts
Develop a good Plan, then work your Plan to a successful
conclusion, with your Team
Utilize good daily management and time managementtechniques
Monitor progress (overall & to the assigned tasks) and
make adjustments as required
Keep your customer informed throughout the project
Learn from your own project management experiences
(both the good and the bad)
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A Sample Project
Flap Damage Reduction
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Flap Damage Reduction
The 747 Trailing Edge Inboard and Outboard
Flaps were consistently being damaged (dents,
scratches, punctures, etc.)
This caused major disruption to the shop &increased cost to the company
IE used a project approach to analyze the entire
flap build-up & installation sequence
Developed improvement options working with the
crew and tested & implemented them
Four Square Chart
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Four Square Chart
(Flap Damage Reduction)
Pictures Goals
Schedule
The 747 Trailing Edge Inboard and Outboard Flaps
were consistently being damaged, causing major
disruption to the shop floor and our suppliers, while
increasing cost to the company.
Problem
- Reduce the amount of defects and damage related to Flaps
- Minimize disruption to the shop and to the supplier
- Improve customer satisfaction
Define
June
MeasureJuly
Analyze
November
Improve
January
Control
February
Implementation
April
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Project Profile (Flap Damage project)
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Project Schedule (Flap Damage project)
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Process Flow Chart (Flap Damage project)
FLAPS ARRIVE IN
TRUCKS.
FLAPS ARE
TAKEN OUT OF
TRUCKS.
THEY ARE VERIFIED FOR
DAMAGE AND THE RAIL
SHIPMENT PACKING SLIP
IS FILLED.
THEY AREDRAGGED OUT
AND STAGED AT
40-55 YARD.
YELLOW TAG IS PLACED
(WAITING FOR QA).
QA VERIFIES THE FLAP
AND PLACE TAG FORREADY TO MOVE.
FLAPS ARE
TRANSPORTED TO
FLAP BUILD UP.
Outboards
Inboards
FINISH
Pareto Chart
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Pareto Chart
Count 1 337 9 5 3 2 2 1 1
Percent 1.6 4.757.8 14.1 7.8 4.7 3.1 3.1 1.6 1.6
Cum % 95.3 100.057.8 71.9 79.7 84.4 87.5 90.6 92.2 93.8
Count
Percent
TYPE OF DEFECT
Othe
r
Goug
e
Gauge
Broke
nNutplate
Dent/Gou
geChip
ToolMa
rksPa
int
ScratchDe
nt
70
60
50
40
30
20
10
0
100
80
60
40
20
0
Pareto Chart of TYPE OF DEFECT
72% of defects are due to dents and scratches
(2 of 10 defect categories, 20%)
[Control Surface]
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INBD AFT
OUTBD FORE
WS 807WS
469.82
WBL 445WBL
128.4575
1
1'-8"
4'-9"
9"
8"
2
6"
6"
41'-9"
10"
5
6
10"
1'-3"
7
WBL 140
WS 1196 WS 834.5
WBL 822 WBL 515
2"
WBL 583
255"
253'-4"
26
WS 500
DENT AND GAUGE DENT
2 DENTS PAINT
SCRATCH AND DENT
CHIPPED
DENT AND CRACKED
2 DENTS
3
Defect Locator (Measles)Chart
[Control Surface]
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Cause & Effect Diagram (Flap Damage project)
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1 N Hi d PRE
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1. New Hinged PRE
Will replace the current acrylic PRE (PRotective Equipment) whichis small (doesnt cover entire flap), has a slick surface, and is
removed when inconvenient or during flap tests.
The New Hinged PRE will be made of a new material, covers allthree flap sections, and hinges at each section so that it will nothave to be removed during flap test.
PRE is robust enough to prevent heavy damage. It is lightweight,durable, easy to install, and will stay on flap through build sequence.
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2. Laser Measurement Device
Concept is for the mechanic to use any such laser instrument
to measure the gaps on the flaps without walking on the flapsthemselves.
Exact device specifications still in work.
Use of scissor lift will also be necessary. Improve use of MIT.
Speed brake
Panel to be measured Current tool
Flap
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4. Turn Buckle PRE
Use Elephant Hide on flap in between turn buckle in case tool slips
away from mechanic when tightening. Other materials that are as thin as Elephant Hide but more rigid are
being investigated and could be used in the future.
Improve process and protect area on flap that is volatile and
susceptible to damage through use of PRE.
PRE Implemented
5 A P t ti
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5.Awareness Presentation
& Tipsheet Make Flap Damage Prevention Presentation and Tipsheet required
training for all 747 mechanics.
Describes the vulnerability of flaps to damage, description of theconsequences of damage to company including total costs anddisruption caused to manufacturing, explanation of the properprocedures when working on or around flaps, and repercussions of
not following established procedures.
Should be presented to crews at least once per year
Awareness and education will prevent damage across the entireflap
6 Wing Boots & Containment Trays
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6. Wing Boots & Containment Trays
Reinstate and make available for use.
Wing Boots should be placed over the mechanic's shoes everytime they step on the flap to protect from debris that gets caughton the sole.
Containment Trays should be used as a central storage to placetools in one area and not laying around on flap.
Each mechanic who walks on the flap should have one. Putprocesses in place to make items easy to obtain, apparent, andmandatory.
Wing Boots required
on upper wing
surface
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Any
Project Management
Questions?