Project Start-up Activities Process Documentation Measurement Develop Evaluate Solutions Prepare Conclusions Recommendations Implementation Follow-up

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1. Project Start-up Activities

– Project is authorized and assigned – Initial meetings with the project’s 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 project’s customer – Project Schedule is prepared reviewed with the project’s customer 18

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 19

3. Develop Evaluate Solutions

– Solutions are listed and organized – Additional benchmarking, if needed – Simulations mathematical or using simulation software are performed, if applicable – Evaluation criteria are determined and utilized – All viable solutions are evaluated 20

4. Prepare Conclusions Recommendations

– Conclusions are documented and investigated – Final recommendations are documented – Final presentations are prepared, reviewed given 21

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 22 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 23 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 final presentation  Overlap with other project teams  Legal issues 24 Project Profile Scope • Develop a good Project Profile with a descriptive objective • Develop a realistic project Scope the project’s “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 25 091417 26 Project Schedule • I suggest taking an outline approach to building your project Schedule • Most big complex projects can be broken down into phases or smaller projects • Make the project Schedule only as detailed and complex as the project requires • The Schedule needs to be a useful and dynamic tool, and not a static one-time-use document • Any Scheduling software cannot take the place of logical steps and good task time estimates 27 091417 28 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 customer’s decision making • Implementation and significant follow-up activity is commonly viewed as a separate phase of the project 29 Getting Help • Look for ways of partnering with other individuals or groups on projects • At Boeing, MRD now MPT 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 project’s success 30 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 – Don’t wait for everyone to chase you down to find out how it is going • Regularly communicate with your project’s customer – The more frequent - the less “forced” the final presentation will seem • A positive team-focused “Attitude” is critical to today’s project communications – A “bad attitude” is rarely tolerated for long 31 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 check all calculations • Link data to actual observations, when possible • Set up lab tests and mathematical models • Constantly do “reality checks” with your subject experts 32 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 can’t properly influence the solution development • Utilize “white board” discussions that are later typed up to reach consensus with your Team • Try to include your project’s customer on some of the benchmarking tours 33 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 project’s customer in on the selection process and to offer real applications information – A “reality check” 34 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 35 Cost Savings Estimates Initial Costs Initial Savings Recurring Costs Recurring Savings 36 Conclusions Recommendations • Research investigate the most likely conclusions with the entire Team • Review the possible conclusions ongoing with your project’s 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 37 Presentations Reports • Review all final presentations and final reports prior to being given to the project’s 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 38  Recognize when to use Project Management techniques on 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 management techniques  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 39 A Sample Project Flap Damage Reduction 40 091417 • 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 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 Measure July Analyze November Improve January Control February Implementation April 42 43 44 Flap Damage project Outboards Inboards FINISH 45 Count 1 3 37 9 5 3 2 2 1 1 Percent 1.6 4.7 57.8 14.1 7.8 4.7 3.1 3.1 1.6 1.6 Cum 95.3 100.0 57.8 71.9 79.7 84.4 87.5 90.6 92.2 93.8 C o u n t P e rc e n t TYPE OF DEFECT 70 60 50 40 30 20 10 100 80 60 40 20 Pareto Chart of TYPE OF DEFECT • 72 of defects are due to dents and scratches 2 of 10 defect categories, 20 [Control Surface] 46 [Control Surface] 47 Flap Damage project 48 48 Three main causes: -Ineffective use of PREs -Dropping tools and screws -Walking on flaps Deep Root Causes: -Schedule overlap of jobs -PRE doesn’t cover proper areas -Side of Body Panel PRE is insufficient Flap Damage project 49 Impacts to Process Solutions Impacts to Process

1. New Hinged PRE