Project Management4.ppt 3384KB Jun 23 2011 10:25:38 AM

Steve Snelling

747 Industrial Engineering Boeing Commercial Airplanes stephen.r.snelling@boeing.com

Project Management

Techniques

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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 airplanes – currently}

on 747-8 program, some projects coaching & mentoring)

• Volunteer activities with IIE (nationally & locally)

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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

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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

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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}

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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 Recommendations

Summary Report & Presentation

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09/14/17

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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09/14/17

Start-up Activities

Five Project Stages

Process

Documentation & Measurement

Develop & Evaluate Solutions Conclusions & Recommendations Implementation Follow-up 1 2 5 3 4

Project Profile & Schedule, Feasibility Examination

Historical Data, Observations, Flow Diagrams, Cause/Effect, Benchmarking

Preliminary Solutions, Evaluation of Findings

Final

Presentation

New Plan

Legend:

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Five Project Stages

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

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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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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

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4. Prepare Conclusions & Recommendations

– Conclusions are documented and investigated

– Final recommendations are documented

– Final presentations are prepared, reviewed & given

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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

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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}

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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 final}

presentation)



_{Overlap with other project teams}

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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 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

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09/14/17

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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

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09/14/17

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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 customer’s decision making

• Implementation and significant follow-up activity is commonly viewed as a separate phase of the project

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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 project’s success

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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

– 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

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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 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

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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 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

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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 project’s customer in on the selection process and to offer real applications information

– (A “reality check”)

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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

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Cost & Savings Estimates

Initial Costs

Initial Savings

Recurring

Costs

Recurring

Savings

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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

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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)

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Some Summary Comments

 _{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}

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A Sample Project

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09/14/17

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

(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

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Process Flow Chart

(Flap Damage project)

Outboards

Inboards

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Pareto Chart

Count 37 9 5 3 2 2 1 1 1 3 Percent 57.8 14.1 7.8 4.7 3.1 3.1 1.6 1.6 1.6 4.7 Cum % 57.8 71.9 79.7 84.4 87.5 90.6 92.2 93.8 95.3 100.0

C o u n t P e rc e n t

TYPE OF DEFECT 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%)

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Defect Locator

(‘

Measles

’)

Chart

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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

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Description of Solutions

& Impacts to Process

Solutions Impacts to Process

1. New Hinged PRE PRE will cover entire flap and is robust enough to prevent heavy damage. It is lightweight, durable, easy to install, and will stay on flap through build sequence.

2. Laser Measurement

Device Device will enable Functional Test to take measurements without walking on flaps

3. Carriage Panel Screw Relocation

Supplier to relocate placement of screws on flap carriage panels to areas with less risk to process

4. Turn Buckle PRE Improve process and protect area on flap that is volatile and susceptible to damage through use of PRE

5. Awareness Presentation

To be presented to shop crews to point out the fragile nature of the flaps, the costs to the company due to damage, the amount of disruption it causes, and best practices if working near the area.

6. Wing Boots and Containment Trays

Reinstate and make available for use. Put processes in place to make items easy to obtain, apparent, and

mandatory. Boots provide clean surfaces. Trays used to place tools in one area and not laying around on flap.

7. Caution Notes on IPs Place important notes on relevant IPs that warn mechanics about fragility of flaps and to use PREs

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1. New Hinged PRE

• Will replace the current acrylic PRE (PRotective Equipment) which is small (doesn’t 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 all three flap sections, and hinges at each section so that it will not have 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 flaps themselves.

• Exact device specifications still in work.

• Use of scissor lift will also be necessary. Improve use of MIT.

Speed brake

Panel to be measured

Path across flap

Current tool

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Install Screw here Do not install Screw here

Do not install Screw here Install Screw here

Leave it as is

3. Carriage Panel Screw Relocation

• Supplier to relocate placement of screws on flap carriage panels to areas with less risk to process.

• Eliminates current process risks of hitting the fore flap with a tool during screw removal.

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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.

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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 the consequences of damage to company including total costs and disruption caused to manufacturing, explanation of the proper

procedures 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 entire flap

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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 every time they step on the flap to protect from debris that gets caught on the sole.

• Containment Trays should be used as a central storage to place tools in one area and not laying around on flap.

• Each mechanic who walks on the flap should have one. Put

processes in place to make items easy to obtain, apparent, and mandatory.

Wing Boots required on upper wing surface

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7. Caution Notes on IPs

• Place important notes on relevant IPs that warn mechanics about fragility of flaps, to contact appropriate personnel before accessing flaps, and to use PREs.

• Increases awareness and serves as reminder.

• Currently, only affected seal jobs have notes on them but IPs from other areas will also have notes.

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09/14/17

Any

Project Management

Questions?

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Install Screw here

Do not install Screw here

Do not install Screw here Install Screw here

Leave it as is

3. Carriage Panel Screw Relocation

• Supplier to relocate placement of screws on flap carriage panels to areas with less risk to process.

• Eliminates current process risks of hitting the fore flap with a tool during screw removal.

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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.

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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 the consequences of damage to company including total costs and disruption caused to manufacturing, explanation of the proper

procedures 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 entire flap

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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 every time they step on the flap to protect from debris that gets caught on the sole.

• Containment Trays should be used as a central storage to place tools in one area and not laying around on flap.

• Each mechanic who walks on the flap should have one. Put

processes in place to make items easy to obtain, apparent, and mandatory.

Wing Boots required on upper wing surface

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7. Caution Notes on IPs

• Place important notes on relevant IPs that warn mechanics about fragility of flaps, to contact appropriate personnel before accessing flaps, and to use PREs.

• Increases awareness and serves as reminder.

• Currently, only affected seal jobs have notes on them but IPs from other areas will also have notes.

57

09/14/17

Any

Project Management

Questions?