Project Management

Steve Snelling747 Industrial Engineering

Boeing Commercial [email protected]

Project Management Techniques

2

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 Area Industrial Engineer (Reynolds Aluminum Co. – Listerhill, Alabama)

• Worked 10 years as Management Consultant (A.T. Kearney Inc. & Arthur Young Intl. – Chicago,

San Francisco & Vancouver - worked in 22 states & Canada)

• Worked last 20 years as IE / Process Improvement Engineer (special assignments) (Boeing - Everett site: 747, 767, 777, & 787

airplanes – current assignment is 747 program)

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Presentation Outline

• Pictures of Boeing products & 747 Freighter Assembly

• Structure of IE Projects• Five Project Stages• Some Project Management Tips• A Sample Project• Closing Comments• Q&A

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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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747 Freighter

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The Structure of IE Projects

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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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Some 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 ManagementProduction 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 EngineeringFunctional 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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Five Project Stages

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Start-up Activities

Five Project Stages

Process Documentation &

Measurement

Develop & Evaluate Solutions

Conclusions & Recommendations

Implementation

Follow-up

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Start-up Activities

Five Project Stages

Process Documentation &

Measurement

Develop & Evaluate Solutions


Implementation

Follow-up

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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

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4

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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 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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3

2

4

5

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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

2

4

5

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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

Five Project Stages (continued)1

3

2

4

5

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4. Prepare Conclusions & Recommendations

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


3

2

4

5

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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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Project Management Tips

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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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Project Profile

Project Profile Project #: PE- 0410 Analyst: Steve Snelling

Assignment Title: 747 T.O.C./Critical Chain Pilot Area

Customers: Final Assembly General Supervisor A/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 FBJ systems. 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 schedule Learn from F-22 usage and 777 S&I pilot area Define the true Critical Chain (note: differs from the Critical Path, and also more detailed than current P-nets), including revised job times and buffers Investigate software options Get IE Resource Commitment Prepare report on turning on the pilot Decide to go or no-go Start up the pilot area

Deliverables: Detailed precedence networks Calculated (or estimated Project Buffer and Feeder Buffers) A detailed Critical Chain network that represents the entire pilot area (all skills) Sample management reports & tracking charts A recommendation to proceed or not to proceed with turning on the pilot A recommendation after running the pilot, to expand or not to expand it to other systems areas in Final Assembly

Schedule: (see attached MS Project schedule)

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Project Schedule

• I suggest taking an outline approach to building your project Schedule: - Tier 1 activities

• Tier 2 activities

- Tier 3 activities

• 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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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 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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• 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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A Sample Project

Flap Damage Reduction

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Sample Project

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

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Project Profile (Flap Damage project)

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Project Schedule (Flap Damage project)

Four Square Chart

[L/H & R/H Lower Wing Surface Shake]

Picture Goals & Objectives

•To eliminate R/H & L/H Lower Wing Surface Shake jobs from traveling out to field

Approach

Review all IPs that impact Lower Wing Surface Shake

ECD: 10/29

Review overlapping jobs on Barchart

ECD: 11/15

5 Why

ECD: 11/26

Fishbone Diagram

ECD: 11/29

Schedule

Job Description: L/H & R/H Lower Wing Surface Shake

Scheduled Flow Day: xx

ACCP: xx

Shift: 1st & 2nd

Duration: x-y hrs.

Times Traveled: xx

Sample Range: 11 LN# xx

Problem Definition

•1st & 2nd shift Crew as a Focus to Light Project

•Root Cause Analysis

•5 Whys

•Cause & Effect Diagram

1St Shift Focal: Supervisor1

2nd Shift Focal: Supervisor2

WPA - xx

ECD: 10/2

Process Flow ECD 11/9

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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 ARE DRAGGED OUT

AND STAGED AT 40-55 YARD.

YELLOW TAG IS PLACED (WAITING FOR QA).

QA VERIFIES THE FLAP AND PLACE TAG FOR

READY TO MOVE.

FLAPS ARE TRANSPORTED TO

FLAP BUILD UP.

Outboards

Inboards

FINISH

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Pareto Chart

Count 1 337 9 5 3 2 2 1 1Percent 1.6 4.757.8 14.1 7.8 4.7 3.1 3.1 1.6 1.6Cum % 95.3 100.057.8 71.9 79.7 84.4 87.5 90.6 92.2 93.8

Count

Perc

ent

TYPE OF DEFECT

Othe

r

Goug

e

Gaug

e

Brok

en N

utpla

te

Dent/G

ouge

Chip

Tool

Marks

Paint

Scra

tchDent

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"

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WS 500

DENT AND GAUGE DENT

2 DENTS PAINT

SCRATCH AND DENT

CHIPPED

DENT AND CRACKED

2 DENTS

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Defect Locator (‘Measles’) Chart

[Control Surface]

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Cause & Effect Diagram (Flap Damage project)

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Problem 1 Why 2 Why 3 Why 4 Why 5 Why

Aft/Mid Inboard Flap Damage near

SOB

Dropping tools & screws

Joins Process

Pushing screws from inside the A/P

Lack of good access to the area

Wrong screws

Very small platform

New mechanics

Ineffective use of PRE

PRE not installed in time

PRE does not work

Walking on the flaps

Joins jobs behind schedule

Using different platform

Can’t use tiger lift

Landing gears installed (day 5)

Flaps are in the middle

Seal jobs & CIC

PRE material not adequate

Cannot withstand surface loads

PRE not installed correctly

Mechanic error

Insufficient work instructions

Lack of training

IP not clear

Mechanic forgot

Awareness

Schedule incorrect IE error

Tired and lack of focus

Working too fast, busy schedule,

overtime

6 Why

Flap damage disruption

Not enough resources

Mechanic error

Kitting process?(different screws’

sizes mixed)

Screws’ difference very small for mechanics to distinguished

Can’t have a bigger platform

because interfere with flaps

Joins & flaps overlap for 1 day

No space to put the tools

Scheduling

7 Why

Lack of training

Awareness

Joins & flaps overlap for 1 day

Scheduling

New mechanics

PRE doesn’t cover where the damage

is ocurringSmall PRE

Joins jobs behind schedule

Lack of experience

Scheduling

SOB Panel

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

5-Whys Analysis (Flap Damage project)

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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 PREImprove process and protect area on flap that is volatile and

susceptible to damage through use of PRE

5. Awareness Presentation and Tipsheet

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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New Hinged PRE• Will replace the current acrylic PRE 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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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

Flap

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Install Screw here

Do not install Screw here

Do not install Screw here

Install Screw here

Leave it as is

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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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

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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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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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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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Some Closing 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 (both the good and the bad)

“May all your projects be successful”

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Any Questions?

[email protected]

Project Management

Business

Transcript of Project Management