16885J/ESD35J-NoV18,2003 Enterprise principles cont Continuous Improvement Numerous program management practices introduced Created strategies and practices that can be institutionalized and adhered to Program trades were made with a long-term view of the path ahead instead of looking for short-term rewards Early success of the program set high expectations for future phases Optimal First Delivered Unit Quality OPEVAL report released in Feb. 00 with a rating of operationally effective and suitable Sea Worthiness trial performance Source: Best Lifecycle Value, the FIA-18EIF, and the Lean Enterprise Model", Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16.885J/ESD.35J - Nov 18, 2003 Enterprise Principles cont. • Continuous Improvement – Numerous program management practices introduced • Created strategies and practices that can be institutionalized and adhered to – Program trades were made with a long-term view of the path ahead instead of looking for short-term rewards – Early success of the program set high expectations for future phases • Optimal First Delivered Unit Quality – OPEVAL report released in Feb. 00 with a rating of “operationally effective and suitable” – Sea Worthiness trial performance Source: “Best Lifecycle Value, the F/A-18E/F, and the Lean Enterprise Model”, Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16885J/ESD35J-NoV18,2003 1: Identify and Optimize Enterprise Flow Optimize the flow of products and services, either affecting or within the process, from concept design through point of use. Collocation of product and people Alignment of organizational structure to the product work breakdown structure Common CAD modeling software used across the enterprise Low Rate Expandable Tooling (LREt)minimized number of jigs and movements Work content in production areas is reorganized to prevent bottlenecks Source: " Best Lifecycle Value, the F/A-18E/F, and the Lean Enterprise Model", Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16.885J/ESD.35J - Nov 18, 2003 1: Identify and Optimize Enterprise Flow “Optimize the flow of products and services, either affecting or within the process, from concept design through point of use.” • Collocation of product and people • Alignment of organizational structure to the product work breakdown structure • Common CAD modeling software used across the enterprise • Low Rate Expandable Tooling (LRET) minimized number of jigs and movements • Work content in production areas is reorganized to prevent bottlenecks Source: “Best Lifecycle Value, the F/A-18E/F, and the Lean Enterprise Model”, Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16885J/ESD35J-NoV18,2003 2: Assure Seamless Information Flow Provide processes for seamless and timely transfer of and access to pertinent information Open and honest communication Ask for help needed Internet technology and company web sites enable sharing data and information within the enterprise Access to data is timely and efficient Databases are linked throughout the value chain Metrics shared weekly throughout the enterprise ° Drop Dead philosophy Documenting your job so that someone could come in the next day and pick it up where you left off Source: Best Lifecycle value, the FA-18E/F, and the Lean Enterprise Model", Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16.885J/ESD.35J - Nov 18, 2003 2: Assure Seamless Information Flow “Provide processes for seamless and timely transfer of and access to pertinent information.” • Open and honest communication – Ask for help needed • Internet technology and company web sites enable sharing data and information within the enterprise – Access to data is timely and efficient – Databases are linked throughout the value chain • Metrics shared weekly throughout the enterprise • “Drop Dead” philosophy – Documenting your job so that someone could come in the next day and pick it up where you left off Source: “Best Lifecycle Value, the F/A-18E/F, and the Lean Enterprise Model”, Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16885J/ESD35J-NoV18,2003 3: Optimize capability and utilization of People Assure properly trained people are available when needed. Using an 18 month production gap as an opportunity for career and skill development programs IPT structure broadened functional responsibilities to facilitate the development of a flexible workforce Choose the best person to solve the problem, regardless of which part of the enterprise they are from Source: Best Lifecycle Value, the FIA-18EIF, and the Lean Enterprise Model", Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16.885J/ESD.35J - Nov 18, 2003 3: Optimize Capability and Utilization of People “Assure properly trained people are available when needed.” • Using an 18 month production gap as an opportunity for career and skill development programs • IPT structure broadened functional responsibilities to facilitate the development of a flexible workforce • Choose the best person to solve the problem, regardless of which part of the enterprise they are from Source: “Best Lifecycle Value, the F/A-18E/F, and the Lean Enterprise Model”, Alexis Stanke, LAI Product Development Workshop, September 22, 2000
16885J/ESD35J-NoV18,2003 4: Make decisions at lowest possible level Design the organizational structure and management systems to accelerate and enhance decision making at the point of knowledge, application, and need. Organization chart was aligned with the product work breakdown structure to establish multi-disciplinary teams Joint Configuration Change Board JCCB)is an example of how responsibility for decisions is shared throughout the value chain and how well-defined processes expedite this decision process People are empowered to make decisions through the flow down of requirements and metrics creating Responsibility, Authority, and Accountability(RAA) Source: Best Lifecycle Value, the FlA-18E/F, and the Lean Enterprise Model", Alexis Stanke, LAl Product Development Workshop, September 22, 2000
16.885J/ESD.35J - Nov 18, 2003 4: Make Decisions at Lowest Possible Level “Design the organizational structure and management systems to accelerate and enhance decision making at the point of knowledge, application, and need.” • Organization chart was aligned with the product work breakdown structure to establish multi-disciplinary teams • Joint Configuration Change Board (JCCB) is an example of how responsibility for decisions is shared throughout the value chain and how well-defined processes expedite this decision process • People are empowered to make decisions through the flow down of requirements and metrics creating Responsibility, Authority, and Accountability (RAA) Source: “Best Lifecycle Value, the F/A-18E/F, and the Lean Enterprise Model”, Alexis Stanke, LAI Product Development Workshop, September 22, 2000