1. Boeing Phantom Works Lean and Efficient Processes and Tools
Dave Koshiba
Program Manager
Lean and Efficient Define and Produce
(314)

2. Lean Enterprise Thrusts
Units
Traditional
Lean
Cost
Lean Engineering
Parametric 3D Solids
Dimensional Management
Virtual Manufacturing
Model Based Definition (Int/Ext)
Single Source of Product Data
Virtual Collaboration
Lean Supplier Management
Supplier Base Reduction
Certified Suppliers
Suppliers as Partners
Electronic Commerce/CITIS
IPT Participation
Lean Manufacturing
Throughput Studies
Variability Reduction/SPC
HPWOs
AIWs
Advanced Technology Assembly
Operator Verification
The Lean Enterprise for the Boeing Company has three major thrusts: Lean Engineering, Lean Manufacturing, and Lean Supplier Management. The ability of the enterprise to address each of the areas effectively, with appropriate processes and tools, is necessary for the achievement of Lean results. Yet, none of these three can achieve its full potential without leveraging the other two. The effectiveness with which the “boundaries” between any two are spanned may well be more important than the achievements of any individual thrust. Together, they are the foundation for remarkable gains at the enterprise level,”flattening” the traditional learning curve and moving toward rate independence.
For Boeing Lean Engineering includes (list features)
Lean Manufacturing includes (list features)
Lean Supplier Management (list features)
Yet, as we examine the basic assumption that 80-90% of product cost is “locked up” in the design, the ability to effectively implement engineering practices that result in savings for Manufacturing (including suppliers) is key to the achievement of end results.

3. Goals and Metrics Based on 2nd Generation Experience
Boeing
Improvement Goals
Reduce
Cycle
Time
Reduce
Cost
Improve
Quality
Non-Recurring Development
First Unit Fab & Assy (T1)
Recurring (Production)
Support (O&S)
50%
66%
50% -
90% - 1 2 2 1
Based on Changes After Initial Release (REV’s, EO’s, DCN’s, etc)
Based on Quality Tags per 1000 Std Hours
Just as shared goals are important to the performance of any multi-disciplined team, and understanding of the customer’s goals are key to good design, Lean Engineering has moved beyond improvement goals which address only non-recurring development. While non-recurring effort are still monitored closely (in terms of cost, cycle time, and quality) goals include first unit fabrication & assembly, recurring costs, and support costs. Just as with non-recurring development, goals include cost, cycle and quality. Again, this is an explicit recognition that 80-90% of product cost is tied up in product.
This set of goals begins to drive information sharing across functional boundaries. In order to have cost effective designs, a greater understanding of manufacturing is required in design. The “shared destiny” supports cross-functional communication and learning, encouraging earlier and more active participation of what we traditionally think of as “downstream” users/customers in the design process. 2
Explicit Recognition that 80% of Product Cost is Locked-in by Product Definition

4. Virtual Manufacturing Reduces Rework and Improves Learning
Development in the
Virtual Factory
Affordable, Low Risk
Deployment in the Real Factory
Assembly/Tooling Validation
Tooling Interference Checks
Part to Part Interference Checks
Optimized Sequence Flow
Incorporates TUI’s
Traditional T1
Savings T1
Savings in Rework and
Product Definition Changes
Mfg. Cost
Production Units
Boeing-Lean Engineering Public Release Control No

5. Virtual Manufacturing Tools Support Lean Manufacturing
Virtual Fabrication
Virtual Factory
Validation of NC Programs
Elimination of Machine Collisions
Reduction of PTO’s
Reduced/Eliminated Rework
Virtual Assembly
Validation of Assembly Process
Optimized Assembly Sequences
Product Improvement Changes
w/o Line Disruption
Virtual Process
Production Factory
Simulation Based
Work Instructions
Increased Factory Throughput
Improved Asset Utilization
Enhanced Work Instructions
Workforce Flexibility
Lower Assembly Hours
Virtual Manufacturing Validates the Product Definition, Optimizes the Manufacturing Plan and Costs, and Simplifies Worker Training and Work Instruction Quality

6. Supportability Tools Significantly Reduce Operations and Support Costs
Development in the Virtual World,
for Effective, Low Risk Deployment in the Real World
So what are the benefits of VR?
Early Support Concept Assessments
Eliminates Physical Mock-Ups
Reduces Personnel Requirements
Safety Evaluations
Improved System Integration
Maintenance Rehearsal/Training
Boeing-Lean Engineering Public Release Control No

7. Forward Fuselage Development Conceptual Design Phase
Lean Engineering Product Definition Process Significantly Reduce NonRecurring Cost and Cycle Time
Forward Fuselage Development
Total IPT Labor
Prototype
Wireframe
Release
EMD Wireframe
with 2D Drawing
Release
Modern Programs Are Using:
3D Solid Model Master
Definition - No Drawings
Detail Available Much Earlier
to Support Full, Data-Driven
IPT Decisions
Daily VR Reviews
Virtual Manufacturing
Improved Supplier
Coordination and Concurrent
Procurement
Prototype
3D Solid
Release
Staffing
Level
What does in mean in terms of results? An examination of the Lean Engineering implementation compares nonrecurring cost and cycle across the three generations of product described earlier. Results are a reduction of approximately 50% in cycle time and 50% in staffing levels. We believe these results to be the product of changes in knowledge management and transfer, again process changes enabled by the application of 3D solid geometry. (List and describe the 5)
Daily VR reviews as a forcing function for cross-boundary communication which enhances concurrent engineering and the achievements of small groups.
Prototype
3D Solid
Release *
Months from End of
Conceptual Design Phase
* Indicates results from vehicle of approximate size and work content of forward fuselage

8. Modeling & Simulation Applications Have Resulted
Summary
Significant Progress Made in Reducing Design Cycle Time and Personnel
Early Redesign Efforts Demonstrated Manufacturing Benefits
Simulation-Based Work Instructions Emerged as an Enabler for Improving Realization Factor
Tools Have Been Developed That Facilitate Meaningful Up-Front Supportability
Prototype Forebody Demonstrated the Full Potential of Lean Engineering Tools
Simulation Has the Potential to Significantly Reduce Certification Cost and Cycle Time
Modeling & Simulation Applications Have Resulted
in a Paradigm Shift in Product Development
Boeing-Lean Engineering Public Release Control No