Persistent Surveillance
Information
Fusion
FUSION
Unmanned and
Autonomous
Systems
Commercial
Space
NASA
Advanced
Technology
Center Missile
Defense
Systems
Space Systems
Strategic & Defensive Missile Systems
Space Systems
• Launch Services
• Learning • Learning • Learning • Applying Principles • Knows and applies • Knows methods/
Principles Principles & Principles & and tools for methods/ principles principles & can
applying some applying some application in a & can implement apply anywhere
• Recognize tools to a “Just tools to a project in various business
waste & be able Do It” project simulation processes • Able to lead
to question sub- project • Able to lead team in teams,
optimal • Able to closely scoped sub- • Able to lead teams mentor/train Black
What
processes and support and • Able to support project/kaizen and mentor/train Belts and advise
initiate champion Green Belts/ senior leaders in
and sponsor
improvement efforts of Kaizen coaches the competency of
efforts of teams
teams working continuous
working to
to improve a • Provides training improvement
improve a
process process
Population
(100%) (100%) (50%) (10-50%) (1-1.5%) (.05%)
Targets
LM21 Operating Excellence
Developing Critical Mass of Expertise
Corporate Experts (SME’s) Black Belts
3,000
20
2,000
10 1,000
0 0
00 01 02 03 04 00 01 02 03 04
10,000 60,000
45,000
5,000 30,000
15,000
0 0
00 01 02 03 04 00 01 02 03 04
Actual Plan
Expertise and Involvement Imbedded into LM Culture
so it Becomes The Rhythm of the Business
LM21 Utilizes Both Lean and Six Sigma
“Move
(Distribution Shifted +/- 1.5 North East”
# of Process +3σσ) +4σ +5σ +6σ
Reduce
Steps
Steps/Parts 1 93.32% 99.38% 99.98% 99.999%
ce
7 61.63% 95.73%
l en 99.84% 99.998%
l
e 99.77%
10 50.08% 93.96%
c
x 99.07%
99.997%
40 25.08%
g
77.94%E 99.986%
t i n
100 0.10%
ra 53.64% 97.70% 99.966%
Flow Velocity
300 - - -Op
e 15.43% 93.26% 99.898%
2 1- -
700
L M - 1.28% 84.97% 99.762%
1000 --- 0.20% 79.24% 99.661%
3000 --- --- 50.15% 98.985%
Lean 38000 --- --- 0.01% 87.880%
Reduce
Six Sigma Repeatability
Defects/Variability
Operating Excellence
Kaizens A Philosophy to maximize Lean/Six Sigma Projects
producibility and customer
Events to make incremental value by Specifying Value from Increasing capability with a Black
improvements in the Customer’s Perspective, Belt-led team using Quality tools
manufacturing or transactional Analyzing the Value Stream, to Define, Measure, Analyze,
processes. Adding Flow & Pull and Striving Improve and Control.
• Removes waste for Perfection • Improves yields from 3.5σ to
• Reduces cycle time 20 – 60% Design for Six Sigma Process
4.5-5σ
Pre-design Kaizens
• Applies to all aspects of the • Reactive by nature
business A design approach that•optimizes
Applies to all aspects of the
Events to increase producibility performance and cost while
and ensure hardware designs business
maximizing yield during the design of
support lean production methods. the hardware
• Required to support lean factory • Required to improve yields beyond
• Proactive by nature 4.5σ
• Applies to product design • Required to meet high system yields
• Proactive by nature
• Applies to product design
Excellence
Excellence
Optimize
OptimizeFlow
Flow
Communicate
Communicate&& Implement
Implement
Measure
Measure&& &&
Acknowledge
Acknowledge &&
Sustain
Sustain Reduce
Reduce
Success
Success Validate
Validate Friction
Friction
8 7 6 5
Engineering
Value Stream
Process Process
Map Level Level
Process
Level
Process
Level
Rqmts. Stress
Inputs Design Release Outputs
Definition Analysis
Program ProE
CSC Harlingen
Office
Buyer -Labarge CODS
Eng - TSO ELC EDE
Purchasing - MAC Labarge Drafter -Centaur
Planning PAC Drafter -Booster
Sup
Live port
Improvement Opportunities
Eng -Structures Eng -Fluids
Eutelsat
Link Eng -Avionics
Cape Receiving CODS Eng - Checking
Truck Driver
Eng- Mission Int
Eng-Mission
Receiving
Quality Inspection Eng- Software
Work fragmentation
Receiving - Sup
Data port Supplier Data
Repro - Copy
Safety
Reproduction -
Photographer Eng- Systems
traffic
port Quality
Eng -Test Sup
DM
44
39
San
SanDiego
Diego Berryville, AK
Dispersed resources
10 FAB INV
PTF
San Diego Harlingen
ITOWhse
Change Control
DIACS?
As
Checkin where required)
Approve Coordina
Required
Liaison/Eng 6.25 Hours 1.85 Hours
g Will Be
te with
Design Engineering
d for Perform .
program Priority
ed / Checkin
? Order of g (if
Release required)
Engineering Aides
Is
Start=
End=
DATA
Touch Time = .
Start=
End=
DATA
Touch Time = 4
Start=
End=
DATA
Touch Time =
Start=
End=
DATA
Touch Time = 1
Start=
End=
DATA
Touch Time = 32
Start=
End=
DATA
Touch Time =
TOTAL
Start= ECR received
End= Released
Checking 24 Hours 20 Hours
1.2 hrs 1.5 hrs Engineering
25 hrs hrs hrs hrs
Cycle Time= 1 Cycle Time= 2 Touch Time = 40 hrs
Cycle Time= 2 Cycle Time= 2 Cycle Time= 1 Cycle Time= 25
Days Cycle Time= 33 Days
Days
Flow Time=
Qty.=
Days
Flow Time=
Qty.=
Days
Flow Time=
Qty.=
Days
Flow Time=
Qty.=
Days
Flow Time=
Qty.=
Flow Time=
Qty.=
Flow Time=
Qty.=
Release/Eng 9.7 Hours 7 Hours
People=
Aides
People= People=
People= People= People= People=
Drawing
To
D CHECKIN
•Notify
PL ER Is G
Ready COORDIN
Send to AES
Distribution DIRECTL
Y WITH
• Assumptions
Be
DESIGN
DESIGN
ENGINEERING FORMULATE AN ANSWER
• Define the nature of the changes.
• Collect additional information.
• Determine the Design
DATA Configuration.
• Determine all affected items.
TOTAL
Start=
End= • Determine if change is in scope
• Determine if formal Lesson Learned
Touch Time = 5 hrs submittal is appropriate. Start= ECR received
Cycle Time= 11 Days • Complete Informal Actions End= Released Engineering
Flow Time= • Initiate Change Order (Form U- Touch Time = 21 hrs
Design Engineering
Qty.= 5024), If Required
People= • Initiate Drawing Revision, If Cycle Time= 37.5 Days
Required Flow Time=
Qty.=
People=
Terminate / * = APPROVAL BABYSITTING REQUIRED
Reference
Engineering
Only
NO
Receive ECR
Change Control
DATA
ENGINEERING Start=
Log In Access DataBase Review Answer for YES
CHANGE Action? End=
As-Is:
Completeness
CONTROL REVIEW PROBLEM Touch Time = 2 hrs
• Verify that a problem exists Cycle Time= 5 Days UPDATE
SEND TO
UPDATE COORDINATE
Product Data
• Determine cause. CREATE ER Flow Time= RELEASE
NO CLOSE ECR DATABASE If not approved,
• Determine condition of prior Qty.= DATABASE OFFICE
O.K. IN PDM PREPARE NORs •Prioritize determine action
units built. People= and reinsert as
• Establish a need date based ESTABLISH •Fix Errors
required.
on the production schedule. YES APPROVAL RECORD UPDATE
Control
REQUIREMENTS APPROVALS DATABASE
Assign to Liaison or Design
PRODUCT
If not approved, DATA
Engineering
determine action CONTROL “B” BRD “A” BRD
and reinsert as
DISTRIBUTE DISTRIBUTE APPROVAL APPROVAL
required.
* *
Aides
ECP
determine action (IF REQUIRED)
and reinsert as If not approved,
required. determine action
and reinsert as ENGINEERING AIDES
required.
Integrated Product
If not approved, (HOURLY PEOPLE)
determine action RELEASE IN PDM
and reinsert as If not approved,
CHECKING DATA determine action REVISE DIACS PARTS LIST
required.
Start= and reinsert as
Teams
required.
Touch Time = 5 hrs
DATA DATA
Cycle Time= 21 Days
Start= Start=
End= Flow Time=
End=
Qty.=
Touch Time = 1 hrs People= Touch Time = 1.5 hrs
INTEGREATED PRODUCT TEAM (IPT) CHECKING REVIEW ECR & CHANGE
Cycle Time= 2.5 Days ENGINEERING Cycle Time= 2 Days
DATA PACKAGE *
(INCLUDES CHECKING) Flow Time= SCREENING YES Flow Time=
TECH Start= Obtain:
Qty.= BOARD REVIEW / O.K. • Implementation Qty.=
REVIEW OF End=
People= APPROVAL * • Cost People=
CHANGE
NO Touch Time = 2 hrs
PACKAGE *
DESIGN
ENGINEERING ENGINEERING INPUT *
(as required)
To-Be:
5024), If Required
Reduced Handoffs
NO ACTION
PRODUCT
PROMOTE
DATA DISTRIBUTE
TRACK Y Y ADD PC ECR; ER;
CONTROL ECR FOR ECP
NO:
Determine PREPARE ER
Action.
ENGINEERING AIDES (HOURLY PEOPLE) Reinsert where REV ITEM
required CHANGE
POSITION
(FORM)
ADD D.I.
ADD CHANGE
Start=
DATA
• CHECKING
• Program Management
Start=
DATA
Start=
DATA
Start=
DATA TOTAL
Start= ECR received
End= End= End= End=
End= Released Engineering
Touch Time = 7 hrs Touch Time = 6.5 hrs Touch Time = 3 hrs Touch Time = .5 hrs
Touch Time = 17 hrs
Cycle Time= 11 Days Cycle Time= 15 Days Cycle Time= 2 Days Cycle Time= 1 Days Cycle Time= 29 Days
Flow Time= Flow Time= Flow Time= Flow Time=
Flow Time=
Qty.= Qty.= Qty.= Qty.=
Qty.=
People= People= People= People=
People=
Cross Functional Coordination and Buy-in
Achieved Through a Process Simulation Event
• Design • Procurement
– Frank Delisi – Don Hallum
– Ed Booth – Ted McAfee
• Prod Ops / Mfg Engr – Jeff Burnett
– Franz Budel – Bobby Thompson
– Pat Jackson
• Quality
– Joe Chenette • PDC
– Bill Richardson
• Checking
– Tanne Steen
– David Brockman
– Rebecca Jaster
• PP&C • Liaison
– Susan Granacki
– Al Mendez
• Program Management/IPT – Peter DePaiva
– Al Davidoff – Nathan Smith
Process Validated
And the Results are In…
“Lockheed Martin is one of
nine Fortune 100 companies that have
had a positive trend three years in a
row (increased productivity), only one
of the nine in Aerospace industry –
11% from 2001-2002 .”
Del Jones and Barbara Hansen. USA TODAY. McLean, Va.: Aug 13,
2003. pg. B.01
E-mail: andrew.n.parris@lmco.com
Phone: 303-971-7670
Mail: Lockheed Martin Space Systems Company
M/S F9902
P O Box 179
Denver CO 80201-0179