Design Within Complex Environments: Collaborative Engineering in the Aerospace Industry

The design and the industrialization of an aircraft, a major component, or an aerostructure is a complex process. An aircraft like the Airbus A400M is composed of about 700,000 parts (excluding standard parts). The parts are assembled into aerostructures and major components, which are designed and manufactured in several countries all over the world. The introduction of new Product Lifecycle Management (PLM) methodologies, procedures and tools, and the need to reduce time-to-market, led Airbus Military to pursue new working methods to deal with complexity. Collaborative Engineering promotes teamwork to develop product, processes and resources from the conceptual phase to the start of the serial production. This paper introduces the main concepts of Collaborative Engineering as a new methodology, procedures and tools to design and develop an aircraft, as Airbus Military is implementing. To make a Proof of Concept (PoC), a pilot project, CALIPSOneo, was launched to support the functional and industrial design process of a medium size aerostructure. The aim is to implement the industrial Digital Mock-Up (iDMU) concept and its exploitation to create shop fl oor documentation

Knowledge management during radical change: Applying a process oriented approach

During periods of radical organisational change two elements - namely the organisation's strategy and its people - are affected profoundly. Strategic change involves refocusing the organisation in a direction that has little bearing on its past. People are affected by changes, as they are displaced to other parts of the organisation in different roles, or perhaps, are removed under the euphemism of de-layering, rightsizing and re-engineering. Hence, rather than enhance knowledge, senior managers inadvertently destroy knowledge during a radical organisational change. Yet pressures to change and the pace of change are unrelenting. Senior managers are forced to take an approach that can be summarised as ''change first - limit the damage to knowledge later''. Thus, this paper argues that organisations need a process to manage knowledge during periods of radical organisational change. The paper proposes such a process through case study evidence. It highlights actions managers take to ensure that they navigate the paradox of leading the organisation through radical change and nurture knowledge

Process improvement in BAe Systems and the wider aerospace sector

Purpose: To research the change management processes used to implement ‘world class’ improvements in a major aerospace company, BAE SYSTEMS, and to propose a model for process improvement in the wider aerospace sector. Design/methodology/approach: The research was undertaken as a longitudinal study over a period of five years. A variety of research methodologies were used at various stages of the research including action research and observation. Semi-structured and unstructured interviews were used to gather qualitative data along with documentary evidence of the processes being used. Findings: There are three key findings. Firstly, an understanding of the production stages in the aerospace sector: future project; new product; sustain and return to work. Secondly details of a matrix-based approach and the issues regarding its implementation in a large organisation are discussed. Thirdly, a generic set of principles to aid process improvement in the aerospace sector is proposed. Research limitations/implications: Given that the study is based in one company, there are issues regarding the generalisation of the results. A potential further research project would entail the implementation of the proposed generic principles in another aerospace organisation. Practical implications: For BAE SYSTEMS, this research project aided their understanding of the issues involved in rolling out a process improvement program in a large organisation.Originality/value: Until recently, most of the research into process improvement had either been universalistic or aimed at another type of industry, such as the automotive industry. This research helps to address the specific needs of the aerospace industry

Report on the Second Workshop on Sustainable Software for Science: Practice and Experiences (WSSSPE2)

This technical report records and discusses the Second Workshop on Sustainable Software for Science: Practice and Experiences (WSSSPE2). The report includes a description of the alternative, experimental submission and review process, two workshop keynote presentations, a series of lightning talks, a discussion on sustainability, and five discussions from the topic areas of exploring sustainability; software development experiences; credit & incentives; reproducibility & reuse & sharing; and code testing & code review. For each topic, the report includes a list of tangible actions that were proposed and that would lead to potential change. The workshop recognized that reliance on scientific software is pervasive in all areas of world-leading research today. The workshop participants then proceeded to explore different perspectives on the concept of sustainability. Key enablers and barriers of sustainable scientific software were identified from their experiences. In addition, recommendations with new requirements such as software credit files and software prize frameworks were outlined for improving practices in sustainable software engineering. There was also broad consensus that formal training in software development or engineering was rare among the practitioners. Significant strides need to be made in building a sense of community via training in software and technical practices, on increasing their size and scope, and on better integrating them directly into graduate education programs. Finally, journals can define and publish policies to improve reproducibility, whereas reviewers can insist that authors provide sufficient information and access to data and software to allow them reproduce the results in the paper. Hence a list of criteria is compiled for journals to provide to reviewers so as to make it easier to review software submitted for publication as a “Software Paper.

Collaborative Development of Open Educational Resources for Open and Distance Learning

Open and distance learning (ODL) is mostly characterised by the up front development of self study educational resources that have to be paid for over time through use with larger student cohorts (typically in the hundreds per annum) than for conventional face to face classes. This different level of up front investment in educational resources, and increasing pressures to utilise more expensive formats such as rich media, means that collaborative development is necessary to firstly make use of diverse professional skills and secondly to defray these costs across institutions. The Open University (OU) has over 40 years of experience of using multi professional course teams to develop courses; of working with a wide range of other institutions to develop educational resources; and of licensing use of its educational resources to other HEIs. Many of these arrangements require formal contracts to work properly and clearly identify IPR and partner responsibilities. With the emergence of open educational resources (OER) through the use of open licences, the OU and other institutions has now been able to experiment with new ways of collaborating on the development of educational resources that are not so dependent on tight legal contracts because each partner is effectively granting rights to the others to use the educational resources they supply through the open licensing (Lane, 2011; Van Dorp and Lane, 2011). This set of case studies examines the many different collaborative models used for developing and using educational resources and explain how open licensing is making it easier to share the effort involved in developing educational resources between institutions as well as how it may enable new institutions to be able to start up open and distance learning programmes more easily and at less initial cost. Thus it looks at three initiatives involving people from the OU (namely TESSA, LECH-e, openED2.0) and contrasts these with the Peer-2-Peer University and the OER University as exemplars of how OER may change some of the fundamental features of open and distance learning in a Web 2.0 world. It concludes that while there may be multiple reasons and models for collaborating on the development of educational resources the very openness provided by the open licensing aligns both with general academic values and practice but also with well established principles of open innovation in businesses

A framework for lean manufacturing implementation

The lean implementation initiatives can be categorised as roadmap, conceptual/implementation framework, descriptive and assessment checklist initiatives. A literature review on the lean initiatives has examined 28 initiatives. A set of rules is proposed to evaluate these initiatives with respect to nine factors impacting lean implementation. The evaluation has proved that the implementation frameworks have highest association with lean factors. However, existing lean initiatives are not demonstrated in a structured nature. The failure in managing lean implementation process is often consolidated to poor mind-set and inadequate understanding of the lean concept itself. In this paper, an attempt has been made to propose a framework to overcome some of the limitations. The proposed framework is constructed as a project-based framework with detailed four implementation phases. Appropriate practices and decision tools are proposed and assigned to each phase. However, the proposed framework is at conceptual stage. It requires further implementation to be validated.Full Tex

An integrated lean and ISO 14001 framework for environmental performance: an assessment of New Zealand meat industry

The aim of this paper is to explore the implementation of an integrated lean and ISO 14001 approach in meat industry for environmental performance and examine a proposed conceptual framework by capturing insights from lean and ISO 14001 experts in New Zealand (NZ). Semi-structured interviews have been conducted with a group of consultants (lean and ISO 14001) to evaluate the suitability of an integrated lean and ISO 14001 approach in the meat industry for environmental performance. A conceptual framework from literature has guided this study leading to its further development based on the empirical evidence collected. Findings have illustrated a synergistic positive impact of lean and ISO 14001 implementation as an integrated approach for sustaining environmental performance in the meat industry. A joint implementation programme provides more clarity in aligning ISO 14001 operational procedures with lean tools and techniques for an enhanced environmental performance outcome. The application of an integrated lean and ISO 14001 framework is proposed in this paper, which can help industry practitioners and academia in developing a joint implementation strategy and conducting future research. To the best of author’s knowledge, this study is the first to assess the effective implementation of lean and ISO 14001 as an integrated approach in the New Zealand meat industry.Publishe

Program Management for Large Scale Engineering Programs

The goal of this whitepaper is to summarize the LAI research that applies to program management. The context of most of the research discussed in this whitepaper are large-scale engineering programs, particularly in the aerospace & defense sector. The main objective is to make a large number of LAI publications – around 120 – accessible to industry practitioners by grouping them along major program management activities. Our goal is to provide starting points for program managers, program management staff and system engineers to explore the knowledge accumulated by LAI and discover new thoughts and practical guidance for their everyday challenges. The whitepaper begins by introducing the challenges of programs in section 4, proceeds to define program management in section 5 and then gives an overview of existing program management frameworks in section 6. In section 7, we introduce a new program management framework that is tailored towards describing the early program management phases – up to the start of production. This framework is used in section 8 to summarize the relevant LAI research

LAI Whitepaper Series: “Lean Product Development for Practitioners”: Program Management for Large Scale Engineering Programs

The whitepaper begins by introducing the challenges of programs in section 4, proceeds to define program management in section 5 and then gives an overview of existing program management frameworks in section 6. In section 7, we introduce a new program management framework that is tailored towards describing the early program management phases – up to the start of production. This framework is used in section 8 to summarize the relevant LAI research