LAI Joint Workshop “Value Creation Through Integration

Carreras, Carmen

DSpace@MIT

Opportunities for Lean Thinking in Aircraft FlightTesting & EvaluationJanuary 31, 2002LAI Joint Workshop“Value Creation Through Integration”Researcher: Carmen Carreras Advisor: Prof. Earll M. Murman PD/Carmen Carreras - 2 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeOutlineØObjectiveØKey QuestionsØResearch MethodologyØ5 Principles of Lean ThinkingØNext StepsPD/Carmen Carreras - 3 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeObjectiveDetermine whether Lean principlescan be applied to aircraft flighttesting and evaluationPD/Carmen Carreras - 4 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeKey QuestionsØWhere are the opportunities for the application ofLean principles to flight testing?ØWhat are the sources of preventable non-valueadded activities?ØWhat impact do these activities have on theprogram?ØWhat are the key enablers and barriers to atesting program with minimal delays?PD/Carmen Carreras - 5 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeResearchMethodologyPD/Carmen Carreras - 6 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeFlutterPerformanceHandlingQualitiesCarrierSuitabilityWeaponsSeparationSignatureLoadsAvionics &SystemsNoise &VibrationAircraftTestingPD/Carmen Carreras - 7 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeFlutterØFlutter: A potentially destructive self-excitedoscillationElasticForcesInertialForcesAerodynamicForcesØPrevention: Eliminate by designØTest technique: Vibrate the aircraft andmeasure dampingPD/Carmen Carreras - 8 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeFlutter Testing Value StreamFlightTestsTheoreticalStructuralDynamicsCalculationsTheoreticalUnsteadyAerodynamicsCalculationsScaledVibrationTestsScaledWindTunnelTestsGroundVibrationTests(GVT)PD/Carmen Carreras - 9 ©2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeCase StudiesF22F/A-18E/F737-NGC130JHorizonT-6APD/Carmen Carreras - 10 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeProgrammatic OpportunitiesØHow does Lean thinking apply to the overall flighttesting process?ØData collected through interviewsØWhat allowed the testing program to progresssmoothly?ØWhat were the major barriers/ sources of delays?ØWhere are the opportunities for process improvement inflight testing?Data used to map general value stream andidentify opportunitiesData used to ap general value strea  andidentify opportunitiesPD/Carmen Carreras - 11 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeDaily OpportunitiesØHow does Lean thinking apply to the daily flighttesting process?ØData collected:ØDaily flight logs/ test cards (~2 wks worth)ØDaily FTE/ Ops summarizes of each flightØAnalyze daily flight logs and notes to identifysources and impact of delays during testingData used to map detailed value stream andperform numerical analysisData used to ap detailed value strea  andperfor  nu erical analysisPD/Carmen Carreras - 12 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativePrinciples of Lean ThinkingPD/Carmen Carreras - 13 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative5 Principles of Lean Thinking1. Specify value by specific product2. Identify the value stream for each product3. Make value flow without interruptions4. Let the customer pull value from theproducer5. Pursue perfectionWomack and Jones Lean ThinkingStarting point for framework, adapted based upon the LAI bookStarting point for fra ework, adapted based upon the LAI bookPD/Carmen Carreras - 14 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative#1 Specify value asdefined by thecustomerPD/Carmen Carreras - 15 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeCustomer ValueDelivery of the aircraft on schedule, withfull confidence, and within budget.PD/Carmen Carreras - 16 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeOther Key StakeholdersCustomerTest TeamOversightAgencyPD/Carmen Carreras - 17 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeOversight Agency ValueConducting a test program with theminimal amount of risk to ensure fullconfidence in the aircraftPD/Carmen Carreras - 18 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeTest Team ValueUndertaking rewarding work, in astable environment with an aura ofrespectPD/Carmen Carreras - 19 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative#2 Identify the value stream …•Value-adding activities•Type 1 waste: Non-value adding, but necessary activities•Type 2 waste: Non-value adding, and unnecessary activities•Value-adding activities•Type 1 waste: Non-value adding, but necessary activities•Type 2 waste: Non-value adding, and unnecessary activities… and eliminate Type 2 wastePD/Carmen Carreras - 20 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative#3 Make value flow withoutinterruptionsPD/Carmen Carreras - 21 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeThe test and evaluation “value stream” is the end-to-end setof all tests, modeling and simulations, and related processesand interactions, which are executed to reduce the risk of notachieving the end goal of delivering an aircraft to thecustomer which meets the end user’s xpectations.The test and evaluation “value strea ” is the end-to-end setof all tests, odeling and si ulations, and related processesand interactions, hich are executed to reduce the risk of notachieving the end goal of delivering an aircraft to thecusto er hich eets the end user’s xpectations.•Testing Value Stream DefinitionPD/Carmen Carreras - 22 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative •Generic Testing Value StreamComponentQualificationSystemsIntegration System TestUnreliable components caused delays in system testSystem Integration Lab (SIL) not operating at full capability led to integration problems in system testPD/Carmen Carreras - 23 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeFlight TestsConstruction oftest articleDelivery ofa/c tocustomer•Flight Testing Value StreamLate delivery of test article had significant effect on testing program.Test article delivered on time, testing completed near scheduled datePD/Carmen Carreras - 24 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeIntersecting Value StreamsFlight SupportOther Test AircraftCertification AgencyConstructionof test articleDeliveryof a/c tocustomerTest RangeGround Facilities(Telemetry)Aircraft MaintenanceTankersChase PlaneSAROpportunities forimprovements are atthe intersectionsOpportunities forimprovements are atthe intersectionsFlight TestPD/Carmen Carreras - 25 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeIntersecting Value StreamsØCertification AgencyØObtaining signatures on paperwork in timelymannerØWaiting on availability of agency personnel forrequired briefingsØOther Test AircraftØMaintenance not having a/c ready in timebecause working on other a/c in the programØUnable to perform ground test, becauseinstrumentation being used by another a/cPD/Carmen Carreras - 26 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeIntersecting Value StreamsØFlight SupportØGround Facilities (Telemetry)ØTM goes down for an hour, may miss flight windowØTankersØUnavailable tankers limit test efficiencyØLimited ceiling of tankers disrupts testing. Need to dropfrom test altitude to tanker altitude.ØChase PlaneØLose test time waiting for the chase to refuelØLose test days when chase needs unscheduledmaintenancePD/Carmen Carreras - 27 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeTypical Flight Testing DayReleasefrom shopFly test AnalyzedataDetermine nextday’sconfigurationConfigureaircraftOpportunities for improvements are at the interfacesOpportunities for improvements are at the interfacesPD/Carmen Carreras - 28 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeBiggest problem is late releasesBiggest problem is late releases46%34%3%5%8%4%Late ReleaseAircraft EquipmentOnboard Test Instr.Ground EquipmentHuman ErrorWaiting for chaseNon-weather sources of delaysDaily OpportunitiesPD/Carmen Carreras - 29 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative#4 Let the customer pullvalue from the producerResearch shows, principle #4 is notapplicable to flight testingesearch sho s, principle 4 is notapplicable to flight testingPD/Carmen Carreras - 30 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiative#5 Pursue perfectionThere is always room for improvementThere is al ays roo  for i prove entPD/Carmen Carreras - 31 © 2002 Massachusetts Institute of TechnologyLeanAerospaceInitiativeNext StepsØFinish remaining 3 case studiesØContinue codifying enabling practicesØContinue data analysisØWrite Thesis

Opportunities for Lean Thinking in Aircraft Flight Testing & Evaluation

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Opportunities for Lean Thinking in Aircraft Flight Testing & Evaluation

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