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Process Improvement in the Aerospace Industry Caltech Aerospace Seminar 13 April 2009 Rick Hefner, Ph.D. Director, Process Management Northrop Grumman Corporation [email protected] Process Improvement Workshop Agenda • Current Challenges Facing the Aerospace Industry • Current Industry Approaches – Capability Maturity Model Integrated – Lean Six Sigma – Agile • Northrop Grumman Approach 2 Process Improvement Workshop NDIA Top 5 Systems Engineering Issues (2003) • Lack of awareness of the importance, value, timing, accountability, and organizational structure of SE on programs • Adequate, qualified resources are generally not available within Government and industry for allocation on major programs • Insufficient SE tools and environments to effectively execute SE on programs • Requirements definition, development and management is not applied consistently and effectively • Poor initial program formulation 3 http://www.ndia.org/Content/ContentGroups/Divisions1/Systems_Engineering/PDFs18/ Modeling_Committee_PDFs/February2003_top_5_issues.pdf Process Improvement Workshop NDIA Top 5 Systems Engineering Issues (2006) • Key systems engineering practices known to be effective are not consistently applied across all phases of the program life cycle. • Insufficient systems engineering is applied early in the program life cycle, compromising the foundation for initial requirements and architecture development. • Requirements are not always well-managed, including the effective translation from capabilities statements into executable requirements to achieve successful acquisition programs. • The quantity and quality of systems engineering expertise is insufficient to meet the demands of the government and the defense industry. • Collaborative environments, including SE tools, are inadequate to effectively execute SE at the joint capability, system of systems (SoS), and system levels. 4 Systems Engineering Update, NDIA Top 5 Issues Workshop. July 26, 2006. Briefing by Mr. Robert Skalamera Process Improvement Workshop Summary - Evolution of Top SE Issues 2003 Lack of awareness of SE importance Lack of adequate, qualified resources Insufficient SE tools and environments Inconsistent requirements definition Poor initial program formulation 5 2006 Inconsistent SE practices across all life cycle phases Insufficient quantity and quality of SE expertise Inadequate tools and collaborative environments Requirements not well managed or translated Insufficient SE early in the life cycle Process Improvement Workshop Complex systems, systems of systems Agenda • Current Challenges Facing the Aerospace Industry • Current Industry Approaches – Capability Maturity Model Integrated – Lean Six Sigma – Agile • Northrop Grumman Approach 6 Process Improvement Workshop Two Complimentary Approaches to Process Improvement Data-Driven (e.g., Six Sigma) Model-Driven (e.g., CMMI) • Clarify what your customer wants (Voice of Customer) • Determine the industry best practice – Critical to Quality (CTQs) – Benchmarking, models • Determine what your processes can do (Voice of Process) • Compare your current practices to the model – Statistical Process Control – Appraisal, education • Identify and prioritize improvement opportunities • Identify and prioritize improvement opportunities – Causal analysis of data – Implementation – Institutionalization • Look for ways to optimize the processes 7 • Determine where your customers/competitors are going (Voice of Business) Process Improvement Workshop – Design for Six Sigma The Frameworks Quagmire Sarah A. Sheard, Software Productivity Consortium 8 http://stsc.hill.af.mil/crosstalk/1997/sep/frameworks.asp Process Improvement Workshop Heritage of Standards for Systems Engineering 2002 2002 ISO/IEC 15504 ISO/IEC 19760 (FDIS) (PDTR) 1998 1994 EIA / IS 632 1994 1974 1969 Mil-Std499 Mil-Std499A Mil-Std499B (Not Released) EIA 632 (Full Std) 1994 (Trial Use) ISO/IEC 15288 (FDIS) 1998 (Interim Standard) IEEE 1220 2002 1998 IEEE 1220 (Full Std) EIA/IS 731 SE CM (Interim Standard) 2002 CMMISE/SW/IPPD Legend Supersedes Source for 9 Standards for Systems Engineering, Jerry Lake, 2002 Process Improvement Workshop Breadth and Depth of Key SE Standards Process description High level practices ISO/IEC 15288 EIA/ANSI 632 IEEE 1220 Level of detail System life Detailed practices Conceptualize Input to 632/1220 Develop Transition to Operation Operate, Maintain, or Enhance Replace or Dismantle • ISO/IEC 15288 - Common framework for describing the life cycle of systems • EIA/ANSI 632 - Integrated set of fundamental processes to aid a developer in the engineering or re-engineering of a system • IEEE 1220 - Standard for managing systems engineering 10 Draft Report ISO Study Group May 2, 2000 Process Improvement Workshop SEI’s Strategic Classification Taxonomy Summary of the SEI approach of harmonizing multiple models, by Jeannine Siviy and Pat Kirwan, 2008 PrIME Workshop, http://www.sei.cmu.edu/prime/hardquestionsoutput.html 11 Process Improvement Workshop Problem/Solution Space CMMI • Benchmark with community; demonstrate process capability to customers • Learn new practices • Establish infrastructure • Encourage consistency across projects Lean Six Sigma Agile • Prioritize improvements by business value • Root cause analysis • Statistical analysis • Identify/implement focused improvements • Improve quality, cost, timeto-market • Reduce waste 12 Process Improvement Workshop Agenda • Current Challenges Facing the Aerospace Industry • Current Industry Approaches – Capability Maturity Model Integrated – Lean Six Sigma – Agile • Northrop Grumman Approach 13 Process Improvement Workshop What is the Capability Maturity Model Integrated? • The CMMI is a collection of industry best-practices for engineering, services, acquisition, project management, support, and process management – Developed under the sponsorship of DoD – Consistent with DoD and commercial standards • CMMI for Development - used by engineering organizations – Version 1.0 released in 2000, v1.1 in Mar 2002, v1.2 (CMMI-DEV) in Aug 06 • CMMI for Acquisition - used by buyers (e.g., govt. agencies) – Version 1.0 released in 2007 • CMMI for Services - used by service providers (e.g., help desk) – Under development 14 Process Improvement Workshop The Basic Building Blocks of CMMI – 22 Process Areas Implemented by the organization Implemented by each project Project Management – Project Planning – Project Monitoring and Control – Supplier Agreement Management – Integrated Project Management) – Risk Management – Quantitative Project Management 15 Engineering Support – Requirements Development – Requirements Management – Technical Solution – Product Integration – Verification – Validation – Configuration Management – Process and Product Quality Assurance – Measurement and Analysis – Decision Analysis and Resolution – Causal Analysis and Resolution Process Improvement Workshop Process Management – Organizational Process Focus – Organizational Process Definition – Organizational Training – Organizational Process Performance – Organizational Innovation and Deployment Expected Practices Provide Guidance for Implementation & Institutionalization Project Planning - Implementation SG 1 Establish Estimates SP 1.1 Estimate the Scope of the Project SP 1.2 Establish Estimates of Work Product and Task Attributes SP 1.3 Define Project Life Cycle SP 1.4 Determine Estimates of Effort and Cost SG 2 Develop a Project Plan SP 2.1 Establish the Budget and Schedule SP 2.2 Identify Project Risks SP 2.3 Plan for Data Management SP 2.4 Plan for Project Resources SP 2.5 Plan for Needed Knowledge and Skills SP 2.6 Plan Stakeholder Involvement SP 2.7 Establish the Project Plan SG 3 Obtain Commitment to the Plan SP 3.1 Review Plans that Affect the Project SP 3.2 Reconcile Work and Resource Levels SP 3.3 Obtain Plan Commitment 16 Project Planning - Institutionalization GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information Process Improvement Workshop Practice Ratings for the Organization/Projects 17 Process Improvement Workshop How is the CMMI Used for Process Improvement? IDEAL Model www.sei.cmu.edu/ideal/ 18 Process Improvement Workshop Organizational Infrastructure Required for CMMI Level 3 Process Group Training Program Measurement Repositories Predictive Modeling Best-Practice Libraries Audits & Appraisals Defects per component Policies, Processes, Templates & Tools Process Improvement Communications 25 20 15 UCL 10 _ X 5 0 1 11 21 31 41 51 61 71 Component # Developing and maintaining mature processes requires significant time and investment in infrastructure 19 Process Improvement Workshop Benefits • The typical benefits are: – – – – – Reduced cost Faster schedules Greater productivity Higher quality Increased customer satisfaction • Benefits are cited in many forums – DoD DACS website: www.thedacs.com/databases/roi/ – “Demonstrating the Impact and Benefits of CMMI: An Update and Preliminary Results,” Software Engineering Institute, CMU/SEI-2003SR-009, Oct 2003 20 Process Improvement Workshop Typical CMMI Benefits Cited in Literature • Reduced costs • Greater Productivity – 33% decrease in the average cost to fix a defect (Boeing) – 20% reduction in unit software costs (Lockheed Martin) – 25-30% increase in productivity within 3 years (Lockheed Martin, Harris, Siemens) • Higher Quality • Faster Schedules – 50% reduction in release turnaround time (Boeing) – 60% reduction in re-work following test (Boeing) 21 – 50% reduction of software defects (Lockheed Martin) • Customer Satisfaction – 55% increase in award fees (Lockheed Martin) Process Improvement Workshop Agenda • Current Challenges Facing the Aerospace Industry • Current Industry Approaches – Capability Maturity Model Integrated – Lean Six Sigma – Agile • Northrop Grumman Approach 22 Process Improvement Workshop What is Lean Six Sigma (LSS)? • Lean Six Sigma is a powerful approach to improving the work we do • LSS improvement projects are performed by teams • Teams use a set of tools and techniques to understand problems and find solutions 23 Process Improvement Workshop + • Lean Six Sigma integrates tools and techniques from two proven process improvement methods What is Six Sigma? • Six Sigma is a management philosophy based on meeting business objectives by reducing variation – A disciplined, data-driven methodology for decision making and process improvement • To increase process performance, you have to decrease variation Too early Too late Defects Too late Defects Delivery Time Spread of variation too wide compared to specifications 24 Too early Reduce variation Delivery Time Spread of variation narrow compared to specifications Process Improvement Workshop • Greater predictability in the process • Less waste and rework, which lowers costs • Products and services that perform better and last longer • Happier customers A General Purpose Problem-Solving Methodology: DMAIC Problem or goal statement (Y) Define Measure • Refine problem & goal statements. • Define project scope & boundaries. 25 Analyze Improve Control • An improvement journey to achieve goals and resolve problems by discovering and understanding relationships between process inputs and outputs, such as Y = f(defect profile, yield) = f(review rate, method, complexity……) Process Improvement Workshop DMAIC Roadmap Define Measure Analyze Control Define project scope Identify needed data Explore data Identify possible solutions Define control method Establish formal project Obtain data set Characterize process & problem Select solution Implement Evaluate data quality Summarize & baseline data Update improvement project scope & scale Document Implement (pilot as needed) Evaluate Phase Exit Review [Hallowell-Siviy 05] 26 Improve Process Improvement Workshop DMAIC Toolkit Define Benchmark Contract/Charter Kano Model Voice of the Customer Voice of the Business Quality Function Deployment Measure GQIM and Indicator Templates Data Collection Methods Measurement System Evaluation Analyze Improve Control Cause & Effect Diagrams/ Matrix Design of Experiments Statistical Controls: Failure Modes & Effects Analysis Modeling Control Charts Statistical Inference Tolerancing Reliability Analysis Root Cause Analysis, including 5 Whys Hypothesis Test ANOVA Time Series methods Robust Design Systems Thinking Decision & Risk Analysis PSM Perform Analysis Model Non-Statistical Controls: Procedural adherence Performance Mgmt Preventive measures 27 Process Improvement Workshop Design for Six Sigma (e.g., DMADV) Define Define project scope Establish formal project Measure Identify customers Research VOC Benchmark Analyze Explore data Design solution Predict performance Quantify CTQs 28 Process Improvement Workshop Design Verify Develop detailed design Evaluate pilot Refine predicted performance Develop pilot Scale-up design Document What is Lean? • Series of tools and techniques refined by Toyota and called the “Toyota Production System” – Called “Lean” by Womack, Jones and Roos in The Machine That Changed the World • Focused on increasing efficiency by eliminating non-value added process steps and wasteful practices • Being adopted world-wide by both manufacturing and transactional based organizations • Utilizes tools like “Value Stream Mapping,” “Just in Time” and “Kaizen” LEAN FOCUS: ELIMINATE WASTE AND REDUCE CYCLE TIME 29 Process Improvement Workshop Wastes in Production CORRECTION • WAITING Repair or Rework Any non-work time waiting for tools, supplies, parts, etc.. PROCESSING Doing more work than is necessary MOTION Any wasted motion to pick up parts or stack parts. Also wasted walking Types of Waste INVENTORY OVERPRODUCTION Producing more than is needed before it is needed CONVEYANCE Maintaining excess inventory of raw mat’ls, Wasted effort to transport materials, parts, or parts in process, or finished goods into or finished goods. out of storage, or between processes. 30 Process Improvement Workshop The Hidden Process Returns Supplier Input Process Inspect and/or Sign Output Not sure Second look Reprocess Scrap No Re-route OK Reprocess 31 Customer Process Improvement Workshop Return or Reprocess Return To process The Hidden Process Organizational Adoption: Roles & Responsibilities • Champions – Facilitate the leadership, implementation, and deployment • Sponsors – Provide resources • Process Owners – Responsible for the processes being improved • Master Black Belts – Serve as mentors for Black Belts • Black Belts – Lead major Six Sigma projects – Typically requires 4 weeks of training • Green Belts – Lead minor Six Sigma teams, or serve on improvement teams under a Black Belt – Typically requires 2 weeks of training 32 Process Improvement Workshop A Typical Lean Six Sigma Project in Aerospace The organization notes that systems integration has been problematic on past projects (budget/schedule overruns) A Six Sigma team is formed to scope the problem, collect data from past projects, and determine the root cause(s) The team’s analysis of the historical data indicates that ineffective peer reviews are leaving significant errors to be found in test Procedures and criteria for better peer reviews are written, using best practices from past projects A pilot project uses the new peer review procedures and criteria, and collects data to verify they solve the problem The organization’s standard process and training is modified to incorporate the procedures and criteria, to prevent similar problems on future projects 33 Process Improvement Workshop Agenda • Current Challenges Facing the Aerospace Industry • Current Industry Approaches – Capability Maturity Model Integrated – Lean Six Sigma – Agile • Northrop Grumman Approach 34 Process Improvement Workshop The Manifesto for Agile Software Development “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” - Kent Beck et al 35 Process Improvement Workshop Definition of Agile • Agile is an iterative and incremental (evolutionary) approach to software development which is performed in a highly collaborative manner with "just enough" ceremony that produces high quality software which meets the changing needs of its stakeholders. http://www.agilemodeling.com/essays/agileSoftwareDevelopment.htm 36 Process Improvement Workshop What is “Agility”? • Effective (rapid and adaptive) response to change • Effective communication among all stakeholders • Drawing the customer onto the team • Organizing a team so that it is in control of the work performed Yielding … • Rapid, incremental delivery of software 37 Process Improvement Workshop An Agile Process • Is driven by customer descriptions of what is required (scenarios) • Recognizes that plans are short-lived • Develops software iteratively with a heavy emphasis on construction activities • Delivers multiple ‘software increments’ • Adapts as changes occur 38 Process Improvement Workshop Agile is Supported by Many Methodologies Extreme Programming (XP) • Based on values of simplicity, communication, feedback, courage, and respect • Start with simple solution, add complexity through refactoring • Frequent feedback through unit, integration, and acceptance testing • 4 dev. Phases: coding, testing, listening, designing 39 SCRUM Crystal • Small teams of 6-8 people • “Backlog” defined requirements that will be addressed in each Sprint • Daily 15 min.Scrum meeting to discuss work for the day • Divide projects into 30 day “Sprints” • Review conducted at end of each Sprint to review progress and revise backlog • Frequent delivery • Reflective improvement • Close communication w/personal safety • Access to expert users • Automated testing • Frequent integration • Configuration management Agile Unified Process Adaptive • Repeating Speculate, Collaborate, Learn cycles • Provides for continuous learning and adaptation to changing project state • Simplified version of RUP – reduced number of disciplines • Consists of 4 RUP phases (Inception, Elaboration, Construction, Transition) Process Improvement Workshop Dynamic Systems Development Method (DSDM) • 3 primary phases: Pre-Project, Project Life-Cuc;e , PostProject • Project Life-Cycle consists of Feasibility Study, Business Study, Functional Model Iteration, Design/Build Iteration, and Implementation Feature Driven Dev. • More value on design then the “code is the design” • Model-driven • Develop feature list • Plan, Design, Build by Feature Agenda • Current Challenges Facing the Aerospace Industry • Current Industry Approaches – Capability Maturity Model Integrated – Lean Six Sigma – Agile • Northrop Grumman Approach 40 Process Improvement Workshop Northrop Grumman Approach: Mission Success Requires Multiple Approaches Risk Management Systems Engineering Independent Reviews & Cost Estimates Dashboards for Enterprise-Wide Measurement Program Effectiveness Training, Tools, & Templates Process Effectiveness Mission Assurance & Enterprise Excellence Communications & Best-Practice Sharing Operations Effectiveness CMMI Level 5 for Software, Systems, and Services ISO 9001 and AS-9100 Certification 41 Six Sigma Process Improvement Workshop Robust Governance Model (Policies, Processes, Procedures) Northrop Grumman Approach: Institutionalizing Our Improvements We systematically analyze quality and process data and trends to determine how to improve our processes We improve our process assets based on internal and external best practices Disposition Analysis ISO/AS9100 Findings CMMI Appraisal Findings • Systems/ Software Engineering Process Group Customer Comments • QMS Working Group Independent Audits Lessons Learned & Metrics Tools 42 Increasing program efficiency • Program Management Advisory Board Industry Standards Internal Best Practices Configuration Control Board Information Deployed to programs Policy Process Six Sigma Projects Procedures External Best Practices Checklists and Guides Templates and Examples eToolkit StartIt! msCAS My MS Portal Process Improvement Workshop PAL Workbench PCDB Northrop Grumman Approach: Lessons Learned Based on over 20 Northrop Grumman CMMI Level 5 and Lean Six Sigma organizations • Multiple improvement initiatives helps encourage a change in behavior as opposed to “achieving a level” – Reinforces that change (improvement) is a way of life • The real ROI comes in institutionalizing local improvements across the wider organization – CMMI establishes the needed mechanisms • CMMI and Lean Six Sigma compliment each other – CMMI can yield behaviors without benefits – Lean Six Sigma improvements based solely on data may miss innovative improvements (assumes a local optimum) • Training over half the staff as Lean Six Sigma Green Belts has resulted in a change of language and culture – Voice of Customer, data-driven decisions, causal analysis, etc. – Better to understand/use tools in everyday work than to adopt the “religion” 43 Process Improvement Workshop