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Material & Process Technology. Accelerating Technology Transition. Dianne Chong 26 June 2008. D906Q3615. 6/26/2008. The Heritage Companies. The Boeing Company Today. Heritage Boeing. McDonnell - Douglas. 1997-98. Emerging Boeing Global Enterprise. Model 247. B-17 Flying Fortress.

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accelerating technology transition

Material & Process Technology

Accelerating Technology Transition

Dianne Chong

26 June 2008

D906Q3615

6/26/2008

slide2

The Heritage Companies

The Boeing Company Today

Heritage Boeing

McDonnell - Douglas

1997-98

Emerging Boeing Global Enterprise

Model 247

B-17 Flying Fortress

DC-3

DC-8

B-47 Stratojet

367-80 (First 707)

AV-8B Harrier II

F-15 Eagle

North American - Rockwell

Hughes Space & Communication

  • Boeing Core Competencies
    • Large-Scale System Integration
    • Lean Global Enterprise
    • Detailed Customer Knowledge and Focus

Global Societal/Political/Economic

Context

376 Satellite

XB-70 Valkyrie

Anik A Satellite

International Space Station

& Space Shuttle

slide3

Boeing Commercial Airplanes

Connexion by Boeing

Integrated Defense Systems

Phantom Works

slide4

Macro Processes & Competencies

  • Function/Organizational Services
    • Integrated M&P Knowledge Management and Project Management
    • Strategy Development
    • Skill Development, Management and Partner Assessments
    • Standards Management System
    • Business and Administration
    • Lab Services
    • Analysis of Lab Data
  • Fleet Support

Support

  • Support & Develop Fleet Plans/Actions
  • Accident/Incident Investigation & Support

Produce

  • Production Cert and Safety
  • Internal/Partner Tech Transfer
  • Efficiency Redesign and Analysis
  • Mods and Local Development
  • Ship Side Support
  • Internal and Global Partner/Supplier Delegation
  • Engineering Qual & Spec Changes

Define

  • Type Cert and Safety
  • Define Production Tech Scale Up (includes Product Hardening)
  • Product Definition Release (includes Spec, BOM, EAMR Dev)
  • Requirements and Objectives (includes EM&Q)

Acquire & Future

Business– Produce and Technology Development

  • Technology Development Need
  • Trades and Selections
  • Applicability (Scale up to Production)
  • Practicality (Prototyping)
  • Concept and Feasibility
  • Understand BCA Needs & Requirements
  • Fundamental Research
  • PD Concepts
  • Competitive Assessment
accelerating technology transition5

Accelerating Technology Transition

Creating a culture for innovation and rapid technology transition

Methodologies and approaches

Enabling tools and databases

creating the culture

Creating the Culture

Acceptance of risk, anticipation of failure, and plans for alternatives

A flexible environment with the ability to accommodate change during the development process

Open communication in all directions without regard to hierarchy

A widespread sense of responsibility and commitment to success that exceed defined functional roles

Valuing innovation over short-term economic efficiency

A passionate focus on the end-user\'s needs

slide7

Methodologies and Approaches

IntegratedRoadmapping

MarketRoadmap

“Know Why”

  • Knowledge of current & future Market / Business Opportunities
  • Company Strategies
  • Environmental Stringencies
  • Industry Trends
  • Regulatory Drivers
  • Competition
  • Etc.

Push

Ensures alignment of Technology &

Product Development Plans

with Market Opportunities

Influences

Product & Service Roadmap

“Know What”

Drivers /

Thrusts

Push

Pull

  • Potential Product & Services Offerings: Both Pull & Push
  • Strategic Capability Needs

Options

Technology & Process Roadmap

“Know How”

Needs /

Requirements

  • Progressive, Alternative & Disruptive Solutions / Processes
  • Intra & Inter -Structure
  • Partnerships
  • Suppliers, VC’s, Etc.

Pull

Time

slide8

Improved Planning

Time

Market 1

Market 2

Market 3

Market

Product

P 2

P 1

P 3

T 1

T 2

Technology

T 3

R&D

programs

RD 1

RD 2

RD 4

RD 2

Capital investment / finance

Supply chain

Resources

Staff / skills

Chart

Modified

technology product development alignment

Product Development

Airplane Program

1

Technology & Product Development Alignment

2

3

4

5

6

7

8

Idea

!

PHASE 1

Define Product & Program

PHASE 2

Execute Program

PHASE 3

Produce, Support & Improve Product

1

2

3

4

5

7

6

8

Initiate

PD Study

Concept

Feasible

Ready to Show

Config

Defined

Ready to Offer

Program Launch

First

Flight

Certification

Firm

Configuration

Continuous Product Improvement

Enables

Requirements

T1

Solutions

  • Integrated Process
    • Disciplined Milestone Definition and Reviews
    • Includes Entire Product Life Cycle
    • Aligns Technology and Product Development
    • Ensures that Technology Development is Strategy and Product Driven
    • Ensures that Technology is Developed to an Application-Ready State Prior to Program Need
    • Allows for continuous improvement of products and processes and incorporation of lessons-learned

T2

T3

T4

T5

T6

Idea

!

PHASE 0

Basic Research & Technology Development

T1

T2

T3

T4

T5

T6

Initiate

Research

Initiate

Development

Demonstrate

Feasibility

(Committed Technologies)

Technology Readiness

Application

Readiness

Production Readiness

Advanced Technology

slide10

Technology Development and Implementation Process

Checklist

1.

2.

3.

4.

Initialization

Project Management, Finance, Business, Communications, IP, Commercialization, O&R

  • Discovery
    • ProjectManagement
    • Finance
    • Business
    • Comms
    • IP
    • Comm
    • O&R
  • Feasibility
    • ProjectManagement
    • Finance
    • Business
    • Comms
    • IP
    • Comm
    • O&R
  • Practicality
    • ProjectManagement
    • Finance
    • Business
    • Comms
    • IP
    • Comm
    • O&R
  • Applicability
    • ProjectManagement
    • Finance
    • Business
    • Comms
    • IP
    • Comm
    • O&R
  • Implement
    • ProjectManagement
    • Finance
    • Business
    • Comms
    • IP
    • Comm
    • O&R

Gate

Rev

Gate

Rev

Gate

Rev

Gate

Rev

Existing

PRO 5157

Process

Checklist

1.

2.

3.

4.

Checklist

1.

2.

3.

4.

Checklist

1.

2.

3.

4.

Checklist

1.

2.

3.

4.

Checklist

1.

2.

3.

4.

Close Out

Project Management, Finance, Business, Communications, IP, Commercialization, O&R

  • Consistent Standard Process for Technology Development & Implementation:
    • Gate reviews
    • Standard milestones enable standard work and more meaningful process metrics (e.g. EVA)
    • Supporting tools for common reports, work for PI’s
    • Process owners for phases & supporting modules (e.g. IP management, milestones)
    • Stakeholder communication & participation

Key Measures:

1) Is It Easier for the PIs to do their Jobs?

2) Better Yield, Improved Quality

when does technology investing occur

0

When Does Technology Investing Occur?

90%

LEGEND

Investment

($)

Current Distribution

60%

Future Distribution

30%

10%

10%

<1%

0

0-3 Years

4-7 Years

8-10 Years

Time to Maturity

Roadmapping assists in creating a balanced Technology Investment over time

slide12

Technology Development: Pulling It All Together

Involved Leadership

Manufacturing Domain

Structural Domain

Setting Direction & Expectations

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