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Planning & Control van Planning & Control van Research & Development Research & Development
projectenprojecten
Mission Impossible?Mission Impossible?
Ir Hans Minnee
Wat gaan we doen vandaagWat gaan we doen vandaag(en voortaan ?)(en voortaan ?)
StellingenStellingen Wat is project planning & controlWat is project planning & control 3 Cases R&D projecten3 Cases R&D projecten Wat leren we ervanWat leren we ervan Wat doe je ermee in je eigen projectWat doe je ermee in je eigen project
StellingenStellingen
The beauty of NOT planning is…… The beauty of NOT planning is……
that failure comes as a total surprise, that failure comes as a total surprise, instead ofinstead of
being preceeded by weeks of being preceeded by weeks of worrying and agony!worrying and agony!
StellingenStellingen
R & D is een ontdekkingsreis:R & D is een ontdekkingsreis: Je weet niet waar je uitkomtJe weet niet waar je uitkomt Je weet niet hoe lang het duurtJe weet niet hoe lang het duurt
Het heeft dus geen zin om dat te plannen!Het heeft dus geen zin om dat te plannen!
StellingenStellingen
Failure to PlanFailure to Plan
==
Plan to Fail!Plan to Fail!
Beter een vaag plan Beter een vaag plan
dan helemaal geen plandan helemaal geen plan
Wat is Wat is PlanningPlanning van een project van een project Een meetbaar resultaat van het project doel (Scope) Een meetbaar resultaat van het project doel (Scope)
omschrijven en vertalen & opdelen naar concrete omschrijven en vertalen & opdelen naar concrete activiteiten (Work Breakdown Structure) en + activiteiten (Work Breakdown Structure) en + leveringen (Deliverables) die naar het doel leiden.leveringen (Deliverables) die naar het doel leiden.
Logische activiteiten volgorde in WBS aangeven en Logische activiteiten volgorde in WBS aangeven en in de tijd zetten (van laatste naar eerste) en in een in de tijd zetten (van laatste naar eerste) en in een ”netwerk” (parallele en serieele verbanden)”netwerk” (parallele en serieele verbanden)
Aan activiteiten kosten en uren toewijzen (budget)Aan activiteiten kosten en uren toewijzen (budget) Een team formeren met juiste capaciteiten Een team formeren met juiste capaciteiten
(kwalitatief + kwantitatief) en koppelen aan (kwalitatief + kwantitatief) en koppelen aan activiteiten (Organisation Breakdown Structure)activiteiten (Organisation Breakdown Structure)
Afspraken maken / bevestigen met klant, team en Afspraken maken / bevestigen met klant, team en leveranciers + overige belanghebbenden leveranciers + overige belanghebbenden
Identificeer risico´s en heb daarvoor alternatieven Identificeer risico´s en heb daarvoor alternatieven
Wat is Wat is ControlControl van een project van een project
Regelmatig activiteiten meten qua voortgang Regelmatig activiteiten meten qua voortgang zowel op tijd en op budget (naast performance)zowel op tijd en op budget (naast performance)
Vraag je als team af: gaan we zo de eindstreep Vraag je als team af: gaan we zo de eindstreep halen qua performance, tijd en geld en wat zijn halen qua performance, tijd en geld en wat zijn de bottlenecks (Kritieke Pad) in netwerk en de de bottlenecks (Kritieke Pad) in netwerk en de risico’srisico’s
Analyseer oorzaak van vertraging en Analyseer oorzaak van vertraging en budgetoverschrijding ….en leer er van!budgetoverschrijding ….en leer er van!
Stuur bij door andere oplossingen en nieuwe / Stuur bij door andere oplossingen en nieuwe / betere afspraken te maken / bevestigen met betere afspraken te maken / bevestigen met klant, team en leveranciers + overige klant, team en leveranciers + overige belanghebbenden. belanghebbenden.
Summary Planning & ControlSummary Planning & Control
volg de Demming circle:volg de Demming circle:
Plan => Do => Check => ActPlan => Do => Check => Act
P
DC
A P
Case 1 Thermoplastic Airbus A340 Case 1 Thermoplastic Airbus A340 J-Nose wing leading edgeJ-Nose wing leading edge
What is a ‘J-nose’?What is a ‘J-nose’?
’J-nose’
wing torsion boxslat access panel
photo Airbus
Fokker Thermoplastics R&D, Fokker Thermoplastics R&D, Technology status, 1998Technology status, 1998
Press-forming: in production statusPress-forming: in production status Resistance Welding: proven on a Resistance Welding: proven on a
demonstrator part, ready for industrializationdemonstrator part, ready for industrialization Consolidation technology: R&D phaseConsolidation technology: R&D phase
Next step forward:Next step forward:full assembly on a series applicationfull assembly on a series applicationcustomer: British Aerospace, A340-500/600customer: British Aerospace, A340-500/600
Results of the first meeting with Results of the first meeting with Airbus (AUK / BAe)Airbus (AUK / BAe)
potential for a business case:potential for a business case: Airbus / British Aerospace designAirbus / British Aerospace design Fokker production technologyFokker production technology Ten Cate materialTen Cate material
good chemistry good chemistry between people involvedbetween people involved new team leader new team leader at Airbus, willing to pick up a challengeat Airbus, willing to pick up a challenge agreement on a phased study with:agreement on a phased study with:
a 1:1 prototypea 1:1 prototype calculations to support a business casecalculations to support a business case
Business case J-noseBusiness case J-nose
$
weight
aluminumthermoplastics
thermosets
-$
-w
QUESTIONQUESTION
What should AUK bear in mind when What should AUK bear in mind when considering a thermoplastic J-Nose rather considering a thermoplastic J-Nose rather than the prior (proven) metal version?than the prior (proven) metal version?
ANSWER:ANSWER:
Weight savings (20%) offset against:Weight savings (20%) offset against:costs per component basis and for costs per component basis and for
installation, on a per-aircraft basisinstallation, on a per-aircraft basisinvestments in design modifications, material investments in design modifications, material
specs, co-operation with Fokkerspecs, co-operation with Fokkerrisks: what if it doesn’t work or Fokker is late?risks: what if it doesn’t work or Fokker is late?
1.1. Demonstrate feasibility of application Demonstrate feasibility of application
/ Prototyping/ Prototyping
2.2. Submit and negotiate proposalSubmit and negotiate proposal
3.3. Full scale developmentFull scale development
PHASINGPHASING
Development of the Business Case: Development of the Business Case: Feasibility StudyFeasibility Study
AUK wants to reduce risks: agrees with AUK wants to reduce risks: agrees with Fokker that a demonstrator should be Fokker that a demonstrator should be developed and builtdeveloped and built
Is prepared to pay for a demonstrator Is prepared to pay for a demonstrator (Phase 2 of feasibility study)(Phase 2 of feasibility study)
The prototype:The prototype: 1.5 metres in length simplified prismatic cross-
section with prototype tools
Skin sheet,‘consolidated’ in an
ovenmould
Pressed ribs and stiffeners
mould
Ribs, welded onto skin sheet
mould
Problem definition: Delivery timeProblem definition: Delivery time
It is mid January. Phase 2It is mid January. Phase 2 will not be will not be complete till complete till the end of Maythe end of May. . MMain reason: ain reason: duration duration of of toolingtooling
AUK ‘NEEDDATE’ PROTO
JAN FEB MAR APR MAY
PHASE 1
PHASE 2: demonstrator
GO/NO-GO
tools
production
For AUK, however, the go/no-go decision point is at the end of April, 1 month earlier. The proto absolutely has to be in Filton by then
QUESTION:
How to solve this?
Answer:Answer:
Make all Make all resources availableresources available, , including a full free hand for the including a full free hand for the best specialist within the companybest specialist within the company
Have a Have a dedicated Team in 1 placededicated Team in 1 place
Analyse Critical Path => tooling and process development
Start on proto tools at own expense, a month before finalisation of phase 1
Set up an exact planning and check/act continuously
A340-600 ‘J-nose’A340-600 ‘J-nose’prototype (1998)prototype (1998)
• AUK: ‘sounds like metal, AUK: ‘sounds like metal, must be good’must be good’
• operators: repair friendlyoperators: repair friendly
PHASINGPHASING
1.1. Demonstrate feasibility of Demonstrate feasibility of
application / Prototypingapplication / Prototyping
2.2. Submit and negotiate proposalSubmit and negotiate proposal
3.3. Full scale developmentFull scale development
Fokker Proposal to AUK : basic inputFokker Proposal to AUK : basic input Technical description: Technical description:
Design & fabrication conceptDesign & fabrication concept Calculation of costs:Calculation of costs:
Recurring costs (RC): per product, Recurring costs (RC): per product, with learning effect and inflationwith learning effect and inflation
Non-recurring costs (NRC): design, Non-recurring costs (NRC): design, tools (moulds), work preparationtools (moulds), work preparation
Completion time Planning:Completion time Planning: Best guess, based on previous Best guess, based on previous
projectsprojects
QUESTION:QUESTION:
What should Fokker Management What should Fokker Management take into account in the quotation take into account in the quotation to AUK?to AUK?
ANSWER: part of a PLAN!ANSWER: part of a PLAN! what is the ‘cost vs. price’? (price = cost + profit)what is the ‘cost vs. price’? (price = cost + profit) what total price is the customer (AUK) prepared to pay?what total price is the customer (AUK) prepared to pay? do we have the money to amortize the non-recurring costs & do we have the money to amortize the non-recurring costs &
capital investments?capital investments? can government provide assistance (development and can government provide assistance (development and
financing credit)?financing credit)? over how many aircraft to we do that (business case over how many aircraft to we do that (business case
analysis)?analysis)? what risks does Fokker incur and what bottlenecks are there what risks does Fokker incur and what bottlenecks are there
and what are the solutions?and what are the solutions? how familiar are we with the technology and how much development is needed?how familiar are we with the technology and how much development is needed? do we have the specialist people needed or can we train new people in time?do we have the specialist people needed or can we train new people in time? what is the likelihood of quality problems and too late delivery (penalties and loss of what is the likelihood of quality problems and too late delivery (penalties and loss of
reputation)?reputation)? is our materials partner (TCAC) reliable regarding their share?is our materials partner (TCAC) reliable regarding their share?
Risks, J-nose developmentRisks, J-nose development tight scheduletight schedule new customernew customer new technologynew technology data Airbus/BAe not on data Airbus/BAe not on
time, loads latetime, loads late
Why then the J-nose development?Why then the J-nose development?
Entry ticket to A380 => much Entry ticket to A380 => much bigger volumebigger volume
PHASINGPHASING
1.1. Demonstrate feasibility of Demonstrate feasibility of
application / Prototypingapplication / Prototyping
2.2. Submit and negotiate proposalSubmit and negotiate proposal
3.3. Full scale developmentFull scale development
Plan=>Do=>Plan=>Do=>Check:Check:Problem: material does not satisfy requirementsProblem: material does not satisfy requirements
During the design phase (the end of 1998) after TDuring the design phase (the end of 1998) after Ten Cateen Cate tests: tests:
the glass/PPS composite material proved not to satisfy the the glass/PPS composite material proved not to satisfy the strength requirements after prolonged exposure to moisture strength requirements after prolonged exposure to moisture and extremes of temperatures and extremes of temperatures
These test were never concluded in the pre-study phase, owing These test were never concluded in the pre-study phase, owing to a number of different circumstancesto a number of different circumstances
QUESTION:QUESTION:
How to cope with a great project How to cope with a great project setback?setback?
ANSWER: ANSWER: Plan=>Do=>Check=>Plan=>Do=>Check=>ACT:ACT:Crisis management!Crisis management!
Inform client quickly and discuss route forward: Inform client quickly and discuss route forward: creates commitment and confidence to work creates commitment and confidence to work together in finding a solutiontogether in finding a solution
Form crisis team made up of one’s own experts + Form crisis team made up of one’s own experts + client + externals (including TUclient + externals (including TU’s’s)) analysis cause / effectanalysis cause / effect brainstorm solutions + selectionbrainstorm solutions + selection actions definition / allocationactions definition / allocation 2x /week progress monitoring/co-ordination with 2x /week progress monitoring/co-ordination with
parties:parties: Keep own management well informedKeep own management well informed
Problem: material does not satisfy Problem: material does not satisfy requirementsrequirements
Technical solution:– Quickly weigh up different alternatives:
• A different fibre: the more costly but stronger S-glass instead of E-glass. Not feasible in the short time that was available
• Different ‘sizing’ (type of bonding agent) between the fibre and the resin. Improvements to strength proved feasible but drawbacks in processability later emerged
The A340-The A340-500/600 J-nose500/600 J-nose
Assembly, welding ribs/stiffenersAssembly, welding ribs/stiffeners
Weld quality, J-nose outer surfaceWeld quality, J-nose outer surface
Lessons learnedLessons learned
1)1) For the introduction of truly new For the introduction of truly new technology, you need:technology, you need:
- a customer - a customer product championproduct champion- a good plan and control- a good plan and control- a fall back scenario + support- a fall back scenario + support
- be prepared for crisis management - be prepared for crisis management
2) Everybody together: Co-location in 2) Everybody together: Co-location in Hoogeveen Optimum Team WorkHoogeveen Optimum Team Work
3) Strategy follows opportunity
opportunity: welded fixed wing l/eAirbus A340-600
pressurized floorsGulfstream GV
welded MUC door Fokker 50
1996 1997 1998 1999
controlsurfaces
2000
first application: first application: limited limited volume on ‘inboard J-volume on ‘inboard J-nose’ A340-500/600nose’ A340-500/600
4) Start small and have potential for 4) Start small and have potential for growthgrowth
• followed by growth: ‘J-nose’ on full A380 mid- & outboard wing
First application: A340-500/600First application: A340-500/600
A380 J-noseA380 J-nose
A380 J-nose A380 J-nose
improved concept:improved concept:second generation welding second generation welding
tools and welding striptools and welding stripimproved press-forming of improved press-forming of
ribsribs
large volume productionlarge volume production
Stork Fokker AESP, Hoogeveen
composites
A380 wing (Broughton, UK)A380 wing (Broughton, UK)
Photo courtesy Airbus
Case 2 : DUT 2004 Race CarCase 2 : DUT 2004 Race CarDesign & Build & RaceDesign & Build & Race
Ultra light weight design principleUltra light weight design principle Highest effort in body design & Highest effort in body design &
production and Engine tuning, OKproduction and Engine tuning, OK Plan=>Do=>Plan=>Do=>Check:Check:
Machined parts designed and ordered too Machined parts designed and ordered too late! No capacity anymore at suppliers.late! No capacity anymore at suppliers.
Threat: Too late assembly, no time to testThreat: Too late assembly, no time to test
Question: What should we do now???Question: What should we do now???
ANSWER: ANSWER: Plan=>Do=>Check=>Plan=>Do=>Check=>ACT:ACT:Crisis management!Crisis management!
Analyse the Critical Path => Turning & Milling of Analyse the Critical Path => Turning & Milling of relative simple alu partsrelative simple alu parts
Form crisis team of own + externals (Fokker Form crisis team of own + externals (Fokker coaches)coaches) brainstorm solutions + selection: BUY Lathe and brainstorm solutions + selection: BUY Lathe and
Milling machine and train DUT team members!Milling machine and train DUT team members! actions definition / allocationactions definition / allocation frequent progress monitoringfrequent progress monitoring
RESULT : car ready just in time for tests and race!RESULT : car ready just in time for tests and race!
Elevators
Rudder
Case 3: G650Case 3: G650thermoplastic control thermoplastic control surfacessurfaces
First primary structure: GV
pressure floors
First welded assembly:MUC door Fo50
20001990 2010
First large scale assembly:
Welded fixed wing leading edges A340
Co-consolidated panels, beams
Welded control surfaces
First series production: Fairchild
Dornier ribs
Follow-up development: A380 outboard fixed
leading edge
Ca/PEI
Glass/PPS
Glass/PPS
Ca/PPS
Ca/PEKK & PEEK
Ca/PPS
Ca/PPS
Ca/PEI
Assembly:welding
Ribs:press forming
Design studies: dimensioning,certification, materials&processes
Spars:co-consolidation
Skins:co-consolidation
CVO Technology development projectCVO Technology development project‘thermoplastic control surfaces’ 2003 - 2009‘thermoplastic control surfaces’ 2003 - 2009
New material
Problem erupted: first product not OKProblem erupted: first product not OK Late design because of late customer inputsLate design because of late customer inputs Bad WeldsBad Welds Contour not OKContour not OK
Plan=>Do=>Plan=>Do=>Check:Check: Root Cause : Tooling too weak, long lead timeRoot Cause : Tooling too weak, long lead time Threat: Too late assembly, & deliveryThreat: Too late assembly, & delivery
Question: What should we do now???Question: What should we do now???
ANSWER: ANSWER: Plan=>Do=>Check=>Plan=>Do=>Check=>ACT:ACT:
IMPROVISE and BRUTE FORCEIMPROVISE and BRUTE FORCE Analyse the Critical Path => Tooling needs to be Analyse the Critical Path => Tooling needs to be
upgradedupgraded Form crisis teamForm crisis team brainstorm solutions + selection: Re-inforce brainstorm solutions + selection: Re-inforce
tooling by temporary stiffenerstooling by temporary stiffeners switch to 24/7 production with frequent checksswitch to 24/7 production with frequent checks
actions definition / allocationactions definition / allocation frequent progress monitoringfrequent progress monitoring
RESULT : First shipsets just in time for static tests RESULT : First shipsets just in time for static tests and first flight! and first flight!
Robot welding after improvementsRobot welding after improvements
Dec 2008: welding FAA approved
Gulfstream 650
Savannah, Sept 2009
Wat leren we hier vanWat leren we hier van
Elk project kan niet zonder een projectplan Elk project kan niet zonder een projectplan JUIST voor R&D omdat dat nieuw is:JUIST voor R&D omdat dat nieuw is:
Breek je SCOPE op in meetbare DELIVERABLESBreek je SCOPE op in meetbare DELIVERABLES Zet duidelijk je MILESTONES neer, met speling op het eindZet duidelijk je MILESTONES neer, met speling op het eind Plan je ACTIVITEITEN qua logica en samen met Murphy: Plan je ACTIVITEITEN qua logica en samen met Murphy:
zorg ook voor plan B voor elk risicozorg ook voor plan B voor elk risico Gebruik ervaring voor inschatting van duur en haalbaarheidGebruik ervaring voor inschatting van duur en haalbaarheid Doe het samen (Visual Plan) en check het Kritieke Pad (er Doe het samen (Visual Plan) en check het Kritieke Pad (er
is er altijd 1!)is er altijd 1!) Control hoort er altijd bij; PLAN>DO>CHECK>ACT (elke Control hoort er altijd bij; PLAN>DO>CHECK>ACT (elke
week / dag), en wees voorbereid op Crisis Managementweek / dag), en wees voorbereid op Crisis Management Blijf er voor gaan als TEAM, help elkaar en schakel! Blijf er voor gaan als TEAM, help elkaar en schakel!
Wat gaan Wat gaan julliejullie NUNU anders doen?anders doen?
Formula StudentFormula Student Formula ZeroFormula Zero Eco RunnerEco Runner Nova BikeNova Bike Human Powered TeamHuman Powered Team ZonnebootZonneboot ANDER eigen projectANDER eigen project