Lean Manufacturing in New

Industries Yields Innovative Industry Paradigms

Dr. Andrew FellerVP – Manufacturing

IO Data Centers

How Manufacturing Capability Transformed Satellite Deployment for

the IRIDIUM System, and Data Center Infrastructure Deployment for

IO and its Customers

CREATING THE SHIFT

Manufacturing’s Contribution to Industry Innovation

Two Industry Transformations

Data Centers:

Modular IO.Anywhere

Aerospace:

IRIDIUM Space Vehicles

Background• IO Data Centers – IO.Anywhere Production• Arizona State University – Ph.D. IE (ISE/MSE)• 2 Consulting Practices: IIS and KinetX• Motorola – Satellite Production & Launch• Boeing – 777 Design to Cost – JAD Work

Statement• Boeing – $850M Sheet Metal Center• Motorola/ASU – MS Fellowship/Internship• Colt Industries – Turbine Repair IE• ASU – Undergrad IE• Johnston College – U of R: Liberal Arts

Two Industry Transformations

• Data Centers: Modular Production

IO.Anywhere Data Center Deployment• Snowflake Construction Standard Product

• Just-in-Time Deployment of Optimal Capacity

• Aerospace: Satellite Assembly & Launch

IRIDIUM Space Vehicle Constellation• 18 month Integration & Test 1/Week TAKT Time

• 72 Satellites Launched in 1 Year

IO.Anywhere Production System

Striving for World Class Assembly at IO

OVERVIEW

Birth of a Module

http://www.youtube.com/watch?v=4JTZapUiAaA

Company Timeline

1st Modules ~3½ Yrs Ago

Big DataData is growing at 40 percent compound annual rate - 45ZB by 2020

How the Industry is Responding

Construction of More Data Centers

This Doesn’t Work Because…

It Takes Too Long

24+ MONTHS

Site Selection Negotiation Site Preparation Construction Commissioning

It Costs Too Much

+91%Pre-operational funding costs

+67%Fit-up costs

+46%Repair and maintenance costs

+30%Headcount and compensation

+19%Electricity costs

+19%CO2 emissions

5XOver a 20 year life the operating cost of a

traditional data center is 5-times the capital

cost.

*all numbers are in comparison to Data Center 2.0 model for a 1MW data center

It Doesn’t Scale

Tier 3 Data Center - $$$$

CLOUD BACKUPERP

$$ $$$$

Tier 2 Tier 3Tier 1

Application

CPU

Storage

It is Inefficient

2.0+ Average

PUE

Disparate systems

+“Snowflake” design

+Lack of visibility

It is Insecure

Increasingly, companies are connecting

building energy management systems to

networks and to the Internet…

…the danger is that criminals could use

those connections to unlock doors, turn off

lights or sabotage data centers by turning

up the heat.

- Rachel King, CIO Journal, April 5, 2013

There is a Better Way

MotivationTransform the paradigm of data

centers from a construction

project to a technology product

• Bring the efficiency of a

standard, optimized product to

market to meet the growing

demand for data center capacity

• Deliver this product with world

class development time, cycle

time, quality, and cost

Leading an Industry Transformation

• Construction Industry

• Uncharacterized Processes

• 18 Month Projects

• Punch-list Mentality

• Inadequate for Demand

• Heavy Capital Burden

• Each Project Unique

BExisting

Capability

Desired

Competency

A

• Lean Module Production

• Characterized Processes

• 4 Week Assembly & Test

• Quality Designed In

• Scalable, Agile Response

• Just-in-Time Investment

• Standard Product enables

Optimization and Control

Data Centers

Manufactured+ + Factory tested + Purpose built

Standardized Form Factor

Safety Standard

Hot swappable components+

Concurrently Maintainable Design

Software Optimized

Starting the Lean Journey

• Factory Design

• CDR, PDR

• 1st Factory Setup

• 1st ModulesBuilt

• P1800

• D200

• D300

• All to PHX, NJE

• 55 Modules Built

• 1st Mfg. 101

Class

• UL Testing

2011 2012 2013 2014• Factory Move to

DC

• 1st External Sales

• Opened Ohio

• Introduced

• P1500

• D400

• DSMOD

• 54 Modules Built

(63 Frames)

• 2nd Mfg. 101

Class

• UL Listing

• Factory Move to

CH

• Opened Singapore

• Introduced

• DHMOD

• 1st Outoor Install

• 122 Modules Built

(147 Frames)

• Lean Greenbelt

Class

• NO FACTORY

MOVE!

• Design Refresh

• Introducing ECO

• 6σ Classes

• ISO 9001

Installed Data Centers at a

Record Pace

• Ohio, Singapore:

Rapid DC Setup

at new facilities

• Incremental

Capacity on Short

Notice

• PBIO Fortrust, 1st

mods powered 3

weeks from order

Enablers – Starting the Journey

• Assembly 101 – State Funded

– Educating the construction worker

– Change the mindset

FROM: field engineering with ad-hoc

materials and punch lists

TO: Bills of Material, Pick Lists and

First Time Quality

• Onsite MEP Lean Workshop

• Onsite Custom Lean Greenbelt

Program for Leads

• QMS – ISO Registration

Assembly 101

• This course captured the following DLOs:

For Context For Lean For Quality, TPM and Safety

- Complete IO Business

Overview

- Global Business Pressures

- I/O Assembly Metrics and

Design

- Curriculum Outline and

Course Expectations.

- History of Lean

- What is Waste

- Fundamental Principles

- Visual Workplace

- Value Stream Mapping

- 5S + 1 (Safety)

- Set-up Reduction

- Pull and Flow

- TAKT Time

- Impact of Variability

- Cost of Quality

- Problem Solving Tools

- Safety impacts

- Safety principles and

guidelines

- Total Productive

Maintenance

- The Five TPM tools

- Information flows

The IRIDIUM® Satellite Production

System

IRIDIUM is a registered trademark and service mark of IRIDIUM LLC

Computer Integrated Manufacturing

Motorola, Chandler, Arizona

Motivation

• Deliver on the Promise of

Global Personal

Communications

• Bring Personal

Communications Within the

Reach of Every Human Being

in the World

• Produce a New Product With

Never Before Achieved

Development Time, Cycle

Time, Quality, and Cost

First to Market

• Iridium System Delivered for

Commercial Service on

November 1, 1998

• Eight Weeks Ahead of

Schedule

• Earned Incentive Bonus for

Early Delivery

Iridium is a registered trademark and service mark of Iridium IP LLC

Iridium System Overview

IRIDIUM is a registered trademark and service mark of IRIDIUM LLC

The Iridium Constellation

IRIDIUM is a registered trademark and service mark of IRIDIUM LLC

6 Planes, 11 Satellites per Plane

Created New Paradigm in Satellite

Manufacturing & Launch

• Launched at a Record Pace:– 72 Satellites in 12

Months, 12 Days

– 14 Satellites on 3 Launch Vehicles, from 3 Countries, in 13 Days

– 19 Consecutive Successful Launches

• Satellite Integration and Test cycle time of 25 days vs. industry standard of 12-18 months

• Pulse rate of 4.3 Days

Launched Constellation at a Record

Pace

• 72 Satellites in 12 Months,

12 Days

• 14 Satellites on 3 Launch

Vehicles, from 3 Countries,

in 13 Days

• 19 Consecutive Successful

Launches

Satellite Production & Launch

• Build and Test Satellites• 3 Motorola Factories (Front-End, Middle, Back-End)

• 160 Sophisticated Electronic Assemblies• Multi-Processor Parallel Computer

• Modems, Switches, Timing Units, Power Converters, ...

• Supplied Items: Bus, 12 Antennas, Solar Arrays,

Battery

• Software Flash Load: Vehicle Unique

• Launch Processing• 3 Sites: California, China, Kazakhstan

• Battery Install, Fueling, Dispenser Mate

Leading an Industry Transformation

• Craft Industry

• Uncharacterized Processes

• 18 Month Integration & Test

• Quality Tested In

• Inadequate for Commercial SV

BExisting

Capability

Desired

Competency

A

• Lean SV Production

• Characterized Processes

• 21 Day Integration & Test

• Quality Designed In

• Necessary for Commercial

Success of IRIDIUM

AEROSPACE

Manufacturing Leadership

• Everything it takes to bring a product to the

customer

• Manufacturing pulls the design

• Coordinates with suppliers, internal resources,

and customers

• Process oriented

• Able to get things done

Worth Our Consideration…

• The importance of taking a total supply chain perspective

and extending concurrent engineering activities beyond

organizational boundaries

• That most organizations are designed to subliminally kill

the concurrent efforts and teamwork their rhetoric

supports

• The line between product development and

manufacturing has blurred:

• Product cycles are shorter

• Production processes considered during design

• Quality is design dependent

Keys to Success

• Open Communication and Collaboration Across

Organizational Boundaries

• Courage to Question the Status Quo

• Willingness and Support to Try Something

Different

• Tool Development

Challenging the Status Quo

• Establishing a Reach-Out Goal:

“5 Day Dock-to-Dock”

• Five years prior we were crazy

• Four years prior just reckless

• Three years prior: ”Is that 5-24 hour days”

• Two years prior reality set in, plans paid off:

• Traded risk for schedule

• Managed test bottleneck operations

• Eliminated marginally required tests

• Production Year: 4.3 Day Pulse Rate –

23 Day Cycle Time

Obstacles to Progress

•Hierarchical organizational structure

•Sequential policies and procedures

•Culture that associates status with position rather

than knowledge

•Legacy thinking

• Our own “Rules of Thumb”

• Inadequate social skills

•Lack of vision

The Value of a Crises

• One of the Few Times There is A Clear Mission

and Vision

• Processes are Naturally Streamlined

• Easy for the Individual to Determine Their

Commitment

The Vision to Transform an Industry

• Vision• To design, develop, and operate the lowest cost

product delivery mechanism in the industry

• Team Mission• Influence the design

• Plan and implement steady state operations

• Develop core competencies for long-term competitive

advantage

• Guiding Principles• Product designs consist of both parts and processes

• Quality is inherent in the design

• 5 Day Dock to Dock Cycle-Time

Approach to the Development Process

• Focus on Optimizing the Entire Supply Chain

• Establish Clear Vision, Mission, and Values

• Predict Quality During Development

• Predict Cycle Time During Development

• Consider Up and Down Stream Processes in All

Design Decisions

Strategies

• 6 Sigma analysis of electrical & mechanical designs

• Composite design metrics for manufacturability:

(DTUPC, 6 sigma scorecard, standard parts, standard

processes, part count, board density, etc.)

• Collaborative Parts Management

• Process Focus and Modeling

• “5 Day Dock-to-Dock” Cycle-Time Budget

• Benchmarking commercial industries for processing

and handling ideas

• Awareness, Education, and Awards

• Brokerage and Influence

Techniques & Tools

• DTUPC Database

• Process Characterization & Experiment Design

• Modeling

• Process Icon and Bill of Process Database

• “Virtual Factory” Simulation

• 3-D Solids

• Factory Data Flow: Inter- and Intra- Company

• Collaborative Equipment Design

• DFM Guidelines for the Supply Chain

• 0 Based CIM: “Buy & Tie” Systems

Standard for Process Models from the Air Force Integrated Computer Aided

Manufacturing (ICAM) Program. Icam-DEF Method 0 → IDEF0

Verb/Noun

Phrase

Activity Box

Input(s) Output(s)

Mechanism

ControlConcept Tree Relation Tree

T

Activity Entity

T

E-E A-A E-A

Branch

Join

Seq

Dom

Support

I

C

OM

Information

Layer

Resource

Layer

Material

Flow

OO

Petri Net

Simulation

CG AI Meta-model

(Box) (Arrow)

Ref Ref

Prior Research – Process Modeling & Analysis:

Extension of IDEF0 Modeling

Material Flow

Resources and Facilities

Cast Mach Inspect Move Assemble

Company A Company B

IT & IE

ME & IE

Planning, Finance & IE

Enterprise Analysis in 3 Layers

Information and Control FlowIE as System Integrator

Material Flow

Resources and Facilities

Information and Control Flow• Product and Process Specifications

• Product Changes and Updates

• Planning and Scheduling

• Kanban Signaling/WIP Tracking

+ Process Control• Cycle Time/TAKT Time

• Process Variability and Control

• As-Built Configuration Data

• Environmental and Safety Factors

• Material Requirements

• Handling Requirements

• Inventory Targets

• Logistics

• Throughput Capacity and Capability

• Transportation and Distribution Equipment

• Containers and Recyclables

• Staffing Requirements

Supply Chain Design Blends all 3+

3.0

ASSEMBLE & ATTACH RF C ABLES TO BEAMFORMER

1200

A Graphical Look At:

Qualif ication Initial Production Steady State

3.0

Electro-mechanically connect RF cables

between the T/R Modules and the

beamf ormer (122), and the driv e modules

and the beamf ormer (32)

Controlled torques?

Cable sleev es are marked to insure correct destination

Dif f icult handling of .047 diameter cable.

Inv estigate use of "handi-f orm" f ormable cable material (Ni plated jacket)

(Possibility of preconf iguring a harness?)

Issues/Comments

Assemble Beamf ormer to panel.ComesFrom Process List

Attach Velcro StripsGoesTo Process List

Process documentation/v isual aid

(Paperless)

1

1

Documentation stamp/barcode

Inv entory status

154 RF Cables

Hand tools

Panel with RF cables

People

Required

Space (ft)

L W H

Min

Max

Process ControlInformation IN Information OUT

New Parts IN

Description

Cycle Time - Hours

Product OUT

Resource OUT

Environmental Byproducts

Facility Requirements

Safety Issues

Resource IN

Assemble/InstallPanel with beamf ormer

Previous Product IN

Hand tools

Electro-mechanically connect both ends of each RF

cable.

Self inspect f or correct designation.

Activities

6/23/93 5 D AY DOCK TO DOCKIRIDIUM M ANUFACTURING BILL OF PROCESS

Information

Material

Resources

Control Rules

Facilities

Electro-mechanically connect RF cables

between the T/R Modules and the

Beam-former (122), and the drive modules

and the beam-former (32)

Description

Cycle Time - Hours

Assemble/Install

Process Data

Application: The Process Icon

Supply Chain Bill of Processes

3.26 Certified Assembler

Supplier A

Supplier B

Supplier C

Bill of Process

Database

LocationProcess Name

Sequence

Level

Cycle

Time Person - Process

SunnyvalePack and Prep Battery5790 4 Kevin Bilger

Launch SiteLAUNCH SITE HEADER PAGE6000 0 JORDAN

Launch SiteTransport SV/Dispenser to Launch Complex6057 8 Jeff Finan

BostonThermal Cycle1280 52 Paul Babbit

ChandlerSV Liveness Test5070 6 Hyrie Bysal

Launch SiteSV Confidence Test6020 4 John McBride

BostonAttach Velcro Strips to Panel1210 0.7 Richard Russo

BostonDispense Adhesive & Assemble Patches1040 .575 Richard Russo

BostonAssemble and Bond T/R Modules1060 .57 Richard Russo

AustinACS Hardware Installation (NADIR)2280 16 John Tiemann

AustinEPS Panel/IBE Assembly & Test2230 8 John Tiemann

BostonAssemble Control Modules1160 0.2 Richard Russo

ChandlerPayload/CES Panel Assembly - Station 54080 6.6 Don Jensen

AustinNADIR-Propulsion System Assembly222 6.07 Assembler(certified)

AustinNADIR MODULE,Propulsion System-Weld219.1 5.75 Machine Operator

AustinCOM MODULE,Propulsion System-Weld229.1 5.75 Machine Operator

AustinBUS MODULE,Propulsion System-Weld239.1 4.95 Machine Operator

BostonAttach Patch Hold Down Fixture1050 0.2 Richard Russo

BostonLay Thermal Blanket Over Panel Back1230 0.2 Richard Russo

SunnyvaleShipFrom Sunnyvale5800 168 Jordan Snyder

Launch SiteReceive Flight Battery Radiator Assembly6035 2 John McBride

BostonElement Test1260 16 Paul Babbit

BostonBond and Assemble Drive Modules 1070 1.4 Richard Russo

BostonBond and Assemble Power Regulators1090 3 Richard Russo

AustinBUS MODULE-Propulsion System Purge and Seal243 0.91 Assembler

BostonCalibration Verify1290 16 Paul Babbit

Launch SiteCharge Batteries6120 10 John McBride

BostonClean Panel and Pack1330 1.0 Richard Russo

ChandlerCS Functional Test - Station 84110 48 Mike Monteilh

ChandlerPropellant Line Connection5030 7 Hyrie Bysal

ChandlerPropellant Line Connection - Welding5031 7 Hyrie Bysal

BostonAttach R.F. Cables and Flex's to T/R modules1130 7.0 Richard Russo

BostonAssemble P/R Flex1140 0.5 Richard Russo

BostonCure & Remove Fixture1100 168 Richard Russo

AustinShip CM Structure to Comm Space2780 1 John Tiemann

BostonShip MMA to Comm Space1900 24 Paul Babbit

AustinNADIR-Receiving220

Bill of Process

1230 Lay Thermal Blanket Over Panel Back 0.2 Boston Richard Russo

Application: The Process Icon

ASSEMBLE & ATTACH RF C ABLES TO BEAMFORMER

1200

A Graphical Look At:

Qualif ication Initial Production Steady State

3.0

Electro-mechanically connect RF cables

between the T/R Modules and the

beamf ormer (122), and the driv e modules

and the beamf ormer (32)

Controlled torques?

Cable sleev es are marked to insure correct destination

Dif f icult handling of .047 diameter cable.

Inv estigate use of "handi-f orm" f ormable cable material (Ni plated jacket)

(Possibility of preconf iguring a harness?)

Issues/Comments

Assemble Beamf ormer to panel.ComesFrom Process List

Attach Velcro StripsGoesTo Process List

Process documentation/v isual aid

(Paperless)

1

1

Documentation stamp/barcode

Inv entory status

154 RF Cables

Hand tools

Panel with RF cables

People

Required

Space (ft)

L W H

Min

Max

Process ControlInformation IN Information OUT

New Parts IN

Description

Cycle Time - Hours

Product OUT

Resource OUT

Environmental Byproducts

Facility Requirements

Safety Issues

Resource IN

Assemble/InstallPanel with beamf ormer

Previous Product IN

Hand tools

Electro-mechanically connect both ends of each RF

cable.

Self inspect f or correct designation.

Activities

6/23/93 5 D AY DOCK TO DOCKIRIDIUM M ANUFACTURING BILL OF PROCESS

Information

Material

Resources

Control Rules

Facilities

3.0

Electro-mechanically connect RF cables

between the T/R Modules and the

Beam-former (122), and the drive modules

and the beam-former (32)

Description

Cycle Time - Hours

Assemble/Install

Process Data

Supply Chain Optimization

Transactional

Relationship

Info-Sharing

Relationship

Collaborative

Relationship• Leveraged information availability

– Design Metrics, Planning and Execution Data

• Created alternative business agreements/models

– Vendor Managed Inventory (VMI)

– Service Level Agreements (SLA)

– Performance Incentives

– Kanban Signals

• Implemented Multi-echelon Resource Optimization

– Better analytical methods:

• Algorithms and software tools for optimization of inventory vs. service level given variability in demand and supply

• Statistical analysis

• Capacity planning

• Simulation

• Total Supply Chain Performance, Capability, & Resource Analysis

– Iridium Satellite Virtual Factory

Bus

Comm Mod

Motorola Final

FL

W U

Stocker

AD

T U

Load

AD

T U

Unload

3 Trains

UD

Area Stocker 3 Test 368.29 seconds trave l time

start

V

F

L W

Que 12

TCR

Receive

Furnace

demand

a

b

c

a

b

demand

a b cabc

R C T

Send

Furnace

R C T

Send

Furnace

TCR

Receive

Furnace

R C T

Send

Furnace

3 Trains

TCR

Receive

Furnace

R C T

Send

Furnace

MMASubassemblies

Raytheon Boston

X-Link Antennas

G-W Antennas

CM StructurePanelsNadir

Motorola Initial

FL

W U

Stocker

AD

T U

Load

AD

T U

Unload

3 Trains

UD

Area Stocker 3 Test 368.29 seconds trave l time

start

V

F

L W

Que 12

TCR

Receive

Furnace

demand

a

b

c

a

b

demand

a b cabc

R C T

Send

Furnace

R C T

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TCR

Receive

Furnace

R C T

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Furnace

3 Trains

TCR

Receive

Furnace

R C T

Send

Furnace

FL

W U

Stocker

AD

T U

Load

AD

T U

Unload

3 Trains

UD

Area Stocker 3 Test 368.29 seconds trave l time

start

V

F

L W

Que 12

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Furnace

demand

a

b

c

a

b

demand

a b cabc

R C T

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R C T

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TCR

Receive

Furnace

R C T

Send

Furnace

3 Trains

TCR

Receive

Furnace

R C T

Send

Furnace

SV

Subassemblies Battery Radiator Assembly

To

Orbit

Lockheed Sunnyvale

Launch

FL

W U

Stocker

AD

T U

Load

AD

T U

Unload

3 Trains

UD

Area Stocker 3 Test 368.29 seconds trave l time

start

V

F

L W

Que 12

TCR

Receive

Furnace

demand

a

b

c

a

b

demand

a b cabc

R C T

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Furnace

R C T

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Furnace

TCR

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Furnace

R C T

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Furnace

3 Trains

TCR

Receive

Furnace

R C T

Send

Furnace

FL

W U

Stocker

AD

T U

Load

AD

T U

Unload

3 Trains

UD

Area Stocker 3 Test 368.29 seconds trave l time

start

V

F

L W

Que 12

TCR

Receive

Furnace

demand

a

b

c

a

b

demand

a b cabc

R C T

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Furnace

R C T

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TCR

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Furnace

R C T

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3 Trains

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Furnace

R C T

Send

Furnace

Launched

72 Satellites

in 1 Year

CM Struct

Panels

Bus

NadirACS, ...

Lockheed Nashua

FL

W U

Stocker

AD

T U

Load

AD

T U

Unload

3 Trains

UD

Area Stocker 3 Test 368.29 seconds travel time

start

V

F

L W

Que 12

TCR

Receive

Furnace

demand

a

b

c

a

b

demand

a b ca

bc

R C T

Send

Furnace

R C T

Send

Furnace

TCR

Receive

Furnace

R C T

Send

Furnace

3 Trains

TCR

Receive

Furnace

R C T

Send

Furnace

CM Str. Container

Nadir Container

MMA Container

Resources:

CM Dolly

Bus Container

Bus Dolly

MMA A Frames

SV Container

SV Dolly

Locations:

Austin

Chandler

Boston

China

Russia

California

Virtual Factory

Virtual Factory:

Supply Chain Simulation

5 Day Dock-to-Dock BudgetTreating Time Like Money

Process Description Budget Actual Var Part Process Actions 0

Hour s Hour s Hour s Owner Owner

Receive Comm

Module

Receive CM and

accessories from

Comm Space and

prep for mate

2.0 2.0 0.0 Don Jensen (Comm Space) Andrew Fell er

Formed a Handling

Team to come to an

agreement on a

common handli ng

vi sion

Receive Bus

Receive BUS and

accessories from

Lockheed Aust in

and prep for mate

3.0 3.0 0.0Bob Gonzal es (LAD)

B ill Vaubel (LAD)Andrew Fell er

Formed a Handling

Team to come to an

agreement on a

common handli ng

vi sion

Mechani cal Mate:

CM and Bus

Physical assembly

of the Comm Module

and the BUS secti on

2.0 5.0 3.0

Dave Stewart (LMSC)

Herb Liebelt (LMSC)

B ill Patterson (LAD)

Jordan SnyderIssued report on Mech

Mate Process 09/06/93

Propellant Line

Connect ion and

Test

Connect all lines

between the two

sections and

perform l eak tests

7.0 7.0 0.0Irv Bernard (LMSC)

B ill Patterson (LAD)Hyrie Bysal

Studying cryogenic fit

versus orbital weld,

have baseline routi ng

in place

Elect rical Mate:

CM and Bus

E lect rically connect

power lines and

si gnal connectors

between CM and

BUS

7.0 7.0 0.0

Dixon Ng (LMSC)

Noel Vil lanueva (LMSC)

Jack Stroman (LAD)

John VekichIdenti fied the 7 electrical

connecti ons

Instal l Thermal

B lankets

Instal l necessary

thermal blankets

onto mated CM and

BUS

2.0 2.0 0.0Ji m Schirle (LMSC)

Kevin Freund (LMSC)Dave Di ppre not yet fully investi gated

SV Liveness Test

S ix S igma

verificati on of all SV

level connections

6.0 6.0 0.0Helmuth Drosdat (LMSC)

Don Jaques (LAD)John Zukoski not yet fully investi gated

Instal l Solar Arrays

A ttach solar arrays

to drives in folded

positi on, and lock

HDRM

mechani sms

6.0 8.0 2.0

Kevin B ilger (LMSC)

Patrick Hart (LMSC)

Rob B lack (LMSC)

Harvey Hasegawa (LMSC)

Darius Chung (LMSC)

John Zukoski

In process of writing

report on Solar Array

Composite Design

Analysis

SV Pack and Ship

Prepare fully

assembl ed SV for

shipping to

destinati on l aunch

si te or storage

4.0 4.0 0.0 Greg Selzer (LMSC) Jeff Finan

Formed a Handling

Team to come to an

agreement on a

common handli ng

vi sion

Total 39.0 44.0 5.0

5 Day Dock to Dock Processi ng Ti me Variance

Pro

ces

s

P rocessing Time Variance in Hours

-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0

Receive Comm

Module

Receive Bus

Mechani cal Mate: CM

and Bus

Propellant Line

Connect ion and Test

E lect rical Mate:

CM and Bus

Instal l Thermal

B lankets

SV Liveness Test

Instal l Solar Arrays

SV Pack and Ship

Budget Vari ance

Technology Investments

• Discrete Event Simulation

• Advanced Solids Modeling

• Advanced Workstations & Networks

• Database: Prototyping to Production

• Factory Information Systems

• Software Configuration Management Version Control

System

• WAN and Intranet

Influence

• More important than technology

• Advantages of technology must be demonstrated and

invested in

• People make or break technology introduction - invest in

people

Influence: What Worked

• Creating and Establishing a Vision

• Focusing on Non-Technical Skills

• Public Speaking

• Feedback

• Understanding Personal Styles

• Writing

• Lateral Thinking

• Give ‘til it hurts

• On-site Liaisons, Coaching and Technical Support

• Workshops - Redefining the Customer

• Awards and Recognition

Challenges

• Technology Introduction and Integration

• Managing Configuration Change:

• Key Driver for Manufacturing Systems

• Test Operations and Data Management

• Balancing the Supply Chain within Rigid Contractual

Constraints

Manufacturing’s Vision!

• To design, develop, implement, (and transform) industrial

processes

• Influence Designs

• Focus the Enterprise on Process

• Develop Core Competencies

• Provide the guiding context (why?) for technology

implementation

Closing Thoughts

• Create Reach Out Goals

• In the Absence of Meaningful Metrics, Use Time

• Spend as Much Effort on Relationships as Technical Issues

• Create Clear and Succinct Vision

https://www.youtube.com/watch?v=4mHNYwLbUI0

The Spirit of Innovation

Thank You!Please complete the session survey at:

ame.org/surveySession Code: ThP-39

Lean Manufacturing in New Industries Yields

Innovative Industry Paradigms

Dr. Andrew Feller

IO Data Centers

af@io.com