Dynamic Change Awareness (DCA)NSRP All Panel MeetingMarch 8, 2017
Ambre Cauley and Greg Carithers, P.E. Document prepared under ONR contract N00014-14-D-0377 as part of the Navy ManTech Program
DISTRIBUTION A. Approved for public release: distribution unlimited.
DCN# 43-2480-17
2Ingalls Overview
• Building four classes of ships simultaneously—ten ships now in production
• Seven Arleigh Burke-class destroyers in firm business
• Builder of record for LPD and LHA classes of amphibious assault ships
• Builder of largest multi-mission National Security Cutter for the U.S. Coast Guard
DDG 51 Surface CombatantsLPD 17 Class Amphibious Transport USCG National Security CutterLHA 6 Amphibious Assault Ship
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3Issue Description
Lack of real-time visibility and knowledge of forthcoming changes to design or planned work drives…
…increases in engineering labor, planning labor, and generates re-work for production.
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Project Objective
Dynamic Change Awareness is the ability for the entire value stream to have real-time visibility of the evolving design, planning, material and production baseline changes to enable intelligent management decisions that lowers program costs.
Kevin Jarvis – Ingalls Director
Model/Drawings
Requirements
Bill of Materials
Plan/ScheduleQualityCDRLs/SDRLs
ChangeManagement (CM) Process
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Project Vision
ContractsRequirements
Plan/ ScheduleTest
CDRLS/SDRLS Bill of Materials
Quality
Model/ Drawings
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6DCA Project Teams
NSRP + ManTech
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7NSRP Team Members
• Ingalls Shipbuilding – (Kevin Jarvis – Project Sponsor)– John Walks (Project Lead), Greg Carithers (Technical Lead),
Ray Campion, Steven Frees, Aaron Holland, Hal Todd, Kay Jamison, April Martin, Will Janca, Dale Humphrey, Mickey May, Mike Deutsch, Jamie Breakfield, Virgel Smith, Kevin Elliott
• Bollinger– Dennis Fanguy, Katie Dufrene
• Austal– Barbara Turrens, Elizar Chaney, Emily Skewes, John Lawrence
• SSI– Patrick Roberts, Patrick David, Darren Guillory, Ken Sanderson, Denis Morais, Bruno Franca,
Chris Emerson
• ATI– Frances Pearce, Project Manager
• Newport News– Mark Debbink, Program Technical Representative
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NSRP Project Overview
Requirements Development
As-Is Process Development
To-Be Process Development
System Architecture Development
Develop Final Report & Final Workshop
Project Initiation
Completed
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Requirements DevelopmentReqNum
Requirement Statement (wording simplified for presentation) Included in Process
Ingalls Future System
Austal Future System
Bollinger Future System
1. 2D drawings and 3D model Configuration Management within a single system Yes PLM/SC PLM Matri-X
1.1 • Ability to scope change impacts and tie changes to associated drawing objects
Yes PLM PLM Matri-X
1.2 • Include workflows that identify the appropriate organizational levels to support reviews and approval of changes
Yes PLM BizFlow/ PLM
Matri-X
1.3 • Capability to create drawing change objects and associate them to specific version of drawing objects
Yes PLM PLM SC
1.4 • “Real-time” status of changes, including change status tracking Yes PLM PLM Matri-X
1.5 • Automatically provide and update 2D drawings from 3D model within a single system
Yes SC SC SC
2. Full associations of Planning production schedules (i.e., work orders and work packages) within a single system and tied to the 3D model/2D drawings
Yes PLM PLM BERT
3. Bill-of-Materials (all parts) storage with relationships linked to CAD Model within a single system
Yes PLM PLM BERT
4. Storage and relationships of drawing objects with TDP (Technical Data Packages) Yes PLM PLM MATRI-X
5. Requirements Management coupled with the 3D model Yes PLM PLM CaseSpec
* Based on Model Based Enterprise
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Requirements DevelopmentReqNum
Requirement Statement (wording simplified for presentation) Included in Process
Ingalls Future System
Austal Future System
Bollinger Future System
6. “Real time” metrics and dashboards within a single system for Engineering Design, Planning, Material and Construction, organizations at a minimum
Yes PLM PLM ---
7. Quality information tied to ship construction Yes PLM PLM BCS
8. A bi-directional interface with the ERP system Yes PLM PLM BERT
9. the ability to uniquely identify objects. Yes PLM PLM BERT
10. The capability to maintain information object relationships throughout a ship’s lifecycle (i.e., Ship and Hull Effectivity)
Yes PLM/SC PLM MATRI-X
11. The capability to uniquely identify discrete information (objects) data sources of record
Yes PLM PLM MATRI-X
12. The capability to store Supplementary Data (Notes, Parameters, Non geometric data) to all objects in a single system
Yes PLM PLM SC/ MATRI-X
13. The native 3D model to be directly imported to the appropriate CAM system and the code will be controlled within the PLM system
Yes PLM PLM SC
14. A process for sending all Product Manufacturing Information (PMI) to manufacturing data products associated to a model
Yes PLM/NW PLM SC
15. External PLM access to native 3D CAD model, 3D lightweight viewable and eBOM. Access to native models, Neutral models, and metadata decided by the type of relationship with external design authority
Yes PLM/NW PLM NavisWorks
* Based on Model Based Enterprise
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As-Is Process DevelopmentIDEF0 CM Process
• Activity – Action / Verb, noted by the block with a capital letter & number, where a shadow notes a decomposition level that form a group of sub-activities
• Input – Something needed to perform the Activity
• Control – Anything that provides guidance for that Activity
• Mechanism – What helps to move the Activity into a completion phase
• Output – The Product of the Activity
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To-Be Process Development• Ingalls, Bollinger and Austal agreed to use
this as the upper level To-Be Change Management Process
– Ingalls is connecting the Change Management processes as part of the PLM implementation
– Bollinger has implemented changes within existing systems
– Austal has plans to implement changes in future systems
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System Architecture (IDEF1X)
ERP
SC PLM
PLM
PLMPLM
PLM
PLM
PLMPLM
PLM PLM
PLM
ERP
ERP
PAINT SCHED PRN LISTDEC COV SCHED COMPART SCHED
O&F SCHED LABEL PLATEEQUIP. LISTS REQ. MGMT.
LIBRARY PARTS LEXICON
HUNTINGTON INGALLS INDUSTRIES PRIVATE/PROPRIETARY
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System Architecture
HUNTINGTON INGALLS INDUSTRIES PRIVATE/PROPRIETARY
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15How DCA Influenced the PLM
3D comparison of new, changed and deleted parts
Interference CheckingAutomated PLM and Ship Constructor Tasking
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16ManTech Team Members
ONR Program Office (Program Officer ) – Paul Huang
Program Office (Designator)– Todd Hellman (PMS-400)
• Mark Grzeszkiewicz• Erica Smackum
Contractor Organization– Ingalls Shipbuilding
• Ambre Cauley (ManTech Manager)• Ambre Cauley (Project Manager), Greg Carithers (Technical Lead), Mike Chromey (Supply Chain Lead), Jamie
Breakfield (IT Lead), Aaron Holland (Engineering Lead), Kay Jamison (Configuration Mgmt.Lead), April Martin (Planning & PC Lead), Will Janca (Planning), Judy Applegate (Contract Specialist), & Sarah Hayes (Program Assistant)
Center of Excellence– NSAM
• Dale Orren (Deputy Director)• Tim Macon (Program Manager)• Larry Karns (Project Technical Representative)• Wade Hedges (Contract Manager)
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DCA ManTech Project Overview
Developed System Solution/Dashboards
Developed Pilot Plan
Pilot Real Time Process with Dashboards
Mapped Existing Processes
Developed Data Traceability Requirements
Developed The Revised Process
Completed
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Mapped Existing Processes with Authoritative Sources
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38712
2
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Revised Process
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Problem Report
Model & Drawing Workflows
Engineering Change Management
Req Allocation & Verification
Tech Purch Req SOWContract Data Requirements
Systems can be eliminated with the implementation of a PLM • 8 major systems• 7 minor Configuration Management systems• 15 other minor systems
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Process Identification and Streamlining
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Provides Configuration Control of Design and Planning Changes and Baselines
Engineering
Central Planning
SCM
StructureFoundationHVACMachineryMain MAPMisc. JOSO&FPenetrationPipingElectricalCMQuality
Production Planning• Structures• Electrical• Piping• O&F• HVAC
Production Control• Elec Shop• Fab Shop• Outfitting• Pipe• Structure• Machine Shop• Sheet metal• Pre-Test
Industrial Engineering• Labor Planning• Budgeting and Allocation Factors• Produce Metrics• Progress Audits
Production Engineering• Build & Construction Strategy
SchedulingCapacity Planning
SourcingRequestingPurchasingReceiving/QualityLoose Parts
ExistingConfiguration Mgmt
Existing CM
Proposed Integrated CM BPMN
PLM Integrated CM ARAS
Problem Report LifecycleModel Workflow Release50%/70% Design Review90% Design ReviewUnit LifecycleDrawing ReleaseChange PaperTPRSOWAction Lien LifecycleAction Lien Lifecycle
Problem Report• Create Problem Report
Model Release• Model (Initial Development)• Model (50/70 Unit Design Review)• Model (90 Unit Design Review)• Model (Internal Review, Non-Structural)• Model (Internal Review, Structural)• Model (Planning, Material, Operations
Review/Approval)
Drawing Release• Drawing (Open-Create Drawing from 3D
Model)• Drawing (Planning, Material, Operations
Review/Approval for Modeled Drawings)• Drawing (Planning, Material, Operations
Review/Approval for Non-Modeled Drawings)
Change Paper• Change Paper (Internal Engineering Review)
Technical Purchase Requisition Statement of Work (TPRSOW)• TPRSOW (COG Create TPRSOW)
Action Lien (Class I)Action Lien (Class II)Contract Data Requirements ListECPRequirements Allocation and Verification
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Common Tool Set Enables Flexibility for the Future
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• All Engineering, Planning and front end Supply Chain information in a single tool
Pick and Place Planning
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Dashboards (Stoplight)
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Actionable Key Performance Indicators (KPI)s per Hull
Numbers and colors are for illustration only
Hull/Program selection
Thresholds
PLM Menu
Drill down capability for all numbers within each cell
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Dashboards (Main Detail)
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Numbers and colors are for illustration only
The red status is alerting the user to
drill down even further to see what
the issue is
Drill down capability for all numbers within each cell
Actionable Key Performance Indicators (KPI)s for Where, What, Who, When
Where
What
Who
Dashboard Filters
When
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Path Forward
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Execute Pilot
Measure Effectiveness
Working On
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Benefits
This project will provide the following benefits:
• Engineering: Improvement in change process
• Central Planning: Reduction in process steps
• Supply Chain: Reducing duplication of efforts and reducing the errors in material ordering
• Operations: Reduction in rework
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How DCA Influenced Change
Engineering and Planning can work concurrently: mapped processes (As Is/To Be) that allow a planning to begin scoping parts as Engineering continues working in the configuration model
End-to-end 3D visibility of change impact: mapped process that provides visualization of 3D design baseline, scope the change, then deliver to MARS
Data Connection to authoritative sources:data architecture developed helped define the necessary Enterprise Service Bus requirements to efficiently pass data throughout the enterprise(preventing data duplication)
PLM System Architecture of applications to a applications hub
Documenting, Understanding, Improving and Integrating Ingalls Change Management processes
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DCA Implementation Quotes
Dynamic Change Awareness provided the requirements to justify a Product Lifecycle Management (PLM) application which provides one tool to locate all Change Management information. This will ensure that the end users have current Change Management information from a single Authoritative Source and see changes much quicker than ever before.
Kay Jamison, Manager Configuration Analysis
Dynamic Change Awareness allows Planning to work concurrently with engineering designers and also provides consistent processes across all programs.
April Martin, Manager Planning
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