About this Presentation
This presentation describes the implementation of critical chain (CC) in Boeing. The presenter describes his first use of CC which was quite successful. He then describes its use on another project. Fleet support engineering includes service bulletins and maintenance manuals, airplane on ground (AOG) support, daily repair design and approval, and aging aircraft support. Rapid response is critical. The situation in 2007 was described as a crisis mode with being behind on everything, having dissatisfied customers, deteriorating morale, pending initiatives on the horizon, etc. The reservations to the strategy and changes made are discussed. The results of implementing CC in this arena are provided. Principles and practices for working together are provided.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
This presentation shows how Boeing Fleet Support Engineering used Lean+ and TOC together to tackle a highly reactive engineering environment where urgent airline requests and longer-term safety work were constantly competing for the same people.
A major insight is that one of the biggest breakthroughs came from separating short-flow work from long-flow work. That organizational change reduced harmful multitasking, clarified priorities, and created the conditions for better performance in both streams.
The session also gives a practical view of how different TOC and Lean tools can coexist: visual controls and daily pull-based management for short-flow service requests, and Critical Chain for longer-flow projects like service bulletins and aging-aircraft work.
What makes the case compelling is that it is not theoretical. Boeing reports measurable gains including a 20% improvement in on-time first-solution performance, a 300% increase in service bulletins sent to the FAA for review and approval, a 50% increase in safety-related projects completed, and a 50% reduction in weekly waive-offs.
Instructor(s)
Michael Brunner
Michael Brunner is the Senior Ma Michael Brunner is the Senior Manager Fleet Support Engineering nager Fleet Support Engineering – Airframe Airframe
where he is responsible for st where he is responsible for structures support for 747, 767 and ructures support for 747, 767 and 777. Michael 777. Michael’s
primary responsibilities include pr primary responsibilities include providing technical solutions t oviding technical solutions to daily service o daily service
requests from operators and main requests from operators and maintenance depots, development of s tenance depots, development of service
bulletins and supporting AOG requests. Michael bulletins and supporting AOG requests. Michael’s team also provided technical s team also provided technical
leadership for key fleet issues including Aging Aircraft Safety leadership for key fleet issues including Aging Aircraft Safety Rule, Widespread Rule, Widespread
Fatigue Damage, and Fatigue Damage, and Scribelines Scribelines.
Michael has technical expertise in advanced materials and struct Michael has technical expertise in advanced materials and structures for ures for
aerospace systems. He has extensive project management experienc aerospace systems. He has extensive project management experience in new e in new
business and product development, business and product development, supplier management, financial supplier management, financial controls and controls and
government contracts. He has led inter government contracts. He has led inter-disciplinary teams encompassing multiple disciplinary teams encompassing multiple
Boeing sites as well as multiple aerospace companies. Boeing sites as well as multiple aerospace companies.