About this Presentation
Embraer, being an aeronautical company, needs excellent engineering resources. In addition to technical knowledge, we also need to have the right people at the right time during developments, that is, optimized resources. Within Embraer engineering, we have a strategy area that monitors the workforce for the coming years. The data is generated by the product engineering departments of the Business Units (BU) – Commercial, Defense and Executive – and support engineering – Testing, Software, Technological Development and Chief Engineer – in the programs under development and serialization, as well as by the Engineering Department itself. strategy for new developments. One of Engineering's strategic projects, called Inter BU, defined the objective of optimizing the use of Engineering resources, enabling alternatives to engage in new business opportunities or to meet the agreed deadline of critical commitments. Engineering resources are limited and must be properly distributed to leverage the company's overall results. Enable alternative engineering resources to address new business opportunities or meet critical commitments on time is critical and requires flexibility to ensure a high level of efficiency, and the five focusing steps of TOC has been an important methodology that helps us identify resource constraints both for the quantity and for the quality needed for the product portfolio. The Inter BU project mapped the process using this methodology a whole. We divided the project into 2 fronts: Front 1: Identify, simulate and optimize engineering resources to meet the OTD of resource-constrained projects. This front is based on the execution of activities through the CCPM. Front 2: Identify, Simulate, Optimize and Reallocate engineering resources to meet business demands in accordance with corporate strategy. Front addressed with a workshop where we use the Thinking Process to identify the root cause and guide the strategy.
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.
The initial approach to optimize engineering resources at Embraer focused on tools and technology, but it failed.
The team then shifted focus to improving communication and understanding of the process, which led to successful implementation.
The process involved identifying and addressing inefficiencies at both local and global levels.
Instructor(s)
Priscila de Souza Oliveira
Priscila de Souza Oliveira
Degrees in Mechanical Engineering.
Jonah (2014), by Celso Calia, at Goldratt Associados Brazil.
Certification in Basics of Thinking Process (2013)
Certification IN Basics of Critical Chain Project Management (2013)
TOC for Project Management and ToC Thinking Process (2013), by Dr James Holt, at University of Tennessee Aplicações da TOC ao gerenciamento de projetos (2010), by Joao Mario Csillag, at Fundação Getúlio Vargas years as employee of Embraer, a Brazilian aircraft manufacturer and 4 years working with TOC.
Webster Ramos Silva
Webster Ramos Silva is Engineering Strategy Manager, currently responsible
for integrated product development process and Engineering Knowledge
Management.
Graduated in Mechanical Engineering with Master of Science in Aeronautical
Engineering by Aeronautical Institute of Technology (ITA).
With 25 years of experience in the aerospace industry, is a former a flight
controls system engineer.
Holds Project Management Specialization by the University of Kansas and
Aircraft Accident Investigation Specialization by Brazilian Airforce.