16.682 The Aerospace Industry March 16 Class Special Guest: Prof. Wesley harris
16.682 The Aerospace Industry March 16 Class Special Guest: Prof. Wesley Harris
Plan for the class 3 05-3: 10 Announcements and introductions 3: 10-3 55 LEV Ch 5 Discussion 3:55-4:05 Break 4: 05-4 50 Ay Week article discussion 4: 50-4: 55 Return Journal assignments Muddy cards 4: 55 Adjourn
Plan for the Class 3:05-3:10 Announcements and Introductions 3:10-3:55 LEV Ch 5 Discussion 3:55-4:05 Break 4:05-4:50 Av Week Article Discussion 4:50-4:55 Return Journal Assignments Muddy cards 4:55 Adjourn
Software Upgrades More Than Code Program Major Activities and times Initiation Field End to End Software Development Cycle Time -62 Months System Design and Software Development -31 months Requirements Derivation System Testing 26 months 16 months System Design and Development% Code Generation 1/2 the Design and Other-% Development Cost -6% of total Cost Sensors Trainers, Etc.) System Test -34% Requirement Derivation -5% Estimated Total cost distribution Source: Ippolito and Murman, DASC 2001 Adapted from Murman et al., "Challenges in the better, faster, cheaper era of aeronautical design, engineering and manufactuing The aeronautical Journal. oct 2000
Software Upgrades More Than Code: • System ~ 16 months ~ 31 months ~ 26 months (Sensors, Trainers, Etc.) System Test ~34% System Design and Development ~ 11% Code Generation ~ 1/2 the Design and Development Cost ~ 6% of total Cost Field Testing System Design and Software Development Requirements Derivation Major Activities and Times Program Initiation Other ~ 50% Requirement Derivation ~ 5% End to End Software Development Cycle Time ~ 62 Months Estimated Total Cost Distribution Source: Ippolito and Murman, DASC 2001 Adapted from Murman et al., "Challenges in the better, faster, cheaper era of aeronautical design, engineering and manufactuing, The Aeronautical Journal, Oct. 2000
Points Captured from Class Discussion islands of success How do los get started and What barriers inhibit IOS form? growth or spread? From pressure such as to save Infrastructure already in place money Low-hanging fruit or dont see whole value stream Long term vision for the company It is hard to change people mindset New project opportunity Lack of vision or leadershi Isolated groups idea Requires investment, high risk Culture accepting of change untested Competition pressure NIH Not transferable value added may be different between fields in different areas Geographic barriers
Points Captured from Class Discussion Islands of Success • How do IOS get started and form? – From pressure such as to save money – Long term vision for the company – New project opportunity – Isolated groups idea – Culture accepting of change – Competition pressure • What barriers inhibit IOS growth or spread? – Infrastructure already in place – Low-hanging fruit or don’t see whole value stream – It is hard to change people mindset – Lack of vision or leadership – Requires investment, high risk, untested – NIH – Not transferable – Value added may be different between fields in different areas – Geographic barriers
Aspects of“ Culture” Socially transmitted behavior patterns or beliefs that are shared by a particular group The predominant attitudes and behavior that characterize the functioning of a group or organization The patterns or traits that seem to express something essential about a group community or population
Aspects of “Culture” • Socially transmitted behavior patterns or beliefs that are shared by a particular group. • The predominant attitudes and behavior that characterize the functioning of a group or organization. • The patterns or traits that seem to express something essential about a group, community, or population
Applying Lean Thinking to MIT Can you identify any Lean Thinking ios in the following areas of mit? Aero-Astro department curriculum MIT curriculum outside of aa Student life and living Administrative support systems for students If Yes: What are they? What is preventing them from growing into "Mainlands of Success?? If No: What are some opportunities for starting some los? How could they be started?
Applying Lean Thinking to MIT • Can you identify any Lean Thinking IOS in the following areas of MIT? – Aero-Astro department curriculum – MIT curriculum outside of AA – Student life and living – Administrative support systems for students • If Yes: What are they? What is preventing them from growing into “Mainlands of Success”? • If No: What are some opportunities for starting some IOS? How could they be started?
Points captured from Class discussion MIT IOS Aa curriculum MIT curriculum Students come from varied Muddy cards: quick k backgrounds and MIT is eaac addressing this with PRS: even faster feedback ° interphase Prof. Darmofal C oncourse 16.100 homework before ·ESP class. oral exams 16901 homework daily · Barriers Barriers Cost nterest of students to try Cultural between depts the alternate path Teachers have different Getting the information values Get the dean on board Course lll is attempting unifying approach
Points Captured from Class Discussion MIT IOS • AA curriculum • MIT curriculum – Students come from varied – Muddy cards: quick backgrounds and MIT is feedback addressing this with – PRS: even faster feedback • Interphase – Prof. Darmofal, • Concourse • 16.100 homework before • ESP class, oral exams • Barriers • 16.901, homework daily • Barriers – Cost – Interest of students to try – Cultural between depts the alternate path – Teachers have different – Getting the information values – Get the Dean on board • Course III is attempting unifying approach
Points Captured from Class Discussion MIT IOS Continued Student life and living Adm support systems ARC and counseling Counseling support services support services · Prof vanevera: Dorm structure ios on fragmented approach or student level mindset. Lack of holistic approach Helping new students Computer support system Floor help in aa Barrier: Top down · Lack of integrated thi Inkin g approach Meal plan not the value Seamans’lab that students want Is the library being used Continuous flow seamless of structure
Points Captured from Class Discussion MIT IOS Continued • Student life and living • Adm support systems – ARC and counseling – Counseling support support services services. • Prof Vanevera: – Dorm structure IOS on fragmented approach or mindset. Lack of holistic student level approach • Helping new students – Computer support system • Floor help in AA – Barrier: Top down • Lack of integrated approach thinking • Meal Plan not the value – Seamans’ lab • Is the library being used that students want • Continuous flow, seamless of structure
Av Week discussion In addition to your prompting questions for each article. consider are the principles of Lean Thinking relevant to this article, and why or why not
AvWeek Discussion • In addition to your prompting questions for each article, consider: Are the principles of Lean Thinking relevant to this article, and why or why not?