787 Dreamliner:

Greenfield Implementation
at Vought Aircraft

Mike Marfizo
IT Manager, 787 Division,
Vought Aircraft Industries
Luke Rapach
Principal Consultant,
Perot Systems

Agenda

1.
2.
3.
4.
5.
6.

Background Information
The Challenges
The Solutions
Implementation Highlights
Lessons Learned
Next Steps

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The 787 DreamlinerTM

787 Premiere July 08, 2007

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New Airplane, New Business Model

New airplane

Emphasis on passenger comfort, fuel efficiency / reduced emissions, and lower cost of
maintenance

Higher cabin pressure, higher humidity, realistic lighting cycles

Significant improvement in fuel use reduces CO2 and NOX; quieter engines

Composites less prone to fatigue and corrosion; this equates to lower maintenance cost

New business model

New global partnerships, collaborative business models, and cutting-edge manufacturing

processes and materials (composites)

Major airframe assemblies fabricated in the US, Japan, and Italy

Systems and equipment from suppliers throughout the world

Major airframe fabrication and assembly operation in US (Charleston, South Carolina)

Final assembly in Everett, Washington

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Vought
Manufacturing
Scope
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Vought Aircraft Industries, Inc.

The Rich History

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South Carolina Manufacturing Campus

Vought Building

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The Product
Voughts First Article Delivery: Aft Fuselage Sections 47 & 48

48 Section

May 8, 2007
SAPPHIRE / OR3012 Page 8

47 Section

Agenda

1.
2.
3.
4.
5.
6.

Background Information
The Challenges
The Solutions
Implementation Highlights
Lessons Learned
Next Steps

SAPPHIRE / OR3012 Page 9

Business Challenges

Time to market goals

Meet goals for fastest ramp-up and sales of new commercial aircraft
(project started in 2004 with RFP)

First aft fuselage deliveries began May, 2007

Leveraging best in class capabilities of partners

Global collaboration

Best of breed use of systems

Manufacturing cost goals

Production system designed using Lean Manufacturing techniques for simplified final
assembly process

Learn from existing systems and processes but dont necessarily repeat them

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Technical Challenges

New systems

Entire design is based on 3-D models (CATIA V5)

Multiple new systems were being implemented concurrent with the construction of the South
Carolina campus

New Vought PLM (Manufacturing Engineering)

Boeing Engineering Systems

Charleston Solution (SAP and Wonderware)

New facilities and equipment

Charleston Campus was being constructed concurrently with systems implementation

Shop floor equipment were Drawings and RFQs at the project start

New people and processes

Site personnel and eventual business process owners not on board during majority of project

SAPPHIRE / OR3012 Page 11

Agenda

1.
2.
3.
4.
5.
6.

Background Information
The Challenges
The Solutions
Implementation Highlights
Lessons Learned
Next Steps

SAPPHIRE / OR3012 Page 12

IT Strategy and Approach

Best Practice IT strategy

Partnership model: Vought-Perot Systems-SAP-UGS-Standard Automation-Wonderware

Standardized technology solution that facilitated the partnership business model

PLM interface standardized to meet Boeing requirements

Parallel efforts: aircraft manufacturing engineering & IT systems implementation

Innovative integration enabling manufacturing operations goals

Paperless shop / wireless workstations

3D simulation models

Full integration to shop floor

SAPPHIRE / OR3012 Page 13

Solutions Considered

PLM (manufacturing) solution

DELMIA integration directly to SAP considered

787 centric approach

Teamcenter was chosen to be the corporate manufacturing engineering solution

Provided capabilities for projects beyond 787 (3D model based programs)

ERP solution

SAP was the ERP package of choice from the start

Vought legacy systems included SAP 4.6c for Financials and Project Systems

MES solution

Wonderware partnered with Perot in the RDP phase

Legacy MES systems not considered to enable a clean sheet of paper design

SAPPHIRE / OR3012 Page 14

Applications Overview
PLM

ERP

MES

Teamcenter Manufacturing
v9.1.3.5

ECC 5.0 with DIMP

Wonderware

Sales & Distribution (SD)

Work Order Tracking

Purchasing, Materials
Management, and Inventory
Management (MM)

FAI Tracking

Production Planning (PP)

Freezer Material Tracking

Line Unit Effectivity

Configuration
MBOM
Process Plan
FAI

Human Resource / Payroll (HR)

Maintenance Order Tracking

and Notification

Environment, Health, and Safety

(EHS)

Machine Alarms

Quality Management (QM)

Machine Run Hours

Engineering Change
MBOM
Process Plan

Plant Maintenance (PM)

As-built System of Record

Part Definition
Raw Materials
Make and Buy
Materials
Tooling

EBOM to MBOM
Reconciliation

Finance / Costing (FI/CO)

General Ledger (GL)

Accounts Payable (AP)
Accounts Receivable (AR)

Project Systems (PS)

SAPPHIRE / OR3012 Page 15

Non Conformance (WT)

Agenda

1.
2.
3.
4.
5.
6.

Background Information
The Challenges
The Solutions
Implementation Highlights
Lessons Learned
Next Steps

SAPPHIRE / OR3012 Page 16

Project Timeline (2004 2006)

RDP
Start

RDP
Virtual Pilot

Blueprint
Confirmation

Dec 13

Jan 21 05

Jun 6 - 9

RFI

Mar 3 04
Sep 15

Mar 14

Nov

Integrator
RFI
Response Selected

Blueprint
Start

Realization
Phase Start

Integration
Test Start

SAP
Go-Live

Mandrel
Burn Start

Jun 13

Jan 2 06

Apr 10

Jun 21

Sep 1

Mar 13

May 1

Aug 1

LLT
Go-Live

SAP/MES
Training Start

MES
Go-Live

PPV
Start

SAPPHIRE / OR3012 Page 17

Project Guiding Principles

Strive for standardization and simplification of inputs, outputs and processes

Control variance to standard out-of-the-box processes and software

Seek process aggregation opportunities for economies-of-scale

Leverage ERP customer/supplier integration opportunities available

Master data will be owned and controlled by Vought

Strive to achieve a paperless environment; assume use of lean concepts

Employ state-of-the-art systems and processes whenever possible

Process and technology solutions must be scaleable

Agility and mobility must be built into process, organization and systems to allow for future
change in process ownership, organization structure, process innovation, etc.

Global business visibility and information sharing is required for success

Lowest total-cost-of-ownership (TCO)

SAPPHIRE / OR3012 Page 18

Business Blueprint

Clean Sheet of Paper

Design work was executed according to a set of business processes specific to the aerospace
industry

This set the overall framework for the projects scope

Due to the Greenfield nature of the site and processes, blueprinting consisted of first
designing the business processes

Interviews were conducted with Vought legacy personnel to understand existing business
processes

Some of these were used as a basis for the 787 solution where applicable, but NOT
across the board

Business process flow charts were created for Level 3 and Level 4 processes

Areas of departure from standard practice of both technology & process were
highlighted

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Description

Corporate Vought
ME

VSite / GA
Planning

Process Oriented Design - Blueprint Document

SAPPHIRE / OR3012 Page 20

Realization

Build-out of the Solution

Business sign-off was on the Level 3 and Level 4 flows

Build-out was based on taking these processes and representing them in TcM, SAP, and
Wonderware

Master data was primarily created by the team as engineering was occurring simultaneous
to realization

Scope was closely controlled to avoid increased complexity

RFID was evaluated but not included

Phased implementation was utilized to stand-up SAP functionality to coincide with business
and site activities

Procurement was stood up early to support long-lead and construction purchasing

HR and Financials were stood up to support on-boarding of site employees

SAPPHIRE / OR3012 Page 21

Vought 787 Project - Integration Architecture

3rd Parties

POs
3rd Party Data

FileNet

T4S
Gateway

SAP HR

(Human Res)

SAP SD

SAP PS

SAP PM

(Project Systems)

(Plant Maint)

SAP LE

SAP WM

(Logistics Execution)

(Whse Mgmt)

SAP ECC 5.0

SAP MM

SAP PP

SAP QM

(Production Plng)

(Quality Mgmt)

Production
Work Orders

BC

Devices

(Materials Mgmt)

POs

Time & Labor

Wonderware Enterprise Integration (WEI)

Master Data / MBOM / Routing

Build Package(s)

(Controlling)

(Sales/Distribution)

GL Accounts Data

TcMfg

SAP PS SAP FI

SAP v4.6c

Teamcenter
Enterprise

Technomatix

Catia V5

Enovia

Vought

SAP CO

SAP FI

(Finance)

MES

ArchestrA

Suppliers /

Status

Boeing

Production Dispatch
Client (PDC)

Production
Supervision

WT Non-Conformance
System

Process
Historian

Wonderware

Cell
Control

Vought 787 Program Greenfield Site

SAPPHIRE / OR3012 Page 22

Third Party
Providers
- Employee Benefits
- Pension
- Trident College
- Banks

Systems Integration

TcM To SAP / SAP to TcM

Integration was based on TESIS T4S Gateway (SAP certified solution)

Primarily a one way flow of information (TcM to SAP)
Data flow to TcM for confirmation of transfer, equipment master numbers, and Purchase
Order data (non-TESIS integration)
Scope includes
Materials
BOMs
Routings
Inspection Plan (shell only)
Equipment (PRTs)

TcM to MES

One way flow of information

Drop-off of rich data package to MES
Includes work instructions, drawings / visualizations, spec links, NC programs, data
collection forms
First Article Inspection (FAI) detail including data collection and verification requirements
No as-built flow back to TcM
SAPPHIRE / OR3012 Page 23

Systems Integration

SAP to MES / MES to SAP

Two way flow of information utilizing Biztalk connection

No persistent master data in MES database

SAP to MES Scope includes

Production orders

Orders include all relevant master data for materials and PRTs

Inspection Plan reference (for FAI)

Composite shelf life

Employee certification data from HR

MES to SAP scope includes

Employee time to CATTS

Production order transactions

Operation confirmation and reversals

Inventory issues and reversals

Production order close / goods receipt

FAI completion / cancellation /deferral

PRT usage

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Custom MES Functionality Developed

Unique requirements for 787 (Aerospace)
Name

Description

First Article Inspection (FAI)

Provides FAI tracking in accordance with AS9102

Data structure and recording consistent with AS
forms
Integrated to production activities

Non-conformance system

Provides ability to enter non-conformances for all

process (procurement and production)
Integrated to production activities
Disposition authority is consistent with MRB
designation

Freezer material tracking

Provides tracking of mechanical/working life of

composites from receipt to cure
Provides visibility to remaining life throughout
production process

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Wonderware MES

SAPPHIRE / OR3012 Page 26

Agenda

1.
2.
3.
4.
5.
6.

Background Information
The Challenges
The Solutions
Implementation Highlights
Lessons Learned
Next Steps

SAPPHIRE / OR3012 Page 27

Lessons Learned

Things that went well

Clean sheet of paper provides great opportunity

Improve and / or simplify processes

Address long-standing issues

Great time to introduce new thinking

Kept to standard solutions

Out of the box was used wherever possible

Utilized only certified interfaces

SAP to Wonderware

TcM to SAP

Stuck to the basics

It is difficult to take away complexity of the solution; it can always be increased

Focus remained on the task at hand building an airplane

Enthusiastic team

Everyone came to solve problems

New technology energy high

Systems received manufacturing operations & Boeing acceptance

SAPPHIRE / OR3012 Page 28

Lessons Learned

Things that could have been better

Underestimated data maturity issues

Systems were in place day one, data wasnt

Maturation process was longer than expected; we didnt have an

initial interim approach

Lots of manual interaction required

All players were on the same steep learning curve; this added to the complexity

Reality was a bit different than paper

Evolution of the actual processes left some gaps that werent anticipated

Simplifying assumptions didnt always hold true

Put off addressing some difficult / larger issues

Several large requirements were left for later

Best approach due to issues above

Extended overall project timeline for complete solution

SAPPHIRE / OR3012 Page 29

Agenda

1.
2.
3.
4.
5.
6.

Background Information
The Challenges
The Solutions
Implementation Highlights
Lessons Learned
Next Steps

SAPPHIRE / OR3012 Page 30

Next steps

Continuous improvements

Business process and systems redesign

WMS Implementation

Continued tweaking of the processes and systems to improve the match to actual
operations
External warehouse being brought on-board

Improved data transfer between PLM, SAP, and MES

Range effectivities and Variant Configuration

Positioning for rate increase and introduction of production variations

Improved operational reporting

Web-based MES reporting

Considering MII Implementation for management dashboards:

On-line, real-time visual management

Integrate additional plant floor equipment into existing information systems for machine
& equipment event monitoring

SAPPHIRE / OR3012 Page 31

Mike Marfizo
IT Manager, 787 Division, Vought Aircraft Industries
[email protected]

Luke Rapach
Principal Consultant, Perot Systems
[email protected]

SAPPHIRE / OR3012 Page 32

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Orlando Online
Watch video recordings, download audio files
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SAPPHIRE / OR3012 Page 33