Systems Engineering management

Systems Engineering for DIAT Points Course

June 2007

J.Jayaraman

Center for Aerospace Systems Design and Engineering

Department of Aerospace Engineering
Indian Institute of technology, Bombay
 Product development life cycle
Project life cycle

Concept Production
Mission Concept Full scale
demonstration Deployment
analysis exploration development
and validation and retirement

Product development life cycle

Concept Program Engineering Production

Determine and fielding
exploration definition and
mission needs
risk reduction manufacturing deployment and
development support

Project life cycle

 Project management
Product management
Systems engineering management

What do they mean ?

 Systems engineering
There are two disciplines in Systems engineering
 Technical knowledge domain in which the
systems engineer operates, and
 Systems engineering management
 Systems engineering management
Systems engineering management is the
management of the systems engineering process.
Program success is measured in terms of cost,
schedule and technical performance
 Project management
Project management is the discipline of organizing
and managing resources(mainly people) in such a
way that the project is completed within the defined
scope, quality, time and cost constraints
Management
Plan Organize Encourage Control
 Product management
Product management is to ensure over time that a
product or service profitably meets the needs of the
customers by continually monitoring and modifying
the elements of the marketing mix
 Key questions in Project planning
Who, what, when, why,where, how?
 Who will be responsible for the work
 What is to be accomplished and by whom
 When is it to be implemented
 Where is it to be performed
 Why should it be performed
 How will the performance of the project be controlled
 Objectives
Systems engineering management

The objective of Systems engineering management

(IPPD) is “through management improve the
efficiency of design, production, integration and
support”.
 Systems engineering management

A management process that integrates all activities from

concept through production, field support using a
multifunctional team to simultaneously optimize the
product and it’s manufacturing and sustenance process to
meet cost and performance objectives

Collaboration of all stake holders

 Benefits
Systems engineering management
 In a fighter aircraft program
o 10% reduction in development costs
o 50% reduction in engineering change proposals
o 50% reduced rework/ repair/ scrap achieved
 In a Naval program
o 40% reduced manufacturing costs
o 25% reduced life cycle costs
 Boeing 777 is heralded in the US as the un-paralled
success in advanced CAD/CAM, IPPD and use of Simulation
Design changes
Systems Engineering Management
Activities

Development Phasing

Life cycle
Baselines planning
Systems
Engineering
Management
Systems Life cycle
Integrated
Engineering integration
Teaming
Process
 Development Phases

Development phasing controls the design process and

provides baselines that coordinate the design effort
Milestones
A B C

Concept and System Production Operations

Technology Development and and and
Development Demonstration Deployment Support
Pre program Systems acquisition (Engineering Sustenance
initiation development demonstration, and
LRIP, Production) maintenance

MNS ORD
Relationship to Requirements process
 Life cycle planning
There are several Product life cycle functions:
Development
Manufacturing/Production/Construction
Test
Deployment / Fielding
Operation
Support
Disposal
Training
Verification
 Essence
Systems engineering management (IPPD)

 Design the process of development before designing the

product

 Begin the process at the level of overall system

 It is expected that by improving the process, better

product will result
 Fundamental concepts
Systems engineering management (IPPD)
 Customer Focus.
 Product orientation
 Concurrent development of products and
processes.
 Early and continuous life cycle planning
 Maximize flexibility for optimization and use
of contractor approaches.
 Fundamental concepts
Systems engineering management
 Encourage robust design and improved process capability
 Event driven scheduling
 Multidisciplinary team work. Integrated Product Teams
 Empowerment.
 Seamless management tools
 Proactive identification and management of risk
 Focus on measurement and improvement of processes to
develop and deliver the product
 General Principles
Systems engineering management (IPPD)
Customer Requirements Outline Specification
program tree that
Mission need Translate follows
statement customer Product Product Break
operational requirement broken down down
requirement level 0 system to 2 levels structure
document specification below System
document level
Prepare WBS
WBS
Establish an integrated Mgmt. document
Framework
Outlining the program
Prepare Prepare
integrated Integrated
Master Master Plan
schedule define Event driven
TPM IMS doc. IMP Define Core
TPM document Prepare SOW
Program Key
SOW Doc
Events
Planning the Program
Allocate Resources Organization Track & execute program
(People) Funds Time
 Integrated Product Teams (IPT)
 The process side of the equation includes all the
individuals adding value to the product. These individuals
are multifunctional IPTs

 IPT members are usually specialists. Each is

knowledgeable about one facet of the highly complex
problem.

 The central problem of systems engineering is to blend

the individual specialists into the equivalent of one very
effective engineer who knows all the disciplines and is able
to apply it to the task
 IPT organization examples
Product IPT Process IPT
Launcher Performance and Simulation
Sensor Test & Evaluation
Receiver Production
Onboard computer Digital signal processing
 Characteristics of IPTs
 Responsibility for a defined product or process

 Authority over resources & personnel

 An agreed schedule for delivery of the desired product

 An agreed level of risk to deliver the defined product

 An agreed upon set of measurable metrics

 Characteristics of successful teams
 Diversity in background skills & goals

 Tolerance of diversity uncertainty & ambiguity

 Clear and complete communication

 Trust

 Mutual respect and putting ones views second to team

 Reward structure that promotes responsibility &

accountability
 Concurrent engineering techniques used
Aircraft Benefits Techniques
Program
Boeing 777 50 % Reduction in Engineering changes IPT,CI, SI,
due to design errors significant reduction in DPD DPA,
defects that reached the factory DFX, CIM
McDonnel Saved $68M due to common ATE reduction CI, SI, TQM,
Douglas C – 17 in number of parts on cargo door assembly. IM, QFD
MD F – 15F Fuselage formers 38% fewer parts, 49% IPT,SI,CI,
fewer fasteners, 45% fewer fastener types, CIM,DPD,
55% fewer fasteners & assembly tools, 75% DFX,TQM
less assembly time, 29% reduction in QFD
defects
IPT – Integrated product Teams DFx - design for x
CI – Customer involvement CIM –Computer integrated manufacture
SI – Supplier involvement TQM – Total quality management
DPD – Digital product development QFD – quality function management
DPA – Digital product assembly IM - Integrated manufacturing
 Concurrent engineering techniques used
Aircraft Benefits Techniques
Program

F/A-18E/F 33% fewer parts (4400 parts), fewer IPT,SI,CI,

fasteners 1500 lb under weight. First CIM,DPD,
aircraft below cost estimate DFX,TQM,
QFD
MD 11 reduced no. of parts by 3800,Weight by IPT, SI, TQM,
240 lbs. cost per a/c by $ 1,27,000 DFX, QFD,
LM
British development time reduced by 18 months IPT, SI, TQM,
Aerospace QFD, LM
BAE 146

LM – lean manufacturing
 Systems engineering management
Tools
 Information technology & decision support
 Trade off studies & prioritization
 Cost performance trade offs
 Design for Assembly and Manufacturing
 Prototyping
 Modeling simulation & CAE/CAD/CAM
 Metrics (measures of success)
 Education & training
 IT and DSS
 Communication , e-mails
 Documentation common product data base
 Data Driven Decisions
 Requires communication network between all
stakeholders
 Priorities
 Priorities are need to be established to determine the
relative importance in the event of design trade offs
(compromises) e.g. in the design of a vehicle “is speed more
important than size”.
 In a communication system is “range more important
than reliability or clarity of message”
 In a computer is “capacity more important than speed”
 Are “human factors more important than cost”.
 An excellent tool to aid prioritization is QFD. Use
Objective tree, Customer value curves and weights to
prioritize
 FOM,TPM,Metrics
 Figures of merit, ( FOM ) used to quantify requirements.
They are often called measures of effectiveness
e.g. Performance, Cost
 Technical Performance Measures ( TPM ) used to mitigate
risk during design and manufacture. Used to track progress
during design and manufacture . Not all requirements have
TPM. Only requirements with high risk have TPM.
 Metrics used to help manage a company’s process. It
relates to process and not a product. Some metrics relate to
the mission statement subsequent goals .A useful metric is
the % age of requirements that have changed after the
system requirements review
 Technical performance measures
 TPMs with cost and schedule are critical aspects of
systems engineering
 TPMs are the key indicators of system success. They are
interrelated – nature of relationship
 Need to track continuously the achievement of key TPM
values
Typical TPMs
 Response time We may consider TPMs
 turn around time as parameters which have
 Maximum down time a large say on
 Throughput
 Maintenance cost/ Operating cost performance.
 Security Performance is sensitive
 Mission readiness to these parameters
 Safety
 Interoperability
 Typical TPM chart

Requirement

CDR Flight tests

Drag
PDR

Time
 Types of Metrics

Product
Process Progress
Operational
availability  Number & cost of  Cost of performance
MTBF requirements index and variance
changes
Speed  Schedule performance
 Number & cost of
Range engineering change index and variance
Payload proposals  Earned value
Production unit  Number and cost of
cost test failures  Risk assessment
tracking
Power  Defect rates
consumption  Manpower
Cycle time ( Planned vs. Actual )
 Deliveries
 Education and Training
Education and training are key factors to IPPD success.
Types of training are :
 Team training
 Team building training
 IPPD training
 Information Technology training
 Product specific training
 Systems Engineering & Analysis training
 Facilitator training
 Conclusion

Systems engineering management is essential manage the

simultaneous development of a system product and the
associated processes with the objective of achieving reduced
time, cost and optimized products as all stakeholders
participate from the time the need for the product is
visualized.