TOC Project Management in Aircraft Assembly

Introduction
What does one do when program performance in the initial Engineering Manufacturing Development (EMD) phase could result in program cancellation or relocation with significant loss of jobs, and have negative consequences on potential future contracts? What does one do when traditional scheduling measurements indicate work progress is satisfactory and earning value, but buffer management reports indicate project complete date is threatened?

The Avraham Y. Goldratt Institute is pleased to host Mr. David K. Christ’s white paper, TOC Project Management in Aircraft Assembly (Copyright © Boeing, 2001. All rights reserved).

In this paper, Dave shares the dilemma of needing to quickly improve schedule and cost performance, yet not wanting to lose ground introducing a new, but unproven application of TOC Project Management (TOC PM). He tells of managers, schedulers and workers who make the tough calls against established practices as they pilot TOC PM in the factory on an EMD program – and gradually implement TOC PM factory-wide. Dave describes the meaning of the logistical and cultural changes required to make the program successful. Ultimately, the factory makes TOC PM, Lean Manufacturing and Earned Value Management System work together.

At TOC World^® 2001, Dave presented the experiences and results to date of TOC PM in aircraft assembly. In April 2004, Dave joins us at TOC World^® 2004 to present an exploration of the core objectives, motivations, and mutual benefits supporting the marriage of Earned Value and Critical Chain.

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