8.2 Hard Topics?

I am so grateful that I am able to continue my education through Embry-Riddle, and grateful that I am able to get another masters’ degree in engineering, which allows me to specifically focus on my expertise regarding process improvement and analyzing systems.

In this first course, I enjoyed navigating through each module and definition regarding system engineering, however, I was thrown a curve ball in the last few weeks of this course.

I was astonished that our System Engineering 515 class was re-directed to online courses taught by teams from Massachusetts Institute of Technology (MIT), where we were taught about the application of calculus-based mathematics to determine the appropriate quantities of vehicle structural materials, fuel, and trajectory determination and analysis.

One misconception I had prior to this module was that Isaac Newton only developed one law and that was “an object either remains at rest or continues to move at a constant velocity, unless acted upon by a force. The first law states that if the net force is zero, then the velocity of the object is constant. Velocity is a vector quantity which expresses both the objects speed and the direction of its motion (Wikipedia, 2020).”

I was pleasantly surprised that Isaac Newton developed several other applications in support of his first theory of force and change in momentum, which effects the object’s acceleration. In fact, there were three laws in total that support force, mass, acceleration, velocity, interval of time, time derivative of motion, variable-mass systems, frictional force, action and reaction.

“Newton’s laws were verified by experiment and observation for over 200 years, and they are excellent approximations at the scales and speeds of everyday life. Newton’s laws of motion, together with his law of universal gravitation and the mathematical techniques of calculus, provided for the first time a unified quantitative explanation for a wide range of physical phenomena (Wikipedia, 2020).”

Newton’s laws absolutely explain how we humans interact into the system we find ourselves and the complexity behind it. Once we understand our foundation and solve the basics, it is easy to re-direct energy to bettering our situation for our benefit – like sending an object(s) into orbit, in search of far reaching potential. I am taken back by the understanding that I have chosen a path to better my own knowledge so that I may possibly be part of the next chapter of humankind.

References:
Deepto Chakrabarty, Peter Dourmashkin, Michelle Tomasik, Anna Frebel, and Vladan Vuletic. 8.01SC Classical Mechanics. Fall 2016. Massachusetts Institute of Technology: MIT OpenCourseWare. License: Creative Commons BY-NC-SA

Wikipedia. (2020). Newton’s Laws of Motion. Retrieved from https://en.wikipedia.org/wiki/Newton%27s_laws_of_motion

6.3 Addressing Complexity

I have successfully taught Lean Six Sigma Methodologies to seventy Air Force mechanic contractors to date. In order to remain on track and gauge the interaction, engagement, and enthusiasm as a measure to the mechanics initial boredom, disinterest, and pushback to change concepts, I found it important to prepare a time-grid diagram, so that I would remain within my allotted teaching/training time.

“One of the popular uses of network analysis is for the planning and monitoring of projects before and during execution. Such analysis is vital in order to finish a project within the prescribed time limit. This allows the identification and proper sequencing of specific tasks and the relationship between the tasks. (Amekudzi, Khisty, & Mohammadi, 2020, p.330-332).”

For my analysis, I will focus on the outline created and prepare a time-in-minutes distribution table. This way, I can gauge my extra-curricular activities, games and interaction dialogue. The highlights in the time-in-minutes distribution table focus on the main subjects which are an essential part of the methodology. The non-highlight subjects are not critical to teach; however, I do place importance and time on some of the more key process indicators to support the understanding of lean maintenance on the Air Force Base. 

Outline: LEAN Maintenance POI

I.                 Introduction to Lean Maintenance

                                                              i.     Mission and Vision

                                                             ii.     Lean Definition

                                                            iii.     Lean History

                                                            iv.     Lean Benefits (Quantifiable)

                                                             v.     Lean Benefits (Soft)

                                                            vi.     Waste Definition (Non-Value Added)

                                                          vii.     Waste Examples

                                                         viii.     Kaizen Introduction

                                                            ix.     DMAIC Introduction

                                                             x.     The Lean Roles

II.               Cost Savings

                                                              i.     Waste Walk

                                                             ii.     Poor Quality

                                                            iii.     Internal

                                                            iv.     External

                                                             v.     Inspection

                                                            vi.     Prevention

                                                          vii.     Missed opportunities

                                                         viii.     Intangible

III.              Value Stream Mapping (VSM)

                                                              i.     Value Stream Mapping (VSM) definition

                                                             ii.     Value Stream Mapping (VSM) input and output

                                                            iii.     Upstream vs Downstream

                                                            iv.     Effects of Value Stream Mapping (VSM)

                                                             v.     Things to Look For

                                                            vi.     Push/ Pull/ Kanban/ Cell/ Water Spider/ FIFO

IV.             5S

                                                              i.     5S Introduction

                                                             ii.     Why 5S

                                                            iii.     Visual Factory

V.               Voice of Customer (VOC)

                                                              i.     Definition

                                                             ii.     Combines qualitative and quantitative data

VI.             Black Belt Introduction

                                                              i.     Variation

                                                             ii.     Data

                                                            iii.     Six Sigma

                                                            iv.     Hypothesis Testing  

                                                             v.     Quality and Process Capabilities

                                                            vi.     Data Collection and Measurement

                                                          vii.     FMEA – Failure Mode and Effects Analysis

                                                         viii.     Cause and Effects

Activity	Immediate Predecessor	Time In Minutes
Start		0
Introduction to Lean Maintenance	A	5
Mission and Vision	B	3
Lean Definition	C	1
Lean History	D	3
Lean Benefits (Quantifiable)	E	4
Lean Benefits (Soft)	F	2
Waste Definition (Non-Value Added)	G	4
Waste Examples	H	2
Kaizen Introduction	I	1
DMAIC Introduction	J	4
The Lean Roles	K	1
Cost Savings	L	5
Waste Walk	M	2
Poor Quality	N	3
Internal	O	2
External	P	2
Inspection	Q	3
Prevention	R	3
Missed opportunities	S	4
Intangible	T	2
Value Stream Mapping (VSM)	U	5
Value Stream Mapping (VSM) definition	V	3
Value Stream Mapping (VSM) input and output	W	2
Upstream vs Downstream	X	4
Effects of Value Stream Mapping (VSM)	Y	2
Things to Look For	Z	2
Push/ Pull/ Kanban/ Cell/ Water Spider/ FIFO	AA	3
5S	BB	5
5S Introduction	CC	1
Why 5S	DD	1
Visual Factory	EE	1
Voice of Customer (VOC)	FF	5
Definition	GG	4
Combines qualitative and quantitative data	HH	3
Black Belt Introduction	II	5
Variation	JJ	2
Data	KK	4
Six Sigma	LL	1
Hypothesis Testing	MM	1
Quality and Process Capabilities	NN	1
Data Collection and Measurement	OO	1
FMEA – Failure Mode and Effects Analysis	PP	1
Cause and Effects	QQ	4
Finish		117 total

Most fascinating is that there were certain subjects on which I spent more time,  allowing me to focus on the dialogue, interpretation and understanding of the fundamentals. I have not perfected the exact course structure yet, nor have I found similarly occurring dialogue. Because each class has new attendees with differing areas of expertise and disciplines, certain areas will be discussed while other topics are not of interest or are not relevant. I believe that this class is still a work-in-progress, but with a CPM table implemented, I can adjust my time to correspond to the early and late start and focus on the crucial lesson fundamentals. It will allow me to determine where my total float time could be. 

References:

Amekudzi, A, Khisty, J.C., & Mohammadi, J. (2012). Systems Engineering with Economics, Probability, and Statistics (2^nd ed., pp.330-332). Fort Lauderdale, FL: J. Ross Publishing

Levy, F., Thompson, G., Wiest, J. (1963). The ABCs of the Critical Path Method. Retrieved from https://hbr.org/1963/09/the-abcs-of-the-critical-path-method

Cohen, E. (2018). How to Use Critical Path Method for Complete Beginners. Retrieved from https://www.workamajig.com/blog/critical-path-method