Gas Turbine Problem-Solving (2)

ProCert Support Project at XXXX

August, 20th 2004

Presented par:

Jean Denis, Ninon L.,

Nathalie G.

Assembly & Test

Renaiscience : JL Denis 2004 slide 3

ObjectivesObjectives

Increase practical and applied knowledge for Problem Resolution in Key personnel

Organize & Prioritise engine assembly & test issues using the ProCert approach


Summary of Work AccomplishedSummary of Work Accomplished

ProCert Deployment Determined road blocks to Deployment Developed means to improve & accelerate deployment Mentored ProCert leaders to understand and apply

concepts Projects

Provided guidance and engineering support during project execution

Plant XX Assembly & Test

ProCert Deployment


Issue Issue ProCert IntegrationProCert Integration

ProCert not considered in existing or plannedContinuous Improvement program: Lack of visibility of owner, strategy & deployment plan for Procert Quality Clinic and ACE teams not fully functional

– missing part of infrastructure for ProCert deployment Engine development occurring in production,

overloaded PCE group identified to deploy ProCert Intense pressure to quickly solve major issues ProCert key resources not yet identified or funded Mechanism lacking for top-down Project Identification & Selection ACE teams work from bottom-up, ProCert works mostly top-down Measurement & SPC not routine practice within assembly & test,

– therefore lacking reliable data, rigor & experience


Resolution/RecommendationProCert Integration

Implement bottom-up means of integrating ProCert into (planned) Continuous Improvement Program

Quality Clinic Process

collects & transforms info into actions, priorities for resolution and commits resources to support problem resolution

Stakeholders:Plant mgrQuality mgrsProgram mgrsProCert leaders & teamsACE pilots & cellsProcurementProducersetc.

stakeholder needs:- info to base decisions & actions- status of issues- clinic performance metrics- etc.

(define whether a stakeholder is accountable for results, responsible for action, should be consulted or simply needs to be informed !)

Clinic Inputs:ACE cell out-of-scope issuesQNsQCPCsMFA missesquality escapes

Measurable Outputs:clinic effectiveness# issues raised vs closedtime to resolve escapes% completion status# issues per part or programetc.

Deliverable Outputs:Issue priority listIdentification of systemic and common root causes$COPQ?ProCert Project selectionsetc.

Notes:- ProCert elements in italics- To be further developed are: list of Stakeholders & their needs, QC process metrics, clinic deliverables.- Criticism of existing Clinic design proposal is that high level mgrs would be at the mtg and that the mtg often deals with low level issues. Therefore, it is useful to 1st examine who the stakeholders are and what their real needs are, then tailor the process and outputs to suit. ProCert is a NEW stakeholder!


ResolutionResolution//RecommendationRecommendationProCert IntegrationProCert Integration

Formalise Top-down project identification process Formalise Bottom-up project identification process Define & Formalise deployment process

(use input-process-output-metrics-stakeholder analysis) Identify deployment risk and acceleration factors


IIssue ssue Problem-Solving StrategyProblem-Solving Strategy

ProCert not recognised as a problem-solving strategy for major CTQ (Top-Down) problems

Complexity of applying ProCert in Assembly and Test for problem-solving Low-volume, highly complex product

- lack of good, plentiful data from consistent examples High unit costs

- difficult and costly to experiment for causes & solutions


ResolutionResolution//RecommendationRecommendationProblem-Solving StrategyProblem-Solving Strategy

Established & walked management through a Top down problem solving strategy for major CTQ problems: Gained consensus on major customer issues Lacking data, used consensus of expertise to identify

processes and elements as likely contributors to problems Raised awareness of need for reliable data Evidence of process control used to identify solution paths

Premise: Those influential processes showing out-of-control are Key to spread in vibration (or other) performance


Issue Issue Vibe Measurement UncertaintyVibe Measurement Uncertainty

Vibe measurement uncertainty unknown Causes multiple vibe surveys to be done Passes engines that should be failed Causes rebuild & retest of engines that should be passed Confuses and masks causes of excess vibration Incurs tremendous costs and multiplication of production delays

Extremely costly to assess uncertainty by conventional ProCert methodology (gage R&R) Need to develop practical and effective alternative !


Adapted and transferred means of assessing vibration measurement uncertainty Approach and methodology to perform assessment

in most economical fashion Identification & grouping of influential variables Test Procedures Data analysis of transducer variation

Next Steps: Identify greatest contributors to uncertainty and improve where

possible Implement SPC in Test Cells

Resolution/RecommendationVibe Measurement Uncertainty

Plant Assembly & Test

Projects


Facilitated improvement of ProCert Mandate form Identified, got consensus on High-Level Customer

issues and priorities: High rotor & Low rotor Vibration; Specific Fuel Consumption; Inter-Turbine Temperature; Operability

Work Accomplished


Facilitated identification and prioritisation of contributory elements (mid-level projects):

1) HPT Assy & Install process 2) HPT Balancing processes3) HPT1 Vane & LPT3 Vane ring Assy & flow measurement4) LPT Assy balancing process5) LPT install process6) HPT tip clearance (Turbine)7) HPT tip clearance (shroud)

Work Accomplished


Mapped Key Process at mid-level HP Turbine assembly & install, including tie-shaft r/o

Baseline Analysis of Map using existing data Assessed statistical control, identified suspects:

Turbine assembly & install using proprietary algorithm:random outcome, not a capable process for PW 308 HPT or HPC,could be either: assembly process or AXIAM process

HPC & HPT component initial out-of-balanceselect alternate datum points and revise mfg process

AXIAM dimensioning and stacking processinvestigate, compare with earlier model engine data & experience

Test Cell Vibration Measurementinitial analysis of transducers suggests large contributor to variation

Work Accomplished


Work AccomplishedWork Accomplished

Identified lower-level projects: HPT assembly HPC assembly Assessment of Vibration Measurement Uncertainty Dimensioning & stacking process Tie-shaft stretching HPC & HPT component initial-out-of-balance

Supplied concepts not considered within ProCert training: Data collection strategy and tools

(evolves to “control plan” later) Project planning structure to establish time and resource

requirements and commitments


Next StepsNext Steps

Define & write project mandates Prepare draft Project Plans Identify project team members and launch projects:

Implement structured data collection plan in specific areas of assembly and test

Identify practical, cost-effective means for developing needed but missing information throughDesigned Experiments Many designed experiments to be conducted

Execute projects Large quantity of processes to certify

To Reach UsJean Denis

e-mail : [email protected]

Business

Gas Turbine Problem-Solving (2)