Sharing our Expertise
Sharing Lean in the community
Lean+ skills strengthen our partners
Helping Community Partners Stretch Limited Resources
Boeing's skilled workforce has found ways to bring Lean+, effective project management, systems integration and value stream mapping to our partners in the community and transferring skills honed over years of highly technical engineering and production into everyday practice that improves food bank delivery systems, hospital emergency room processing, and faster screening for the approval of humanitarian aid projects.
One group that was able to reduce time and rework on its humanitarian improvement projects thanks to Boeing Lean+ is Engineers Without Borders-USA. EWB-USA collaborates with local communities worldwide to identify, design and implement sustainable engineering solutions for clean water, sanitation and energy that improve the basic quality of life. Managing the approvals and administration for more than 350 international projects a year and growing, was straining the group's internal processes at its Boulder, Colo. headquarters. EWB-USA is supported by grants from Global Corporate Citizenship.
“Zoos, hospitals, schools, engineering projects in remote areas—anywhere people are trying to do a good job—that's where Boeing employees bring value-added skills to make the world a better place.”
—Anne Roosevelt, vice president for Global Corporate Citizenship.
"Translating the many benefits that Lean+ has brought to our business into ones that will support a nonprofit such as Engineers Without Borders-USA is very exciting," said Bill Schnettgoecke, vice president and deputy, Operations and Supplier Management and Lean+ Enterprise Initiative leader. "This is just another example of how our employees have helped community partners stretch their limited resources by showing them how to successfully use Lean+ principles."
After attending an EWB-USA presentation Michael Hogan, a Lean+ product development specialist in Southern California, immediately saw a way to use Lean+ methods to assist the group in efficiently managing its many projects.
"They had a tremendous number of projects in work, a lot of switching between tasks, changing priorities, and unclear requirements for starting and finishing a task," Hogan said. "They also identified first-time quality as a challenge, creating a lot of rework in the project life cycle, and identified a need for more qualified project mentors."
Cathy Leslie, Executive Director of EWB-USA agreed. "With an emphasis on quality, it became apparent that EWB-USA had to limit the number of community programs within the organization until we could ensure the consistency of our mentors, the quality control process, and the appropriateness of the community design. Working alongside Boeing in this process has provided the necessary structure and procedural groundwork to allow us to move forward in the appropriate manner."
Hogan is enthusiastic about the rewards of leveraging Boeing knowledge to assist EWB-USA's humanitarian efforts. "People at work get excited about the opportunity to get involved with an organization like EWB-USA," Hogan said. "It adds to their pride in the company, and they want to know how they can be involved. It also provides Boeing engineers with a great opportunity to try new things and then be able to bring the results back into the company as a lesson learned."
Applying Lean To Make the World a Better Place
The road to St. John's Mercy Medical Center's Lean+ experience began when a Boeing employee made several trips as a patient to the rehabilitation center for treatment but always seemed to wait for hours to see a doctor. Discussing the problem with co-workers, he inspired a team of Boeing employees to use their skills for a different kind of "production line." Their Lean instruction helped the 979-bed hospital in St. Louis improve how it manages its in-patient care to eliminate long wait times and develop coordination among therapists, nursing and transportation. The hospital now has its own Lean team called the "performance optimization crew," said Denny DeNarvaez, senior vice president for regional markets, CEO and President of St. John's Mercy Health Care.
"Our partnership with Boeing has been phenomenal," DeNarvaez said. "Because of the mentoring our team received from Boeing, we have made extremely dramatic improvements." Not only did the hospital improve coordinated scheduling among acute therapy, nursing and transportation staffs and reduced patient wait times, the Boeing team also helped staff reduce inventory levels in the pharmacy in St. Louis as well as a network hospital in Washington, Mo. DeNarvaez said she's confident these Lean best practices will be used at other Sisters of Mercy network hospitals that serve Oklahoma and Arkansas.
Sharing their Lean expertise has taken Boeing employees to the Boeing Leadership Center in St. Louis where they helped the medical staff for Midwest Health Initiative take a crash course in Six Sigma training and learn how to define, measure, analyze, improve and control. As a result of the training, the medical professionals said they would use what they learned to help improve the quality of patient care in various health areas. In another example, Boeing employees partnered with Virginia Mason Hospital in the Puget Sound area to help the medical team develop a new, ergonomically appropriate surgical cart that takes less time than previous versions to restock with equipment and quickly move to surgery suites.
In Florida, 93 community agencies participated in a Lean+ event guided by David Bethay, director, Boeing Constellation Transition at Kennedy Space Center, Fla. Boeing employees who work on the Checkout, Assembly and Payload Processing Services and Space Shuttle programs at NASA's space center, utilize Lean philosophy in their everyday work.
"Teaching the Lean methodologies to the community has helped them make their time, energy and dollars stretch further," Bethay said. "Taking a small idea and turning it into a big reality has allowed us to share some of the many benefits that Lean has brought to Boeing."
As a result of the Lean+ workshop the staff at Florida's Brevard Zoo reduced their budget preparation time by over 65 percent.
"The most beneficial piece was the Value Stream Mapping project," said Nancy Grzesik, chief operating financial officer for the Brevard Zoo in nearby Melbourne, Fla.
"Zoos, hospitals, schools, engineering projects in remote areas—anywhere people are trying to do a good job—that's where Boeing employees bring value-added skills to make the world a better place," said Anne Roosevelt, vice president for Global Corporate Citizenship.