1 gary stanley manufacturing technology division afrl/rxmt phone # 937-904-4398...

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Gary StanleyManufacturing Technology Division

AFRL/RXMT Phone # [email protected]

Manufacturing Readiness Assessment Acquisition Training

Public Release Case # 88ABW-2008-0329

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Defense Policy Insertion Plans:Policy Targets

• DoD documents1) Defense Acquisition Guidebook

2) DoDI 5000.2

3) DoDD 5000.1

• Air Force documents– AFI 63-1201, “Disciplined Systems Engineering”– Secy of the Air Force for Acquisition Policy Memo – AFRL Advanced Technology Demonstrations

• Program Baseline Development• AFMC Instruction 61-102, ATD Tech Transition Planning

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What Will The Policy Look Like?

• MRLs are linked very closely with TRLs• MRAs will be performed prior to each Milestone

Decision– M/S A – MRL 4– M/S B – MRL 6– M/S C – MRL 8– Full Rate Production – MRL 9

MRL 1

Basic mfg implications identified

MRL 2

Mfg concepts identified

MRL 3

Mfg proof of concept developed

MRL 4

Capability to produce the

technology in a laboratory environment

MRL 5

Capability to produce

prototype components

in a production

relevant environment

MRL 6

Capability to produce a prototype system or

subsystem in a production


MRL 7

Capability to produce systems,

subsystems or

components in a

production representative environment

MRL 8

Pilot line capability

demonstrated. Ready to

begin low rate production

MRL 9

Low rate production

demonstrated. Capability in

place to begin full rate

production

MRL 10

Full rate production

demonstrated and lean

production practices in

place

A B C

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PRR and MRA

• The areas evaluated in a PRR and MRA process are nearly the same

• Major differences– Timing - PRRs usually occur in the SDD phase versus MRAs

that occur throughout the Acquisition and S&T Phases– PRR will evaluate the total program's readiness to proceed into

production vs MRA focusing on MRL ratings and MMPs – PRR focuses on a total program risk assessment versus MRA

providing an objective score on the manufacturing maturity of the program and how to achieve required MRLs

• Bottom Line – if you have done a PRR, you can do an MRA – Requires same skill base

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Jim MorganManufacturing Technology Division

AFRL/RXMT Phone # [email protected]

Manufacturing Readiness Assessment Acquisition Training

Public Release Case # 88ABW-2008-0329

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• What is a Manufacturing Readiness Assessment (MRA)?

• Why Manufacturing Readiness?• What are Manufacturing Readiness Levels (MRLs) and

how do they pertain to the Acquisition Life Cycle?• How to do an MRA• Sample Outputs and Deliverables• Finding and Conclusions• Additional Information

Session Outline

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What Is A Manufacturing Readiness Assessment?

• An MRA is

– An Assessment of a Program’s Readiness to Manufacture and Produce Its Intended Design

– A Tool to Develop and Implement -• Manufacturing Risk Mitigation Plans• Business Strategies

– Effects of Design Changes (Planned Upgrades, Spiral)– Pricing Agreements (Long Term vs. Single Lot)– Capital Investment Plans (Contractor and/or Government)

• An MRA

– Assigns Manufacturing Readiness Levels (MRLs) to Key System Components

– Analogous to Technology Readiness Levels (TRLs)

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• What is a Manufacturing Readiness Assessment (MRA)?• Why Manufacturing Readiness?• What are Manufacturing Readiness Levels (MRLs) and


Session Outline

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Why Manufacturing Readiness? Manufacturing & Industrial Base Challenge

• Consensus among Congress, OSD, CSAF, GAO:“Advanced weapon systems cost too much, take too long to field, and are too

expensive to sustain”

• GAO study of 54 weapons programs:– Core set of 26 programs: RDT&E costs up by 42% and schedule

slipped by 20%• $42.7B total cost growth• 2.5 years slip on average

– Characteristics of successful programs (GAO):• Mature technologies, stable designs, production processes in control• S&T organization responsible for maturing technologies, rather than

program or product development manager

• To mitigate impact of diminishing manufacturing infrastructure – People, policy, programs gutted– Lost recipe on how to manage manufacturing risk– Won’t get infrastructure back but still need to manage

manufacturing risk

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Why Manufacturing Readiness? Acquisition Health and Manufacturing Readiness

Manufacturing risk/maturity is not the only cost/schedule/performance driver, but we need to manage manufacturing readiness integral to the overall acquisition process Products made by immature manufacturing

processes generally:- Cost more- Are prone to quality problems- May not all perform the same- Are less reliable in service- Have a hard time delivering on schedule

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Provide a common language and widely-understood standard for:

• Assessing the performance maturity of a technology and plans for its future maturation

• Understanding the level of performance risk in trying to transition the technology into a weapon system application

TRLs leave major transition questions unanswered:• Is the technology producible?• What will these cost in production?• Can these be made in a production environment?• Are key materials and components available?

Technology Readiness Levels (TRLs)

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Session Outline

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• Common language and standard for – Assessing the manufacturing maturity of a technology or

product and plans for its future maturation– Understanding the level of manufacturing risk in trying to

produce a weapon system or transition the technology into a weapon system application

• Designed to help set the agenda for manufacturing risk mitigation

Manufacturing Readiness Levels(MRL)

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TRL 8System

Qual

TRL 7Prototype

in OpsEnvironment

TRL 6Prototype

in RepEnvironment

TRL 5Breadboard

in RepEnvironment

TRL 4Breadboard

inLab

TRL 3Proof

of Concept

TRL 2Concept

Formulation

TRL 1Basic

PrinciplesObserved

Production & Deployment

System Development & Demonstration

Technology Development

Concept

Refine-ment

Relationship to System Acquisition Milestones

Relationship to Technology Readiness Levels

CBA

MRL Relationships

Pre-Concept Refinement

TRL 9MissionProven

MRL 3Mfg

Proof of Concept

Developed

MRL 4Manufacturing

ProcessesIn Lab

Environment

MRL 5ComponentsIn Production

Relevant Environment

MRL 6System orSubsystem

In ProductionRelevant

Environment

MRL 7System orSubsystem

In ProductionRepresentative

Environment

MRL 8Pilot Line

DemonstratedReady for

LRIP

MRL 9LRIP

DemonstratedReady for

FRP

MRL 10FRP

DemonstratedLean Production

Practices in place

MRL 2Mfg

ConceptsIdentified

MRL 1Basic Mfg

Implications Identified

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MRL Definitions

• Production relevant environment – An environment normally found during MRL 5 and 6 that contains key elements of production realism not normally found in the laboratory environment (e.g. uses production personnel, materials or equipment or tooling, or process steps, or work instructions, stated cycle time, etc.). May occur in a laboratory or model shop if key elements or production realism are added.

• Production representative environment – An environment normally found during MRL 7 (probably on the manufacturing floor) that contains most of the key elements (tooling, equipment, temperature, cleanliness, lighting, personnel skill levels, materials, work instructions, etc) that will be present in the shop floor production areas where low rate production will eventually take place.

• Pilot line environment – An environment normally found during MRL 8 in a manufacturing floor production area that incorporates all of the key elements (equipment, personnel skill levels, materials, components, work instructions, tooling, etc.) required to produce production configuration items, subsystems or systems that meet design requirements in low rate production. To the maximum extent practical, the pilot line should utilize rate production processes.

MRL 1

Basic mfg implications identified

MRL 2

Mfg concepts identified

MRL 3

Mfg proof of concept developed

MRL 4

Capability to produce the

technology in a laboratory environment

MRL 5

Capability to produce

prototype components

in a production


MRL 6

Capability to produce a prototype system or

subsystem in a production


MRL 7

Capability to produce systems,

subsystems or

components in a

production representative environment

MRL 8

Pilot line capability

demonstrated. Ready to

begin low rate production

MRL 9

Low rate production

demonstrated. Capability in

place to begin full rate

production

MRL 10

Full rate production

demonstrated and lean

production practices in

place

A B C

9 MRL Evaluation Criteria(“Threads”)

1. Technology and Industrial Base• Technology maturity, technology transition to production, ManTech development

2. Design• Producibility program, design maturity

3. Cost and Funding• Production cost knowledge (cost modeling), cost analysis, mfg investment budget

4. Materials (raw matls, components, subassys, subsystems)• Maturity, availability, supply chain management, special handling

5. Process Capability and Control• Modeling & Simulation (product & process), mfg process maturity, process yields/rates

6. Quality Management, to include supplier quality

7. Manufacturing Personnel, to include specialization, training, & certification

8. Facilities, to include capacity and plant layout & design

9. Manufacturing Management• Manufacturing planning and scheduling• Materials planning• Tooling and special test equipment

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Milestone “ B ”Key Manufacturing Considerations

• Industrial Base capabilities identified for key technologies and key processes

• Producibility & Manufacturability assessment of design concepts completed

• Establishment/validation of manufacturing capability and management of manufacturing risk for the product lifecycle

• Initial Key Performance Parameters (KPPs) identified • Producibility cost risks assessed• Survey completed to determine if materials have been used before• Lead times identified for all materials • Survey completed for potential supply chain sources • Special handling requirements identified• Survey completed to determine the current state of proposed processes • Yield and Rates assessed on proposed processes • Quality strategy developed• Manufacturing skill sets identified• Specialized facility requirements/needs identified • Special Tooling/Special Test Equipment (STE) requirements are

considered

A

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Milestone “ B ”Key Manufacturing Considerations

B

• Industrial capability in place to support manufacturing of development articles• Required manufacturing technology development solutions demonstrated in a production relevant

environment • Producibility assessments of key technologies/components and producibility trade studies completed • Key Characteristics and tolerances established• Lead times have been identified for all materials• Cost model inputs include design requirements, material specifications, tolerances, integrated master

schedule, results of system/subsystem simulations and production relevant demonstrations• Material maturity verified through technology demonstration articles• Availability issues addressed to meet technology demonstration articles• Supply chain plans in place• Plans to address special handling requirements complete • Initial simulation models developed at the technology, sub-system or system level • Manufacturing processes demonstrated in production relevant environment• Yields and Rates evaluated in production relevant environment• Initial Quality Plan and Quality Management System is in place• Manufacturing workforce skills available for production in a relevant environment• Manufacturing facility and facility development plans adequate to support SDD or Technology insertion

• Manufacturing risk mitigation approach for SDD or Technology insertion Programs defined. • Most material decisions made (make/buy), material risk identified and plans made to mitigate• Prototype tooling concepts demonstrated in relevant manufacturing environment.

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Milestone “ C ”Key Manufacturing Considerations

C

• Industrial Capability Assessment (ICA) for MS C has been completed. Industrial capability is in place to support LRIP.

• Required manufacturing technology solutions validated on a pilot line• Known producibility issues have been resolved and pose no significant risk for LRIP• Detailed design of product features and interfaces is complete• Major product design features are sufficiently stable such that key LRIP manufacturing

processes will be representative of those used in FRP• Engineering cost model driven by detailed design and validated with data from relevant

environment• Cost analysis of proposed changes to requirements or configuration• Yields and Rates evaluated in production relevant environment• Materials proven and validated on System Demonstration and Development (SDD)

production as adequate to support LRIP• Long Lead procurement initiated for LRIP. Availability issues pose no significant risk for

LRIP • Most material decisions made (make/buy), material risk identified and plans made to

mitigate • Prototype tooling concepts demonstrated in relevant mfg environment

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Manufacturing Considerations forFull Rate Production Decision (MRL 9)

• Industrial capability is in place to support start of FRP • Producibility issues/risks discovered in LRIP have been mitigated and pose no significant

risk for FRP • Known producibility issues have been resolved and pose no significant risk for LRIP• Major product design features are stable and LRIP produced items are proven in product

testing • Major product design features are sufficiently stable such that key LRIP manufacturing

processes will be representative of those used in FRP• Variability experiments conducted to show FRP impact and potential for continuous

improvement • Program has budget estimate for lean implementation during FRP • Special handling procedures demonstrated in LRIP • Manufacturing processes & procedures are established and controlled in production to 3-

sigma or other appropriate quality level • Yield and rate targets achieved, yield improvements on-going • Quality targets verified on production line • FRP personnel requirements identified• Capacity plans adequate to support FRP decision• All manufacturing risks have been validated and mitigated using LRIP articles• All tooling, test and inspection equipment proven on LRIP

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Session Outline

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• Assessment Lead Briefs PM on Manufacturing Assessment Efforts/Expectations

• Works with PM to• Determine appropriate level for Manufacturing Readiness

Assessment(s) (MRAs) -- System may contain several critical technologies/components/manufacturing cells

• Schedule on-site MRA with contractor(s)• Send Orientation Package to contractor(s)• Define Assessment Team Membership• Define Deliverables of Assessment Results• Conduct on-site assessment with contractor(s)• Deliver final report/briefing

MR Assessment Process

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INTRODUCE

TRAIN

ASSESS

MANAGE

INCORPORATE

Manufacturing Readiness ImplementationApproach (ACATs)

OBJECTIVE STATEMENT

DEFINED

Meet with Wing/Program Management Team

And Other Stakeholders

Define Objectives- Yield Improvement- New Variant (e.g. Spiral)- Increased Capacity (Surge)

Decompose the Problem Space- By Technology (i.e. Component)- By Supplier- Handle Assembly & Test

Wing/PM Team owns the plan

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• Contact Defense Contract Management Agency (DCMA) to gather information on the contractor’s current and past performance.

• Notify companies and send orientation package– Purpose, approach, questions, strawman agenda– MRL definitions/threads– Address contract issues if any– Self-Assessment

• Select Assessment team(s)– Typically 2-6 members per team– Appropriate members (include Gov’t customer)

• Specialists for key technologies (if needed)• Schedule On-site assessments

– Months prior to key milestone decisions to establish a baseline and allow time to develop/implement risk mitigation plans

• Team Orientation–Meet prior to on-site assessment

Preparations

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On-site MRA Process Review

• Contractor welcome, review of agenda and orientation to facility • Introduction of assessment team and contractor personnel • Government team lead briefing to contractor describing objectives

and expectations for the on-site visit• Contractor overview and discussion of the results of their self-

assessment• Shop-floor visits to key areas by individuals or small groups• One-on-one or small group discussions between assessment team

members and contractor subject matter experts focused on key areas

• Private meeting of Government assessment team to:– Prepare feedback and identify any action items– Initial assessment of current MRL (their area or overall)– Key strengths/risks/issues– Key missing data (if any)– Proposed action items

• Outbriefing by Government team to contractor

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Example Process FlowGeneric Aircraft

• Large programs can require multiple MRAs

Landing Gear Build-up

Composite Fabrication

Engine Build-up

Composite Assembly

Cable Fabrication

InstallCables

InstallOil System

Install Fuselage

Fuel System

AssembleTails

InstallAvionics

Install Brake System

InstallLanding Gear

InstallPower plant

AssembleWings

InstallWings/Tails

InitialPower-upChecks

SystemTests

FinalInspection

Install Engine Cowls

EngineDelivery

Deliver to Facility B

Move A/CTo Test

INSDelivery

Colors represent supplier/facility location

Deliver to Facility C

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Supplier MRA Plan

• Identify and prioritize critical suppliers• Develop common SOW for distribution to suppliers

– Scope of MRA detailed– Method of MRA detailed– Output defined

• Developed detailed MRA execution plan with each supplier (Schedule, format, personnel)

• Execute MRA• Define/Plan/Execute MRL mitigations• Measure mitigation effectiveness, update assessment

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• Gather any key missing data• Convene team meeting -- Typically within 2 weeks of

on-site assessment– Discuss and finalize assessment – Examine current program and manufacturing risk reduction

plans– Agree on likely MRL at completion of milestone if current

plan is followed

• Share results with contractor• Identify the specific risk reduction activities necessary

to reach the next milestone• Identify the funding, time-phasing and approach to

carrying out each activity• Prepare and submit final report

Follow-on Activities

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Session Outline

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MRA Process Outputs

• Baseline Manufacturing Readiness Levels (MRL)

• Key Factors Where Manufacturing Readiness Falls Short Of Target – Define MRL Driving Issues

• Identify Programs And Plans To Reach Target MRL– Identify Existing Investments and Additional Needs– Summarize Improvement In Manufacturing Plan

• Assess Risk to Manufacturing Cost, Schedule, and Performance

• Implement and Execute the Manufacturing Plan

• Assess Effectiveness Of the Manufacturing Plan

– Address Right Issues?– Timely? Adequately Funded?– Probability Of Success?– Options For Increased Effectiveness

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SAMPLE SUMMARY ROLL-UP OF COMPONENTS

SubSystem Top Level MRL

Observations Most Critical

Guidance 3 - Lacking detailed process information- Key suppliers identified; Need key performance parameters- Need detailed process plans

Detector from supplier A- Design & production issues- No alternate source

Data Processor

3 - New processor architecture-Immature design tools- New attachment processes needed

Board Supplier can’t test at their site

Low yields on initial run

Propulsion 6 - Same as other systems in use- New component scheme

Re-validate manufacturing process

Supplier handle increased rate

Air

Vehicle

7 - Same supplier as system X- Need to test new mating and assembly processes at the prime

No critical items

Test Plan 6 Several instances of re-design work and new test processes

- New test strategy and plan- What will new design incorporate?- Manufacturing experience vital

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SAMPLE SUMMARY (Drill down)

Guidance Sub systems

Top Level MRL

Observations Most Critical

Front End Sensor

3 - Lacking details on builds- Process procedures need more work- Test and assembly procedures have not been verified in manufacturing environment

Detector from supplier A- Design & production issues- No alternate source

Data ProcessingPWB

3 - New processor architecture-Awaiting Design for Manufacturing and Assembly (DFMA) results

Low yields on initial buildWorking process controlsLooking at re-design for easier fabrication

Cables For:PowerData

3 - Using same suppliers other weapon systems - Have not received prototypes, awaiting supplier delivery

Re-validate manufacturing process as seen on past programsNeed new process plan

Housing 4 - New supplier: limited experience- Need new assembly processes at the prime

Need supplier management process; need new process plans

Cooling 3 - Form, fit factors for new cooling design not in placeInitial process plan for build in place

Final cooling plan will be defined after front end is stable

Integration Process that includes assembly and test

3 - Several new test processes need development for new components

New test strategy and planNew special test equipment must be ordered

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MRA Risk Management

• Assessing Risk is independent of the MRL value assigned– Higher MRL value may be highest risk

• Eg. Requires new equipment, high cost process

• Risk Assessment should consider– Time needed to reach target MRL – Require new personnel, training, capital, or more POM samples

to flush out the process– Leverage other programs– Captive or Merchant Supplier Dependency??– Part of a company’s core business

• Leads into an industrial base assessment

• Effective of use of Design for Manufacturing Tools and other simulation techniques.

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Session Outline

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AFRL/RXM MRA Deskbook

• The “how-to” of MRAs• First draft completed in March 07• Modeled after TRA Deskbook

– Similarities• Achieving levels of readiness for risk reduction • Selection process for assessment areas

– Differences• Readiness in S&T and Acquisition world• Rigorous assessment process

• Draft revised based on lessons learned from Reaper MRA– Dec 07, Public releasable, on DAU website

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Some MRL Thoughts

• MRLs are not a report card– MRL 7 might not be good– MRL 3 might not be bad

• MRLs are a tool to manage and mitigate manufacturing risk– A common language used to assess manufacturing

maturity– Provide insight not oversight

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Some MRA Lessons Learned

• Process is more effective if company is actively engaged in the assessment

• System integration and test operations are often ripe for maturation efforts

• Resources required to conduct an MRA will vary significantly

• Subject matter expertise is needed to “do it right”

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Findings and Conclusions

• Looking at transitioning technology to production

– Must incentivize good decision processes; – Unlike TRLs, going backwards on MRLs might be a good thing

• A low MRL number may be ok

– Is there time to raise the level?– Is there a new manufacturing process being pursued?– Replacing a manual process with an automated process

• Encouraging repeatability, faster cycle time, etc.

• Identify opportunities to validate manufacturing processes

– Avoid accepting analogous process claims during the design phase and claiming fabrication is maturing

• May never build enough units to reach MRL 10

– Achieve a six sigma or equivalent process– Stable Line, may require a multi-product factory

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MRA Thoughts

• MRA process highlights areas needing attention to lower production risk

• Easy Tracking for Prime contractor and Government as manufacturing proceeds

• Detailed analysis rank ordered; Can be an investment strategy

• Accomplished the goal as an acquisition test case

Manufacturing maturity through the MRA process enables efficient, cost effective manufacturing

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Session Outline

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Additional Information

DoD MRL web site http://www.dodmrl.com - MRA link to DAU CoP - Contains MRL definitions, MRL criteria matrix, MRA Deskbook and more

TRA Deskbook http://www.dod.mil/ddre/doc/tra_deskbook.pdf - MRLs contained in Appendix I

DAU PQM Community of Practice https://acc.dau.mil/pqm - Manufacturing Readiness folder

• Look for MR definitions• Look for MR matrix• Look for MRL tutorial• Look for MRA Deskbook

1 gary stanley manufacturing technology division afrl/rxmt phone # 937-904-4398...

Documents

mrl ratings

low rate production

manufacturing maturity

production vs mra

ms b mrl

ms c mrl

laboratory environment

total programs readiness