4 march 2008
DESCRIPTION
UNCLASSIFIED. Presented to: 16 th Annual Conference on Quality in the Space and Defense Industries. Quality Roles in Operations and Sustainment. Approved for public release; distribution unlimited. Review completed by AMRDEC Public Affairs Office (3/3/08 FN# 3466). Presented by: - PowerPoint PPT PresentationTRANSCRIPT
4 March 2008
Presented by:
Ms. Patti MartinDirector, Engineering DirectorateAviation and Missile Research,
Development, and Engineering CenterRDECOM
Presented to:16th Annual
Conference on Quality in theSpace and Defense Industries
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UNCLASSIFIED
Quality Roles in Operations and Sustainment
Approved for public release; distribution unlimited.Review completed by AMRDEC Public Affairs Office (3/3/08 FN# 3466)
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Our World
• Legacy Systems (30+ years)• Harsh Operating Environment• Maintenance Intensive• Analog to Digital• Obsolescence• Critical Safety Items• Downsized Industrial Base
Stressed• Reliability Issues in a High
Optempo World• Maintaining Quality of Items
Produced
Challenges to Sustainment Life of Aviation & Missile Weapon Systems
• Short Design Life-10 year range• Long Actual Life-20 year range• Harsh Storage Conditions• High Optempo• Electronics Intensive• Exotic materials• Stockpile Life• Disposal• Electronics Obsolescence• Maintaining a Warm Industrial Base• Maintaining Quality of Items
Produced
AVIATION MISSILE
Strong Sustainment Elevates Operational Readiness
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Engineering Directorate Core Functions
• Acquisition Management
• Systems Engineering Management
• Test and Evaluation Management
• Production Engineering
• Product Assurance
• Technical Data
• Supportability Engineering
• Technology Development and Management
• Hardware Development, Fabrication, and Integration
• Business Management
Serving Warfighter Needs Through World Class Life Cycle Engineering and Technical Expertise
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Be Decisive!Improve Improve OurOur Support to the Soldier Support to the Soldier EveryEvery Day Day
2
Lest we forget…
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MissileNonconformance
Test failuresAround
34%
Prime not flowingDown requirements
To sub tiers
Source ApprovalProcessIssues
Dependence on Prime
(Loss of Controls)
Insufficient Process Audits
Quality Issues
Industrial Base
Capacity
Increased Dependence on Supplier
Base
Technical Data
Quality Metrics
Ineffective Incentives for
Quality
Late Deliveries, Long Lead Times – Soldier Directly Impacted !
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Importance of StrongSupply Chain
IMMC/CCAD
Prime 1 Prime 2
Prime 3Prime 4
Tier 1A
Tier 1C
Tier 1D
Tier 1E
Tier 1B
Tier 2A Tier 2B
Tier 2D Tier 2C
RawMaterial
Providers
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The Changing Faces of Quality
• Ineffective use of the Systems Engineering Process
• “Trust Me” approach to quality• Government oversight functions reduced if
not eliminated• Inadequate incentives to drive quality• Lack of detailed requirements in
performance specifications• Inadequate verification of Quality Systems
as a function of time.• Ineffective Quality Metrics• Ineffective Corrective Action Systems• Lack of focused Continuous Improvement
Programs
• First Article Tests • Comprehensive/Effective Audits• CSI Standards• Design in Sustainment processes and
procedures during design development.• Proactive Quality and Supply Chain
Management• Leverage lessons learned and best
practices observed• Commit ourselves to measurable and
enforceable results.• Exercise the leadership required to develop,
influence, and enforce manufacturing systems that adhere to the fundamentals of sound quality assurance
• “Real-Time” metrics and Information• Sharing Information collaboration across the
community.
Pre War Philosophy Lessons LearnedAs the pendulum swings…
RED-RED-RED Items: 234 at Beginning of War; Now 46
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The Sequential Enterprise
The Goal: Strengthen the Enterprise
Command
Prime
First Tier Suppliers
Depots
Second TierSuppliers
Raw Material Suppliers
Legacy Systems
OrdersDistribution
Points
Command
PrimeManufacturers
1st , 2nd And 3rd
TierSuppliers
Raw MaterialSuppliers
IntegratedCollaborative
Supply Network
Depots
Transform
Transparent Communication“Over-the-wall” Communication
Example
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The Collaborative Partnership
• Price Emphasis• Functional Silos• Short-Term Buying• High Levels of Safety Stock
• Expediting Due to Problems• Historical Information• Short Shipments
• Inefficient Use of Capacity• Withhold Information• Weakens our ability to support the
warfighter
• Lowest Total System Cost• Cross-Functional Teams• Long-Term Commitments• Compressed Cycle Times and
Reduced Inventories• Anticipating Future Capabilities• “Real-Time” Information• Reliability and Customer Service
Focus• Run Strategy & Synchronization• Sharing Information• Strong warfighter support through
strong community commitment and focus
Arms Length Relationship Collaborative Partnership
The partnership process shifts the way we view our specific relationships
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What Are We Doing About It?
• Enhancing Strong Collaboration and Communication– Joint Army, Navy, Air Force Quality Group to Address Common Concerns– Host Annual Quality Summit – Government and Industry Collaboration
• Follow up Focus Group April 2008• 2008 Summit late August
– Product Assurance Reviews between Program Offices
• Reinforcing Strong Life Cycle Quality Programs– Standardized Quality Language for Contracts based upon Lessons Learned– Product Assurance Readiness Levels (PARLs)– Formed a Cross-Functional Supply Chain IPT for a Factory to Foxhole View– Continued Mapping of Critical Supply Chain Links– Stronger Link from Quality Results to Procurement Processes– Proactive First Article Management Pilot Case
• Developing Strong Leadership and Technical Expertise– Performed Gap Analysis of Technical Expertise– Quality and Reliability Intern Program– Leadership Training!!!
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QUALITYLEADERSHIP
Vision
Proactive
Professional
DisciplineCommunication
Commitment
Understanding
Strengthening The Business of Quality
World Class Quality is a Question of Leadership
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I Challenge You to be Quality-Minded Leaders; to Influence People by Providing Purpose, Direction,
and Motivation; and to Strengthen the Organization by Focusing on Quality and Continuous
Improvement,Throughout the Life Cycle - Especially in Operations and Sustainment.
Make a Difference – the Warfighter is Relying on Us!!!
Challenge
You cannot manage people to be quality-minded,You cannot manage people to be quality-minded,you have to LEAD them to be quality-minded.you have to LEAD them to be quality-minded.
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Questions?