4b workshop futuregqa group3

8/3/2019 4b Workshop FutureGQA Group3

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DCMA Host Nation Conference - 2007

The Challenge

The challenge• Resources

Includes Aging Workforce Challenges

• Challenge Statement #3 (UK) Government Quality Assurance

surveillance activities are beingimpacted by manpower pressures.

"Look over your shoulder now and then to be sure someone's following you."— Henry Gilmer




Review the Challenge

Main object is to give confidence to thecustomer. This means that we have tounderstand the delegatee’s GQA processes &capability.

What is the customer’s real need?

Multiple contracts for low value/low risk spareparts require a large number of GQA hours. Isthere really a need for GQA?

Who is the actual producer? If the work is subcontracted outside NATO it can be a problemto know where to seek the resources.

"Dissatisfaction and discouragement are not caused by the absence of things but the absence of vision."— Anonymous




Review the Challenge

How can we better know our suppliersperformance? How to determine moreeffectively if there is a risk or not?

The problem with mandatory demands, for

example, Certificates of Conformity. What is the value added?

Better communication is vital.





Identify Key Stakeholders

Delegator

Delegatee

Taxpayer

Supplier

GQAR

Acquirer

Warfighter





Impacts (1)

Need to improve the process within our nations.

The policy in AQAP-2070 needs to be reviewedagainst the resource challenge.

A need for the delegator to understand theprocess within the delegatee’s organization.

More emphasis on how vital goodcommunication is.





Impacts (2)

STANAG-4107 fee for service? Today free ofcharge if it based on what is agreed during the

normal risk based request process. An even higher need for prioritization on how

we use our resources.

A need to determine what can be done by the

GQAR and what should be done by industry.





Strategy for Change

Short term (1): Review the GQA process within each nation

with the aim of understanding how nations aremanaging the GQA.

Decide the minimum level of GQA work andcommunicate this to the GQAR.

Decide where the GQA will have the mostimpact.

Make sure that the challenges discussed duringthe HNC are given as inputs to the update ofAQAP-2070.





Strategy for Change

Short term (2):

Find a way to manage our customers’expectations (communications).

Train the nations in the use of AQAP-2070 andmake sure that part III (feedback) is used by allnations.

Use the HNC briefings/work shop results andshare in international forums, for exampleNATO.

Plan for specific topics workshops at the nextHNC or in preparation for this.





Strategy for Change

Long term:

Improve how we use the tool of risk management. Makesure that is starts with the project manager and continuesall the way to the GQAR.

Let the GQARs educate the project managers in AQAP-2070.

If we have confidence in the supplier, reduce the level ofGQA. i.e. supplier performance is a criteria in surveillancelevels & supplier selection.

Set up a joint working committee with industry with theaim of improve supplier QA performance.

Make the supplier take more responsibility.

Find an even better way to manage our customers’expectations (performance driven outcome)."Dissatisfaction and discouragement are not caused by the absence of things but the absence of vision."

— Anonymous

4b workshop futuregqa group3

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