Report of Survey Conducted at

CONAX FLORIDA CORPORATION

ST. PETERSBURG, FLORIDA

MAY 1992

BEST MANUFACTURING PRACTICES

Center of Excellence forBest Manufacturing Practices

DoD 4245.7– M

“TRANSITION FROM DEVELOPMENT TO PRODUCTION”

CRITICAL PATH TEMPLATES

PRODUCT

TQM

FUNDING

MONEYPHASING

DESIGN TEST PRODUCTION

LOGISTICSSUPPORTANALYSIS

DESIGN REFMISSIONPROFILE

FACILITIES LOGISTICS MANAGEMENT

MANUFACTURINGSTRATEGY

PERSONNELREQUIREMENTS

DATA REQUIREMENTS

TECHNICALRSIK

ASSESSMENT

PRODUCTIONBREAKS

MANPOWERAND PERSONNEL

TRAININGMATERIALS AND

EQUIPMENT

SPARES

TECHNICALMANUALS

MODERNIZATION

FACTORYIMPROVEMENTS

PRODUCTIVITYCENTER

MANUFACTURINGPLAN

QUALIFY MFG.PROCESS

SUPPORT ANDTEST EQUIPMENT

PIECE PARTCONTROL

SUBCONTRACTORCONTROL

DEFECTCONTROL

TOOLPLANNING

SPECIAL TESTEQUIPMENT (STE)

COMPUTER-AIDEDMFG. (CAM)

MANUFACTURINGSCREENING

INTEGRATEDTEST

FAILUREREPORTING

SYSTEM

UNIFORMTEST

REPORT

SOFTWARETEST

DESIGNLIMIT

LIFE

TEST, ANALYZE,AND FIX (TAAF)

FIELDFEEDBACK

DESIGNREQUIREMENTS

DESIGNPOLICY

DESIGNANALYSIS

SOFTWAREDESIGN

DESIGN FORTESTING

CONFIGURATIONCONTROL

DESIGNRELEASE

TRADESTUDIES

DESIGNPROCESS

PARTS ANDMATERIALSSELECTION

COMPUTER-AIDEDDESIGN

BUILT-IN TEST

DESIGNREVIEWS

TRANSITION PLAN

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C O N T E N T S

1. EXECUTIVE SUMMARY

1.1 BACKGROUND ...............................................................................................11.2 BEST PRACTICES ..........................................................................................11.3 INFORMATION ................................................................................................2

2. INTRODUCTION

2.1 SCOPE ............................................................................................................32.2 SURVEY PROCESS ........................................................................................32.3 NAVY CENTERS OF EXCELLENCE ..............................................................32.4 COMPANY OVERVIEW ..................................................................................32.5 ACKNOWLEDGMENTS ..................................................................................42.6 COMPANY POINT OF CONTACT ..................................................................4

3. BEST PRACTICES

3.1 TOTAL QUALITY MANAGEMENTQuality Management Approach at Conax .............................................5

3.2 DESIGNDESIGN PROCESS

Producibility ...........................................................................................5

3.3 PRODUCTIONMANUFACTURING PLAN

Make or Buy ..........................................................................................5SUBCONTRACTOR CONTROL

Vendor Improvement Program ..............................................................6SPECIAL TEST EQUIPMENT

Low Cost Bore and Ram Gaging System .............................................7Special Test Equipment ........................................................................7In-House Test Capability .......................................................................8Low Cost Ideas......................................................................................8

3.4 FACILITIESMODERNIZATION

Prototype Hardware Shop .....................................................................9

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C O N T E N T S (CONTINUED)

3.5 MANAGEMENTMANUFACTURING STRATEGY

Production Teams ...............................................................................10PERSONNEL REQUIREMENTS

Training ...............................................................................................10Employee Involvement ........................................................................11Communication and Work Improvement/ Suggestion Programs .....................................................................11Employee Recognition/Appreciation ...................................................12

4. INFORMATION

4.1 MANAGEMENTMANUFACTURING STRATEGY

ISO-9000 Implementation ...................................................................13

APPENDIX A - TABLE OF ACRONYMS ..........................................................................A-1APPENDIX B - BMP SURVEY TEAM ...............................................................................B-1APPENDIX C - NAVY CENTERS OF EXCELLENCE ......................................................C-1APPENDIX D - PREVIOUSLY COMPLETED SURVEYS .................................................D-1

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F I G U R E S

3-1 Conax New Vendor Selection Process ............................................................63-2 Yearly Vendor Rating Update Program............................................................73-3 Results of Vendor Rating Program ..................................................................73-4 Capacitor Tester...............................................................................................83-5 Battery Polarity Tester......................................................................................93-6 Product Rack .................................................................................................103-7 O-Ring Tester.................................................................................................11

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S E C T I O N 1

EXECUTIVE SUMMARY

1.1 BACKGROUND

The Best Manufacturing Practices (BMP) team con-ducted a survey at the Conax Florida Corporation. Thepurpose of the Conax survey was to review and documentits best practices and investigate any potential industry-wide problems. The BMP program will use this documen-tation as an initial step in a voluntary technology sharingprocess among the industry and government.

Based in St. Petersburg, Florida, Conax Florida Corpora-tion is a leader in electro-explosive technology. This 115-personnel corporation maintains a product line in mechani-cal release (latch pin or nut and bolt release or cable cutting),flow control (one-way or combination valving), and storedenergy release (liquid or gas) devices. Conax initiated a fourpart, total quality plan in 1987 to address quality problemsthat threatened the company’s profitability. As a result,Conax has successfully overcome the problems and evolvedas an industry leader in quality and customer satisfaction.

1.2 BEST PRACTICES

The best practices and information items documented atConax are detailed in this report. These topics include:

Item Page

Total Quality Management 5Conax maintains a quality program through sev-eral efforts with a goal of customer satisfaction byensuring the company's products meet require-ments and are delivered on time.

Producibility 5Conax addressed producibility through an exten-sive team effort by defining the analytical stepsinvolving all critical areas of the manufacturingprocess and continually upgrading the system toprovide for a better product.

Make or Buy 5During a product’s manufacturing plan develop-ment, Conax exercises a decision to make or buya supporting product or service, thereby signifi-cantly impacting its products.

Vendor Improvement Plan 6Conax has a highly effective vendor improve-ment, education, and awareness program which

Item Page

has produced exceptional cost savings by reduc-ing or eliminating scrap, rework, and defects.

Low Cost Bore and Ram Gaging System 7Conax uses a non-contact method of close toler-ance measurement which has proven to be a highlyaccurate and reasonably priced procedure.

Special Test Equipment 7Demonstrating an overall commitment to totalquality, Conax developed test equipment to meetits specialized needs.

In-House Test Capability 8Conax brought key test equipment in-house as ameans of addressing problems associated withoutside test houses.

Low Cost Ideas 8Conax employees have developed several lowcost/low tech innovations to improve productivityand quality.

Prototype Hardware Shop 9To avoid cost and schedule impacts of contractingout prototype work, an in-house model and ma-chine shop was developed and built at Conax.

Production Teams 10By streamlining its production efforts throughproduction teams, Conax has reduced productdevelopment time, planning and production leadtimes, and ensured improved productivity.

Training 10A key element of the Conax four-part TQM plan,training is providing the basis for continued em-ployee and company growth.

Employee Involvement 11Conax directly involves its employees in promo-tion selection and new employee recruiting as partof an effort to stabilize its workforce and improvemorale.

Communication and Work Improvement/ 11Suggestion ProgramsConax has implemented several tools to fostercommunication and encourage the developmentof innovative ideas by its employees.

2

Item Page

Employee Recognition/Appreciation 12There are several programs at Conax that recog-nize employees and superior performance whileexpressing general appreciation to all personnel.

2

1.3 INFORMATION

Item Page

ISO-9000 Implementation 13Conax is pursuing ISO-9000 certification and hasdeveloped a plan to assign management responsi-bility, research requirements, and perform inter-nal reviews agains the ISO-9000 document.

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2.1 SCOPE

The purpose of the Best Manufacturing Practices (BMP)survey conducted at the Conax Florida Corporation was toidentify best practices, review manufacturing problems, anddocument the results. The intent is to extend the use ofprogressive management techniques as well as high technol-ogy equipment and processes throughout industry and gov-ernment facilities. The ultimate goal of the BMP program isto strengthen the U.S. industrial base and reduce the cost ofdefense systems by solving manufacturing problems andimproving quality and reliability.

A team of engineers accepted an invitation from Conax toreview the processes and techniques used in its facilitieslocated in St. Petersburg, FL. Potential industry-wide prob-lems were also reviewed and documented. The review wasconducted at the Conax Florida Corporation on 19-21 May1992 by the team identified in Appendix B of this report.

The results of BMP surveys are entered into a database fordissemination through a central computer network. Theactual exchange of detailed data will be between companiesat their discretion.

The results of this survey should not be used to rate Conaxamong other companies. A company’s willingness to partici-pate in the BMP program and the survey results have nobearing on one company’s performance over another’s. Thedocumentation in BMP reports is not intended to be all-inclusive of the company’s best practices. Only selected non-proprietary practices are reviewed and documented by theBMP survey team.

2.2 SURVEY PROCESS

This survey was performed under the general surveyguidelines established by the Department of the Navy. Thesurvey concentrated on the functional areas of design, test,production, facilities, logistics, and management. The teamevaluated Conax’s policies, practices, and strategies inthese areas. Furthermore, individual practices reviewedwere categorized as they relate to the critical path templatesof DOD 4245.7-M, “Transition from Development to Pro-duction.” Conax identified potential best practices andindustry-wide problems. These practices and other areas ofinterest were discussed, reviewed, and documented fordistribution throughout the U.S. industrial base.

The format for this survey consisted of formal briefingsand discussions on best practices and problems. Time wasspent at Conax reviewing practices, processes, and equip-ment. In-depth discussions were conducted to better under-stand and document the identified practices and problems.

2.3 NAVY CENTERS OF EXCELLENCE

Demonstrated industry-wide problems identified duringthe Best Manufacturing Practices surveys may be referredto one of the Navy Manufacturing Technology Centers ofExcellence. They are identified in Appendix C.

2.4 COMPANY OVERVIEW

Based in St. Petersburg, Florida, Conax Florida Corpora-tion is a leader in electro-explosive technology. This 115-personnel corporation maintains a product line in mechani-cal release (latch pin or nut and bolt release or cable cutting),flow control (one-way or combination valving), and storedenergy release (liquid or gas) devices.

The automatically inflated life vests, Sea Water Acti-vated Release Switch (SEAWARS), and automatic para-chute releases developed by Conax are used by all U.S. AirForce and Navy ejection seat pilots, as well as NASAastronauts. Conax supplies automatic oxygen mask releasedevices and a one-man, vacuum packed life raft. Thecompany is currently releasing a similar device, the DeckCrew Inflator for use in the Navy’s MK-1 life preserver andAll Services Automatic Inflatable Utility Life Preserver.This same technology is incorporated in several systemswhere drone recovery is enhanced by a Conax automaticparachute release.

Fuel pressurization, shut-off and start actuation as well asexplosively actuated fuse ejectors disconnect electricalcircuitry on several torpedo systems. Conax-developedflood valves are used on both torpedoes and mines whereextended submersion is needed. Communication buoyslaunched by submarines also use a Conax cylinder assem-bly for inflation.

An explosively actuated high pressure nitrogen storageand release system was designed by Conax to provide ultra-pure gas for cooling an IR seeker. This system allows nocontaminants or products of combustion to be released intothe gas system after firing.

S E C T I O N 2

INTRODUCTION

4

2.5 ACKNOWLEDGMENTS

Special thanks are due to all the people at Conax FloridaCorporation whose participation made this survey possible.In particular, the BMP program acknowledges the specialefforts of Mr. Kenneth Beebe for enabling this survey tooccur.

2.6 COMPANY POINT OF CONTACT

While the information included in this report is intendedto be descriptive of the best practices and techniques ob-

served at Conax, it is not intended to be all inclusive. It isanticipated that the reader will need more detailed data fortrue technology transfer.

The point of contact for this BMP survey is:

Mr. Kenneth BeebeQuality Assurance ManagerConax Florida Corporation2801 75th Street NorthSt. Petersburg, FL 33710Office Phone: (813) 345-8000FAX: (813) 345-4217

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S E C T I O N 3

BEST PRACTICES

Conax Florida Corporation initiated a total quality plan in1987 to address quality problems that threatened thecompany’s profitability. This four part plan has subse-quently influenced all areas of business at Conax includingproducibility, training, team concepts, and vendor improve-ment. Led by management and using this four part qualitystrategy, Conax has successfully overcome the problemsand evolved as an industry leader in quality and customersatisfaction. This dedication to total quality was evident inthe company’s philosophy and was frequently manifestedin many of the practices presented to and documented by theBMP survey team. Each of the four elements of the TQMplan are covered separately in this report.

3.1 TOTAL QUALITY MANAGEMENT

Quality Management Approach at Conax

Conax Florida Corporation maintains a quality programgoal of customer satisfaction by ensuring the company’sproducts meet requirements and are delivered on time. Thisgoal is achieved through employee involvement, elimina-tion of scrap and rework, concurrent engineering, vendorimprovement programs, internal and external communica-tions, cost reduction strategies, and other actions. Theprogram has been well implemented through commitmentand management leadership. As a result, all levels of thecompany are involved.

The implementation of this quality program has producednumerous benefits including:

• Documented savings exceeding half a million dollars• Improved customer delivery performance by 15% to

over 90% of “promises kept”• 96% of vendor base currently “A” rated• Established annual vendor conferences• 10% of vendor base certified to “ship-to-stock”• 70% of company’s machine shop vendors SPC certi-

fied• ISO-9000 incorporation in the current quality assur-

ance system

Other results include continued team training, regularcustomer surveys which identify customer needs and op-portunities for the company, and a three-year planned effortto compete for the Malcolm Baldridge Award. Mostimportantly, the company’s survival equipment productshave maintained 100% reliability.

3.2 DESIGN

DESIGN PROCESS

Producibility

Producibility has been identified by industry as a majorproblem - specifically how it can be performed or measured.This crucial element for remaining competitive is a pressingissue for both large and small companies. Conax took acorporate approach to perform producibility reviews bydefining the analytical steps involving all critical areas ofthe manufacturing process and continually upgrading thesystem to provide for a better product. This impressiveprogram by a small company has resulted in an enhancedcapability to address producibility through an extensiveteam effort.

Conax began using producibility reviews to improve itsproducts and satisfy customer requirements. Implementa-tion was generated and supported by top management, withthe initial step consisting of generating a producibilitypolicy document to define producibility, establish the pro-ducibility team, and document the analytical process. Theproducibility team was comprised of representatives fromdesign, manufacturing, quality, purchasing, productioncontrol, and application engineering. The analytical pro-cess reviewed all areas of manufacturing including design,specifications and standards, documentation, materials, fab-rication, joining methods, coating methods, heat treating,safety, environmental requirements, and inspection andtest.

Conax applied its producibility process to internal prod-ucts and has identified areas of improvements that reducedthe cost, improved manufacturability, reduced fabricationschedules, and provided a more reliable product. Continu-ally working as a team, the company is improving existingprocesses to satisfy its customers.

3.3 PRODUCTION

MANUFACTURING PLAN

Make or Buy

Conax has significantly impacted its products by maxi-mizing the make-or-buy decision of its manufacturing plan.

6

During a product’s manufacturing plan development, thecompany exercises a decision to make or buy a supportingproduct or service. Conax has amplified this effort inseveral areas of the manufacturing process.

In the design area, Conax has equipped an extensivemodel shop capability that can readily and accurately pro-duce items in small quantities. This effort greatly reducesup-front engineering costs. An engineer works closely withthe model shop personnel to produce a workable prototypethat can be used to proof out a concept. Problems such asdelivery schedule or quality associated with buying pieceparts are identified, and the company investigates the pos-sibility of making the part in-house.

Conax has also become virtually self-sufficient in envi-ronmental testing. It has an extensive test laboratory wherealmost all testing required by MIL-STD-810 can be per-formed. Test facilities include thermal chambers, humiditychambers, salt-fog equipment, vibration tables, shock equip-ment, and various gages and meters.

The ability to build prototypes, fabricate piece parts, andperform extensive qualification tests on a product hasreduced scheduling and costs, as well as provided morecontrol of the product’s manufacturing life cycle.

SUBCONTRACTOR CONTROL

Vendor Improvement Program

Conax has a highly effective vendor improvement, edu-cation, and awareness program. The company establisheda Vendor Service Group in 1988 to initiate two-way com-munication, develop a vendor/Conax team concept, andimprove vendor performance. This group, which assistsConax vendors in consistently meeting quality require-ments, revised its format for vendor surveys and audits to

FIGURE 3-1. CONAX NEW VENDOR SELECTION PROCESS

provide positive feedback and the capability to lend assis-tance when necessary. The group categorized vendors bylocation and product/process type and developed a vendorrating system which issues monthly ratings to all vendorsbased on defects, process controls, and delivery. Thevendor service program has significantly improved com-munication on problems and corrective action and hasenhanced product/process design integrity during planningstages by involving vendors.

Efforts to continually help vendors improve include arigorous qualification process for new vendors (Figure 3-1). Figure 3-2 illustrates Conax's yearly rating system forupdating the approved vendor list. Conax also conductsextensive training programs for vendors and directs VendorAwareness Seminars for machine shops and special processvendors. Training sessions include SPC, Conax require-ments, and military specifications. The company has devel-oped a special course on SPC for short production runswhich is offered to vendors. Conax also performs a Paretoanalysis of all vendor non-conformances. In addition,recognition and awards for "A"-rated performance areprovided.

These efforts have produced exceptional cost savings byreducing or eliminating scrap, rework, and defects as wellas by developing “A” rated vendors and potential ship-to-stock vendors. Figure 3-3 illustrates that Conax vendorimprovement initiatives have raised the number of “A”rated suppliers from 73% in 1987 to over 96% currently.Over 10% have been certified ship-to-stock.

Conax initiated the Vendor of the Year recognition in 1987and anticipates continuing this award on a yearly basis,celebrated during Quality Day every October. Planned futureactivities for the vendor service program also include addi-tional and expanded vendor training seminars, and productreviews with vendors participating in new programs.

PURCH. IDENTIFIES: NOTIFY Q. ENG.

Q.E.A. QUESTIONAIRE Q.A.M. REVIEW

DISAPPROVED APPROVED SURVEY/AUDIT APPROVED W/ COMMENTS

DISAPPROVED

APPROVED

RE-SURVEY AUDIT

PROBATIONARY QUALIFICATION

(3) SUCESSIVE & ACCEPTED SHIPMENTS

(3) SUCESSIVE UNACCEPTABLE

SHIPMENTS (1X ONLY)

ATTEND CONAX

IN-HOUSE TRAINING

(VOLUNTARY)APPROVED VENDOR

LISTING – RATING ASSIGNED

MONTHLY RATINGS FOWARDED TO

VENDORS

FIGURE 3-1. CONAX NEW VENDOR SELECTION PROCESS

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FIGURE 3-2. YEARLY VENDOR RATINGUPDATE PROGRAM

FIGURE 3-3. RESULTS OF VENDOR RATING PROGRAM

SPECIAL TEST EQUIPMENT

Low Cost Bore and Ram Gaging System

Close tolerance measurements are essential when usingconstruction techniques like interference fits or press fits.Additionally, in situations where explosive gases must becontained and ram movement distances must be accurateand repeatable, the possibility of scratches or other possibledamage must be avoided. Conax utilizes a non-contactmethod of measurement which has proven to be a highlyaccurate and reasonably priced procedure.

The method incorporates an Edmunds Trendsetter Col-umn Gage system with ring gages (traceable to the National

Institute of Standards and Technology) to perform 100%inspection of all bore and ram assemblies. The systemforces air through precisely-sized orifices, and the pressureis calibrated using the minimum and maximum sized ringgages. The difference in pressure between the minimumand maximum is noted, and during the measurement, theactual pressure is presented on a digital bar graph. The airgage has an accuracy down to .0001 + .00005-inch. Thissystem avoids using techniques such as calibrated pinswhich wear and can damage the component being measuredif the pin has a burr. The technique also flags out-of-roundconditions because the pressures will be inconsistent whenthe components are turned on the gage.

Initial cost of the air gage system was approximately$1,500 with each of the probe heads at $400 to $500. Othernon-contact methods of measurement can cost more than 10times that amount. Conax has developed a technique whichfits their needs perfectly, and realized substantial costsavings in the process.

Special Test Equipment

Demonstrating an overall commitment to total qualityand a “can-do” attitude, Conax developed test equipment tomeet its specialized needs. One example of this proficiencyis the nitrogen analyzer system. This system is used toanalyze the nitrogen which provides the cryogenic coolingnecessary for accuracy of an infrared sensor. The nitrogenmust meet specific purity and particle size requirements forthe seeker to perform properly.

12 MONTH RATING REVIEW Q.E.A – Q.A.M. – Q.E.

“A” RATING

SURVEY APPROVAL EXTENDED 1 YEAR

(1X)

DISAPPROVED

APPROVED VENDOR LISTING

MONTHLY RATINGS FOWARD

TO VENDORS

APPROVED

RE-SURVEY AUDIT

RE-SURVEY/AUDIT

“B”,“C” RATING

APPROVED W/ COMMENTS

YEARLY VENDOR RATING UPDATE PROGRAM

100

80

60

40

20

01987 1988 1989 1990 1991

A B C D

% O

F VE

ND

OR

S AC

HIE

VIN

G R

ATIN

G

YEAR

RATINGS

RESULTS OF VENDOR RATING PROGRAM

8

The analysis would have required Conax to use an outsidetest laboratory at considerable expense with lengthy delays.The nitrogen is contained in a sealed tube until the actuatoris fired, and then metered out to the cryostat. To perform thetest properly, all measurements on the sample must be madeat the same time. Therefore, a special manifold was devel-oped by Conax that allows the capture and analysis of thenitrogen in parallel. The particle size, hydrocarbon analy-sis, and mass spectrometer measurements are completed.Having this analysis capability in-house has saved Conaxhundreds of thousands of dollars in test costs and avoidedlengthy delays in obtaining the test results from an outsidesource.

In-House Test Capability

Conax made a corporate decision to bring necessary testequipment in-house as a means of addressing problemsassociated with outside test houses. These outside serviceproviders often set their own schedules and quality stan-dards, and these standards may not be in line with Conaxneeds.

By maintaining an in-house test capability, Conax candevelop test procedures and acceptance test proceduresaround both the product and customer requirements, as wellas the capabilities of the test equipment. A logical test ordersequence can be determined, equipment and procedures canbe approved, and acceptable test tolerances set. The spe-cific needs of the production schedule can also be accountedfor, and priorities can be resolved according to specific,current requirements. In addition, tests can be constantlymonitored to ensure required test quality, and no additional

FIGURE 3-4. CAPACITOR TESTER

travel expenses are incurred when a test witness is required.Conax maintains an in-house test facility occupying

almost 6000 square feet. Current test areas include anenvironmental test lab, pressure test lab, X-ray laboratory,and salt fog/rain chamber lab. These capabilities haveresulted in substantial savings to both the company and itscustomers. For example, in 1991, the cost of two tempera-ture/humidity/altitude tests performed by an outside testhouse was $31,000. Conax purchased a test system toperform this test, and anticipates the system paying for itselfin less than two years. The company estimates that during1992, it has already realized cost savings in excess of$250,000 due to the in-house test capability, not includingless tangible benefits such as quality improvement, reducedschedule impacts, and shortened delivery cycles.

Low Cost Ideas

Conax has developed several unique innovations to greatlyimprove productivity and quality. In most cases, theseinnovations are low cost/low tech ideas developed on thefactory floor. They have been implemented quickly andsuccessfully due to the total quality environment at Conaxwhich supports employee involvement and continuous im-provement. These innovations include:

• Capacitor Tester – The SEAWARS product line uses wetslug tantalum capacitors that must be checked for sixparameters, burned-in, and rechecked for parameter shifts.This was previously accomplished by five manual work-stations in which each capacitor required a thirty minutecheck-burn-check cycle. Conax engineers developed an

9

automatic tester that holds 25 capacitors, completes theentire test cycle, and prints out a report in less than oneminute (Figure 3-4).

• Battery Polarity Tester – 24 volt batteries forSEAWARS and 12 volt batteries for automatic infla-tors must be checked for proper polarity prior toinstallation. This was a manual operation done onebattery at a time. Conax factory personnel developeda fixture which simultaneously checks 24 batteries(Figure 3-5).

• Product Rack – SEAWARS kits are packaged in bulkyplastic packs making them easy to use but difficult tohandle and pack for shipment. The packs were stackedon tables as they were moved through the factory; thisarrangement was inconvenient and consumed largeamounts of space for shipments averaging over 500kits per month. To ease the operation, an employeedesigned a simple mobile rack for stacking the kitpackages and support kitting, packaging, inspection,and movement through the factory (Figure 3-6).

• O-Ring Tester – Conax produces parts of a submarineacoustic device countermeasure (ADC) which has acritical O-ring that must be leakproof. Previously,there was no sufficient means of testing this seal otherthan a visual inspection for integrity. A Conax em-ployee designed and built a special test fixture thatchecks the O-ring seal for leaks and integrity underpressure. It also has an air assist mechanism to help theoperator handle the bulky ADC canister (Figure 3-7).

• Cylinder Rack – Conax manufactures large quantitiesof small, 3000 psi high-pressure cylinders with at-tached explosive charges. After the cylinders arepressurized and tested for leaks, they must be stored forsix months, then re-tested for leaks prior to shipment.To hold and store the cylinders, Conax built mobileslanted racks with PVC piping sections. The cylindersare inserted in the PVC pipe sections and stored on theracks for the six month period.

3.4 FACILITIES

MODERNIZATION

Prototype Hardware Shop

With complex mechanical designs, a prototype is oftenbuilt to test the functionality of the design concept, as wellas address details such as tolerances and interference fits.The cost and schedule impact of contracting this work outon a regular basis is often prohibitive. Conax FloridaCorporation uses an in-house model/machine shop to buildprototypes and has consequently realized additional ben-efits.

The company maintains a full-scale prototype model shopthat includes such equipment as a lathe, drill press, millingmachines, surface and offhand pedestal grinders, and bandsaw. The model shop which has been in operation since 1989provides for several needed capabilities including the abilityto generate and modify prototype hardware prior to develop-ment and release of vendor quality drawings. Additional

FIGURE 3-5. BATTERY POLARITY TESTER

10

FIGURE 3-6. PRODUCT RACK

sectional representatives including quality engineering,production engineering, production control and design en-gineering. Marketing, Contracts, Purchasing personnel andProgram Management support the effort.

Daily meetings provide a forum to review the previousday’s production and quality results, identify future con-tract requirements, and target needed production goals.Because all departments are represented, actual and antici-pated problems can be identified, and required actionsimmediately assigned. This effort has reduced productdevelopment, and planning and production lead times,while ensuring greater customer satisfaction through im-proved productivity and increased quality.

PERSONNEL REQUIREMENTS

Training

Training is a key element of the Conax four-part TQMplan, providing a cornerstone for the company’s emphasison continuous improvement and quality. Conax considerspeople the base on which the future of its business must bebuilt. Therefore, the company developed a mission state-ment in 1986 that recognized the need to provide an envi-ronment to foster employee development and motivation toachieve specific business objectives and personal growth.

An in-house survey was conducted to help identify em-ployee needs and concerns. It highlighted the need fortraining to provide employees with knowledge and skills todo their jobs, and with opportunities for personal growthand development. In 1987, a consultant was hired toconduct initial training in team building, time management,basic and advanced supervisory skills, selling to internaland external customers, and customer relations. Thesecourses have been continued using company resources.

The company received a state grant to fund trainingcourses conducted at Conax by St. Petersburg Junior Col-lege. These courses included team building, supervisoryskills, motivational instruction, TQM concepts, computercourses (Lotus and dBase), MBO implementation, andinterviewing skills. Inter-departmental training is con-ducted in management, supervisory, and administrativeskills. The engineering department provides technicalcourses on such topics as valve design, primer application,and life support. Formal training is provided in governmentquality and manufacturing standards such as MIL-Q-9858,MIL-STD-1520, MIL-STD-480/481, cost of quality, andMIL-STD-1528.

Conax employs full-time industrial training specialistsand has three category "C" certified personnel for solderingtraining. Soldering training is provided in WS6536E, MIL-STD-2000, and surface mount technology. Other processrelated training includes internal company process specifi-

advantages include early feedback from an experiencedmachinist on design-related problems, the ability to crosssection and evaluate assemblies, an in-house rework capa-bility, and in-house assembly and test fixture manufactur-ing capability.

As an example of this model shop advantage, Conax wasrequired to build a prototype and prove a design before thecustomer would enter into a commitment. If the model shophad not been available, substantial resources would havebeen needed to develop detailed drawings, and a lengthyprocurement process would have occurred, possibly requir-ing several iterative steps for corrections and explanation.By utilizing the internal expertise and familiarity with theproduct contained in the model shop, the prototype wasconstructed in about three weeks and in a cost effectivemanner. The design was proven and Conax was awarded acontract to manufacture the product in greater quantities.

3.5 MANAGEMENT

MANUFACTURING STRATEGY

Production Teams

Conax has streamlined its production efforts by formingproduction teams identified by product and customer lines.Each team consists of the production supervisor with cross

11

fort to directly involve its employees in both promotionselection and new employee recruiting. Job openings in thecompany are posted and any present employee may apply,and the employee that applies is guaranteed an interviewand feedback if not selected. An employee referral incen-tive program was also initiated to recruit new employees forjob openings. The program guarantees that any nomineerecommended by a present employee will be interviewedafter a job application is submitted. If the applicant isselected and successfully completes the 90-day probation-ary period, the recruiting employee is given a $100 reward.This method of recruiting has eliminated the need foremployment agencies – an expensive service – and elimi-nated 90% of new employee disciplinary problems.

Communication and Work Improvement/Suggestion Programs

Recognizing that communication is a critical element insuccessfully involving employees in improving processes,and enhancing product quality and reliability, Conax imple-mented several tools to foster communication and promotedevelopment of innovative ideas.

One means of communicating with the employees isthrough the quarterly Conoline Newsletter which is usedby Conax management to introduce new company initia-tives. Employees are encouraged to write and submitarticles on any subject for publication. Another means ofcommunication is the quarterly company-wide employeemeetings. These meetings are structured to mix hourly andsalaried employees. At the meeting, the president ofConax discusses the state of the company as well asfinancial matters. Guest speakers are invited to speak ontopics of interest to the employees, and training is alsoprovided. These methods encourage employees to under-stand that they are an important part of the company. Inaddition to the company's open door policy for employeesto discuss concerns with management, these forums giveemployees the freedom and desire to express their ideas inconstructive ways.

Conax implemented its Great Ideas program as a way tosupport employees assuming a more active work role.Work improvements or suggestions are formally pre-sented through this program. An employee first identifiesa problem, then develops a possible solution, The em-ployee must form a team from outside the department towork on the implementation strategy. A paper defining theproblem, the solution, and the implementation is devel-oped. A team of judges comprised of company employeesand employees of companies in the area then approve ordisapprove the idea with awards presented for all imple-mented ideas. The three outstanding ideas of the year arerecognized with cash awards of $1,000, $750, and $500

cations, electrostatic sensitive devices, primer (explosives)handling, and test procedures for in-process and environ-mental testing.

The extensive training at Conax is largely responsible forthe company's success in developing and retaining is em-ployees. With a small work force, this emphasis has helpedConax attain leadership in its technical and market sectors.

Employee Involvement

In an effort to stabilize the work force and improvemorale, Conax Corporation employees a two-pronged ef-

FIGURE 3-7. O-RING TESTER

12

which are based on the cost savings, team selection,solution implementation, and the final presentation.

These communication and work enhancement programsprovide an excellent example of Conax's commitment toquality in the product through integrity and dedication in itswork force.

Employee Recognition/Appreciation

Conax initiated several programs to recognize employeeloyalty and superior service, and to express general appre-ciation to all employees. Employee loyalty is recognizedthrough longevity awards which are made at appropriateintervals and consist of gifts selected by the employees froma list supplied by the company. This approach was chosenin an effort to ensure the employee would receive a mean-ingful gift as opposed to a non-usable award. Superiorservice is recognized through an Employee of the Month/Year program. This innovative program requires that anyemployee can be nominated for Employee of the Month byany one of his fellow employees who also provides a

nominating narrative. Once a month, a selection commit-tee comprised of management, hourly employees and theprevious month's winner review all nominations and selectthe Employee of the Month by secret ballot. The winneris given a cash award, T-shirt, and selects a reservedparking space of his choice for the next month.

The Employee of the Year is chosen from the 12monthly winners by a committee representing a crosssection of the company as well as the previous Employeeof the Year. The winner chosen by secret ballot receivesa plaque and a cash prize. The winner is announced at thecompany-sponsored Christmas party.

Employee appreciation is also expressed by the com-pany through a company-sponsored party at Christmastime, a picnic on Quality Day, and several impromptuemployee appreciation picnics that management catersand participates in. Additional appreciation is also ex-pressed by management for not using sick leave by buyingback all unused sick leave once a year. Approximatelyhalf of all eligible employees are able to sell sick leaveback each year.

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S E C T I O N 4

INFORMATION

markets for its products which required ISO-9001 certifica-tion, Conax considered complying to ISO-9001 in 1989. Itdeveloped a plan which included assigning managementresponsibility, researching requirements, attending semi-nars, and performing internal reviews against all para-graphs of ISO-9000. This effort was documented and givento all levels of management to be utilized as a guide. Conaxanticipates employing a third party registered activity toassess its facility for compliance.

4.1 MANAGEMENT

MANUFACTURING STRATEGY

ISO-9000 Implementation

The European community has generated significant in-terest by U.S. companies in regards to the ISO-9000 seriesquality standards. Driven by the possibility of foreign

Acronym Definition

ADC Acoustic Device Countermeasure

SEAWARS Seawater Activated Release System

A P P E N D I X A

TABLE OF ACRONYMS

A-1

Team Member Agency Role

CAPT O.B. Powell OASN (RDA) PI Team Chairman(703) 602-2128 Washington, DC

Amy Scanlan BMP Representative Technical Writer(206) 679-9008 Oak Harbor, WA

Larry Robertson Crane Division(812) 854-5336 Naval Surface Warfare Center

Crane, IN

Nick Keller Crane Division(812) 854-5331 Naval Surface Warfare Center

Crane, IN

Rick James Electronics Manufacturing Productivity Facility(317) 226-5619 Indianapolis, IN

Rick Purcell BMP Representative(703) 271-9055 Washington, DC

A P P E N D I X B

BMP SURVEY TEAM

B-1

Automated Manufacturing ResearchFacility(301) 975-3414

The Automated Manufacturing Research Facility (AMRF)– a National Center of Excellence – is a research test bedat the National Institute of Standards and Technologylocated in Gaithersburg, Maryland. The AMRF producestechnical results and transfers them to the Navy andindustry to solve problems of automated manufacturing.The AMRF supports the technical work required fordeveloping industry standards for automated manufac-turing. It is a common ground where industry, academia,and government work together to address pressing na-tional needs for increased quality, greater flexibility,reduced costs, and shorter manufacturing cycle times.These needs drive the adoption of new computer-inte-grated manufacturing technology in both civilian anddefense sectors. The AMRF is meeting the challenge ofintegrating these technologies into practical, workingmanufacturing systems.

Electronics Manufacturing ProductivityFacility (317) 226-5607

Located in Indianapolis, Indiana, the Electronics Manu-facturing Productivity Facility (EMPF) is a NationalCenter of Excellence established to advance state-of-the-art electronics and to increase productivity in electronicsmanufacturing. The EMPF works with industry,academia, and government to identify, develop, transfer,and implement innovative electronics manufacturing tech-nologies, processes, and practices. The EMPF conductsapplied research, development, and proof-of-concept elec-tronics manufacturing and design technologies, processes,and practices. It also seeks to improve education andtraining curricula, instruction, and necessary deliverymethods. In addition, the EMPF is striving to identify,implement, and promote new electronics manufacturing

A P P E N D I X C

NAVY CENTERS OF EXCELLENCE

technologies, processes, materials, and practices that willeliminate or reduce damage to the environment.

National Center for Excellence inMetalworking Technology(814) 269-2420

The National Center of Excellence in MetalworkingTechnology (NCEMT) is located in Johnstown, Pennsyl-vania and operated by Concurrent Technologies Corpo-ration (CTC), a subsidiary of the University of PittsburgTrust. In support of the NCEMT mission, CTC's primaryfocus includes working with government and industry todevelop improved manufacturing technologies includingadvanced methods, materials, and processes, and trans-ferring those technologies into industrial applications.CTC maintains capabilities in discrete part design, com-puterized process analysis and modeling, environmen-tally compliant manufacturing processes, and the appli-cation of advanced information science technologies toproduct and process integration.

Center of Excellence for CompositesManufacturing Technology(414) 947-8900

The Center of Excellence for Composites ManufacturingTechnology (CECMT), a national resource, is located inKenosha, Wisconsin. Established as a cooperative effortbetween government and industry to develop and dis-seminate this technology, CECMT ensures that robustprocesses and products using new composites are avail-able to manufacturers. CECMT is operated by theGreatLakes Composites Consortium. It represents acollaborative approach to provide effective advancedcomposites technology that can be introduced into indus-trial processes in a timely manner. Fostering manufactur-ing capabilities for composites manufacturing will en-able the U.S. to achieve worldwide prominence in thiscritical technology.

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A P P E N D I X D

PREVIOUSLY COMPLETED SURVEYS

BMP surveys have been conducted at the companies listed below. Copies of survey reports for any of these companiesmay be obtained by contacting:

Best Manufacturing Practices ProgramOffice of the Assistant Secretary of the Navy(Research, Development, and Acquisition) PI

Attn: Mr. Ernie RennerWashington, DC 20360-5000

Telephone: (703) 602-2128

COMPANIES SURVEYED

Litton Honeywell, IncorporatedGuidance & Control Systems Division Undersea Systems DivisionWoodland Hills, CA (Alliant Tech Systems, Inc.)October 1985 and February 1991 Hopkins, MN

January 1986

Texas Instruments General DynamicsDefense Systems & Electronics Group Pomona DivisionLewisville, TX Pomona, CAMay 1986 and November 1991 August 1986

Harris Corporation IBM CorporationGovernment Support Systems Division Federal Systems DivisionSyosset, NY Owego, NYSeptember 1986 October 1986

Control Data Corporation Hughes Aircraft CompanyGovernment Systems Division Radar Systems GroupMinneapolis, MN Los Angeles, CADecember 1986 January 1987

ITT Rockwell International CorporationAvionics Division Collins Defense CommunicationsClifton, NJ Cedar Rapids, IASeptember 1987 October 1987

UNISYS MotorolaComputer Systems Division Government Electronics Group(Paramax) Scottsdale, AZSt. Paul, MN March 1988November 1987

General Dynamics Texas InstrumentsFort Worth Division Defense Systems & Electronics GroupFort Worth, TX Dallas, TXMay 1988 June 1988

D-1

Hughes Aircraft Company Bell HelicopterMissile Systems Group Textron, Inc.Tucson, AZ Fort Worth, TXAugust 1988 October 1988

Litton GTEData Systems Division C3 Systems SectorVan Nuys, CA Needham Heights, MAOctober 1988 November 1988

McDonnell-Douglas Corporation Northrop CorporationMcDonnell Aircraft Company Aircraft DivisionSt. Louis, MO Hawthorne, CAJanuary 1989 March 1989

Litton LittonApplied Technology Division Amecom DivisionSan Jose, CA College Park, MDApril 1989 June 1989

Standard Industries Engineered Circuit Research, IncorporatedLaMirada, CA Milpitas, CAJune 1989 July 1989

Teledyne Industries Incorporated Lockheed Aeronautical Systems Company-GeorgiaElectronics Division Marietta, GANewbury Park, CA August 1989July 1989

Lockheed Corporation WestinghouseMissile Systems Division Electronic Systems GroupSunnyvale, CA Baltimore, MDAugust 1989 September 1989

General Electric Rockwell International CorporationNaval & Drive Turbine Systems Autonetics Electronics SystemsFitchburg, MA Anaheim, CAOctober 1989 November 1989

TRICOR Systems, Incorporated Hughes Aircraft CompanyElgin, IL Ground Systems GroupNovember 1989 Fullerton, CA

January 1990

TRW MechTronics of Arizona, Inc.Military Electronics and Avionics Phoenix, AZDivision April 1990San Diego, CAMarch 1990

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Boeing Aerospace & Electronics Technology Matrix ConsortiumCorinth, TX Traverse City, MIMay 1990 August 1990

Textron Lycoming Norden Systems, Inc.Stratford, CT Norwalk, CTNovember 1990 May 1991

Naval Avionics Center United Electric ControlsIndianapolis, IN Watertown, MAJune 1991 June 1991

Kurt Manufacturing Co. MagneTek Defense SystemsMinneapolis, MN Anaheim, CAJuly 1991 August 1991

Raytheon Missile Systems Division AT&T Federal Systems Advanced TechnologiesAndover, MA and AT&T Bell LaboratoriesAugust 1991 Greensboro, NC and Whippany, NJ

September 1991

Tandem Computers Charleston Naval ShipyardCupertino, CA Charleston, SCJanuary 1992 April 1992

Information gathered from all BMP surveys is included in the Best Manufacturing Practices Network (BMPNET).Additionally, a calendar of events and other relevant information are included on the network. All inquires regarding theBMPNET may be directed to:

Best Manufacturing Practices ProgramOffice of the Assistant Secretary of the Navy(Research, Development, and Acquisition) PI

Attn: Mr. Ernie RennerWashington, DC 20360-5000

Telephone: (703) 602-2128

FAX: (703) 602-9129

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