PQM201B

Production Readiness Review

Establish areas of assessment

Conduct hands on review of production floor to verify

Identify problems and opportunities for improvement

Assess engineering changes and design

Evaluate subcontractor mgmt processes

Evaluate manufacturer's process controls

Review corrective actions

Review tooling status

Develop metrics

Perform 6Ms (cause and effect analysis)

WBS

Displays/defines products and relationships

Key in tracking costs

Framework for controlling finances

Used by all to assess progress

Ref: MIL-HDBK-881

Identifies interfaces between supplier and govt

Program WBS

Entire program and at least 3 levels

Used by supplier to develop/extend contract WBS

Used by govt to define contract WBS

Contract WBS

The final govt approved WBS for reporting

Includes all elements supplier is responsible for

Level 1 of Contract WBS starts around Level 3 of Program WBS

Producibility

Controlled by the design

To Maximize Producibility

Early design confirmation

Simple design

Standardize

Use proven manufacturing technology

Repeatability and Inspectability

Safety in Production

Minimize

Procurement/Manufacturing lead time

Critical Material Usage

Special Tooling and test equipment

Tolerances

Proprietary items

Design changes in production

Reduce parts count

Create Production/Manufacturing Plan

Review drawings/designs

1. Understand the product

Review exploded view

2. Create Bill of Materials

Structured list of materials which make up final product

3. Make or buy decisions

Create Parts List

4. Plan the Process

Create Route sheet

Details all steps required to make parts

Identify Processes

Evaluate alternatives

Select 'best' process

Sequence processes

Schedule the work

5. Develop Assembly Chart

Sequence the process

by exploding final product into elements

6. Create Operations Process chart

which is a sequencing and precedence diagram

made by combining Route sheets and assy charts

which is also a network diagram

and adds schedule info

which is used for monitoring production

feeds milestone and/or Gantt charts

Means right place, right product, at right time

Maximize value by eliminating Wastes (7+1)

Transportation

Inventory

Motion

Waiting

Over-production

Over processing

Defects

Creativity

What it offers...

High volume

Low cost

Great Variety

Low inventory

Quality

Flexibility

Workers

Machines

Creates continuous flow by pull of customer

The House of Lean

Stability

Mutual trust

Stable processes

Commitment to Quality

Trained workforce

Employee Satisfaction

Quality of life

Teamwork

Learning/Knowledge

Standardized work (easier for employees to switch)

Kaizen

Just-in-time

Heijunka (balanced workload)

Continuous Flow

One-piece flow

Cellular manufacturing

Setup Reduction

Standarized work (eases flow)

Andon (visual stops in production area)

Allows all to know there is a problem

Pull System

Signals required by customer to 'pull' product

Physical signals are Kanbans

Takt time (rate that a completed product needs to be finished in order to meet customer demand)

Jidoka (means automation with a human touch)

Visual controls

100% Quality

Separate work

Poka Yoke (mistake proof, perfection)

Customer satisfaction

High quality product

Low cost

Shortest lead time

1. Stability, bring processes into stastical control

2. Determine if process is capable

3. Determine if process is meeting specs

4. Decide how to improve the process

Cpk Chart (Process Performance index)

Cpk

Cpk 1.0-1.33, marginally meeting specifications

Cpk >1.33, Meeting spec

Cpk > or = 1.5, 6 sigma quality

Cp (Process Capability Chart)

Cp

Cp 1.1-1.33, Process marginally Capable

Cp >1.33, Process Capable

Cp > 1.5, 6 Sixma Quality

Analytical Tools

Basic Descriptive Statistics

Measures of Central tendency

Mean (average of the sums)

Median (middle point in a range of #s)

Mode (the most of the same in a range of #s)

Measures of Dispersion

Range

Standard Deviation

Seven Quality Tools

Flowchart

Pictoral representation of all steps of a process

Value stream map

SIPOC

Spaghetti chart

Swim lane

Checksheet

Logical starting point in solving cycle

Translates opinions into facts

Gather data based on sample observations

Detect patterns, shapes, distributions

Run Chart

Pareto

Vertical bar chart with graph bars in descending order

Helps prioritize problems

80/20 rule

Highest and most critical costly defect

Histogram

Frequency distribution data analysis

Shows the 'shape' of distribution

Shows spread

Shows skewness

Control Chart

Determine if process is in control

Shows common cause variation

Shows special cause variation

Cause and Effect

aka Ishikawa diagram

Identifies and explores possible causes of a problem

6Ms

Methods

Machines

Manpower

Materials

Measurements

Mother Nature

Six Sigma

D efine the project purpose and scope

M easure the current situation

A nalyze to identify root causes

I mprove, develop and tryout solutions, evaluate results

C ontrol - standarize processes, capture the gain

Definitions

Crosby: Conformance to Requirements

Juran: Fitnes for use; satisfies a read need

Deming: Reduction of Variability

ISO 8402: The totaility of characteristics of an entitiy that bear on it's ability to satisfy stated or implied needs

ISO 9000: Degree to which a set of inherent characteristics fulfills requirements

ASQ: The ability of a set of inherent characteristics of a product, system or process to fulfill the requirements of customers and

An absence of defects

Defense Acquisition Guidebook: The quality of products and services is determined by the extent they meet or exceed requirements and satisfy the customer at an affordable cost. Quality is a composite of material attributes, including performance and product/service features and characteristics which satisfy a customer's requriement.

Leading Causes of poor Quality

Poor Requirements Analysis

Design errors

Changing requirements

Quality Characteristics

Performance

Cost

Durability

Safety

Ease of Use

Reliability

Maintainability

Availability

Ease of Disposal

Simplicity of Design

Key Characteristics

Features whose variability has the greatest impact on fit, performance, or service life

Provide focus for improvement in product

Quality is conformance to nominal on all key characteristics

Key Product Characteristic

Features determined to be most important to user

Consequence of failure is unacceptable

Key Process Characteristic

Situations with high probability of defects occurring, and/or going undetected if they occur

Major environment, safety or health impacts

Hi "Re-Do" Costs

Rework

Repair

Re-Engineer

Replace

Basic Quality Principles...

focus on Customer

are prevention based

are process oriented

continuously strive for improvement

continuously work to eliminate waste

possess a feedback system

contain inherent safety and environmental management systems

ISO and DoD

3rd party certification or registration is NOT required by DoD

DCMA performs ISO compliance audits

PMO gives DCMA additional higher level QMS critieria

Contractor selects QMS of their choice

ISO 9000 provides for a minimum QMS, it does not guarantee product quality

Being ISO 9000 certified or compliant doesn't mean a good product

Goals for ISO 9000

Usable by all organizations regardless of size

Usable by all sectors

Compatibility with ISO 14000 EMS

Emphasis on prevention, customer satisfaction and continuous improvement

SAE AS9100B

Meets compliance/registratoin requirements of ISO 9000 and provides increased assurance of meeting increased safety, reliability and maintaintability of aerospace products

Places emphasis on design and development process, risk Id, key characteristics (see above) and supply chain quality

Quality Function Deployment QFD

Discplined approach using multifunctional teams to ensure quality

Systematic way to thoroughly understand, prioritize, and document customer requirements

Applicable during all phases of a product acquisition lifecycle

Focuses on needs and wants of customer by translating customer requirements into technical solutions

Translation is expected to identify key Product and Process characteristics

Audits

Principles

Audit Groups

Audit Categories

Compliance

Management

Audit types

Product

Process

System

Practices

Planning and Prep

Performance

Report and Follow up

Report and follow up

Executive Summary

of everything examined

answers key questions

Positive practice statements

Recognize best practices

Observations

Minor deviations from standard

May support findings

Findings

Deviations with significant adverse effect on the quality of the activity or review

Should only make 6 or fewer findings

Don't include recommendations in report!

Supply Chain

Supply chain is the flow of materials, information, funds, and services from raw material suppliers through factories and warehouses to the end customers.

Also includes the organizations and processes which create and deliver these products, information, and services to end customer.

Uncertainties

Demand forecasting

Competition

Prices

Weather

Strikes

etc

Delivery times

Machine failures

Road Conditions

Traffic jams, etc

Quality problems in materials and parts

Production delays

Material availability

Supply Chain Management

Is the total systems approach to managing the entire supply chain

Function is to plan, organize, and coordinate all supply chain activities

Benefits

Reduced uncertainity and risk in supply chain

Well defined inventory levels

Known cycle times

Improves business processes and customer service

Improved profitability and competitiveness

Demand Types

Independent demand

No relationship between the demand for this item and any other item

Retail stores

Cars

DoD spares, etc.

Dependent demand

Item demand is directly tied to demand for another item

Car is ordered which places "pull" on system for tires, engines, glass, etc

Optimal Inventory Cost

Balancing Holding vs. Ordering Costs

Where the two meet is the Optimal Ordering Qty

EOQ

Economic Order Qty

For Independent demand items

Formula for determing optimum reorder times and inventory levels

MRP

Material Requirements Planning

Technique to id material requirements, initiate procurement of, and maintain current and future materials necessary to support operations

Objective

Minimize inventory investment

Consistent with meeting a given production plan or end-item schedule

Elements of MRP

MPS Master production schedule

What the customer wants

Driven by forecasts of sales projections

Firm orders on the book

BOM Bill of Materials

Physical inventory records

MRPII

Manufacturingl Resource Planning

Integrated system which utilizes a set of decision rules to determine optimal shop loading to accomplish the MPS within capacity constraints

A single online system, integrated with all areas of the enterprise!

ERP Enterprise Resource Planning

Software based on processes

TOC Theory of Constraints

1. Identify Systems Constraints

2. Decide how to exploit the bottlenecks (get whatever you can out of it and seek other solutions)

3. Subordinate everything else for the above decision

4. Elevate the system's constraint

5. If during the previous steps a constraint has been broken, go to step 1

Six Sigma

Reduces variation

Define

Measure

Analyze

Improve

Control

Problem focused

Uniform process output

Lean Thinking

Removes waste

Identify value

Identify value stream

Flow

Pull

Perfection

Flow focused

Reduces flow time

Theory of Constraints

Manages constraints

Identify Constraint

Exploit Constraint

Subordinate the process

Elevate constraint

Repeat

Systems constraints focus

Faster throughput

Analogy

Based upon previous experience (similar to legacy program)

Parametric

Predicts cost by means of parameters such as

characteristics of similar system performance

Physical features

Engineering Method

Thorough analysis of all components

Most time consuming

Most accurate

Expensive

Steps

Use drawings and BOM

Develop material costs, make/buy decisions, sub out for each component

Prepare manufacturing plan

Estimate direct labor costs

Combine material, labor, overhead to obtain final cost for each component

Combine all component costs and apply burden rates to obtain final costs

Omissions

Accuracy of WBS

Misinterpretation of equipment data or function

Use wrong techniques for estimating

Failure to id and concentrate on major cost elements (pareto)

Failure to assess and provide for risks