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Customer-Focused Quality

Customer-Focused Quality. Lee Tait Vice President Quality & Mission Assurance Aerojet Rocketdyne Chair Elect – ASQ Aviation, Space and Defense Division. When Should the Customer & Quality Engage?. Too often engagement occurs when a problem happens

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Customer-Focused Quality

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  1. Customer-Focused Quality Lee Tait Vice President Quality & Mission Assurance Aerojet Rocketdyne Chair Elect – ASQ Aviation, Space and Defense Division

  2. When Should the Customer & Quality Engage? • Too often engagement occurs when a problem happens • This is frequently during Production & Deployment • By this time, technical requirements are set, and product yields are difficult to improve We Work Well with the Customer to Fix Problems

  3. What the Customer Needs From Us • Mission Success – Understanding the technical requirements • Predictability – Being able to forecast and meet schedule milestones • Value – Understanding what drives cost and how to control it Quality Brings Minimal Value if We Engage After Design

  4. Most Decisions Affecting Quality (Cost) Occur Early Design Assurance High ability to influence life cycle cost (70 to 75% of cost decisions made) Less ability to influence life cycle cost (85% of cost decisions made) Little ability to influence life cycle cost (90 to 95% of cost decisions made) Minimum ability to influence life cycle cost (95% of cost decisions made) Quality’s Customer Engagement Must Shift AEROSPACE REPORT NO. TOR-2009(8591)-11

  5. InspectiveQuality Management (reactive) • “Sift and sort” approach • Measure after the fact • “Do Better” the next time • Corrective Quality Management (pro-active) • Measure during the process • Make adjustments “On-the-Fly” • Low flexibility for product/process revisions LSL USL • Process Focused Quality Management (pre-emptive) • Characterize process and product behavior • Simulate/Predict performance • Design process for desired result Three Types of Quality Management Quality Can Bring Value to the Customer During Design and Development

  6. Understanding TRLs and MRLs • Engineering design requirements do not always match Manufacturing process capability • Existing Designs • Use SPC to determine the Voice of the Process • Communicate with Manufacturing and Engineering • Changes yield improved first pass yield (FPY), decreased cost and improved cycle time • New Designs • Collaboration among Engineering, Manufacturing, Quality and Programs to communicate process capabilities to customer • Engineering uses capability data during new product development • Produce product with higher FPY and lower cost Provide the Customer with Cost Trade Information

  7. The “Y” The “Y” Time Process Capability What Is Process Capability? Process capability is the baseline measurement of how a process is performing. Centering – Put The Process On Target Spread – Reduce The Variation A Simple Tool that can Predict Yields and Gives Customer Confidence in Performance

  8. Communication and Collaboration Critical to Customer Satisfaction Engineering, Manufacturing, Quality and Programs communication with “One Voice” to the customer on issues using data for problem solving Sustainment Design Quality Development Manufacturing Field Data Tooling Planning Process Understanding Results in improved quality and sustainable design

  9. Product Acquisition Deliver & Support Assemble & Test Product Design & Development Requirements & Specifications Block mods., CRI’s, VECP’s, provide opportunities to start the process over Product Build • DFMEA • MRL Assessment • DOE’s • Defect Analysis • Design to Cost • Design Scorecard • Key Characteristics • Best Design and Manufacturing Practices • Mistake Proofing • SPC • Design yield • Throughput yield • Process Capability • RCCA • Reliability Updates • Supportability Data • Lessons Learned Customer Focus Throughout Product Life Customer Engagement with Quality Starts During Requirements Definition

  10. Root Cause Defect Analysis Needs toTransition to Production Risk Reduction and Predictive Analysis Customer Needs Variation Reduction • Process Capability Data • Key/Critical Characteristics Identified • Predictive First Pass Yield • TRLs/MRLs harmonized • SPC in place on all Key Processes • Process Variation Reduction • Process Validation/Certification Quality Metrics: • NCs • First Pass Yield • Scrap • ASL • VIR • NCs (repetitive) • Scrap rate/cost • Scrap • Flow/Rate • Excess / Obsolete Material *Requirements Definition • EOs, ECNs • X drawings • Make/Buy Process • Mission Success VOC Design Build/Buy Package/Process Enterprise Corrective Action Board (ECAB) Pursuit/ Order Capture • Design & Development • Customer Req. Capture • Product Design/Dev • Prod. Process Design/Dev Production Transition Parts Procurement Build Test • Customer • Govt • CommCustomer Support OK OK Supplier Initiatives CMMi Level 1: Performed Process CMMi Level 3: Well-Defined Process CMMi Level 2: Managed Process CMMi Level 4: Measured Process Process Focused Performance Measures Less Effort on Fixing What “Went Wrong” and More on “Ensuring Success”

  11. QUALITY BY DESIGN TOOLS • International Quality Standards for Key Characteristics and Process Capability • Predicting First Pass Yield during Design Phase • Reconciliation of the maturity of Technical Requirement Levels (TRLs) with Manufacturing Readiness Levels (MRLs) • Advanced Product Quality Plan (APQP): four phase process for developing new products • Production Part Approval Process (PPAP): determines if all customer and Design specification requirements are properly understood and that processes have the potential to produce products meeting these requirements International AS&D Industry is Focusing on Early Engagement

  12. AS&D Industry Working to Provide Customers with Standard Requirements for Quality Assurance International Aerospace Quality Group IAQG Council General Assembly Forums AAQG (Americas) 19 Members APAQG (Asia & Pacific) 11 Members EAQG (Europe) 34 Members Whose mission is to: Achieve significant performance improvements in Quality, Delivery, and consequently Cost, on all products and services throughout the value stream

  13. IAQG Strategic Focus Understanding the Customer’s “Needs” and “Wants” is Critical to Success Improvement Strategy Relationship Growth Strategy • Requirements • People Capability • Product & Supply Chain Improvement • Performance • Civil Authorities - Production • Space • Defense • Maintenance, Repair & Overhaul • Trade Associations IAQG Other Party Management Team 3 Axes Aligned to Address Challenges

  14. IAQG Document Relationships Quality Standards and Best Practices DataType IAQG Owners Oversight of Certification Scheme Cert Scheme New 9104-2 (surveillance/certs) 9104-3 (auditors) New Publish 9104-1 (organization) Revision Sustain 9100 (General) 9101 Audit Process Certification Scheme QMS Standards Quality Management System ICOPCertification Scheme 9110 (Maintenance) REQUIREMENTSStrategy Stream IAQG Development and Maintenance of standards 9120 (Distributors) 9115 Software 9103 Key Char 9102 FAI 9107 DDA 9137 NATO Align. 9114 Direct ship 9116 NoC 9117 DPRV 9162 Self Ver 9139 BoK 9138 Stat Prod Ac 9131 N/C Doc 9145 APQP/PPAP 9132 Marking 9133 Sup.Qual. 9134 S/C RM 9136 RCA Supply Chain Management Handbook (SCMH) Product & Supply ChainStrategy Stream Make (incl. Assemble & test) Stakeholders relationship and communication Design & Develop Customer Support Plan & Manage Market & Sell Buy Deliver Best practices People Capability Strategy Stream People Capability documents & structure (skills matrix) 14

  15. Questions Thank you! 15

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