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Introduction to the IAQG SCMH “Supply Chain Management Handbook”. IAQG General Assembly Melbourne, Australia 18 April 2007. Cherif Khelil Safran. Dale Gordon MPC. Susan Armtrong UTC. Bernard Lauras Airbus . Agenda.

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introduction to the iaqg scmh supply chain management handbook

Introduction to theIAQG SCMH“Supply Chain Management Handbook”

IAQG General Assembly

Melbourne, Australia

18 April 2007

Cherif Khelil

Safran

Dale Gordon

MPC

Susan Armtrong

UTC

Bernard Lauras

Airbus

agenda
Agenda
  • General presentation of “Supply Chain Management Handbook” objectives and concept
  • Presentation of SCMH projects that are well advanced
iaqg strategy foundations definitions
IAQG StrategyFoundations - Definitions
  • IAQG Strategy is to develop and promote implementation of Common Standards, Shared Auditing and Continual Improvement methods and tools:
    • Assuring Customer Satisfaction through On-Time, On-Quality Delivery of products and services, through the lifecycle
    • Delivering exactly what the customer ordered, exactly when we agreed to deliver it
existing iaqg standards today
Existing IAQG Standards today
  • Requirements to harmonise the Quality Management System
    • 9100 – Aerospace Quality Management System (Design and Manufacturing)
    • 9110 – Maintenance and Repair Stations
    • 9120 – Stockists & Distributors
  • Requirements to raise Product Integrity
    • 9102 - First Article Inspection
    • 9103 - Variation Management of Key Characteristics
    • 9131 - Non-conformance Management
    • 9134 - Global Supplier Risk Management
    • Etc…
iaqg objectives have recently evolved
IAQG Objectives have recently evolved
  • Up to now, IAQG produced standards describing requirements
  • We need now to help suppliers to develop:
    • By helping them understanding our requirements
    • By providing guidance and best practices on how to fulfil requirements and achieve objectives and expectations

Up to Now:

Focusing on the WHAT

And Now:

Focusing on the HOW

new focus on how in particular through scmh
New focus on “How” in particular through “SCMH”
  • What does SCMH mean ?
    • Supply Chain Management Handbook
  • What is the SCMH ?
    • A collection of guidelines, trainings, etc…
  • What are the Objectives of the the SCMH ?
    • Complementing existing standards
    • In some cases, need for new standards or standard improvement could be identified
  • How is the SCMH organised ?
    • Several Projects, addressing a specific process or activity
    • Provides links to 9100 series standards
new focus on how in particular through scmh7
New focus on “How” in particular through “SCMH”

“Supplier Selection and Capability Assessment” is a guideline on how to assess supplier capability and select them

  • The Supply Chain Management Handbook further explains the requirements in 9100:
    • Example
      • 9100 states “The organization shall select suppliers which meet organization requirements”,but does not say how to assure or demonstrate that they meet these requirements”
slide8

Impact on Quality and Delivery performances?

Industry Enthusiasm?

Regulatory & Stakeholders Expectations?

Easy Implementation?

SCMH

Development

Priority Setting

  • Published Mat'ls
  • Work in Progress
  • Best Practices
  • None

+

Supply Chain Management Handbook Creation Concept

Is Clarification of the standard needed to improve performance?

In which phase of a programme is it applicable: Supplier Selection, Product development & industrialisation, On Going (series) Production, or Change Control activity ?

Are there relevant existing industry standards or activities?

AS/EN/JISQ 9100

Requirements

scmh a framework for organizing and integrating our work
SCMH : A framework for organizing and integrating our work

New or revised IAQG standards

9100 clarification

(in next revision)

91xx

9131

9103

9102

IAQG guidelines on how to meet requirements

Preference is to develop guidance material, not new requirements

9100

Requirements

Supply

Chain

Mgmnt

Handbook

Projects

scmh a facilitation tool
SCMH: A Facilitation Tool

Customer

Customer

Customer

Customer

Prime

Prime

Prime

Prime

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Supplier

Subtier 1

Subtier 1

Subtier

Subtier

Subtier 2

Subtier 2

Subtier

Subtier

Subtier 11

Subtier 11

Subtier

Subtier

Subtier 12

Subtier 12

Subtier

Subtier

SCMH facilitates the flow of expectations and solutions to all levels of the Supply Chain

slide11

Supplier Selection and Capability Assessment

Process

Control

Work

Transfer

New Product Introduction

Requirements and Flow Down

Supply Chain Management & performance Measures

Programme Management

Product Verification and acceptance

On going approval and maintenance

Controlling Non Conforming Product

Significant progress

Volunteers identified

On hold

No writing leader

10 Projects identified, 4 with significant progress, 1 on hold, 2 with volunteers

Supply Chain

Management Handbook

slide12

“Supply Chain Management Handbook”Supplier Selection and Capability AssessmentIAQG Leader: Cherif Khelil – Safran

supplier selection capability assessment
Supplier Selection & Capability Assessment

Objective

  • To build a common model to assess the Maturity of a Supply Chain to achieve sustainable On Time & On Quality delivery objectives
10 processes 1 transversal one titles consistent with 9100 when possible
10 processes + 1 transversal one Titles consistent with 9100 when possible *

* Red titles coming from 9100, black titles when clarification needed or no requirements

1. Sales & Operation Planning

2.Contract requirement flow down (Customer related Process)

3. Design and development

4. Suppliers sourcing selection & qualification (Purchasing process)

5.Plant, material, skills & capacity planning & scheduling

(Planning of product realisation)

6. Order Management (Internal & external logistic management)

7. Manufacturing (Production and service provision)

8.Supplier operational management (Purchasing process)

9. Control of non conforming product and corrective action

(Product Quality and Delays)

10. Customer Support (Control of service operations)

11. Business Management and Customer Satisfaction Monitoring

slide15

Areas of potential

Supplier Development if deemed necessary

Supplier Maturity Assessment

per Supply Chain Process

Example

  • Four levels of maturity (Maturity model CMMI like)
  • Undefined : No Process, Method, Tools/ No Process, Method, Tools/ and Appropriate Behaviours
  • Defined
  • Applied
  • Optimising: Implemented and optimised, continuous improvement
  • Four domains assessed:
  • People & Organisation
  • Processes
  • Tools & Data
  • Performances Metrics

1

1

2

2

3

3

4

4

Non Conformity

Non Conformity

Undefined

Undefined

Defined

Defined

Applied

Applied

Optimizing

Optimizing

Management

Management

No clear Accountability

No clear Accountability

Expert firefighters

Expert firefighters

Clear accountability

Clear accountability

Multifunctional team

Multifunctional team

People & Organization

People & Organization

No Problem solving

No Problem solving

Cross functions

Cross functions

Highly Skilled

Highly Skilled

skills

skills

Highly skilled

Highly skilled

Reactive needs

Reactive needs

Ad hoc firefighting

Ad hoc firefighting

Root cause process in

Root cause process in

Mature process for root

Mature process for root

Process

Process

actions

actions

place

place

cause & preventive

cause & preventive

Customer Stimulus

Customer Stimulus

actions

actions

Process playbooks

Process playbooks

Limited preventive actions

Limited preventive actions

Manual : Fax e

Manual : Fax e

-

-

mail

mail

Multiple Data base

Multiple Data base

Integrated database, clear

Integrateddatabase, clear

Internal & external

Internal & external

Expectation

Supplier

performance

Tools & Data

Tools & Data

workflows, internal

workflows, internal

collaboration.

collaboration.

Spreadsheet

Spreadsheet

collaboration

collaboration

Real time intelligent

Real time intelligent

workflows

workflows

No measurement of

No measurement of

Measuring performance

Measuring performance

Performance drives action

Performance drives action

3+ regular review of

3+ regular review of

Performance

Performance

Performance

Performance

plans

plans

metrics effectiveness

metrics effectiveness

Metrics

Metrics

slide16

Risk based analysis and supplier selection decision

Matrices exist for all processes

Supplier Assessment Results

Decision to select or not based on risk analysis like 9134 “Supply Chain Risk Management guideline”

(Special action plan if not capable but need to select)

Each Company may apply weighting to each process as appropriate to their Product, Customer, Risks, etc…

slide17

“Supply Chain Management Handbook”Requirements and FlowdownIAQG Leader Larry Weng - BoeingReport by Dale Gordon - MPC

r equirements and flowdown
Requirements and Flowdown

Objective

To publish best practices and guidelines on how to ensure requirements are well identified, flowed down to suppliers and agreed upon between customer and suppliers.

slide20

Requirements and Flowdown - Table of Contents

All subchapters of chapter 2 have been broken down to 9100 requirements

r equirements and flowdown c ontent structure
Requirements and Flowdown Content Structure

9100 Requirement

Generic

Expectation

Specific Expectations

How to demonstrate compliance

Best Practices

r equirements and flowdown c ontent structure22
Requirements and Flowdown Content Structure

Specific to the product type

Specific to the product type

Specific to the product type

Specific to the product type

Specific to the Buyer and Seller

Specific to the Buyer and Seller

34 Templates have been populated

slide23

“Supply Chain Management Handbook”Process ControlEducation Package about 9103 (Variation Management of Key Characteristics)IAQG Leader: Bernard Lauras - Airbus

9 103 variation management of key characteristics education package
9103 - Variation Management of Key Characteristics - Education package
  • Objective
  • Promote benefits of IAQG Standard 9103 (Variation Management of Key Characteristics) and gain broader acceptance
  • Increase skills for all people involved in 9103 deployment
  • Reason
  • The application of 9103 will help resolve the main contributors to quality non-conformance in aerospace, but is not sufficiently and adequately deployed (lack of buy in, lack of skills)
9 103 variation management of key characteristics education package25
9103 - Variation Management of Key Characteristics - Education package

9103 education package technical content completed

Key Characteristics are the main ones guaranteeing full Customer satisfaction, that means ensuring all his needs are effectively & permanently met

slide26

“Supply Chain Management Handbook”Process ControlRoot Cause Analysis and Problem SolvingIAQG Leader: Bernard Lauras - Airbus

root cause analysis and problem solving
Root Cause Analysis and Problem Solving

Objective

  • Propose methodology to improve the way escapes and problems are managed (including communication between all actors - engineering, MRB, supplier, customer, etc...) to reduce their impacts, contain them as far upstream as possible and prevent recurrence.
root cause analysis and problem solving28
Root Cause Analysisand Problem Solving

Reason

  • Our suppliers (and even sometimes our organisation) do not deliver correct Root Cause Analysis and Problem Solving results
  • This is because:
    • We have not set criteria about what makes an acceptable corrective action plan
    • We continue to accept bad answers (even if say we will not, reality of life makes us accepting )
    • People (internal and external) do not have the Root Cause Analysis culture, do not know any process or do not have the proper skill-sets
  • Cultural change required to overcome the situation
proposed 9 steps harmonised process
Proposed “9 Steps” harmonised Process

Objectives

of the 9 steps

defined

Communication is a key aspect

supply chain management handbook work transfer management aaqg iaqg leader susan armstrong utc

“Supply Chain Management Handbook”Work Transfer Management (AAQG) IAQG Leader Susan Armstrong - UTC

work transfer management
Work Transfer Management

Objective

To provide guidelines for the exercising of effective risk and management control when changing the source of supply of a component, a component package or an assembly across a company or its external supply chain.

slide32

Work Transfer Management

Supplier A

Supplier B

Reasons:

Unsuccessful work transfer is a major problem for the industry We have not standardised process to do it

work transfer management33
Work transfer Management
  • Document issued describing
    • Main phases required in the decision making process to ensure all risks are identified and mitigated
    • Main activities to be conducted and action owners
    • Decision gates, including project closure and lessons learned
slide34

Work Transfer ManagementPhases & Gates:

Gate 1

Gate 2

Gate 3

Gate 4

Phase 1 Proposal & Feasibility

Phase 2 Develop Business Case

Phase 3 Detail Planning

Phase 4 Execution of Plan

Phase 5 Project Closure

  • Proposal & Feasibility
  • Gate Review
  • Team Launch and develop charter
  • Source Selection
  • Risk Assessment
  • Business Case
  • Gate Review
  • Detail Planning
  • Knowledge Transfer pre-move
  • Gate Review
  • Project Management
  • Technical Review Requirements
  • Production Readiness Review
  • FAI / LAI
  • Knowledge transfer
  • Gate Review
  • Identify Continuous Improvement opportunity
  • Capture Lessons Learned
  • Recognize team performance
  • Post implementation review

Templates

WT Project Proposal Form

Gate Check List

Project Charter

Risk Assessment Business Case

Gate Check List

Project Plan

Transfer checklist

Gate Check List

Production Readiness Review Check List

AS9102 FAI/LAI

Gate Check List

Closure Form

slide35

Conclusions

All SCMH produced material is available through any IAQG member

Please review data and give feedback to SCMH focals:

cherif.khelil@safran.fr

lawrence.a.weng@boeing.com

gordon.d.barnes@boeing.com

susan.armstrong@utc.com

bernard.lauras@airbus.com

contacts
Contacts
  • Product Realisation Processes
    • AAQG: Susan Armstrong - UTC
    • APAQG: Kouichi Watanabe - IHI
    • EAQG: Bernard Lauras - Airbus
  • Supply Chain Process Capability
    • AAQG: Larry Weng - Boeing
    • APAQG: Kouichi Watanabe - IHI
    • EAQG: Cherif Khelil - Safran