Product and Supply Chain Improvement. IAQG General Assembly Napoli,, 11 April Strategy Element IAQG - Improvement Strategy.

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1 Strategy Element IAQG - Improvement Strategy Product and Supply Chain Improvement IAQG General Assembly Napoli,, 11 April 2008 Shuji Komori FHI Christian Buck Safran Larry Weng Boeing Susan Armstrong UTC Bernard Lauras Airbus 1

2 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: And Now: Focusing on the Focusing on the WHAT HOW Focus on the How through the SCMH Supply Chain Management Handbook 2

3 Focus on How through SCMH 9100 Requirements Inputs for future revision of 9100 Supply Chain Mgmnt Handbook Links to Includes New or revised IAQG published documents (Standards, guideline) 91xx SCMH Guidance material, tools, trainings Providing guidance material and best practices on how to meet requirements and achieve objectives 3

4 Mission and Objectives The SCMH Committee is to provide guidance material and best practices on how to fulfill requirements and achieve objectives of 9100 Determine topics for development in the SCMH Priority Project Plate Approval Team development Develop Materials Templates, Checklists, Models, Training Packs etc Deployment Publish electronic SCMH Communicate & Promote the SCMH Maintain & Update SCMH 4

5 SCMH Section Status 5

6 Supply Chain Management Handbook Work Transfer Management IAQG Leader Susan Armstrong - UTC 6

7 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. 7

8 Work Transfer Management Procedure describes: Main phases required for work transfer (includes: internal site-to to-site, Supplier A to Supplier B, Mfg to Supplier) Phase activities to be conducted including lessons learned Decision gates, including gate review protocol Templates and forms included 8

9 Work Transfer Management Phases & 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 Templates 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 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 9

10 Supply Chain Management Handbook Supplier selection and Capability Assessment Model IAQG Leader: Christian Buck - Safran 10

11 Supplier Selection & Capability Assessment Model Objective To build a common model to assess the Maturity of a Supply Chain to achieve sustainable On Time & On Quality delivery objectives 11

12 Supplier Maturity Assessment For each Supply Chain Business Process Concept Four domains assessed: Process People & Organisation Tools & Data Performances Metrics Five levels of maturity 1: Undefined and not capable 2: Defined and applied, but not 100% efficient or not applied everywhere in the company 3: Defined, applied and effective 4: Predictable 5: Optimised Areas of potential Supplier Development if deemed necessary Expectation Supplier performance 12

13 11 business processes identified in Supplier Selection and Capability Assessment Supplier assessment for 11 business processes Apply weighting to each process as appropriate to Product, Customer, Risks, etc Decision to Select or Not and Action plan as required Guidelines contained in other sections of Supply Chain Management Handbook may be used to support improvement plans 13

14 Assessment matrices grouped in one Excel document Title and Definition of the Business Domain Content for each level (from 1 to 5) and each parameter (Process, People and Organisation, etc ) 11 sheets, one per business domain 14

15 Supply Chain Management Handbook Requirements and Flowdown IAQG Leader Larry Weng Boeing Project Leader Gordon Barnes Boeing 15

16 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. 16

17 Requirements and Flowdown Content Structure Section: 2.2 Section Title: Requirements for Approval Purchasing Information: Purchasing information shall describe the product to be purchased, including where appropriate, a) requirements for approval of product, procedures, processes and equipment, 9100 Clause 9100 We expect purchasing organizations to flow down any applicable customer requirements for approval of product, procedures, Generic processes and equipment and the method to obtain the approvals using purchasing process which takes into consideration all the Expectation item listed below which are applicable to product being purchased. Requirement Product Type Generic COTS/Standards Raw Material Build-to-Print Supplier Design a) COTS- no specific a) Identify Approved All Raw Material All Raw Material expectations Sources expectations and expectations and Expectation b) Standards - Define QPL b) Specify Material a) Define which processes a) Design capability requirements specifications and processors need to be assessment approved and by what method and by whom Note: Modified COTS are c) Testing requirements Specific b) Define which processors b) Technical product Build-to-Print commodities are approved definition (e.g. SCD, d) Certification requirements c) Method of acceptance c) Design process approval Expectations inspection (i.e. Source requirements acceptance) Note: Does not include d) Tooling accountability and d) Requirements for change Organization forgings or castings. They inspection methods notification and methods of Specific (Buyer) are Build to Print achieving approval. Expectation e) First article inspection How e) Initial to qualification requirements and methods requirements f) Define production planning f) Define the control of digital approval data and the methods of use Best Practices g) Process control requirements including variation management h) MRB approval processes demonstrate compliance g) Control and use of digital data requirements Supplier (Seller) i) Control and use of digital data requirements Not applicable. See Not applicable. See Not applicable. See Not applicable. See

18 Requirements and Flowdown Content Structure Section: 2.2 Section Title: Requirements for Approval Purchasing Information: Purchasing information shall describe the product to be purchased, including where appropriate, a) requirements for approval of product, procedures, processes and equipment, 9100 Clause Generic Expectation Product Type Specific Expectation We expect purchasing organizations to flow down any applicable customer requirements for approval of product, procedures, processes and equipment and the method to obtain the approvals using purchasing process which takes into consideration all the item listed below which are applicable to product being purchased. COTS/Standards Raw Material Build-to-Print Supplier Design a) COTS- no specific expectations a) Identify Approved Sources All Raw Material expectations and All Raw Material expectations and b) Standards - Define QPL requirements b) Specify Material specifications a) Define which processes and processors need to be a) Design capability assessment approved and by what method and by whom Note: Modified COTS are Build-to-Print commodities c) Testing requirements b) Define which processors are approved b) Technical product definition (e.g. SCD, Organization (Buyer) Supplier (Seller) d) Certification requirements c) Method of acceptance inspection (i.e. Source acceptance) Note: Does not include forgings or castings. They are Build to Print d) Tooling accountability and inspection methods Specific to the product type c) Design process approval requirements d) Requirements for change notification and methods of achieving approval. e) First article inspection e) Initial qualification requirements and methods requirements f) Define production planning f) Define the control of digital approval data and the methods of use Specific to the g) Process control Buyer requirements including and variation management h) MRB approval processes Seller g) Control and use of digital data requirements i) Control and use of digital data requirements Not applicable. See Not applicable. See Not applicable. See Not applicable. See

19 Supply Chain Management Handbook Education Package about 9103 (Variation Management of Key Characteristics) IAQG Leader: Bernard Lauras - Airbus 19

20 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 Final version e-education e Package expected within few weeks 20

21 Supply Chain Management Handbook Root Cause Analysis and Problem Solving IAQG Leader: Bernard Lauras - Airbus 21

22 Root Cause Analysis and Problem Solving Objective Propose methodology to improve i 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. 22

23 Root Cause Analysis and Problem Solving 99 Steps Process Communication is a key aspect S0 S1 S2 S3 S4 S5 S6 S7 Start Immediate containment actions Build the team Define problem Complete and optimise containment actions Identify Root Cause(s) Define and select root cause corrective actions Implement root cause corrective actions and check effectiveness Standardise and transfer the knowledge across business Optimised IAQG process was defined based on comparison between those used by main IAQG members Is the root cause corrective action effective? Reminder yes no S8 Recognise and close the team 23

24 Root Cause Analysis and Problem Solving Content of the guideline defined for each step: What is the Objective of the step What is the content of the step Why this step it is necessary Who are the actors When When does it take place How some tools How to manage this step so that it is effective, including tools to be used Main Training Pack exists and new IAQG 9136 Standard Guideline will be issued, Communication aspects to take into consideration Main Communication including forms Some Specificities to be considered 24

25 Supply Chain Management Handbook Deployment 25

26 Today s s SCMH status All SCMH produced material is available to IAQG Members through IAQG website For other Non IAQG members suppliers Current access through your IAQG member companies Future access through IAQG website currently being worked Anticipated release end

27 For any question, comments or participation: Contact one of the Product and Supply Chain Improvement stream leaders depending on your sector: AAQG: Susan Armstrong - UTC Larry Weng - Boeing APAQG: Shuji Komori - FHI EAQG: Bernard Lauras - Airbus Christian Buck - Safran Date of project approval: Problem Statement and Scope: Supply Chain Management Handbook Project Plate Name of SCMH Section EAQG APAQG AAQG Solution and Deliverables: Project Leader: SCMH Champions: Project Plate Revision: Project plate used 27

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