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Missile Defense Agency, Industry Stakeholder Team Quality Initiative at EaglePicher

Missile Defense Agency, Industry Stakeholder Team Quality Initiative at EaglePicher. Conference on Quality in the Space and Defense Industry March 26-27, 2007. EAGLEPICHER TECHNOLOGIES, LLC. Design and Manufacture Specialty Batteries for Defense and Space applications. Thermal Batteries

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Missile Defense Agency, Industry Stakeholder Team Quality Initiative at EaglePicher

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  1. Missile Defense Agency, Industry Stakeholder Team Quality Initiative at EaglePicher Conference on Quality in the Space and Defense Industry March 26-27, 2007

  2. EAGLEPICHER TECHNOLOGIES, LLC Design and Manufacture Specialty Batteries for Defense and Space applications. Thermal Batteries DOD Weapon Systems Lithium Ion with Electronics Multi-function charge, Discharge & testing. Nickel Hydrogen Multi-Cell Battery 3 feet Energetic Devices 4 feet www.eaglepicher.com

  3. EAGLEPICHER TECHNOLOGIES, LLC World’s Smallest Medical Implantable Battery

  4. EPT Quality Organization President, EaglePicher Technologies Manufacturing Defense Programs Space Programs Director, Quality Assurance Silver-Zinc Thermal Batteries Energetic Devices Space Power Product Development Calibration Quality Mgmt. System Defense Test Lab Supplier Quality Space Test Lab Challenge for a consistent & healthy Quality System is the diversity and complexity of EaglePicher products. Aug 2006

  5. Overview Quality Initiative at EaglePicher Team Participants • Missile Defense Agency MDA • Industry Team Stakeholders: • Boeing, Raytheon, • Lockheed Martin, Orbital Sciences, • DCMA Processes at EaglePicher • Establish Mutual Statement of Work • Collective Assessment & History Review • Identify Areas for Improvement “Big 4” • Methodology for Addressing Systemic Issues • Action Plan Completion & Validation by the Team • Specific Actions Taken Outcomes: Metric Suite & Reviews • Internal Quality Metrics – Phase 1 • Cost Related to Quality – Phase 2 Lessons Learned – Customer Perspective Next Challenage: The diversity and complexity of the Industry Team

  6. Quality Initiative at EaglePicher BACKGROUND Initial Notice Received at EP • July 2003: • MDA & DCMA Notice sent to EPT of Level 3 CAR: Systemic Quality Issues. Introductory Planning Meeting • October 2003: • Joint Industry Team developed the Quality Initiative and Statement of Work • November 2003: • SOW Presentation to EaglePicher Technologies • December 2003: • EPT Commitment to the MDA / DCMA Team

  7. Quality Initiative at EaglePicher INDUSTRY TEAM MISSION • Review EP data from 2-3 Yrs of previous audit activities. • Included all non-conformance, non-compliance and hardware defect reports. • Company, product or program was irrelevant. • Identify common or systemic deficiencies. • Develop a method to address systemic issues. • Implement and document corrective actions. • Develop a methodology to evaluate changes. • Validate improvements. • Generate metrics to demonstrate effective RC/CA efforts and sustained continuous improvement.

  8. Quality Initiative at EaglePicher Collective Outcomes: Industry Team Assessment • Reviewed data from 21 system level audits conducted during the past two years. • Analyzed approximately 200 findings. • Grouped data into main contributors. • Developed the main areas of focus Industry Team Challenge: Differences of companies, products and programs were put aside. • Process Discipline • Technical Data Package • Training • Root Cause/Corrective Action “Big 4”

  9. EPT Quality Organization President, EaglePicher Technologies Manufacturing VP Defense VP Space VP Director, Quality Assurance Silver-Zinc Thermal Batteries Energetic Devices Space Power Product Development Quality Mgmt. System Space Test Lab Supplier Quality Defense Test Lab Calibration 10 Units per month 5000 units per mo. 10,000 units per mo. 1 unit each 10 mo. Challenage is the diversity and complexity Price range $ 45 K - - - - - - $1.2 M Testing 30 days 20 – 1200 sec. 100 – 750 msec 60 days/ 20 cycles One shot devicesRechargeables Aug 2006

  10. Quality Initiative at EaglePicher Methodology for Addressing Systemic Issues First Attempt • Identified multiple root causes for specific processes in each of “Big 4” areas. • Developed a comprehensive CA Plan at the Enterprise level that captured each of the Big 4 areas • Detailed milestone schedule to be maintained at EPT. • Action assignments identified from the Industry Team. • Reality Check: Goals were not getting accomplished because of change of focus: In-Effective RC/CA from Audit Findings • Success Will Require A Cultural Shift

  11. Quality Initiative at EaglePicher Enlightenment Actions EPT established a “One Company” metric package to manage the business. Adopted philosophy: Knowledge -> Responsibility -> Accountability Across all functional areas and top to bottom. Stakeholder Industry Team: Multiple visits to EPT to work the issues/actions. • Industry Team meetings evolved into “healthy discord” Missile Defense Agency Raytheon Orbital Sciences Lockheed-Martin- Boeing EaglePicher The integrity and common focus of the Industry Team

  12. Quality Initiative at EaglePicher Next Level Joint Industry Audits at EaglePicher QMS Audits – • All EaglePicher Facilities : ISO 9001 & AS9100B Process Validation Audits – • All EP Facilities • Audit Team Lead rotates between Members of Industry Team. Level of effort (15/4) includes employees from all of the Joint Industry companies. Root Cause/Corrective Action Responses • All audit items addressed with RC/CA by EaglePicher. • Findings • Observations All completed actions validated by the Industry Team • Cooperative process checks on-site at EaglePicher by Industry Team representatives.

  13. Quality Initiative at EaglePicher Summary of Audits Audit Findings C/A Plans Observations Positive Observations Nov 04 & Feb 05 QMS 14 88 32 0 July 05 – PVA 47 71 39 6 Jan 06 – PVA 12 14 45 10 Oct 07 – PVA 4 5 22 13 Same level of effort for each audit

  14. Quality Initiative at EaglePicher Summary of Audits “BIG 4” Nov 04 QMS July 05 PVA Jan 06 PVA Select Oct 06 PVA Flow Down Process Discipline 13 23 4 1 Technical Data Package 21 35 5 2 Training 8 4 1 0 Root Cause / Corrective Actions 4 1 2 1

  15. Quality Initiative at EaglePicher Summary of Audits Nov 04 QMS July 05 PVA Jan 06 PVA Select Oct 06 PVA Quality Mgt. System 20 19 4 1 Operations 11 22 2 2 Engineering 5 16 0 0 Supply Chain 3 4 4 1 Contracts 3 0 1 0 Human Resources 2 0 0 0 No RC/CA required 2 2 1 0

  16. Quality Initiative at EaglePicher Action Plan Completion Validation Quality Metrics - Periodic Senior Industry Team Review • Identification of key enterprise areas for metrics. • Metrics focus on “Big 4” and customerexpectations. • Metrics developed based on areas needed for EaglePicher improvement. • Matured and improved the metric package over time. • Metric package now used to manage the business.

  17. Quality Initiative at EaglePicher Highlights of next session • How did EaglePicher go from 88 C/A to4 C/A in two years? • Examples of metrics that lead to enterprise level Correction Action. • Summary of quantitative detail related to audits. • Keystone outcome: • Root Cause / Corrective Action * • Industry Team cooperation

  18. Quality Initiative at EaglePicher Metric Review (NOTE Starting new data For Day 2 session)

  19. Quality Initiative at EaglePicher Collective Outcomes: Industry Team Assessment • Reviewed data from 21 system level audits conducted during the past two years. • Analyzed approximately 200 findings. • Grouped data into main contributors. • Developed the main areas of focus Industry Team Challenge: Differences of companies, products and programs were put aside. • Process Discipline • Technical Data Package • Training • Root Cause/Corrective Action “Big 4”

  20. Quality Initiative at EaglePicher Common or Systemic Areas in “BIG 4” Process Discipline • Many tasks were completed per individual preference: • Lacked attention to detail in some key areas: • Every function affected.

  21. Quality Initiative at EaglePicher Common or Systemic Areas in “BIG 4” Technical Data Package • Instructions & procedures were inconsistent, based on program and/or technology variations: • Incomplete and inconsistent data distribution.

  22. Quality Initiative at EaglePicher Common or Systemic Areas in “BIG 4” Training • On Job Training was ad hoc & undocumented: • No clear definition of “Correct Level of Training”

  23. Quality Initiative at EaglePicher Common or Systemic Areas in “BIG 4” Root Cause / Corrective Action * • Little or no documented process of RC being connected to CA: • Actions more disposition rather than RC & CA: • Little / No Objective Evidence for RC analysis or CA in place:

  24. Quality Initiative at EaglePicher

  25. Quality Initiative at EaglePicher EP Enterprise Quality Metrics • Metrics Suite Scorecard • Supplier Quality and Delivery • Problem Reports – Aging • Closure Rate within 60 days • Root Cause Accuracy * • Corrective Action Completeness * • Traveler / Build Paper Audits • Final Data Package Review • Acceptance Test Metrics

  26. Quality Initiative at EaglePicher GOOD

  27. Quality Initiative at EaglePicher GOOD

  28. Quality Initiative at EaglePicher Action Plan established

  29. Quality Initiative at EaglePicher PR’s sorted by Battery Group Non-Conformance and Non-Compliance analysis GOOD GOOD PR’s sorted by Functional Group

  30. Quality Initiative at EaglePicher G Adequate RC statement Objective Evidence of Analysis

  31. Quality Initiative at EaglePicher G CA connected to RC Objective Evidence of Action

  32. Quality Initiative at EaglePicher GOOD

  33. Quality Initiative at EaglePicher GOOD

  34. Y Supplier Delivery Actions • Current Status: • 12 Month Average Rating of 78.8% • Goal: • Improve by 1.5% per month (Sept to Dec) to achieve 85% SDR by the end of 2006 Close by Date: December 2006 Assigned to: Mike Beck Description: Action to improve on-time deliveries • Evidence of Completion: • Metrics indicating Delivery Ratings above the MCL • Next Actions: • Communicate to suppliers the importance of being in compliance with SD requirements. • Planners pro-actively contacting suppliers to ensure on-time deliveries. • Provide semi-annual Report Card on SDR performance plus Suppliers in Red required to complete C/A. • Help Needed / Challenges: • Low order volume with suppliers make it difficult to force changes. • Bankruptcy emergence is requiring extension of terms. B Closed G Have Plan, It's On Track Y Have Plan, Not On Track R No Plan Established

  35. Quality Initiative at EaglePicher GOOD

  36. Y Errors in Final Data Package METRIC DATA METRIC EVALUATION History:FDP steady improvement; implementation of electronic Assignment and common traveler format. Current Status: Downward trend, need 3 more months below MCL to go green. RESPONSIBILITY ACTION PLANS Close by Date: 04/01/07 Assigned to: Forrest Reed Description: Errors or incomplete documentation in Final Data Package causes delay in shipping process. Next Actions: Continue to post Visual Tally Display tracking errors on the floor with Production Supervisors responsible for corrections. Evidence of Completion: Positive trend to < 10% by March ‘07 Help Needed / Challenges: Accountability of supervisors for complete and accurate data. ▼

  37. Quality Initiative at EaglePicher SUMMARY - EP Enterprise Quality Metrics • Supplier Quality Management - BCS Critical Suppliers (50 – 60) March ’05 – August ‘06 • Supplier Quality Rating Increased from 72% to 96% • Supplier On-time Delivery Increased from 74% to 92% • Internal Traveler Audits Weekly review of in-process build paper to ensure all items are complete and accurate. January ’05 – August ‘06 • Errors per opportunity(6000/mo)Decreased from 12% to 2%

  38. Quality Initiative at EaglePicher SUMMARY - EP Enterprise Quality Metrics • Lot Acceptance Testing - BCS Complete data on four Business Units January ’05 to August ’06 • First pass testing Remain > 98% • Test failures due to Operator error Decreased from 6% to 4%. • Final Data Package Contracts, Operations, Quality, Test Lab January ’05 to January ‘06 • Errors per opportunity Decreased from 50% to 18% Remained steady in 2006 • Problem Report generated to document RC/CA for this situation. • Action plan has been developed and currently implemented.

  39. Quality Initiative at EaglePicher SUMMARY - EP Enterprise Quality Metrics • Problem Reports (PRs) - BCS Recorded documentation of non-conformance, non-compliance and performance failure. September ’05 – August ’06 • PR Closure Rate (< 60 days) Increased from <40% to 90% • PR Resolution activity tracked by - Business Unit - Functional Group - Repeat Problem by Type • Total Number of open PRs Reduced by 54%.

  40. Quality Initiative at EaglePicher SUMMARY - EP Enterprise Quality Metrics Analysis of Root Cause and Corrective Actions* Review of RC/CA’s submitted on PRs(50 – 65%) - BCS January ’05 – August ‘06 • PRs: Documented true RC Increased from 40% to 92% • Contain Objective Evidence Increased from 19% to 93% • Corrective Action Adequacy Increased from 70% to 91%.

  41. Quality Initiative at EaglePicher Lessons Learned – MDA Perspective • Need absolute buy in from Supplier. • Constantly take the pulse of the project – It’s easy to take the wrong road. • Keep a grip on the Industry Team members – • Audit follow up is difficult. • Reduced audit activity is difficult. • Be aware that you don’t always know the “Inside Story”. • Don’t ever give up – Prepare for the long haul. • Make sure you follow through with your end of the bargain. • Make sure there is something in it for the Supplier.

  42. Quality Initiative at EaglePicher Lessons Learned – MDA Perspective • Maintain consistency of the team, but bring in diversity in doses • Too consistent, start drinking your own bath water • Too diverse, keep reinventing the wheel and/or plowing old ground • Don’t sell the metrics short: Potential to be great tools. • In the beginning, focus on CA Plan completion. • It’s an improvement effort !

  43. Quality Initiative at EaglePicher Questions & Answers

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