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Aerospace Process Control

Aerospace Process Control. Quality Leadership Forum October 30, 2001. Tom Whitmeyer NASA HQ Office of Safety and Mission Assurance. (1). Introduction. Why Process Control? Outsourcing is increasing Control or processes, particularly within the supply base, is becoming critical.

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Aerospace Process Control

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  1. Aerospace Process Control Quality Leadership Forum October 30, 2001 Tom Whitmeyer NASA HQ Office of Safety and Mission Assurance (1)

  2. Introduction Why Process Control? Outsourcing is increasing Control or processes, particularly within the supply base, is becoming critical

  3. Purpose / Scope • Purpose : • Evaluate aerospace process control • Identify needs and best practices • Coordinate / communicate areas of emphasis within aerospace • Create a process control message that is common to Aerospace industry • Scope : • Consider each phase of the mission life cycle • Consider process, product, and organizational elements

  4. Charter • Key objectives: • Facilitate process control awareness • Identify and promote process control best practices • Define and analyze process control related risks • Communicate process control lessons learned • Improve process control in the aerospace supply base

  5. Approach • Charter with QLF • Teams, sub teams • Coordinate with Space Shuttle Process Control Focus Group (PCFG) • Coordinate with AAQG • Coordinate with DCMA • Coordinate with LAI • Process control lead will manage • Team, sub team membership will be established • Communicate via Intranet • Meet periodically face to face

  6. Awareness • Awareness: • Develop and deliver “message” for general awareness • (video, posters, CDs, etc) • Develop and deliver “message” for specific supplies • (hardware fact sheets, etc) • Develop and deliver “message” for supplier symposium and supplier visits • Develop and deliver “message” for Aerospace industry forums

  7. Standards • Work with AAQG to promote a standard that defines Process Control • (top level definition, terms, general process descriptions) • Support future AAQG standard development related to Process Control • (NCMR, CAR, 1st Article, etc (top level definitions)

  8. Guideline • Develop and distribute “guide to aerospace to process control” • Address activities pertinent to aerospace manufacturing, and operations • Practical guidance that is not format specific or prescriptive • Written by professional curriculum development organization using team input

  9. General Reference / Best Practice • Run the Process Control Intranet • Provide process control information into PBMA • Identify general reference resources (where to go to get info on PFMA, SPC, etc) • Run web site for implementation guidance (examples, suggestions, etc) • Promote process control best practice approaches (PPIA, Critical Process, etc. 3-4 pages each)

  10. Metrics • Develop a process control Capability Maturity Model (CMM) for • or aerospace manufacturing and operations • Use common grading criteria (Level 1-5) • Apply criteria to commonly defined process control practices • ”Measure" level of process control implementations • Example: % of critical processes that have a PFMEA • Example: process mapping utilization • Provide as a self assessment continuous improvement road map • Utilize during outside (independent) assessment process • Use as basis for future surveillance plan development

  11. Next Steps • Discussion with Process Control Focus Group (PCFG) • Discussion with Quality Leadership Forum (QLF) • Discussion with AAQG • Discuss with DCMA • Team kick off meeting(s) TBD

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