Lockheed Martin Aeronautics Procurement QA Toolkit

1
Lockheed Martin Aeronautics Procurement QA
Toolkit
Process Validation Program (PVP)
2
LM Aero PQA Excellence Plan
Continued Customer Focus First-Time
Quality On-Time Delivery Affordability Flexibility
PQA Strategy
Continuous Improvement Team Tools
Enhance Supply Chain Integration and Optimize
Performance
Customer Focus

• Focus on process health
• instead of product sorting
• - Process Validation Program
• - Oregon Productivity Matrix
• Transition from end-item-
• acceptance to performance-
• based process surveillance
• Daily oversight and product verification
• only where absolutely necessary
• Remote oversight of the supply chain via
• trending of key performance indicators
• submitted by suppliers through an
• interactive web portal.

• Just-in-time support
• Program-focused
• problem solving
• Identifying customer
• needs

• Lean Manufacturing
• Six Sigma
• Kaizen Methodology
• Root-Cause Analysis
• Set-up Reduction
• Statistical Analysis

3
Basic Tool Set of the PQA Excellence Plan
4
Why Implement the Toolset?
Quality, Cost, and Schedule Improvements!
5
Process Insight for Predicting Impact to LM Aero
SUPPLIER PROCESS
MRB C/A Fix
Scrap or RTV
Purchase Order Issued
REJECT
REJECT
ACCEPT
Inspect
Design, Change Review, Planning
Supplier Production Process
INPUT
OUTPUT
ACCEPT
Final Acceptance
To Stock Or Customer
PVP and OPM provide continuous evaluations of a
suppliers procurement and manufacturing
processes. These tools help predict impact to
LM and trigger early problem solving.
Validation From here...
6
Goals of Implementing the Toolset

• Reducing Supplier Non-Conformances
• Increasing Process Stability and Predictability
• Limiting PQA End-Item Acceptance Activity
• PVP and OPM are living documents that can and
  should be adjusted based on supplier performance,
  improvements, declines, process changes, product
  additions, etc. to assure their complete value to
  our customer.

7
Process Validation Program
8
What Is Process Validation?

• A planned approach that focuses on process
  capability
• Key or critical processes are identified and
  performance
• capability measurements are established and
  tracked
• By measuring key and critical processes, we
  develop
• confidence the process is capable of producing
  conforming
• product
• Measurement of key or critical process
  capability trends
• help identify opportunities for improvement

Product acceptance via the tracking and
verification of process capability data
9
Process Validation vs. Source Inspection
Why do we inspect?
Because we lack confidence in the processes so we
have to verify the output (end item)
Inspection is nothing more than the sorting of
good from bad
Inspection is not value added if you inspect
and find no non-conformances, then in reality
youve just wasted your time!!
10
Process Validation vs. Source Inspection
Why Validate the Process?
We monitor and measure processes to provide
information to management for fact based
decision-making
Process validation can aid in capacity and
capital decisions by identifying performance
issues that may be driving capacity issues
Process validation can identify performance
movements or shifts that can potentially lead to
non-conforming product (preventive action can be
taken)
11
PVP Is Not Complicated

• Event Steps
• Identify (map) suppliers manufacturing process
  flow from PO receipt to product delivery
• Categorize the map to identify the critical
  processes within the flow
• Establish validation method for the critical
  processes
• Load critical processes into the PVP template
• Post-Event Steps
• Continuously capture, track, and analyze the data
• Make data and analysis available to the LM PQAE
  and PQAR
• LM-PQA assist suppliers in using data to
  continually improve the processes

12
Seven Easy Steps

• Identify (map) suppliers manufacturing process
  flow from PO Receipt and procurement related
  activities to product delivery

13
Seven Easy Steps (contd)

• Categorize the map to identify the critical
  processes within the flow (using these
  definitions and color codes)

Critical - Those processes where an undetected
nonconforming condition leads to a high
probability of causing installation or
performance failure during product integration,
installation, or other use e.g. Soldering of
electrical components, Anodizing, Chem
Film Significant - Those processes where an
undetected nonconforming condition leads to
possible installation problems (work arounds,
repair, etc) but has a low probability of product
or installation failure e.g. oversized mount
holes in component creating need to install
oversized fasteners during installation. Notewort
hy - Those processes where an undetected
nonconforming condition leads to a low
probability of causing installation issues and
product failure is unlikely e.g. insufficient
deburr
14
Seven Easy Steps (contd)

• Establish validation method for the critical
  processes

• Statistical Process Control
• Yield Data
• Established Periodic Measurements (e.g. heat
  treat
• logs, chemical tank analysis, paint tests, etc)
• Running results and corrective actions of audits
  (e.g.
• sub-contract flow down)
• Other methods

15
Seven Easy Steps (contd)

• Critical processes loaded into the PVP template

16
Seven Easy Steps (contd)
In addition to the identified Critical Processes,
five mandatory elements must also be included

• Contract Review and Requirements Flowdown
• Supplier Control Process (suppliers subtiers)
• Configuration Control
• Controlled Special Processes (NDI, Plating, Heat
  
• Treating, etc.)
• LM Aero Engineering Key Characteristic Control

17
Seven Easy Steps (post event)

• Suppliers continuously capture, track, and
  analyze data

• Validate the processes per the method agreed to
  in the PVP template
• Track the data - statistically where appropriate
  - to
• show trends, spikes, other performance
  indicators
• Analyze the data to determine
• Root cause of performance trends
• If the process control limits can be narrowed
• Necessity to continue tracking

18
Seven Easy Steps (post event)

• Data and Analysis available to the LM PQAE and
  PQAR

• PQAE PQAR may use PVP data to determine the
  level of surveillance.
• PQAR will perform surveillance as required to
  verify suppliers
• adherence to the PVP and overall system/process
  performance.
• PQAE will conduct a minimum quarterly review of
  PVP with supplier and PQAR to address
  deficiencies, PVP rejections, and adjustments
  required based on process/product performance.

19
Seven Easy Steps (post event)

• Assist suppliers in using data to continually
  improve the processes

• Utilize LM Aero resources
• PQA Continuous Improvement Team
• Kaizen events
• Design of Experiments (DOE)
• Data Analysis
• Project Planning
• Lean and Six Sigma assistance
• Sub-tier issues (Procurement)
• Bottleneck elimination
• Assessments

20
PVP Deliverables Logical Process Map

• A Visual Representation of Every Process in the
  Flow of Manufacturing and Support Operations
• A Visual Means of Understanding the Current
  Process

21
PVP Deliverables The Plan Template
22
PVP Summary

• Build the Map
• Categorize by Criticality
• Apply to Template
• Define Validation Methods, Frequencies, and Start
  Dates
• Identify Actions Necessary to Enable
  Implementation
• Create, Agree, and Publish Action Plan
• Start Surveillance

PVP Is a tool of insight into process-level
metrics