REPORT OF SURVEY CONDUCTED AT

NAVAL AVIONICS CENTER

INDIANAPOLIS, INDIANA

JUNE 1991

BEST MANUFACTURING PRACTICES

Center of Excellence for Best Manufacturing Practices

PRODUCT

TQM

FUNDING

MONEYPHASING

DESIGN TEST PRODUCTION

LOGISTICSSUPPORTANALYSIS

DESIGN REFMISSIONPROFILE

FACILITIES LOGISTICS MANAGEMENT

MANUFACTURINGSTRATEGY

PERSONNELREQUIREMENTS

DATA REQUIREMENTS

TECHNICALRSIK

ASSESSMENT

PRODUCTIONBREAKS

MANPOWERAND PERSONNEL

TRAININGMATERIALS AND

EQUIPMENT

SPARES

TECHNICALMANUALS

MODERNIZATION

FACTORYIMPROVEMENTS

PRODUCTIVITYCENTER

MANUFACTURINGPLAN

QUALIFY MFG.PROCESS

SUPPORT ANDTEST EQUIPMENT

PIECE PARTCONTROL

SUBCONTRACTORCONTROL

DEFECTCONTROL

TOOLPLANNING

SPECIAL TESTEQUIPMENT (STE)

COMPUTER-AIDEDMFG. (CAM)

MANUFACTURINGSCREENING

INTEGRATEDTEST

FAILUREREPORTING

SYSTEM

UNIFORMTEST

REPORT

SOFTWARETEST

DESIGNLIMIT

LIFE

TEST, ANALYZE,AND FIX (TAAF)

FIELDFEEDBACK

DESIGNREQUIREMENTS

DESIGNPOLICY

DESIGNANALYSIS

SOFTWAREDESIGN

DESIGN FORTESTING

CONFIGURATIONCONTROL

DESIGNRELEASE

TRADESTUDIES

DESIGNPROCESS

PARTS ANDMATERIALSSELECTION

COMPUTER-AIDEDDESIGN

BUILT-IN TEST

DESIGNREVIEWS

TRANSITION PLAN

DoD 4245.7– M

“TRANSITION FROM DEVELOPMENT TO PRODUCTION”

CRITICAL PATH TEMPLATES

C O N T E N T S

1. EXECUTIVE SUMMARY

1.1 BACKGROUND .........................................................................................................11.2 KEY FINDINGS ..........................................................................................................1

2. INTRODUCTION

2.1 SCOPE .........................................................................................................................32.2 SURVEY PROCESS ........................................................................................32.3 NAVY CENTERS OF EXCELLENCE .....................................................................32.4 ACTIVITY OVERVIEW ..............................................................................................42.5 ACKNOWLEDGMENTS ...........................................................................................42.6 ACTIVITY POINT OF CONTACT ............................................................................4

3. BEST PRACTICES

3.1 DESIGNDESIGN PROCESS

High Resolution Optical Glass Patterns ................................................5Inter-Field Activity Teaming ...................................................................6Organized Wire, Integration Board, and Mass Termination and Ribbonized, Organized, Integrated Wiring Systems.........................6

SOFTWARE DESIGNCorporate Software Development Process Improvement ......................................................................6

COMPUTER-AIDED DESIGNStereolithography ..................................................................................7

3.2 TESTUNIFORM TEST REPORTS

AutoTRAC: Automated Test Reports ....................................................7FIELD FEEDBACK

Fleet Liaison Group ...............................................................................7

3.3 PRODUCTIONMANUFACTURING PLAN

Quick Changeover: Setup Reduction ....................................................8Manufacturing-Engineering Handshake Team......................................9

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MANUFACTURING PLAN (Continued)Hazardous Material Handling Training ..................................................9

SUBCONTRACTOR CONTROLSupplier Improvement Initiatives ...........................................................9

DEFECT CONTROLContinuous Improvement in Security Services ...................................10

COMPUTER-AIDED MANUFACTURINGCNC: On-the-Floor Programming........................................................10

3.4 FACILITIESMODERNIZATION

Distributed Corporate Computing Facility............................................11Communications Network ...................................................................12Rework Depot Scheduling ...................................................................12

FACTORY IMPROVEMENTSFlexible Manufacturing System ...........................................................14Laser Phototool Generation System ...................................................15

PRODUCTIVITY CENTERAdvanced Microelectronics Facility .....................................................15

3.5 LOGISTICSSUPPORT AND TEST EQUIPMENT

Test Equipment Fixture Innovations ....................................................15

3.6 MANAGEMENTMANUFACTURING STRATEGY

Test Equipment Calibration and Continuous Improvement .................16Information Management ....................................................................17Assessing Utilization of Management Principles .................................18Quality Improvement Prototype and Malcolm Baldrige Criteria ...............................................................18Corporate Culture Supporting Continuous Improvement ....................18Continuous Improvement Through Courseware .................................20

3.7 TOTAL QUALITY MANAGEMENTElectronics Manufacturing Learning Center ........................................20Customer Feedback System ...............................................................21Travel Claim Automation .....................................................................21

ii

C O N T E N T S (Continued)

iii

4. INFORMATION

4.1 DESIGNDESIGN REFERENCE MISSION PROFILE

Advanced Avionics Acquisition and Support Program ............................................................................23

DESIGN PROCESSRapid Prototyping ................................................................................23

PARTS AND MATERIAL SELECTIONOne-Stop Component Services...........................................................23Advanced Composite Material Development for Avionics .....................................................................................23

SOFTWARE DESIGNInformation Engineering and the Use of Computer-Aided Software Engineering ..........................................23

COMPUTER-AIDED DESIGNPWB Design/Fabrication Link .............................................................24

DESIGN FOR TESTINGDesign-for-Testability Course ..............................................................24

4.2 TESTFIELD FEEDBACK

Flight Test Analysis .............................................................................24

4.3 PRODUCTIONMANUFACTURING PLAN

Interdepartmental Project Teaming .....................................................24PWB Fabrication Cycle Time Improvement ........................................25PWB Assembly Cycle Time Improvement...........................................25

4.4 FACILITIESMODERNIZATION

Electronics Manufacturing Productivity Facility ...................................25Rapid Acquisition of Manufactured Parts ............................................25

FACTORY IMPROVEMENTSTool Crib Data Base ............................................................................26Cable Factory Cycle Time Improvement .............................................26Packaging, Scheduling, and Control System ......................................26In-Process Stores Accumulation Control System................................26

C O N T E N T S (Continued)

4.5 MANAGEMENTMANUFACTURING STRATEGY

Microcomputer User Support ..............................................................26Video Teleconferencing Center ...........................................................27

PERSONNEL REQUIREMENTSEmployee Evaluation System and Vocational Planning ......................27

DATA REQUIREMENTSCivilian Personnel Management Information Reports .........................27

5. PROBLEM AREAS

5.1 PRODUCTIONPIECE PART CONTROL

Variety of MIL-SPEC Coaxial Cable ....................................................29

APPENDIX A - TABLE OF ACRONYMS ..................................................................................A-1APPENDIX B - BMP SURVEY TEAM ........................................................................................B-1APPENDIX C - PREVIOUSLY COMPLETED SURVEYS ......................................................C-1

iv

C O N T E N T S (Continued)

v

3-1 Block Diagram of Optical Pattern Generation ..........................................................53-2 Changeover Study — Observation Sheet ................................................................83-3 Modular Fixturing in CNC Machining .....................................................................113-4 Job Setup for CNC Machining................................................................................113-5 Data Network Configuration ...................................................................................133-6 Flexible Manufacturing System ..............................................................................143-7 NAC's Improvement Methodology..........................................................................163-8 Reduced Turnaround Time Resulting from Methodology Application ....................173-9 Standard Deviation Turnaround Time Using NAC's Methodology .........................17

3-10 NAC's Baldrige Self-assessment Process .............................................................19

FIGURES

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S E C T I O N 1

EXECUTIVE SUMMARY

1.1 BACKGROUND

The Best Manufacturing Practices (BMP) team con-ducted its first survey of a government facility at the NavalAvionics Center (NAC) located in Indianapolis, Indiana.The purpose of the survey was to review and document thebest practices and potential industry-wide problems atNAC. The intent of the BMP program is to use thisdocumentation as the initial step in a voluntary technologysharing process among the industry.

1.2 KEY FINDINGS

There were many best practices observed at NAC that aredetailed in this report. Some of the more significantfindings included in this report are listed as follows:

Item Page

Fleet Liaison GroupEstablishment of a group providing 7quick reaction capability to resolve fleetproblems while increasing NAC’sunderstanding of real world requirementsfor its products and services

Flexible Manufacturing SystemUse of a flexible manufacturing system to 14enhance small lot manufacturing capabilityand decrease setup time

Item Page

Advanced Microelectronics FacilityEstablishment of a microelectronics facility 15to improve response time to customer needs, toapply NAC’s microelectronics expertiseto increasingly difficult technical problems,and to keep costs under control

Quality Improvement Prototype andMalcolm Baldrige CriteriaUse of two sets of criteria for measuring 18progress in becoming a world-classmanufacturing organization including theQuality Improvement Prototype to providerecognition within the federal government ofquality organizations and the Malcolm BaldrigeCriteria for self assessment

Corporate Culture SupportingContinuous ImprovementApplication of a comprehensive corporate 18commitment to provide a model process formanaging the transition to production withinthe federal procurement system

Customer Feedback SystemDevelopment of an evaluation system to 21rate and comment on key performance factorsby program sponsors

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S E C T I O N 2

INTRODUCTION

2.1 SCOPE

The purpose of the Best Manufacturing Practices (BMP)survey conducted at NAC was to identify best practices,review manufacturing problems, and document the results.The intent is to extend the use of progressive managementtechniques as well as high technology equipment and pro-cesses throughout industry. The ultimate goal is to strengthenthe U.S. industrial base, solve manufacturing problems,improve quality and reliability, and reduce the cost ofdefense systems.

To accomplish this, a team of Navy and Army engineersaccepted an invitation from NAC to review the most ad-vanced manufacturing processes and techniques used intheir facilities located in Indianapolis, IN. Manufacturingproblems that had the potential of being industry wideproblems were also reviewed and documented for furtherinvestigation in future BMP surveys. The review wasconducted at the Naval Avionics Center on 10-14 June 1991by the team identified in Appendix B of this report.

The results of BMP surveys are entered into a data baseto track best practices and manufacturing problems. Theinformation gathered is available for dissemination throughan easily accessible central computer. The actual exchangeof detailed data will be between contractors at their discre-tion.

The results of this survey should not be used to rate NACamong other defense electronics companies. A company’swillingness to participate in the BMP program and thesurvey results have no bearing on one contractor’s perform-ance over another’s. The documentation in this report andother BMP reports is not intended to be all inclusive of acompany’s best practices and problems. Only selected non-proprietary practices are reviewed and documented by theBMP survey team.

2.2 SURVEY PROCESS

This survey was performed under the general surveyguidelines established by the Department of the Navy. Thesurvey concentrated on the functional areas of design, test,production, facilities, logistics, and management. The teamevaluated NAC’s policies, practices, and strategies in theseareas. Furthermore, individual practices reviewed werecategorized as they relate to the critical path templates of

DoD 4245.7-M, “Transition from Development to Produc-tion.” NAC identified potential best practices and industrywide problems. These practices and problems and otherareas of interest were discussed, reviewed, and documentedfor dissemination throughout the U.S. industrial base.

The format for this survey consisted of formal briefingsand discussions on best practices and problems. Time wasspent on the factory floor reviewing practices, processes,and equipment. In-depth discussions were conducted tobetter understand and document the practices and problemsidentified.

2.3 NAVY CENTERS OF EXCELLENCE

Demonstrated industry wide problems identified duringthe Best Manufacturing Practices surveys may be referredto one of the Navy Manufacturing Technology Centers ofExcellence. They are:

Automated Manufacturing Research FacilityGaithersburg, MD (301) 975-3414

A test bed for developing industry standards for auto-mated manufacturing including new process and con-trol technologies

Electronics Manufacturing Productivity FacilityIndianapolis, IN (317) 353-3366

An independent research center engaged in developingand demonstrating high quality circuit card assemblymanufacturing processes and materials

National Center for Excellence in MetalworkingTechnologyJohnstown, PA (814) 269-2420

A national source for the development of advancedmetalworking technology and processes

Center of Excellence for Composites ManufacturingTechnologyPleasant Prairie, WI (414) 947-8919

Established as a cooperative effort between the Navyand industry to develop and disseminate compositesmanufacturing technology

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2.4 ACTIVITY OVERVIEW

The Naval Avionics Center, located in Indianapolis, IN,is one of several field activities operating within the NavalAir Systems Command (NAVAIR). The Center is respon-sible for design, development, technical direction and sup-port of sophisticated avionics systems for all U.S. militarybranches as well as international customers. Structuredmuch as a privately owned corporation, the Center employsover 3400 personnel in the manufacture of new avionicssystems and support of pilot production and emergencyfabrication as well as overhaul and repair. In addition toits 16-acre building complex, NAC has recently expandedto a Rapid Acquisition of Manufactured Parts (RAMP)facility and the Electronics Manufacturing ProductivityFacility (EMPF), both also located in Indianapolis.

2.5 ACKNOWLEDGMENTS

Special thanks are due to all the people at NAC whoseparticipation made this survey possible. In particular, theBMP program acknowledges the special efforts of Mr. Fred

Meyer, Manager, Avionics Manufacturing Excellence, andMs. Joyce Thompson, Administrative Officer, for enablingthis survey to occur.

2.6 ACTIVITY POINT OF CONTACT

While the information included in this report is intendedto be descriptive of the best practices and techniques ob-served at NAC, it is not intended to be all inclusive. It isanticipated that the reader will need more detailed data fortrue technology transfer.

The point of contact for this BMP survey is:

Mr. Fred MeyerManagerAvionics Manufacturing Excellence (AME)(317) 353-7203

Naval Avionics CenterCode 2036000 E. 21stIndianapolis, IN 46219-2189FAX: (317) 353-3122

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S E C T I O N 3

BEST PRACTICES

The survey at the Naval Avionics Center marked animportant milestone in the Best Manufacturing PracticesProgram as NAC became the first government facility tohost a BMP survey. Navy and Army representatives talkedextensively with NAC personnel and viewed prospectiveBest Practices in all areas of the 4245.7-M templates. Theresult was a comprehensive look into a leading governmentresearch and development facility that had many best prac-tices to offer both industry and other government facilities.

The practices listed in this section are those identified bythe BMP survey team as having the potential of beingamong the best in the industry.

3.1 DESIGN

DESIGN PROCESS

High Resolution Optical Glass Patterns

NAC researched industry's leading companies to review,update and perfect a technique of high resolution opticalpattern generation on glass (Figure 3-1). The capability ofgenerating high resolution patterns with precise contrastcontrol has allowed the Center to produce missile targets

FIGURE 3-1: BLOCK DIAGRAM OF OPTICAL PATTERN GENERATION

APPLICON BRAVO

DIGITAL EQUIPMENT

CORPORATION 8800

VAX CLUSTER

VERSATEC ELECTROSTATIC

PLOTTER

ELECTROMASK PATTERN

GENERATOR

Low density Complicated geometry

High density Uncomplicated geometry

Append files Restructure data

Generate paper test plots

Generate glass photo masks

6

more accurately at lower cost. A typical target productionyield that was in the 10% range is now over 85%.

This new technology is also being applied to generatecomplicated microelectronic component photomasks, andtwo patents are pending on these techniques. Entire micro-wave circuits, surface acoustic wave devices, planar spiralinductors, and complicated antenna arrays can now befabricated in less time and more accurately. Some featuresizes are as small as two micron and many of the angularresolutions are at one degree in very complex patterns. Thelatest achievement using this method was a non-industrystandard circular grey scale for John Hopkins AppliedPhysics Laboratory.

As a result of the success of these projects, the difficulttask of target scene generation is being undertaken at NAC.

Inter-Field Activity Teaming

NAC has teamed with Naval Depot (NADEP) Pensacola,NADEP Norfolk, Naval Ordnance Station Louisville, Na-val Weapons Support Center (NWSC) Crane, and WrightPatterson AFB to resolve major manufacturing problems ofmutual interest. These teams also provide back-up supportfor common manufacturing processes. NAC and otherteam members have addressed process development issues,environmental concerns, and the use of shared resources.They have adopted a “steal from the best” philosophy withrespect to technology and concerns shared between theteaming sites.

NAC’s primary motivation for participation was basedon needs in manufacturing services including potting, paint-ing, plating, and PWB manufacturing. Successful teaminghas resulted in elimination of cyanide plating solutions,reduction of chemical usage, and in development of newplating processes. Other teaming efforts have centered onhazardous material training, waste water treatment, andexchange of specialized equipment.

This inter-field activity teaming practice has resulted inthe improved exchange of information among the Navy’smanufacturing organizations, and wherever possible, withthe Navy Centers of Excellence, universities, and industry.

Organized Wire, Integration Board, andMass Termination and Ribbonized,Organized, Integrated Wiring Systems

NAC has integrated existing technologies to solve prob-lems associated with wiring harnesses including wiringharness failures, difficulty and high cost of manufacture,weight, and repairability. The combination of OrganizedWire, Integration Board, and Mass Termination (OIM) andRibbonized, Organized, Integrated (ROI) wiring systems is

a unique solution to routing conductors and providing easeof termination using integration boxes. This system allowssensitive wire separation, use of an exact number of wires,ease of installation and removal, as well as facilitatingengineering changes.

In ROI, the wiring integration unit boxes are the centersof exchange and woven wire harnesses run between theseboxes and then into the avionics black boxes. Structurallyintegrated “spider” harness systems can now be replaced bya series of trunk line harnesses and reusable interconnectboxes. The system provides cost savings in implementationflexibility for future design changes as both a retrofit andnew design method. NAC realized a single pylon retrofitreduction from $5K to $500 per copy. In a study on the V-22 midwing area, they estimate cost reductions of 28% andweight reductions of 45% by switching to ROI from theconventional/flat cable design.

While OIM is similar to ROI, it is applied to internalequipment wiring harnesses and uses integration boardsinstead of interconnecting boxes. The entire wiring systemis now considered as a modular wiring interconnectingsystem. Rework and repair of internal wiring harnesses iseliminated. The techniques of mass termination greatlyreduce assembly labor and potential quality problems. OIMproduced a substantial cost reduction of 200 to 1 in oneexample by integrating a harness connector to replace atraditional wiring harness.

SOFTWARE DESIGN

Corporate Software Development ProcessImprovement

In 1989, NAC began an innovative experiment with theassignment of a software advocate to develop a corporateprocess development plan and act as point of contact fortactical software applications.

A major responsibility of the software advocate is to chairthe Software Management Task Force which managesprocess improvement and quality assurance for all softwareproducts. Current projects include the development of astandard prototyping process; establishment of a softwaredocumentation library; development of management andprocess/product metrics; and development of risk assess-ments for NAC’s software engineering environment.

A second important focus for the software advocate isacting as point of contact for external working groupsinvolved with tactical systems. Through use of an inte-grated set of Tactical Embedded Computer Resources sup-port groups, the software advocate can coordinate the flowof information from off-center sources such as NAVAIR toCenter-wide activities. This coordination provides produc-tivity, quality, and customer satisfaction.

7

The role of the software advocate has resulted in signifi-cant gains in software development planning and produc-tivity for NAC. Corporate software policies and procedureshave been developed and standardized. An independentproduct assurance branch was established. Configurationmanagement guidelines were developed, published, andimplemented on two large software projects.

COMPUTER-AIDED DESIGN

Stereolithography

NAC has acquired Stereolithography Apparatus (SLA)capability as a key element in plans to shorten productdevelopment cycles for electromechanical designs. In addi-tion to present uses in the rapid prototyping of both me-chanical and electrical components, NAC is developingspecial expertise in the area of sand casting patterns.

The SLA allows a plastic prototype to be built directlyfrom a surface or solid CAD model. An ultraviolet laserpoint cures a photopolymer resin, layer by layer, as thegradually solidifying part is slowly lowered into the resintank. Unlike conventional model shop prototyping, nomachining, tooling, or long lead times are required.

NAC has already produced a variety of mechanicalmodels as well as complex electrical connector prototypesmodels. Several of these designs have been instrumental inpointing out design flaws. Noticing design problems earlyavoided the substantial expense that would have resulted infinding errors at some later point in the tooling and produc-tion cycle.

3.2 TEST

UNIFORM TEST REPORTS

AutoTRAC: Automated Test Reports

NAC has computerized its Trouble Reporting and Cor-rection System (TRAC) for the manufacturing environ-ment. The system, called AutoTRAC, is a computer-basedtool for automating the capture of TRAC data and produc-ing reports. AutoTRAC greatly reduces the paperworkgeneration time associated with automated testing in themanufacturing area and enables capturing test data fordetailed analysis.

TRAC provides a standard format for gathering failuredata which is analyzed to determine quality attributes,process control attributes, and identification of defectivematerials. The TRAC system promotes interdepartmentalcooperation in identifying and resolving deficient or defec-tive items; it also provides an easily-queried history offailures and corrective actions. A TRAC data base is

maintained on a file server which can be accessed by alldepartments.

AutoTRAC is an MS-DOS Windows 3.0 applicationwhich provides a standard user interface. It allows the testtechnician to quickly enter test report header informationand relieves the user of much of the boiler plate overhead.AutoTRAC then captures the test data reported. A custom-ized module, invisible to the user, interprets cryptic testequipment reports and test program elements into a read-able description for TRAC reports. All data can be capturedand disseminated electronically or printed out locally.

AutoTRAC reduces the report generation time from 15minutes per problem report to less than one minute, therebyreducing reporting overhead and improving tester through-put by several hundred percent.

FIELD FEEDBACK

Fleet Liaison Group

NAC established a Fleet Liaison Group (FLG) to providea quick reaction capability in resolving fleet problems andincrease the Center’s understanding of real world require-ments for its products and services. The FLG monitors fleetmessages (the primary method of communication in thefleet) and is responsible for a timely response. The FleetLiaison Officer is an active duty Naval officer who facili-tates contacts and opens doors between the civilian commu-nity at NAC and fleet personnel. The Group also conductsextensive internal advertising to educate Center employeesabout the Group and its activities.

In the past year, message reply time has been reducedfrom an average of 46 days to less than ten.

The FLG has a full-time coordinator/expediter for theNaval Aviation Maintenance Discrepancy Reporting Sys-tem to help ensure replies and corrective actions are respon-sive. The Fleet Liaison Group also conducts training for allpersonnel involved with this system. FLG has specialfunding to allow them to respond quickly without the usualadministrative delay associated with processing fundingdocuments.

NAC has been participating in the Navy Science Assis-tance Program (NSAP) since 1987 and is represented in theFLG by the NSAP program manager. NSAP provides aquick response mechanism to couple technology users withproducers to resolve fleet readiness issues. The programserves 20 operational commands and is supported by 27Navy laboratories and centers. All field team members andprogram managers are connected by a worldwide electronicmail computer network that allows NAC to extend itstechnical knowledge base throughout the world.

NAC actively participates in the Navy’s Scientist to Seaprogram which provides short-term personnel assignments

8

to Navy ships. Each term is approximately one week.Thirty personnel participated in the last year and there areexpansion plans to accommodate up to 60 per year. Thisexperience gives NAC personnel first-hand knowledge ofship operation and environment while promoting theirtechnical knowledge and experience to the fleet. NAC alsoprovides six-month rotational assignments in which NACpersonnel work the avionics class desk at COMNAVAIR-PAC and COMNAVAIRLANT. NAC maintains one per-son at each site on a permanent basis. This arrangementhelps NAC to better understand the customer’s needs andconcerns and makes NAC more accessible to the fleet.

The FLG operates the Aircraft Equipment Reliability andMaintainability Program (AERMIP) which provides highpriority for fleet support for in-service, out-of-productionaircraft when other program funds are not available. ThisAERMIP support is critical since 89% of fleet aircraft areout of production with an average age of 14 years. The focusis on reliability and maintainability and safety.

The FLG plays a key role in achieving NAC’s corporategoal of being the most responsive field activity in DOD.They are helping to change the Center’s culture and developa better understanding of fleet needs and requirements. Italso provides NAC the ability to incorporate a proactiveapproach to fleet service and problem resolution.

FIGURE 3-2: CHANGEOVER STUDY — OBSERVATION SHEET

3.3 PRODUCTION

MANUFACTURING PLAN

Quick Changeover: Setup Reduction

The Manufacturing branch at NAC assembled a team ofseven volunteers to investigate setup reduction in the con-text of low-cost or no-cost ideas. Production floor workershad many suggestions that would result in increased qual-ity, less cost to the customer, and improved scheduleperformance. Examples of low cost ideas included defininghole preparation on routing sheets and issuing a drill indexto the machinist instead of one drill.

The team began by involving all the employees in setupreduction. If employees submitted a setup reduction idea,they received feedback within 24 hours with a “can-do” or“can’t-do” decision with supporting explanations. Sugges-tions were then categorized on a large graph with columnheadings briefly describing discrete steps in a changeoveror setup process. The chart was posted on the walls of acentralized area (Figure 3-2).

The team then detailed changeover or setup observationsusing a stop watch and time studies. The results werestudied and grouped into two areas - manual equipment and

SEQUENCE NO.

CHANGEOVER ELEMENT

ELAPSED TIME

ELEMENT TIME 20406080100120140160180200220

INDIVIDUAL ELEMENT TIME

1

2

3

4

5

6

7

8

9

10

11

12

13

TOTAL TIME

9

NC/CNC equipment. Setup observations and process rout-ing were reviewed specifying equipment and sequence, andmany operations were combined.

Several determinations were made:

– Machinists had many suggestions that had goneunheeded which was remedied by encouragingparticipation in Step 1.

– Considerable time was spent at the tool crib indi-cating a potential area for time savings. As aresult, work in the tool kitting area is now con-ducted by area work leaders.

– Work place organization was found to be criticalsince too much time was spent searching for tool-ing and fixturing supplies.

– Process time allowances were removed from therouting sheets of the mechanics.

– Since functional groups of machines had beendismantled, maintaining machine accessories nearthe applicable machines remains an area of im-provement.

– The “make in department” tooling/fixturing wasfound to be extremely costly. A modular toolinginvestigation was consequently initiated.

Although the team has been disbanded, team membersare continuing to work within their respective sections,demonstrating that 30% - 50% reductions in changeoverprocesses are possible.

Manufacturing-EngineeringHandshake Team

In March 1990, NAC assembled a Manufacturing-Engi-neering (ME) Handshake Team as the result of a manufac-turing department management policy focusing on identi-fying and removing cost and schedule constraints on prod-uct manufacture. The ME Handshake Team consists of ateam leader, an electrical industrial engineering technician,mechanical industrial engineering technicians, an electricalengineer, and a mechanical engineer.

The team has been tasked to review all programs prior toacceptance for manufacturing by conducting manufactur-ing readiness review (MRR) checks. MRRs are used to helpexamine proposed cost, schedule, documentation, compo-nent obsolescence, testing and test equipment, quality as-surance issues, manufacturing issues, and additional itemssuch as security, safety and material handling. Reviewedprograms and documentation are completely independentof outside influences. If there is difficulty reaching agree-ment, other area representatives are called upon for support.

If the program has major problems, the team arranges for areview by the steering committee which consists of themanufacturing, quality and engineering division managers.Once agreement is reached by team members that all areasof the program are ready for manufacturing, the team signsthe engineering technical letter (ETL) releasing the pro-gram to manufacturing. Manufacturing will not accept theprogram without the team’s signature on the ETL.

The ME Handshake Team also participates in proposalsand design reviews, and offers consultation services.

This successful effort has resulted in removing problemsfrom the manufacturing area, reducing the “hidden fac-tory,” improving cost and schedule performance, reducingthe number of engineering change notices, providing on-the-job training for engineers, tracking problems and iden-tifying needed training. As a result of the ME HandshakeTeam’s accomplishments, other customer-supplier rela-tionships within the manufacturing process have institutedhandshake teams.

Hazardous Material Handling Training

NAC has initiated a pilot program using videos producedin-house for hazardous chemical training in its PCB fabri-cation area. The OSHA Hazard Communication Standardrequires employers to familiarize personnel with thecompany’s hazard communication plan and job-specifichazards in the employee’s work area. Three or four days areneeded to write the script and one day for shooting the videowith a standard VHS color camera. The tape is then editedinto a master which is copied and archived.

Topics which are covered in each work area includephysical and health risks of hazardous chemicals; interpre-tation of the standardized hazard warning labels; propertiesof hazardous chemicals; protective measures against thehazards; and emergency procedures and equipment for thehazards.

NAC has determined this approach to be an economical,efficient, and effective way to meet the job-specific hazardstraining requirement. A standardized program facilitatestraining of new employees to an area as well as periodicretraining. The content of the video also provides confirma-tion that all necessary topics are presented to each em-ployee.

SUBCONTRACTOR CONTROL

Supplier Improvement Initiatives

NAC has several active initiatives aimed at improvingits vendor base, reducing the number of vendors establish-ing long-term, single-source relationships, and influencingvendor improvement efforts.

10

One such program is the Blue Ribbon Contractor Pro-gram established in 1988. This process includes establish-ing a list of Blue Ribbon vendors who maintain a trackrecord of 95% on-time delivery of good quality productsand services. Blue Ribbon vendors receive substantialpreference in solicitation and awards. In areas where BlueRibbon has been applied, delinquency rates have droppedfrom 40% to 9%, defective material reduced from 11% to6%, Blue Ribbon sources have been lower 77% of the time,and contract administration effort was reduced.

In selected commodity areas, NAC also uses long-term(two to 10 years) single-source requirements contracts.These contracts provide stable, established prices and just-in-time delivery. Ordering against these contracts is doneby “technobuyers” who are technical personnel in the userdepartments. Technobuyers exercise their knowledge ofthe material and production needs to control and track orderrequirements. This simple, effective and responsive systemhas been successful in areas such as plating chemicals andPWB fabrication materials and is now being expanded toinclude other materials and components.

Other initiatives for vendors include NAC hardwaredisplays at vendor sites' industry days, educational semi-nars, vendor awareness visits to NAC, and technical assis-tance.

DEFECT CONTROL

Continuous Improvement inSecurity Services

Continuous improvement activities is an integral part ofNAC’s Security Department. The department focuses oncustomer satisfaction and is committed to continuouslyimproving its services. This commitment is accomplishedby applying basic analysis and process control tools tosecurity operations. Data on all security aspects is system-atically collected and analyzed using Pareto and otheranalysis techniques.

An effective system for obtaining internal customer feed-back and observations from NAC employees and visitorsprovides security with an awareness of problems and solu-tions. It is customer driven and produces data to focusimprovement on specific processes instead of single inci-dents.

The Center’s Loss Prevention program has been in effectfor a year and gives an example of Security’s focus oncontinuous improvement. A loss prevention subcommitteewas formed with representatives from all departments toprovide a broad base of expertise and define goals. Thegoals included reducing categories of loss; establishing a

loss prevention atmosphere that combats losses before theyoccur; and preventing employee theft.

Data was collected and analyzed to determine what typesof materials and property were reported lost, missing, orstolen. A time analysis of when thefts occurred indicatedthat weekend thefts were most frequent. Based on thisinformation, security schedules were adjusted and trainingwas provided to security personnel and other employees toincrease awareness. The result is a significant reduction inalready low losses and an increase in recovered property.

By obtaining customer input to problem solving, imple-menting action based on long term trends instead of singleincidents, and improving awareness, the NAC SecurityDepartment is contributing to improving the Center’s pro-ductivity.

COMPUTER-AIDED MANUFACTURING

CNC: On-the-Floor Programming

NAC reduced the cost of machined products by program-ming selected CNC jobs on the floor. The selection criteriafor selecting jobs for floor programming included the com-plexity and number of pieces on the job, as well as input fromthe CNC machinist after reviewing the new job whilerunning the present job.

The premises this procedure operates on include themachinist has more knowledge about the machine’s capa-bilities, characteristics, and available tooling. This is there-fore is more efficient - under the condition that the programcan be written while the machine is running, thus eliminat-ing idle machine time. The machinist sometimes uses otherpersonnel/resources to calculate trigonometric functionssuch as tangent points of radii. Although CNC programs canbe uploaded to the VAX computer, the programs and setupsheets are stored in the machinist’s area in a work benchdrawer.

A two dimensional CAD replica of the machine’s tabletop, located under plexiglass on a workbench behind themachinist, provides an additional graphic aid to assist inprogramming. This replica allows the machinist to bread-board his setup on top of the plexiglas before it goes on themachine, ensuring all fixtures and clamps are available forthe setup, and they fit properly. Extensive use is made of themodular fixturing stored in the workbench drawers (Figure3-3).

Many setups are done with Operation 1 of a job set up onthe left side of the table and Operation 2 of the same job setup (Figure 3-4) on the right side of the table. A sheet metalfence with a drilled flange is then mounted to the tablebetween the two setups, allowing the machinist to changethe part in one fixture while the other operation is running.

11

FIGURE 3-3 : MODULAR FIXTURING INCNC MACHINING

FIGURE 3-4: JOB SETUP FOR CNC MACHINING

3.4 FACILITIES

MODERNIZATION

Distributed Corporate Computing Facility

NAC acquired a distributed corporate computing facilityin September 1989 to provide a corporate computing envi-ronment for scientific, engineering, manufacturing, tacti-cal, and administrative efforts. The facility replaced theexisting Honeywell DPS-8/62 mainframe.

As part of a new System Decision Paper effort in April1985, a team of Center-wide users was established todevelop non-vendor specific requirements. Two teams(with no common members) were formed to rank techni-cally acceptable proposals according to technical and costissues. Live test demonstrations were developed to ensurethe proposed facility complied with requirements includinglife cycle sizing. The System Decision Papers includedNAC computing functions, the immediate requirements(configuration) and the long-term, seven-year requirements.

FRONT VIEW OF FENCE

APPROX. 6”

FRONT OF TABLE

TOP VIEW OF FENCE

TABLE WIDTH

OPERATION 2

OPERATION 1 CAN BE IN PROCESS WHILE OPERATION 2 IS BEING LOADED

TABLE BOLT LOCATED IN T-SLOTS OF TABLE

SHEETMETAL FENCE

TWO FASTENERS PER FENCE

NUT

WASHERTABLE TOP

OPERATION 1

TABLE SLOTS

12

These long-term requirements included growth options,technology improvements, obsolescence issues, and main-tenance issues. The acquisition was not limited to a singleprocurement. The seven-year contract was awarded toSystemhouse Federal Systems, Inc. At the end of sevenyears, NAC is planning for smaller upgrades to fill therequirements.

A corporate maintenance contract was created to coverall Digital Equipment Corporation hardware which in-cludes 35 systems and the core complex of the DistributedCorporate Computing Facility under a single fixed pricecontract. The contract was awarded for one year with anoption for two years.

Field engineers were located on-site to facilitate the teamapproach, reduce downtime, and lower the maintenancecost to 50% below GSA schedule pricing.

Communications Network

NAC initiated a data network in the 1980s which hasevolved into an essential part of NAC operations. Thenetwork currently interconnects all buildings located at theCenter, NAC North, and the EMPF providing voice, data,and video services. It connects all users through a commondistribution system that facilitates communications andresource-sharing between NAC employees, customers, spon-sors, and others (Figure 3-5).

The voice network is comprised of both owned and leasedfacilities. NAC provides over 3000 lines and approxi-mately 500 extensions through an AT&T Dimension 2000switch. The Dimension switch provides trunk capacity for158 incoming and outgoing lines. NAC also provides 200lines for users at NAC North through a Northern TelecomSL-1 switch. The SL-1 provides 16 outgoing lines directly,and provides shared access to all the Dimension's resourcesas well. NAC also provides 150 Centrex lines for users atthe Electronics Manufacturing Productivity Facility (EMPF).

The video network is comprised of a high-split broad-band backbone that distributes educational video and NACoriginated programming to NAC employees. A terrestrialmicrowave link provides access to programming from theIndiana Higher Education Telecommunication System. Asatellite down-link provides access to additional channelsfrom the National Technological University. The videonetwork provides continual live and prerecorded program-ming and state-of-the-art training to all NAC employees.

The NAC data network has evolved into an essentialNAC computing and communications resource. Access tothe backbones is provided through multimedia wiring hubs

capable of accommodating all major communications me-dia. Local backbones are interconnected by a high-speedbridge/router. The same bridge/router also provides high-speed fiber optic links to ethernets at NAC North andEMPF, as well as a fractional T1 link to the Solder Trainingfacility. The data network is a multiprotocol, multivendornetwork interconnecting PCs, printers, terminals, worksta-tions, CIM work cells, file servers, minicomputers, andmainframes for approximately 3600 users. It implementsindustry standard protocols such as TCP/IP, DECnet, XNS,IPX/SPX, and NBP.

Future plans include a network architecture comprised ofa high speed fiber optic backbone operating at gigabit persecond speeds. It will allow the large volume of anticipatedtraffic. Also planned are upgrades to communicationsservers, file servers, telephone switches, PC-based client/server architecture, as well as implementation of X.400mail and EDI services. Among these will be access to theNavy Logistics Network and FTS2000, as well as improvedaccess to the Defense Data Network. Model pool enhance-ments are planned, and implementation of a centralizednetwork management and planning system. NAC will beable to electronically perform procurements, share mail andmessaging systems globally, electronically transfer specifi-cations and drawings, and share software applications andother information resources.

Rework Depot Scheduling

NAC has designed a scheduling system for its Overhauland Repair Branch based on specific organizational re-quirements and extensive responsibilities. These responsi-bilities include negotiating workload and costs with spon-sors; replying to sponsor inquiries regarding item status;and ensuring a fixed turnaround time to accommodatelimited resources and work expedition. The workflow alsoencompasses providing weekly and monthly forecasts;reviewing sponsor requirements and putting units into thesystem; ordering repair parts; ensuring units are repaired,and completed units are shipped or stocked; and reportingthese completions to the sponsor.

In developing a scheduling system, NAC’s high velocitymanagement (HVM) policy was considered. Commodityschedulers needed to be assigned to interface betweenassembly job-cognizant individuals, and manage and main-tain daily commodity workload at capacity. Only work thatwas clean or ready for work by a commodity was acceptedwith requisite paperwork and prepared parts. A handshakeagreement with manufacturing was required, not includingutilities with a fixed turnaround time.

13

FIGURE 3-5: DATA NETWORK CONFIGURATION

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14

Based on these organizational requirements, NAC’s sched-uling system was designed to do the following:

– Prioritize work to be passed to assembly

– Provide visibility and real-time status and feed-back information on all jobs

– Quickly retrieve information based on a multiplesearch criteria

– Share information and eliminate redundant data

– Track units individually

– Heighten problem visibility

– Maintain historical information.

An in-house scheduling system (STORM) has been writ-ten in CLIPPER and established on LAN for current useonly within the branch. The system tracks the repair of eachunit through each following status category: Planned (pre-paratory stage), Buffer (not received a handshake), Hand-shake (agreed on), Soft G and Hard G (awaiting parts),

Engineering Hold (awaiting an engineering decision ofaction), and Parts Hold Planned (waiting for short lead timeparts).

STORM is an exemplary initial step towards improvedcapacity planning and parts tracking. These improvementsinclude reduced turnaround time, heightened problem visi-bility, tighter control of all in-process material, improvedcommunication, on-line detailed status and historical dataand accurate workload managing capability.

FACTORY IMPROVEMENTS

Flexible Manufacturing System

NAC procured a flexible manufacturing system (FMS) in1985 to enhance its small lot manufacturing capability anddecrease setup time. The system consists of two five-axismachining centers, two lathes with line tooling, two auto-mated guided vehicles (AGVs), and three MicroVAXs(Figure 3-6). The software system can plan jobs, tool and

FIGURE 3-6: FLEXIBLE MANUFACTURING SYSTEM

15

fixture management, interfaces to the AGVs and other NACsystems, and provide dynamic system status.

By selecting five-axis machining centers and lathes withbar feed and live tooling, savings were quantified throughreduced setups. Specific examples include elimination ofsix setups on one part, reducing the setup number to two. Inaddition to the setup reduction, the setups were designed tobe repeatable and quick using modular fixturing of thedowel pin-tapped hole variety. The purchase of modulartooling starter kits was justified by sharing them throughoutthe factory machine shop. Effective use of modular toolingwithin the FMS was facilitated by setup teams that includeda machinist, modular fixturing expert, industrial engineer-ing technician, and NC programmer. The use of a blanketpurchase agreement for modular fixturing relieved an addi-tional constraint for quick setup. Automatic gaging anddata collection devices helped establish a process controlsystem within the FMS using statistical problem solvingmethods.

The FMS with modular tooling and SPC enhance NAC’sability to produce machined parts quicker at a reduced costthrough quality improvements, decrease in machining times,small lot size capability, ability to run several concurrentjobs, changeover ease, setup time reduction, feedback avail-ability, and decreased tooling costs.

Laser Phototool Generation System

NAC is using a commercially available CIM system totransition from its paper intensive process to a highlyautomated mode of operation. The system allows the manu-facturing engineer to electronically transfer data and createfine-line phototools for the PWB fabrication.

The laser phototool generation system (PGS) generatesspecial artwork and NC programs for engineering develop-ment models and flex or rigid PWBs. This capability offersa considerable savings in time. PGS also provides produc-tion artwork compensations and computer design checks.

Since using the PGS, NAC has reduced the lay-up timefor an eight-layer phototool from three days to one-half day,and the quality of the artwork has been substantially im-proved.

PRODUCTIVITY CENTER

Advanced Microelectronics Facility

The Naval Avionics Center Advanced MicroelectronicsFacility (AMF) is organized as a multidisciplinary, interde-

partmental business unit. AMF's primary focus is theapplication of microelectronic devices and packaging witha technical base including Thick and Thin Film Hybrids,ASICs, Surface Acoustic Wave Devices, Surface Mount,Microwave Integrated Circuitry, and Monolithic Micro-wave Integrated Circuitry. The unit provides development,design, production, and consulting services. The AMForganization seeks to provide highly responsive, techni-cally elite, one-stop shopping to customers. Unique to theAMF business unit is the interdisciplinary project team inwhich there is no single organizationally appointed teamleader.

Under the AMF concept, project teams are formed foreach potential customer to provide a response to thecustomer’s need from proposal through product delivery.The specific project team pulls expertise from work teamsin each technical area which correspond to organizationalbranches. The work team leaders or branch heads providetechnical resources, training, technology growth, and prob-lem-solving resources. The project teams, however, remaincollectively responsible for all project estimates, designs,development, documentation, test, and manufacturing ele-ments needed to deliver the product to the customer.

Since its inception in 1990, the AMF has demonstrated agreatly improved response time to customer needs, anability to apply NAC’s microelectronics expertise to in-creasingly difficult technical problems, and an ability tokeep costs under control. Hybrid board costs are beginningto approach costs for circuit boards in some applications,without consideration for size and weight advantages.

The multidisciplinary, interdepartmental team organiza-tion has worked so well that NAC is studying the applica-tion of this concept to other business areas.

3.5 LOGISTICS

SUPPORT AND TEST EQUIPMENT

Test Equipment Fixture Innovations

NAC has minimized the traditional problems associatedwith testing cable assemblies, wiring harnesses, card cages,flex/rigid circuit assemblies, chassis, and PWBs by usingseveral types of computer-driven automatic testers. Eachtest setup normally requires a unique set of interconnectioncables and test fixtures. Besides the initial cost of eachsetup, the storage volume and servicing of mated connec-tors pose significant problems.

NAC has approached these problems using the conceptthat there are elements of each setup that are universal. By

16

3.6 MANAGEMENT

MANUFACTURING STRATEGY

Test Equipment Calibration andContinuous Improvement

Calibration Laboratory personnel at NAC applied thecontinuous improvement philosophy to significantly re-duce services turnaround time and increase productivitywhile improving customer satisfaction. The Laboratoryprovides calibration, repair, and test service to NAC and theNinth Naval District. There was a long turnaround time asthe result of a large workload inventory and heavy demandson a small full-time staff.

To implement continuous improvement in this situation,laboratory personnel developed and implemented a do-main-specific, problem-solving methodology (Figure 3-7)through a Branch steering team and several action teams.Up to 25% of an employee’s time was dedicated to teamparticipation on a voluntary basis.

segregating the unique setup elements and defining a stan-dard interface, the costs, bulk, and serviceability problemsare restricted. The unique adapter for each test setup isrelatively small and easy to store, and its design can beoptimized for ease of interface to the test article. Interfaceconnectors between the unique elements and the universalelements of the test setup are selected for reliability and easeof repeated matings.

For PWB testing, the traditional “bed of nails” andindividual stimuli and test points have been segmented intounique and common elements interfaced by a personalitycard. The personality card may contain active circuitry toprovide stimuli; this arrangement minimizes problems whichcan be introduced by driving long test cable lines. The PWBtest rig is designed to handle connector edges as well asuncoated PWBs thereby allowing the same basic test setupto be used for bare, loaded, and final assembly boards.

There has been a 70% to 90% reduction in storage spaceas a result of this system as well as the use of the universaladapters, easy hookup, and reduced costs associated withfixture use.

FIGURE 3-7: NAC's IMPROVEMENT METHODOLOGY

ID PROCESSES YOU “OWN”

ID CUSTOMERS OF PROCESS

SELECT PROCESS FOR IMPROVEMENT

DEFINE (FLOWCHART) PROCESS

CHECK FOR DESIRED RESULTS CUSTOMER

FEEDBACK

(USE CUSTOMER INPUTS, USE EXISTING DATA)

ID & ELIMINATE UNNEEDED STEPS

TARGET QUALITY, COST & TIMELINESS IMPROVEMENTS

ESTABLISH KEY MEASURES

BASELINE KEY MEASURES

MODIFY PROCESS TO REDUCE/ELIMINATE RESTRAINTS

EVALUATE IMPROVEMENT RESTRAINTS

17

The Calibration Laboratory realized several benefits byexercising NAC’s continuous improvement philosophyincluding a reduced turnaround time to seven days (Figure3-8); a more predictable estimated turnaround time (Figure3-9); savings of 1 1/2 work-years; and a five year high inproductivity (60+ actions per work month as opposed to49+ actions per work month).

FIGURE 3-9: STANDARD DEVIATION TURNAROUND TIME USING NAC's METHODOLOGY

Information Management

NAC has developed a strategy for using informationresources to achieve business goals and objectives. Thisstrategy is in support of NAC’s views that information is acorporate resource and its processing must be effectivelymanaged. NAC maintains that its information management

FIGURE 3-8: REDUCED TURNAROUND TIME RESULTING FROM METHODOLOGY APPLICATION

30

25

20

15

10

5

0

MOVING RANGE

STANDARD DEVIATION (TURNAROUND TIME)

1987 1988 1989 1990

NU

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F D

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JAN 87 – DEC 90

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30

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1988 1989 1990

FEB 88 – DEC 90

18

provides a common sense of purpose to developers andusers to meet the needs and priorities of the Center andoptimize the organization and use of limited resources. Thegoal is to provide easy desktop access to accurate, timelyinformation that matches the business need.

An Information System Executive Board (ISEB) ap-proves and implements the Center’s policies on all informa-tion systems to ensure they are in accordance with a com-mon set of goals for the Center. The ISEB controls allacquired resources, resolves differences among existingand potential users, and supports the Center’s corporateplan from an information systems perspective. This ap-proach is successful in allowing information systems to bea well planned and executed effort that results in hardware/software standardization, decreased acquisition and main-tenance costs, and corporate visibility.

Software acquisition at NAC is accommodated throughsoftware requirements contracts which promote standardsto facilitate integration, transportability, training, and net-work protocols. Requirements contracts have also reducedcontracting administration costs, decreased software pack-age costs by 15% to 30%, and significantly reduced deliverytime to the user.

The office automation system provides an example ofNAC’s information management. In use since 1987 usingData General and Xerox hardware, the office automation isan integrated, centerwide system supporting over 2500users and provides efficient and cost effective communica-tion and scheduling for most of the Center’s tracking andscheduling, newsletters, vendor status, supply inquiries andmiscellaneous use. The office automation system’s keyfeature is its universal acceptance and use.

Assessing Utilization of ManagementPrinciples

NAC has developed six leadership principles to providea framework of essential qualities for present and futuremanagers. These principles include developing and main-taining a corporate outlook; communicating the organiza-tional vision through positive leadership; seeking and pro-moting career development; seeking continual organiza-tional improvement; managing programs/projects/services;and demonstrating and encouraging communication/coop-eration/teamwork. All principles are applied in personnel,program, and organizational management and can be usedin managerial selections through MPP or managementtraining program development. Adherence to these prin-ciples is viewed as essential for the long-term success ofTQM through continuous improvement. NAC has extendedthe concept one step further to ensure that these manage-ment principles are utilized in each functional organization.

A management health check process is initiated to allowfor a voluntary, confidential, and quantitative assessment ofhow the six management principles are applied in dailyoperations. A team is selected to perform ongoing inde-pendent reviews of participating organizations. The goal ofthis health check process is to provide managers with thequantitative tools necessary to evaluate their success inimplementing the management principles. The reviewprocess includes collecting and analyzing the previous twoto three years’ data to provide organizational baselineactivities. Trends are identified and managers instructed inhow to interpret these results.

This benchmarking activity highlights areas requiringimprovement, particularly where management principleshave not been effectively utilized. Surveys are conductedand participants throughout the unit are interviewed withthe process continuing approximately 30 days.

Quality Improvement Prototype andMalcolm Baldrige Criteria

NAC identified and used two sets of criteria for measur-ing its progress in becoming a world-class manufacturingorganization. The Quality Improvement Prototype pro-vides recognition within the federal government of qualityorganizations. NAC successfully completed this processand was recognized as one of ten finalists in 1991. Anapproach for using the Malcolm Baldrige Criteria for selfassessments to perform a rigorous, self evaluation of manu-facturing continuous improvement initiatives (Figure 3-10)has been developed and used.

NAC measured internal TQM activities as compared tonationally accepted Malcolm Baldrige National QualityAward standards including the best use of improvementresources and areas of improvement. NAC has also diag-nosed its organizational strengths.

Corporate Culture SupportingContinuous Improvement

NAC has instituted a comprehensive corporate culturecommitted to providing a quality process for transitioningdata packages to design and production. This corporate-wide, continuous improvement approach to integratingdesign, manufacturing, and testing has resulted in a modelprocess for managing the transition to production within thefederal procurement system.

NAC has been successful in implementing a process ofcontinuous improvement throughout its manufacturing en-vironment. The approach is process-focused and involvesa commitment of personnel, suppliers, and customers. The

19

FIGURE 3-10: NAC's BALDRIGE SELF-ASSESSMENT PROCESS

GATHER INFORMATION

GENERATE STATUS REPORT

ASSISTANCE

RESOLVE QUESTIONS

PAUSE TO

CELEBRATE

SCORING AND FEEDBACK

REPORT

ASSISTANCE

CRITIQUE OF EXAMINATION

PROCESS

CONTINUE IMPROVEMENT

LETTER OF AGREEMENT

START

ORGANIZATION VOLUNTEERS

SELECT EXAMINERS

DETERMINE EXAMINATION CATEGORIES / ITEMS / AREAS

TRAINING OF KEY

PLAYERS FORM TEAM

CUSTOMER EXAMINERS

NO

YES

PLAN IMPROVEMENT

CARRY OUT PLAN

IMPROVEMENT PLAN

EFFECTIVE?

Lessons learned

Intuitive PDCA cycles

Overall leader

Category sub-leader

Brief; tell it like it is

Working tool, not polished document

Clarify and resolve issues

Ready to use what’s been learned

Initiate PDCA cycle Use examiners’ information and feedback

Check improvement

Voluntary participation

An improvement tool, not an audit Expected benefits and costs

Scope and responsibilities

Measurements

Knowledge of Baldridge criteria

Experience

Leadership; Information; Quality Planning; Assurance, Results; Human Resources; Customer Satisfaction

Baldrige criteria and scoring

Data gathering and reporting

Using results

Team of examiners

Strengths

Areas of improvements

Results are confidential

20

program model combines elements of Demming’s SPCtools and a plan driven by corporate customer satisfaction.The entire structure is firmly anchored in a corporate visionand value statements document providing clear leadershipfor management, technical, and staff personnel.

NAC views customer satisfaction which is exemplifiedby on-time delivery, quality, and reduced costs as its pri-mary objective. Continuous improvement in customersatisfaction is achieved through the directions of a Continu-ous Improvement Council and the actions of a committedwork force. NAC has cut through layers of federal regula-tions to install a quality manufacturing process. Examplesof this commitment to excellence include:

– Establishment of a series of non-monetary NACawards presented by peer, customer, or manage-ment action to individuals who have improved ontheir own best efforts

– Peer review of EEOC inquiries (as opposed toformal grievance procedures)

– Rigorous commitment to self-assessment programbased on the Baldrige criteria

– Process for identifying and solving problems basedon a team approach.

– Professional development process which includestechnical orientation programs through the NACPolyTechnical Institute

The use of SPC tools has resulted in significant costsavings and reduced cycle times in a variety of NACprograms and activities. For example, a Process ActionTeam was formed to control problems associated with high-number sonobuoy production. The team which consists ofrepresentatives from NAC, its customers and suppliers, hasdefined a production procurement process flow and identi-fied activities which require additional improvements. UsingSPC tools to implement continuous improvement to theprocess, sonobuoy manufacturers have been able to signifi-cantly reduce product failures and achieve a 30% reductionin costs while reducing cycle time.

Other applications of SPC tools involved enhancementsto the security organization and to travel claim turnaroundtimes. Both resulted in significant improvements.

Continuous Improvement ThroughCourseware

NAC established the PolyTechnical Institute where En-gineering and Manufacturing personnel have learned to co-develop their products to reduce cycle time and improve

quality. This educational environment is based on thetransition from development to production templates pre-sented in DOD 4245.7-M and NAC’s vision and valuestatements.

The PolyTechnical Institute’s core curriculum containsover fifty course modules and examines mechanical, elec-trical, and industrial engineering topics as well as areas ofinterest for engineering technicians and model shop coordi-nators. Each employee can construct an individual curricu-lum plan based on the NAC PolyTechnical Institute tosupplement an individual development plan to becomemore productive. To date, over 3108 participants haveattended training sessions.

In addition to the courses in place and others underdevelopment, the Institute has compiled a collection ofProducibility Handbooks. A partial list of handbookswhich are available through this institute include Machina-bility, Sheet metal Design, Printed Wiring Board Fabrica-tion, Printed Wiring Board Assembly, Cabling/HarnessProducibility, Surface Mount Technology, and JoiningMethodology.

A reduced number of NAC engineering change noticesare directly attributed to personnel taking courses from thePolyTechnical Institute. There is also an enhanced relation-ship between Engineering and Manufacturing personnel.

3.7 TOTAL QUALITY MANAGEMENT

Electronics Manufacturing Learning Center

As an integral part of the EMPF Center of Excellenceteam consisting of NAC, NWSC and Indiana-Purdue Uni-versity, the Electronics Manufacturing Learning Center’s(EMLC) mission is to provide the highest quality educationand training services in electronics manufacturing andrelated technologies and to collaborate with schools andcolleges to improve manufacturing education nationwide.

In support of its mission, the EMLC provides skill coursesin surface mount technology (SMT), soldering technology,instructor training, PWB technology, cables and harnesses,and rework and repair. Seminars are offered in point-to-point soldering, chlorofluorocarbon alternatives, appliedSPC in high-density or fine pitch manufacturing, and re-work and repair for fine-pitch and SMT. Workshops areoffered on artificial intelligence in electronics manufactur-ing, automatic inspection and reliability, solderability, de-sign tools for reliability and producibility and electronicsmanufacturing training.

Current efforts include developing a hands-on Electron-ics Manufacturing Process course, the EMPF's demonstra-tion factory, upgrading the equipment for the EMLC, and acertification program in conjunction with EMPF partners.

21

Customer Feedback System

NAC has used a formal system for evaluating key per-formance elements by program sponsors since 1987. Spon-sors are periodically requested to rate and comment on keyfactors using a performance evaluation form. Factorsinclude quality of products received, quality of servicesreceived, cost, schedule, and overall satisfaction. Thissystem has received strong support from NAC senior man-agement and supports NAC’s emphasis on customer satis-faction.

The purpose of this evaluation is to solicit feedback oncustomer satisfaction to evaluate the Center’s performancefor its sponsors, and assist with assessment of the Center’sstrengths and weaknesses. The written evaluation form isfollowed by personal contact from NAC personnel with theevaluators.

In an effort to improve the evaluation system, sponsorshave been asked to be more critical, the number of sponsorshas been increased from 25 to 200, feedback to sponsorsthrough follow-up by NAC top management has been

increased, and an awareness of sponsor’s requirements hasalso been increased.

Travel Claim Automation

The NAC Disbursing Division is responsible for process-ing 250-300 sets of travel orders each week. Processinginvolves estimating travel expense, forwarding requests tothe Personnel Support Officer for issuing tickets, and pre-paring advance checks. Completed travel claims are au-dited, computer processed, and any reimbursement issued.

Because of the increasing volume of travel orders anddependence on a manual processing system, the processwas manpower-intensive. This resulted in a large backlogof travel claims and dissatisfied travelers. After a problemanalysis, the Disbursing Division redesigned their officelayout and automated the travel order system. This wasaccomplished using internal resources and talent, and theresult was a substantial improvement in processing claimsand issuing payments. Claims backlog was reduced from900 to 300, the average turnaround time reduced from 17days to less than five days, and errors alleviated.

23

S E C T I O N 4

INFORMATION

4.1 DESIGN

DESIGN REFERENCE MISSION PROFILE

Advanced Avionics Acquisition andSupport Program

NAC is leading a Navy effort to analyze and improve theprocess of acquiring supportable naval avionics systems.The goals of this effort are to establish supportability,design, test, and measurement requirements; analyze cur-rent and evolving avionics technologies; investigate howexisting specifications, standards and acquisition guide-lines interrelate; target areas for improvement, and imple-ment recommended changes. The expected result is anadaptable acquisition process for obtaining supportableadvanced avionics systems through better systems engi-neering. Although still in the data gathering and analysisphase, the effort indicates a movement toward acquisitionof modular avionics systems in the future and a procure-ment strategy embodying integrated specifications, concur-rent engineering, front end analysis, and a total team ap-proach.

DESIGN PROCESS

Rapid Prototyping

NAC has developed a special team effort in developingprototypes. This program, in use since 1988, attempts toeliminate the time-consuming operation normally associ-ated with fabrication. A highly skilled model maker assiststhe design engineer with the selection of the needed mate-rials, planning and development of special tooling anddevelopment of the drawing package. The benefits of thisteam effort are one point-of-shop contact, enhanced jobtracking, quick turnaround time, cost savings and betterprototype quality.

PARTS AND MATERIAL SELECTION

One-Stop Component Services

NAC established a comprehensive component resourceto serve the Engineering and Manufacturing Department’sneeds. This was accomplished by combining their Failure

Analysis Laboratory and Component Test Facility into aone-step Component Test, Analysis, and Consultation Ser-vice. Advantages include shared resources; elimination ofredundant efforts; and improved customer satisfactionthrough a less than one-hour component test turnaroundtime; and a capability to provide tests and reports tailored tocustomer needs with a resulting typical failure analysis costreduction of 50%.

To provide on-site, one-step, walk-up service, a compo-nent test facility is located in Manufacturing and a FailureAnalysis Laboratory located in Engineering. Among pro-vided services are component information, walk-up elec-tronic component test verification, screening of compo-nents removed during the repair process, troubleshootingassistance, failure cause determination, and metallurgicalinvestigations of materials and processes.

A major benefit of this consolidation is a 30% reductionof component problems in the Manufacturing Departmentthrough shared history of problem parts.

Advanced Composite MaterialDevelopment for Avionics

NAC is studying and applying a broad spectrum ofadvanced composite materials to avionics problems. Draw-ing on the increasing variety and availability of compositematerials, NAC is integrating their unique, tailorable capa-bilities into system solutions.

NAC is resolving such problems as weight reduction,thermal design, reliability, and life-cycle costs using ad-vanced composites. Of particular interest is specifyingdesign and manufacturing processes in a reliable and re-peatable way that can be exploited by industry. Thisrequires establishing a technology bridge between perfor-mance requirements and process specifications.

The findings are expected to be incorporated into appli-cation handbooks. These will include tailoring guidance forthe development of application-specific process specifica-tions.

SOFTWARE DESIGN

Information Engineering and the Use ofComputer-Aided Software Engineering

NAC is currently managing the paradigm shift fromsoftware system development using structural methods and

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third generation languages to use of Computer-Aided Soft-ware Engineering (CASE) and fourth generation languages.The emphasis has been on the evaluation of softwaresystems in business and financial applications in support ofthe NAC’s management structure; however, the lessonslearned can be used in the manufacturing process.

The Center has been involved with the transition to CASEmethodologies since January 1987. In the last four years,NAC has piloted two large projects using CASE in businessand financial applications and has shown four to one pro-ductivity gains and eight to one gains, respectively. NAChas also participated in the selection and training of twocomprehensive CASE tool sets - Knowledgeware andCorvision.

The primary focuses of the transition to a CASE standardinvolve an emphasis on maximizing the business value ofthe systems under control and the creation of an effectivedevelopment environment.

COMPUTER-AIDED DESIGN

PWB Design/Fabrication Link

NAC has integrated computer tools and managementtechniques to promote a seamless transition from designthrough fabrication of PWBs. The key elements are Com-puter-Aided Engineering Design Information (CAEDI),Component Generator (COMPGEN), HVM, and the elec-tronic transfer of manufacturing data.

CAEDI is a computer data base used to maintain productdefinition data, manufacturing parameters, and manufac-turing file management resident on NAC VAX resources.Component libraries can be created on COMPGEN tomilitary standards and compatible with the NAC CADsystems (Applicon Bravo). HVM is a management teamingtechnique that promotes communications between design-ers and fabricators. This is supported by a dBase applicationto track work in progress. The data is transferred electroni-cally through NAC’s Center-wide Ethernet between designand fabrication workstations.

The NAC integration of these capabilities has reducedPWB fabrication lead times from seven weeks to 1.5 weekswhile keeping costs under control.

DESIGN FOR TESTING

Design-for-Testability Course

NAC is instituting an introductory level design-for-testa-bility training course to be taught by in-house AutomaticTest Equipment engineers. The course, scheduled for intro-duction in July 1991, will provide designers with an aware-

ness of tests costs, testability criteria, and design techniqueswhich improve testability.

Increasingly complex electronic designs, particularly thoseusing fine-pitch components, foster product designs withlimited testability. Even if a design can be tested, a lack oftestability attributes can cause the creation of an inordi-nately expensive test program, costing several times thebasic design cost. Design-for-testability also is not a part ofthe university curricula for design engineers; therefore,testability criteria are often overlooked by less experiencedengineers. NAC anticipates that its training course will helpbridge the educational and historical gap in this test area.

4.2 TEST

FIELD FEEDBACK

Flight Test Analysis

NAC has significantly upgraded its Tomahawk cruisemissiles analysis using Digital Screen Mapping flight tests.Previous methods involved long lead times in schedulingthe data acquisition flights and extensive turnaround timesrequired to process and analyze the data using in-house,time-shared minicomputer resources.

NAC’s acquisition of four desktop and three laptop 386DOS computer hardware as well as Microsoft C, FreelancePlus, Superkey, PIKZIP, and QMODEM software hasenabled the flight test data analysis to be performed imme-diately following the data acquisition flight. Should therebe a problem with the data gathered, it is easier and lesscostly to reschedule a range flight when the NAC team isstill on site. Long lead times in rescheduling the dataacquisition flights are therefore often avoided. This avoid-ance and reduction in analysis time from 7-21 days to oneday has resulted in a $50K - $100K savings. In fiscal year1990, $79K was returned to the Project Manager.

4.3 PRODUCTION

MANUFACTURING PLAN

Interdepartmental Project Teaming

NAC successfully reorganized their project managementstructure by transitioning program leadership program fromthe Engineering Department Project Engineer to the Manu-facturing Department Program Engineer as the program istransitioned to Manufacturing. The interdepartmental proj-ect team, formed early in the design phase, takes on owner-ship of the program and upper management’s involvementis reduced.

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This effort was founded in the discovery that due toretirements and other circumstances, many key upper-levelcorporate personnel were leaving. Through growth, majordepartments were isolated in different buildings and noteffectively communicating with each other. With hundredsof projects and products in-house, personnel were heavilymatrixed, causing confusion and threatening project suc-cess.

This new approach has shown some early successes atNAC in better schedule performance, improved customersatisfaction, and increased employee involvement withincreased morale.

PWB Fabrication Cycle Time Improvement

NAC has developed an HVM process to streamline theirmanufacturing operation. HVM reduces parts inventory byusing the first-in first-out system, modifies the informationsystem to track throughputs and queues, and identifies andeliminates bottlenecks.

Since its implementation, most of the bottlenecks havebeen eliminated. Production cycle time has been cut in halfand the percentage of PWBs completed on schedule hasincreased from 50% to 95%.

PWB Assembly Cycle Time Improvement

In 1989, NAC conducted a situational study of its productflow and determined that it was outdated and unable tohandle its growing workload. Parts were transported fromone end of the facility to the other to support few operations.Completion of a kit often took 192 days; the averageproduction rate was only 6.2 units per day. Product defectrates were excessive and they experienced a high test failurerate. As a result of the study, NAC decided to use acomputer system to track the product flow and test andfailure data.

The new computer system is able to generate travelers,PWA tracking reports, assembly schedules, test reports,and Pareto charts indicating the problem areas on a real-time basis. Since its implementation, NAC has greatlyimproved their capability and in a year’s time PWB assem-bly has reduced the new-build cycle times; improved yield;decreased process variation; reduced the defect rate; andimproved hardware flow.

PIECE PART CONTROL

Materials Laboratory

The NAC Materials Laboratory maintains a focus ofdeveloping, evaluating, and promoting the application of

new materials and process technology in NAC designs andmanufacturing operations. A staff of materials and processconsultants is maintained to provide customer access indesign, materials and process selection, drawing review, ortroubleshooting. These consultants are supported by mate-rials specialists for in depth investigations in design, qual-ity, or manufacturing issues or problems.

The laboratory also provides testing services to assist innew technology development, design, quality, and trou-bleshooting work. The laboratory has typical mechanicaland physical test equipment as well as chemical and physi-cal analysis equipment including Inductively CoupledArgon Plasma Spectrometer, a Fourier Transform InfraredSpectrophotometer with microscope and hyphenated capa-bilities, and Energy Dispersion X-ray Analysis equipment.

The laboratory has prototype fabrication capabilities inPWBs, metal finishing, and plastics. The plastic prototypeworkshop has a unique arrangement to transition newprocesses to manufacturing by training a production em-ployee in the laboratory on each new process.

An essential and fast-growing segment of the laboratorywork is providing environmental testing and consultingservices including drinking water, air, sewer effluent, as-bestos, and hazardous wastes and materials.

4.4 FACILITIES

MODERNIZATION

Electronics Manufacturing ProductivityFacility

NAC, the Naval Weapons Support Center, and IndianaUniversity-Purdue University in Indianapolis have teamedon a Cooperative Research and Development Agreement tosupport the Navy’s Center of Excellence for electronicsmanufacturing, the Electronics Manufacturing Productiv-ity Facility. The EMPF conducts research in electronicsmanufacturing and addresses industry-wide problems in aneffort to increase domestic productivity. Results of itsresearch are disseminated throughout industry and govern-ment.

The specific areas of the electronics field that are underexamination include soldering, cleaning, component re-placement, inspection, and repair and rework. The EMPFreceives support from industry, academia and governmentto jointly identify, develop, transfer and implement innova-tive electronics manufacturing technologies, processes, andpractices to domestic firms.

Rapid Acquisition of Manufactured Parts

NAC is currently establishing a RAMP facility in supportof a 1982 project to provide spare parts on demand using

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CIM technology. Changes in technology and obsolescenceof systems had diminished manufacturing sources andavailability of spare and repair parts for increasingly com-plex weapon systems. These parts were encountering in-creasing long procurement lead times, higher cost andenhanced inventory requirements.

The Navy and South Carolina Research Authority teamedin an effort to develop a RAMP Test and Integration Facility(RTIF) in Charleston, SC. The RTIF will be used to provethe RAMP concept, as well as to provide training andtechnology transfer. PWAs and small mechanical partswere selected to validate this effort. After full test andverification, these manufacturing cells will be transferred toNAC and to Charleston, South Carolina, respectively. TheSmall Mechanical Parts cells will be implemented in theCharleston Naval Shipyard, Charleston, and the Naval AirDepot, Cherry Point, North Carolina.

This facility, to be completed by April 1992, will befurnished with state-of-the-art equipment including robotictinning, computerized wave solder, automated inspection,automated test fixture build, automated test program gen-erator and computer directed assembly. The manufacturingarea is modular in design which facilitates changes toequipment, upgrades, re-arrangements, and redesign ofindividual workstations without affecting the operationalcapabilities of the other workstations.

FACTORY IMPROVEMENTS

Tool Crib Data Base

NAC has implemented an inventory and tracking systemfor tool crib operations. The software was developed inhouse for a Digital VAX computer running VMS. Theprogram was written in PRO*FORTRAN and Digital’sCommand Language using the ORACLE relational database Management System. This system provides extensiveon-screen and hard copy reports, automated aid in requisi-tioning and tracking new tool items, and the ability to shareinformation with other data base systems. The program canbe made available for customizing to fit other tool criboperating procedures.

NAC estimates they have saved 30 hours per week of timepreviously lost in searching for tools.

Cable Factory Cycle Time Improvement

The NAC cable factory has established two difficultobjectives - to reduce the cost of manufacturing cables bytwo-thirds and reduce the time to produce cables by 75%while increasing cable quality. Recently, a study of prod-ucts and processes identified four categories of cables -coax, semirigid, harness, and cable. Detailed process flow-

charts were developed for each category. Critical analysisof flowcharts allowed streamlining of the manufacturingprocess flow and the elimination of numerous inspectionpoints. New semi-automatic and automatic tools werepurchased such as a laser wire stripper, programmablecoaxial cable stripper, and automated semi-rigid cablebender. A bar coding system was established, and the HVMphilosophy was applied. HVM essentially reduced lot sizesto improve flow, work-in-process, and rework when engi-neering changes occur.

More improvements are expected through standardizingcable design and work is being conducted on an artificialintelligence cable design system.

Packaging, Scheduling, andControl System

NAC has implemented a packaging, scheduling, andcontrol system. Through its use of automated bar codes anda data base, both data input requirements and entry errorsare reduced. A packaging worksheet, packer information,and bar-coded shipping labels are computer generated.Reports and performance charts for packaging backlog,cycle time, and throughput rates are also generated from theaccumulated data.

In-Process Stores AccumulationControl System

Another automated control and tracking system is nowimplemented at NAC. The In-Process Stores AccumulationControl System (IPSAC) is a data base system which trackskit status information as kits flow from the AutomatedStorage Kitting and Retrieval system to work-in-processstores to delivery. Data records about individual kits areentered, viewed, modified, or deleted. IPSAC also providestracking and statistical reports such as average queue size,weekly throughput, and average cycle times. Bar charts andline graphs are generated by this system which is accessedthrough computers connected to a Digital VAX Cluster.

In the seven months the system has been in operation, thework-in-process kits have decreased over 45% from ap-proximately 750 to almost 400.

4.5 MANAGEMENT

MANUFACTURING STRATEGY

Microcomputer User Support

NAC has successfully developed an extensive supportenvironment for over 2,000 PC users with various skill

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levels. The Computer Technology Information Center(CTIC) is housed in the Advanced Computer TechnologyBranch D726 and supports all NAC software and hardwarefor the 286/386 machines. The CTIC investigates softwareproducts which have the potential of improving productiv-ity or increasing economic benefits at the Center. If deter-mined to be useful, these products are installed for userapplications, training is provided, and applications devel-opment is supported.

With several thousand machines, users, and softwarepackages to be supported, NAC has established a dedicatedstaff and clear management mandate to provide a state-of-the-art computer/software environment providing for stan-dardization, real-world product evaluation, and an im-proved information exchange.

Video Teleconferencing Center

NAC recently installed a video teleconferencing facilityas part of the Defense Telecommunications Network withdirect access to 86 DOD studios and access to 77 contractorstudios. The system supports multisite participation withup to 25 studios at one time and also has audio add-ontelephone capability for linking and conferencing with non-video sites. This system has ensured secure conferencing,reduced travel time and expenses, and more time for infor-mation exchange.

PERSONNEL REQUIREMENTS

Employee Evaluation System andVocational Planning

NAC espouses the corporate philosophy vision that theCenter’s most important resource is its pool of talented anddedicated personnel. NAC seeks to provide an environmentthat fosters mutual respect, cooperation, and recognizesindividual contributions to building a strong, effectiveteam.

An important tool in managing personnel resources is theemployee performance evaluation system. This system hasbeen traditionally used for determining salary increases andbonuses; providing feedback on performance to employ-ees; identifying candidates for promotion or retention; and

for training and career development. The system was basedon a competitive reward system process in which employ-ees who received the highest ratings were rewarded at theexpense of lower rated personnel. The Personnel Depart-ment determined that this system discouraged teamwork,and the system was modified to promote teamwork byeliminating competition for ratings and bonuses.

Under the new system, equal performance payouts aremade to every employee performing at the required or“system” level for his position. Performance payouts aredenied to those performing outside the “system” level.Performance feedback helps focus on future developmentneeds of the employees. This system is being adapted forboth white and blue collar employees as a means to helpeliminate the barriers between these two components of thework force.

NAC is also currently implementing a vocational assess-ment and performance improvement process to addresscases of inadequate employee performance. The vocationalassessment identifies traits such as strengths and weak-nesses, potential, career compatibility, and managementstyle best suited to the employee. It increases the employee’sknowledge of self performance and probability of successin matching people and jobs. Based in part on the assess-ment, the manager and employee arrive at a specific plan forimprovement.

DATA REQUIREMENTS

Civilian Personnel ManagementInformation Reports

In 1986, NAC automated its civilian personnel manage-ment information system as it came on line with the NavyCivilian Personnel Data System. The system has extensivestatistical, analytical, and powerful reporting capabilities.Weekly, monthly, quarterly, and annual reports are gener-ated in standard report formats for publication. NAC hasadded a unique feature titled the “Gee Whiz” report. Thisreport is provided in a 5-inch by 7-inch looseleaf portablebinder that accommodates up to several quarters of infor-mation. Each department receives its own statistics as wellas the Center’s statistics. Using this information, managerscan draw comparisons as well as perform analysis andprojection.

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5.1 PRODUCTION

PIECE PART CONTROL

Variability of MIL-SPEC Coaxial Cable

NAC’s cable factory has discovered that the physicaldimensions of MIL-SPEC cable varies widely betweensuppliers. The variation, primarily between the outer di-mensions of the dielectric and the outside jacket, forces thefrequent recalibration of automated stripping equipment.The equipment must be reset when cable from different

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S E C T I O N 5

PROBLEM AREAS

vendors, or from different lots from the same vendor, ispassed through the stripping process. Similar problems areencountered when automated bending equipment is usedfor semi-rigid cables. Variations of dimensions cause theautomated equipment to persistently malfunction.

31A-1

A P P E N D I X A

TABLE OF ACRONYMS

Acronym Definition

AERMIP Aviation Equipment Reliability and Maintainability ProgramAGV Automated Guided VehicleAMF Advanced Microelectronics Facility

CAEDI Computer-Aided Engineering Design InformationCASE Computer-Aided Software EngineeringCOMPGEN Component GeneratorCTIC Computer Technology Information Center

EMLC Electronics Manufacturing Learning CenterEMPF Electronics Manufacturing Productivity FacilityETL Engineering Technical Letter

FLG Fleet Liaison GroupFMS Flexible Manufacturing System

HVM High Velocity Management

IPSAC In-Process Stores Accumulation Control SystemISEB Information System Executive Board

ME Manufacturing-EngineeringMRR Manufacturing Readiness Review

NAC Naval Avionics CenterNADEP Naval DepotNAVAIR Naval Air Systems CommandNSAP Navy Science Assistance programNWSC Naval Weapons Support Center

OIM Organized Wire, Integration Board, and Mass Termination

PGS Phototool Generation System

RAMP Rapid Acquisition of Manufactured PartsROI Ribbonized, Organized, IntegratedRTIF RAMP Test and Integration Facility

SLA Stereolithography ApparatusSMT Surface Mount Technology

TRAC Trouble Reporting and Correction System

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Team Member Agency Function

Ernie Renner OASN (RD&A) PI Team Chairman(703) 602-2128 Washington, DC

Amy Scanlan BMP Representative Technical Writer(206) 675-0620 Oak Harbor, WA

Marc Cooper Naval Seas Systems Command Team Leader(805) 756-2571 San Luis Obispo, CA Design/Test

John Townsend Naval Oceans Systems Center(619) 553-1382 San Diego, CA

Ed Schaeffer Naval Oceans Systems Center(619) 553-6042 San Diego, CA

Jerry Sergeant Industrial Engineering Activity Team Leader(702) 782-7800 Rock Island, IL Production/Facilities

Caroline Poage Mare Island Naval Shipyard(707) 557-4985 Vallejo, CA

Vic Pretto Naval Weapons Center(619) 939-1813 China Lake, CA

Nick Niccolai Naval Seas Systems Command Team Leader(205) 460-6390 Mobile, AL Management/Logistics

Rick Purcell BMP Representative(703) 519-8553 Washington, DC

A P P E N D I X B

BMP SURVEY TEAM

B-1

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BMP surveys have been conducted at the companies listed below. Copies of survey reports for any of these companiesmay be obtained by contacting:

Best Manufacturing Practices ProgramOffice of the Assistant Secretary of the Navy(Research, Development, and Acquisition) PI

Attn: Mr. Ernie RennerWashington, DC 20360-5000

Telephone: (703) 602-2128

COMPANIES SURVEYED

Litton Honeywell, IncorporatedGuidance & Control Systems Division Undersea Systems DivisionWoodland Hills, CA (Now Alliant Techsystems, Inc.)October 1985 and February 1991 Hopkins, MN

January 1986

Texas Instruments General DynamicsDefense Systems & Electronics Group Pomona DivisionLewisville, TX Pomona, CAMay 1986 August 1986

Harris Corporation IBM CorporationGovernment Support Systems Division Federal Systems DivisionSyosset, NY Owego, NYSeptember 1986 October 1986

Control Data Corporation Hughes Aircraft CompanyGovernment Systems Division Radar Systems GroupMinneapolis, MN Los Angeles, CADecember 1986 January 1987

ITT Rockwell International CorporationAvionics Division Collins Defense CommunicationsClifton, NJ Cedar Rapids, IASeptember 1987 October 1987

UNISYS MotorolaComputer Systems Division Government Electronics GroupSt. Paul, MN Scottsdale, AZNovember 1987 March 1988

General Dynamics Texas InstrumentsFort Worth Division Defense Systems & Electronics GroupFort Worth, TX Dallas, TXMay 1988 June 1988

A P P E N D I X C

PREVIOUSLY COMPLETED SURVEYS

C-1

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Hughes Aircraft Company Bell HelicopterMissile Systems Group Textron, Inc.Tucson, AZ Fort Worth, TXAugust 1988 October 1988

Litton GTEData Systems Division C3 Systems SectorVan Nuys, CA Needham Heights, MAOctober 1988 November 1988

McDonnell-Douglas Corporation Northrop CorporationMcDonnell Aircraft Company Aircraft DivisionSt. Louis, MO Hawthorne, CAJanuary 1989 March 1989

Litton LittonApplied Technology Division Amecom DivisionSan Jose, CA College Park, MDApril 1989 June 1989

Standard Industries Engineered Circuit Research, IncorporatedLaMirada, CA Milpitas, CAJune 1989 July 1989

Teledyne Industries Incorporated Lockheed Aeronautical Systems Company-GeorgiaTeledyne Electronics Division Marietta, GANewbury Park, CA August 1989July 1989

Lockheed Corporation WestinghouseMissile Systems Division Electronic Systems GroupSunnyvale, CA Baltimore, MDAugust 1989 September 1989

General Electric Rockwell International CorporationNaval & Drive Turbine Systems Autonetics Electronics SystemsFitchburg, MA Anaheim, CAOctober 1989 November 1989

TRICOR Systems, Incorporated Hughes Aircraft CompanyElgin, IL Ground Systems GroupNovember 1989 Fullerton, CA

January 1990

TRW MechTronics of Arizona, Inc.Military Electronics and Avionics Division Phoenix, AZSan Diego, CA April 1990March 1990

C-2

37C-3

Boeing Aerospace & Electronics Technology Matrix ConsortiumCorinth, TX Traverse City, MIMay 1990 August 1990

Textron Lycoming Norden Systems, Inc.Stratford, CT Norwalk, CTNovember 1990 May 1991

Information gathered from all BMP surveys is included in the Best Manufacturing Practices Management InformationSystem (BMP-MIS). Additionally, a calendar of events and other relevant information are included in this system. Allinquires regarding the BMP-MIS may be directed to:

Director, Naval Industrial Resources Support ActivityAttn: BMP-MIS System Administrator

Bldg. 75-2, Room 209, Naval BasePhiladelphia, PA 19112-5078Telephone: (215) 897-6684