PQA Return to Green (RTG) Strategy

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PQA Return to Green (RTG) PQA Return to Green (RTG) Strategy Strategy 17 July 2008

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PQA Return to Green (RTG) Strategy. 17 July 2008. Objectives. At the conclusion of the training, the participant should: Understand how the Return-To-Green (RTG) process compliments the PQA strategy for managing Suppliers - PowerPoint PPT Presentation

Transcript of PQA Return to Green (RTG) Strategy

Page 1: PQA Return to Green (RTG) Strategy

PQA Return to Green (RTG)PQA Return to Green (RTG)StrategyStrategy

17 July 2008

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Lockheed Martin Aeronautics Company

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ObjectivesObjectives

At the conclusion of the training, the participant should:At the conclusion of the training, the participant should:

Understand how the Return-To-Green (RTG) process Understand how the Return-To-Green (RTG) process compliments the PQA strategy for managing Supplierscompliments the PQA strategy for managing Suppliers

Understand the responsibilities of PQA and Supplier roles in Understand the responsibilities of PQA and Supplier roles in managing the RTG plan from managing the RTG plan from RedRed back to back to GreenGreen

Understand PQA management’s expectations for engaging a Understand PQA management’s expectations for engaging a SupplierSupplier

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Lockheed Martin Aeronautics Company

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PQA Transition to Prevention

• Full delegation to supply base – end item final acceptance by Lockheed Martin by exception

• Level of oversight will be determined based on data and the supplier’s quality performance as measured by PQA’s new rating system

• More intense and focused oversight activities implemented at suppliers with performance issues or identified as being at a high probability of developing performance issues based on early warning measure and on-site PQA Supplier Quality Engineer (SQE) knowledge

• Requires a formalized plan be developed for the supplier engagement• Plan must include measurable milestones

• Implementation of Oregon Productivity Matrix (OPM) to measure progress and sustainment of improvement activities and to provide early warning signals of potential process and performance degradation

PQA Strategy 2008

History proves when a joint focused effort is implemented to address performance issues, sustained improved performance can be realized

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Lockheed Martin Aeronautics Company

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Suppliers Baseline Assessments

• Quality Program Integration• Performance • FAI Engagement • Return to Green• Structured Surveillance

PQA Strategy Change – 2008 Forward

Performance Feedback & Assessment

Supplier Approval& Control

•Quality System Approval• 3’rd Party Registered• Partner Approval• LM Site Survey

- 3 year intervals for QMS re-assessment for manufacturers - 2 year intervals for QMS re-assessment for processors• Supplier rating• Quality Excellence Board

SCHEDULE QUALITY YIELD

SCORE CUM DEL MATERIAL PROCESS RTV AGE RTV QTY FAR ARRAY SCA FPA COMMENTS

10 100.00% 100.00% 100.00% 0 0 0 12.00% 12.00% 12.00% STRETCH GOAL9 99.90% 96.88% 96.88% 10 2 2 8.00% 8.00% 8.00%8 99.80% 93.75% 93.75% 20 3 4 4.00% 4.00% 4.00%7 99.70% 90.63% 90.63% 30 4 6 0.00% 0.00% 0.00% TARGET GOAL6 99.60% 87.50% 87.50% 35 5 8 -4.00% -4.00% -4.00%5 99.50% 84.38% 84.38% 40 6 10 -8.00% -8.00% -8.00%4 99.40% 81.25% 81.25% 45 7 12 -12.00% -12.00% -12.00%3 99.30% 78.13% 78.13% 50 8 14 -16.00% -16.00% -16.00%2 99.20% 75.00% 75.00% 55 9 16 -20.00% -20.00% -20.00%1 99.10% 71.88% 71.88% 60 10 18 -24.00% -24.00% -24.00%0 99.00% 68.75% 68.75% 61 11 20 -28.00% -28.00% -28.00%

PERF. 107.00% 100.00% 100.00% 47 3 3 -10.10% 3.00% 7.00%

SCORE 10 10 10 3 8 8 4 7 8

WEIGHT 10 10 10 20 10 5 10 10 15

VALUE 100 100 100 60 80 40 40 70 120

SUMMARY SCHEDULE QUALITY YIELD TOTAL

GOAL 300 350 350

ACTUAL 300 180 230 710 = ACTUAL SCORE

HISTORYAug-99 350 350 265 300 230 350 845 1000Sep-99 350 350 255 300 230 350 835 1000Oct-99 305 350 265 300 240 350 810 1000Nov-99 305 350 265 300 230 350 800 1000Dec-99 200 350 270 300 240 350 710 1000Jan-00 300 350 225 300 240 350 765 1000Feb-00 300 350 225 300 230 350 755 1000Mar-00 300 350 185 300 230 350 715 1000Apr-00 300 350 185 300 230 350 715 1000May-00 300 350 180 300 230 350 710 1000Jun-00 300 350 170 300 230 350 700 1000Jul-00 300 350 120 300 230 350 650 1000

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STRETCH GOAL = 1000; TARGET GOAL = 700

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Special Process Sources

The following SSP Matrices must be performed annually:The following SSP Matrices must be performed annually:Contract ReviewContract Review Control of PurchasesControl of Purchases FODFOD End Item AcceptanceEnd Item Acceptance

If additional matrices are required the supplier should be moved to Med or High risk

Remainder of SSP Matrices over 2 year period

Remainder of SSP Matrices annually

Exempt – not delegated EIA

Surveillance once every 180 days

Surveillance once every 90 days

Surveillance performed on at least one area within each discipline at the following frequencySurveillance performed on at least one area within each discipline at the following frequency

First Article Planning & Engagement

SupplierProduction

Process

EffectiveCorrective

Action

LM Aero PQA and Programs

INPUT OUTPUT

REJECT

ACCEPTACCEPT

PERFORM PROCESS/QUALITY MANAGEMENT SYSTEM OVERSIGHT

Critical / High Volume Processors

Non-Critical / Low Volume Processors

To StockOr

Customer

End Item Acceptance

Process ApprovalsFull process checklist performed for each process approval level / specification and every two years thereafter

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Purpose of RTG ProcessPurpose of RTG Process

• PQA has shifted its focus from managing all Suppliers PQA has shifted its focus from managing all Suppliers equally, to identifying those suppliers creating the equally, to identifying those suppliers creating the greatest quality impact on LM Aero operations and greatest quality impact on LM Aero operations and focusing valuable PQA resources to manage them back to focusing valuable PQA resources to manage them back to health.health.

• It is the It is the Supplier’s responsibilitySupplier’s responsibility to get back to Green. to get back to Green. PQA’s role is to define the performancePQA’s role is to define the performance issueissue and to and to monitor themonitor the supplier’s progress.supplier’s progress.

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RTG Process MapRTG Process Map

Entrance

criteria met?

Reduce oversight level to “Watch List”

Save RTG plan to OAT HUD and submit for RTG

review

Monitor seller progress on

actions

RTG not required

Yes

No

Exit criteria met?

Yes

No

Define performance issues and jointly

develop RTG items with Suppliers

Revise RTG plan

and status ?

No

Yes

Approved by PQA, Program and MM

Yes

No

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Supplier Defines Action ItemsSupplier Defines Action Items

• All Action Items need to be clear, concise and SMART. All Action Items need to be clear, concise and SMART. – SpecificSpecific– Measurable (objective evidence)Measurable (objective evidence)– Agreed to (between the supplier and SQE)Agreed to (between the supplier and SQE)– RealisticRealistic– Time bound- Timeframes and deadlines are stated and specific.Time bound- Timeframes and deadlines are stated and specific.

• Clear statement of expectations: “What needs to be improved?”Clear statement of expectations: “What needs to be improved?”• Any/All action items Any/All action items shallshall have assigned owner(s) and estimated have assigned owner(s) and estimated

completion date.completion date.

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Communicate with supplierCommunicate with supplier

• As the RTG plan is created, evaluated and revised with As the RTG plan is created, evaluated and revised with new status, the SQE is expected to communicate with the new status, the SQE is expected to communicate with the suppliersupplier– In addition to the RTG action items, the SQE should In addition to the RTG action items, the SQE should

communicate and collaborate with the supplier on all communicate and collaborate with the supplier on all specific findings, corrective actions, supporting tasks, specific findings, corrective actions, supporting tasks, etc.etc.

– The collaborative and coordinated efforts of the SQE The collaborative and coordinated efforts of the SQE and supplier are believed to provide the greatest value and supplier are believed to provide the greatest value in the RTG process.in the RTG process.

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Monitor supplier Progress/ActionsMonitor supplier Progress/Actions

• As the supplier meets its action items and deliverables, As the supplier meets its action items and deliverables, the SQE the SQE shallshall monitor the suppliers progress at the monitor the suppliers progress at the minimum monthly to determine if the supplier has met the minimum monthly to determine if the supplier has met the exit criteria.exit criteria.

• If the action item is not effective and does not meet the If the action item is not effective and does not meet the original intent, SQE needs to re-evaluate the suppliers original intent, SQE needs to re-evaluate the suppliers RTG plan and update accordingly.RTG plan and update accordingly.

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Revise RTG Plan & StatusRevise RTG Plan & Status

• The RTG action items The RTG action items shallshall be revised to reflect the latest be revised to reflect the latest status.status.– The minimum requirement is that the SQE shall update The minimum requirement is that the SQE shall update

the RTG plan monthly.the RTG plan monthly.– SQE’s are encouraged to update the plan more SQE’s are encouraged to update the plan more

frequently.frequently.

• SQE’s ask and verify if the supplier:SQE’s ask and verify if the supplier:– On track to completion of action items ?On track to completion of action items ?– Needs to revise their action items or completion date?Needs to revise their action items or completion date?

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Exit Criteria Met?Exit Criteria Met?

• When the supplier is When the supplier is completecomplete in in everyevery action item, the action item, the SQE SQE shallshall present the supplier’s case to the PQA chain of present the supplier’s case to the PQA chain of command to request the supplier to be returned to command to request the supplier to be returned to GreenGreen status.status.

• If supplier is If supplier is RedRed in in anyany action item, then it action item, then it shallshall remain remain under RTG management oversight level.under RTG management oversight level.

*Note: The RTG exit criteria are intentionally stringent. Once a supplier dips into Red, it must achieve a higher level of performance to get out of the RTG process. The expected result of the RTG process is significant, sustained

improvement in supplier performance.

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Export to excelRTG Gantt Chart Example- Top Level

Clickable area to viewDetailed Gantt Chart

High Quality Machine Shop

High Quality Machine Shop

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Hyperlinked items that go to the view action item screen.

Action items with dependencies forming a critical path.

This is the group of actions. All actions under the groupmust be scheduled to be complete on or before the group’s enddate.

Milestones are represented by a diamond.

RTG Gantt Chart Example- Second LevelHigh Quality Machine shop

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