Manufacturing is committed to producing high quality products, on time, at the lowest costs. Several initiatives are contributing to the achievement of this. There is a total intolerance for less than perfect quality. The entire production system is focused on highlighting problems so that solutions are implemented real time. Job standardization utilizes simplified work instructions (which have incorporated graphics extensively), which requires the same process, equipment and tools to be used by all operators for the same job. The result of this is a “repeatable” process. Operators assure all machines and equipment are properly maintained and operating optimally. Set-up times have been reduced to allow for single lot productions as well as responding to fluctuations in production volumes. This is not limited to the fabrication processes but also applies to assembly processes. Process Control has been initiated on all critical processes. They are controlled and performing at required process capabilities. A separate function is no longer required to inspect the hardware. All in-process checks are accomplished by the operator and the traditional inspection function has been transitioned into an audit function. Defect intolerance is evident in both the systems and processes designed to prevent defects from flowing as well as the utilization of equipment that automatically stops when a problem occurs during the manufacturing process. Manufacturing processes are now viewed as “lean” and the results can be seen in significantly reduced costs , schedule and process/product variability.
5.1 Standardization of Job
Job requirements have been standardized and simplified. All material, tools and paper are “kitted” and provided to the worker. These include such things as; perishable tools, detail parts, fasteners & pan stock, work instructions, portable tools (e.g., drill motors). Reducing the variability through standardizing processes results in a repetitive process whereby anyone can perform the same job in the same manner with the same expected results. (step by step processes)
5.2 Total Productive Maintenance
Total Productive Maintenance (TPM) is an innovative approach to maintenance that optimizes equipment effectiveness, eliminates breakdowns, and promotes autonomous operator maintenance through day-to-day activities involving the total workforce. TPM is productive maintenance carried out by all employees on a company wide basis.
1. TPM aims to maximize equipment effectiveness by using Overall Equipment Effectiveness (OEE) calculations to direct improvement activities.
2. TPM establishes a thorough system of preventive maintenance for the equipment’s entire life span.
3. TPM establishes asset management activities that are integrated into productions process and ensures assets are reliable and support lean manufacturing.
TPM involves every single employee, from top management to workers on the floor.
5.3 Set-up Reduction
An area of high impact on cycle time is associated with “set-up” times. In the traditional definition set-up reduction is focused on the fabrication processes. Reducing the time allows for smaller production lots which is the desired effect in contributing to a lean environment enabling Just in Time (JIT) production and low inventory levels. Expanding the set-up time reduction to focus on reducing no value added time, motion and manpower in all aspects of manufacturing enables a much more powerful application of this concept that will have significant impact on reducing costs, improving quality and performing on schedule. Examples of this are; reducing the # of employees necessary to perform the set-up (utilizing click in place tooling has been very effective in accomplishing this), reducing the number of times a part has to be touched through improved container concepts, re-sequencing operations to allow for 1 set-up of the same size hole rather than several set-ups, etc.
Vision: Manufacturing is committed to producing high quality products, on time, at the lowest costs.
5.1 Standardization of Job
Job requirements have been standardized and simplified.
No initiatives in place to accomplish this.
Written plan developed and implementation is at less that 30%.
30 - 49% of the jobs have been standardized.
50 - 89% of the jobs have been standardized.
90% or more of the jobs have been standardized.
5.2 Total Productive Maintenance
Equipment/process operating such that zero breakdowns occur during production, and equipment/processes are available when required by the customer
Reactive or breakdown maintenance only.
Mixture of reactive plus some preventive maintenance performed by maintenance crafts people.
TPM program initiated with Autonomous Maintenance being the first element.
Autonomous Maintenance program implemented through 50% of the factory with some predictive maintenance techniques in use.
Maintenance is condition based and all elements of TPM are complete
5.3 Set-up Reduction
Development of a set-up reduction policy focusing on reducing non value added time, motion and manpower while maintaining or decreasing variability in all aspects of manufacturing.
No plan in place to reduce set-up times.
Written plan developed. Metrics displayed at the cell level with goals and performance to goals visible.
Less than 50% of the teams are achieving set-up time reductions.
50 - 89% of the teams are achieving set-up time reductions.
90% or more of the teams are achieving set-up time reductions.
Section / Term
Definition
5.4.1 Process Control--Variability Reduction
Sources of variability in processes and process output characteristics important to the product must be understood, controlled, and reduced. To this end, the tools of Process Improvement/Advanced Quality System (AQS) must be applied to areas which are costing the company money, causing customer dissatisfaction and complaints, rework, etc., all of which contribute to waste. The Variation Reduction System provided by AQS, properly applied, will achieve this goal and show tangible benefits. Without it, gains achieved by application of Lean concepts will not be fully realized. The two (Lean and AQS) are extremely synergistic elements of a total Process Management approach.
5.4.2 BQS System Procedural Maturity
The procedural maturity of the supplier’s Basic Quality System (BQS) as measured by the Section 1 QSM is a measure of the degree to which the supplier is compliant with the requirements of D1-9000 Rev A. These requirements in turn amount to the presence and execution of a system which is compliant to Federal Aviation Association (FAA) requirements and the foundation for the ultimate delivery of product which is compliant to Engineering requirements.
5.4.3 AQS System Procedural Maturity
The procedural maturity of the supplier’s AQS/Process Improvement system as measured by the Section 2 QSM rating represents the degree of presence and compliance with D1-9000 Rev A requirements of the system which will support both Variation Reduction and Lean efforts. It does not, however, represent the degree to which that system has been applied to processes and/or products which have been selected based on harmful variability, increased cost, cycle time, and customer complaints. It is, in essence, the ticket to the dance...the benefits of attending depend on what you do once in the door.
5.4 Process Control
Note: Contact your PQA Field Representative for scoring of this section. They should provide all the necessary data but at a minimum provide data for sections 5.4.2 and 5.4.3.
5.4.1 Process and Product Variation Reduction System
Process and product Variation Reduction System is in place and applied effectively to a prioritized set of high cost/high waste problem areas.
No Variation Reduction System in place.
Variation Reduction tools are applied sporadically, with minimal lasting gains.
Variation Reduction tools and activities are executed in a planned and effective manner, but are not yet widespread.
Variation Reduction activities are executed in a planned and effective manner and are widespread.
Variation Reduction activities are a way of doing daily business and their effectiveness is reflected in steady improvement in the supplier’s metric(s) for Waste/Defects required by D1-9000 Rev A Section 2.0.7-1.
5.4.2 BQS Procedural, Audit, C/A System Maturity A measure of the maturity of the supplier’s Basic Quality System as required by D1-9000 Rev A Section 1.
D1-9000 Rev A Sect. 1 QSM of 1.
Deficient Procedures
D1-9000 Rev A Sect. 1 QSM of 5.
Adequate Procedures, check sheets exist for all procedures.
D1-9000 Rev A Sect. 1 QSM of 7.
Supplier internal audit and c/a process effectively resolves deficiencies.
D1-9000 Rev A Sect. 1 QSM of 9.
No deficiencies are identified by the supplier’s internal audit or the Boeing audit.
D1-9000 Rev A Sect. 1 QSM of 10.
The suppliers internal audit includes their supporting business systems.
5.4.3 AQS Procedural, Audit, C/A System Maturity A measure of the procedural maturity of the supplier’s Variation Reduction System as required by Section 2 of D1-9000 Rev. A.
D1-9000 Rev A Sect. 2 QSM of 1
Deficient Procedures.
D1-9000 Rev A Sect. 2 QSM of 5.
Adequate Procedures, check sheets exist for all procedures.
D1-9000 Rev A Sect. 2 QSM of 7.
Supplier internal audit and c/a process effectively resolves deficiencies.
D1-9000 Rev A Sect. 2 QSM of 9.
No deficiencies are identified by the supplier’s internal audit or the Boeing audit.
D1-9000 Rev A Sect. 2 QSM of 10.
The suppliers internal audit includes their supporting business systems.
Section / Term
Definition
5.5 Intolerance of Defects
Systems and Processes are in place that assure the prevention of any defective product from flowing. Built in devices have been installed which actually prevent defects or “stop” the operation automatically to prevent further defects from occurring. Some examples of this are; utilization of sensors which prevent a part from being installed at an incorrect angle, machines programmed to “beep” an operator at the scheduled interval to change out cutters, torquing devices that visibly display the correct torque based on color lighting., etc. These types of devices allow for the elimination of “watching” over equipment as well as inspection oversight
5.6 Capital Equipment
Improved technologies including automation are important elements to understand. In “lean” factories these were not the essential ingredients in achieving the expected results. They found that automation made the factory less flexible, created bottlenecks ( when they were really trying to achieve smooth flow), was costly and resulted in a process where lack of worker involvement resulted in a stable process that was not improving. This is not to say that this should not be done however. What was learned is that all non-value added waste must be first eliminated from the process, and that automation should only occur when issues of safety, quality or tedium exist. Utilizing “technologies” to assist in fool proofing the processes (such as simple defect detectors mechanized to stop the job so the problem can be fixed) are seen extensively throughout lean factories. Since this is a relatively new concept the criteria must still be explored further in order to determine what “moves” us further along to becoming world class.
5.5 Intolerance for Defects
Systems and Processes are in place that assure defective products do not move to the next operation. Use of mistake proofing and AQS tools/data driven processes and systems.
No system or process is in place.
The system of in-process checks allows > 10% of internal defects to be passed on.
The system of in-process checks allows 3 - 10% of internal defects to be passed on.
The system of in-process checks allows 1 - 2% of internal defects to be passed on.
The system of in-process checks allows < 1% of internal defects to be passed on.
5.6 Capital Equipment
Requiring technology, new equipment, and automation investments be justified with “lean principles” requirement.
Less than 10% of capital equipment invested for factory floor w/in the last year is flexible and is appropriated for use by one cell.
10 - 30% of capital equipment.
30 - 49% of capital equipment.
50 - 89% of capital equipment.
Written justifications for new capital equipment includes flexibility.
90% or more of capital equipment.
Written policy requiring technology, new equipment, and automation investments justified with “lean principles” requirements.
