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11
Introduction to theIntroduction to theIAQG SCMHIAQG SCMH
“Supply Chain Management Handbook”“Supply Chain Management Handbook”
IAQG General AssemblyIAQG General AssemblyMelbourne, AustraliaMelbourne, Australia
18 April 200718 April 2007
Cherif KhelilCherif KhelilSafranSafran
Dale GordonDale GordonMPCMPC
Bernard LaurasBernard LaurasAirbus Airbus
Susan ArmtrongSusan ArmtrongUTCUTC
22
AgendaAgenda
• General presentation of “Supply Chain General presentation of “Supply Chain Management Handbook” objectives and Management Handbook” objectives and conceptconcept
• Presentation of SCMH projects that are Presentation of SCMH projects that are well advancedwell advanced
33
• IAQG Strategy is to develop and promote IAQG Strategy is to develop and promote implementation of Common Standards, implementation of Common Standards, Shared Auditing and Continual Improvement Shared Auditing and Continual Improvement methods and tools:methods and tools:
– Assuring Customer Satisfaction through Assuring Customer Satisfaction through On-On-TimeTime, , On-QualityOn-Quality Delivery of products and Delivery of products and services, through the services, through the lifecyclelifecycle
– Delivering exactly Delivering exactly whawhatt the customer ordered, the customer ordered, exactly exactly whenwhen we agreed to deliver it we agreed to deliver it
IAQG StrategyIAQG StrategyFoundations - DefinitionsFoundations - Definitions
44
Existing IAQG Standards todayExisting IAQG Standards today
• Requirements to harmonise the Requirements to harmonise the Quality Quality Management SystemManagement System
– 9100 – Aerospace Quality Management System 9100 – Aerospace Quality Management System (Design and Manufacturing)(Design and Manufacturing)
– 9110 – Maintenance and Repair Stations9110 – Maintenance and Repair Stations– 9120 – Stockists & Distributors9120 – Stockists & Distributors
• Requirements to raise Requirements to raise Product IntegrityProduct Integrity
– 9102 - First Article Inspection9102 - First Article Inspection– 9103 - Variation Management of Key Characteristics9103 - Variation Management of Key Characteristics– 9131 - Non-conformance Management9131 - Non-conformance Management– 9134 - Global Supplier Risk Management9134 - Global Supplier Risk Management– Etc…Etc…
55
IAQG Objectives have IAQG Objectives have recently evolvedrecently evolved
• Up to now, IAQG produced standards Up to now, IAQG produced standards describing requirementsdescribing requirements
• We need now to help suppliers to develop: We need now to help suppliers to develop: – By helping them understanding our requirementsBy helping them understanding our requirements– By providing guidance and best practices on how By providing guidance and best practices on how
to fulfil requirements and achieve objectives and to fulfil requirements and achieve objectives and expectationsexpectations
Up to Now:Up to Now:
Focusing on the Focusing on the WHATWHAT
And Now:And Now:
Focusing on the Focusing on the HOWHOW
66
New focus on “How” in New focus on “How” in particular through “SCMH”particular through “SCMH”
• What does SCMH mean ?What does SCMH mean ?– SSupply upply CChain hain MManagement anagement HHandbookandbook
• What is the SCMH ?What is the SCMH ?– A collection of guidelines, trainings, etc…A collection of guidelines, trainings, etc…
• What are the Objectives of the the SCMH ?What are the Objectives of the the SCMH ?– Complementing existing standardsComplementing existing standards– In some cases, need for new standards or standard In some cases, need for new standards or standard
improvement could be identifiedimprovement could be identified
• How is the SCMH organised ?How is the SCMH organised ?– Several Projects, addressing a specific process or activitySeveral Projects, addressing a specific process or activity– Provides links to 9100 series standardsProvides links to 9100 series standards
77
• The Supply Chain Management Handbook The Supply Chain Management Handbook further explains the requirements in 9100:further explains the requirements in 9100:– ExampleExample
9100 states 9100 states “The organization shall select suppliers “The organization shall select suppliers which meet organization requirementswhich meet organization requirements””,, but does not but does not say how to assure or demonstrate that they meet say how to assure or demonstrate that they meet these requirements”these requirements”
““Supplier Selection and Capability AssessmentSupplier Selection and Capability Assessment”” is a guideline on how to assess supplier
capability and select them
New focus on “How” in New focus on “How” in particular through “SCMH”particular through “SCMH”
88
Supply Chain Management Handbook Supply Chain Management Handbook Creation ConceptCreation Concept
AS/EN/JISQ 9100Requirements
• Published Mat'ls
• Work in Progress
• Best Practices
• None
SCMHDevelopment
Priority Setting
Is Clarification of the standard needed to improve performance?
In which phase of a programme is it applicable: Supplier Selection, Product development & industrialisation, On Going (series) Production, or Change Control activity ?
Are there relevant existing industry standards or activities?
Impact on Quality and Delivery performances?
Industry Enthusiasm?
Regulatory & Stakeholders Expectations?
Easy Implementation?
+
99
SCMH : A framework for organizing SCMH : A framework for organizing and integrating our workand integrating our work
9100
Requirements
Supply Chain Mgmnt
HandbookProjects
IAQG guidelines on how to meet requirements
Preference is to develop guidance material, not new requirements
New or revised IAQG standards
91xx9131
91039102
9100 clarification
(in next revision)
1010
SCMH: A Facilitation ToolSCMH: A Facilitation Tool
Customer
Prime
Supplier Supplier Supplier
Subtier 1 Subtier 2
Subtier 11 Subtier 12
Customer
Prime
Supplier Supplier Supplier
Subtier Subtier
Subtier Subtier
Customer
Prime
Supplier Supplier Supplier
Subtier 1 Subtier 2
Subtier 11 Subtier 12
Customer
Prime
Supplier Supplier Supplier
Subtier Subtier
Subtier Subtier
SCMH facilitates the flow of expectations and SCMH facilitates the flow of expectations and solutions to all levels of the Supply Chainsolutions to all levels of the Supply Chain
1111
10 Projects identified, 4 with significant 10 Projects identified, 4 with significant progress, 1 on hold, 2 with volunteers progress, 1 on hold, 2 with volunteers
New Product Introduction
On hold
Controlling Non Conforming
Product
Supply Chain Management & performance
Measures
Volunteers identified
Product Verification and
acceptance
Programme Management
On going approval and maintenance
No writing leader
Supplier Selection and Capability Assessment
Requirements and Flow Down
Process Control
WorkTransfer
Significant progress
Supply ChainSupply ChainManagement HandbookManagement Handbook
1212
““Supply Chain Management Handbook”Supply Chain Management Handbook”
Supplier Selection and Capability Assessment
IAQG Leader: Cherif Khelil – SafranIAQG Leader: Cherif Khelil – Safran
1313
ObjectiveObjective
• To build a common model to assess To build a common model to assess
the Maturity of a Supply Chain to the Maturity of a Supply Chain to
achieve sustainable On Time & On achieve sustainable On Time & On
Quality delivery objectivesQuality delivery objectives
Supplier Selection & Capability Supplier Selection & Capability AssessmentAssessment
1414
1. Sales & Operation Planning
2. Contract requirement flow down (Customer related Process)
3. Design and development
4. Suppliers sourcing selection & qualification (Purchasing process)
5. Plant, material, skills & capacity planning & scheduling(Planning of product realisation)
6. Order Management (Internal & external logistic management)
7. Manufacturing (Production and service provision)
8. Supplier operational management (Purchasing process)
9. Control of non conforming product and corrective action(Product Quality and Delays)
10. Customer Support (Control of service operations)
11. Business Management and Customer Satisfaction Monitoring
10 processes + 1 transversal one 10 processes + 1 transversal one Titles consistent with 9100 when possible *Titles consistent with 9100 when possible ** Red titles coming from 9100, black titles when clarification needed or no requirements
1515
Four domains assessed:
• People & Organisation
• Processes
• Tools & Data
• Performances Metrics
Four levels of maturity (Maturity model CMMI like)
1. Undefined : No Process, Method, Tools/ No Process, Method, Tools/ and Appropriate Behaviours
2. Defined
3. Applied
4. Optimising: Implemented and optimised, continuous improvement
Supplier Maturity Assessmentper Supply Chain Process
3+ regular review of metrics effectiveness
Performance drives action plans
Measuring performanceNo measurement of PerformancePerformance
Metrics
Internal & external collaboration.
Real time intelligent workflows
Integrated database, clear workflows, internal collaboration
Multiple Data base
Spreadsheet
Manual : Fax e-mailTools & Data
Mature process for root cause & preventive actions
Root cause process in place
Process playbooks
Limited preventive actions
Ad hoc firefighting actions
Reactive needs
Customer StimulusProcess
Multifunctional team
Highly Skilled
Clear accountability
Cross functions
Highly skilled
Expert firefightersNo clear Accountability
No Problem solving skills
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Non Conformity
Management
3+ regular review of metrics effectiveness
Performance drives action plans
Measuring performanceNo measurement of PerformancePerformance
Metrics
Internal & external collaboration.
Real time intelligent workflows
Integrated database, clear workflows, internal collaboration
Multiple Data base
Spreadsheet
Manual : Fax e-mailTools & Data
Mature process for root cause & preventive actions
Root cause process in place
Process playbooks
Limited preventive actions
Ad hoc firefighting actions
Reactive needs
Customer StimulusProcess
Multifunctional team
Highly Skilled
Clear accountability
Cross functions
Highly skilled
Expert firefightersNo clear Accountability
No Problem solving skills
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Non Conformity
Management
ExampleExample
Expectation
Supplier performance
Areas of potential Supplier Development if
deemed necessary
1616
Decision to select or not based on risk analysis like 9134 “Supply Chain Risk Management guideline”
(Special action plan if not capable but need to select)
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
New product IntroductionLife Cycle Management
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
New product IntroductionLife Cycle Management
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Contract Requirement Flow down
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Contract Requirement Flow down
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Sales Volume & Option Forecasting
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Sales Volume & Option Forecasting
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
New product IntroductionLife Cycle Management
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
New product IntroductionLife Cycle Management
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Contract Requirement Flow down
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Contract Requirement Flow down
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
New product IntroductionLife Cycle Management
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
New product IntroductionLife Cycle Management
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Contract Requirement Flow down
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Contract Requirement Flow down
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Sales Volume & Option Forecasting
Tools & Data
PerformanceMetrics
Process
People & Organization
4Optimizing
3Applied
2Defined
1Undefined
Sales Volume & Option Forecasting
Each Company may apply weighting to each process as appropriate
to their Product, Customer, Risks, etc…
Risk based analysis and supplier Risk based analysis and supplier selection decisionselection decision
Supplier Supplier Assessment Assessment
ResultsResults
Matrices Matrices exist for exist for
all all processesprocesses
1717
““Supply Chain Management Handbook”Supply Chain Management Handbook”
Requirements and FlowdownRequirements and Flowdown
IAQG Leader Larry Weng - BoeingIAQG Leader Larry Weng - BoeingReport by Dale Gordon - MPCReport by Dale Gordon - MPC
1818
ObjectiveObjective
To publish best practices and To publish best practices and
guidelines on how to ensure guidelines on how to ensure
requirements are well identified, requirements are well identified,
flowed down to suppliers and flowed down to suppliers and
agreed upon between customer agreed upon between customer
and suppliers. and suppliers.
RRequirements and Flowdown equirements and Flowdown
1919
Decision to Buy
Purchasing Process7.4.1...a, b, c, d, e
Determination ofrequirements related to the
product 7.2.1...all
ORGANIZATION (Buyer) SUPPLIER (Seller)
Purchasing Information7.4.2...all
Source Selection7.4.1 (Chapter 1)ISO requirement
Review of requirementsrelated to the product
7.2.2...all
CustomerCommunication
7.2.3 a, b
Communicate purchaserequirements to supplier
7.4.2.. all
Production & ServiceProvisions 7.5
Customer Feedback7.2.3c
Delivered product7.5.5
Verification of purchasedproduct 7.4.3(Chapter 5)
Chapter 2 - In-scope
Chapter 2 - Out-of-scopeCovered in another SCMH
Chapter
Chapter 2 - Out-of-scopeNot covered in another
SCMH Chapter
RRequirements and Flowdown equirements and Flowdown
2020
Requirements and Flowdown - Table of Contents
2.18 7.2.1 Requirements Related to the Product
2.19 7.2.1a Requirements for delivery and post-delivery activities
2.20 7.2.1b Requirements not stated by the customer
2.21 7.2.1c Regulatory or statutory requirements
2.22 7.2.1d Requirements determined by the Organization
2.23 7.2.2 Review of Requirements Related to the Product
2.24 7.2.2a Requirements for Product
2.25 7.2.2b Contract or order requirements
2.26 7.2.2c Ability to meet defined requirements
2.27 7.2.2d Evaluation of risk
2.28 7.2.2 Records of review
2.29 7.2.2 Undocumented requirements
2.30 7.2.2 Requirement changes
2.31 7.2.3 Customer Communication
2.32 7.2.3a Communication of product information
2.33 7.2.3b Handling of customer order enquiries
2.34 7.2.3c Customer Feedback
2.1 7.4.2 Purchasing Information
2.2 7.4.2a Requirements for Approval
2.3 7.4.2b Requirements for personnel
2.4 7.4.2c Requirements for a quality management system
2.5 7.4.2d Requirements for technical data
2.6 7.4.2e Requirements for acceptance
2.7 7.4.2f Requirements for test specimens
2.8 7.4.2g Requirements for nonconforming product
2.9 7.4.2h Requirements for changes
2.10 7.4.2i Requirements for right of access
2.11 7.4.2j Requirements for flow down to sub-tiers
2.12 7.4.1 Purchasing Process
2.13 7.4.1a Register of approved suppliers
2.14 7.4.1b Supplier performance review
2.15 7.4.1c Supplier corrective action
2.16 7.4.1d Use of customer-approved special process sources
2.17 7.4.1e Authority for disapproval of sources
Sec 9100 Table of Contents Sec 9100 Table of Contents
All subchapters of chapter 2
have been broken down to
9100 requirements
2121
Section: 2.2
9100 Clause
Generic Expectation
COTS/Standards Raw Material Build-to-Print Supplier Designa) COTS- no specific expectations
a) Identify Approved Sources
All Raw Material expectations and
All Raw Material expectations and
b) Standards - Define QPL requirements
b) Specify Material specifications
a) Define which processes and processors need to be approved and by what method and by whom
a) Design capability assessment
Note: Modified COTS are Build-to-Print commodities
c) Testing requirements b) Define which processors are approved
b) Technical product definition (e.g. SCD, statement of work)d) Certification requirements c) Method of acceptance
inspection (i.e. Source acceptance)
c) Design process approval requirements
Note: Does not include forgings or castings. They are Build to Print
d) Tooling accountability and inspection methods
d) Requirements for change notification and methods of achieving approval.
e) First article inspection requirements and methods
e) Initial qualification requirements
f) Define production planning approval
f) Define the control of digital data and the methods of use
g) Process control requirements including variation management
g) Control and use of digital data requirements
h) MRB approval processes
i) Control and use of digital data requirements
Supplier (Seller)
Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2
Organization (Buyer)
We expect purchasing organizations to flow down any applicable customer requirements for approval of product, procedures, processes and equipment and the method to obtain the approvals using purchasing process which takes into consideration all the item listed below which are applicable to product being purchased.
Specific Expectation
Section Title: Requirements for Approval
7.4.2 Purchasing Information: Purchasing information shall describe the product to be purchased, including where appropriate, a) requirements for approval of product, procedures, processes and equipment,
Product Type
RRequirements and Flowdown equirements and Flowdown CContent Structure ontent Structure
9100 Requireme
nt
Specific Expectatio
nsHow to
demonstrate
compliance
GenericExpectati
on
Best Practices
2222
Section: 2.2
9100 Clause
Generic Expectation
COTS/Standards Raw Material Build-to-Print Supplier Designa) COTS- no specific expectations
a) Identify Approved Sources
All Raw Material expectations and
All Raw Material expectations and
b) Standards - Define QPL requirements
b) Specify Material specifications
a) Define which processes and processors need to be approved and by what method and by whom
a) Design capability assessment
Note: Modified COTS are Build-to-Print commodities
c) Testing requirements b) Define which processors are approved
b) Technical product definition (e.g. SCD, statement of work)d) Certification requirements c) Method of acceptance
inspection (i.e. Source acceptance)
c) Design process approval requirements
Note: Does not include forgings or castings. They are Build to Print
d) Tooling accountability and inspection methods
d) Requirements for change notification and methods of achieving approval.
e) First article inspection requirements and methods
e) Initial qualification requirements
f) Define production planning approval
f) Define the control of digital data and the methods of use
g) Process control requirements including variation management
g) Control and use of digital data requirements
h) MRB approval processes
i) Control and use of digital data requirements
Supplier (Seller)
Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2
Organization (Buyer)
We expect purchasing organizations to flow down any applicable customer requirements for approval of product, procedures, processes and equipment and the method to obtain the approvals using purchasing process which takes into consideration all the item listed below which are applicable to product being purchased.
Specific Expectation
Section Title: Requirements for Approval
7.4.2 Purchasing Information: Purchasing information shall describe the product to be purchased, including where appropriate, a) requirements for approval of product, procedures, processes and equipment,
Product Type
Specific to the
product type
Specific to the
product type
Specific to the
product type
Specific to the
product type
Specific to the Buyer and Seller
Specific to the Buyer and Seller
RRequirements and Flowdown equirements and Flowdown CContent Structure ontent Structure
34 Templates 34 Templates
have been have been
populatedpopulated
2323
““Supply Chain Management Handbook”Supply Chain Management Handbook”
Process Control
Education Package about 9103 (Variation Education Package about 9103 (Variation Management of Key Characteristics)Management of Key Characteristics)
IAQG Leader: Bernard Lauras - AirbusIAQG Leader: Bernard Lauras - Airbus
2424
ObjectiveObjective• Promote benefits of IAQG Standard 9103 (Variation Management of Key Characteristics) and gain broader acceptance• Increase skills for all people involved in 9103 deployment
ReasonReason• The application of 9103 will help resolve the main contributors to quality non-conformance in aerospace, but is not sufficiently and adequately deployed (lack of buy in, lack of skills)
99103103 - Variation Management of Key - Variation Management of Key Characteristics - Characteristics - Education packageEducation package
2525
Key Characteristics are the main ones guaranteeing Key Characteristics are the main ones guaranteeing full Customer satisfaction, that means ensuring all his full Customer satisfaction, that means ensuring all his
needs are effectively & permanently metneeds are effectively & permanently met
9103 education 9103 education
package package
technical content technical content
completedcompleted
99103103 - Variation Management of Key - Variation Management of Key Characteristics - Characteristics - Education packageEducation package
2626
““Supply Chain Management Handbook”Supply Chain Management Handbook”
Process Control
Root Cause Analysis and Problem SolvingRoot Cause Analysis and Problem Solving
IAQG Leader: Bernard Lauras - AirbusIAQG Leader: Bernard Lauras - Airbus
2727
ObjectiveObjective
• Propose methodology to iPropose methodology to improve the mprove the way escapes and problems are managed way escapes and problems are managed (including communication (including communication between all between all actors - engineering, MRB, supplier, actors - engineering, MRB, supplier, customer, etc...) to reduce their impacts, customer, etc...) to reduce their impacts, contain them as far upstream as possible contain them as far upstream as possible and prevent recurrence.and prevent recurrence.
Root Cause Analysis Root Cause Analysis and Problem Solvingand Problem Solving
2828
ReasonReason• Our suppliers (and even sometimes our Our suppliers (and even sometimes our
organisation) do not deliver correct Root Cause organisation) do not deliver correct Root Cause Analysis and Problem Solving resultsAnalysis and Problem Solving results
• This is because:This is because:– We have not set criteria about what makes an acceptable We have not set criteria about what makes an acceptable
corrective action plan corrective action plan – We continue to accept bad answers (even if say we will We continue to accept bad answers (even if say we will
not, reality of life makes us accepting )not, reality of life makes us accepting )– People (internal and external) do not have the Root People (internal and external) do not have the Root
Cause Analysis culture, do not know any process or do Cause Analysis culture, do not know any process or do not have the proper skill-setsnot have the proper skill-sets
• Cultural change required to overcome the situationCultural change required to overcome the situation
Root Cause AnalysisRoot Cause Analysisand Problem Solvingand Problem Solving
2929
Proposed “9 Steps” Proposed “9 Steps” harmonised Processharmonised Process
Com
mun
icat
ion
is a
key
asp
ect
Com
mun
icat
ion
is a
key
asp
ect ObjectivesObjectives
of the 9 stepsof the 9 stepsdefineddefined
Define problem
Standardise and transfer the knowledge across
business
Start Immediate containment actions
Complete and optimise containment actions
Identify Root Cause(s)
Implement root cause corrective
actions and check effectiveness
Build the team
Define and prioritise root cause
corrective actions
Is the RC corrective action effective ?
Recognise and close the team
yes
no
S0
S3
S4
S5
S6
S7
S8
S1
S2 Define problem
Standardise and transfer the knowledge across
business
Start Immediate containment actions
Complete and optimise containment actions
Identify Root Cause(s)
Implement root cause corrective
actions and check effectiveness
Build the team
Define and prioritise root cause
corrective actions
Is the RC corrective action effective ?
Recognise and close the team
yes
no
S0
S3
S4
S5
S6
S7
S8
S1
S2
3030
““Supply Chain Management Handbook”Supply Chain Management Handbook”
Work Transfer Management (AAQG) Work Transfer Management (AAQG)
IAQG Leader Susan Armstrong - UTCIAQG Leader Susan Armstrong - UTC
3131
ObjectiveObjective
To provide guidelines for the exercising To provide guidelines for the exercising
of effective risk and management control of effective risk and management control
when changing the source of supply of a when changing the source of supply of a
component, a component package or an component, a component package or an
assembly across a company or its assembly across a company or its
external supply chain. external supply chain.
Work Transfer ManagementWork Transfer Management
3232
Supplier A
Supplier B
Work Transfer ManagementWork Transfer Management
Reasons:Reasons:
Unsuccessful work transfer is a major problem for the industry We have Unsuccessful work transfer is a major problem for the industry We have not standardised process to do itnot standardised process to do it
3333
• Document issued describingDocument issued describing– Main phases required in the decision Main phases required in the decision
making process to ensure all risks are making process to ensure all risks are identified and mitigatedidentified and mitigated
– Main activities to be conducted and Main activities to be conducted and action ownersaction owners
– Decision gates, including project Decision gates, including project closure and lessons learnedclosure and lessons learned
Work transfer ManagementWork transfer Management
3434
Gate 1
Phase 1 Proposal & Feasibility
Phase 2 Develop Business
Case
Team Launch and develop charterSource SelectionRisk Assessment Business CaseGate Review
Phase 3 Detail
Planning
Detail Planning Knowledge Transfer pre-moveGate Review
Phase 4 Execution
of Plan
Project ManagementTechnical Review RequirementsProduction Readiness Review FAI / LAIKnowledge transferGate Review
Gate 2 Gate 4Gate 3
Phase 5 Project Closure
Identify Continuous Improvement opportunityCapture Lessons Learned Recognize team performancePost implementation review
WT Project Proposal Form
Gate Check List
Project Charter
Risk Assessment Business Case
Gate Check List
Project Plan
Transfer checklist
Gate Check List
Production Readiness Review Check List
AS9102 FAI/LAI
Gate Check List
Closure Form
Proposal & FeasibilityGate Review
Templates
Work Transfer ManagementWork Transfer ManagementPhases & Gates:Phases & Gates:
3535
All SCMH produced material is available All SCMH produced material is available
through any IAQG memberthrough any IAQG member
Please review data and give feedback to Please review data and give feedback to
SCMH focals:SCMH focals:[email protected]
[email protected]@boeing.com
ConclusionsConclusions
3636
ContactsContacts
• Product Realisation ProcessesProduct Realisation Processes– AAQG: Susan Armstrong - UTCAAQG: Susan Armstrong - UTC– APAQG: Kouichi Watanabe - IHIAPAQG: Kouichi Watanabe - IHI– EAQG: Bernard Lauras - AirbusEAQG: Bernard Lauras - Airbus
• Supply Chain Process CapabilitySupply Chain Process Capability– AAQG: Larry Weng - BoeingAAQG: Larry Weng - Boeing– APAQG: Kouichi Watanabe - IHIAPAQG: Kouichi Watanabe - IHI– EAQG: Cherif Khelil - SafranEAQG: Cherif Khelil - Safran
3737