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  1. 1. Introduction to the IAQG SCMH “Supply Chain Management Handbook” IAQG General Assembly Melbourne, Australia 18 April 2007 Cherif Khelil Safran Dale Gordon MPC Bernard Lauras Airbus Susan Armtrong UTC
  2. 2. Agenda <ul><li>General presentation of “Supply Chain Management Handbook” objectives and concept </li></ul><ul><li>Presentation of SCMH projects that are well advanced </li></ul>
  3. 3. <ul><li>IAQG Strategy is to develop and promote implementation of Common Standards, Shared Auditing and Continual Improvement methods and tools: </li></ul><ul><ul><li>Assuring Customer Satisfaction through On-Time , On-Quality Delivery of products and services, through the lifecycle </li></ul></ul><ul><ul><li>Delivering exactly wha t the customer ordered, exactly when we agreed to deliver it </li></ul></ul>IAQG Strategy Foundations - Definitions
  4. 4. Existing IAQG Standards today <ul><li>Requirements to harmonise the Quality Management System </li></ul><ul><ul><li>9100 – Aerospace Quality Management System (Design and Manufacturing) </li></ul></ul><ul><ul><li>9110 – Maintenance and Repair Stations </li></ul></ul><ul><ul><li>9120 – Stockists & Distributors </li></ul></ul><ul><li>Requirements to raise Product Integrity </li></ul><ul><ul><li>9102 - First Article Inspection </li></ul></ul><ul><ul><li>9103 - Variation Management of Key Characteristics </li></ul></ul><ul><ul><li>9131 - Non-conformance Management </li></ul></ul><ul><ul><li>9134 - Global Supplier Risk Management </li></ul></ul><ul><ul><li>Etc… </li></ul></ul>
  5. 5. IAQG Objectives have recently evolved <ul><li>Up to now, IAQG produced standards describing requirements </li></ul><ul><li>We need now to help suppliers to develop: </li></ul><ul><ul><li>By helping them understanding our requirements </li></ul></ul><ul><ul><li>By providing guidance and best practices on how to fulfil requirements and achieve objectives and expectations </li></ul></ul>Up to Now: Focusing on the WHAT And Now: Focusing on the HOW
  6. 6. New focus on “How” in particular through “SCMH” <ul><li>What does SCMH mean ? </li></ul><ul><ul><li>S upply C hain M anagement H andbook </li></ul></ul><ul><li>What is the SCMH ? </li></ul><ul><ul><li>A collection of guidelines, trainings, etc… </li></ul></ul><ul><li>What are the Objectives of the the SCMH ? </li></ul><ul><ul><li>Complementing existing standards </li></ul></ul><ul><ul><li>In some cases, need for new standards or standard improvement could be identified </li></ul></ul><ul><li>How is the SCMH organised ? </li></ul><ul><ul><li>Several Projects, addressing a specific process or activity </li></ul></ul><ul><ul><li>Provides links to 9100 series standards </li></ul></ul>
  7. 7. <ul><li>The Supply Chain Management Handbook further explains the requirements in 9100: </li></ul><ul><ul><li>Example </li></ul></ul><ul><ul><ul><li>9100 states “The organization shall select suppliers which meet organization requirements ” , but does not say how to assure or demonstrate that they meet these requirements” </li></ul></ul></ul>New focus on “How” in particular through “SCMH” <ul><ul><li>“ Supplier Selection and Capability Assessment ” is a guideline on how to assess supplier capability and select them </li></ul></ul>
  8. 8. Supply Chain Management Handbook Creation Concept AS/EN/JISQ 9100 Requirements 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? <ul><li>Published Mat'ls </li></ul><ul><li>Work in Progress </li></ul><ul><li>Best Practices </li></ul><ul><li>None </li></ul>SCMH Development Priority Setting Impact on Quality and Delivery performances? Industry Enthusiasm? Regulatory & Stakeholders Expectations? Easy Implementation? +
  9. 9. SCMH : A framework for organizing and integrating our work 9100 Requirements Supply Chain Mgmnt Handbook Projects IAQG guidelines on how to meet requirements Preference is to develop guidance material, not new requirements New or revised IAQG standards 91xx 9131 9103 9102 9100 clarification (in next revision)
  10. 10. SCMH: A Facilitation Tool SCMH facilitates the flow of expectations and solutions to all levels of the Supply Chain 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
  11. 11. 10 Projects identified, 4 with significant progress, 1 on hold, 2 with volunteers Supply Chain Management Handbook 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 Work Transfer Significant progress
  12. 12. “ Supply Chain Management Handbook” Supplier Selection and Capability Assessment IAQG Leader: Cherif Khelil – Safran
  13. 13. Supplier Selection & Capability Assessment <ul><li>Objective </li></ul><ul><li>To build a common model to assess the Maturity of a Supply Chain to achieve sustainable On Time & On Quality delivery objectives </li></ul>
  14. 14. 10 processes + 1 transversal one Titles consistent with 9100 when possible * 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 * Red titles coming from 9100, black titles when clarification needed or no requirements
  15. 15. <ul><li>Four domains assessed: </li></ul><ul><li>People & Organisation </li></ul><ul><li>Processes </li></ul><ul><li>Tools & Data </li></ul><ul><li>Performances Metrics </li></ul><ul><li>Four levels of maturity (Maturity model CMMI like) </li></ul><ul><li>Undefined : No Process, Method, Tools/ No Process, Method, Tools/ and Appropriate Behaviours </li></ul><ul><li>Defined </li></ul><ul><li>Applied </li></ul><ul><li>Optimising: Implemented and optimised, continuous improvement </li></ul>Supplier Maturity Assessment per Supply Chain Process 3+ regular review of metrics effectiveness Performance drives action plans Measuring performance No measurement of Performance Performance Metrics Internal & external collaboration. Real time intelligent workflows Integrated database, clear workflows, internal collaboration Multiple Data base Spreadsheet Manual : Fax e - mail Tools & 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 Stimulus Process Multifunctional team Highly Skilled Clear accountability Cross functions Highly skilled Expert firefighters No clear Accountability No Problem solving skills People & Organization 4 Optimizing 3 Applied 2 Defined 1 Undefined Non Conformity Management 3+ regular review of metrics effectiveness Performance drives action plans Measuring performance No measurement of Performance Performance Metrics Internal & external collaboration. Real time intelligent workflows Integrated database , clear workflows , internal collaboration Multiple Data base Spreadsheet Manual : Fax e - mail Tools & 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 Stimulus Process Multifunctional team Highly Skilled Clear accountability Cross functions Highly skilled Expert firefighters No clear Accountability No Problem solving skills People & Organization 4 Optimizing 3 Applied 2 Defined 1 Undefined Non Conformity Management Example E xpectation Supplier performance Areas of potential Supplier Development if deemed necessary
  16. 16. 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) Each Company may apply weighting to each process as appropriate to their Product, Customer, Risks, etc… Risk based analysis and supplier selection decision Supplier Assessment Results Matrices exist for all processes
  17. 17. “ Supply Chain Management Handbook” Requirements and Flowdown IAQG Leader Larry Weng - Boeing Report by Dale Gordon - MPC
  18. 18. R equirements and Flowdown Objective To publish best practices and guidelines on how to ensure requirements are well identified, flowed down to suppliers and agreed upon between customer and suppliers.
  19. 19. R equirements and Flowdown
  20. 20. Requirements and Flowdown - Table of Contents All subchapters of chapter 2 have been broken down to 9100 requirements Requirements Related to the Product 7.2.1 2.18 Customer Feedback 7.2.3c 2.34 Handling of customer order enquiries 7.2.3b 2.33 Communication of product information 7.2.3a 2.32 Customer Communication 7.2.3 2.31 Requirement changes 7.2.2 2.30 Undocumented requirements 7.2.2 2.29 Records of review 7.2.2 2.28 Evaluation of risk 7.2.2d 2.27 Ability to meet defined requirements 7.2.2c 2.26 Contract or order requirements 7.2.2b 2.25 Requirements for Product 7.2.2a 2.24 Review of Requirements Related to the Product 7.2.2 2.23 Requirements determined by the Organization 7.2.1d 2.22 Regulatory or statutory requirements 7.2.1c 2.21 Requirements not stated by the customer 7.2.1b 2.20 Requirements for delivery and post-delivery activities 7.2.1a 2.19 Authority for disapproval of sources 7.4.1e 2.17 Use of customer-approved special process sources 7.4.1d 2.16 Supplier corrective action 7.4.1c 2.15 Supplier performance review 7.4.1b 2.14 Register of approved suppliers 7.4.1a 2.13 Purchasing Process 7.4.1 2.12 Requirements for flow down to sub-tiers 7.4.2j 2.11 Requirements for right of access 7.4.2i 2.10 Requirements for changes 7.4.2h 2.9 Requirements for nonconforming product 7.4.2g 2.8 Requirements for test specimens 7.4.2f 2.7 Requirements for acceptance 7.4.2e 2.6 Requirements for technical data 7.4.2d 2.5 Requirements for a quality management system 7.4.2c 2.4 Requirements for personnel 7.4.2b 2.3 Requirements for Approval 7.4.2a 2.2 Purchasing Information 7.4.2 2.1 Table of Contents 9100 Sec Table of Contents 9100 Sec
  21. 21. R equirements and Flowdown C ontent Structure 9100 Requirement Specific Expectations How to demonstrate compliance Generic Expectation Best Practices
  22. 22. R equirements and Flowdown C ontent Structure 34 Templates have been populated 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
  23. 23. “ Supply Chain Management Handbook” Process Control Education Package about 9103 (Variation Management of Key Characteristics) IAQG Leader: Bernard Lauras - Airbus
  24. 24. 9 103 - Variation Management of Key Characteristics - Education package <ul><li>Objective </li></ul><ul><li>Promote benefits of IAQG Standard 9103 (Variation Management of Key Characteristics) and gain broader acceptance </li></ul><ul><li>Increase skills for all people involved in 9103 deployment </li></ul><ul><li>Reason </li></ul><ul><li>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) </li></ul>
  25. 25. 9 103 - Variation Management of Key Characteristics - Education package Key Characteristics are the main ones guaranteeing full Customer satisfaction, that means ensuring all his needs are effectively & permanently met 9103 education package technical content completed
  26. 26. “ Supply Chain Management Handbook” Process Control Root Cause Analysis and Problem Solving IAQG Leader: Bernard Lauras - Airbus
  27. 27. <ul><li>Objective </li></ul><ul><li>Propose methodology to i mprove the way escapes and problems are managed (including communication between all actors - engineering, MRB, supplier, customer, etc...) to reduce their impacts, contain them as far upstream as possible and prevent recurrence. </li></ul>Root Cause Analysis and Problem Solving
  28. 28. <ul><li>Reason </li></ul><ul><li>Our suppliers (and even sometimes our organisation) do not deliver correct Root Cause Analysis and Problem Solving results </li></ul><ul><li>This is because: </li></ul><ul><ul><li>We have not set criteria about what makes an acceptable corrective action plan </li></ul></ul><ul><ul><li>We continue to accept bad answers (even if say we will not, reality of life makes us accepting ) </li></ul></ul><ul><ul><li>People (internal and external) do not have the Root Cause Analysis culture, do not know any process or do not have the proper skill-sets </li></ul></ul><ul><li>Cultural change required to overcome the situation </li></ul>Root Cause Analysis and Problem Solving
  29. 29. Proposed “9 Steps” harmonised Process Communication is a key aspect Objectives of the 9 steps defined
  30. 30. “ Supply Chain Management Handbook” Work Transfer Management (AAQG) IAQG Leader Susan Armstrong - UTC
  31. 31. Work Transfer Management Objective To provide guidelines for the exercising of effective risk and management control when changing the source of supply of a component, a component package or an assembly across a company or its external supply chain.
  32. 32. Supplier A Supplier B Work Transfer Management Reasons: Unsuccessful work transfer is a major problem for the industry We have not standardised process to do it
  33. 33. <ul><li>Document issued describing </li></ul><ul><ul><li>Main phases required in the decision making process to ensure all risks are identified and mitigated </li></ul></ul><ul><ul><li>Main activities to be conducted and action owners </li></ul></ul><ul><ul><li>Decision gates, including project closure and lessons learned </li></ul></ul>Work transfer Management
  34. 34. Gate 1 Phase 1 Proposal & Feasibility Phase 2 Develop Business Case <ul><li>Team Launch and develop charter </li></ul><ul><li>Source Selection </li></ul><ul><li>Risk Assessment </li></ul><ul><li>Business Case </li></ul><ul><li>Gate Review </li></ul>Phase 3 Detail Planning <ul><li>Detail Planning </li></ul><ul><li>Knowledge Transfer pre-move </li></ul><ul><li>Gate Review </li></ul>Phase 4 Execution of Plan <ul><li>Project Management </li></ul><ul><li>Technical Review Requirements </li></ul><ul><li>Production Readiness Review </li></ul><ul><li>FAI / LAI </li></ul><ul><li>Knowledge transfer </li></ul><ul><li>Gate Review </li></ul>Gate 2 Gate 4 Gate 3 Phase 5 Project Closure <ul><li>Identify Continuous Improvement opportunity </li></ul><ul><li>Capture Lessons Learned </li></ul><ul><li>Recognize team performance </li></ul><ul><li>Post implementation review </li></ul>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 <ul><li>Proposal & Feasibility </li></ul><ul><li>Gate Review </li></ul>Templates Work Transfer Management Phases & Gates:
  35. 35. All SCMH produced material is available through any IAQG member Please review data and give feedback to SCMH focals: [email_address] [email_address] [email_address] [email_address] [email_address] Conclusions
  36. 36. Contacts <ul><li>Product Realisation Processes </li></ul><ul><ul><li>AAQG: Susan Armstrong - UTC </li></ul></ul><ul><ul><li>APAQG: Kouichi Watanabe - IHI </li></ul></ul><ul><ul><li>EAQG: Bernard Lauras - Airbus </li></ul></ul><ul><li>Supply Chain Process Capability </li></ul><ul><ul><li>AAQG: Larry Weng - Boeing </li></ul></ul><ul><ul><li>APAQG: Kouichi Watanabe - IHI </li></ul></ul><ul><ul><li>EAQG: Cherif Khelil - Safran </li></ul></ul>

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