Quality Management of the Fairing Production Process

1. Complex is that way Where are we going ? Simple is this way! A Focus on Training SMA Dr. Liu Quality Management of the Fairing Production Process

2. Julian Archer, Ashley Green, Thomas Portz, Ryan Two, Anna Vitalis

3. Introduction • Problem Statement /Objectives • Methods • Participants • Apparatus/ Materials • Procedure • Solution: Training • Implementation • Assessment • Next Steps for SMA Outline

4. Introduction ISO 9001 • Series of Documents that Define Requirements for QMS standards • Used by organizations for certification or contractual purposes • Addresses effectiveness of quality management systems in meeting customer requirements

5. Introduction ISO QMS Training Subsystem • Requirements to be Implemented to meet certification • Ensures effectiveness of the system • Provides appropriate training to those involved in organization • Vital to establishing set standards in order to meet their goals, as well as customer and employee job satisfaction.

6. Introduction ISO QMS Training Subsystem Requirements • Required skill level for an employee to carry out their job • Supplemental training is required for employees to develop the necessary skill level required for a certain job • Assessments and evaluations will be given to ensure employees demonstrate job competence • Employees are aware of the importance of their individual responsibilities and how it adds to the overall accomplishment of their expected quality objectives • Records of employee education, skill, and experience

8. Introduction Stewart-Marchman-Act Behavioral Healthcare • Mission Statement • Comprehensive behavioral healthcare • Job security and valuable training • Values • Service • Integrity • Excellence • Personnel • Management • Upper • Lower • Clients

9. Description • Purpose • Assembly occurs in three (3) stations • Completed product delivered to Sparton Fairing

10. Fairing Process

11. Physical/Spatial Model Overview Table Table Cutting Table Raw Material Arrival Workstation # 1 Workstation # 2 Table Workstation #3 Table Fairing Work Area

12. Problem Statement • ISO 9001 Certification/QMS for Fairing production process • QMS should address • Organizational level of SMA • Resource Management • Production Process • Measurement, Analysis, and Improvement • Training • Goal of QMS is to consistently meet customer requirements while providing training for clients

13. Project Objective • Allocate ISO QMS requirements to Fairing production system • Develop QMS and Training for Fairing production system • Ensure that process and documentation improvements are effective and feasible • Improved quality control through effective • Measurement • Management • Documentation

14. Method Model Based Systems Engineering Inspired Design • Top-down Approach: Driven by ISO 9001 Requirements • Models developed to address Quality Management • Functional Model • Operational Model • Physical Model

15. Methodology Flow Diagram #1 #2 #3 #4 Timeline #1: (Week 1 – Week 2) #2: (Week 2 – Week 8 ) #3: (Week 3 – Week 4) #4: (Week 4 – Week12) Timeline

16. Overview of System Specific Requirements • Quality Management of Functions • Management Responsibility • Resource Management • Product Realization • Fairing Production • Measurement, Analysis and Improvement

17. Function Overview Functional Flow Block Diagram

18. SHELL Model Systems Engineering Considerations For Function Allocation

19. Function Allocation Function Allocation for the Quality Management of Functions (1.0)

20. Function Allocation Function Allocation for the Management Responsibility (2.0)

21. Function Allocation Function Allocation for the Resource Management (3.0)

22. Function Allocation Function Allocation for the Product Realization (4.0)

23. Function Allocation Function Allocation for the Fairing Production (5.0)

24. Function Allocation Function Allocation for the Measurement, Analysis and Improvement (6.0)

25. Methodology for ISO 9001 Certification Training Manual Solution • Rationale for the solution choice • Provides training specific to Upper Management, Lower Management, and Clients • Training is directed toward functional operations that are traceable to ISO 9001 • Training is flexible and continuous • Assessment of Training Effectiveness • Quantitative Measures • Qualitative Measures

26. Assessment Tools for Training • Client Training Evaluations • Client Performance Spreadsheet • Client Performance Record • Daily Communication (Briefing)

27. Training Program • Training Manual • Training Record • Skill Assessment Worksheets • Comment Sheet • Certifications • Quick Reference Training Cards • Competency Tests • Record Audits

28. Results: Performance Record Spreadsheet

29. Results: Waste Material Cost Analysis

30. Results: Competency Time Analysis

31. Operational Model: Typical Day Scenario

32. Operational Model: Atypical Day Scenario

33. Verification of Quality Management

34. Discussion • Time constraints • Allowable time to complete project (3 months) • SMA current policies • Clients have disabilities which we were taken into account when creating a training program • SMAand its customers are in a constantly changing, and sometimes unpredictable work environment

35. Recommendations • Implementation of Training Manual for Client and Management • Monthly meetings to discuss Clients’ Performance • Completing monthly Fairing Production Client Evaluation • Follow-up meetings with client regarding their performance and if improvements need to be made • Completing Employee Performance Record audit monthly

36. Conclusions • Problem Statement • Achievements • Driven by QMS requirements to obtain ISO certification • Training manual and other deliverables • Feasibility • Implementation

37. Conclusion • Lessons Learned • Acknowledgement • Dr. Dahai Liu • SMA Representatives • Brenna • Carol • Joanne

38. Next Steps for SMA! • Implement training with deliverables • Adapt specific training of the fairing production to the other products • Address training with more focus on management