Slide 1: Information purposes only as of June 2015
The following slides are not contractual in nature and are for information purposes only as of June 2015. 1 ©2015, Lockheed Martin Corporation. All Rights Reserved.
Slide 2: Corrective Action Plan Development
Corrective Action Corrective Action Plan Development 2 ©2015, Lockheed Martin Corporation. All Rights Reserved.
Slide 3: Agenda – Corrective Action Plan Development
Agenda – Corrective Action Plan Development • Corrective Action Plan Definition • Discovery Tools – Identify the Problem – Define the Problem – Investigate the Problem – Analyze the Problem and Determine Cause(s) • Creating the Corrective Action Plan – Generate and Implement Solution – Verify Result
Slide 4: Corrective Action Process Flow
Corrective Action Process Flow
Slide 5: CAP Definition
CAP Definition • Corrective Action Plan (CAP) - A plan developed that documents actions taken (Tasks) to prevent recurrence and documents Estimated Completion Date (ECD) and effectivity points.
Slide 6: Corrective Action Plan (CAP) Development
Corrective Action Plan (CAP) Development Once a problem has been identified requiring formal corrective action and the cause(s) has been determined, a corrective action plan (CAP) will be developed that prevents recurrences of the anomaly(s). The proposed corrective actions should be reviewed for fe
Slide 7: Validation and Effectiveness of CAP
Validation and Effectiveness of CAP CAP owner performs validation by reviewing objective evidence to determine if the completed actions have achieved expected results. Validation of CAPs is required and will be documented: Document the objective evidence to demonstrate corrective action validation
Slide 8: Corrective Action Process Flow
Corrective Action Process Flow Inputs Corrective Action Outputs Nonconforming Products or Identify the Problem Implemented and Verified Services Corrective Action Plan Non-compliant Processes or Define the Problem Improved Capabilities or Capabilities Products Audit Findings Investigate the Pr
Slide 9: CAR Definition & Criteria
CAR Definition & Criteria • CAR - document to formally request corrective action from the responsible supplier/special process source as defined by LM Command Media • A Finding is significant when the discrepancy/condition is: – Repetitive – Indicates a continuing negative trend – Affects Safety of
Slide 10: Root Cause Analysis and Corrective Action
Root Cause Analysis and Corrective Action • Root Cause Analysis - the process of applying the cause and effect principle to solve problems. A root cause analysis program should be a systems approach to finding effective solutions to prevent problems from occurring or recurring. • RCA Tools provide m
Slide 11: Getting Started on the Corrective Action Plan
Getting Started on the Corrective Action Plan Now, we’ll • Generate and Implement Solution (CAP) • Verify Results and Document • Monitor and Measure Corrective Action Process A Corrective Action Plan • Provides a structured approach to problem solving • Generates credibility • Shows supplier leaders
Slide 12: Charter Summary
Charter Summary for: Problem Statement: Champion: member of senior mgmt • One or two sentences that describe the team’s task and sets direction for the team • Tells why CAP needs to be done, not what the solution might be Objectives / Deliverables: Sponsor: process authority • Major goals/objectives
Slide 13: Elements of a Plan
Elements of a Plan There’s more than one way to format a Plan. The Plan elements include: • Finding/Issue - be as specific as possible: requirement violated, AS9100 clause failed, CAR • Root Cause (Adjust if data requires) • Short Term – Containment/Corrective Actions – Who will perform – Expected C
Slide 14: CAP Example: Improper bearing installation
CAP Example Improper bearing installation Issue Containment / Short Term POC Objective Expected Issue Root Cause Long Term CA/PA POC LM ECD Metrics # CA Supplier Evidence Benefit 1. Added sign-off by mgmt Completed PO No PO would 2. Incorporate a process Supplier disclosure Orders accepted w/o Inade
Slide 15: Corrective Action Plan: Things to Consider
Corrective Action Plan: Things to Consider • Actions should be Specific, Measurable, Achievable, Realistic and Time-Bound (SMART) – Consider the overall supplier/POC work load – Ensure time to provide quality response – Consider program needs, without losing Quality (can an action be broken into sma
Slide 16: Corrective Action Plan: Things to Consider
Corrective Action Plan: Things to Consider • Will the solution cause new problems? • What’s the level of difficulty of implementing the solution? • How much time will it take to implement? • What is the cost of implementation? • Is the solution transferable to other processes or areas? Where else ca
Slide 17: Corrective Action Plan: Things to Consider
Corrective Action Plan: Things to Consider Establish the logistics – How often will be team meet? – How/when will the plan be statused? – Where/what nomenclature standard will be used to store objective evidence? – Who will approve objective evidence, how will it be presented? 17
Slide 18: Common Issues with Effective and Ineffective Solutions
Common Issues with Effective and Ineffective Solutions 18
Slide 19: Common Issues: Lack of Procedural Compliance
Common Issues: Effective / Less Effective Solutions Lack of Procedural Compliance (Tribal Knowledge) Controlled builds (Product Audit): • LM/Supplier requirements/drawing review • Work instruction updates with pictures, dimensions, details that ensure accuracy, links to spread sheets to record var
Slide 20: Common Issues: Test Inadequacies or Contradictions
Common Issues: Effective / Less Effective Solutions Test Inadequacies or Contradictions in Supplier/LM Test Joint collaboration on ATP/FT discrepancies. Supplier visit to Factory, or LM engineering visit to supplier. NFF –2nd like condition SQE speak to Engineer to determine if additional testin
Slide 21: Common Issues: Producibility Concerns
Common Issues: Effective / Less Effective Solutions Producibility concerns (Supplier design and Build To Print) (Process takes too long, overly complex, undefined design, lack of clear requirements) Clarify requirements with LM Engineering • SPAR – Supplier Problem and Resolution • SATR – Supplier
Slide 22: Common Issues: Operator Error
Common Issues: Effective / Less Effective Solutions Operator Error (Often not Root Cause) Detailed planning readily available to the operators Clear, easy to understand Work Instructions (photos, videos) Shop aids, mylars Automation Operator input to Work Instructions Adequate supervisio
Slide 23: Common Issues: Special Processes Requirements
Common Issues: Effective / Less Effective Solutions Special Processes Requirements not followed / not understood Detailed requirement definition and test methods Special process audits and PSP Hire experts in the field/Increase operator certification Outsource to approved expert Advanced R
Slide 24: Common Issues: Lack of Requirements Management
Common Issues: Effective / Less Effective Solutions Lack of Requirements Management Contracts check list to ensure Supplier meets LM/GSI and other contract requirements (QX and PO) • POIS - Production Outsource Information Sheet review (Build to Print) • EMAP Training Supplier order contracts ch
Slide 25: Common Issues: Lack of Quality Culture
Common Issues: Effective / Less Effective Solutions Lack of Quality Culture/Management Commitment/Lack of Customer Focus LM Executive Reviews/Bi Weekly Reviews Supplier establish Quality Steering Committee/LM participate JAG participation Corporate, top down management /communication Effec
Slide 26: Common Issues: Lack of Product Containment
Common Issues: Effective / Less Effective Solutions Lack of Product Containment Kaizen Product deep dive – stop ship/line stop if issues found Product Inspection Plans (PIP) Process Mapping Place supplier personnel at LM factory Internal CARs/CAR Reviews Sub Tier Management • PFMEA at Sub
Slide 27: Common Issues: Sub-tier nonconformities
Common Issues: Effective / Less Effective Solutions Sub-tier nonconformities Supplier Performance Scorecards – Rolled up to management Waves of Assessments – Performance Improvement (SIA) Part Specific improvements in Process Control – Planning and Execution plus Verification of Build Monthl
Slide 28: Common Issues: Monitoring and Measuring Equipment
Common Issues: Effective / Less Effective Solutions Lack of Control of Monitoring and Measuring Equipment/Calibration Issues Automated system (Requires knowledgeable personnel to maintain and enforce) Implement tool control program/process Tool recall system Add Work Instruction element to r
Slide 29: Common Issues: Ineffective Corrective/Preventative Actions
Common Issues: Effective / Less Effective Solutions Ineffective Corrective/Preventative Actions Use appropriate RCCA tool Set Standards for QAR/CAR response; systemic review Grade submitted responses to standards – mentor individuals, address systemic findings Management/peer review prior to
Slide 30: Executing
Executing Executing a plan consists of the processes used to complete the work defined in the project plan to accomplish the project's requirements. Execution process includes – Direct and manage project execution – Quality assurance of deliverables – Ensure assignment are understood – Distribute me
Slide 31: Monitoring and Controlling
Monitoring and Controlling Processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. Monitoring and controlling includes – Measuring the ongoing project
Slide 32: Monitoring and Controlling Things to Consider
Monitoring and Controlling Things to Consider • How often will the project team meet? What is the agenda for this meeting? • Consider leadership briefings. What management level is required to ensure goals are met? What is the frequency of these meetings? • What information will be used to show prog
Slide 33: Overall CAP Assessment
Overall CAP Assessment 45 5/2/2014 94% Completion (Including KC Event Items) 40 99.5% of Original CAP Items On Track to Plan 35 1 30 23 25 21 KC Event DCMA 20 18 24 17 LM NCR 15 6 9 10 18 14 1 13 5 11 3 9 8 6 7 7 4 0 1 Complete Complete Complete Complete Complete Complete Complete Complete Open Open
Slide 34: Closing
Closing • Closing includes the formal acceptance of the project and the ending thereof. – Administrative activities include the archiving of the files and documenting lessons learned. • Project close: Finalize all activities across all of the process groups to formally close the project or a project
Slide 35: Event Closure
Event Closure: XXXXXXX Part: Sub Component: Last Update: 02/12/2014 Initiator(s): Engineering Program: XXX Affected P/N: S/N(s) Date Raised: 10/22/2013 Affected Aircraft: Number of QARs: 1. Description: ECD: 22 Oct-13 5. Corrective Action/Preventative Action ECD: Completion Date: Completion Date: Un
Slide 36: Closing Things to Consider
Closing Things to Consider • Does the objective evidence meet expectations? Go back to re-evaluate later – is there evidence that the process has matured? What do the metrics show? • Objective evidence shows the issue is verified – has the issue been prevented from future occurrence? • When is the C
Slide 37: Summary
Summary • Corrective Action Plans (CAP) are a requirement • A CAP must prevent reoccurrence of the issue • Ensure the CAP is created by the resources who can own and complete the tasks • Establish expected results, objective evidence, metrics at CAP creation • Monitor the CAP, make corrections if re