TRANSITION FROM DEVELOPMENT TO PRODUCTION. (Includes Change 1 Dated 13 Feb 89). SEPTEMBER Assistant Secretary of Defense Acquisition. This Manual is issued under the authority of DoD. Development to Production,” January 19, It. DOR M. Directive provides. , “Transition from. Page 1. Page 2. Page 3. Page 4. Page 5. Page 6. Page 7. Page 8. Page 9. Page Page Page Page Page Page Page Page Page
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True breakthroughs are hard to pre- dict. Various names have been given to the team approach like simultane- ous engineering and concurrent design.
TQM integrates fundamen- tal dor techniques, existing improvement efforts, and technical tools under a disciplined approach focused on continuous process improvement. Contractor performance should be judged in terms of: Selected guest lecturers from government, the defense industry, and commercial industry discuss TQM applications and problems unique to the DoD.
Total Quality Management Model 13 Presents a seven-step model for continuous process improvement. Climate for continuous improvement. It is written from both industry and DoD perspectives. DoD and industry personnel can greatly benefit from the references listed below.
Taken together, infrequent innovations and continuous improvement result in superior productivity 4245.7-n. Define prime and support responsibilities.
We can use the same tools we use to analyze manufacturing processes. DoD wants to eliminate inhibitions to modernization and progress of productivity. IMIP will develop contract incentives aimed at encouraging industry to make productivity-enhancing capital investments. Benchmarking is a tool that will: Provide incentives for contractors to provide continuous quality improvement. TQM is implemented by busy people.
For example, one evaluation of the “before” and “after” levels of customer satisfaction following an improvement effort might include the numbers of customer com- plaints.
Identify the most significant costs. Management must demonstrate by their actions that quality is extremely important and support employee involvement in quality improvement efforts. The Army will decrease oversight over contractors who are certified to meet these requirements. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach focused on continuous process improvement. There is no substitute for the day-to-day discipline and tools of continuous im- provement needed to reinforce TQM.
Major causes may include: Dpd DoD program that provides incentives for contractor modernization and productivity improvement. Focuses on shared savings rewards and contractor investment protection. Techniques such as brainstorming, experimentation, or cause-and-effect analysis arc used to develop alternatives and arrive at solutions. Short-term issues do not overpower the long-run issues 8.
DoD M DoD TRANSITION FROM DEVELOPMENT TO PRODUCTION
Separate special causes from common causes. Concurrent Engineering defines the product, its manufacturing process, and other required life-cycle processes such as maintenance. This guide provides a seven-step sequential model that will lead to continuous performance improvement. The templates cover the areas found through experience and by the Defense Science Board to be critical to success of the system.
It is necessary to perpetuate the continuous improvement process forever lifetime. There- after, the leverage of prevention is reduced as correction of problems-a more costly procedure-becomes the dominant mode. The dpd judges odd of top management by the behaviors they ex- hibit.
DoD 4245.7-M TRANSITION FROM DEVELOPMENT TO PRODUCTION
Set True Customer Requirements Knowledge of the user’s needs and expectations internal and external is a pre- requisite to satisfying them. Work on most important causes e. Method of measuring your processes against those of recognized lead- ers. Execute agreements with key subcontractors.
It is common practice dld emphasize the technical aspects of improvement-new machine tools, computers-with less em- phasis on the people and their role in the process. Follow 4245.7m steps to define your mission: The contractor should have a tailored plan for CP 2 addressing: Contractor’s quality performance programs must include SPC.
They should reflect strategic choices about the critical processes in which success is essen- tial to organizational survival. Change 1 to DoD A structured system to ddod a work process by eliminating unnecessary tasks and streamlining the work flow. Identify the causes of these major costs.
DoD M – FISMApedia
A successful process considers all life cycle disciplines, including producibility and supportability, from the outset and establishes a continuum of integrated design, test, production, and support. A very structured approach to generate ideas and survey the opinions of a small group.
Eliminate causes that do not apply. Designs that are immune to manufacturing and operational use variability are said to be robust. Identify tasks-basic steps used to perform each activity and to provide the most specific description of a process.
The cost of not doing things right the first rime can be considerable.