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•Enhancing Shareholder Value•Quality•Good Corporate Citizenship•Customer Satisfaction•A Diverse and Involved Team•Integrity•People Working Together•LeadershipA&T Values
A&T provides solutions that shape the future of mobility for our global military and commercial customers. We will leverage our strengths, team-based culture, supplier partners, and
customer knowledge to achieve market leadership and provide unprecedented value to all stakeholders.
A&T MissionThe world’s first choice for innovative mobility solutions – setting the standard for excellence
A&T Vision
People working together as a global enterprise for aerospace leadership
Boeing Vision 2016
•Enhancing Shareholder Value•Quality•Good Corporate Citizenship•Customer Satisfaction•A Diverse and Involved Team•Integrity•People Working Together•Leadership
Global Mobility Systems Values
Global Mobility Systems provides solutions that shape the future of mobility for ourmilitary and government customers. We will leverage our strengths, team-based culture, supplier partners, and customer knowledge to achieve market leadership and provideunprecedented value to all stakeholders.
Global Mobility Systems MissionThe world’s first choice for innovative mobility solutions – setting the standard for excellence
Global Mobility Systems Vision
People working together as a global enterprise for aerospace leadership
Manage MaterialRequirements (S. Howell)Select Source (Nelson)Negotiate & AwardPurchase Contracts (P. Nelson)Manage SupplierPerformance (P. Nelson)Manage SupplierQuality (M. Perry)Manage Supply Base (G.
Harding)
Process Owner:M. Delaney
6.0ProduceProduct
Define ProductionPlan (A. Ballard)
Assemble and Deliver Product (A. Ballard)
Verify ProductionProcesses (M. Kingston)
Provide Parts, Supplies, GFE, & Tools to Assembly (J. Banks)
Process Owner:S. Jurgens
7.0SupportProducts &Services
Process Owner:L. Holland
Provide Supply Support (D. Schmaltz)
Provide Technical Data (D. Blake)
Provide Retrofit & Modification Services (C. Bearden)
Provide Field Services (J. Williams)
Provide Instructional Systems Data& Training (Y. Jensen)Provide Integrated SupportPlanning & Management (D. Yee) Provide System Support Analysis (S. Gore)Provide Support Equipment (R. Stanton)
Process Owner: T. Green
Provide Communications Services(R. Brown)
Communicate Positions & Direction (R. Brown) Strengthen the Team (D. Owens)
Provide Integrated Performance Management (Cost & Schedule)(V.MacIvy)
Concurrently Develop Product/Service/Build-to / Buy-to/ Support Elements (K. Kern)
• Responsible for:• Implementing the steps of PBM• Documenting the process• Ensuring process performance• Ensuring both internal and external customer involvement• Involving suppliers of incoming processes• Improving the process
• For certain processes, may manage the process jointly with the Government Customer
• Must ensure associated procedures are current and are adhered to
Process Owners/Teams Document and Define Processes, with Customer Agreement
Process Title: Process No.:
Next-Higher-Level Process:
Creation Date:Revision Date:
Process Objective:
Lead PBM Deployment1.07 Integrate and Deploy Processes and Procedures
Lead PBM deployment across GMS Programs and IDS-LB Tenants as appropriate in alignment with IDS business strategies
1.07.029-27-2005
• Strategies/Flow-Down Goals/Deployment Plans• Training Requests • Consulting and Facilitation Requests• PBM Products and Data• Gap Analyses • Training Surveys/Suggestions• Internal/External Assessment Results
• Deployment Plan /IMP/IMS• PBM Methodology / Command Media / Training
Materials• Systems to Manage PBM/Health and Deployment
Reports• PBM Expertise / Process Owner Consulting &
Coaching / Process Team Facilitation• Effective Resolution of Process Related Conflicts• Training• Corrective/Preventive Actions
• TA-288M, Process Owners Manual• TA-318, PBM James Jones
Glen Green, DCMAPBMS; Root Cause Corrective Action System
• Receive Inputs from Suppliers
.01 Define PBM Methodology/Command Media
.02 Plan PBM Approach
.03 Implement PBM Deployment
.04 Analyze PBM Deploymentand Performance Results
.05 Capture Lessons Learned and Improve PBM
• Deliver Outputs to Customers
Process TasksBeginning Boundary Task:
Ending Boundary Task:
Inputs
Suppliers
Customers
Process Requirement Sources:Process Owner:
Process Customer(s):
Process Specialist:InformationSystems
OutputsOutputs
• 1.01.01, Assess and Understand Inputs• Process Owners/Customers/Focals/Users• DCMA/SG
(Must have concurrence on file for all process changes. Use second page if necessary.)
John Smith
• 1.01.06, Flow Down Strategies and Deploy Plans• 1.02, Ensure Organizational Effectiveness• 1.04 Ensure Continuous Improvement• Process Owners/Customers/Focals/Users• DCMA/SG• Executive Management/Program Management
Process Owners/Teams Define their Metrics in a Process Performance AgreementProcess Owners/Teams Define their Metrics in a Process Performance Agreement
(e.g., % Rework & Repair Hours/Total Hours)
(e.g., % On-Time to Manufacturing Schedule)
(e.g., Avg. Hours per Engineering Drawing)
(e.g., Total Days from Input to Delivery)
For Training Purposes Only
Process Title: Process No.:Creation Date:
Revision Date:Next-Higher-Level Process:
PROCESS PERFORMANCE AGREEMENTPROCESS PERFORMANCE AGREEMENTBusiness: Bus. Unit:Site: Program(s):
Quality
Timeliness
Efficiency
Cycle Time
John Smith James Jones Glen Green
MinimumAcceptableLevel (MAL)
Annual / Multi-Year
Goals
Benchmark/Comparative
Data
WeightingFactor
(Must Have At Least One “1”)Metric DefinitionMetric Category
Process Measurement
Process Owner’s Name Process Customer(s) Name(s) Process Specialist’s Name
Process Owners/Teams Use Plans to Improve a ProcessProcess Owners/Teams Use Plans to Improve a Process
ACTIONS TASKSACTION # 1234 INITIATED: 01-May-05
INITIATOR: Adams, ArtASSIGNEE: Adams, Art
PROCESS OWNER: Baker, BillPBM No: 5.02
Issue OrdersC/PA SOURCE: PBM Annual Process Improvement
STATUS: Open DATE: 07-Oct-05SUBJECT:Improve percentage of compliant documentationPROBLEM STATEMENT:Percentage of compliant procurement filesis not acceptable.
VERIFICATION/ACCEPTANCE CRITERIA:Percentage of compliant files improved by 20%
ROOT CAUSE ANALYSIS TOOLS USED:FMEA, 5-WhyROOT CAUSE STATEMENT:Buyers are not trained to review files for complianceprior to sending to Procurement Analysis
Process Management Leads to CMMI Success• The quality of a software product is governed by the
quality of the processes used to develop and maintain it.
• To improve quality of the product, one must improve the quality of the processes that create the product.
• CMMI enables organizations that want to pursue process improvement in multiple functional areas (Software, Systems, Acquisition, Security etc. ) to do so with less additional investment for each function.
• CMMI supports process integration and product improvement
• CMMI integrates multiple disciplines into one process-improvement framework