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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Contractor performance should be judged in terms of: In view of the criticality of system acquisi- tion in the context of national security, it is imperative that the TQM concepts, practices, tools, and techniques be rapidly integrated into the DoD system acquisi- tion process.
Failure is most frequently a consequence of treating transition as a managerial event rather than a technical process. It also provides quantifiable data for analysis, provides a reference baseline, and promotes participation and decision-making by people doing the job. A policy focusing on actions to be taken early in the design, development, and production of new systems, subsystems, and equipment in order to prevent nonconformance Material Review Board action on Type II quality deficiencies.
Non-production activities benefit from quality improvement just as production ac- tivities benefit. The key is to select measures that can be used by work units to manage and evaluate their products and services so that continuous process improvement can be undertaken. Gather ideas-round-robin, one idea at a time, written on flip chart and posted. Sustained DoD-wide emphasis and concern with respect to high quality and productivity must be an integral part of our daily activities. Knowledge and skills of TQM Predominantly partici- pative and interdisciplinary problem-solving and decision-making based on substantive data Management and employee involvement; work teams; integrated functions Open style with clear and consistent objectives, which encourages group-derived continuous improvement Communicate, consult, delegate, coach, mentor, remove barriers, and establish trust Individual and group recognition and rewards, negotiated en ten a.
Statistical process control may evolve into variability reduction. The templates cover the areas found through experience and by the Defense Science Board to be critical to success of the system. This one-day course provides managers with the information they need to make decisions about where to begin the TQM journey.
A proven approach to implementation is to begin the improvement process with senior management and subsequently cascade the goals, values, structure, and training established and adopted at upper levels to succeeding levels.
Analyze the process with a cross-functional dd. Exemplary Facilities promotes use of SPC. A conceptual map that provides the means for cross-functional planning and communications. Data used 4245.77-m understand and continuously improve processes. Use nominal group technique for improvement ideas. DoD and industry personnel can greatly benefit from the references listed below.
Third, the Institute maintains a Quality and Productivity Resource Information Center, an extensive library of materials on quality practices and training. Study objectives, assigned readings, and functional lectures guide the students, who are encouraged to present actual problems for class discussion and analysis. Other issues include streamlining contractual requirements; improving interaction among designers, manufacturing engineering, logisticians and users; and making a contractor’s past performance and quality history a factor in source selection.
What distinguishes TQM from other improvement strategies is its un- flagging dedication to: If an activity produces something, a process exists, and a process can be improved. Other mean- ingful yardsticks might be dollars of cost, units per hour, rejects per lot, and cycle time.
DoD 4245.7-M TRANSITION FROM DEVELOPMENT TO PRODUCTION
Identify the causes of these major costs. This matrix or one of your own can be used to assess the progress of your organization in implementing TQM.
Climate for continuous improvement. It calls for cultural change in organization through instituting a broader vision of management encompassing improvement of every process critical to organizational success. The templates of the Transition and Best Practices Manuals are used to identify the most frequently encountered risks and to describe the attributes and characteristics of a low-risk program.
Best Manufacturing Practices: DoD M: Transition from Development to Production
Robust design, or desensitizing manufacturing variation, is heavily stressed. Case studies allow the student to analyze and provide solutions to current problems facing DoD and industry program managers. A program that consolidates various military services approaches for dealing with contractors who exhibit continued ability to supply superior products to DoD within the confines of their contractual requirements such as Army CP 2 program. Delbecq, Van de Von andGustafson.
Specify requirements in terms of results desired, not “how-to-design” or “how-to-manage. Limit the contractual applicability of referenced documents.
A key aspect of this concept is de- signing products and services that can be produced with high-yield within the ca- pability of the manufacturing or service process. TQM requires management to exercise the leadership to establish the conditions for the process to flourish. TQM integrates fundamen- tal management 424.7-m, existing improvement dov, and technical tools under a disciplined approach focused on continuous process improvement.
Concurrent Engineering defines the product, its manufacturing process, and other required life-cycle processes such as maintenance.