BAE Systems Submarine Solutions

Transcription

1 BAE Systems Submarine Solutions Project Owner: Jim Leitch, Senior Quality Manager Project name/system name: Quality Management System Development

2 Objectives Initial Objectives Our initial objective was to reveal and then break down cross-functional barriers to performance improvement and effective operations. The requirement for this had been identified as a major non-conformance against the ISO 9001:2000 standard. Also, there was business feedback on a requirement for a process driven quality management system. In most areas, the objective has been achieved completely. In other areas, work to capture processes is still in progress. System usage scenarios The system is used in facilitating training workshops for process discovery and awareness of cross-functional barriers and processes Realisation of the need for process improvement light bulb moment Enhances the audit process through process visibility, identification and ownership Additional objectives ongoing System development will be part of a 5 year Quality strategy supporting SQCDP (Safety, Quality, Cost, Development, People). Touch screen technology - to deliver process information to trade personnel in the form of both documentation and video. Achievements Proportion of intended processes captured We have captured all intended processes, and the scope has since grown by a further 40% as mapping has progressed. Level of take-up across the organisation The level of take up depends on function/department and varies between complete buy-in and limited buy-in. The Touch screens in the workshops will drive up usage. Initially, people thought it would be a lot of work but because they began to see the benefits there is very little opposition to the system now.

3 Data captured behind process elements The amount of data being captured is quickly rising. Senior management feedback The first time I've ever been moved to go into writing following a Friday presentation. I would like to applaud Jim Leitch for the process that he demonstrated at the senior management brief. Too often over the years, we have been shown a fancy front end (on a computer) that doesn't really do anything different - and often masks inadequacies in the underlying info. I'm pretty sure that new managers spend much of their first 12 months finding out what really happens. What Jim showed us today should really make a difference. If only I could have had something like that as "The New Manager". It should also remove much of the mystique surrounding issues (obstacles) that people often put in the way that impede the pace of improvement. I look forward to using it. User feedback Quotes specifically from the touch screen project; Access to drawing s a real plus, saves a lot of time. I can now access HR, Health & Safety and other information easily. Quite a bit of interest in the fact you will be able to access DIP, weld procedures and the weld management system. Links to welding procedures invaluable. External audits performed on the system LRQA 9001, 14001, 18001, NII (Nuclear Installation Inspectorate) IAEA GS-R-3 ASME NQA1 (Westinghouse were auditors) Professional recognition, awards or publications based on the system BAE Systems Chairman s Award Bronze Award Benchmarked by the following Westinghouse Plc CQI Cumbrian Branch (Chartered Quality Institute) Triaster User Group Forum

4 BNFL BAE Systems Military Air Solutions BAE Systems Land Systems BAE Systems Naval Ships Benefits Benefits achieved There has been time saving on reviews and reduced duplication of procedures. Control of work has improved; all the indicators are going in the right direction. Non-conformances have reduced. The system highlights gaps and duplication which enables greater process control to be introduced. The system clearly visualises processes which enables cost avoidance from quality errors in production. We have been able to introduce video procedures/quality documentation, health & safety, engineering standards and IT system links directly to all personnel via PC s and touch screens. The architecture of the system is a major benefit. Makes deployment easier through greater ownership and accountability The system has helped us achieve process maturity/awareness faster (ref Crosby s maturity matrix). Process improvement examples There has been a specific project to do with the Supply Chain which has worked very well. A dedicated team was established and has spent 2 years redefining the processes within the Supply Chain function. Improvements have been identified as a consequence of the mapping activity e.g. pipe manufacturing facility has realised it had more procedures than it required for pipe bending and was therefore spending effort reviewing and maintaining them. Process mapping enabled a reduction in documentation and introduced video procedures through innovation.

5 Innovation Touchpoint screens Video links Visual presentation of the quality documentation New properties Additional information to be viewed on the left-hand menu when the map has been published which was requested from the business. New hyperlink functionality on search Choice of two ways of getting the information either going into the process and viewing the documentation as well as the process or going straight to the documentation from the search results. Various shape enhancements (for example the red deliverable to show handovers) New Icon buttons for linking to documents Distinction between the different types of information we are giving to the wider audience. (see below)

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