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Manufacturing and Quality

The Manufacturing and Quality (M&Q) Community of Practice (CoP) is a compilation of policy, guidance, processes, references, resources, and tools. for completing M&Q activities across the DoD system acquisition life cycle. The community managers will work periodically to update this CoP based on current policy, guidance, tools, best practices and lessons learned. The complexities of various production environments, from low volume (job shop) to high volume (continuous flow), make the management of M&Q functions especially challenging. This CoP is dedicated to providing M&Q and other technical personnel with access to the knowledge needed, when needed.  

 

 

 

 

 

 

 

 

 

Please Note: This community was formerly named Production, Quality and Manufacturing. Please update your bookmarks to reflect the new name and URL. Thank you!

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Manufacturing and Quality (M&Q) Body of Knowledge (BoK)

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COMMUNITY / Manufacturing and Quality
George A Noyes III - Community Leader
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Robert Arthur - Community Owner
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Tim Mead - Community Leader

Feed / Manufacturing and Quality

Resource / Manufacturing and Quality
Quality Assurance and Control
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Quality Assurance (QA) is the planned and systematic activities implemented in a quality system so that the quality requirements for a product or service are fulfilled. QA focuses on the entire quality system including suppliers and ultimate consumers of the product or service. It includes all activities designed to produce products and services of appropriate quality. QA begins before a product is made or before a project is even started.

Quality Control (QC) refers to the activities used during the production of a product that are designed to verify that the product meets the customer's requirement. QC focuses on the process of producing the product or service with the intent of eliminating problems that might result in defects. QC begins as the product is being produced.

This resource page will focus on the following topic areas: 

  • Quality Management Systems
  • Product Quality Control
  • Supplier Quality Management 
  • Quality of Design / Quality Engineering 
  • Quality Policy and Guidance
  • Quality Tools and Checklist

Contract Quality Requirements: 

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Quality Management System (QMS)

A Quality Management System (QMS) is a clearly defined set if processes and procedure that are formalized in documents that outline processes, procedures, and responsibilities for ensuring products or services consistently meet customer and regulatory requirements. 

The ISO family of documents outlines the requirements for a quality management system:

  • ISO 900: Identifies the vocabulary and fundamentals for a QMS to include the seven quality management principles 
  • ISO 9001: Details the requirements organizations need to meet in order to meet the standard and become certified
  • ISO 9002: Provides for guidance for the implementation of ISO 9001
  • ISO 9004: Provides guidance for achieving sustained success through the application of a program of evaluation and continuous performance improvement 

The AS 9100 family of documents provide for the requirement of a QMS within the aerospace, space, and defense industries and include:

  • AS 9100: Identifies the aerospace requirements for a QMS that demonstrates an organization's ability to provide products that meet statutory and regulatory requirements  
  • AS9101: Identifies the requirements for auditing aviation, space, and defense organizations against the 9100 family of standards 
  • AS9102: Identifies the requirements for First Article Inspection to ensure that a new product or part meet all requirements through production part verification 
  • AS9103: Identifies the requirement to plan for and manage Key Characteristics and any variation of those characteristics 
  • AS9110: Identifies the requirements for a QMS at aviation maintenance organizations and is based on ISO 9001, but includes additional requirements for aviation maintenance and airworthiness 
  • AS9120: Identifies the requirements for a QMS at stock distributors and is based on ISO 9001 but includes additional requirements. Stock distributors include organizations that resell, distribute, and warehouse parts for aerospace industries.
  • AS9131: Identifies requirements for the uniform identification, documentation, and management of nonconforming that requires formal decisions 
  • AS9134: Identifies the requirements for managing risk in the supply chain on both new and existing suppliers
  • AS9146: Identifies the requirements for the prevention of Foreign Object Damage for organizations involved in the design, development, delivery, and post-delivery provisions for maintenance, spares, and other materials
  • AS9015: Identifies the requirements for the delegation of product verification activities at an organization's suppliers 
  • AS5553: Identifies the requirements for the management of electrical, electronic, and electromechanical parts to avoid the introduction of counterfeit parts into any aviation, space, and defense assemblies   

The QMS is used to:

  • Manage product and process quality 
  • Reduce the cost of poor quality (scrap, rework, repair, etc.)
  • Make better decisions based on statistical and other data
  • Engage in a process of continuous improvement  

A Quality Management System is a requirement of ISO 9001 and AS9100.  ISO 9001 can be considered the baseline QMS while AS9100 is used for developing and advanced QMS. There are many requirements in ISO 9001 and AS9100 to include:

  • Leadership
  • Planning
  • Support
  • Operation
  • Performance Evaluation 
  • Improvement

Documentation to support the QMS include:

  • Policies
  • Procedures
  • Quality Manual
  • Training Materials
  • Work Instructions
  • Audit Forms
  • Process Maps
  • Control Plans

Guidance, Resources, and Tools 

Product Quality Control

Quality Control is the inspection aspect of quality management and consists of inspection, testing and quality measurements that verifies that the product deliverables conform to specification, is fit for purpose and meet stakeholder’s expectations. Quality control techniques are varied and driven by the nature of the product. Product inspections and tests that are done to check whether a product meets its specification is the most obvious form of QC. The inspection and test methods used depends on the technical nature of the product being developed. These methods could include product and process inspection, First Article Inspection/First Article Testing, Production Lot Testing, Production Part Approval, Qualification Testing, and Production Qualification Testing. 

First Article Inspection (FAI)/First Article Testing (FAR): FAI is a physical audit (see AS9100, AS9102 and DCMA Manual 2101-01). FAI conducted to ensure that the product meets contractual requirements and is a dimensional and qualitative inspection of a part or assembly to ensure the part or assembly fully conforms to technical drawings, specifications, customer envelope, and interface dimensions. A flow chart will be provided to validate the capability and stability of each process step. In addition, Key characteristics and critical characteristics shall be identified to ensure that they are validated during the FAI. First Article Inspections also verify production processes by examining work instructions, routing sheets, quality plans. FAIs also include reviews of in-process, acceptance testing procedures, and results. These tests may be witnessed by DCMA Quality Assurance Representatives (QAR) and/or government acquisition personnel.

Production Lot Testing: The purpose of production lot testing (PLT) is to validate quality conformance of products prior to lot acceptance. Product specialist will review the ESA testing requirements for completeness, accuracy, and applicability; coordinate any changes with the ESA; and enter the testing requirements in the material master. The test indicates that the manufacturer’s ability to create a consistent product within prescribed tolerances (quality). These tests may be witnessed by DCMA Quality Assurance Representatives (QAR) and/or government acquisition personnel.

Production Part Approval: Production Part Approval is used to accept an item from a manufacturing process. The purpose is to determine if engineering design records, functional, and specification requirements are understood and if the manufacturer's process has the capability to produce product consistently and continuously. The PPA provides the parts characteristics, part sample size, documentation, and requirements based on AF's needs for assessing the manufacturers' product. Varying degrees of requirements may be needed to demonstrate the manufacturing capability. These tests may be witnessed by DCMA Quality Assurance Representatives (QAR) and/or government acquisition personnel.

Qualification Testing: Qualification testing is a series of simulated operational, environmental, and endurance tests that prove the design "should" hold up and perform adequately in the field. There are no guarantees since the field can produce multiple environments and simultaneous stresses that are either impossible to produce in a test environment or too expensive to do in a test environment.

Production Qualification Testing: A technical test completed prior to the Full-Rate Production (FRP) decision to ensure the effectiveness of the manufacturing process, equipment, and procedures. This testing also provides data for the independent evaluation required for materiel release so the evaluator can address the materiel's adequacy with respect to the stated requirements. These tests are conducted on a number of random samples from the first production lot and are repeated if the process or design is changed significantly and when a second or alternative source is brought online.

Process Capability and Control 

One of the major goals of manufacturing is to provide the customer with “uniform, defect free product that has consistent performance and is affordable. M&Q personnel should support the assessment of manufacturing processes in order to determine if those processes are capability and in control. 

Process capability and control is a requirement of AS6500 Manufacturing Management Program standard, AS9100 quality standards, AS9003 Variation Management of Key Characteristics, and AS9138 Quality Management Systems Statistical Product Acceptance Requirements. These standards require a process control plan to describe activities that will demonstrate process capabilities. Process capability clarifies the inherent process variability of a given characteristic or process. A capability study is used to assess the ability of a process to meet a drawing/specification requirement. Typical measures include process capability (Cp/Cpk) and process performance (Pp/Ppk); X bar and R charts; control charts; and other statistical analysis tools. 

Process Capability and Control: Requires an analysis of the risks that the manufacturing processes are able to reflect the design intent (repeatability and affordability) of key characteristics.

Process Capability (Cp) is a statistical analysis or measurement of a process’s capacity or ability to produce product that meets specifications and to manufacture parts repeatedly within technical specifications. Depending on the stage of the process and the method used to calculate the standard deviation or sigma value, we can calculate Cp (Process Capability), Cpk (Process Capability Index), or Pp (Preliminary Process Capability), and Ppk (Preliminary Process Capability Index) to determine how our process is operating.

Process control is a way to monitor, manage, and manipulating manufacturing processes to produce uniform, defect-free products. Process control requires the management of process variables, the identification and management of product deviations from technical requirements, and the modification of process to ensure future production processes perform as expected.

Process Capability and Control Guidance, Tools, and other Resources 

Supplier Quality Management 

Supply chain quality management is the process of developing and executing a supplier quality program that ensures that products are delivered on-time, to the right place, in the right count and condition, at the agreed upon price in time to meet the customers’ requirements (production).  A supply chain can be defined as the flow of material from a source to a destination. The Association for Operations Management (APICS) defines supply chain management (SCM) as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally."

Supplier quality management begins early in product design and development and continues throughout the life cycle of the system or product. Supplier quality goes beyond lowest price to include identifying “best value” subcontractors and vendors that have a history of providing quality products and services, with low nonconformance rates and rapid response to problems. 

Quality of Design / Quality Engineering 

Quality of design or quality by design is a deliberate and structured process for designing, developing and producing new products or improved products in a way to ensure customer satisfaction.  When the contractor is designing the product, they should involve a concurrent engineering team approach that includes subject matter experts from design, materials, manufacturing, quality, reliability, sustainment, etc., in order to ensure that the product being developed achieves both design and manufacturing efficiency while meeting customer requirements. 

The role of manufacturing in this process is to "influence the design for producibility," which is the relative ease of fabrication and assembly. A better way to look at it is below:

Quality by Design is a component of the systems engineering process and an integral part of product and process verification and validation. It changes the way manufacturers approach all process design, process qualification, and process verification through the entire lifecycle of the product. 

Continuous Process Improvement - Lean - Six Sigma - Theory of Constraints

The role of the program manager (PM) is to direct the development, production, and initial deployment of a new defense system. This must be done within limits of cost, schedule, and performance, and as approved by the program manager's acquisition executive. The CPI tools outlined in this chapter can be used to support the achievement of these capabilities. A program manager should be able to:

  • Define quality and identify the various forms and structures associated with quality
  • Describe a few of the more significant quality initiatives
  • Identify several continuous process improvement tools
  • Describe the connection between quality and reliability/maintainability (R&M)
  • Describe how quality can be addressed in contract language

Major techniques used in a CPI program include:

  • Lean:  Focuses on eliminating waste or muda
  • Six Sigma: Focuses on variation and the reduction of variation on Key and Critical Characteristics
  • Theory of Constraints: Focuses on bottlenecks and the flow of material 
  • Note: Each of these techniques requires many pages of description, and there is a lot of material available on the web for each of them.
Lean
The term “Lean” was coined by Womack, Jones and Roos in “The Machine that Changed the World” to describe the Toyota Production System (TPS). They found that “Lean production” is different from craft and mass production. Toyota, using lean production, is able to reduce cost by eliminating waste, which reduces flow time and increase efficiency. Toyota has identified the seven forms of waste as:
  • Excess Transportation 
  • Excess Inventory
  • Excess Motion 
  • Excess Waiting 
  • Over-Production 
  • Over-Processing
  • Defects
The Toyota Production System (TPS) focuses on five basic practices:
  • The use of standard/stable processes (work instructions)
  • The use of continuous improvement (Kaizen)
  • The use of Just-om-Time inventories
  • A focus on customer satisfaction 
Resources:
Six Sigma

While Lean focuses on eliminating waste to improve, six sigma reduces waste by focusing on the reduction of variation, especially on key or critical characteristics. Six Sigma is the disciplined methodology of defining, measuring, analyzing, improving and controlling the quality in every one of the Company’s products, processes and transactions-with the ultimate goal of virtually eliminating all defects. The main tool for achieving six sigma is DMAIC:

  • Define what is important to the customer 
  • Measure how well you are currently doing 
  • Analyze what is wrong and where variation occurs
  • Improve by addressing root causes of problems 
  • Control to hold the gains made 

DMAIC uses the Deming Cycle (Plan, Do, Check, Act) to focus their attention and by using a multitude of QA/QA tools to help them do this, to include but not limited to:

  • Cause and Effect Diagram
  • Check Sheet
  • Flow Chart
  • Histogram
  • Pareto Chart
  • Run Chart
  • Scatter Diagram 
  • Affinity Diagram 
  • Arrow Chart
  • Matrix Diagram 
  • Process Decision Program Chart 
  • Relations Diagram 
  • Tree Diagram, and many other tools 
Theory of Constraints (TOC)

Theory of Constraints (TOC) s a systems thinking process that helps organizations improve by identifying and eliminating bottlenecks in their processes. All organizations and systems have constraints or bottlenecks that causes the organization to lose productivity and efficiency. TOC uses a five-step problem solving methodology to identify and correct the bottleneck.

TOC is called a Thinking process asks three questions that are essential to improvement:

  • What needs to be changed
  • What should it be changed to
  • What action will cause the change
 
TOC Metrics identify three measures that are used to measure performance and guide management decisions:
  • Throughput
  • Investment 
  • Operating Expenses 
 
TOC follows a five-step process called focusing steps:
  1. Identify the bottleneck
  2. Exploit the bottleneck
  3. Subordinate everything else to the bottleneck 
  4. Elevat the bottleneck 
  5. Repeat the above steps with the next bottleneck
Quality Resources and Guidance

Note: All AS documents can be obtained at https://www.sae.org/standards/content/as9100/ 

Quality Tools and Checklist
Resource / Manufacturing and Quality
Manufacturing Management and Risk Assessment
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Manufacturing Management (MM) is concerned with the conversion of raw materials and/or components into products or finished goods. This conversion is accomplished through a series of manufacturing procedures and processes. Manufacturing management includes such major functions as manufacturing planning, cost estimating and scheduling, engineering, fabrication and assembly, installation and checkout, demonstration and testing, product assurance, and shipment. Manufacturing considerations can begin as early as pre-MSA in which technical managers (system engineers, manufacturing, quality, etc.) assess the "manufacturing feasibility" associated with the current product or manufacturing approach.

Programs that require manufacturing will need to support manufacturing planning and control activities and may require that a manufacturing management system be put in place to support planned activities. The use of a comprehensive manufacturing management system will support the timely development, production, modification, fielding, and sustainment of affordable products by managing manufacturing risks and issues throughout the program life cycle. Meeting this objective is accomplished by including best practices and standards (i.e., AS6500, Manufacturing Management Program) in contracts with industry.

Per MIL-HNBK-896, states that "Manufacturing management system. SAE AS6500 requirements stipulate contractors should have an overall manufacturing management system that documents organizational responsibilities for each requirement in the standard. Refer to Section 6.4, Manufacturing planning for additional information on documented manufacturing plans."

The purpose of manufacturing planning is the identification of resources and integration into a structure that provides the capability to achieve production objectives. Manufacturing planning should include:

  • A Manufacturing Strategy
  • A Manufacturing Management Program (per AS6500 and MIL-HDBK-896)
  • A Manufacturing Plan
  • Material Management System (Material Requirements Planning)
  • Manufacturing Resource Planning, Scheduling, and Execution 
  • Facilities and Tooling Planning, Scheduling, and Execution
  • Manufacturing requirements in contracts
  • Appropriate agreements with other agencies (e.g., DCMA)
  • Manufacturing assessments to support program decision points and major design reviews
  • Manufacturing cost estimating and cost analysis 
  • Manufacturing metrics and reviews at a frequency commensurate with manufacturing risks
  • Manufacturing System Verification
  • Manufacturing Surveillance 
  • Manufacturing risk assessment and management 
  • Smart Shutdown

Two MM Focus areas include:

  • Facilities Management 
  • Environment, Safety and Occupational Health (ESOH)
  • DMSMS/Obsolescence 
  • Corrosion Control 
  • Counterfeit Parts 

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Manufacturing Management Tools and Resources

Manufacturing Planning begins with the Systems Engineering Plan and SEP Outline. Manufacturing management Tools include:

Manufacturing Management resources include:

Manufacturing Key Performance Indicators (KPIs)

What is a manufacturing Key Performance Indicator (KPI)?

A manufacturing KPI is a SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) metric that is used to track and improve the quality of production related activities. 

Many world-class manufacturing organizations measure their manufacturing performance in order to make sound business decisions and improve speed and quality. Digital technologies often help them capture this information and display that information on KRP dashboards. The following manufacturing KPIs contain both lagging and leading performance indicators and highlights that might be critical to your program. 

A key enabler for capturing this digital manufacturing information is the companies Enterprise Resource Program (ERP) that is a suite of software programs that support the automation of many business and manufacturing functions. Such software programs include SAP, Oracle, NetSuite, and others. This is NOT an endorsement of any of these tools. 

Manufacturing KPIs include: 

Customer Responsiveness

  • Customer Fill Rate: Measures the ratio of the number of orders delivered compared to the number of orders placed. 
  • On-Time delivery rate: Measures the ratio of product delivered on time compared to the total number of products delivered. 
  • Lead Time: The number of days it takes for a customer to receive an order, which includes order processing time + production time + delivery time. 
  • Customer Satisfaction Index: Is a percentage of the number customers who said that they were very or extremely satisfied with the order, divided by the number of customer surveys, and multiplied by 100.
  • Perfect Order Rate:  Is a percentage of times that customers receive the right order, at the right time, and to the right requirements.
  • On-Time Delivery to Commit:  Measures the percentage of time that the organization delivers the product on the schedule according to the contract or purchase order. 
  • Manufacturing Cycle Time: Measures the time it takes for an organization to produce a product from the time the order is released to production and completes production. 
  • Time to Make Changeovers: Measures the time it takes for an organization to switch a manufacturing line from making one product to making a different product.

Design

  • Drawing Release Rate: Measures the progress of designing the product.
  • Configuration Change Management: Measures the status and accounting of configuration changes, configuration verification, and configuration audits.
  • Hardware Qualification Testing: Measures hardware capability when meeting anticipated environmental and operational conditions.
  • Producibility: Is a measure of the relative ease of fabrication and assembly of the designed product.
  • Design Maturity: Is a measure of the design nearing completion counting the number of Class 1 and Class 2 changes vs. planned.

Quality

  • 1st Pass Yield: Is a measure of the percentage of products that are manufactured without defects and to specifications the first time through the manufacturing process.
  • Cost of Quality (CoQ): The cost associated with appraisal and prevention, both internal and external. The cost of producing product that fails to meet requirements includes:
    • Scrap, Rework, and Repair
    • Waivers and Deviations
    • Failure Analysis
    • Planning Errors
    • Drawing Errors
    • Excess Inventory
  • Out of Station Work: Is a measure of work required on a product after it passes through a workstation. 
  • Quality Deficiency Reports: Is a measure of the number of quality problems requiring reporting. 
  • Material Review Board Actions: Is a measure of the number of actions going to the MRB, too many indicates quality problems. 
  • Defects per Million Opportunities (DPMO): Is a Six Sigma/DMAIC measure that identifies high performing quality targets.
  • Customer Rejects/Returns: Measures how many times customers rejects a product or request returns of products based on receipt a nonconforming product that is not conforming to requirements.
  • Supplier Quality Incoming: Measures the percentage of good product coming into receiving inspection from a given supplier.
  • Internal Audits: A systematic evaluation of an organizations Quality Management System to assess compliance, identify problems and implement corrective action. 
  • Warranty Claims and Costs:  Measures the costs associated with product problems after delivery. Cost can be 1.5-4% of sales.

Efficiency

  • Throughput: Measures how much product is being produced on a machine, line, unit, or plant over a specified period of time (hour, day, week, month, etc.)
  • Capacity Utilization: Measures the utilization of a workstation given the relationship between actual output and the design capacity. What could be produced vs what was produced.
  • Overall Equipment Effectiveness (OEE): Is a measure of the performance of a single piece of equipment or an entire line. The measure is a multiplier of Availability x Performance x Quality.
  • Schedule or Production Attainment: Measures the percentage of time the production plan is achieved. Completed work to Planned work. 
  • Machine Downtime: Measures the time a machine or workstation is not available for production. This includes scheduled downtime for maintenance, setups and unscheduled downtime and can include malfunctions, and breakdowns.

Inventory

  • WIP Inventory/Turns: Measures the efficient use of inventory materials by measuring the speed of work-in-progress through a production facility. It is calculated by dividing the cost of goods sold by the average inventory used to produce those goods.
  • Inventory Accuracy: Measures actual inventory on hand vs. what is recorded in the inventory system.

Human

  • Employee Training/Certification: Is a measure of the total amount of money spent on training, by employee of by hour.
  • Employee Turnover: Measures employee satisfaction by looking at the number of job terminations in that period vs. the total number of employees. 
  • Employee Health and Safety Report: Measures the total number of recordable incidents or fatalities over a period of time. 

Compliance

  • Reportable Health and Safety Incidents: The number of health and safety incidents that were reported to OSHA during a specified period of time. 
  • Reportable Health and Safety Rate: The number of work-related injuries per 100 employees during a specified period of time.
  • Reportable Environmental Incidents: The number of health and safety incidents that were reported to the EPA as occurring over a specified period of time.
  • Number of Non-Compliance Events / Year: The number of times a plant or facility operated outside of regulatory guidelines over a one-year period. 
  • Training/Certification: The percentage of employees that are fully trained and certified.
  • Compliance Audits – The number of compliance issues reported during an annual compliance audit.

Maintenance

  • Percentage Planned vs. Emergency Maintenance Work Orders: This is a ratio metric indicates how often scheduled maintenance takes place, versus more disruptive/un-planned maintenance.
  • Downtime in Proportion to Operating Time: This is the ratio of equipment downtime compared to equipment operating time. 
  • Machine Downtime: Includes all scheduled and unscheduled times that the machine is not in operation. 
  • Unscheduled Downtime: The amount of time a machine should be in operation but is not due to equipment failure.
  • Machine Set Up Time: The time it takes to set up a machine for a production run.
  • Maintenance Equipment Cost: The cost associated with maintaining and repairing equipment to ensure it is available for production.
  • Mean Time Between Failures: Measures the average time between equipment failures. 

Increasing Flexibility & Innovation

  • Rate of New Product Introduction:  Measure how rapidly a new product can be introduced to the marketplace and includes design, development and manufacturing.

Reducing Costs & Increasing Profitability

  • Manufacturing Cost as a Percentage of Revenue: Is a measure of the total manufacturing costs to the overall revenues produced by an organization.
  • Productivity in Revenue per Employee: Is a measure of how much revenue is generated by a plant, business unit or company, divided by the number of employees.
  • Return on Assets/Return on Net Assets: Is a measure of financial performance calculated by dividing the net income from a plant by the value of fixed assets and working capital deployed.
  • Cash-to-Cash Cycle Time: The length of time between the purchase of a product, and the collection of payments.
MIL-HDBK-896 Requirements

AS6500 and MIL-HSBK-896 requirements stipulate contractors should have an overall manufacturing management system that documents organizational responsibilities for each requirement in the standard. (MIL-HDBK-896 para 6.1)

AS6500 and MIL-HDBK-896A address many requirements including:

Manufacturing Planning (MIL-HDBK-896, PARA 6.4): Manufacturing plans should describe how their manufacturing management system meets the intent and requirements of the standard. The program office should require a deliverable manufacturing plan. Table III provides a list of topics to be addressed in the plan and includes the items listed below. 

  • Manufacturing System Verification
  • Facilities 
  • Tooling and Test Equipment
  • Manpower and Skills
  • Capacity Analysis
  • Capability Analysis 
  • Key Characteristics and Variability Reduction 
  • Process Capability and Control 
  • Supply Chain Management 
  • Modeling and Simulation 
  • Cost Estimating and Analysis 

Design Analysis (MIL-HDBK-896, PARA 6.2): Requires that producibility be considered as a part of design trade studies with manufacturing and quality engineers participating in the various systems engineering processes. The following is a list of important Design Analysis considerations:

  • Producibility Analysis: Requires that producibility be considered as a part of design studies. (MIL-HDBK-896, para. 6.2.1)
  • Key Characteristics (KCs) and processes: The identification of key product characteristics and key production process capabilities is a basic engineering task essential to successful manufacturing development. (MIL-HDBK-896, para. 6.2.2)
  • Design and Process Analysis: Requires the use of both Design Failure Modes and Effects Analysis (DFMEA) and Process Failure Modes and Effects Analysis (PFMEA) to identify and prevent failures early in the design and manufacturing processes. (MIL-HDBK-896, para. 6.2.3)

Manufacturing Risk Identification (MIL-HDBK-896, PARA 6.3): Manufacturing risk evaluations and assessments are performed as part of defense acquisition programs for oversight and risk assessment and come in a variety of forms (e.g. Production Readiness Reviews, Manufacturing Management/Production Capability Reviews, etc.). These evaluations and assessments are used to identify and manage risks as programs transition through the various acquisition phases and are often performed in support of program reviews and technical audits. These evaluations and assessments include:

  • Manufacturing Feasibility Assessment 
  • Manufacturing Readiness Level (MRL) Assessment
  • Production Readiness Review 

Manufacturing Operations Management (MIL-HDBK-896, PARA 6.5): Manufacturing Operations includes many functions and activities, to include:

  • Production Scheduling and Control
  • Process Planning and Control
  • Manufacturing Surveillance 
  • Manufacturing Data Analysis
  • Process Capability and Control 
  • Continuous Process Improvement 
  • Variability Reduction 
  • Measurement System Analysis 
  • Production Process Verification
  • First Article Inspection (FAI)/First Article Testing (FAT)
  • Supplier Management 
  • Cost Estimating and Cost Assessment

Integrated Master Plan (IMP) Entry Criteria (MIL-HDBK-896, PARA 6.6): The Integrated Master Plan (IMP) is an event-based, top-level plan consisting of a hierarchy of Program Events.  Each event is decomposed into specific accomplishments and each specific accomplishment is decomposed into specific Criteria.  The IMP is ultimately used to develop a time-based Integrated Master Schedule to show a networked, multi-layered schedule showing all the detailed tasks required to accomplish the work effort contained in the IMP. The IMP and IMS are related to the Work Breakdown Structure (WBS). The IMP provides a Program Manager (PM) with a systematic approach to planning, scheduling, and execution.  Includes manufacturing and quality entry criteria for many of the major life cycle milestones and design reviews:

  • Production Cost Estimates
  • Producibility (activities by phase)
  • Industrial Base Considerations 
  • Material Concerns (maturity, availability, etc.)
  • Technology Goals and ManTech studies
  • Supplier Goals
  • Production Demonstrations 
Facilities Management \ Tooling and Test Equipment 

Facilities management encompasses a variety of professional skills that focus on the design, construction, management, of an installation to include plant, equipment, and tooling. Facilities management includes all permanent and semi-permanent real property required to support a system throughout the systems life cycle. Facility management includes studies of facility requirements to include plant location, facility size and layout, production system or environment (job shop, batch processing, continuous flow, etc.), environmental, safety, and occupational health considerations, property management and control, environmental controls (HVAC), maintenance, security considerations, and budgeting of such property through final disposal or facility shutdown. Major facility concerns include:

  • Developing a Facility Strategy
  • Developing a tooling strategy (all tools to include ST, SIE, STE, etc.)
  • Conducting Facility risk assessments
  • Conducting Tooling risk assessments
  • Monitoring and managing facility, facility goals and metrics
  • Monitoring and managing tooling, tooling goals and metrics
  • MIL-HDBK-896, Manufacturing Management Program Guide https://www.dodmrl.com/MIL-HDBK-896A%20Manufacturing%20Managment.pdf 
Environment, Safety and Occupational Health (ESOH)
ESOH Definitions:
  • Environment. Air, water, land, living things, built infrastructure, cultural resources, and the interrelationships that exist among them. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.2.). Alternate definition: The aggregate of all external and internal conditions (such as temperature, humidity, radiation, magnetic and electrical fields, shock, vibration, etc.), whether natural, manmade, or self-induced, that influences the form, fit, or function of an item. (Reference MIL-HDBK-338B Electronic Reliability Design Handbook)
  • Safety. The programs, risk management activities, and organizational and cultural values dedicated to preventing injuries and accidental loss of human and material resources, and to protecting the environment from the damaging effects of DoD mishaps. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.14.)
  • Occupational Health. Activities directed toward anticipation, recognition, evaluation, and control of potential occupational and environmental health hazards; preventing injuries and illness of personnel during operations; and accomplishment of mission at acceptable levels of risk. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.12.)
  • ESOH Management. Sustaining the readiness of the U.S. Armed Forces by cost effectively maintaining all installation assets through promotion of safety, protection of human health, and protection and restoration of the environment. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.6.)

ESOH considerations need to be included in the Systems Engineering Plan (SEP), Programmatic ESOH Evaluation, and National Environmental Policy Act (NEPA)/Executive Order (EO) 12114 Compliance Schedule. 

  • NEPA and NEPA Compliance Schedule
  • Hazardous Material Management Program (NAS 411)
  • Pollution Prevention Program (DODI 4715.4)
  • Programmatic Environmental Safety and Health Evaluation (PESHE)
  • System Safety and Health Program (MIL-STD-882E)

ESHO Guidance and Resources:

ESOH Tools and Checklist:

  • ADDM PESHE Template, use internet search to find
  • AFLCMC ADDM PESHE Template, use internet search to find
  • ISO 14000 Operational Gap Analysis Tool, use internet search to find
  • DoD ESOH Management Evaluation Criteria, use internet search to find
DMSMS/Obsolescence 

DMSMS/Obsolescence requires the Program Manager, through the Product Support Manager, to develop, ensure funding, and execute a DMSMS management plan and conduct proactive risk-based DMSMS management per that plan to identify current DMSMS issues, forecast future DMSMS issues, program and budget for resolving DMSMS issues, and implement those resolutions IAW DODI 4245.15. Implementing DMSMS issue resolutions will take into account a parts management process that considers SCRM, supportability, loss of technological advantage, and obsolescence when selecting parts used in DMSMS resolutions. In addition, the PSM will use both current and forecasted DMSMS issues in developing product roadmaps for supportability.”

The SD-22 DMSMS Guidebook is another key resource and reference. It includes common practices developed by various DoD organizations to achieve these goals, and includes examples of results for review and consideration as well. The primary objectives of the SD-22 are to:

  • Create awareness of the extent and impact of DMSMS issues on DoD systems
  • Provide best practices to PMs for implementing a robust, risk-based DMSMS management process, and building a cost-effective DMSMS management program
  • Encourage DMSMS resilience by using a modular, open system design approach along with other supportability-related design considerations in conjunction with part selection procedures that choose items with significant time left in their life cycle and with viable replacement options whenever possible in order to reduce the likelihood that a design will experience near-term DMSMS issues and increase the probability of a quick recovery when issues do occur
  • Define DMSMS support metrics to measure the effectiveness, efficiency, and return on investment (ROI) of a robust DMSMS management program
  • Promote affordable and efficient program office support through rapid and cost-effective DMSMS management best practices and resolutions that take into account equipment life cycles, technology changes, and planned obsolescence
  • Promote the exercise of best practices to address obsolescence risks throughout the life cycle. 

Guidance and other Resources: 

Corrosion Control 

10 U.S.C. 2228 requires DoD to develop and implement a long-term strategy to address the corrosion of its equipment and infrastructure. A key element of this strategy is programmatic and technical guidance provided in this guidebook. 

“Corrosion is the deterioration of a material or its properties due to a reaction of that material with its chemical environment.” Corrosion is far more widespread and detrimental than merely rust of steel or iron. The acquisition program needs to consider additional materials, including other metals, polymers, composites, and ceramics affected by the operational environment. 

DoD Corrosion Prevention and Control Planning Guidebook for Military Systems and Equipment focuses on these keys to CPC success:

  • Integrate CPC planning and execution early and throughout the acquisition process. 
  • Resource the necessary funding and expertise. 
  • Manage CPC risks. 
  • Incorporate CPC language in procurement and contract documents. 
  • Monitor CPC planning and execution throughout the acquisition process so that the system design keeps corrosion prevention in mind.

Guidance and other Resources:

Counterfeit Parts 

DoD Instruction 4140.67 establishes policy and assigns responsibilities to prevent the introduction of counterfeit materiel at all levels of the DoD supply chain. It applies to all life cycle phases of acquisitions and materiel management, from the time an operational requirement is identified to introduce an item or piece of equipment into the DoD supply chain, to the ultimate disposition, phase-out or retirement of that item or equipment.

Key DoD policy embodied in this issuance:

  • Employ a risk-based approach to reduce the frequency and impact of counterfeit material within DoD acquisition systems and life cycle sustainment processes
  • Require remediation for counterfeit materiel discovered after delivery of materiel
  • Direct application of authentication technologies
  • Report suspect and confirmed counterfeit materiel to GIDEP within 60 days

Guidance and other Resources:

Manufacturing Workforce 

TBD

Manufacturing Risk Identification: Manufacturing assessments should be conducted early in the life cycle, and throughout the life of the acquisition program and include Feasibility Assessments, Manufacturing Readiness Level Assessments, and Production Readiness Reviews. (MIL-HDBK-896, para. 6.3)

Assessing Manufacturing Risk: A Best Practice

MIL-HDBK-896 requires:
  • Manufacturing Feasibility Assessments  
  • Manufacturing Readiness Level (MRL) Assessments
  • Production Readiness Reviews 
 
Manufacturing Feasibility Assessments are typically performed early in the life cycle when competing design concepts are being considered. The assessments are conducted to identify potential manufacturing constraints and risks and the capability of the contractor to execute the manufacturing efforts.
 
Manufacturing Readiness is the ability to harness the manufacturing, production, quality assurance, and industrial functions to achieve an operational capability that satisfies mission needs – in the quantity and quality needed by the warfighter. Public law requires the use of manufacturing readiness levels or other manufacturing readiness standards as a basis for measuring, assessing, reporting, and communicating manufacturing readiness and risk on major defense acquisition programs throughout the DoD. The use of MRLs to assess manufacturing readiness can foster better decision making, program planning and program execution through improved understanding and management of manufacturing risk. Often these assessments will take place during program reviews or technical reviews and audits. 
 
The PRR is a Systems Engineering Technical Review at the end of EMD that determines if a program is ready for production. MRL 8 is the target for Low-Rate Initial Production (LRIP) and MRL 9 is the target for Full Rate Production (FRP); these targets should be reflected in the acquisition program baseline. The PRR assesses whether the prime contractor and major subcontractors have completed adequate production planning and confirms that there are no unacceptable risks for schedule, performance, cost, or other established criteria. Generally, incremental PRRs are conducted at the prime and major subcontractors
 

Note:  Go to http://dodmrl.com for the latest information on the MRL Deskbook, MRL Matrix, and MRL Users Guide

MRL Resources

MRL POCs: 

DoD Technical Reviews and Audits

Current list of DoD Technical Reviews and Audits, many of these are covered in the DoD Systems Engineering Guidebook:

  • Alternative Systems Review (ASR)
  • System Requirements Review (SRR)
  • System Functional Review (SFR)
  • Preliminary Design Review (PDR)
  • Critical Design Review (CDR)
  • Test Readiness Review (TRR)
  • System Verification Review (SVR)
  • Functional Configuration Audit (FCA)
  • Production Readiness Review (PRR)
  • Physical Configuration Audit (PCA)
  • In-Service Review (ISR)
  • Manufacturing Readiness Assessments (MRAs)
  • Technical Readiness Assessments (TRAs)
  • Independent Technical Risk Assessments (ITRAs)

DoD Checklist for Technical Reviews and Audits: 

DoD Systems Engineering Guidebook https://ac.cto.mil/wp-content/uploads/2022/02/Systems-Eng-Guidebook_Feb2022-Cleared-slp.pdf 

 

Resource / Manufacturing and Quality
Industrial Base / Supply Chain Management
View Resource

Industrial Base:

 

10 USC 48202440 requires the Secretary of Defense to consider the National Technology Industrial Base (NTIB) in the development and implementation of acquisition plans for each MDAP. The NTIB consists of the people and organizations engaged in national security and dual-use research and development (R&D), production, maintenance, and related activities within the United States, Canada, the United Kingdom, and Australia. Acquisition planning and plans shall include considerations of the NTIB for all MDAPs.

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Industrial Base considerations should include:

  • The ability to support development and production (rates and quantities)
  • The identification of IB risks in the supply chain
  • The identification of single points of failure in the supply chain (sole source, foreign source, etc.)
  • Support for a resilient supply base for critical defense capabilities
  • Support for procurement surges and contractions

Common Industrial Base risks include:

  • Obsolete items (DMSMS/Obsolescence) 
  • Foreign dependence
  • Financial stability and visibility
  • Sole Source/Single Source suppliers
  • Limited production capacity and capability 
  • Disasters (natural and man-made)
  • Loss of skills 

 

 

Industrial Base Guidance and other Resources 
Industrial Base Tools and Checklist 
Manufacturing Technology (ManTech)

The Accelerating the flow of technology to the warfighter is one of the top priorities of DoD, services, and agencies. The ManTech program focuses on advancing state-of-the-art manufacturing technologies and processes from the research and development environment (laboratory) to the production and shop floor environment. ManTech addresses Critical Technology Elements (CTEs) that are often immature and have process limitations that need to be assessed, and plans made to mature the CTE.

The objective of the ManTech program is to improve performance while reducing acquisition cost by identifying, developing, maturing, and transitioning advanced manufacturing technologies. The manufacturing feasibility assessment should identify high-risk manufacturing process areas that represent technology voids or gaps and may require investments in ManTech or other programs. ManTech program investments should be directed toward areas of greatest need and potential benefit. These investments must be identified early so that these manufacturing capabilities will be matured in time to support production.

Guidance and Resources: 

Tools and Checklist:

Industrial Cybersecurity 

Industrial cybersecurity is concerned with the ability of organizations to securely create, manage, control, and share information digitally while the management and exchange of information is critical, it is equally important to do so in a safe and secure environment. Industrial cybersecurity is concerned with the transfer of digital data via Operational Technologies (OT) inside a facility and through the cloud to other organizations and facilities. Current digital environments are complex and made up of many systems with digital threads that connect government program offices to industry, prime contractor to subcontractors, laboratories to program offices, within an organization, etc. This digital thread includes design data in the form of model-based designs, model-based systems engineering, shop floor machines that use the design data to manufacture product, the cloud to share data with suppliers, retailers, and other service organizations. There are several documents that provide guidance and support.

The integration of Information Technology (IT) and Operational Technologies (OT) is helping manufacturing organizations to improve productivity and efficiency. However, it has also provided malicious actors (nation states, criminals, insider threats, etc.) the ability to exploit cybersecurity vulnerabilities. Once malicious actors gain access, they can harm an organization by compromising data or system integrity, hold industrial control systems (ICS) and/or OT systems ransom, damage ICS machinery, or cause physical injury to workers.

Operational technologies and Industrial Control Systems can include:

  • Enterprise resource planning (ERP) system supports functional management resources within an enterprise, and control process performance.
  • Product lifecycle management (PLM) systems for creating and managing the design process. 
  • Manufacturing execution system (MES) support the planning, execution, and synchronization of manufacturing processes across multiple functions, distributed plants, and suppliers.
  • Programmable Logic Controllers (PLCs)
  • Supervisory Control and Data Acquisition (SCADA) Systems 
  • Distributed Control Systems (DCS)
Industrial Cybersecurity Guidance and other Resources 
Industrial Cybersecurity Tools and Checklist 
Supply Chain Management 

Much of the program’s components and subsystems comes from the supply chain. Supply Chain Management (SCM) is a pivotal task. Often program problems originate in the supply chain, but do not manifest themselves until the component is integrated into the system. Program offices and contractors often make efforts to identify and manage problems at the first tier, but do not do well below that level. M&Q managers need to routinely review and assess contractors supply chain and procurement activities and efforts. Supply chain activities include decisions for planning, sourcing, making, delivering and returning.

Other areas to consider are:

  • Make or Buy Decision
  • Information Coordination 
  • Physical Distribution

The DoD Supply Chain is depicted below using the SCOR Model.

Extensive additional Supply Chain Management (SCM) resources are also available on the DAU Acquisition Community Connection (ACC) Life Cycle Logistics site.  https://www.dau.edu/cop/log 

Note: The inclusion of related websites is provided as an initial list of sources of potentially valuable information.  These links are not inclusive and are not intended to endorse any individual website. 

SCM Guidance and other Resources 
SCM Tools and Checklist
  • AS9133, Supplier Audit Checklist, conduct an internet search 
  • MRA Supplier Component Supplier Risk Tool, conduct an internet search 
  • Supplier Performance Risk System https://www.sprs.csd.disa.mil/ 
  • Interactive MRL Users Guide (Checklist), Supply Chain Management sub-thread https://www.dodmrl.com/ 
Manufacturing Technology (ManTech)

The objective of the ManTech program is to improve performance while reducing acquisition cost by identifying, developing, maturing, and transitioning advanced manufacturing technologies. The manufacturing feasibility assessment should identify high-risk manufacturing process areas that represent technology voids or gaps and may require investments in ManTech or other programs. ManTech program investments should be directed toward areas of greatest need and potential benefit. These investments must be identified early so that these manufacturing capabilities will be matured in time to support production.

The OSD ManTech program focuses on cross-cutting defense manufacturing needs - those that are beyond the ability of a single service to address = and stimulates the early development of manufacturing processes and enterprise business practices concurrent with science and technology development to achieve the largest cost-effective impact and to facilitate the developments enabling capabilities to our warfighters. 

Resource / Manufacturing and Quality
Advanced Manufacturing / Additive Manufacturing
View Resource

Advanced Manufacturing (AM):  AM is a broad term that refers to the use of innovative technologies and processes to improve the efficiency and productivity of manufacturing. It can include the creation of new products, refinement of existing products, and production activities that improve the quality and process of manufacturing. Advanced Manufacturing (AM) is defined as the innovation of improved manufacturing methods for manufacturing existing products, and the production of new products enabled by advanced technologies. Source: National Strategy for AM, National Science and Technology Council. 

The Advanced Manufacturing Enterprise (AME) Subpanel of the Joint Defense Manufacturing Technology Panel (JDMTP) is to address the technologies and practices to fully realize government and industry-wide use of manufacturing readiness tools and processes, including design for producibility and sustainability across the Army, Navy, Air Force, Defense Logistics Agency, Missile Defense Agency, Office of Secretary of Defense, industry, and academia. 

The AME Subpanel encompasses the technologies, processes, and practices that foster rapid, superior execution of manufacturing enterprises across the life cycle. This includes:

  • Model-based tools and approaches that optimize producibility during early design and support standard data environments for life cycle support
  • Network centric manufacturing capabilities to facilitate resilient and adaptable supply chains
  • Intelligent manufacturing planning and factory execution
  • Modeling and simulation capabilities advancing the above business practices

Resource: 

Smart manufacturing/Industry 4.0: Modern or Smart Factories are utilizing automation and cognitive computing seamlessly connect to smart factories, supply chains are entering into a fourth industrial revolution known as Industry 4.0. This transformation, through advanced digital technologies across engineering and manufacturing, is set to bring the U.S. manufacturing ecosystem to the forefront of modernization — and with it, a demand for a sustained pipeline of talent and strong domestic manufacturing centers. Industry 4.0 allows manufacturers to identify and address issues before they become major problems, improving product quality and reducing the need for costly recalls.

Digital Engineering (DE): DE is a cutting-edge approach that uses authoritative sources of system data and models throughout the development and life of a system. Digital engineering harnesses computational technology, modeling, analytics, and data sciences to update traditional systems engineering practices. In the face of increasing global challenges and dynamic threat environments, digital engineering is a necessary practice to support acquisition.

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Digital Engineering Body of Knowledge (DEBoK)

The Digital Engineering Body of Knowledge (DEBoK) will serve as a reference for the DoD engineering community to use in implementing digital engineering practices; starting with systems engineering and expanding to specific disciplines, engineering domains and specialty areas. The BoK will store collective data, information and knowledge on digital engineering. Members of the government, industry and academia working within this space will be able to contribute to the DEBoK and build their digital engineering solutions based on collective knowledge. Access the DoD DE BoK briefing at https://ndiastorage.blob.core.usgovcloudapi.net/ndia/2021/systems/Wed_23770_Zimmerman_Davidson_Salvatore.pdf 

As a best practice, when conducting early M&Q engineering analysis, the technical team should consider DE principles, methods, and tools. DE best practices and tools are defined in the DE Body of Knowledge (DEBoK). https://de-bok.org/ 

The DEBoK is also available to DoD Common Access Card users at the Defense Technical information Center (DTIC) website: 

https://www.dodtechipedia.mil/dodwiki/pages/viewpage.action?page Id=760447627 

Digital Engineering Strategy 

DoD’s Digital Engineering Strategy provides guiding principles and promotes consistency in engineering processes through the use and reuse of digital tools, models, and curated data throughout the program’s life cycle. As a best practice, the technical team should consider M&Q digital data requirements (e.g. factory floor modeling and simulation, digital technical data packages and work instructions, digital data in supply chains) during early establishment and development of the digital thread.

Digital Engineering: An integrated digital approach that uses authoritative sources of systems’ data and models as a continuum across disciplines to support lifecycle activities from concept through disposal. 

Digital Engineering Ecosystem: The interconnected infrastructure, environment, and methodology (process, methods, and tools) used to store, access, analyze, and visualize evolving systems’ data and models to address the needs of the stakeholders. End-to-end digital enterprise. 

Digital Artifact: An artifact produced within, or generated from, the digital engineering ecosystem. These artifacts provide data for alternative views to visualize, comm

https://ac.cto.mil/wp-content/uploads/2019/06/2018-Digital-Engineering-Strategy_Approved_PrintVersion.pdf

Modeling and Simulation

A model is a physical, mathematical, or logical representation of a system, entity, phenomenon, or process. Manufacturing models include plant diagrams, flow charts, 5Ms chart, 

A simulation is the implementation of a model over time, showing how the model works, and can be live, virtual, or constructive. Manufacturing simulations include 

The use of models and simulations in engineering is well recognized. Simulation technology is an essential tool for engineers in all application domains. A digital model represents an actual or conceptual system that involves physics, mathematics, or logical expressions. A simulation is a method for implementing a model over time. Together models and simulations allow the Department to vet potential requirements prior to the Request for Proposal release, assess engineering change orders or program upgrades, etc. M&S can be used to assess and optimize resource usage, examine process changes, support supply-chain management routing and inventory quantities, business decisions, etc.

M&Q managers can be involved with many aspects of M&S as they apply to factory floor environments as listed below.

Manufacturing Simulation applications include:

  • Assembly Line Balancing
  • Capacity Planning
  • Cellular Manufacturing Simulation  
  • Transportation Management
  • Facility Location
  • Demand Forecasting
  • Inventory Management
  • Just-in-Time
  • Process Engineering
  • Production Planning and Control
  • Resource Allocation 
  • Scheduling 
  • Supply Chain Management
  • Quality Management 

This link will take you to an excellent video explaining M&E: https://www.youtube.com/watch?v=X-6zxImekOE 

This link will take you to the DAU Community of Practice for Logistics Modeling and Simulation (M&S) https://www.dau.edu/acquipedia-article/logistics-modeling-and-simulation-ms 

Air Force Modeling and Simulation Resource Repository (MSRR) https://www.dau.edu/tools/air-force-modeling-and-simulation-resource-repository-msrr 

DoDI 5000.59 Modeling and Simulation (M&S) Management https://www.acqnotes.com/Attachments/DoD%205000.59%20Modeling%20and%20Simulation.pdf 

Modeling and Simulation (M&S) Guidance for the Acquisition Workforce https://www.dau.edu/cop/mq/documents/modeling-and-simulation-ms-guidance-acquisition-workforce 

M&S and DE Guidance and other Resources
Additive Manufacturing Technologies

Additive Manufacturing A process of joining materials to make parts from three-dimensional (3D) model data, usually layer by layer, also known as three-dimensional (3D) printing. The American Society for Testing Materials (ASTM) defines seven fundamental processes in the realm of additive manufacturing. Each of these processes utilize different materials which require different 3D printers.

  • Binder Jetting uses a powder-based material and a binder to produce parts. The binder acts as an adhesive between powder layers. The liquid binder bonds the parts. A roller spreads powder over the build platform then the print head moves across the platform and sprays the binder agent onto the powder layer. It is often used for sand-casting molds. 
  •  Material Extrusion is the least expensive and used plastic polymer as the base material. The polymer is drawn through a nozzle, where it is heated and is then deposited layer by layer. It is often used for prototyping. Newer technologies use extrusion to fabricate buildings out of extruded concrete. 
  • Powder Bed Fusion is a commonly used printing techniques: Direct metal laser sintering (DMLS), Electron beam melting (EBM), Selective heat sintering (SHS), Selective laser melting (SLM) and Selective laser sintering (SLS). PBF uses energy to melt or sinter powdered material. Then a laser or electron beam is directed across the powder which bonds the powder. PBF is the most common technology used for manufacturing metallic parts for aerospace and biomedical industries. 
  • Vat Ploymerization uses a vat of liquid photopolymer resin, the model is constructed layer by layer. An ultraviolet (UV) light is used to cure or harden the resin. Some VPP materials are biocompatible and are used for printing medical implants. 
  • Direct Energy Deposition pushes a wire or powder through a nozzle and is melted using a laser or other focused energy source. Often used for maintenance and repair activities on structural parts, especially machinery or heavy industry. 
  • Material Jetting melts photoreactive resins into a liquid photopolymer. The print head moves across a bed depositing material which is then hardened using UV light. Used for making medical devices, patterns for investment castings, and realistic prototypes. 
  • Sheet Lamination uses sheets or ribbons of material, usually metal, which are bound together using ultrasonic welding. Often used for rapid prototyping of parts that do not have complex geometries, and for proof-of-concept for colored objects. 
Additive Manufacturing Guidance and Resources 

 

TBD 

Discussions / Manufacturing and Quality

No content available.

Events / Manufacturing and Quality

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Announcements / Manufacturing and Quality

Community Announcement / Manufacturing and Quality
DoD Manufacturing and Quality Body of Knowledge published
View Announcement

​The Undersecretary of Defense Research and Engineering has published the DoD Manufacturing and Quality Body of Knowledge (BoK). 

The Department of Defense (DoD) Manufacturing and Quality (M&Q) Body of Knowledge (BoK) is a compilation of best practices and lessons learned for completing M&Q activities across the DoD system acquisition life cycle.

Links to the six chapters can be found at the bottom of the page at https://ac.cto.mil/maq/.

Community Announcement / Manufacturing and Quality
DoD Producibility and Manufacturability Engineering Guide published
View Announcement

​The Undersecretary of Defense Research and Engineering has published the DoD Producibility and Manufacturability  Engineering Guide.  

This guide describes the elements of Department of Defense (DoD) producibility and manufacturability engineering over the system life cycle. Both producibility and manufacturability promote ease of manufacture of defense systems. Producibility focuses on design considerations while manufacturability focuses on improving manufacturing processes and factory floor operations. 

This guide is intended primarily to assist manufacturing and quality (M&Q) engineers to provide input to systems engineering activities starting with initial system concept and product design and continuing throughout the life cycle. The guide provides useful definitions, references, tools, and best practices. Although written primarily for M&Q practitioners, the guide includes information for engineering and technical management (ETM) and acquisition functional disciplines including design engineering, program management, quality assurance, contracting, logistics, and procurement.

DoD-Producibility-and-Manufacturability-2024.pdf (cto.mil) 

Community Announcement / Manufacturing and Quality
SAE AS6500 Manufacturing Management Program update
View Announcement

SAE has published an update to their Manufacturing Management Program Standard, AS6500. Please see the press release for additional information. SAE International Publishes Updated Aerospace Recommended Practice for Managing Manufacturing Operations​

Community Announcement / Manufacturing and Quality
New Manufacturing and QA metrics Data Item Description available
View Announcement

A new Data Item Description is available to let ​Program Offices collect Manufacturing and Quality Assurance metrics from contractors. The Manufacturing and Quality Assurance Status Report (MQASR), DI-QCIC-82323, provides the Government with the information needed to monitor the status of manufacturing development and production activities, supplier management, and quality performance. You can download a copy from the ASSIST database at  https://quicksearch.dla.mil/qsDocDetails.aspx?ident_number=283861

Resources / Manufacturing and Quality

Community Resource / Manufacturing and Quality
Quality Assurance and Control

Quality Assurance (QA) is the planned and systematic activities implemented in a quality system so that the quality requirements for a product or service are fulfilled. QA focuses on the entire quality system including suppliers and ultimate consumers of the product or service. It includes all activities designed to produce products and services of appropriate quality. QA begins before a product is made or before a project is even started.

Quality Control (QC) refers to the activities used during the production of a product that are designed to verify that the product meets the customer's requirement. QC focuses on the process of producing the product or service with the intent of eliminating problems that might result in defects. QC begins as the product is being produced.

This resource page will focus on the following topic areas: 

  • Quality Management Systems
  • Product Quality Control
  • Supplier Quality Management 
  • Quality of Design / Quality Engineering 
  • Quality Policy and Guidance
  • Quality Tools and Checklist

Contract Quality Requirements: 

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Quality Management System (QMS)

A Quality Management System (QMS) is a clearly defined set if processes and procedure that are formalized in documents that outline processes, procedures, and responsibilities for ensuring products or services consistently meet customer and regulatory requirements. 

The ISO family of documents outlines the requirements for a quality management system:

  • ISO 900: Identifies the vocabulary and fundamentals for a QMS to include the seven quality management principles 
  • ISO 9001: Details the requirements organizations need to meet in order to meet the standard and become certified
  • ISO 9002: Provides for guidance for the implementation of ISO 9001
  • ISO 9004: Provides guidance for achieving sustained success through the application of a program of evaluation and continuous performance improvement 

The AS 9100 family of documents provide for the requirement of a QMS within the aerospace, space, and defense industries and include:

  • AS 9100: Identifies the aerospace requirements for a QMS that demonstrates an organization's ability to provide products that meet statutory and regulatory requirements  
  • AS9101: Identifies the requirements for auditing aviation, space, and defense organizations against the 9100 family of standards 
  • AS9102: Identifies the requirements for First Article Inspection to ensure that a new product or part meet all requirements through production part verification 
  • AS9103: Identifies the requirement to plan for and manage Key Characteristics and any variation of those characteristics 
  • AS9110: Identifies the requirements for a QMS at aviation maintenance organizations and is based on ISO 9001, but includes additional requirements for aviation maintenance and airworthiness 
  • AS9120: Identifies the requirements for a QMS at stock distributors and is based on ISO 9001 but includes additional requirements. Stock distributors include organizations that resell, distribute, and warehouse parts for aerospace industries.
  • AS9131: Identifies requirements for the uniform identification, documentation, and management of nonconforming that requires formal decisions 
  • AS9134: Identifies the requirements for managing risk in the supply chain on both new and existing suppliers
  • AS9146: Identifies the requirements for the prevention of Foreign Object Damage for organizations involved in the design, development, delivery, and post-delivery provisions for maintenance, spares, and other materials
  • AS9015: Identifies the requirements for the delegation of product verification activities at an organization's suppliers 
  • AS5553: Identifies the requirements for the management of electrical, electronic, and electromechanical parts to avoid the introduction of counterfeit parts into any aviation, space, and defense assemblies   

The QMS is used to:

  • Manage product and process quality 
  • Reduce the cost of poor quality (scrap, rework, repair, etc.)
  • Make better decisions based on statistical and other data
  • Engage in a process of continuous improvement  

A Quality Management System is a requirement of ISO 9001 and AS9100.  ISO 9001 can be considered the baseline QMS while AS9100 is used for developing and advanced QMS. There are many requirements in ISO 9001 and AS9100 to include:

  • Leadership
  • Planning
  • Support
  • Operation
  • Performance Evaluation 
  • Improvement

Documentation to support the QMS include:

  • Policies
  • Procedures
  • Quality Manual
  • Training Materials
  • Work Instructions
  • Audit Forms
  • Process Maps
  • Control Plans

Guidance, Resources, and Tools 

Product Quality Control

Quality Control is the inspection aspect of quality management and consists of inspection, testing and quality measurements that verifies that the product deliverables conform to specification, is fit for purpose and meet stakeholder’s expectations. Quality control techniques are varied and driven by the nature of the product. Product inspections and tests that are done to check whether a product meets its specification is the most obvious form of QC. The inspection and test methods used depends on the technical nature of the product being developed. These methods could include product and process inspection, First Article Inspection/First Article Testing, Production Lot Testing, Production Part Approval, Qualification Testing, and Production Qualification Testing. 

First Article Inspection (FAI)/First Article Testing (FAR): FAI is a physical audit (see AS9100, AS9102 and DCMA Manual 2101-01). FAI conducted to ensure that the product meets contractual requirements and is a dimensional and qualitative inspection of a part or assembly to ensure the part or assembly fully conforms to technical drawings, specifications, customer envelope, and interface dimensions. A flow chart will be provided to validate the capability and stability of each process step. In addition, Key characteristics and critical characteristics shall be identified to ensure that they are validated during the FAI. First Article Inspections also verify production processes by examining work instructions, routing sheets, quality plans. FAIs also include reviews of in-process, acceptance testing procedures, and results. These tests may be witnessed by DCMA Quality Assurance Representatives (QAR) and/or government acquisition personnel.

Production Lot Testing: The purpose of production lot testing (PLT) is to validate quality conformance of products prior to lot acceptance. Product specialist will review the ESA testing requirements for completeness, accuracy, and applicability; coordinate any changes with the ESA; and enter the testing requirements in the material master. The test indicates that the manufacturer’s ability to create a consistent product within prescribed tolerances (quality). These tests may be witnessed by DCMA Quality Assurance Representatives (QAR) and/or government acquisition personnel.

Production Part Approval: Production Part Approval is used to accept an item from a manufacturing process. The purpose is to determine if engineering design records, functional, and specification requirements are understood and if the manufacturer's process has the capability to produce product consistently and continuously. The PPA provides the parts characteristics, part sample size, documentation, and requirements based on AF's needs for assessing the manufacturers' product. Varying degrees of requirements may be needed to demonstrate the manufacturing capability. These tests may be witnessed by DCMA Quality Assurance Representatives (QAR) and/or government acquisition personnel.

Qualification Testing: Qualification testing is a series of simulated operational, environmental, and endurance tests that prove the design "should" hold up and perform adequately in the field. There are no guarantees since the field can produce multiple environments and simultaneous stresses that are either impossible to produce in a test environment or too expensive to do in a test environment.

Production Qualification Testing: A technical test completed prior to the Full-Rate Production (FRP) decision to ensure the effectiveness of the manufacturing process, equipment, and procedures. This testing also provides data for the independent evaluation required for materiel release so the evaluator can address the materiel's adequacy with respect to the stated requirements. These tests are conducted on a number of random samples from the first production lot and are repeated if the process or design is changed significantly and when a second or alternative source is brought online.

Process Capability and Control 

One of the major goals of manufacturing is to provide the customer with “uniform, defect free product that has consistent performance and is affordable. M&Q personnel should support the assessment of manufacturing processes in order to determine if those processes are capability and in control. 

Process capability and control is a requirement of AS6500 Manufacturing Management Program standard, AS9100 quality standards, AS9003 Variation Management of Key Characteristics, and AS9138 Quality Management Systems Statistical Product Acceptance Requirements. These standards require a process control plan to describe activities that will demonstrate process capabilities. Process capability clarifies the inherent process variability of a given characteristic or process. A capability study is used to assess the ability of a process to meet a drawing/specification requirement. Typical measures include process capability (Cp/Cpk) and process performance (Pp/Ppk); X bar and R charts; control charts; and other statistical analysis tools. 

Process Capability and Control: Requires an analysis of the risks that the manufacturing processes are able to reflect the design intent (repeatability and affordability) of key characteristics.

Process Capability (Cp) is a statistical analysis or measurement of a process’s capacity or ability to produce product that meets specifications and to manufacture parts repeatedly within technical specifications. Depending on the stage of the process and the method used to calculate the standard deviation or sigma value, we can calculate Cp (Process Capability), Cpk (Process Capability Index), or Pp (Preliminary Process Capability), and Ppk (Preliminary Process Capability Index) to determine how our process is operating.

Process control is a way to monitor, manage, and manipulating manufacturing processes to produce uniform, defect-free products. Process control requires the management of process variables, the identification and management of product deviations from technical requirements, and the modification of process to ensure future production processes perform as expected.

Process Capability and Control Guidance, Tools, and other Resources 

Supplier Quality Management 

Supply chain quality management is the process of developing and executing a supplier quality program that ensures that products are delivered on-time, to the right place, in the right count and condition, at the agreed upon price in time to meet the customers’ requirements (production).  A supply chain can be defined as the flow of material from a source to a destination. The Association for Operations Management (APICS) defines supply chain management (SCM) as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally."

Supplier quality management begins early in product design and development and continues throughout the life cycle of the system or product. Supplier quality goes beyond lowest price to include identifying “best value” subcontractors and vendors that have a history of providing quality products and services, with low nonconformance rates and rapid response to problems. 

Quality of Design / Quality Engineering 

Quality of design or quality by design is a deliberate and structured process for designing, developing and producing new products or improved products in a way to ensure customer satisfaction.  When the contractor is designing the product, they should involve a concurrent engineering team approach that includes subject matter experts from design, materials, manufacturing, quality, reliability, sustainment, etc., in order to ensure that the product being developed achieves both design and manufacturing efficiency while meeting customer requirements. 

The role of manufacturing in this process is to "influence the design for producibility," which is the relative ease of fabrication and assembly. A better way to look at it is below:

Quality by Design is a component of the systems engineering process and an integral part of product and process verification and validation. It changes the way manufacturers approach all process design, process qualification, and process verification through the entire lifecycle of the product. 

Continuous Process Improvement - Lean - Six Sigma - Theory of Constraints

The role of the program manager (PM) is to direct the development, production, and initial deployment of a new defense system. This must be done within limits of cost, schedule, and performance, and as approved by the program manager's acquisition executive. The CPI tools outlined in this chapter can be used to support the achievement of these capabilities. A program manager should be able to:

  • Define quality and identify the various forms and structures associated with quality
  • Describe a few of the more significant quality initiatives
  • Identify several continuous process improvement tools
  • Describe the connection between quality and reliability/maintainability (R&M)
  • Describe how quality can be addressed in contract language

Major techniques used in a CPI program include:

  • Lean:  Focuses on eliminating waste or muda
  • Six Sigma: Focuses on variation and the reduction of variation on Key and Critical Characteristics
  • Theory of Constraints: Focuses on bottlenecks and the flow of material 
  • Note: Each of these techniques requires many pages of description, and there is a lot of material available on the web for each of them.
Lean
The term “Lean” was coined by Womack, Jones and Roos in “The Machine that Changed the World” to describe the Toyota Production System (TPS). They found that “Lean production” is different from craft and mass production. Toyota, using lean production, is able to reduce cost by eliminating waste, which reduces flow time and increase efficiency. Toyota has identified the seven forms of waste as:
  • Excess Transportation 
  • Excess Inventory
  • Excess Motion 
  • Excess Waiting 
  • Over-Production 
  • Over-Processing
  • Defects
The Toyota Production System (TPS) focuses on five basic practices:
  • The use of standard/stable processes (work instructions)
  • The use of continuous improvement (Kaizen)
  • The use of Just-om-Time inventories
  • A focus on customer satisfaction 
Resources:
Six Sigma

While Lean focuses on eliminating waste to improve, six sigma reduces waste by focusing on the reduction of variation, especially on key or critical characteristics. Six Sigma is the disciplined methodology of defining, measuring, analyzing, improving and controlling the quality in every one of the Company’s products, processes and transactions-with the ultimate goal of virtually eliminating all defects. The main tool for achieving six sigma is DMAIC:

  • Define what is important to the customer 
  • Measure how well you are currently doing 
  • Analyze what is wrong and where variation occurs
  • Improve by addressing root causes of problems 
  • Control to hold the gains made 

DMAIC uses the Deming Cycle (Plan, Do, Check, Act) to focus their attention and by using a multitude of QA/QA tools to help them do this, to include but not limited to:

  • Cause and Effect Diagram
  • Check Sheet
  • Flow Chart
  • Histogram
  • Pareto Chart
  • Run Chart
  • Scatter Diagram 
  • Affinity Diagram 
  • Arrow Chart
  • Matrix Diagram 
  • Process Decision Program Chart 
  • Relations Diagram 
  • Tree Diagram, and many other tools 
Theory of Constraints (TOC)

Theory of Constraints (TOC) s a systems thinking process that helps organizations improve by identifying and eliminating bottlenecks in their processes. All organizations and systems have constraints or bottlenecks that causes the organization to lose productivity and efficiency. TOC uses a five-step problem solving methodology to identify and correct the bottleneck.

TOC is called a Thinking process asks three questions that are essential to improvement:

  • What needs to be changed
  • What should it be changed to
  • What action will cause the change
 
TOC Metrics identify three measures that are used to measure performance and guide management decisions:
  • Throughput
  • Investment 
  • Operating Expenses 
 
TOC follows a five-step process called focusing steps:
  1. Identify the bottleneck
  2. Exploit the bottleneck
  3. Subordinate everything else to the bottleneck 
  4. Elevat the bottleneck 
  5. Repeat the above steps with the next bottleneck
Quality Resources and Guidance

Note: All AS documents can be obtained at https://www.sae.org/standards/content/as9100/ 

Quality Tools and Checklist
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Community Resource / Manufacturing and Quality
Manufacturing Management and Risk Assessment

Manufacturing Management (MM) is concerned with the conversion of raw materials and/or components into products or finished goods. This conversion is accomplished through a series of manufacturing procedures and processes. Manufacturing management includes such major functions as manufacturing planning, cost estimating and scheduling, engineering, fabrication and assembly, installation and checkout, demonstration and testing, product assurance, and shipment. Manufacturing considerations can begin as early as pre-MSA in which technical managers (system engineers, manufacturing, quality, etc.) assess the "manufacturing feasibility" associated with the current product or manufacturing approach.

Programs that require manufacturing will need to support manufacturing planning and control activities and may require that a manufacturing management system be put in place to support planned activities. The use of a comprehensive manufacturing management system will support the timely development, production, modification, fielding, and sustainment of affordable products by managing manufacturing risks and issues throughout the program life cycle. Meeting this objective is accomplished by including best practices and standards (i.e., AS6500, Manufacturing Management Program) in contracts with industry.

Per MIL-HNBK-896, states that "Manufacturing management system. SAE AS6500 requirements stipulate contractors should have an overall manufacturing management system that documents organizational responsibilities for each requirement in the standard. Refer to Section 6.4, Manufacturing planning for additional information on documented manufacturing plans."

The purpose of manufacturing planning is the identification of resources and integration into a structure that provides the capability to achieve production objectives. Manufacturing planning should include:

  • A Manufacturing Strategy
  • A Manufacturing Management Program (per AS6500 and MIL-HDBK-896)
  • A Manufacturing Plan
  • Material Management System (Material Requirements Planning)
  • Manufacturing Resource Planning, Scheduling, and Execution 
  • Facilities and Tooling Planning, Scheduling, and Execution
  • Manufacturing requirements in contracts
  • Appropriate agreements with other agencies (e.g., DCMA)
  • Manufacturing assessments to support program decision points and major design reviews
  • Manufacturing cost estimating and cost analysis 
  • Manufacturing metrics and reviews at a frequency commensurate with manufacturing risks
  • Manufacturing System Verification
  • Manufacturing Surveillance 
  • Manufacturing risk assessment and management 
  • Smart Shutdown

Two MM Focus areas include:

  • Facilities Management 
  • Environment, Safety and Occupational Health (ESOH)
  • DMSMS/Obsolescence 
  • Corrosion Control 
  • Counterfeit Parts 

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Manufacturing Management Tools and Resources

Manufacturing Planning begins with the Systems Engineering Plan and SEP Outline. Manufacturing management Tools include:

Manufacturing Management resources include:

Manufacturing Key Performance Indicators (KPIs)

What is a manufacturing Key Performance Indicator (KPI)?

A manufacturing KPI is a SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) metric that is used to track and improve the quality of production related activities. 

Many world-class manufacturing organizations measure their manufacturing performance in order to make sound business decisions and improve speed and quality. Digital technologies often help them capture this information and display that information on KRP dashboards. The following manufacturing KPIs contain both lagging and leading performance indicators and highlights that might be critical to your program. 

A key enabler for capturing this digital manufacturing information is the companies Enterprise Resource Program (ERP) that is a suite of software programs that support the automation of many business and manufacturing functions. Such software programs include SAP, Oracle, NetSuite, and others. This is NOT an endorsement of any of these tools. 

Manufacturing KPIs include: 

Customer Responsiveness

  • Customer Fill Rate: Measures the ratio of the number of orders delivered compared to the number of orders placed. 
  • On-Time delivery rate: Measures the ratio of product delivered on time compared to the total number of products delivered. 
  • Lead Time: The number of days it takes for a customer to receive an order, which includes order processing time + production time + delivery time. 
  • Customer Satisfaction Index: Is a percentage of the number customers who said that they were very or extremely satisfied with the order, divided by the number of customer surveys, and multiplied by 100.
  • Perfect Order Rate:  Is a percentage of times that customers receive the right order, at the right time, and to the right requirements.
  • On-Time Delivery to Commit:  Measures the percentage of time that the organization delivers the product on the schedule according to the contract or purchase order. 
  • Manufacturing Cycle Time: Measures the time it takes for an organization to produce a product from the time the order is released to production and completes production. 
  • Time to Make Changeovers: Measures the time it takes for an organization to switch a manufacturing line from making one product to making a different product.

Design

  • Drawing Release Rate: Measures the progress of designing the product.
  • Configuration Change Management: Measures the status and accounting of configuration changes, configuration verification, and configuration audits.
  • Hardware Qualification Testing: Measures hardware capability when meeting anticipated environmental and operational conditions.
  • Producibility: Is a measure of the relative ease of fabrication and assembly of the designed product.
  • Design Maturity: Is a measure of the design nearing completion counting the number of Class 1 and Class 2 changes vs. planned.

Quality

  • 1st Pass Yield: Is a measure of the percentage of products that are manufactured without defects and to specifications the first time through the manufacturing process.
  • Cost of Quality (CoQ): The cost associated with appraisal and prevention, both internal and external. The cost of producing product that fails to meet requirements includes:
    • Scrap, Rework, and Repair
    • Waivers and Deviations
    • Failure Analysis
    • Planning Errors
    • Drawing Errors
    • Excess Inventory
  • Out of Station Work: Is a measure of work required on a product after it passes through a workstation. 
  • Quality Deficiency Reports: Is a measure of the number of quality problems requiring reporting. 
  • Material Review Board Actions: Is a measure of the number of actions going to the MRB, too many indicates quality problems. 
  • Defects per Million Opportunities (DPMO): Is a Six Sigma/DMAIC measure that identifies high performing quality targets.
  • Customer Rejects/Returns: Measures how many times customers rejects a product or request returns of products based on receipt a nonconforming product that is not conforming to requirements.
  • Supplier Quality Incoming: Measures the percentage of good product coming into receiving inspection from a given supplier.
  • Internal Audits: A systematic evaluation of an organizations Quality Management System to assess compliance, identify problems and implement corrective action. 
  • Warranty Claims and Costs:  Measures the costs associated with product problems after delivery. Cost can be 1.5-4% of sales.

Efficiency

  • Throughput: Measures how much product is being produced on a machine, line, unit, or plant over a specified period of time (hour, day, week, month, etc.)
  • Capacity Utilization: Measures the utilization of a workstation given the relationship between actual output and the design capacity. What could be produced vs what was produced.
  • Overall Equipment Effectiveness (OEE): Is a measure of the performance of a single piece of equipment or an entire line. The measure is a multiplier of Availability x Performance x Quality.
  • Schedule or Production Attainment: Measures the percentage of time the production plan is achieved. Completed work to Planned work. 
  • Machine Downtime: Measures the time a machine or workstation is not available for production. This includes scheduled downtime for maintenance, setups and unscheduled downtime and can include malfunctions, and breakdowns.

Inventory

  • WIP Inventory/Turns: Measures the efficient use of inventory materials by measuring the speed of work-in-progress through a production facility. It is calculated by dividing the cost of goods sold by the average inventory used to produce those goods.
  • Inventory Accuracy: Measures actual inventory on hand vs. what is recorded in the inventory system.

Human

  • Employee Training/Certification: Is a measure of the total amount of money spent on training, by employee of by hour.
  • Employee Turnover: Measures employee satisfaction by looking at the number of job terminations in that period vs. the total number of employees. 
  • Employee Health and Safety Report: Measures the total number of recordable incidents or fatalities over a period of time. 

Compliance

  • Reportable Health and Safety Incidents: The number of health and safety incidents that were reported to OSHA during a specified period of time. 
  • Reportable Health and Safety Rate: The number of work-related injuries per 100 employees during a specified period of time.
  • Reportable Environmental Incidents: The number of health and safety incidents that were reported to the EPA as occurring over a specified period of time.
  • Number of Non-Compliance Events / Year: The number of times a plant or facility operated outside of regulatory guidelines over a one-year period. 
  • Training/Certification: The percentage of employees that are fully trained and certified.
  • Compliance Audits – The number of compliance issues reported during an annual compliance audit.

Maintenance

  • Percentage Planned vs. Emergency Maintenance Work Orders: This is a ratio metric indicates how often scheduled maintenance takes place, versus more disruptive/un-planned maintenance.
  • Downtime in Proportion to Operating Time: This is the ratio of equipment downtime compared to equipment operating time. 
  • Machine Downtime: Includes all scheduled and unscheduled times that the machine is not in operation. 
  • Unscheduled Downtime: The amount of time a machine should be in operation but is not due to equipment failure.
  • Machine Set Up Time: The time it takes to set up a machine for a production run.
  • Maintenance Equipment Cost: The cost associated with maintaining and repairing equipment to ensure it is available for production.
  • Mean Time Between Failures: Measures the average time between equipment failures. 

Increasing Flexibility & Innovation

  • Rate of New Product Introduction:  Measure how rapidly a new product can be introduced to the marketplace and includes design, development and manufacturing.

Reducing Costs & Increasing Profitability

  • Manufacturing Cost as a Percentage of Revenue: Is a measure of the total manufacturing costs to the overall revenues produced by an organization.
  • Productivity in Revenue per Employee: Is a measure of how much revenue is generated by a plant, business unit or company, divided by the number of employees.
  • Return on Assets/Return on Net Assets: Is a measure of financial performance calculated by dividing the net income from a plant by the value of fixed assets and working capital deployed.
  • Cash-to-Cash Cycle Time: The length of time between the purchase of a product, and the collection of payments.
MIL-HDBK-896 Requirements

AS6500 and MIL-HSBK-896 requirements stipulate contractors should have an overall manufacturing management system that documents organizational responsibilities for each requirement in the standard. (MIL-HDBK-896 para 6.1)

AS6500 and MIL-HDBK-896A address many requirements including:

Manufacturing Planning (MIL-HDBK-896, PARA 6.4): Manufacturing plans should describe how their manufacturing management system meets the intent and requirements of the standard. The program office should require a deliverable manufacturing plan. Table III provides a list of topics to be addressed in the plan and includes the items listed below. 

  • Manufacturing System Verification
  • Facilities 
  • Tooling and Test Equipment
  • Manpower and Skills
  • Capacity Analysis
  • Capability Analysis 
  • Key Characteristics and Variability Reduction 
  • Process Capability and Control 
  • Supply Chain Management 
  • Modeling and Simulation 
  • Cost Estimating and Analysis 

Design Analysis (MIL-HDBK-896, PARA 6.2): Requires that producibility be considered as a part of design trade studies with manufacturing and quality engineers participating in the various systems engineering processes. The following is a list of important Design Analysis considerations:

  • Producibility Analysis: Requires that producibility be considered as a part of design studies. (MIL-HDBK-896, para. 6.2.1)
  • Key Characteristics (KCs) and processes: The identification of key product characteristics and key production process capabilities is a basic engineering task essential to successful manufacturing development. (MIL-HDBK-896, para. 6.2.2)
  • Design and Process Analysis: Requires the use of both Design Failure Modes and Effects Analysis (DFMEA) and Process Failure Modes and Effects Analysis (PFMEA) to identify and prevent failures early in the design and manufacturing processes. (MIL-HDBK-896, para. 6.2.3)

Manufacturing Risk Identification (MIL-HDBK-896, PARA 6.3): Manufacturing risk evaluations and assessments are performed as part of defense acquisition programs for oversight and risk assessment and come in a variety of forms (e.g. Production Readiness Reviews, Manufacturing Management/Production Capability Reviews, etc.). These evaluations and assessments are used to identify and manage risks as programs transition through the various acquisition phases and are often performed in support of program reviews and technical audits. These evaluations and assessments include:

  • Manufacturing Feasibility Assessment 
  • Manufacturing Readiness Level (MRL) Assessment
  • Production Readiness Review 

Manufacturing Operations Management (MIL-HDBK-896, PARA 6.5): Manufacturing Operations includes many functions and activities, to include:

  • Production Scheduling and Control
  • Process Planning and Control
  • Manufacturing Surveillance 
  • Manufacturing Data Analysis
  • Process Capability and Control 
  • Continuous Process Improvement 
  • Variability Reduction 
  • Measurement System Analysis 
  • Production Process Verification
  • First Article Inspection (FAI)/First Article Testing (FAT)
  • Supplier Management 
  • Cost Estimating and Cost Assessment

Integrated Master Plan (IMP) Entry Criteria (MIL-HDBK-896, PARA 6.6): The Integrated Master Plan (IMP) is an event-based, top-level plan consisting of a hierarchy of Program Events.  Each event is decomposed into specific accomplishments and each specific accomplishment is decomposed into specific Criteria.  The IMP is ultimately used to develop a time-based Integrated Master Schedule to show a networked, multi-layered schedule showing all the detailed tasks required to accomplish the work effort contained in the IMP. The IMP and IMS are related to the Work Breakdown Structure (WBS). The IMP provides a Program Manager (PM) with a systematic approach to planning, scheduling, and execution.  Includes manufacturing and quality entry criteria for many of the major life cycle milestones and design reviews:

  • Production Cost Estimates
  • Producibility (activities by phase)
  • Industrial Base Considerations 
  • Material Concerns (maturity, availability, etc.)
  • Technology Goals and ManTech studies
  • Supplier Goals
  • Production Demonstrations 
Facilities Management \ Tooling and Test Equipment 

Facilities management encompasses a variety of professional skills that focus on the design, construction, management, of an installation to include plant, equipment, and tooling. Facilities management includes all permanent and semi-permanent real property required to support a system throughout the systems life cycle. Facility management includes studies of facility requirements to include plant location, facility size and layout, production system or environment (job shop, batch processing, continuous flow, etc.), environmental, safety, and occupational health considerations, property management and control, environmental controls (HVAC), maintenance, security considerations, and budgeting of such property through final disposal or facility shutdown. Major facility concerns include:

  • Developing a Facility Strategy
  • Developing a tooling strategy (all tools to include ST, SIE, STE, etc.)
  • Conducting Facility risk assessments
  • Conducting Tooling risk assessments
  • Monitoring and managing facility, facility goals and metrics
  • Monitoring and managing tooling, tooling goals and metrics
  • MIL-HDBK-896, Manufacturing Management Program Guide https://www.dodmrl.com/MIL-HDBK-896A%20Manufacturing%20Managment.pdf 
Environment, Safety and Occupational Health (ESOH)
ESOH Definitions:
  • Environment. Air, water, land, living things, built infrastructure, cultural resources, and the interrelationships that exist among them. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.2.). Alternate definition: The aggregate of all external and internal conditions (such as temperature, humidity, radiation, magnetic and electrical fields, shock, vibration, etc.), whether natural, manmade, or self-induced, that influences the form, fit, or function of an item. (Reference MIL-HDBK-338B Electronic Reliability Design Handbook)
  • Safety. The programs, risk management activities, and organizational and cultural values dedicated to preventing injuries and accidental loss of human and material resources, and to protecting the environment from the damaging effects of DoD mishaps. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.14.)
  • Occupational Health. Activities directed toward anticipation, recognition, evaluation, and control of potential occupational and environmental health hazards; preventing injuries and illness of personnel during operations; and accomplishment of mission at acceptable levels of risk. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.12.)
  • ESOH Management. Sustaining the readiness of the U.S. Armed Forces by cost effectively maintaining all installation assets through promotion of safety, protection of human health, and protection and restoration of the environment. (Reference: DoDD 4715.1E Environment, Safety, and Occupational Health (ESOH), Para E1.1.6.)

ESOH considerations need to be included in the Systems Engineering Plan (SEP), Programmatic ESOH Evaluation, and National Environmental Policy Act (NEPA)/Executive Order (EO) 12114 Compliance Schedule. 

  • NEPA and NEPA Compliance Schedule
  • Hazardous Material Management Program (NAS 411)
  • Pollution Prevention Program (DODI 4715.4)
  • Programmatic Environmental Safety and Health Evaluation (PESHE)
  • System Safety and Health Program (MIL-STD-882E)

ESHO Guidance and Resources:

ESOH Tools and Checklist:

  • ADDM PESHE Template, use internet search to find
  • AFLCMC ADDM PESHE Template, use internet search to find
  • ISO 14000 Operational Gap Analysis Tool, use internet search to find
  • DoD ESOH Management Evaluation Criteria, use internet search to find
DMSMS/Obsolescence 

DMSMS/Obsolescence requires the Program Manager, through the Product Support Manager, to develop, ensure funding, and execute a DMSMS management plan and conduct proactive risk-based DMSMS management per that plan to identify current DMSMS issues, forecast future DMSMS issues, program and budget for resolving DMSMS issues, and implement those resolutions IAW DODI 4245.15. Implementing DMSMS issue resolutions will take into account a parts management process that considers SCRM, supportability, loss of technological advantage, and obsolescence when selecting parts used in DMSMS resolutions. In addition, the PSM will use both current and forecasted DMSMS issues in developing product roadmaps for supportability.”

The SD-22 DMSMS Guidebook is another key resource and reference. It includes common practices developed by various DoD organizations to achieve these goals, and includes examples of results for review and consideration as well. The primary objectives of the SD-22 are to:

  • Create awareness of the extent and impact of DMSMS issues on DoD systems
  • Provide best practices to PMs for implementing a robust, risk-based DMSMS management process, and building a cost-effective DMSMS management program
  • Encourage DMSMS resilience by using a modular, open system design approach along with other supportability-related design considerations in conjunction with part selection procedures that choose items with significant time left in their life cycle and with viable replacement options whenever possible in order to reduce the likelihood that a design will experience near-term DMSMS issues and increase the probability of a quick recovery when issues do occur
  • Define DMSMS support metrics to measure the effectiveness, efficiency, and return on investment (ROI) of a robust DMSMS management program
  • Promote affordable and efficient program office support through rapid and cost-effective DMSMS management best practices and resolutions that take into account equipment life cycles, technology changes, and planned obsolescence
  • Promote the exercise of best practices to address obsolescence risks throughout the life cycle. 

Guidance and other Resources: 

Corrosion Control 

10 U.S.C. 2228 requires DoD to develop and implement a long-term strategy to address the corrosion of its equipment and infrastructure. A key element of this strategy is programmatic and technical guidance provided in this guidebook. 

“Corrosion is the deterioration of a material or its properties due to a reaction of that material with its chemical environment.” Corrosion is far more widespread and detrimental than merely rust of steel or iron. The acquisition program needs to consider additional materials, including other metals, polymers, composites, and ceramics affected by the operational environment. 

DoD Corrosion Prevention and Control Planning Guidebook for Military Systems and Equipment focuses on these keys to CPC success:

  • Integrate CPC planning and execution early and throughout the acquisition process. 
  • Resource the necessary funding and expertise. 
  • Manage CPC risks. 
  • Incorporate CPC language in procurement and contract documents. 
  • Monitor CPC planning and execution throughout the acquisition process so that the system design keeps corrosion prevention in mind.

Guidance and other Resources:

Counterfeit Parts 

DoD Instruction 4140.67 establishes policy and assigns responsibilities to prevent the introduction of counterfeit materiel at all levels of the DoD supply chain. It applies to all life cycle phases of acquisitions and materiel management, from the time an operational requirement is identified to introduce an item or piece of equipment into the DoD supply chain, to the ultimate disposition, phase-out or retirement of that item or equipment.

Key DoD policy embodied in this issuance:

  • Employ a risk-based approach to reduce the frequency and impact of counterfeit material within DoD acquisition systems and life cycle sustainment processes
  • Require remediation for counterfeit materiel discovered after delivery of materiel
  • Direct application of authentication technologies
  • Report suspect and confirmed counterfeit materiel to GIDEP within 60 days

Guidance and other Resources:

Manufacturing Workforce 

TBD

Manufacturing Risk Identification: Manufacturing assessments should be conducted early in the life cycle, and throughout the life of the acquisition program and include Feasibility Assessments, Manufacturing Readiness Level Assessments, and Production Readiness Reviews. (MIL-HDBK-896, para. 6.3)

Assessing Manufacturing Risk: A Best Practice

MIL-HDBK-896 requires:
  • Manufacturing Feasibility Assessments  
  • Manufacturing Readiness Level (MRL) Assessments
  • Production Readiness Reviews 
 
Manufacturing Feasibility Assessments are typically performed early in the life cycle when competing design concepts are being considered. The assessments are conducted to identify potential manufacturing constraints and risks and the capability of the contractor to execute the manufacturing efforts.
 
Manufacturing Readiness is the ability to harness the manufacturing, production, quality assurance, and industrial functions to achieve an operational capability that satisfies mission needs – in the quantity and quality needed by the warfighter. Public law requires the use of manufacturing readiness levels or other manufacturing readiness standards as a basis for measuring, assessing, reporting, and communicating manufacturing readiness and risk on major defense acquisition programs throughout the DoD. The use of MRLs to assess manufacturing readiness can foster better decision making, program planning and program execution through improved understanding and management of manufacturing risk. Often these assessments will take place during program reviews or technical reviews and audits. 
 
The PRR is a Systems Engineering Technical Review at the end of EMD that determines if a program is ready for production. MRL 8 is the target for Low-Rate Initial Production (LRIP) and MRL 9 is the target for Full Rate Production (FRP); these targets should be reflected in the acquisition program baseline. The PRR assesses whether the prime contractor and major subcontractors have completed adequate production planning and confirms that there are no unacceptable risks for schedule, performance, cost, or other established criteria. Generally, incremental PRRs are conducted at the prime and major subcontractors
 

Note:  Go to http://dodmrl.com for the latest information on the MRL Deskbook, MRL Matrix, and MRL Users Guide

MRL Resources

MRL POCs: 

DoD Technical Reviews and Audits

Current list of DoD Technical Reviews and Audits, many of these are covered in the DoD Systems Engineering Guidebook:

  • Alternative Systems Review (ASR)
  • System Requirements Review (SRR)
  • System Functional Review (SFR)
  • Preliminary Design Review (PDR)
  • Critical Design Review (CDR)
  • Test Readiness Review (TRR)
  • System Verification Review (SVR)
  • Functional Configuration Audit (FCA)
  • Production Readiness Review (PRR)
  • Physical Configuration Audit (PCA)
  • In-Service Review (ISR)
  • Manufacturing Readiness Assessments (MRAs)
  • Technical Readiness Assessments (TRAs)
  • Independent Technical Risk Assessments (ITRAs)

DoD Checklist for Technical Reviews and Audits: 

DoD Systems Engineering Guidebook https://ac.cto.mil/wp-content/uploads/2022/02/Systems-Eng-Guidebook_Feb2022-Cleared-slp.pdf 

 

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Industrial Base:

 

10 USC 48202440 requires the Secretary of Defense to consider the National Technology Industrial Base (NTIB) in the development and implementation of acquisition plans for each MDAP. The NTIB consists of the people and organizations engaged in national security and dual-use research and development (R&D), production, maintenance, and related activities within the United States, Canada, the United Kingdom, and Australia. Acquisition planning and plans shall include considerations of the NTIB for all MDAPs.

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Industrial Base considerations should include:

  • The ability to support development and production (rates and quantities)
  • The identification of IB risks in the supply chain
  • The identification of single points of failure in the supply chain (sole source, foreign source, etc.)
  • Support for a resilient supply base for critical defense capabilities
  • Support for procurement surges and contractions

Common Industrial Base risks include:

  • Obsolete items (DMSMS/Obsolescence) 
  • Foreign dependence
  • Financial stability and visibility
  • Sole Source/Single Source suppliers
  • Limited production capacity and capability 
  • Disasters (natural and man-made)
  • Loss of skills 

 

 

Industrial Base Guidance and other Resources 
Industrial Base Tools and Checklist 
Manufacturing Technology (ManTech)

The Accelerating the flow of technology to the warfighter is one of the top priorities of DoD, services, and agencies. The ManTech program focuses on advancing state-of-the-art manufacturing technologies and processes from the research and development environment (laboratory) to the production and shop floor environment. ManTech addresses Critical Technology Elements (CTEs) that are often immature and have process limitations that need to be assessed, and plans made to mature the CTE.

The objective of the ManTech program is to improve performance while reducing acquisition cost by identifying, developing, maturing, and transitioning advanced manufacturing technologies. The manufacturing feasibility assessment should identify high-risk manufacturing process areas that represent technology voids or gaps and may require investments in ManTech or other programs. ManTech program investments should be directed toward areas of greatest need and potential benefit. These investments must be identified early so that these manufacturing capabilities will be matured in time to support production.

Guidance and Resources: 

Tools and Checklist:

Industrial Cybersecurity 

Industrial cybersecurity is concerned with the ability of organizations to securely create, manage, control, and share information digitally while the management and exchange of information is critical, it is equally important to do so in a safe and secure environment. Industrial cybersecurity is concerned with the transfer of digital data via Operational Technologies (OT) inside a facility and through the cloud to other organizations and facilities. Current digital environments are complex and made up of many systems with digital threads that connect government program offices to industry, prime contractor to subcontractors, laboratories to program offices, within an organization, etc. This digital thread includes design data in the form of model-based designs, model-based systems engineering, shop floor machines that use the design data to manufacture product, the cloud to share data with suppliers, retailers, and other service organizations. There are several documents that provide guidance and support.

The integration of Information Technology (IT) and Operational Technologies (OT) is helping manufacturing organizations to improve productivity and efficiency. However, it has also provided malicious actors (nation states, criminals, insider threats, etc.) the ability to exploit cybersecurity vulnerabilities. Once malicious actors gain access, they can harm an organization by compromising data or system integrity, hold industrial control systems (ICS) and/or OT systems ransom, damage ICS machinery, or cause physical injury to workers.

Operational technologies and Industrial Control Systems can include:

  • Enterprise resource planning (ERP) system supports functional management resources within an enterprise, and control process performance.
  • Product lifecycle management (PLM) systems for creating and managing the design process. 
  • Manufacturing execution system (MES) support the planning, execution, and synchronization of manufacturing processes across multiple functions, distributed plants, and suppliers.
  • Programmable Logic Controllers (PLCs)
  • Supervisory Control and Data Acquisition (SCADA) Systems 
  • Distributed Control Systems (DCS)
Industrial Cybersecurity Guidance and other Resources 
Industrial Cybersecurity Tools and Checklist 
Supply Chain Management 

Much of the program’s components and subsystems comes from the supply chain. Supply Chain Management (SCM) is a pivotal task. Often program problems originate in the supply chain, but do not manifest themselves until the component is integrated into the system. Program offices and contractors often make efforts to identify and manage problems at the first tier, but do not do well below that level. M&Q managers need to routinely review and assess contractors supply chain and procurement activities and efforts. Supply chain activities include decisions for planning, sourcing, making, delivering and returning.

Other areas to consider are:

  • Make or Buy Decision
  • Information Coordination 
  • Physical Distribution

The DoD Supply Chain is depicted below using the SCOR Model.

Extensive additional Supply Chain Management (SCM) resources are also available on the DAU Acquisition Community Connection (ACC) Life Cycle Logistics site.  https://www.dau.edu/cop/log 

Note: The inclusion of related websites is provided as an initial list of sources of potentially valuable information.  These links are not inclusive and are not intended to endorse any individual website. 

SCM Guidance and other Resources 
SCM Tools and Checklist
  • AS9133, Supplier Audit Checklist, conduct an internet search 
  • MRA Supplier Component Supplier Risk Tool, conduct an internet search 
  • Supplier Performance Risk System https://www.sprs.csd.disa.mil/ 
  • Interactive MRL Users Guide (Checklist), Supply Chain Management sub-thread https://www.dodmrl.com/ 
Manufacturing Technology (ManTech)

The objective of the ManTech program is to improve performance while reducing acquisition cost by identifying, developing, maturing, and transitioning advanced manufacturing technologies. The manufacturing feasibility assessment should identify high-risk manufacturing process areas that represent technology voids or gaps and may require investments in ManTech or other programs. ManTech program investments should be directed toward areas of greatest need and potential benefit. These investments must be identified early so that these manufacturing capabilities will be matured in time to support production.

The OSD ManTech program focuses on cross-cutting defense manufacturing needs - those that are beyond the ability of a single service to address = and stimulates the early development of manufacturing processes and enterprise business practices concurrent with science and technology development to achieve the largest cost-effective impact and to facilitate the developments enabling capabilities to our warfighters. 

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Advanced Manufacturing / Additive Manufacturing

Advanced Manufacturing (AM):  AM is a broad term that refers to the use of innovative technologies and processes to improve the efficiency and productivity of manufacturing. It can include the creation of new products, refinement of existing products, and production activities that improve the quality and process of manufacturing. Advanced Manufacturing (AM) is defined as the innovation of improved manufacturing methods for manufacturing existing products, and the production of new products enabled by advanced technologies. Source: National Strategy for AM, National Science and Technology Council. 

The Advanced Manufacturing Enterprise (AME) Subpanel of the Joint Defense Manufacturing Technology Panel (JDMTP) is to address the technologies and practices to fully realize government and industry-wide use of manufacturing readiness tools and processes, including design for producibility and sustainability across the Army, Navy, Air Force, Defense Logistics Agency, Missile Defense Agency, Office of Secretary of Defense, industry, and academia. 

The AME Subpanel encompasses the technologies, processes, and practices that foster rapid, superior execution of manufacturing enterprises across the life cycle. This includes:

  • Model-based tools and approaches that optimize producibility during early design and support standard data environments for life cycle support
  • Network centric manufacturing capabilities to facilitate resilient and adaptable supply chains
  • Intelligent manufacturing planning and factory execution
  • Modeling and simulation capabilities advancing the above business practices

Resource: 

Smart manufacturing/Industry 4.0: Modern or Smart Factories are utilizing automation and cognitive computing seamlessly connect to smart factories, supply chains are entering into a fourth industrial revolution known as Industry 4.0. This transformation, through advanced digital technologies across engineering and manufacturing, is set to bring the U.S. manufacturing ecosystem to the forefront of modernization — and with it, a demand for a sustained pipeline of talent and strong domestic manufacturing centers. Industry 4.0 allows manufacturers to identify and address issues before they become major problems, improving product quality and reducing the need for costly recalls.

Digital Engineering (DE): DE is a cutting-edge approach that uses authoritative sources of system data and models throughout the development and life of a system. Digital engineering harnesses computational technology, modeling, analytics, and data sciences to update traditional systems engineering practices. In the face of increasing global challenges and dynamic threat environments, digital engineering is a necessary practice to support acquisition.

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Digital Engineering Body of Knowledge (DEBoK)

The Digital Engineering Body of Knowledge (DEBoK) will serve as a reference for the DoD engineering community to use in implementing digital engineering practices; starting with systems engineering and expanding to specific disciplines, engineering domains and specialty areas. The BoK will store collective data, information and knowledge on digital engineering. Members of the government, industry and academia working within this space will be able to contribute to the DEBoK and build their digital engineering solutions based on collective knowledge. Access the DoD DE BoK briefing at https://ndiastorage.blob.core.usgovcloudapi.net/ndia/2021/systems/Wed_23770_Zimmerman_Davidson_Salvatore.pdf 

As a best practice, when conducting early M&Q engineering analysis, the technical team should consider DE principles, methods, and tools. DE best practices and tools are defined in the DE Body of Knowledge (DEBoK). https://de-bok.org/ 

The DEBoK is also available to DoD Common Access Card users at the Defense Technical information Center (DTIC) website: 

https://www.dodtechipedia.mil/dodwiki/pages/viewpage.action?page Id=760447627 

Digital Engineering Strategy 

DoD’s Digital Engineering Strategy provides guiding principles and promotes consistency in engineering processes through the use and reuse of digital tools, models, and curated data throughout the program’s life cycle. As a best practice, the technical team should consider M&Q digital data requirements (e.g. factory floor modeling and simulation, digital technical data packages and work instructions, digital data in supply chains) during early establishment and development of the digital thread.

Digital Engineering: An integrated digital approach that uses authoritative sources of systems’ data and models as a continuum across disciplines to support lifecycle activities from concept through disposal. 

Digital Engineering Ecosystem: The interconnected infrastructure, environment, and methodology (process, methods, and tools) used to store, access, analyze, and visualize evolving systems’ data and models to address the needs of the stakeholders. End-to-end digital enterprise. 

Digital Artifact: An artifact produced within, or generated from, the digital engineering ecosystem. These artifacts provide data for alternative views to visualize, comm

https://ac.cto.mil/wp-content/uploads/2019/06/2018-Digital-Engineering-Strategy_Approved_PrintVersion.pdf

Modeling and Simulation

A model is a physical, mathematical, or logical representation of a system, entity, phenomenon, or process. Manufacturing models include plant diagrams, flow charts, 5Ms chart, 

A simulation is the implementation of a model over time, showing how the model works, and can be live, virtual, or constructive. Manufacturing simulations include 

The use of models and simulations in engineering is well recognized. Simulation technology is an essential tool for engineers in all application domains. A digital model represents an actual or conceptual system that involves physics, mathematics, or logical expressions. A simulation is a method for implementing a model over time. Together models and simulations allow the Department to vet potential requirements prior to the Request for Proposal release, assess engineering change orders or program upgrades, etc. M&S can be used to assess and optimize resource usage, examine process changes, support supply-chain management routing and inventory quantities, business decisions, etc.

M&Q managers can be involved with many aspects of M&S as they apply to factory floor environments as listed below.

Manufacturing Simulation applications include:

  • Assembly Line Balancing
  • Capacity Planning
  • Cellular Manufacturing Simulation  
  • Transportation Management
  • Facility Location
  • Demand Forecasting
  • Inventory Management
  • Just-in-Time
  • Process Engineering
  • Production Planning and Control
  • Resource Allocation 
  • Scheduling 
  • Supply Chain Management
  • Quality Management 

This link will take you to an excellent video explaining M&E: https://www.youtube.com/watch?v=X-6zxImekOE 

This link will take you to the DAU Community of Practice for Logistics Modeling and Simulation (M&S) https://www.dau.edu/acquipedia-article/logistics-modeling-and-simulation-ms 

Air Force Modeling and Simulation Resource Repository (MSRR) https://www.dau.edu/tools/air-force-modeling-and-simulation-resource-repository-msrr 

DoDI 5000.59 Modeling and Simulation (M&S) Management https://www.acqnotes.com/Attachments/DoD%205000.59%20Modeling%20and%20Simulation.pdf 

Modeling and Simulation (M&S) Guidance for the Acquisition Workforce https://www.dau.edu/cop/mq/documents/modeling-and-simulation-ms-guidance-acquisition-workforce 

M&S and DE Guidance and other Resources
Additive Manufacturing Technologies

Additive Manufacturing A process of joining materials to make parts from three-dimensional (3D) model data, usually layer by layer, also known as three-dimensional (3D) printing. The American Society for Testing Materials (ASTM) defines seven fundamental processes in the realm of additive manufacturing. Each of these processes utilize different materials which require different 3D printers.

  • Binder Jetting uses a powder-based material and a binder to produce parts. The binder acts as an adhesive between powder layers. The liquid binder bonds the parts. A roller spreads powder over the build platform then the print head moves across the platform and sprays the binder agent onto the powder layer. It is often used for sand-casting molds. 
  •  Material Extrusion is the least expensive and used plastic polymer as the base material. The polymer is drawn through a nozzle, where it is heated and is then deposited layer by layer. It is often used for prototyping. Newer technologies use extrusion to fabricate buildings out of extruded concrete. 
  • Powder Bed Fusion is a commonly used printing techniques: Direct metal laser sintering (DMLS), Electron beam melting (EBM), Selective heat sintering (SHS), Selective laser melting (SLM) and Selective laser sintering (SLS). PBF uses energy to melt or sinter powdered material. Then a laser or electron beam is directed across the powder which bonds the powder. PBF is the most common technology used for manufacturing metallic parts for aerospace and biomedical industries. 
  • Vat Ploymerization uses a vat of liquid photopolymer resin, the model is constructed layer by layer. An ultraviolet (UV) light is used to cure or harden the resin. Some VPP materials are biocompatible and are used for printing medical implants. 
  • Direct Energy Deposition pushes a wire or powder through a nozzle and is melted using a laser or other focused energy source. Often used for maintenance and repair activities on structural parts, especially machinery or heavy industry. 
  • Material Jetting melts photoreactive resins into a liquid photopolymer. The print head moves across a bed depositing material which is then hardened using UV light. Used for making medical devices, patterns for investment castings, and realistic prototypes. 
  • Sheet Lamination uses sheets or ribbons of material, usually metal, which are bound together using ultrasonic welding. Often used for rapid prototyping of parts that do not have complex geometries, and for proof-of-concept for colored objects. 
Additive Manufacturing Guidance and Resources 

 

TBD 

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Systems Engineering Process Support

Systems Engineering is a disciplined approach for the specification, design, development, realization, technical management, operation, and retirement of a weapon system. SE is an interdisciplinary and collaborative effort requiring close interaction with many disciplines to include operations, maintenance, logistics, test, production, quality, etc. The practice of SE is composed of 16 processes: 8 technical processes and 8 technical management processes. These 16 processes provide a structured approach to increasing the technical maturity of a system, increasing the likelihood that the capability being developed balances mission performance with cost, schedule, risks, and design considerations. M&Q personnel need to support these activities and processes.

 Systems Engineering Process | www.dau.edu

Eight Technical Processes that may require M&Q participation:

  • Stakeholder Requirements Definition, Systems Engineering Guide, 4.2.1 
  • Requirements Analysis, Systems Engineering Guide, 4.2.2
  • Architecture Design, Systems Engineering Guide, 4.2.3
  • Implementation, Systems Engineering Guide, 4.2.4
  • Integration, Systems Engineering Guide, 4.2.5
  • Verification, Systems Engineering Guide, 4.2.6
  • Validation, Systems Engineering Guide, 4.2.7
  • Transition, Systems Engineering Guide, 4.2.8

Eight Technical Management Processes that may require M&Q participation:

  • Technical Planning, Systems Engineering Guide, 4.1.1  
  • Decision Analysis, Systems Engineering Guide, 4.1.2
  • Technical Assessment, Systems Engineering Guide, 4.1.3  
  • Requirements Management, Systems Engineering Guide, 4.1.4   
  • Risk Management, Systems Engineering Guide, 4.1.5  
  • Configuration Management, Systems Engineering Guide, 4.1.6  
  • Technical Data Management, Systems Engineering Guide, 4.1.7  
  • Interface Management, Systems Engineering Guide, 4.1.8  

DoD Systems Engineering Guidebook https://ac.cto.mil/wp-content/uploads/2022/02/Systems-Eng-Guidebook_Feb2022-Cleared-slp.pdf 

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Systems Engineering Resources and Guidance
Systems Engineering Tools and Checklist 

Software tools for modeling and simulation in support of SE processes:

  • Product Data Management (PDM) software manages design and engineering files such as CAD models and manufacturing instructions allowing teams to collaborate across concurrent design environments. PDM is mostly used by manufacturing companies to control product data from design to production. This type of software is beneficial for designers creating the initial specifications of a new product and production managers following manufacturing instructions. There are many PDM platforms available to 
  • Product Lifecycle Management (PLM) manages all of the information and processes at every step of a product or service lifecycle across globalized supply chains. Today’s PLM software provides the foundation and intersection of critical, cradle-to-grave product lifecycle processes woven with real-time data from technologies, such as the Internet of Things (IoT), artificial intelligence (AI), and machine learning (ML). Global organizations are leveraging what emerged as a “digital thread” to change how they design, manufacture, and service products. 
  • M&S software can be used to support the following M&Q activities:

    • Facility/Plant Design: Allows plant engineers to design and assess different plant models before laying any brick or concrete. These models can create the entire plant model to include electrical, mechanical, HVAC, machines, etc.  

    • Factory Process Planning:  Allows production engineers to layout initial factory floor designs, modify and simulate them in order to achieve more efficient flow, analyze capacity and constraints. There are four basic layout patterns to include Product Layout, Process Layout, Fixed Position, and Combination. 

    • Production Planning and Control:  Allows production engineers to plan capacity requirements and availability, scheduling of material and work-centers, utilization of equipment and manpower, manage and minimize inventory, and schedule discrete production activities and monitor work as it progresses. 

    • Ergonomic Desing and Simulation: Allows production engineers to design workstations and plant features while focusing on the man-machine interface in order to ensure safety of the worker, while providing for comfort, ease of use, productivity and performance. 

    • Producibility Analysis: Allows design engineers, along with other technical personnel, to design product that promotes the ease of fabrication and assembly thus reducing production time, while increasing reliability. See DFMA for more information. 

Technical Reviews and Audits

For DoD systems development, a properly tailored series of technical reviews and audits provide key points throughout the system development to evaluate significant achievements and assess technical maturity and risk. Technical reviews of program progress should be event driven and conducted when the system under development meets the review entrance criteria as documented in the SEP. An associated activity is to identify technical risks associated with achieving entrance criteria at each of these points. SE is an event-driven process based on successful completion of key events as opposed to arbitrary calendar dates. As such, the SEP should clarify the timing of events in relation to other SE and program events.

The DoD Systems Engineering Guidebook provides guidance on support of the following technical reviews and audits https://ac.cto.mil/wp-content/uploads/2022/02/Systems-Eng-Guidebook_Feb2022-Cleared-slp.pdf :

  • Alternative Systems Review (ASR): Is a technical review that assesses the preliminary materiel solutions that have been developed during the MSA Phase. The review ensures that one or more proposed materiel solution(s) have the best potential to be cost-effective, affordable, operationally effective, and suitable, and can be developed to provide a timely solution at an acceptable level of risk to satisfy the capabilities listed in an ICD.  The ASR helps the PM and Systems Engineer ensure that further engineering and technical analysis needed to draft the system performance specification is consistent with customer needs. https://acqnotes.com/acqnote/tasks/alternative-systems-review-2 
  • System Requirements Review (SRR): Is a formal review conducted to ensure that system requirements have been completely and properly identified and that a mutual understanding exists between the government and the contractor. It ensures that the system under review can proceed into initial systems development and that all system and performance requirements derived from the ICD or draft CDD are defined and testable, and are consistent with cost, schedule, risks, technology readiness, and other system constraints. https://acqnotes.com/acqnote/acquisitions/system-requirements-review-srr 
  • System Functional Review (SFR): Is a technical review to ensure that the system’s functional baseline is established and can satisfy the requirements of the ICD or draft CDD within the currently allocated budget and schedule. It also determines whether the system’s lower-level performance requirements are fully defined and consistent with the system concept and whether lower-level systems requirements trace to top-level system performance requirements. https://acqnotes.com/acqnote/acquisitions/system-functional-review 
  • Preliminary Design Review (PDR): Is a technical assessment that establishes the Allocated Baseline of a system to ensure a system is operationally effective.  A PDR is conducted before the start of detailed design and is the first opportunity for the Government to observe the Contractor’s hardware and software designs.  This review assesses the allocated design documented in subsystem product specifications for each configuration item in the system. It ensures that each function in the Functional Baseline has been allocated to one or more system configuration items. A PDR is required by statute for all Major Defense Acquisition Programs (MDAPs). https://acqnotes.com/acqnote/acquisitions/preliminary-design-review 
  • Critical Design Review (CDR): Is a multi-disciplined independent technical assessment to ensure that a system can proceed into fabrication, demonstration, and test and meet stated performance requirements within cost, schedule, and risk.  A successful CDR is predicated upon a determination that the detailed design satisfies the CDD.  Multiple CDRs may be held for key Configuration Items (CI) and/or at each subsystem level, culminating in a system-level CDR. https://acqnotes.com/acqnote/acquisitions/critical-design-review 
  • System Verification Review (SVR): Is a product and process assessment to ensure the system under review can proceed into LRIP and FRP within cost, schedule, risk, and other system constraints during the EMD Phase. It assesses the system functionality and determines if it meets the functional requirements in the CDD documented in the functional baseline. The SVR establishes and verifies final product performance and provides inputs to the CPD. https://acqnotes.com/acqnote/acquisitions/system-verification-review-svr#google_vignette 
  • Functional Configuration Audit (FCA): Examines the functional characteristics of the configured product. It verifies that the product has met the requirements specified in its Functional Baseline documentation approved at the PDR and CDR.  The FCA reviews the configuration item’s test and analysis data to validate that the intended function meets the system performance specification. The audit is more systems engineering-focused than program management official auditing. https://acqnotes.com/acqnote/tasks/functional-configuration-audit-2 
  • Production Readiness Review (PRR): Assesses a program to determine if the design is ready for production. It evaluates if the prime contractor and major subcontractors have accomplished adequate production planning without incurring unacceptable risks that will breach thresholds of schedule, performance, cost, or other established criteria. https://acqnotes.com/acqnote/acquisitions/production-readiness-review 
  • Physical Configuration Audit (PCA): Is a formal technical review that determines if the configuration of a system or item has met its documented requirements to establish a product baseline. The Milestone Decision Authority (MDA) receives proof from a successful PCA that the product design is stable, the capability satisfies end-user needs, and the production risks are tolerably low. https://acqnotes.com/acqnote/tasks/physical-configuration-auditaudit 
  • The DoD Systems Engineering Guidebook is available at the following url https://ac.cto.mil/wp-content/uploads/2022/02/Systems-Eng-Guidebook_Feb2022-Cleared-slp.pdf 
Producibility Engineering 

Producibility can be defined as “the measure of the relative ease of manufacturing.” That is, you can manufacture a part out of inexpensive material, using unskilled workers, simple tools, and manufacture it in a very short time. 

The terms "producibility" and "manufacturability" are often used interchangeably. The DoD Producibility and Manufacturability Engineering Guide distinguishes between producibility and manufacturability as distinct but complimentary and sometimes overlapping concepts.

Producibility is a "design" consideration to facilitate the ease of manufacture, that is, designing a product in a way so it is relatively easy to manufacture. Development teams should consider producibility during system development and design following detailed design guidelines and producibility principles. 

Manufacturability is a "factory floor or manufacturing operations," consideration used to enhance the ease of manufacture by developing and implementing efficient manufacturing processes. Best practices include the use of Lean/Six Sigma, Theory of Constraints, Process Failure Modes and Effects Analysis, and continuous process improvement.

Note: Producibility Analysis is a requirement of MIL-HDBK-896, para. 6.2.1, and is addressed in the DoD Systems Engineering Guidebook. See Producibility Best Practices for more information on Producibility Engineering. 

Listed below are some things to consider during the design process: 

Producibility Resources

Producibility Tools (most will require a search of the web).

  • Design for Manufacturing (DFM)
  • Design for Assembly (DFA)
  • Design for Manufacturing and Assembly (DFMA) 
  • Process Failure Modes Effects Analysis (PFMEA)
  • Design for Ergonomics (DFE): 
  • Design for Reliability (DFR): 
  • Design for Maintainability (DFM): 
  • Design for Sustainability (DFS): 
  • Design for Quality (DFQ): 
  • Design for Supply Chain: 
  • Design for Safety (DFS): 
  • Producibility Assessment Worksheet 
  • DI-MGMT-80797A Producibility DID https://www.dodmrl.com/DI-MGMT-81889%20Manufacturing%20Plan.pdf 
Key Characteristics 

A key characteristic is a feature whose variation has the greatest impact on the fit, performance (function), or service life of the finished product from the perspective of the customer.”  In other words, it is a product or process characteristic that if you deviate from the target value, there is a high loss function and it will cost you. Most characteristics have a low loss function.  Thus, when you deviate for the target value there is not a significant impact to fit, function or service life.  However, a vital few characteristics must be identified and managed in order to avoid this loss function.

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Contractors have used a wide variety of approaches for identifying KCs. Subjective approaches, such as general discussions and consensus among design and manufacturing experts may be used. More objective and rigorous tools are recommended, including Quality Function Deployment, Process Failure Mode Effects Analysis, detailed risk identification methods, or statistical analysis of yield and reliability data from similar products. 

NOTE: Key Characteristics should be used to control the quality of parts designated as Critical Safety Items (CSIs) or Critical Application Items

Key Characteristics Guidance can be found in: 

Producibility Best Practices 

Producibility analysis. Producibility should be considered as a part of design trade studies. The role of design trade studies in the manufacturing development process is to achieve a product design that effectively balances the system design with cost, schedule and performance elements to minimize total program risk. Institutionalizing producibility as part of the design trade study process is essential to an overall goal of affordable weapon system acquisition. Another excellent source for information on producibility programs is the Navy’s NAVSO P-3687, “Producibility System Guidelines.” This guide recommends a 5-step process: 1. establish a producibility infrastructure, 2. determine process capabilities, 3. address producibility during conceptual design, 4. address producibility during detailed design, and 5. measure producibility.

Producibility Best Practice tools include: the following and may require a web search to gather more information:

  • Quality Function Deployment (QFD): A structured process and set of tools that can be used to tools used to effectively define customer requirements and convert them into detailed engineering specifications and plans to produce the products that fulfill those requirements. QFD is used to translate customer requirements (or VOC) into measurable design targets and drive them from the assembly level down through the sub-assembly, component and production process levels.
  • Concurrent Engineering (CE): I more of an approach to engineering than a specific tool. Concurrent engineering can be used to reduce product development time while reducing costs and improving quality and reliability by concurrently and systematically product design along with associated manufacturing, quality and other processes.
  • Integrated Product and Process Development (IPPD): Is a DoD management technique that simultaneously integrates all essential acquisition activities through the use of Integrated Product Teams (IPTs) to optimize design, manufacturing, and supportability processes. IPPD facilitates meeting cost and performance objectives from product concept through production, including field support. It evolved in industry as an outgrowth of efforts such as Concurrent Engineering to improve customer satisfaction and competitiveness in a global economy.
  • Integrated Product Teams (IPT): An Integrated Product Team (IPT): Is a team composed of representatives from appropriate functional disciplines working together to build successful programs, identify and resolve issues, and make sound and timely recommendations to facilitate decision-making. IPTs are used in complex development programs/projects for review and decision-making. The emphasis of the IPT is on the involvement of all Stakeholders (users, customers, management, developers, contractors) in a collaborative forum.
  • Taguchi/Robust Design/Parameter Design: Is s a powerful statistical method to produce high quality product and optimize the process design problems in a cost-efficient way by reducing process variation through robust design of experiments. An experimental design is used to identify and exploit the interactions between control and noise factors. Once the significant factors have been identified and their control settings established the resultant product will be optimized by designing quality into the product and processes.
  • Taguchi Loss Function: Is a graphical technique to show how an increase in variation from the target value, on key characteristics, can have an exponential impact on cost, reliability and customer dissatisfaction. Traditional quality looks at product quality as either good or bad, that is it either meets the spec or does not. While this may be true for many characteristics, it is not true for key characteristics. 

  • Modeling and Simulation M&S): Manufacturing simulation is the use of computer modeling to virtually test manufacturing methods and procedures – including processes such as production, assembly, inventory, and transportation. Simulation software can be used to predict the performance of a planned manufacturing system and to compare solutions for any problems discovered in the system's design. This makes manufacturing simulation a significantly competitive capability - allowing manufacturers to test a range of scenarios before buying tooling, reserving capacity, or coordinating other expensive production resources. By using simulation software to determine exactly what is needed, the manufacturer can avoid problems during production while also reducing scrap and rework. Various types of Factory Modeling and Simulation tools currently available include, but are not limited to the following areas:

    •    Producibility Analysis and Ergonomics
    •    Process Planning
    •    Production Planning and Scheduling
    •    Line Balancing and Bottleneck Analysis
    •    Capacity Planning
    •    Predictive Analytics and Optimization
    •    Facility Planning, Layout and Design
    •    Virtual Factory Mock-up

  • Model Based Engineering (MBE): Uses annotated digital three-dimensional (3D) models of a product and relevant production equipment and processes as the authoritative information source for all activities in that product’s lifecycle including relevant production equipment and processes. MBE is an integral part of the technical baseline that evolves throughout the acquisition life cycle.
  • Model Based Systems Engineering (MBSE): Is a systems engineering methodology that focuses on creating and exploiting domain models as the primary means of information exchange between engineers, rather than on document-based information exchange. MBSE is generally defined as a formalized application of modeling to support system requirements, design, analysis, verification and validation activities beginning in the conceptual design phase and continuing throughout development and later life cycle phases. MBSE uses models as an integral part of the technical baseline, which includes the requirements, analysis, design, implementation, and verification of a capability, system, and/or product throughout the acquisition life cycle
  • Computer Aided Design (CAD): Is the process of digitally creating design simulations of products in 2D or 3D, complete with scale, precision, and physics properties, to optimize and perfect the design – often in a collaborative manner – before manufacturing. The use of digital data allows various engineering functions to share, review, simulate, and edit technical data and allow organizations to introduce new product quickly.
  • Computer Aided Manufacturing (CAM): Involves the use of digital data, software and computer-controlled factory machinery to create products with a high quality by automating and optimizing manufacturing processes. CAM is used to either create new or improve upon existing manufacturing setups to boost efficiency and reduce wastage. It does so by expediting the manufacturing process and tooling and reducing energy requirements. The final results have a high degree of consistency, quality, and accuracy.

 

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Contracting for Manufacturing and Quality

Contracting for Manufacturing and Quality 

DoD acquisition and contracting requirements and activities are required by various statutory and regulatory requirements to include the FAR/DFAR and by many DoD, Service and agency regulations, policies, and guidance documents. The graphic below outlines the DoD contracting process. 

The contract is the vehicle used to establish the formal relationship between the government and a prime contractor. Government business processes include the business strategy or acquisition strategy, contracting approach, contracting strategies, contract language, and financial strategies. M&Q personnel may be asked to support the above contract processes to ensure that M&Q considerations and risks are addressed in contracting documents and activities to include:

  • Market Research
  • Contract Strategy
  • Source Selection Plan
  • Request for Proposal
  • M&Q Inputs to the Contract (Section C, E, L and M) (refer to MIL-HDBK-245E)
  • Contract Evaluation and Award

Link to DAU video on Service Acquisition Process Introduction https://media.dau.edu/media/t/1_7td0k8fi

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Pre-Solicitation Activities 

Initial Planning:

M&Q personnel as members of a source selection team (SST) may be asked to support:

  • Requirements Analysis 
  • Risk Assessment 
  • Acquisition Strategy and Source Selection Plan (including the Systems Engineering Plan)
  • Independent Management Reviews 

Market Research:

M&Q personnel as members of a source selection team (SST) may be asked to support market research can help define requirements, identify alternatives, and monitor the industry for any new developments that may affect DoD. The main resource is SD-5 Market Research https://quicksearch.dla.mil/qsDocDetails.aspx?ident_number=106786 

Contract Strategy: 

Contracting strategy plays a critical role in the overall acquisition strategy for programs as contracts facilitate the progression of a program through the defense acquisition life cycle while encouraging competition and affordability. This starts at the early stages of the materiel solution analysis phase and continues through to the operations and support phase. Effectively and efficiently managing contracts is critical in maintaining a programmatic schedule, as the contracting timeline can take years.

Statement of Work: The Statement of Work (SOW) defines (either directly or by reference to other documents) all (non-specification) performance requirements for contractor effort.  The SOW should specify in clear, understandable terms the work to be done in developing the goods or services to be provided by a contractor. MIL-HDBK-245 https://quicksearch.dla.mil/Transient/0FA4E2D4706D4B578F7124FEB1D09EBE.pdf 

DAU Acquipedia article on SOW/SOO https://www.dau.edu/acquipedia-article/statement-work-performance-work-statement-statement-objectives 

Statement of Objectives: The SOO is a Government prepared document incorporated into the solicitation that states the overall performance objectives. It is used in solicitations when the Government intends to provide the maximum flexibility to each offeror to propose an innovative approach. That portion of a contract that establishes a broad description of the government’s required performance objectives.

Source Selection Plan:

The Source Selection Plan (SSP) is a key document that specifies how the source selection activities will be organized, initiated, and conducted. It serves as the guide for conducting the evaluation and analysis of proposals and the selection of source(s) for the acquisition. SSP must clearly and succinctly express the Government’s minimum needs (evaluation factors) and their relative order of importance.  

Acquisition Strategy:

An acquisition strategy is a high-level business and technical management approach designed to achieve program objectives within specified resource constraints. It is the framework for planning, organizing, staffing, controlling, and leading a program. It provides a master schedule for research, development, test, production, fielding and other activities essential for program success, and for formulating functional strategies and plans. M&Q personnel as members of a source selection team (SST) may be asked to support the development of an Acquisition Strategy which should include a Systems Engineering Plan.

Acquisition Strategy Guide https://www.acqnotes.com/Attachments/DSMC%20Acquisition%20Strategy%20Guide.pdf 

Solicitation-Award Activities

Solicitation:

A solicitation is any request to submit offers or quotations to the Government. Solicitations under sealed bid procedures are called "invitation for bids." Solicitations under negotiated procedures are called "requests for proposal." Solicitations under simplified acquisition procedures may require submission of either a quotation or an offer.

Request for Proposal: A Request for Proposal (RFP) is a solicitation used in negotiated acquisition to communicate government requirements to prospective contractors and to solicit proposals. The RFP describes the work to be done, how it will be judged, and the terms and conditions of the proposed agreement. It also tells the supplier how to send their proposal and what forms or paperwork should be included. The RFP process is to let the person or group who asked for the proposals choose the one that best fits their needs and budget.

M&Q inputs to any Request for Proposal should include requirements for:

  • Manufacturing Management Program (AS6500 and MIL-HDBK-896)
  • Quality Management Systems Requirements (AS9100)
  • Manufacturing Risk Assessments 
  • Production Readiness Review
  • Manufacturing and Quality Metrics
  • Key Characteristics and Variation Reduction 
  • First Article Inspection/First Article Testing 
  • Advanced Product Quality Planning and Production Part Approval Process
  • Other Considerations (Configuration Management, Parts Management and Control, DMSMS/Obsolescence, Counterfeit Parts, Corrosion Control, GIDEP, ESOH, etc.)

FAR 15.2 Solicitation and Receipt of Proposals and Information https://www.acquisition.gov/far/part-15 

Two important sections of the RFP that M&Q personnel need to support are sections L and M:

  • Section L - Instructions, Conditions, and Other Statements of Offeror's
  • Section M - Evaluation Factors for Award 

Sample M&Q RFP Inputs https://ac.cto.mil/wp-content/uploads/2022/12/MQBOK-AppD-Sample-RFP-Input-11Nov2022.pdf 

Contract / Proposal Evaluation:

Proposals shall be evaluated based on the factors/subfactors below, to determine if the offeror provides a sound, compliant approach that meets the requirements of the Statement of Work (SOW) and Data Item Descriptions (DID) and demonstrates a thorough knowledge and understanding of requirements and associated risks. The technical and management proposals must address subfactors in sufficient detail. The Government evaluates proposals in order to select the proposal providing the best value to the Government. DCMA Manual 2501-01 covers Contract Receipt and Review procedures. https://www.dcma.mil/Portals/31/Documents/Policy/MAN_2501-01r_(C1)_(20220201)_V508C_03012023.pdf

Typical Evaluation factors can include:

  • Cost/Price (Reasonableness, Realism, and Affordability)

  • Technical (Management Approach, Technical Capability, Transition Plan, and Small Business Utilization) 

  • Past Performance (Past Contracts, Relevance of past contract to this effort, and Performance Confidence)

The following evaluations tools are available the Program Office:

Pre-Award Surveys are thorough evaluations of a contractor's capability, capacity, and financial stability to meet the proposed contract requirements. 

Contract Negotiation:

The FAR requires Government contracting officials to obtain a price that is fair and reasonable to both the contractor and the government. The Government has a vested interest in the long-term success and survival of government contractors. Win/win negotiations enhance competition by encouraging more firms to do business with the Government, thus increasing competition and quality while reducing contract costs. Numerous DCMA Instructions provide guidance on negotiation procedures. M&Q personnel may be asked to support the activities listed below.

Negotiation Characteristics of Win/Win Outcomes

Fact Finding

  • Obtain information on contractor position
  • Identify assumptions
  • Clarify matters affecting costs
  • Resolve inconsistencies

Negotiation Preparation

  • Be prepared. Know the strengths and weaknesses of both sides; there is no substitute for good preparation
  • Organize the negotiation team
  • Identify issues and objectives
  • Research contractor’s probable approach
  • Assess each side's bargaining power
  • Establish priorities and positions
  • Establish a price range
  • Develop the negotiation approach
  • Develop the overall plan

Negotiation Characteristics of Win/Win Outcomes

  • Resolve conflicts
  • Obtain short-term and long-term satisfaction
  • Establish cordial relations
  • Combine sincere efforts to satisfy the other side and solve problems
  • Display win/win attitudes
  • Avoid deception
  • Be persuasive
  • Be respectful and polite
  • Win agreements instead of arguments
  • Use common sense and be open to negotiate all issues

Bargaining techniques

  • Aim high to produce better outcomes
  • Give yourself room to compromise. Concessions are always necessary. Open with a low (but justifiable) offer; you can always raise it later
  • Do not volunteer weaknesses
  • Satisfy the other side’s non-price issues. Price is never the only issue
  • Use concessions wisely. When giving, ask for something in return. Concede slowly, and in small amounts
  • Put pressure on the other side. Believe in the unknown pressures facing the other side. Resist artificial pressures, fancy offices, and credentials
  • Use the power of patience
  • Be willing to walk away from or back to negotiations, deadlocks cannot always be avoided
  • Say it right. Be cordial and business-like. State things in a win/win manner

Contract Award:

Occurs when the contracting officer (CO) has signed and distributed the contract to the contractor.

Post-Award Activities

Contract Surveillance (monitoring performance):

The purpose of contract administration is to ensure that the contractor performs in accordance with the terms and conditions of the contractual agreement (surveillance). DoD contractor surveillance requirements and activities are required by the FAR/DFAR and by many DoD, Service, and agency regulations, policies, and guidance documents. FAR 42.3 Identifies Contract Administration Office functions, and FAR 42.11 identifies requirements for Production Surveillance and Reporting. DCMA INST 2301 provides guidance on Evaluating Contractor Effectiveness. M&Q personnel from the Program Office or DCMA may be involved in the following surveillance activities:

  • Perform Contract Administration Service (CAS) Functions
  • DCMA Support at Industry Sites (may require a MOA or LOD)
  • Monitor and Track Risks
  • Participate in Program Reviews

Deliverables:

Contract deliverables establish and track both contractual and noncontractual commitments that must be honored as part of negotiations and contractual agreements between businesses and suppliers or customers based on contract intent. Contract Deliverables includes Hardware Software, Services, as required by the contract. Deliverables also includes Contract Data Requirements List (CDRL) and Data Item Descriptions (DID). The Defense Acquisition University (DAU) has resources on contract deliverables. The CDRL is a standard format for identifying data requirements in a contract and solicitation. A DID is a document that defines the data a contractor is required to provide. See M&Q DIDs for typical contract deliverables. 

Contract Payments:

M&Q personnel may be asked to support review of progress payments and work performed under the contract.

Progress Payments: Payments made to a prime contractor during the life of a fixed-price type contract on the basis of a percentage of incurred total costs or total direct labor and material costs. Payments are made on the basis of costs incurred by the contractor as work progresses under the contract. Under this arrangement, the contractor is typically paid between 7 and 30 days of submitting an approved request to the Contracting Officer. This form of contract financing does not include:

  • Payments based on the percentage or stage of completion accomplished
  • Payments for partial deliveries accepted by the Government
  • Partial payments for a contract termination proposal
  • Performance-based payments. (FAR 32.102(b)) https://www.dau.edu/acquipedia-article/progress-payments 

Performance-based Payments: Method of providing financing to contractors performing under fixed-price contracts in which payments are based on achievement of specific events or accomplishments that are defined and valued in advance by the parties to the contract. Performance-based payments (PBPs) are a customary method of contract financing that may be available under fixed-price contracts, except for contracts awarded using Sealed Bidding procedures. PBPs differ from the more traditional progress payments based on costs because these contract financing payments are made on the basis of the contractor’s achievement of objective, quantifiably measurable events, results or accomplishments that are defined and valued in the contract prior to performance.

https://www.dau.edu/acquipedia-article/performance-based-payments 

Contract Closeout:

Once the procuring or administrative contracting officer confirms that all receivables have been delivered/completed (often with the assistance of a contracting officer representative), the contracting officer begins the closeout process. Per FAR 4.804-4, a contract is physically complete when:

  • The contractor has completed the required deliveries, and the Government has inspected and accepted the supplies
  • The contractor has performed all services, and the Government has accepted these services
  • All option provisions, if any, have expired
  • The Government has given the contractor a notice of complete contract termination
  • M&Q personnel may be asked to support the evaluation that all deliverables were inspected and accepted. 

DCMA Manual 2501-07 covers Contract Closeout procedures. https://www.dcma.mil/Portals/31/Documents/Policy/DCMA-MAN_2501-07_C1.pdf 

One activity M&Q personnel may be involved with is Smart Shutdown, please go to the DAU Smart Shutdown CoP for more information. https://www.dau.edu/cop/smartshutdown 

Contracting Resources and Guidance 
Manufacturing and Quality Data Item Descriptions (DIDs)
Contract Pre-award Evaluations 

The following DCMA pre-award evaluations are available the Program Office:

M&Q Contract Data Item Descriptions (DIDs) or Contract Deliverables 
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Workforce Development, Training and Education

DoD workforce development, training, and education is concerned with DoD organizations with personnel that possess the necessary education, skills, and abilities to support acquisition and sustainment programs across a broad spectrum of industries and sectors, and technical, business, and academic competencies.

The Defense Acquisition University (DAU) is one of the primary providers of acquisition training and you can access their services from their Homepage for access to your training, to apply for training, and access to web events:  https://www.dau.edu/?tour 

Apply for a Course https://www.dau.edu/training/apply-for-a-course 

Note: Additional information, guidance, tools, and other resources, by acquisition phase, may be found in the M&Q Body of Knowledge at https://www.cto.mil/sea/mq/ 

Access to specific DAU sites:
Access to specific DAU courses:

Engineering and Technical Management personnel can take any of the following courses:

Foundational: https://www.dau.edu/functional-areas/engineering-and-technical-management?field_level_id_value=2 

ACQ 1010 Fundamentals of Systems Acquisition Management https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12339 

ENG 101 Systems Engineering Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=2005 

ETM 1010 Leading Change Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12576 

ETM 1020 Mission and Systems Thinking Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12548 

ETM 1030 Requirements Definition and Analysis https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12577 

ETM 1040 Technical Management Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12573 

ETM 1050 Design Considerations Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12635 

ETM 1060 Product Realization Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12563 

ETM 1070 Digital Literacy Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12633 

ETM 1080 Software Literacy Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12631 

ETM 1090 Technical Perspectives on Defense Contracting Fundamentals https://icatalog.dau.edu/mobile/CourseDetails.aspx?id=12634 

Practitioner: https://www.dau.edu/functional-areas/engineering-and-technical-management?field_level_id_value=2 

ETM 2010V Leading Change for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12570 

ETM 2020V Mission and Systems Thinking for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12568 

ETM 2030V Requirements Definition and Analysis for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12569 

ETM 2040V Technical Management for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12571 

ETM 2050V Desing Considerations for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12553 

ETM 2060V Product Realization for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12572 

ETM 2070V Digital Literacy for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12564 

ETM 2080M Software Literacy for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12584 

ETM 2090V Technical Perspectives on Defense Contracting for Practitioners https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12560 

Continuous Learning Modules at the Continuous Learning Center: https://www.dau.edu/continuous-learning-center 

CLE 001 Value Engineering https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=251 

CLE 003 Technical Reviews https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=274 

CLE 004 Introduction to Lean Enterprise Concepts https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=262 

CLE 007 Lean Six Sigma for Manufacturing https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=256 

CLE 008 Six Signa Concepts and Processes https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=309 

CLE 015 Continuous Process Improvement Familiarization https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=263 

CLE 017 Technical Planning https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=322 

CLE 019 Modular Open Systems Approach https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12258 

CLE 021 Technology Readiness Assessments https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=323 

CLE 026 Trade Studies https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=438 

CLE 028 Market Research for Engineering and Technical Personnel https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=67 

CLE 035 Introduction to Probability and Statistics https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=334 

CLE 036 Engineering Change Proposals for Engineers https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=470 

CLE 064 Standardization in the Acquisition Life Cycle https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=1734 

CLE 065 Standardization Documents https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=1785 

CLE 066 Systems Engineering for Systems of Systems https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=1790 

CLE 068 Intellectual Property and Data Rights https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=1911 

CLE 069 Technology Transfer https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=2002 

CLE 070 Corrosion and Polymeric Coatings https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=1956 

CLE 074 Cybersecurity Throughout DoD Acquisition https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=2048 

CLE 075 Introduction to DoD Cloud Computing https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=2117 

CLE 076 Introduction to Agile Software Acquisition https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=2147 

CLE 077 Defense Business Systems (DBS) Acquisition https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=2152 

CLE 078 Software Acquisition for the Program Office Workforce https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12249 

CLE 079 Chemical, Biological, Radiological, and Nuclear (CBRN) Survivability https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12174 

CLE 080 SCRM for Information and Communications Technology https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12181 

CLE 084 Models, Simulations, and Digital Engineering https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12176 

CLE 085 Scientific Test and Analysis Techniques om T&E https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=12241 

CLE 301 Reliability and Maintainability https://icatalog.dau.edu/onlinecatalog/courses.aspx?crs_id=275 

CLE 201 ISO 9000

CLL 032 Preventing Counterfeit Electronic Parts from Entering the DoD Supply System

CLL 062 Counterfeit Prevention Awareness

CMQ 100 Quality Assurance Basics

CMQ 230 Quality Control Graphics and Charting

CLC 042 Predictive Analysis and Quality Assurance

CMQ 101 Government Contract Quality Assurance (GCQA)

CMQ 211 Quality Management System (QMS) Auditor

ENG 0720 ISO 9000

CMQ 200 Statistical Sampling

CMQ 1310 Data Collection and Analysis

CMQ 231 Data Collection and Analysis Application

ETM 1060 Product Realization Fundamentals

ETM 2060 Product Realization for Practitioners

CME 103 Manufacturing and Delivery Surveillance

CME 130 Surveillance Implications of Manufacturing and Subcontractor Management

CME 230 Production Planning and Control (PP&C)

CLE 004 Introduction to Lean Enterprise Concepts

CLE 007 Lean Six Sigma for Manufacturing

CLE 008 Six Sigma: Concepts and Processes

ETM 2090V Technical Perspective on Defense Contracting for Practitioners

CLE 001 Value Engineering

LOG 0390 Additive Manufacturing Overview

LOG 0400 Additive Manufacturing Case Studies

LOG 0640 DMSMS, What the PM Needs to Do and Why

LOG 0650 DMSMS Fundamentals

LOG 0660 DMSMS Executive Overview

LOG 0670 DMSMS Research Essentials

Other Training and Education Opportunities:
  • Rapid eLearning Courses
  • LIFT IGNITE Program offers a 2-year program focusing on materials science and advanced manufacturing. You can find more information at https://lift.technology/wp-content/uploads/2020/08/Ignite-Brochure-9.25.18.pdf 
  • MIT EdX offers over 350 courses on manufacturing and supply chain. You can find out more at  https://www.edx.org/search?q=manufacturing+ 
  • NetFlex Flex Factor is associated with Manufacturing USA is an outreach, recruitment, and STEM education program designed to familiarize K-12 students with advanced manufacturing technology, entrepreneurship, and the education and career pathways that can lead to a STEM career. You can find out more at https://www.nextflex.us/ewd/flexfactor/ 
  • MxD (Manufacturing x Digital) advances economic prosperity and national security by strengthening U.S. manufacturing competitiveness through technology innovation, workforce development, and cybersecurity preparedness. MxD Learn is testing a three-year digital manufacturing curriculum and developing a separate four-week awareness program for high school students. https://www.mxdusa.org/focus-areas/workforce-development/ 
  • America Makes ACADEMI is a comprehensive set of immersive training experiences with advanced AM curriculum, delivered in an intense, hands-on environment, integrating skills from multiple disciplines employed in Design for Additive Manufacturing (DfAM) processes. https://www.americamakes.us/academi/ 
  • Udemy Manufacturing Operations, Planning, Management and Control https://www.udemy.com/topic/manufacturing/ 
    • 14 sections (Operations Management, Systems Desing and Capacity, Facility Layout, Forecasting Demand, Developing and Designing Product, Material Management, etc.) over 100 lectures 
  • Note: There are literally thousands of technical/trade schools, undergraduate and graduate programs for M&Q personnel. 
Recommended Reading List

A Study of the Toyota Production System, Shingo, 1989

Becoming Lean: Inside Stories of US Manufacturers, by Liker, 1997

Conquering Complexity in Your Business, George, 2004

Creating a Level Pull, Smalley, 2004

Creating Continuous Flow, Rother and Harris

Creating Quality: Process Design for Results, Kolarik McGraw-Hill, 1999

Critical Chain, Eliyahu Goldratt, 1997

Factory Physics, Hopp and Spearman, 2001

Guide to Quality Control, Ishikawa, 1990

How Digital is Your Business?, Slywotzky, Adrian J. Crown Business, 2000.

Implementing Six Sigma, Breyfogle, 1999

It's Not Luck, Eliyahu Goldratt

Japanese Manufacturing Techniques, Richard Schonberger, 1982

Juran's Quality Handbook, 5th Edition, Juran, 1998

Lean Assembly, Baudin, 2004

Lean Logistics, Baudin, 2004

Lean Manufacturing: A Plant Floow Guide, Allen, Robinson and Steward, 2001

Lean Production Simplified, Dennis, 2002

Lean Six Sigma, George 2002

Lean Six Sigma for Service, George, 2003

Lean Thinking: Banish Waste And Create Wealth In Your Corporation, Womack, James P.Simon and Schuster, 2nd Edition, 2003.

Learning to See, Rother and Shook,

Let's Fix It: Overcoming the Crisis in Manufacturing, Richard Schonberger, 2001

Making Materials Flow, Harris and Wilson, 2003

Managing the Design Factory, Reinertsen, 1997

Manufacturing at Warp Speed, Schragenheim and Dettmer, 2000

Manufacturing Survival, Williams, 1995

Powered by Honda, Nelson, Moody and Mayo, 1998

Putting 5S to Work, Hirano, 1993

Seeing the Whole, Jones and Womack

Six Sigma, Harry and Schroeder, 2000

The Certified Quality Engineer Handbook, Benbow, 2002

The Certified Quality Manager Handbook, Okes, 2001

The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes, Keyte and Locher

The Evolution of a Manufacturing System at Toyota, Fujimoto, 1999

The Goal, Goldratt and Cox, 1984

The Lean Design Guidebook, Mascitelli, 2004

The Lean Design Solution, Huthwaite, 2004

The Machine that Changed the World, Womack, Jones and Roos, 1990

The New Manufacturing Challenge, Kiyroshi Suzaki, 1987

The Purchasing Maching, Nelson, Moody and Stenger, 2001

The Six Sigma Handbook, Pyzdek, 2003

The Six Sigma Way, Pande, 2000

Toyota Production System:  Beyond Large Scale Production, Ohno, 1988 

The Toyota Way, Liker, 2004

Toyota Production System, Monden, 1993

Unleashing the Killer App, Downes and Mui. Harvard Business School Press, 1998. Hall Europe, 1998

Value Stream Management for the Lean Office, Tapping and Shuker, 2003

What is Lean Six Sigma, George, Rowlands and Kastle, 2004

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Community Resource / Manufacturing and Quality
Counterfeit Parts

In Mar 2012, DUSD (AT&L) published a memorandum called "Overarching DoD Counterfeit Prevention Guidance", identifying counterfeit items as serious threats to safety and operational effectiveness of DoD systems, particularly items such as mission critical components, critical safety items, electronic parts and load-bearing mechanical parts affecting “…system performance or operations, the preservation of life, or safety of operating personnel.”

Counterfeit parts guidance includes:

Note: Both of these documents are industry standards and cost to download.

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Documents / Manufacturing and Quality

Requirements Traceability Matrix Guide
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Page Link
Modified: Changed by Zearley, Jennifer on
Summary

This link will take you to a website for access to Requirements Traceability Matrix Guide.

https://www.dau.edu/cop/ace/documents/sample-services-requirements-traceability…
NIST SP 800-82, Guide to Industrial Control Systems (ICS) Security
Document Type:
Document
Modified: Changed by Noyes, George - Student on
Summary

This document provides guidance for establishing secure industrial control systems (ICS). These ICS, which include supervisory control and data acquisition (SCADA) systems, distributed control systems (DCS), and other control system configurations such as Programmable Logic Controllers (PLC) are often found in the industrial control sectors. 

https://csrc.nist.gov/pubs/sp/800/82/r2/final
Critical Manufacturing Sector Security Guide, CISA 
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Document
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Summary

The Critical Manufacturing Sector comprises processes and products that are crucial to the economic prosperity and continuity of the United States. Among myriad roles and responsibilities, manufacturers in the sector process raw materials and primary metals; produce engines, turbines, and power transmission equipment; produce electrical equipment and components; and manufacture cars, trucks, commercial ships, aircraft, rail cars, and their supporting components. The Critical Manufacturing Sector produces highly specialized parts and equipment that are essential to primary operations in several U.S. industries— particularly transportation, defense, electricity, and major construction. Central to the sector’s operations is the global transport of raw materials and finished products along large, complex supply chains.

https://www.cisa.gov/resources-tools/resources/critical-manufacturing-sector-se…
DoDI 8500.01 Cybersecurity
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Document
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Summary

DoD will implement a multi-tiered cybersecurity risk management process to protect U.S. interests, DoD operational capabilities, and DoD individuals, organizations, and assets from the DoD Information Enterprise level, through the DoD Component level, down to the IS level as described in National Institute of Standards and Technology (NIST) Special Publication (SP) 800-39 (Reference (o)) and Committee on National Security Systems (CNSS) Policy (CNSSP) 22 (Reference (p)).

https://www.esd.whs.mil/portals/54/documents/dd/issuances/dodi/850001_2014.pdf
DoD Instruction 5000.90, Cybersecurity for Acquisition Decision Authorities and Program Managers
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Summary

This link will take you to a website for access to DoD Instruction 5000.90, Cybersecurity for Acquisition Decision Authorities and Program Managers.

 

https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/500090p.PDF
Supplier Performance Risk System
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Summary

This link will take you to a website for access to Supplier Performance Risk System. 

https://www.sprs.csd.disa.mil/
SAE EIA 649B-2011, Configuration Management Standard
Document Type:
Page Link
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Summary

This link will take you to a website for access to SAE EIA 649B-2011, Configuration Management Standard.

Note: This is a commercial standard and cost to download.

https://webstore.ansi.org/Standards/SAE/SAEEIA649B2011EIA649B?gclid=EAIaIQobChM…
Defense Manufacturing Management Guide for Program Managers (DMMG for PMs)
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Summary

This link will take you to the DAU developed Defense Manufacturing Management Guide for Program Managers.

https://www.dau.edu/tools/t/Defense-Manufacturing-Management-Guide-for-Program-…
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