REG NASA-LLIS-1575--2005 Lessons Learned Mission Assurance Oversight Insight of Contractor Quality Assurance (QA).pdf

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1、Lessons Learned Entry: 1575Lesson Info:a71 Lesson Number: 1575a71 Lesson Date: 2005-10-04a71 Submitting Organization: ARCa71 Authored by: Donald R. MendozaSubject: Mission Assurance: Oversight/Insight of Contractor Quality Assurance (QA) Abstract: Projects with numerous and widely distributed contra

2、ctors must tailor its QA resources towards each contractors strengths and weaknesses. Since the Projects resources are limited, a combination of insight and oversight processes must be used to efficiently and effectively ensure quality. Description of Driving Event: The Project, which was aimed at d

3、eveloping space flight hardware for biological research, included many contractors and other institutions distributed around the world. Therefore, the Project frequently shifted from an oversight to an insight role such that its limited mission assurance resources were used efficiently and effective

4、ly. The decision to stress oversight or insight involved several factors including travel, telecommunications, national culture, and the vendors in-house QA processes and track record. However, the main factor was the influence an activity (design, fabrication, test) had on the Projects overall succ

5、ess criteria. Those activities deemed high risk received increasing oversight while those deemed low risk received increasing insight. Lesson(s) Learned: Every contractor needs a different degree of oversight versus insight. Sometimes, the only way to determine the needed level of oversight is empir

6、ically, by the frequency and severity of QA issues that arise with a contractor. In-plant inspections can be misleading; sometimes contractors put on a special show for Project visits. A contractors QA system, even as measured by a standard like ISO, cannot be trusted except through actual experienc

7、e; the project needs to see results from implementation, not just documented policy and practice. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Travel constrains the amount of in-plant visibility the project has. Recommendation(s): Projects should

8、develop QA plans and processes that can be scaled or tailored to variable amounts of insight/oversight, allowing for an individualized approach with each contractor. The project must ensure that a contractors own QA system is compatible and meets the minimum requirements set forth in the projects pl

9、an. Projects should make maximum use of QA databases and talk to other projects that have worked with the same vendor. Projects should look at a history of the contractors problem reports and resolutions. Projects should plan for at least one annual unannounced plant site visit, if possible. Project

10、s must have a qualified QA professional involved in all high-risk activities. As confidence is built with a contractor, the amount of resources needed for oversight should be reduced and transferred to other vendors who havent yet established credibility or held in reserve for emergencies. Evidence

11、of Recurrence Control Effectiveness: N/ADocuments Related to Lesson: NPG 7120.5Mission Directorate(s): a71 Exploration Systemsa71 Sciencea71 Aeronautics Researcha71 Space OperationsAdditional Key Phrase(s): a71 Program and Project Managementa71 Risk Management/Assessmenta71 Safety & Mission Assuranc

12、eAdditional Info: Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Approval Info: a71 Approval Date: 2006-06-30a71 Approval Name: tmasona71 Approval Organization: HQProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-