GSFC Supplier Assessments

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GSFCSupplier AssessmentsAnalysis of Findings and Achieving ComplianceCharlie RobinsonBrenda K. BrunelloQuality Assurance and RiskManagement Services, Inc.Honeywell TechnologySolutions, Inc.October 20, 2010

NASA Assessments using NCASNCAS Assessments in shaded states/countries

Improvement in GIDEP ncy ActionNoticesNASAAdvisoriesGIDEP

Top Ten (10) Issues by Quantity for 201014%12%Note: If Softwarewas a separatecode it would be #3200720082009201010%8%Tied forTenth6%4%2%0%DocIndust. CalibrateContractsEngineeringControl SafetyPurchasingTrainingRecordsCMMtl QualityControl

Greater than 50% of the Assessments in 2010Included the following Issues80%2010200970%60%50%40%30%20%10%0%Document Industrial Contracts rolESD

Greater than 50% of the Assessments in 2010Included the following Issues Document Control (74%) – Using Draft procedures, Not current with actualpractices, Wrong references, Procedures not approved Industrial Safety (74%) – Fire Extinguisher checks, Blocked electrical panels,Available eye-wash station, Storage of chemicals Contracts (74%) – Not communicated or understood by departments, SDRL’snot managed, Purchasing (65%) – Contractual Requirements not on PO’s, Source Inspectionby uncertified personnel, Supplier approval / rating / monitoring Calibration (55%) – Limited calibration, Flow-down of requirements, Contractrequirements not known internally Training (55%) – Authorization to use internal training, Expired training Material Control (52%) – Expired shelf-life-limited items ESD (52%) – Using wrong standard, ESD smocks not enforced, Expiredcertification, Even temperature & humidity control, Cluttered ESD benches

80.3 % of Assessment Cards Closedduring a Follow-up 718192021222324252627

Percent of Assessment CardsClosed – Reissued – 0%15.14%20.00%4.05%10.00%0.00%ClosedReissuedOpen

ROOT CAUSE ANALYSISTo address this problem we mustuse root-cause analysis. I’ll beginby saying it’s not my fault.9

Corrective ActionsOften Incomplete. Root Cause Analysis efforts frequently do not go farenough to expose the actual root cause(s) of this issue. The underlying organizational factors of a problem(e.g. training, process, infrastructure, etc.) are often notaddressed. Response to GSFC only touches the surface of theidentified concern. Follow-up assessments find that the corrective actionwas ineffective.10


EXAMPLE # 1Non-conformance:Internal auditing is not effectively implemented and maintainedas required by the Quality Management System.Root Cause:QA new to company and has focused mainly on supporting XXXprograms directly w/ NASA, therefore has not devoted sufficientattention to internal quality audits.12

EXAMPLE # 2Non-conformance:XXX selected their metallic materials for the YYY program usingan alternate methodology that has not been approved ascontractually required.Root Cause:XXX has an established metallic materials list with space flightheritage for their standard product line.N/ASpecific Corrective Action Taken toPrevent Re-occurrence:13

EXAMPLE # 3Non-conformance:Monthly GIDEP summary report not provided as required by XXXXcontract; no evidence of review of GIDEP reports.Root Cause:Why 4 - Procedure deficient.Why 3 - There is no requirement in XX-QC-XXXX to maintain a listof review activities.Why 2 - XXX does not maintain objective evidence of impactanalysis.Why 1 - List not provided by PM to customer because no approvedlist is available to provide.14

EXAMPLE # 4Non-conformance:XXX’s electrostatic discharge control plan for spaceflight programlists ANSI/ESD S20.20-1999; current industry standard is ANSI/ESDS20.20-2007.None provided.Root Cause:Corrective Action:XXXX has been updated to reflect the ANSI/ESD S20.20-2007version and is currently in the review/approval cycle.15

Root Cause Analysis Root cause analysis (RCA) - a methodology forproblem solving aimed at identifying the proximate (root)cause for an issue. (Wikipedia) “A structured evaluation method that identifies the rootcause of an undesired outcome and the actions adequateto prevent recurrence.” (NASA GSFC)16

Root Cause Analysis It is recognized that complete prevention of recurrenceby a single intervention is not always possible/practical. Often there are secondary or contributing factors thatshould also be addressed. RCA is considered an iterative process, and is oftenviewed as a tool for on-going continuous improvement.17

General Principles Root Cause Analysis Effective RCA is performed systematically,with conclusions and causes backed up by documentedevidence.18

Identification of the ProblemDr. Stephen Covey says,“Begin With The End in Mind”7 Habits of Highly Effective PeopleA Clear,Well WrittenProblem Statementis Fundamentalto Being Able to Get to The EssenceofROOT CAUSE ANALYSIS19

Somebody Has To Be Responsible . Assign responsibility for the Root Cause Analysisinvestigation based on:– Experience– Expertise– Understanding of RCA Analysis methods/techniquesWe were having acommunication gap with ourIT partner on recentphishing threats. I asked myteam to find a phishing expertto do root cause analysis.Industry Week20

Investigate What Happened & Why 5 Why’s Apollo Root CauseAnalysis Fault Tree Analysis Failure More and EffectsAnalysis Ishikawa Diagram Pareto Analysis Arrow Diagram Affinity DiagramForce Field AnalysisMatrix DiagramsRelations DiagramsScatter DiagramsTree DiagramData Stratification Analysis21


Analyze The Data Effective analysis establishes all known causalrelationships between the root cause(s) and the definedproblem. Distal Proximate Root Cause and Secondary Cause(s) Test of Reasonableness If I Do This (what ever this is) Will it Prevent the Recurrenceof my Problem/Issue/Defect?23

Establish The Corrective Action Plan What action(s) will be taken?Who is responsible?When will they be done?Have I looked at the true scope of the issue?– Systemic/IsolatedTake Appropriate Actions24

Implement the Corrective Action(s) Implement the Corrective Action(s) Distal Proximate Root Cause and Secondary Cause(s)Managed the Implementation25

Implement the Corrective Action(s) Verify the Effectiveness of the Corrective/PreventiveActions Repeat the process if necessary.Work your CA/PA Process26

Where We Are GSFC and other NASA Centers are currently workingon the Corrective Action Response module in SAARIS.– Increased focus on Root Cause Analysis in 2011. For those that are ISO 9001 or AS9100, section 8.5.2has always required that, “The organization shall takeaction to eliminate the cause of nonconformities inorder to prevent recurrence.– This is the essence of Root Cause Analysis27

What GSFC would like to see from SuppliersCONTAINMENT by SupplierThe action planned or taken to correct the specific individual problem or condition thatwas found noncompliant.SubmittedBy:Scheduled CompletionDateROOT CAUSE by SupplierAnalysis Method Employed:Proximate Root Cause and Secondary/Contributing Causes:Determine the cause(s) leading to the problem or noncompliant condition. (Root causesare those that if eliminated would prevent the reoccurrence).SubmittedBy:Scheduled CompletionDateCORRECTIVE ACTION(S) PROPOSED by SupplierBased on the cause(s) identified develop plan and actions that address the full scope(systemic or isolated incident) of the problem or noncompliant condition. This includesevaluating related work and/or other processes for similar problems.SubmittedBy:Scheduled CompletionDate28

SUMMARY Supplier's attention to and analysis of non-compliances is anindicator of commitment to their internal Quality ManagementSystem. GSFC is committed to:– a robust supplier assessment process,– ensuring compliance of the supplier to NASA contractualrequirements, and– continuous improvement in support of the success of ourMissions. We encourage each organization at this conference to do thesame.29


lists ANSI/ESD S20.20-1999; current industry standard is ANSI/ESD S20.20-2007. Root Cause: None provided. Corrective Action: XXXX has been updated to reflect the ANSI/ESD S20.20-2007 version and is currently in the review/approval cycle. EXAMPLE # 4. 15

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