RECOVERY
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118
119 120 121 122 123
Compile all purchases made and outstanding and update each to include all
information listed above.
In future, create a Purchase Order form as a reminder. The Purchase Order
is a simple transaction, and it’s easy to create your own form for control. If you
T a b l e 5 - 1 0 — R e q u i r e m e n t s T r a c e a b i l i t y M a t r i x ( R T M )
Unit System
SOW/ WBS S/C SOW/ Test Test
Spec Para Requirement Number Spec Para Number Para Monitor
SOW
4.3.1 Security 06-03-02 N/A T-0304 4.4.1 Smith
Spec
3.2.1 System weight 02-04-03 3.4.6 T-0045 3.4.1 Jones
shall be less
than 10,000
pounds
T a b l e 5 - 1 1 — R e q u i r e m e n t s F l o w - D o w n M a t r i x ( R F M )
Company Design S/C Plan S/C A S/C B
Spec Para Reqt WBS Plan Para Para Para Para
1.3.2 02-03-01 5.3.2 5.3.2 1.3.2 1.3.2
1.3.3 02-03-02 5.3.3 5.3.3 1.3.3 N/A
1.3.4 02-03-03 5.3.4 5.3.4 1.3.4 1.3.4
QA Plan 04-01-01 8.2.6 8.2.6 4.3.6 4.3.6
CM Plan 05-01-01 9.3.1 9.3.1 5.6.2 5.6.2
are creating your own form though, give consideration to status. Create the
form so that the top line or some other single line contains: name of item,
vendor, order date and delivery date, and other critical information (number of
units, for instance). This one line will be carried forward to the Status List.
Engineering, manufacturing, or anyone else should be able to look at the Status
List and update their schedules from that one line.
Create a Subcontracts/Purchase Order Status List. Use the ‘‘one-liner’’ created
above to establish a list for status.
58 PRODUCTION/MANUFACTURING
58a (NO) All production/manufacturing processes are not traceable
to standard, customer, or enterprise processes (see
glossary).
All production/manufacturing processes are not traceable to standard, customer,
or enterprise processes when the heritage of the process is not clearly
referenced in the process.
RECOVERY
Create a table similar to Table 5-12 below with your data inserted.
The purpose in creating the table is to determine where the ‘‘holes’’ exist in
the trail. Of course, you should start with the references and work toward the
appearances. If you work the other way, the table may be self-satisfying and of
no use.
After you complete that part of the process, start with the production/manufacturing
process itself and work backward. If a clear trail exists, the question
will answer itself. If not, the questions to be asked are: ‘‘Why is this process
here?’’ ‘‘What created the need for it?’’ If there is a need but no requirement,
you should forward that need to the responsible department in the enterprise.
If there is a requirement but no need, you should forward that comment also.
T a b l e 5 - 1 2 — S t a n d a r d s T r a c e a b i l i t y M a t r i x ( S T M )
STANDARDS APPEARANCE
Industry Customer Enterprise Project Plan Technical Plan
ISO-9001 ISO-9001 Enterprise Quality Para 4.6.8 Part I, Para
Policy 09350 4.5.6
MIL-STD-100 Enterprise Engineering N/A Part II, Para
Standards 06050 1.2.3
You must seriously consider this situation. Is there really no need or do you
just not recognize the need? Discuss the issue with the responsible department
involved.
58b (NO) The line(s) were not properly designed and set up for this
(these) product(s).
The line(s) were not properly designed and set up for this (these) product(s)
if the line does not produce the product according to the requirements.
If the line design, the processes or the materials have not changed, chances
are that the design of the line is okay. Changing either the processes (Cause
Factor 58d/58d(NO)) or the materials (Cause Factor 58a/58a (NO)) can have
an effect on production that was unanticipated. If the line design has changed,
there has likely been an effect on the product that was unanticipated.