SAE AS 6500-2014 Manufacturing Management Program.pdf

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3、cation may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of SAE.TO PLACE A DOCUMENT ORDER: Tel: 877-606-7323 (inside USA and Canada)Tel: +1 724-776-4970 (out

4、side USA)Fax: 724-776-0790Email: CustomerServicesae.orgSAE WEB ADDRESS: http:/www.sae.orgSAE values your input. To provide feedbackon this Technical Report, please visithttp:/www.sae.org/technical/standards/AS6500AEROSPACESTANDARDAS6500Issued 2014-11Manufacturing Management ProgramRATIONALEThis stan

5、dard was created to implement manufacturing management practices aimed at promoting the timely development, production, modification, fielding, and sustainment of affordable products by addressing manufacturing issues throughout the program life cycle.TABLE OF CONTENTS1. SCOPE 32. CONFORMANCE 33. RE

6、FERENCES 33.1 SAE Publications. 33.2 Department of Defense Publications 43.3 Other Publications. 44. DEFINITIONS . 44.1 Affordability . 44.2 Counterfeit Part . 44.3 Critical Application Item (CAI) . 44.4 Critical Characteristic 44.5 Critical Manufacturing Process (CMP) 44.6 Critical Parts 44.7 Criti

7、cal Safety Item (CSI). 54.8 Critical Supplier . 54.9 Design for Assembly (DFA) /Design for Manufacturing (DFM). 54.10 First Article Inspection (FAI) 54.11 First Article Testing (FAT) . 54.12 Key Characteristic (KC). 54.13 Lean Manufacturing 54.14 Line of Balance (LOB). 54.15 Major Supplier . 54.16 M

8、anufacturing . 54.17 Manufacturing Management . 64.18 Manufacturing Management System 64.19 Manufacturing Maturation Plan (MMP) . 64.20 Manufacturing Readiness Levels (MRLs). 64.21 Material Review Board (MRB) 64.22 Pilot Line Environment 64.23 Predictive Indicator 64.24 Process Capability Index (Cpk

9、). 64.25 Producibility. 6SAE INTERNATIONAL AS6500 Page 2 of 154.26 Production . 64.27 Production Readiness Review (PRR) . 74.28 Risk . 74.29 Risk Management . 74.30 Six Sigma Process 74.31 Statistical Process Control 74.32 Strategic and Critical Materials . 74.33 Supply Chain (Manufacturing or Produ

10、ction) 74.34 Technical Data Package (TDP) 74.35 Variability. 74.36 Variability Reduction . 85. OBJECTIVES 86. REQUIREMENTS . 86.1 Manufacturing Management System 86.2 Design Analysis for Manufacturing . 86.2.1 Producibility Analysis 86.2.2 Key Characteristics . 96.2.3 Process Failure Modes Effects A

11、nalyses (PFMEA) 96.3 Manufacturing Risk Identification 96.3.1 Manufacturing Feasibility Assessments 106.3.2 Manufacturing Readiness Level (MRL) Assessments 106.3.3 Production Readiness Reviews (PRRs) . 106.4 Manufacturing Planning 106.4.1 Supply Chain and Material Management 116.4.2 Manufacturing Te

12、chnology Development . 116.4.3 Cost. 116.4.4 Manufacturing Modeling Avoidance, Detection, Mitigation, and DispositionAS6174 Counterfeit Material; Assuring Acquisition of Authentic and Conforming MaterialAS9100 Quality Management Systems Requirements for Aviation, Space and Defense OrganizationsAS910

13、2 Aerospace First Article Inspection RequirementAS9103 Variation Management of Key CharacteristicsJ1739 Potential Failure Mode and Effects Analysis in Design (Design FMEA), Potential Failure Mode and Effects Analysis in Manufacturing and Assembly Processes (Process FMEA), and Potential Failure Mode

14、and Effects Analysis for Machinery (Machinery FMEA)SAE INTERNATIONAL AS6500 Page 4 of 153.2 Department of Defense PublicationsMIL-HDBK-727 Design Guidance for Producibility (Available at http:/quicksearch.dla.mil/ )MIL-HDBK-896 Manufacturing and Quality Program (Available at http:/quicksearch.dla.mi

15、l/ )NAVSO P-3687 Producibility System Guidelines (Available at https:/acc.dau.mil/CommunityBrowser.aspx?id=697823 for commercialapplications, the term is defined by the organization. Strategic and critical materials include any raw material in short supply, limited domestic production, or otherwise

16、posing a risk to a production program.4.33 Supply Chain (Manufacturing or Production)The linked network of all organizations, resources, activities, and technology associated with the production of finished products, encompassing the tiers of subcontractors contributing their individual stages of ma

17、nufacturing processing and manufactured components or subassemblies to the final product as assembled and delivered to the customer.4.34 Technical Data Package (TDP)For commercial applications, the following definition applies: The collection of data enabling design, production, delivery, and/or mai

18、ntenance that communicates a customers product definition, performance criteria, and method of verification to the source(s) of the deliverable. (Source: AIA/NAS 3500)For DoD applications, the following definition applies: A technical description of an item adequate for supporting an acquisition, pr

19、oduction, engineering, and logistics support (e.g., Engineering Data for Provisioning, Training, and TechnicalManuals). The description defines the required design configuration or performance requirements, and procedures required to ensure adequacy of item performance. It consists of applicable tec

20、hnical data such as models, drawings, associated lists, specifications, standards, performance requirements, quality assurance provisions, software documentation and packaging details. (Source: MIL-STD-31000)4.35 Variability Natural and induced deviations from a target specification caused by contro

21、llable and uncontrollable influences.SAE INTERNATIONAL AS6500 Page 8 of 154.36 Variability Reduction A systematic approach to reducing product and process variability in order to improve cost, schedule, and performance.5. OBJECTIVES 5.1 The objectives of the manufacturing management system include:a

22、. Establishing and maintaining a documented manufacturing system which provides efficient and effective production ofquality products.b. Identifying and reducing manufacturing risk, including risks at major and critical suppliers.c. Increasing productivity and reducing production unit cost.d. Identi

23、fying and reducing the impact of issues related to strategic and critical materials on the program.e. Integrating manufacturing and producibility into the design and development process.f. Timely and effective transition to production.5.2 The organization, at any level of the production supply chain

24、, should seek to accomplish the objectives of the manufacturing management program through the use of industry leading practices as described in Section 6, Requirements. Further, the organization should enable the appropriate visibility and accountability throughout the supply chain by collecting, r

25、ecording, and communicating technical and programmatic data to both higher and lower levels of the supply chain network in accordance with the manufacturing management program. 6. REQUIREMENTS6.1 Manufacturing Management SystemThe organization shall establish, document, and maintain a manufacturing

26、management system which complies with the requirements of this standard. Application of these requirements shall continue through all life cycle phases as specified in the contract and as tailored contractually. The organization shall document how, when, and by whom each requirement of this standard

27、 is to be accomplished, and define the authority and responsibility for each element of the manufacturing management system. 6.2 Design Analysis for ManufacturingThe organization shall integrate manufacturing into the product design and development process and shall engage manufacturing expertise in

28、 this process. In support of this, the organization shall conduct analyses of producibility, design, key characteristics, and failure modes.6.2.1 Producibility AnalysisProducibility constraints shall be considered during cost and trade studies. For reference only; additional information onthis topic

29、 can be found in MIL-HDBK-727 and NAVSO P-3687. The producibility analysis shall include, as a minimum:a. Selection: Procedures and criteria for selecting candidate items for producibility analysis.b. Analysis: Identification of the producibility drivers and potential initiatives for improving produ

30、cibility.SAE INTERNATIONAL AS6500 Page 9 of 15c. Trade Study: Evaluation of proposed designs against documented producibility criteria or by use of generally accepted techniques for producibility analysis. The organizations design trade studies shall include: production process capabilities, manufac

31、turing costs, special tooling, and special test equipment. The design trade studies should also include other manufacturing issues such as long lead material, capacity, special training, and schedule impacts. 1. Manufacturing process capabilities shall be used in design trade studies.2. Major/critic

32、al suppliers shall participate in design trade studies for items within their scope of responsibility.3. Alternative production processes shall be identified and the economic impact of each alternative shall be assessed.4. Risk mitigation plans shall be developed and implemented for manufacturing ri

33、sks.5. A DFA/DFM process should be utilized during the design trade study process. Factors that should be considered include maximizing the use of common parts, safety and ergonomics during assembly, and minimizing the number of parts and use of hazardous material.6. Design trade studies should stri

34、ve for robust product designs tolerant to variation in the intended manufacturing, assembly, test, and usage environments.d. Decision Criteria: Implementation of a documented process to evaluate the cost/benefits of potential producibility projects; review, prioritize, and approve potential projects

35、; and monitor the implementation of approved projects.e. Reporting: A complete reference to the assessment and reporting of producibility status, analysis, and issues during trade studies and preliminary and critical design reviews.6.2.2 Key CharacteristicsThe organization shall identify KCs in the

36、Technical Data Package. The same controls required by this standard for KCs shall be applied to critical characteristics. Key or critical characteristics shall be identified for CSIs and CAIs to help control the quality of the CSIs and CAIs. The organization shall manage KCs as described below: a. A

37、dd or delete KCs as a result of design changes.b. Identify the critical manufacturing processes for each KC.c. Develop a process control plan for the critical manufacturing processes.d. Flow-down KCs to the appropriate level, including to suppliers; i.e., assembly KCs should flow-down to detailed pa

38、rt fabrication KCs. e. Require suppliers with design authority to identify key characteristics for their designs and any corresponding critical manufacturing processes. 6.2.3 Process Failure Modes Effects Analyses (PFMEA)The organization shall perform PFMEA to identify potential failure modes in cri

39、tical manufacturing processes (as a minimum) to identify actions to prevent or mitigate the failures and to identify opportunities for mistake-proofing of manufacturing processes. Where the design process has progressed sufficiently to allow, PFMEA shall be performed prior to preliminary design revi

40、ew and updated prior to critical design review. PFMEA shall be updated when form, fit, or function design changes occur or when significant process changes occur. For reference only; additional information on this topic can be found in SAE J1739.6.3 Manufacturing Risk IdentificationManufacturing ris

41、k management activities shall be integrated into the program risk management process throughout the entire program life cycle. Manufacturing risk areas shall be identified and mitigation plans established and tracked to completion.SAE INTERNATIONAL AS6500 Page 10 of 156.3.1 Manufacturing Feasibility

42、 AssessmentsThe organization shall conduct and document a manufacturing feasibility assessment for each competing design alternative under consideration. The assessment should use the Manufacturing Readiness Level matrix (or equivalent) as a guide in determining the elements to be evaluated. The fea

43、sibility assessment shall include the identification of required productionprocesses and manufacturing technologies not sufficiently mature (e.g., not at the appropriate MRL) and the risks associated with the development of those processes and technologies.6.3.2 Manufacturing Readiness Level (MRL) A

44、ssessmentsThe organization shall identify MRL targets and document manufacturing risks through the MRL assessments. As a minimum, the organization shall conduct MRL assessments prior to major milestone and technical reviews (e.g., Preliminary Design Review, Critical Design Review, PRR, etc.) to asse

45、ss progress toward achievement of MRLs. The organization shall present the results of MRL assessments at those reviews. MRL assessments shall include critical suppliers. Suppliers should be reviewed for impact to the program. For threads that are not at the target MRL, the organization shall develop

46、 and implement manufacturing maturation plans and risk reduction plans to achieve the target MRL. For reference only; additional information on this topic can be found in the DoD MRL Deskbook and MIL-HDBK-896.6.3.3 Production Readiness Reviews (PRRs)The organization shall conduct PRRs prior to the p

47、roduction decision. The PRR results shall be an input to the production decision. PRRs should include all internal and external stakeholders and be conducted incrementally throughout the development phase. MRL assessments should be used to support the manufacturing related elements of PRRs.6.4 Manuf

48、acturing PlanningThe organization shall establish and maintain a manufacturing plan. The plan shall include:a. Manufacturing methods and processesb. Manufacturing technology investmentsc. Production controld. Producibilitye. Material managementf. Manufacturing system verificationg. Minimization of s

49、crap, rework and repairh. Facilitiesi. Toolingj. Test equipmentk. Capital commitmentsl. Personnel with appropriate technical skills and trainingm. Customer furnished hardware, software, and other items (CFx)SAE INTERNATIONAL AS6500 Page 11 of 15n. Customer inspectionso. Capacity analysis reflecting effects of other business on resourcesp. Manufacturing capability for CMPs.6.4.1 Supply Chain and Material ManagementThe orga