1、Lessons Learned Entry: 2217Lesson Info:a71 Lesson Number: 2217a71 Lesson Date: 2009-11-24a71 Submitting Organization: JPLa71 Submitted by: David Oberhettingera71 POC Name: Buck Crenshaw (JAPC); Paul Boldon (NAMT)a71 POC Email: Harrel.B.Crenshawjpl.nasa.gov; paul.l.boldonnasa.gova71 POC Phone: 321-86
2、7-3731 (Crenshaw); 202-358-1047 (Boldon)Subject: Maintain a Master Schedule of Supplier Audits Abstract: When NASA contractors and suppliers must host consecutive visits by auditors from different NASA Centers, it may prove unduly burdensome to supplier facility management and promote an inefficient
3、 NASA supplier surveillance process. Continue to maintain a master schedule of onsite audits planned by the various NASA Centers.Description of Driving Event: NASA relies on an extensive network of contractors and suppliers whose manufacturing processes and products must meet contractually-defined N
4、ASA requirements. To assure contract compliance with NASA safety and mission assurance (SMA) related requirements, the NASA Contract Assurance Services (NCAS) organization assigns certified inspectors to participate in surveillance and onsite inspections at facilities operated by prime contractors,
5、sub-tier suppliers, and universities. The objectives of these facility audits and assessments are to validate supplier quality systems and processes, identify and manage the risks of noncompliance before a mishap can occur, and support the assurance activities of NASA Center programs and projects. N
6、ASA seeks to schedule onsite audits of major NASA prime contractors at least once every 24 months, in addition to assessments of other suppliers. A problem arose from the lack of coordination between NASA Centers: a supplier would host an NCAS audit team from one NASA Center, only to be followed sho
7、rtly after with a visit from representatives of another NASA Center. The suppliers found such frequent audit visits by different NASA customers to assess the same processes and Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-products to be disruptive
8、 and unnecessarily burdensome. Both suppliers and NASA may achieve significant efficiencies by hosting joint audit visits where representatives from multiple NASA Centers attend the same meetings and participate in the same inspection visit. The NASA Joint Audit Planning Committee now maintains a ma
9、ster schedule of NCAS audits for all the NASA Centers (References (1) and (2). Where program and project representatives from more than one NASA Center plan to visit a supplier, the master scheduling permits them to coordinate the dates such that the supplier need not respond to requests for multipl
10、e audit visits. A Center Technical Liaison (CTL) works with the NASA program and project managers, NCAS representatives, subject matter experts, and CTLs from other NASA Centers to prepare audit plans that will concurrently meet NASA procurement SMA objectives. References: 1. NASA Joint Audit Planni
11、ng Committee (JAPC) website, https:/secureworkgroups.grc.nasa.gov/japc2. NASA Audit Management Team (NAMT) charter, http:/supplychain.gsfc.nasa.gov/2008/SC2008-Crenshaw-Ceritelli.pptLesson(s) Learned: Coordination between NASA Centers to allow the scheduling of joint onsite supplier audits may allev
12、iate an unnecessary burden to the supplier and improve the efficiency of the NASA contract monitoring process.Recommendation(s): Continue to maintain a master schedule of onsite contractor and supplier audits and assessments planned by the NASA Centers.Evidence of Recurrence Control Effectiveness: T
13、his lesson learned is implemented by JPL through Quality Assurance Process (QAP) No. 2.1.4, Evaluate and Improve Supplier Performance (Rev. A), April 15, 2008.Documents Related to Lesson: N/AMission Directorate(s): a71 Aeronautics ResearchProvided by IHSNot for ResaleNo reproduction or networking pe
14、rmitted without license from IHS-,-,-a71 Exploration Systemsa71 ScienceAdditional Key Phrase(s): a71 0.a71 1.Product Assurancea71 1.Qualitya71 1.Review systems and boardsa71 0.a71 1.Industrial Operationsa71 1.Acquisition / procurement strategy and planninga71 1.Communications between different offic
15、es and contractor personnela71 1.Contractor relationshipsa71 1.Cross Agency coordinationa71 0.a71 0.a71 0a71 1.Procurement, Small Business & Industrial Relationsa71 1.Parts, Materials, & Processesa71 1.Safety & Mission Assurancea71 1Additional Info: a71 Project: variousApproval Info: a71 Approval Date: 2010-01-04a71 Approval Name: mbella71 Approval Organization: HQProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
