Professional Documents
Culture Documents
Corrective Action Board CAB
Corrective Action Board CAB
Corrective Action Board CAB
Overview
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Purpose
• Evaluate the overall program health
• Identify causes and prevention of potential non-conformances
• Identify areas of risk and program issues
• Promote continuous improvement
• Improve quality, cost and schedule
• Promote timely communication among multiple functions
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CAB Guidelines
• Program CABs should be operated at facilities that provide
deliverable hardware, firmware, software or services.
• CABs shall be a mandatory meeting to all attendees
• Each CAB should be comprised of members with the responsibility
and authority to analyze and implement corrective actions.
• CABs should include the use of:
Rosters/Attendance- Sheets completed and maintained during each CAB.
Meeting Minutes- Discussion/review of agenda topics provided to CAB
attendees following each CAB.
Formal agenda- To be maintained and published to attendees containing
topics in support of the business.
Action Items List- Assigned tasks to team members tracked for timely closure
and effectiveness
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Business Rhythm Two Tier
Senior/Program Leadership
Monthly
(1 hr) • Vice Presidents
• Directors
• Functional Senior Management
• Program Commodity Leads
• Program Management
Leadership Council
Monthly
(1 hr) • Site Leads
• Functional Leads
• Program Commodity Leads
Senior/Executive Management
Monthly/Quarterly • Vice Presidents
(1 hr) • Directors
• Program Management
• Functional Senior Management
Recommended for larger businesses 6
Roles & Responsibilities
Program Management
• Chair of the CAB
• Responsible for program performance
Manufacturing/Design Engineering
• Ensure production impacts and risks have defined mitigation strategies
• Implement manufacturing and technical impact resolution strategies
• Ensure technical impacts and risks have defined mitigation strategies
• Implement error proofing strategies to prevent occurrences
Supplier Quality/Quality Engineering
• Implement supply chain impact resolution strategies
• Implement proactive risk avoidance strategies for supplied products
• Implement proactive risk avoidance strategies for internal manufacturing
Global Supply Chain/Procurement
• Ensure purchased materials meet the program needs
• Proactively engage our suppliers to mitigate risk in our global supply chain
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General Topics
GIDEP &
Warning
Test & Alerts
Process Yield Customer
/ Failure Issues / CARs
Trends
Internal
Operating
Plan Stock Purges
CAB
Non- Audit/
Conformance Assessment
Report Trends Results
Supplier
Corrective MRB
Action Decisions
Requests
(SCARS)
Deviation,
Waivers,
Escapes, Etc.
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Suggested Agenda Items By CAB Level
Site/Shop Floor CAB Senior CAB
• Metrics that drive performance • Suspect Product Notifications (SPNs)
• Receiving Inspection Failures • Corrective Action Plans (CAPs)
• SCARs over 30 days/ SCAR trending • Test Failure Trends
• Deviations/Waivers/Contingency Letters • Manufacturing Operations Status
• Escapes • Procurement Critical Path Status
• Upcoming Supplier Quality Activities • Risk Management Issues
• Action items • Special Projects/Continuous
• Stock Purges Improvements
• Component Issues • Unverified Failures/ Can-Not-Duplicates
• MRB/FRB (Material Review Board and (CNDs)
Failure Review Board) Actions • Government-Industry Data Exchange
• Lessons Learned Program (GIDEP) Alerts
• Rejections, Rework, Scrap Trending
• First Pass Yield ( Test & Assembly)
• Non-Conformance Report Trends
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Suggested Agenda Items By CAB Level
Production CAB Leadership CAB Senior CAB
• Shop Floor Rejects (SFRs) • Upcoming Supplier • Suspect Product
• Rejections, Rework, Scrap Quality Activities Notifications (SPNs)
Trending • Manufacturing • Corrective Action Plans
• Receiving Inspection Operations Status (CAPs)
Failures • Procurement Critical Path • Test Failure Trends
• SCARs over 30 days/ Status • Special
SCAR trending • Nonconformance and Projects/Continuous
• Escapes Failure Analysis Improvements
• Action items • Inspection vs. Operator • Unverified Failures/ Can-
• Stock Purges Error Trends Not-Duplicates (CNDs)
• Deviations/ Waivers/ • Risk Management Issues • Government-Industry
Contingency Letters • Lessons Learned Data Exchange Program
• Metrics that drive (GIDEP) Alerts
• Component Issues
performance • Escapes
• MRB/FRB Actions
• Constraints • First Pass Yield ( Test &
Assembly)
• Non-Conformance Report
Trends
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Senior Level CAB
• A CAB at senior level is critical to optimize program performance.
• Charts presented to Senior Level should be reviewed by various team
members and well prepared.
• A majority of the topics at Senior CAB should address a broad level of
the specific items topics discussed during lower level CABs.
• Issues previously discussed that risk delaying or stopping production.
• Continuous improvement plans for significant previously discussed issues.
• Trending and analysis of the following items presented during lower level
CAB:
• Non-Conformance Reports or Defect Documents
• Waivers
• Shop floor rejects
• Scrap
• Rework
• Corrective Actions
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Examples of Charts for CAB
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Open Action Items
Item Open Date Actionee Action Closure Criteria Status ECD Priority
Disposition: Briefly describe disposition of hardware Corrective Actions: Briefly describe the corrective action that
addresses the root cause
> or =96.8%
> or = 87.1%
< 87.1%
Proposed Solution
Final Milestone
Risks
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Rework and Scrap Costs
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(in Thousands)
Rework
30
Scrap
Goal
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10
0
Jan Feb Mar Apr May Jun
Rework Cost
• Labor ($) to return product to conformance/engineering
• Standard or actual cost spent on correcting defective work
Scrap Cost
• Material costs and labor of work ($) performed up to the point of scrap
Goal
• Starting at 5% of sales 18
• Work to have a constant reduction goal (10%-50%)
Defects Per Unit (DPU)
*
• The ratio of defects to unit completions is a measure of
quality. Tracking helps to identify defects and drive root
* 2 month rolling average (includes current & cause and corrective action.
previous month’s actuals)
• The numerator accounts for team caused defects.
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• The denominator accounts for unit completions.
Scrap
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Scrap Total $12,909 $13,103 $14,756 $14,208 $13,761 $12,576 $12,649 $12,188 $12,459 $12,763 $12,860 $12,996
CUM Scrap Total $12,909 $26,012 $40,768 $54,976 $68,737 $81,313 $93,962 $106,150 $118,609 $131,372 $144,232 $157,228
Standard Hours Total 1,252 1,614 2,067 989 1,384 2,243 2,126 1,073 1,373 1,683 2,363 1,236
CUM Standard Hours Total 1,252 2,866 4,933 5,922 7,306 9,549 11,675 12,748 14,121 15,804 18,167 19,403
Scrap Per Standard Hours $10.31 $8.12 $7.14 $14.37 $9.94 $5.61 $5.95 $11.36 $9.07 $7.58 $5.44 $10.51
Scrap Per Standard Hours Goal $9.01 $8.92 $8.83 $8.74 $8.65 $8.57 $8.48 $8.40 $8.31 $8.23 $8.15 $8.07
YTD Scrap per Standard Hours $10.31 $9.08 $8.26 $9.28 $9.41 $8.52 $8.05 $8.33 $8.40 $8.31 $7.94 $8.10
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Corrective Action Process
Remedial Prevent Prevent/Predict New
Action Reoccurrence Occurrence
Root Cause/ Corrective
Define Control /
Containment Corrective Action
Non-conformance Action Analysis Implementation Monitor
Potential Contributor
(minor category)
Problem
Potential Contributor Potential Contributor
(minor category) (minor category)
Potential Potential
Contributor Contributor
• One method to Root Cause analysis
• Add bones as necessary
• Color of potential contributors should match key
• Color should correspond to highest level of
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implication
Fishbone/ Fault Tree Rationale
GIDEP Government Industry Data Exchange Program NCRT Non Conformance Report Trends
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