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production, as well as the responsibility of each manufacturer. Following contract award, DCMA focus shifted to contract administration and quality assurance, with oversight on the value stream from the lowest tier suppliers to movement into the CENTCOM AO.

Given the MRAP program status as the highest DoD acquisition priority, DCMA developed a strategy to reflect this. The strategy included the following efforts:

work closely with the JPO and early in the production process;

OEMs

to

preclude

or

fix

acceptance

issues

  • execute thorough process proofing for new production and integration lines;

  • influence prime and sub-contractors to smooth delivery schedules;

  • survey critical supplier inventories and deliveries daily; team with the JPO to validate new vendors;

  • issue letters of delegation to target DCMA support at key facilities;

  • provide feedback from SPAWAR to OEMs on identified deficiencies; and,

  • participate in integration cut-in efforts at OEM. (Manna, 2008, September 8, Slide 15).

All efforts were made with a focus on speeding delivery of vehicles to warfighters, while providing quality assurance and enabling flexibility in the ever- changing process. Key in these efforts were the close interactions between DCMA and all stakeholders involved in production. To facilitate these efforts, Capt. Manna focused on teaming arrangements between DCMA staff, manufacturers, and the integration team

at

SPAWAR.

This

team

relationship

differed

relationship between DCMA and contractors (Manna,

from 2008,

the sometimes August 5).

adversarial

A vital characteristic of the MRAP program is the emphasis on concurrency. This involves keeping vehicles moving down the line - taking corrective action and/or implementing ECPs as the vehicles continue moving toward the ultimate transportation

point. For the MRAP program, this meant conditional primary DCMA inspection and acceptance points:

acceptance of

vehicles at

following

production

the at

two the

84

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