Collaborative Auditing and Quality Professional Competence

Transcription

1 Collaborative Auditing and Quality Professional Competence Thales Optronics, Glasgow 13 th June 2012 Gerry Fice - DIG Chair

2 Agenda 10:30 Welcome Gerry Fice 10:45 Collaborative Auditing at BAE Systems Maritime Submarines Jim Leitch Senior Quality Manager BAE Systems 11:30 Third Party Certification in the Defence Industries Chris Elliott Head of International QA 12:15 Lunch 13:15 Quality Professional Competence at Selex Galileo Gary Illingworth Head of Quality Selex Galileo 14:15 CQI Defence Interest Group Update Gerry Fice

3 The Thales Group

4 4 / A technology leader providing safety and security A global company with 67,000 employees and 13 billion in revenues We help our customers to: Provide reliable and secure solutions Monitor and control Protect and defend In two major sectors Aerospace and Transport 40% Defence and Security 60% Thales: a reliable, long-term partner with operations in 50 countries

5 5 / Defence: selected references Presence on all types of platforms Tiger combat helicopter pilot fitted with TopOwl helmet-mounted sight/ display. Sensors and systems for UK s Astute submarines. RBE2 radar for the Rafale omnirole combat aircraft. FREMM multimission frigates are equipped with Herakles radar. The Hawkei newgeneration light armoured vehicle. A400M s Flight Management System test bed. Co-prime contractor in the UK CVF aircraft carrier programme.

6 6 / Defence: selected references Systems Syracuse III satellite communication system. Flexnet, first Software Defined Radio available in the international market. Watchkeeper UAV. Communication and information system for ISAF tactical command headquarters in Afghanistan. Sophie MF: a hand held example of range of reconnaissance equipment. NATO s ACCS LOC 1 air command and control system programme. Equipments Sonar SAMP-T (Sol-Air Moyenne Portée Terrestre) surface-to-air missile system programme. Ground Master 400 3D air defence radar. Multi-function targeting pod Damocles.

7 7 / Security: selected references Thales Hypervisor, a new supervision platform for large-scale critical infrastructure and major cities. Security at Dubai and Doha airports. Blue and green borders protection. Banks and stock exchanges use Thales technologies to secure their transactions.

8 8 / Aerospace: selected references Supplier of avionics systems to Airbus, Boeing, Dassault and other major aircraft manufacturers. Simulators for all types of civil and military aircraft and helicopters. In-flight entertainment and cabin systems for commercial aircraft. TopDeck avionics suite for latestgeneration helicopters. Air traffic control centres. Air traffic surveillance radar.

9 9 / Space: selected references Telecommunications Civil, military, dual-use Geostationary Orbit Spacebus satellites: Yamal 401 & 402, Arabsat 5C & 6B Eutelsat W3C, W6A, W3D, Athena- Fidus, Sicral 2 Payloads: Telkom3, Redsat, Arsat-1 Orbital Infrastructures International Space Station Telecommunications Civil - mobile Low-Earth orbit constellations Iridium Next, Globalstar, O3b Science ExoMars, Herschel & Planck, Corot Earth Observation Civil, Military, Dual-use Meteosat 1st, 2nd & 3rd generations; Helios, CSO, Pleiades, Cosmo SkyMed, Sentinels Navigation EGNOS, Galileo

10 10 / Transport: selected references Signalling systems for urban transport networks. Operational Control Centres for rail networks. Fare collection systems. Signalling systems for main line rail.

11 11 / Innovation: a long-term vision Strong commitment R&D = approx. 20% of revenues Key technical domains Complex systems Hardware (or enabling sensor technologies) Software Algorithms and decision aids Open research International network of research centres Cooperation with academic and government research institutes worldwide Albert Fert, scientific director of the CNRS/Thales joint physics unit and winner of the 2007 Nobel Prize in Physics. Product policy focused on shorter development cycles and risk reduction Inventing tomorrow s products today

12 12 / A global player Global reach, local expertise 67,000 employees in 50 countries

13 13 / Glasgow Site

14 14 / Thales in the UK A strong UK presence 2010 sales 1.5bn 60% defence / 40% civil Circa 300M in exports Approximately 8,000 employees in 35 locations 3bn investment in the UK over the last 10 years 4,000 engineers & technicians ~ 90% qualified to degree level or above Land Defence Basingstoke Belfast Bristol Bury St Edmunds Crossgar Glasgow Swansea Thorney Island Defence & Security C4 I Systems Basingstoke Cambridge Cheadle Heath Crawley Doncaster London Long Crendon W ells Defence M ission Systems Bristol Cheadle Heath Crawley Leicester Templecombe Avionics Crawley Leicester Raynes Park Air Operations Chessington W ells Transportation Systems Birmingham Cheadle Heath Crawley Doncaster Glasgow London Reading York

15 15 / UK Quality Team Thorny Island 1 0% Bury St Edmunds 2 1% Bristol 4 2% Belfast 23 11% Cheadle 12 6% Westferry 8 4% Glasgow 27 13% Quadrant House 18 9% Templecombe 18 9% Aylesbury 2 1% Crawley 52 25% Leicester 14 7% Basingstoke 10 5% Chessington 1 0% Reading 3 1% Waterloo 3 Locations York 1 0% 1% Weybridge 8 4% Service ranges yrs 23 11% yrs 20 9% yrs 9 4% 220 People >=41 7 3% <=5 yrs 79 37% Age ranges % >=66 yrs 1 1% <=30 yrs 10 5% yrs 7 3% yrs 18 8% yrs 16 7% yrs 28 13% 6-10 yrs 16 8% yrs 36 17% yrs 20 9% yrs 32 15% yrs 44 20% yrs 44 20%

16 16 / Redefining Quality - UK Team Vision Customer focused quality professionals supporting the achievement of business objectives by assuring enterprise integrity and driving improvement

17 Together. Smarter. Safer.

18 CQI - Defence Industry Group event SEPP - SEQG Audit Workstream Group 13 th June 2012 Jim Leitch MSc, BEng (hons), MCQI CQP Senior Quality Manager BAE SYSTEMS Maritime - Submarines

19 SEQG - Audit Workstream Introduction / Overview Submarine Enterprise Performance Programme (SEPP) Submarine Enterprise Quality Group Audit Workstream The team Process review/good practice Current activities/next Steps 19

20 Submarine Enterprise Performance Programme (SEPP) Vision To improve quality within the Submarine Enterprise by optimising the expertise available across the Quality community to ensure adequate governance, routes for escalation of issues and best practices are deployed. The key areas that the Quality strategy will aim to improve will be; Quality standards, Traceability and records, Audit & Certification, Supplier Assurance, Quality performance measurement, Shared Learning, Communication, Quality competence and training 20

21 IMPACT LOW MEDIUM HIGH Prioritisation 4.1, 4.2, 8.1, 1.2, 1.3, 2.1, 4.5, , 4.4, 6.1, 6.2, , 3.3, 3.2, 4.3, 4.6, , 2.2, 2.3, 2.4, 1.4, 5.2, 7.1, HIGH MEDIUM EFFORT LOW 21

22 SEQG Audit Workstream Team Jim Leitch BAE SYSTEMS Adam Orduna Rolls Royce Stuart Telfer Babcock (North) Les Lockhart Babcock (South) Simon Ward DE&S 22

23 SEQG Audit Process Review / Good Practice Audit process peer review Similar in approach in each business Shared audit proposal risk rater Shared taxonomy for non conformance classification Shared skills management information 23

24 Current Activities / Next Steps Cross Enterprise Audit Flowdown of Contractual Quality Requirements Across Submarines Enterprise Audit protocol agreed Host site and one other SEQG member at each audit event to minimise costs Lessons learned activity planned for July 2012 Review of potential 2013 audit schedule 24

25 Thank you / Questions? 25

26 Third Party Certification in the Defence Industries Chris Elliott Head of International QA

27 Collaborative Auditing and Quality Professional Competence Lunch Break

28 Quality Professional Competence at SELEX Galileo Gary Illingworth Site Head of Quality SELEX Galileo 28

29 Agenda for today Brief introduction The Problem I very quickly established My 1 year plan Quality Developing You What is a Quality Competency? Skills, Knowledge, Behaviour and Experience Defining the correct Quality Competencies Generic / Specific categories Detailed requirements Quality Competency Levels and the Career Map People Development CQI Accreditation

30 A Brief Introduction 30 years in the Aerospace Industry Lucas Aerospace (TRW) and Meggitt Aerospace Joined SELEX Galileo in April 2006 Head of Quality initially covering the Luton site and now also the Basildon Site Assurance Team of 50 My challenge on joining SELEX Galileo at Luton in 2006 was to: 1. Define the team 2. Recruit the team

31 Problem I very quickly established Internal The role of Quality was changing The role of Assurance within the business was changing The expectations of me as SHoQ were changing We had lost our identity within the business seen as a cost RISK is the word External Virtually impossible to recruit candidates to support our new world Even more difficult to retain them once recruited Fact: Out of 10 new recruits who joined the SG Quality function at Luton over the past 4 years 8 are no longer with the Quality Function (2 moved into PM roles within the business and 6 have left)

32 My 1 year plan still work in progress 6 years on!!!!! Define what is Quality at SG UK? What do we do? Re-establish identity How do we do this excellently? Capable People Clear role and responsibility definitions Assurance specialist functional leadership Management, Systems, Software, Design, Supply Chain, Manufacturing, In Service Career Map and Competency Management Engagement with Chartered Quality Institute People Development and recruitment My team Now, through development Future (we have not met yet), through recruitment, graduates etc

33 Career Map and Competency Management The steps we took Step 1 What is Competency? Step 5 Work with CQI to help find my team I have not met yet Step 2 What are Quality Competencies? Step 4 Individual Review and Development Planning Step 3 Align Competency Levels with Career Map Positions

34 Career Map and Competency Management Step 1 What is competency SKILL EXPERIENCE KNOWLEDGE BEHAVIOUR

35 Career Map and Competency Management Step 1 What is competency SKILL Through experience, learning and development someone has the ability to undertake tasks which need to be done. That is, an understanding of the required processes and what constitutes success in discharging the responsibilities of the role.

36 Career Map and Competency Management Step 1 What is competency KNOWLEDGE Things that are intellectually understood: Processes e.g. Business Management System Tools e.g. Doors, Dimensions, SAP Models e.g. CMMI, Lean, 6 Sigma, 8D Techniques e.g. Peer review, Fagan Inspection Standards e.g. Workmanship, Conformity, AS9100c

37 Career Map and Competency Management Step 1 What is competency BEHAVIOUR This can be considered in terms of an individual s ability to self manage and to manage within a team. It includes a consideration of the company s behavioural competencies (integral part of PDR) and an individual s ability to establish the required rapports and relationships in order to be successful.

38 Career Map and Competency Management Step 1 What is competency EXPERIENCE Experience and understanding of activities not necessarily directly associated with the QDY Career Map, but which nonetheless broaden an individual s insight and ability to contribute to the function (e.g. roles in other functions, benchmarking tools and techniques, working in other industries etc.)

39 Career Map and Competency Management Step 2 What are Quality competencies Quality Competencies were broken into 2 sections: Generic Competencies These are Skills, Knowledge, Behaviour and Experience that support all aspects of Quality i.e. Use of Excel Specific Competencies These are Skills, Knowledge and Experience that support specific aspects of Quality i.e. Software code Peer Review Note 1: The requirements of the CQI Body of Quality Knowledge was built into the Generic Capability Requirements as knowledge Note 2: It was this activity which took the time and required the involvement and inputs of many people

40 Career Map and Competency Management Step 3 Competency Levels and Criteria The next stage was to develop the competency levels and associated criteria i.e. Learner, Competent, Advanced, Expert Knowledge Skills Behaviour Experience Level 0 Learner No real understanding / knowledge of this topic Ability to undertake some activities under full supervision Individual does not exhibit effective behaviour in these areas. Personal development in this area is required Less than 6 months Level 1 Competent Limited understanding / knowledge of this topic Ability to undertake most activities under minimal supervision Individual has largely effective behaviour in this area. Further personal development might be beneficial 6 24 months Level 2 Advanced Good understanding / knowledge of this topic Ability to undertake all activities without supervision Individual has fully effective behaviours in this area 2 5 years Level 3 Expert Expert understanding / knowledge of this topic Ability to undertake all activities without supervision and has ability to train others Individual is a role model in this area of behaviour and could act as a mentor Greater than 5 years

41 Career Map and Competency Management Step 3 Competency Levels and the Career Map The next stage was to map the competency level requirements against the relevant Career Map positions, for example: Product Assurance Engineer Senior Product Assurance Engineer Principal Product Assurance Engineer Assurance Team Leader Product Assurance Manager Skill - 1 L0 L1 L1 L2 L3 L3 Skill - 2 L1 L2 L2 L3 L3 L3 Knowledge - 1 L1 L1 L1 L2 L2 L2 Knowledge - 2 L2 L2 L2 L2 L2 L2 Behaviour - 1 L2 L2 L3 L3 L3 L3 Behaviour - 2 L3 L3 L3 L3 L3 L3 Experience - 1 L1 L2 L2 L2 L2 L2 Experience - 1 L0 L0 L1 L1 L2 L3 Head of Quality

42 Career Map and Competency Management Step 3 Competency Levels and the Career Map Then, all individuals to assess and agree with line manager, their current position against the relevant Career Map position requirements, for example: Senior Product Assurance Engineer Gap and Development Action Requirement Actual Skill - 1 L1 L1 Skill - 2 L2 L1 No current issue will address in 2014 Knowledge - 1 L1 L1 Knowledge - 2 L2 L1 Attend external course 3Q 2012 Behaviour - 1 L2 L0 Allocate business mentor review in 6 months Behaviour - 2 L3 L2 No current issue. Experience - 1 L2 L2 Experience - 1 L0 L1

43 Career Map and Competency Management Step 4 Individual Review and Development Planning The next stage was to undertake individual development reviews individually with the Quality Team in order to: 1. Agree individual level against the generic competencies for their current position 2. Agree individual level against the specific competencies for their current position 3. Agree gaps against current requirements 4. Complete what if scenarios against other positions in the business 5. Agree Personal Development Plan against key / important gaps

44 Career Map and Competency Management Step 5 Engage with the CQI Accreditation of the SELEX Galileo UK process by the CQI 1. Membership of the CQI being encouraged throughout SG UK but CQI application process seen as too onerous 2. Various meetings held with CQI to discuss the possibility of using our internal process as automatic entry to CQI up to Member level 3. CQI reviewed and accredited the Quality Developing You process (2010) provided applications are: Accompanied with approved SKATE profile Approved by 2 SG UK CQI Fellows

45 Career Map and Competency Management Step 5 Engage with the CQI Quality to become CAREER OF CHOICE SELEX Galileo UK shall continue to recruit Summer Placements, Industrial Placements, Apprentices and Graduates into Quality for short secondments, placements or into permanent positions SELEX Galileo UK shall continue to work and support the CQI Defence Industry Group with an aim of Developing the message within Schools, Colleges, Universities so that Quality becomes a Career of choice for people at a young age