AVMAC uses an ISO compliant Quality Assurance (QA) Plan tailored to ensure that all deliverables conform to the highest possible standards and reflect a technical level of excellence that meets or exceeds each client’s expectations. In keeping with fundamental ISO principles, the AVMAC Team includes a Lean Six Sigma Master Black Belt with ASQ/DoN certifications. We will ensure constant customer focus and provide the leadership and involvement of our people to achieve constant improvement. Our open approach to decision-making will support mutually beneficial subcontractor relationships.
Processes to be used as controls for our SeaPort-e QA efforts include QA plans and procedures, data required for collection and the reporting structure and flow for Reports and Deliverables required by the contract. These QA processes can be summarized within the following four basic tenets:
AVMAC’s Quality Management System (QMS) provides detailed standards for every measurable performance area. Our staff and team will be evaluated on quality during each quarterly program and progress review.
Our QMS is based on the following eight quality management principles:
AVMAC realizes that we don’t define quality, our customer does. Therefore, if our customer is not satisfied, then we have failed our customer and ourselves. To provide SeaPort-e customers with a sense of quality assurance, the AVMAC Define, Measure, Analyze, Improve, and Control (DMAIC) continuous process improvement model (shown below) is implemented into every project we work to ensure that our number one priority is customer satisfaction.
Ensuring that our Customer is and remains satisfied, AVMAC has instituted the following rules:
AVMAC’s QMS establishes clear methods to control, monitor, measure, and analyze contract performance. In addition to AVMAC’s DMAIC model we use the four P’s to establish quality plans, procedures, and corrective/preventive/improvement actions:
This methodology for performance improvement and providing quality service to our Customers is indicative of our continued commitment to customer satisfaction.
Approach to Problem Resolution
Despite our best efforts to assess, prioritize and mitigate risks, problems may occur. Our approach of using a shared, collaborative environment which focuses on continuous assessment of performance, cost and schedule, will help us identify problems early that may need proactive mitigation. Our Task Managers (TMs) are empowered to resolve problems while keeping the PM informed. Similarly, the customer will have access to detailed reports and will be encouraged to discuss any performance concerns with their AVMAC counterparts. This continuous assessment approach is expected to complement event-driven reviews and improve communication while correcting deficiencies. The variety of areas where we try to anticipate problems to make seamless corrections include: performance, schedule, communications, personnel, and surge capability.
TMs are the first line of defense against performance problems. Our SeaPort-e PM will review all work on a weekly basis and require that each TM provide an updated list of any technical problems encountered in TO performance and assess progress toward problem resolution. Each performance issue, along with any mitigation strategy or solution, will be entered in the Action Item database and tracked through resolution.
The TM is responsible for meeting TO schedules and will inform the PM regarding schedule risk. The PM will review any schedule risks with the President weekly, plan corrective action, and assess progress toward resolution.
Timely and accurate communication between the AVMAC Team and our customers is critical to successful performance. Our shared collaborative knowledge environment will provide all participants with a single repository of program information. The PM will provide guidance for regular meetings at the task level.
Our PM and TMs will be trained to be alert of potential personnel problems including work performance, attendance, and family matters. The PM is authorized to remove an employee from the TO. When this occurs, we will inform the SeaPort-e contracting officer of the circumstance and assign replacements as quickly as possible. We are committed to providing each employee with the resources to succeed.
FPPB Scope Problems
AVMAC is committed to achieving savings in each subsequent year of performance on multi-year FPPB tasks. The most significant source of problems is scope growth. Scope growth is best dealt with preemptively by clearly written TOs, a mutual understanding of the anticipated scope at award, and a bilateral commitment to the discipline required to resist work scope “creep”. All of our TMs will be trained in Earned Value Management and monitored for adherence to contracted work scope.
AVMAC will use a Cost Basis of Estimate (BOE) to provide a record of the procedures, ground rules and assumptions, data, environment, and events that underlie a cost estimate’s development or update in developing TO costs. Good documentation will support the cost estimate’s credibility, aid in the analysis of changes in program cost, enable reviewers to effectively assess the cost estimate to develop TO costs and will contain a complete Work Breakdown Structure (WBS) of the anticipated scope of the TO being estimated. We will align this WBS with an Organizational Breakdown Structure (OBS) to create organizational efficiencies. The PM will provide our BOE, WBS to the Contracting Officer’s Representative (COR) at award of all multi-year TOs, if required, to establish a common baseline for subsequent years of performance.
AVMAC is committed to serve as the trusted agent for aviation maintenance management consulting and technical support services in a changing naval environment throughout the duration of the SeaPort-e vehicle. We are driven by the promise of shared success for both AVMAC and the Warfare Centers.