Original Date: 04/20/1998
Revision Date: 01/18/2007

Production process risk assessment is the first phase of process proofing used by ITT Aerospace/Communications Division (A/CD) and the Defense Contract Management Command (DCMC) as part of its surveillance program. To be effective, risk assessment needs to rely heavily on joint contractor/customer involvement for the overall process proofing effort. The Production Process Proofing Risk Assessment (PPPRA) was developed to prioritize and focus on process areas with the highest programmatic risk. Prior to the PPPRA process, ITT A/CD and the DCMC prioritized their efforts independent of one another, which often led to conflicting strategies. Neither had a complete understanding of the other’s role, responsibilities, or concerns.

Using a team approach, the PPPRA process identifies the greatest relative importance of the program so ITT A/CD and the DCMC can focus their efforts. The team first reviews the contract requirements to establish baseline priorities for the program. Next, the team examines the floor layout, identifies available processes, and flowcharts the overall process/product sequence. A generic master list of product characteristics is then developed based on potential risks to ITT Aerospace/ Communications Division and the DCMC. Next, the team selects the appropriate product characteristics (limit of ten) from the generic master list, and the key measurable processes from the flowchart. This data is constructed as a matrix (characteristics versus processes) in a risk analysis chart. Each characteristic is assigned a subjective importance factor from one to five (five is high) based on its significance to the program. Each process receives a risk level per characteristic using one as low, two as medium, and three as high. From these assigned values, the relative importance of each process can be calculated by multiplying the importance factor by the risk level, and then summing that process’ column.

The PPPRA process provides many benefits to ITT Aerospace/ Communications Division and the DCMC. Among these are common focus; synergism of effort; process requirement prioritization; improved communication; shared information; and a better awareness of each other’s role.

For more information see the Point of Contact for this survey.