Original Date: 08/20/2001
Revision Date: 12/14/2006

Lockheed Martin Naval Electronics & Surveillance Systems-Surface Systems implemented the Transition to Production Process as a derivative of its Eight-Step Process Improvement Program. This process is applied to new suppliers prior to purchase order award, and prevents various issues from surfacing later in a program.

In the past at Lockheed Martin Naval Electronics & Surveillance Systems-Surface Systems (NE&SS-SS), the initial phases of production traditionally relied only on Production Readiness Reviews (PRRs) and qualifications to assure successful start-up. The most vulnerable circumstances were suppliers restarting production after prolonged inactivity, and new production start-ups of build-to-print items. Plans were typically presented in limited scope, yet still passed review. No risk mitigation plan existed. Lockheed Martin NE&SS-SS resolved these issues by implementing the Transition to Production Process (TPP).

TPP is primarily a risk mitigation approach used prior to a supplier achieving “at-rate.” At-rate is defined as the achievement of deliverable quantities as defined in the purchase order and to the purchase order specified schedules. The process is applied to first-run productions, changes in approved source of supplies, and production start-up after periods of inactivity. In addition, TPP assures handoffs of lessons learned during PRRs, qualifications, and other product and development activities.

TPP evolved from the Eight-Step Process Improvement Program employed by the Material Acquisition Center Mid- Atlantic Region (MAC-MAR) at Lockheed Martin NE&SS-SS. This process is less resource-intensive than its parent program, and is applied to the newest suppliers. To implement the process requires a detailed review of procurement documentation, verification of qualification requirements, a review of baseline processes and proposed manufacturing control flow plans, identification of key process points to determine risk areas, survey special processes, and a review of technology transfer needs. Additional steps may be added as necessary, especially when dealing with foreign suppliers. Issues identified by TPP are assigned to a site engineer for action, and status of activity is tracked through completion.

Through its review process, TPP prevents various issues from surfacing later in a program. Those that do present themselves are monitored by MAC-MAR to determine purchase order release decisions. The process also provides Lockheed Martin NE&SS-SS with a venue for initiating a relationship with new suppliers.

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