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The lessons are broken down into two areas within the database. Management
lessons address program decisions and actions such as planning, configuration
management, and program control. Technical lessons relate to such things as
systems, equipment, design factors, and performance factors. A collection of
lessons learned abstracts, covering 47 different areas, is available from
ALD/LSL. Some of the abstracts related to the issues in this guide are cited
below:(Department of the Air Force, Lessons Learned Program, Abstract of
Lessons Learned, Wright-Patterson AFB, OH: ALD/LSL, October 1, 1989.)
Vendor Quality and Configuration Control. Lack of emphasis on and
enforcement of certain contract provisions concerning quality and
configuration control by the system program office, contracting office, and
contractor leads to deficient quality assurance programs, unauthorized
actions, and deficient supplies.
Disposition of Special Tooling From Production Contracts. Improper or late
identification of special tooling used in production may result in
inappropriate decisions regarding future use.
Manufacturing Process. Failure to ensure that manufacturing processes are
followed in detail can allow defective equipment to be delivered to the
Contractor Quality Programs. A contractor's quality programs should be
evaluated in addition to plant capability prior to contract award.
Manufacturing Technology/Modernization. If producibility and productivity
improvements are not considered throughout the life of a production process,
cost savings and schedule improvement opportunities will be missed.
"Historical Data" or "Averages" Used by Contractors in Cost and Pricing
Data. Utilizing cost averaging based on "historical data" that may not reflect
current practices may result in overpricing of new or follow-on
Manufacturing and Finishing Processes. Changes to manufacturing and
finishing processes that seem small or insignificant can have a large impact
on finished product durability.
Manufacturing, Contractor, and Subcontractor Capability. Inadequate
assessment of contractor/sub-contractor manufacturing capability, business
practices, and financial health prior to contract award may result in
increased costs and/or schedule slippage.
Tool and Hardware Control By Manufacturers and Maintenance Contractors.
Some manufacturers and maintenance contractors are not controlling tools and
hardware and are not ensuring that manufacturing/maintenance debris is removed
after task completion.
Quality Assurance of Production Tooling. Government quality assurance
personnel must ensure contractors have complete control of production tooling
used in new procurement in order to preclude the manufacturing of
Maintenance Plan. Inconsistent policy on maintenance planning will have an
adverse effect on weapon systems acquisition.
Training Plans. Untimely or
incomplete training plan development can result in insufficient lead time to
support milestone decisions and acquire needed resources.
Management of Special Tooling/Special Test Equipment. Lack of sufficient
information often results in poor decisions whether to dispose of or retain