Collaborative Auditing and Quality Professional Competence

Collaborative Auditing and Quality

Professional Competence

Thales Optronics, Glasgow

13

th

June 2012

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

www.thalesgroup.com

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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

Thales: a reliable, long-term partner with operations in 50 countries

Defence and Security

60%

Aerospace and Transport

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Defence:

selected references

Presence on

all types of

platforms

A400M’s Flight

Management System test bed.

Tiger combat helicopter pilot fitted with TopOwl helmet-mounted sight/ display. FREMM multimission frigates are equipped with Herakles radar. Sensors and systems for UK’s

Astute submarines. Co-prime contractor in the UK CVF aircraft carrier programme.

The Hawkei new-generation light armoured vehicle. RBE2 radar for

the Rafale omnirole combat aircraft.

6 / 6 / Watchkeeper UAV. SAMP-T (Sol-Air Moyenne Portée Terrestre) surface-to-air missile system programme. NATO’s ACCS LOC 1 air command and control system programme. Flexnet, first Software Defined Radio available in the international market. Multi-function targeting pod Damocles. Sophie MF: a hand held example of range of reconnaissance equipment. Sonar 2087. Syracuse III satellite communication system. Ground Master 400 3D air defence radar. Communication and information system for ISAF tactical command headquarters in Afghanistan.

Defence:

selected references

Systems

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Banks and stock exchanges use Thales technologies to secure their transactions.

Thales Hypervisor, a new

supervision platform for large-scale critical infrastructure and major cities.

Blue and green borders protection.

Security at Dubai and Doha airports.

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Supplier of avionics systems to Airbus, Boeing, Dassault and other major aircraft

manufacturers.

Air traffic control centres.

In-flight

entertainment and cabin systems for commercial aircraft.

Simulators for all types of civil and military aircraft and helicopters.

TopDeck avionics suite for latest-generation helicopters.

Air traffic

surveillance radar.

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Navigation

EGNOS, Galileo

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

Telecommunications

Civil - mobile

Low-Earth orbit constellations

Iridium Next, Globalstar, O3b

Earth Observation Civil, Military, Dual-use

Meteosat 1st, 2nd & 3rd generations; Helios, CSO, Pleiades, Cosmo SkyMed, Sentinels

Orbital Infrastructures

International Space Station

Science

ExoMars, Herschel & Planck, Corot

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Signalling systems for urban transport networks.

Fare collection systems.

Operational Control Centres for rail networks.

Transport:

selected references

Signalling systems for main line rail.

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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

 Product policy focused on shorter development cycles and risk reduction

Albert Fert, scientific director of the CNRS/Thales joint physics unit and winner of the 2007

Nobel Prize in Physics.

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A global player

Global reach, local expertise

67,000

employees in

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Thales in the UK

A strong UK presence

over the last 10 years

 4,000 engineers &

technicians

~ 90% qualified to degree level

or above Land Defence Basingst oke Belfast Br ist ol Bur y St Edmunds Cr ossgar Glasgow Swansea Thor ney Island

Air Operations Chessingt on W ells Defence & Security C4 I Systems Basingst oke Cambr idge Cheadle Heat h Cr awley Doncaster London Long Cr endon W ells Avionics Cr awley Leicest er Raynes Par k Transportation Systems Bir mingham Cheadle Heat h Cr awley Doncaster Glasgow London Reading Yor k

Defence M ission Systems

Br ist ol Cheadle Heat h Cr awley Leicest er Templecombe

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UK Quality Team

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Redefining Quality - UK Team Vision

Customer focused quality professionals

supporting the achievement of business

objectives by …

assuring enterprise

integrity and driving improvement

www.thalesgroup.com

CQI - Defence Industry Group event

SEPP - SEQG Audit Workstream Group

13

_{June 2012}

Jim Leitch

Senior Quality Manager

19

•

•

•

 The team

 Process review/Good practice  Current activities/Next Steps

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

21 HIGH LOW HIG H MEDIUM L O W M EDIU M EFFORT IM P A CT 4.1, 4.2, 8.1, 1.2, 1.3, 2.1, 4.5, 8.2 8.2 3.1, 4.4, 6.1, 6.2, 1.1, 3.3, 3.2, 4.3, 4.6, 5.1 8.3, 2.2, 2.3, 2.4, 1.4, 5.2, 7.1,

Prioritisation

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

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

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

25

Third Party Certification in the

Defence Industries

Chris Elliott

Collaborative Auditing and Quality

Professional Competence

28 28

Quality Professional Competence at SELEX Galileo

Gary Illingworth Site Head of Quality SELEX Galileo

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

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

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

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

Career Map and Competency Management

“The steps we took”

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

Career Map and Competency Management

Step 1 – What is competency

SKILL

KNOWLEDGE

BEHAVIOUR

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.

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

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.

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.)

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

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

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 Head of Quality 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

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

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

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

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

Thank you for listening

Any Questions?

Collaborative Auditing and Quality

Professional Competence

CQI Defence Industry Group Update

Gerry Fice - DIG Chair

Collaborative Auditing and Quality

Professional Competence

On behalf of the CQI, the Defence Industry

Group and Thales Optronics, thank you!