SeaPort-e Quality Assurance

Quality Control Processes

Our management and staff are trained to know that delivery of quality service is our keystone and is embodied in the following quality assurance principles:

§  Quality is first and foremost a matter of accountability. Expectations for quality work are clearly outlined to staff, definition of quality deliverables is provided, management direction and support is provided, and all staff members are expected to deliver quality work.

§  Quality is the result of thorough planning. Work plans must allow adequate time for the development, review, revision, and re-review of deliverable products.

§  Quality is achieved by consistent improvements and attention to detail. The Project Director devotes time to the review of products and services in interim as well as final stages. 

§  Quality is fostered by close continuous corporate level contact with the client.

§  Consistent quality is assured by adherence to structured quality assurance procedures.

WILTEX’s Quality Control Plan (QCP) is based on proven, comprehensive, and related experience and is built on the Juran Principles of Plan, Do, Check, and Act.

 

 

Our goal is to support our customers with the highest-quality performance and customer service. Underlying all of the quality control elements of our approach is partnership with the customer, featuring open communication and active solicitation of feedback. We will incorporate the customer’s observations, criticisms, and suggestions into our continuous improvement process. Our QCP is made up of people, tools, and methods that monitor, maintain, and improve the quality of services provided on all our contracts. These resources are applied in accordance with this system to meet and exceed the PWS. We are fully prepared to cooperate and work with each customer to develop and implement a Quality Assurance program and corresponding evaluation schedule that meets their needs.

The WILTEX Corporate Quality group is a corporate asset that supports all elements of the organization. Our corporate culture emphasizes that producing error free deliverables is not only a function of hands-on contract performance, but also a function of the departments that support the contract indirectly such as recruiting and contracts. The figure on the next page depicts the roles and responsibilities of each member of the quality team. Quality is infused throughout the WILTEX Team, providing performance excellence on every task and ensuring client satisfaction.

The WILTEX QMS will be defined by its methods, processes, and controls to ensure the quality, quantity, and timeliness of contract requirements. This system is made up of people, tools, and methods that monitor, maintain, and improve the quality of services provided on the SP contract. The WILTEX QMS will be composed of all applicable policies, regulations, and directives, Quality Assurance Manual, SP Quality Plan, standard interface processes that encompass the procedural level documents, QASP, records, and the corrective action tracking system. The QMS will be located electronically at WILTEX, accessible through the web, and used to:

¨       Collect data in support of the QASP and SP’s quality control plan 

¨       Evaluate and assess (QASP) data for quality trends, potential problems, and potential improvement areas 

¨       Analyze data supporting recommendations on future data collections to ensure customer satisfaction and changes to the SP contract for needed services and/or quality improvement 

¨       Model SP QCP and performance data and other data sources identified by the CGO for measuring performance against the required services in the PRS and for measuring strategic plan objectives to ensure execution is in alignment with the strategic plan;  data will be modeled and extrapolated to present validation and conformance in an enterprise-wide web based performance

¨       Support trend analysis, ranking, scorecards, dashboards, and provide summary and detailed analysis at the national and regional level (to include support to districts and centers)

¨       Take into account as appropriate independent analyses, assessments, and testing data collected from the Information Assurance Division and from the Test and Evaluation Division 

The following paragraphs delineate the overall requirements of WILTEX QMS.

2.1.1.1    General Requirements

Text Box:

 

The WILTEX QMS will consist of the Quality Assurance (QA) Manual, documented procedures, records, and the corrective and preventative action and improvement tracking system. The QMS may contain Figure 2.1-1. Four levels of QMS documentation

proprietary information, and access to that information will be controlled and maintained in accordance with MCASM requirements.

Documentation Requirements

Documentation in the QMS includes policies, regulations, directives and objectives, the program’s QA Manual, documented procedures, and records. Four levels of documents specify the methods, processes, controls, and responsibilities implemented to execute the WILTEX QMS. Quality Plans are included in the Quality System documents. Documents can be defined at four levels as shown in Figure 2.1-1.

Level I, Quality System Documents: Top level documents describe the quality objectives and policy to comply completely with the WILTEX contract requirements including the quality policy, the Quality System Manual, system descriptions, the company’s organization and structure, management responsibility and authority, and the Quality Control Plan. The Quality Plan is a standalone document based on the WILTEX Quality Control Manual, corporate quality procedures, and WILTEX’s quality strategy to ensure that an effective Quality System is implemented and managed in all functional areas The Quality Plan contains:

¨       Scope statement

¨       Quality strategy derived from the quality manual, quality procedures and contract requirements

¨       Methodology supported by flow charts

¨       Broad quality control, inspection, and testing techniques

¨       Verification methods that determine a successful implementation

Level II, Quality Implementation Procedures: Quality operating procedures that make up the QMS apply to all functional areas describe how the management system functions, demonstrate the connections between functions and departments, and define responsibilities and authorities. Level II documents are not directly related to any product or process. These documents define and implement the management system through which design, production, delivery, and support for the products and services provided to the customer occur.

Level III, Work Processes & Work Instructions: Work processes and instructions are the how-to documents of the system and are specific to particular functional areas and offices, and are managed within that area. They provide specific methods for performing a job or activity, such as supporting automation services and systems; and developing, implementing, maintaining, and enhancing systems, applications, and tools. Level III documentation includes Government manuals, technical bulletins, standard operating procedures, field manuals, desk instructions, and department procedures.

Level IV, Supporting Documents: This document level contains specific forms, tags, labels, stamps, routing cards, and reports required by the contract. In addition, during the phase-in period, ACSS develops functional area-specific checklists and forms to supplement Government material to ensure we meet quality standards. Level IV documents are referenced in Level III Work Instructions, and are maintained on file for review by the Contracting Officer and Quality Assurance Evaluators.

Quality Manual

The QA Manual documents the scope, methods, and procedures of the Quality Management System (QMS). The documented QMS work processes are summarized in the manual, and include a description of the interactions between the processes. The manual is organized into sections that include the following:

1.0  Introduction

2.0  Definitions

3.0  Scope

4.0  Quality Management System

4.1  General Requirements

4.2  Documentation Requirements

5.0  Management Responsibility

5.1  Management Commitment

5.2  Customer Focus

5.3  Quality Policy

5.4  Quality Planning

5.5  Responsibility, Authority, and        Communication

5.6  Management Review

6.0  Resource Management

6.1  Provision of Resources

6.2  Human Resources

6.3  Infrastructure

6.4  Work Environment

7.0  Product Realization

7.1  Planning of Product Realization

7.2  Customer-related Processes

7.3  Design and Development

7.4  Purchasing

7.5  Production and Service Provision

7.6  Control of Monitoring and Measuring        Devices

8.0  Measurement, Analysis, and Improvement

8.1  General

8.2  Monitoring and Measurement

8.3  Control of Nonconforming Product

8.4  Analysis of Data

8.5  Improvement

 

Additional documentation includes:

¨       Quality Control Plan (Inspection and Surveillance Plan, Checklists)

¨       Master Records List

¨       Contract-Wide Controlled Forms

¨       Contract-Wide Controlled Checklists

¨       Annex Work Methods

¨       Annex Metrics

¨       Annex-specific Controlled Forms and Checklists

Document Control

The QA Manual contains procedures to control Quality documents ensuring that the most relevant versions of documents are available at points of use. Controlled documents are identified in the QA Manual and are assigned document control numbers and revision dates. Controlled documents include Work Methods (WMs), Process Coordination Methods (PCMs), Standard Operating Procedures (SOPs), forms, report formats, checklists, and the QA Manual. The current versions of controlled documents will be maintained electronically. Hard copies of the electronic documents are uncontrolled and responsibility for maintaining the most current version of hard copies rest with the functional managers. Documents of external origin are used extensively throughout the program and are controlled by inclusion to the Quality Manual and assigned a distinct control number.

Records Control

Records are maintained throughout the program to provide evidence of conformity to contract and QMS requirements. A master list of the records is maintained electronically in the QMS with a description of how the records are controlled (e.g., identification, storage, protection, retrieval, retention time, and disposition). The Quality Manager maintains the master records list. Each functional manager maintains records for their area. Functional managers coordinate with the Quality Manager to ensure the master records list is up to date with program specific records. The records that are maintained throughout the program are available for Government review upon request.

Develop/Maintain QASP Configuration Management Process

The WILTEX Team will develop and maintain an IMIT QASP configuration management process that serves as a key component of the QMS. The following sections discuss our analysis, design, maintenance, and implementation methodologies in defining a configuration management process for review of the Service Provider’s (SP) QASP along with the processes to revise the QASP. The WILTEX Team will execute the WILTEX contract as a seamless contractor team with all teammates participating in multiple tasks areas based on the skills and expertise the team brings to the plate.

In developing the QASP, the QAP must be reviewed, and a method of collecting the metrics and performance measurements that have been defined must be developed. This is called the Performance Framework, and should include the following:

¨       Emphasize achieving results and implementing strategy

¨       Focus on high-impact performance measures

¨       Empower process owners to make improvements

¨       Allow comparisons to best-in-class performance

¨       Bridge the gap between strategy and implementation

¨       Facilitate communication

¨       Stresses team improvement, not individual control

Most importantly, the QASP must be one that can be accomplished and can measure performance areas that are critical to the completion of a project. WILTEX analysts have worked to implement QASPs for Department of Education, DHS, and US Army. Our staffs are experienced in oversight and quality assurance in compliance with the QASP and familiar with designing and overseeing metrics and measurement programs.

Assess QASP/QAP

The WILTEX Team will assess the completeness and viability of the Quality Assurance Surveillance Plan (QASP) against the A-76 Performance Work Statement (PWS), Performance Requirements Summary, and the SP’s QCP recommending modifications as required. WILTEX’s QASP is used by the Government for implementing the inspection and acceptance of SP performance containing specific methods to evaluate satisfactory performance and ensures a systematic inspection of required PWS services.

The PWS identifies the technical, functional, and performance characteristics of the agency’s requirements, performance-based, and describes the agency’s needs; a not specific method for meeting those needs. The PWS identifies essential outcomes to be achieved, specifies the agency’s required performance standards, and specifies the location, units, quality, and timeliness of the work. The PRS is a verifiable, measurable levels of service in terms of quantity, quality, timeliness, location, and work units and used in a performance-based PWS to assess (i.e., inspect and accept) the work during a period of performance.

Roles and Responsibilities

WILTEX management’s involvement in the implementation of the quality program is a key to the success of the program. The management staff establishes and communicates quality policies and objectives and contract, statutory, and regulatory requirements; and ensures the availability of resources. WILTEX management must be committed to the development and implementation of the QMS and continually improving its effectiveness. The following are key responsibilities:

¨       Customer Focus. Ensure customer requirements are defined and communicated to the workforce

¨       Setting the Quality Policy. Sets the Quality Policy that drives the overall program and ensures that it sufficiently supports the mission and requirements of its customer

¨       Corrective Actions. Ensure corrective and preventative actions are rapidly deployed

¨       Responsibility and Authority. Ensures responsibilities and authorities are communicated to the workforce

¨       Management Review Meeting. Conducts monthly QA Management Review Meeting to ensure the continuing suitability, adequacy, and effectiveness of the quality program.

The WILTEX Team serves as the Quality Assurance Evaluators (QAE). The QAE(s) exercise general surveillance over the SP contract operations to include contract performance evaluation and coordinates activities between the SP Contractor and WILTEX. The Program Manager for this solicitation will serve as the QC Manager who is ultimately responsible for the QASP. The QC Manager’s key responsibilities include:

¨       Quality Management System Planning. Ensure the QMS reflects the requirements and objectives supporting the services provided to WILTEX requiring regularly scheduled audits to measure our effectiveness and identify areas for revision and improvement; and ensure all QC contract requirements are met

¨       Quality Activities. Manages all QC activities; assigns personnel to perform QC-related tasks; plans and conducts QC surveys, audits, and inspections; and prepares, processes, and/or compiles applicable documentation

¨       Quality Actions. Receives, processes, and/or resolves QC-effected customer feedback interfacing with the Contracting Officer and COTR regarding quality actions to correct undesirable trends or discrepancies

The WILTEX Team’s Quality Assurance Evaluators are assigned to perform quality assurance surveillance of products or services procured and to record and document the findings. They assist the QC Manager in administering the QC program; perform QC inspections coordinating their activities with the applicable functional area managers; review self-inspection schedule and checklist to determine their adequacy; and perform unscheduled QC inspections as directed and scheduled QC inspections per the published schedule; and analyze previous and current inspection reports to reveal trend and problem areas. They use performance measurement information to help set agreed upon performance goals, allocate and prioritize resources, inform managers to either confirm or change current policy or program directions to meet those goals, and report on the success in meeting those goals. The QAEs use the Quality Assurance Plan (QAP) for reference (QAP contains the PRS’ and Surveillance Guides (SGs)) together with inspection and report forms as appropriate.

The SP develops the SP Quality Control Plan that describes in detail how the SP will ensure delivered services and equipment meet performance standards. During the first six months of the phase-in period, the SP jointly conducts with the Government an inventory of current service quality levels for each PWS and WILTEX equipment. The SP will also provide all the data required to conduct QC surveys, audits, and inspections under the QASP.

Inspected Work

 

It also includes SP-provided automation products and services supporting WILTEX mission, customers, and strategic collaboration with Government and non-Government agencies; participating and contributing to the change control process of the WILTEX Configuration Control Board (CCB) and other governing CCBs; and providing automation services, systems support, and IMIT facility support in accordance with the Corps Enterprise Architecture (CeA) and other collaboratively managed architectures surveillance

The QAEs will review systems, applications, and tools to ensure that integrity, availability, and confidentiality of information systems and assets is maintained and that the SP provides protection, detection, reaction, and corrective actions to minimize risks and maintain a secure posture. They will also review the Records Management Program to ensure that its products and services to capture, preserve, and make available essential evidence for WILTEX decisions and actions, and protect the rights and interests of the Government and individuals. In addition, the Printing and Publications and Visual Information (VI) programs will be reviewed for compliance against the PWS standards.

QA Methodologies and Mechanisms

 

The WILTEX audit program will monitor contract requirements and elements of the QMS to identify opportunities for improvement. Audits are performed in accordance with documented procedures. Adherence ensures a consistent approach during the planning and execution of QMS and contract audits and the subsequent monitoring of associated corrective and preventative actions.

Audits are a type of planned inspection in which QAEs inspect every functional area for overall contract compliance; and management evaluates the results and the recommendations for implementation. This method establishes checks and balances between Quality and management. The audits are performed in accordance with a schedule that identifies contract requirements, QMS elements, and specific PWS elements to be audited. The criticality of services provided to WILTEX, the results of previous audits, and customer feedback are guidelines when developing the internal audit schedule. The schedule is revised periodically to focus on areas of the program and the QMS that are not meeting requirements. The schedule also identifies the auditor(s) responsible.

The QMS maintains documented procedures for internal quality audits including:

¨       Scheduling audits according to the status and importance of the activity

¨       Performing audits according to documented procedures

¨       Recording audit results and methodology for communicating results

¨       Performing timely corrective action

¨       Recording the effectiveness of any corrective action during the audit follow-up activities

The QMS also has triggers for starting an internal audit in these situations:

¨       Initial evaluation of a system for contract reasons

¨       Nonconformities jeopardizing the safety, performance, or dependability of the products

¨       Verification of corrective actions needed

¨       Evaluation of a system against a quality system requirement

The auditor is responsible for the content of the audit and for arranging meetings with the appropriate managers, supervisors, and process owners for the areas to be audited. The auditor(s) obtains all documentation needed for performance of the audit, and ensures that all appropriate checklists are prepared prior to the audit. Once the audit is complete, the auditor meets with the responsible manager or process owner to discuss findings and any potential corrective actions. Audit results are then loaded into the QSolve system and inspection reports are forwarded to the responsible functional department. The summary of results for all audits findings are reported at the Management Review meetings.

QA Inspection and Surveillance/Tools

Selecting the most appropriate and efficient surveillance method(s) for the effort involved is important. You need take into consideration risk, size, time period, performance requirements and standards, availability and effective utilization of government surveillance resources, and surveillance value in relation to cost/criticality. Careful selection of appropriate surveillance methods enables the government to determine the amount of resources and associated costs needed to perform surveillance. Examples of surveillance methods include:

¨       Test/Inspection. This may be appropriate for infrequent work or for stringent, high-risk performance requirements. With this method, SP performance is verified by the QAE at appropriate stages within the development, manufacturing, and/or delivery of the product or service. Test and inspection approaches can range from mandatory test/inspection, to periodic sampling depending on the risk related to the product/service being delivered and the demonstrated performance of the contractor.

¨       Process/System/Product Monitoring. Monitoring of SP critical process, system, and/or product performance is a surveillance method. This type of monitoring is typically conducted to supplement test and inspection results, but can also be used in lieu of test and inspection where appropriate. This monitoring can be achieved through evaluation of SP-provided performance metrics, periodic independent reviews of SP performance conducted by the QAE (participation in a design review, an evaluation of a product or service delivery, or on-site assessment of SP process or system), and/or by a recognized “third party” certification body (for example, a quality system registrar). Utilization of non-intrusive techniques such as use of contractor reporting, shared access to data systems, and the use of data accession are recommended approaches to consider when defining this surveillance method.

¨       Customer Input. Although usually not a primary method, this is a valuable supplement to more systematic methods. For example, in a case where sampling indicates unsatisfactory service, customer complaints can be used as substantiating evidence. In certain situations where customers can be relied upon to complain consistently when the quality of performance is poor, e.g., dining facilities and building services, customer surveys and customer complaints may be a primary surveillance method, and customer satisfaction an appropriate performance standard. In all cases, complaints should be documented, preferably using a standard form.

Our approach to continual improvement places a strong emphasis on quality audits of processes, analysis of process data, and the identification and correction of nonconforming processes and products (outcomes). We measure against documented criteria for each process element or outcome. Limits of acceptable and unacceptable performance are used to facilitate the decision to take necessary actions to determine the cause of the unacceptable performance and correct the non-conformities. These measurements and criteria feed our metrics that directly support our performance requirements in each area. We use several measurement methods:

¨       Audits (Internal and External). Inspect the QMS and contract operations to verify contract requirements are being met and standards are maintained

¨       Work Inspections. QAEs and SP Managers inspect work in-progress and completed work against documented checklists to verify quality, safety, environmental, and specific customer requirements

¨       Random Sample Inspections. QAEs, managers, or supervisors inspect random samples of forms, administrative processes, and work orders to ensure adherence to documented requirements

¨       Customer Feedback Forms. Customers provide feedback to on our Customer Feedback Forms

The QASP identifies and documents specific data in the QMS, work methods, and process control methods to be collected for analysis and measurement of performance capability. We will analyze QMS data from two primary sources to gauge performance and plan improvements.

¨       Operational Process Data. This is data that is generated from day-to-day operations and captured by the SP

¨       Quality Data. Measurements, audits, inspections, and customer feedback generate data that is captured and maintained in the QMS—this data is analyzed to populate metrics and measure progress in reaching performance requirements

There are several methods for analyzing and using performance and quality data. These include acceptable quality levels (AQLs), trend analyses, and statistical techniques. AQLs are statistical targets that indicate whether a measurement indicates acceptance or a deficiency. For trend analysis, managers and QAEs personnel observe how some data change over time. This change generally indicates a move toward or away from an acceptable quality level. Identification of a negative trend provides managers with an opportunity to address the problem, even before it reaches an official deficiency. We establish and maintain documented procedures for statistical techniques to establish, control, and verify process capability and product characteristics. Statistical methods incorporated include:

¨       Graphical methods that help diagnose problems

¨       Statistical control charts to control production and process measurement

¨       Experiments that identity and quantify variables that directly influence process, product and service performance

¨       Regression analyses that provide quantitative models for a process

¨       Analysis of variances methods

We use statistical techniques that consist of sampling inspection of a product or service for acceptance, and using charts and graphs to establish control and verify process capability, or process characteristics. These include check sheets, control charts, data points, histograms, Pareto graphs, process capabilities, run charts, and scatter diagrams.

Corrective Procedures

The WILTEX Team places a high emphasis on prevention. Corrective action is directed toward eliminating nonconformities. Preventive action is directed toward eliminating the causes of potential nonconformities. Corrective actions key steps include effectively handling customer complaints and nonconformity reports, investigating and analyzing the problem and recording the results, determining the effective corrective action, and ensuring that corrective actions are effectively implemented. Preventive actions key steps include using all available information, such as work process, audit results, quality records and customer complaints to detect, analyze, and eliminate potential causes of nonconformities; determining a method for preventive action; initiating preventive action and ensuring its effectiveness; and submitting any relevant information on actions for management review

Corrective Actions. Contract and QMS non-conformities are entered into the corrective action database to initiate and track corrective actions. Opportunities for improvement are collected from various sources throughout the program. Internal and external audits, customer evaluations, customer feedback, Close Calls, Flash Reports, and safety inspections are examples of sources for improvement opportunities. Corrective action responses (CARs) are generated for non-conformities found during audits and inspections and are issued to responsible functions for corrective action. The CARs issued are tracked in the program’s corrective action database. Once corrective actions have been implemented, reviews are used to verify the effectiveness of the corrective action. If a response to a non-conformance is overdue, or if the proposed action is incomplete or improperly implemented, the auditor shall notify the person responsible to ensure follow-up. Timely and effective follow-up to CARs are addressed at management reviews. The description of the nonconformity, root cause of the nonconformity, plan to correct the nonconformity, and action taken to verify the corrective action are documented on the CAR.

Preventive Action. We work to prevent deficiencies and non-conformities through our preventive action procedures. Prevention is integrated into our corrective action process and into our data analysis methods. Our efforts include both the prevention of recurrence of deficiencies, and prevention of first occurrence. Opportunities for preventative actions are realized through suggestions from customers, subcontractors, suppliers, program personnel and third party auditors. Prevention of recurrence involves managing and deficiency that has already been detected and ensuring that deficiency does not recur. Prevention efforts include:

¨       Root Cause Analysis. For significant or critical failures or deficiencies in “high visibility” or key areas, our corrective action response includes identifying the root cause of the deficiency. This level of analysis looks at conditions several steps removed from the result to determine what mitigating cause or causes led to the ultimate failure. By identifying and then eliminating or mitigating the root causes, we significantly reduce the likelihood of recurrence of that particular deficiency.

¨       Corrective Action Follow-Up. Diligent and systematic follow-up of implemented corrective actions ensures the long term success of the solution – another step in preventing recurrence. The QAEs uses the QMS database to generate reports of closed corrective actions to analyze and select corrective actions for follow-up.

Prevention of first occurrence involves the use of management techniques to prevent a condition from becoming a deficiency in the first place. Specific methods include:

¨       Trend Analysis. Monitoring changes in performance and Quality related data that may indicate potential problems requiring action

¨       In-Process Inspections. Multiphase inspections and major changes address Quality issues prior to work completion

¨       Lessons Learned. Post test, job, or project reviews are conducted by subject matter experts to lead the identification of best or better practices, identify areas for improvement and to update the existing processes and procedures to new standards.

QA Internal Controls

QA internal controls include Document and Data Control, Review and Improvement of the Quality Management System, Integration of Improvement Ideas into Corrective/Preventive Action Approach, and Validation. We establish and maintain procedures to control all documents and data. Document and data control applies to all documents and/or computer records pertinent to design, purchasing, production, quality standards, inspections, written work instructions, and internal audits, among others. Internal written procedures describe:

¨       How documentation for these functions should be controlled

¨       Who is responsible for document control

¨       What is to be controlled

¨       Where and when it is to be controlled

We review and improve the QMS through management reviews, and internal and external audits that continually review the QMS for effectiveness. Improvement ideas are generated, discussed, and implemented into QMS revisions. The integration of improvement ideas into corrective/preventive action approach uses the forms, databases, and procedures used to identify, communicate, and track corrective and preventive actions to support the same type of management of improvement ideas. Suggestions and ideas can be tracked from inception to implementation, and then followed up to verify effectiveness and calculate cost savings or other results. Validation requires formal quality system audits of the system by QAEs. The quality audit points out deficiencies and opportunities for improvement. While all procedures, standards, requirements and processes are validated, the audit provides information determining if the quality system is meeting the requirements, that all workforce is following documented procedures and work instructions, and whether the QMS meets contract and customer requirements.

QASP Enhancements and Modifications

 

The WILTEX Team will continuously review the quality assurance of the SP and make recommendations on QA issues and SP performance. We will also make recommendations on Engineer Change Proposals (ECP) modifications and incorporate those approved ECPs into the QASP and revise the QASP to include revised performance metrics and all recommendations and modifications incorporated by the SP in their QCP. We will employ a number of methods and strategies to pursue continual improvement including:

¨       Quality Metrics. Our approach to improvement requires that we measure performance to identify current levels of Quality, set goals to determine where we want Quality levels to go, and define objectives that will determine when the goals have been reached

¨       QMS Review and Improvement. We perform management reviews, internal and external audits continually review the QMS for effectiveness. Improvement ideas are generated discussed and implemented into QMS revisions

¨       Management of Corrective and Preventive Action Program. Using QSolve as the core of our corrective and preventive action approach, we can track and manage individual deficiencies and trends. We can monitor implemented actions to verify effectiveness

¨       Best Practice Benchmarking. Periodic benchmarking reviews are conducted to identify best internal, government or commercial practices; the benchmarked process and corresponding performance measures will be compared to top ranked performers in related fields

¨       Integration of Improvement Ideas into Corrective/Preventive Action Approach. The forms, databases, and procedures used to identify, communicate, and track corrective and preventive actions have been designed to support the same type of management of improvement ideas; suggestions and ideas are tracked from inception to implementation, and followed up to verify effectiveness and calculate cost savings or other results

¨       Constraint Removal. Continual improvement is accelerated by identifying the major barriers to performance and reengineer processes to perform more effectively

2.3       Communications

The QMS monthly SP Management Review Meeting is an important part of the quality program. The meeting is conducted to ensure the continuing suitability, adequacy, and effectiveness of the quality program and improving SP services. Quality program strengths and weaknesses are discussed in the meeting. Opportunities for improvement and necessary changes that need to be made to the QMS, quality policy, and PRS are identified in the meeting. Actions are assigned to correct any non-conformities discussed in the meeting. Included in the agenda are status of previously assigned action items; QMS deficiencies and trends; customer feedback data and trends; status of open CARs; audit trends; preventive action status; and audit results.

The SP management staff is responsible for the communication of quality related information throughout the project. Methods may include area level meetings to review CARs and audit results applicable to their area/function; electronic home page that contains up-to-date quality documents in electronic format for viewing or download – QA Manual, Work Methods, Process Coordination Methods, records management guidelines; procedures workbooks containing latest version of procedures for functional areas; and articles discussing various relevant quality topics.

2.4       Plans and Schedules

The following sections discusses our plan for accomplishing the recurring activities associated with the efforts of this project including scheduled and unscheduled inspections, data collection and analysis, customer surveys, cost and budget reviews and monthly reporting. Specific schedules will be developed during the SP transition period.

2.4.1   QA Inspections and Audits

The WILTEX Team will conduct scheduled (announced) and unscheduled (unannounced) inspections and audits. We will develop an inspection plan for scheduled and unscheduled inspections and audits for each year and incorporate that plan into the QASP. Inspections and audits will include the assessment of actual performance against the set baselines and standards where appropriate. We will begin data capture concurrently with the SP’s transition period.

The audits will include information systems audits, security audits, security control assessments, compliance audits, and personnel personal certifications audits and will be performed against the required services identified in the PRS. When applicable, audits will be performed within the parameters of ISO9000 series, Capability Maturity Model Integrated (CMMI) and federal government guidelines, laws, and regulations (e.g., NIST, FIMSA, and OMB). Inspections and audits will use automated tools to the extent possible to streamline processes and procedures. In the case of audits, we will conduct and maintain electronic audit work papers in accordance with the most recent Department of Defense (DoD), US MCAS MIRAMAR ( MCASM) and U.S. General Accounting Office, Government Auditing Standards

We will document each inspection and file archive for future reference, audit, and proof of inspection. At a minimum, the inspection files will include copies of letters and correspondence initiated by the COR/ Quality Assurance designee and/or SP project manager regarding performance, contract and contract modifications, and the QASP and all revisions. It will also include SP Staff rosters; all inspection results records; memoranda for record or minutes of any pre-performance meetings, meetings, or conferences and memoranda for record or minutes of any meetings, and discussions with the SP, or to other pertaining to the contract, SP performance; record regarding the SP’s QCP and the results of the SP quality control effort; and surveillance schedules.

Audits are performed in accordance with documented procedures. Adherence ensures a consistent approach during the planning and execution of QMS and contract audits and the subsequent monitoring of associated corrective and preventative actions. Audits are a type of planned inspection in which QAEs inspect every functional area for overall contract compliance; and management evaluates the results and the recommendations for implementation. This method establishes checks and balances between Quality and management. The audits are performed in accordance with a schedule that identifies contract requirements, QMS elements, and specific PWS elements to be audited. The criticality of services provided to WILTEX, the results of previous audits, and customer feedback are guidelines when developing the internal audit schedule. The schedule is revised periodically to focus on areas of the program and the QMS that are not meeting requirements. The schedule also identifies the auditor(s) responsible.

Our QA Inspection process includes selecting the most appropriate and efficient surveillance method(s) for the effort involved is important. You need take into consideration risk, size, time period, performance requirements and standards, availability and effective utilization of government surveillance resources, and surveillance value in relation to cost/criticality. Careful selection of appropriate surveillance methods enables the government to determine the amount of resources and associated costs needed to perform surveillance. For example, when we perform work inspections, QAEs and SP Managers inspect work in-progress and completed work against documented checklists to verify quality, safety, environmental, and specific customer requirements.

2.4.2   Data Collection and Analysis

As part of the transition, WILTEX Team will assist with establishing baselines; assist with various data analysis; and assist with preparation of various documents. During the first-month period, the SP jointly conducts with the Government an inventory of current service quality levels for each PWS WILTEX organization receiving MCASM support, and conducts a joint inventory of WILTEX equipment to include leased equipment. We will work with both the SP and WILTEX ensure that all items are captured and entered into the QASP.

The second 6-month phase-in period is for the SP to begin and complete the SP’s operational transition to full responsibility for contract performance. The objective of the second 6-month phase-in period is to conduct a transition that minimizes disruptions to WILTEX IMIT customers and avoids any disruption in the WILTEX meeting its mission requirements. We will assist, where required, to ensure that all data and documentation is captured for the QMS.

The QAEs will review systems, applications, and tools to ensure that integrity, availability, and confidentiality of information systems and assets is maintained and that the SP provides protection, detection, reaction, and corrective actions to minimize risks and maintain a secure posture. They will also review the Records Management Program to ensure that its products and services to capture, preserve, and make available essential evidence for WILTEX decisions and actions, and protect the rights and interests of the Government and individuals.

Additionally, the QASP identifies and documents specific data in the QMS, work methods, and process control methods to be collected for analysis and measurement of performance capability. We will collect and analyze QMS data from two primary sources to gauge performance and plan improvements.

¨       Operational Process Data. This is data that is generated from day-to-day operations and captured by the SP

¨       Quality Data. Measurements, audits, inspections, and customer feedback generate data that is captured and maintained in the QMS—this data is analyzed to populate metrics and measure progress in reaching performance requirements

This performance data that will be validated against the inspection results to determine the performance level of the SP. We will provide analysis and statistics as defined by the Chief, Performance and Acquisition, and other CGO government personnel as required. These results will be used to validate the SP workload data for payment.

2.4.3   Assess and Manage Customer Feedback

Customer complaints, whether solicited or unsolicited, are key drivers to our improvement of services because our first priority is customer satisfaction. Our goal with customer complaints is to foster an atmosphere encouraging interaction with management whenever concerns arise. All customer complaints are urgently and personally addressed by the functional managers (with assistance from the Quality Manager and QAEs). Our management team initiates any necessary short-term or long-term corrective action and provides a timely and informative response directly to the customer. This process also supports response to WILTEX provided corrective actions.

Our Customer Satisfaction Program and SP performance evaluations are sources of customer satisfaction data that WILTEX uses to measure the level of customer satisfaction for the services the program provides to WILTEX and the SP contract performance as perceived by WILTEX’s customers. These include customer satisfaction surveys and customer complaints that will be available via the web. The metrics collected from these sources are used to identify areas of the program that are meeting the requirements in the contract and opportunities for improvement. These scores are recorded, tracked, and maintained through QSolve. This data is analyzed to create reports that indicate strengths, trends, and opportunities for improvement. Results of the customer feedback are integrated in to the overall results of the quality assurance review. Our customer communication flow is depicted in Figure 2.4-1 on the next page.

2.4.4   Ongoing Cost, Award, and Incentive Fee Analysis

We build a model of the Acceptable Quality Levels, award fees, and incentives and disincentives clauses of the SP contract, and identify the critical data collection and cost management points for the SP and the Government under the contract. We then develop a coherent, focused plan to look at the cost data – both from an earned value management perspective (what has been earned against the performance criteria), and from an overall award and incentive fee perspective (how does this data relate to the underlying fee structure). We build warning systems and tripwires to ensure that we alert the Government to any anomalies that might require either contractual or cost management responses.

2.4.4.1    Reporting

We will prepare reports on a monthly, quarterly, and annual basis assessing the quality of service provided by the SP. The reports will include summary data and may include recommended changes in service levels and potential modifications to the contract. These reports include, at a minimum:

¨       Discrepancy Reports. Noncompliance form or discrepancy reports when the SP is deficient in their performance on any of the required services submitted to the COR within two working days following the end of the inspection period

¨       Annual Reports. Annual report assessing the Quality of Service provided by the SP containing summary data and recommended changes in service levels and potential modifications to the contract.

¨       In-Progress Reviews (IPRs)/Briefings. Document in-progress reviews and status briefings to the CO, COR, and designated representatives for the MCASM on the status and performance of the contract as well as the status of performance of the SP.

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Figure 2.4-1. Customer Communication Process