• • • • • • • • • • • • • Total Quality Management

Aerospace Industries Association

0

Introduction 3

Total Quality Management 4-10

Advanced Technologies/ Techniques 11-17

Statistical Process Control (SPC) 18-22

Control of Purchased Materials 23-27

Motivation/ Training 28-32 • • •

front Cover Photo-Raytheon Co mpany

2 • • •

• n the early 1980s, the aerospace industry recognized that foreign competitors were aggressively pursuing targets in its arena, as they had done in many basic industries. Highly publicized • "honor stories" related to the quality and reliability of defense indust7y products made the problem more acute. After an objective and sometimes painful self-evaluation, the members of the Aerospace Indust7ies Assocation of America (AIA) are responding with firm commit7nents to improvements in quality and productivity. Und erstanding that the pursuit of excellence through continuous quality improvement requires revolu­ tionary cultural changes, member companies are rapidly implementing those changes through what might be ca ll ed ''Total Quality Management. " Cultural changes do not occur overnight. They result from long-term commitments and require persistent reo·aining and modification of practices, covering every individual in a company-from the high est to th e lowest level. Th e members of AlA present this brochure to illustrate how they are successfully implementing these process es . Th ey are addressing every phase of their business - from product conceptualization, through prototyping, testing,final design , and fabrication, to delivery and beyond. There are individual differ­ ences, depending on each company's products, size, and overall business environment. There are even differences within companies, as various divisions cope with their particular situations. In fact, each company must have the freedom and flexibility to structure a process that fits its own unique needs. Th ere should be no constraints and no ban-iers. This brochure includes eno·ies by more than 20 membe1·s of AIA, all in different stages of implementa­ tion. Some have had programs in place for several years, some have recently started, some have already produced dramatic resu lts, and some are seeing slower, but steady improvements. None of these pro­ grams are th e resu lt of contractual or regulatory impositions; they all are the direct result of corporate strategies des igned to en hance competitive positions in the marketplace. The brochure is divided into five categories: " Total Quality Ma nagement- Under this umbrella process, individual companies communicate • AlA's goal of continuous quality improvement and ino·oduce their philosophies that emphasize quality considerations in day-to-day business decisions . • Advanced Tec hnologies/ Techniqt1es - Aerospace involves some of the world's most technologically • soph isticated products. The industry will have to develop even newer and more sophisticated materials and techniqu es to meet its needs and national defense requirements. AIA members are relentlessly • pursuing, adapting, and creating advanced techniques to assure th e integrity of th e high-tech products being produced. • Statistical Process Control-Long recognized as a powe1jul tool to enhance quality in high -volum e production, SPC techniques are aggressively being adapted to the processes involved in manufacturing aerospace products. • Control of Purchased Materials -In addition to paying attention to their own fabricat ed parts and assembli es, member companies are cultivating active partnerships with th eir suppliers, emphasizing and developing th e capabilities of sma ll and/ or minority-owned businesses. • Mot ivation / Training-Its employees are any company's most valuable resource. Well-o·ained, highly-motivated employees are essential in today's high-tech environm ent. In centive programs and awards, as well as the possibilities of on-th e-job training and courses at institutes of higher learning, are vita l ingredients in ''Total Quality Management." Cont inu ous quality improvement is a bt1sin ess strategy that makes companies more effective and asst1res that customers get the best products possible for the best price. Quality-with a capital "Q" -is regaining its rightful place at th e forefro nt of America's aerospace manufacturing renaissan ce. In an industry that litera lly reaches for the stars, the members of ALA have renewed th eir dedication to making the premier aerospace prodt1cts in the world. This brochure was created to demonstrate their progress.

3 L TOTAl DUAliTY M/\N/\CEMENT

LTV Aircraft Products Group's TEX (Teamwork for Excellence) is a con­ tinuing, total quality-improvement process which results in better com­ munications and more teamwork among employees, greater concern for doing the job right the first time, better supplier relations, increased productivity, and better products. TEX reaches into all work areas­ management to hourly workers, white collar to factory floor. The process includes awareness training for new-hires, problem­ solving techniques, and specialized training for first-line supervisors and middle managers. An idea for improvement may result in the for­ mation of a departmental or inter­ departmental team. The TEX Idea Program offers cash and other in­ centives to employees whose ideas are implemented. Examples of results of imple­ mented TEX ideas include improved quality of aircraft skins through a new method of handling and trans­ portation, the elimination of defects caused by chips induced by a drill cycle, and invention of a new vacuum system for removing metal chips. ll!ltdiifi Hughes Aircraft Company has implemented a quality-first strategy through the company-wide adop­ tion of a Total Quality approach. Each operating organization gener­ ates and operates a plan to achieve Total Quality Objectives. Achieve­ ment is assessed by checking prog­ ress toward measurable goals. Under the Total Quality approach, individuals assume responsibility for their own efforts and output, and management provides systems and training so individuals can perform to their highest capabili ty. Rather than correcting errors and defects, workers concentrate on preventing them through care in work performance, control of equip­ ment and processes, and satisfying the needs of their customers. Pn euma Abex PneunoAbex Pneuma Abex Corporati on's Pneuma Abex's fli ght control sys­ aerospace divisions have adopted tems division, NWL Control Systems, • total quali ty management programs initially focused on a program to tailored to fit their individual busi­ ensure high quality conformance to ness needs. contractual requirements. It has • The Cleveland Pneumati c broadened the program to empha­ Company's To tal Quality Initiati ve size long-term continued improve­ includes modernization of equip­ ment thro ughout the company. • ment, adoption of computer tech­ Senior management provides direc­ nology, and development of man­ ti on to the overall initiati ve through • agement philosophies to encourage a Quality Ma nagement Council involvement of employees in the which regularly reviews the pro­ quality improve ment process. The gress of a number of ongoing quality • division works closely with sup­ improve ment processes. NWL's pliers to get high quality from the approach also includes company­ beginning of the manufacturing wide training to sharpen problem­ • process. It hired an outside firm to solving skills and concentrated conduct an audit of conformance to team efforts to review and analyze all contractual requirements, with im provement opportunities. • emphasis on quali ty. • "Th e rewards from producing quality are great, particularly when measured against the negative costs of 'nonquality' -costs such as • scrap, reworh, inspection and reinspection. These can add up very quickly if a job isn't done right the first time around. Quality not • only is cost saving in the long nm, but, more important, it also pleases our customers and makes our employees proud of the job they're do ing." • Nor man]. Rylu.,- Prcsic/cnt & Chief E.:\ccutivc Offio:r • Pn euma Abex Corporation 5 • TRW

The Quality Awareness and Con­ tinuous lmprovemem Program m the TRW Space & Defense SeC[or is muhidisciplinary and includes IWARTIIII IWARIETTA operations, suppliers, designers, en­ gineers, manufacrurers, inspectors, Quality improvement and pro­ allow interaction among operators, financial controllers, and marketing ductivity programs are a corporate technicians, supervisors, and sup­ and shipping specialists. The sector priority at each of the Martin port groups. developed improve mem initiatives Marietta Corporation operating Results are measured weekly, and throughout its operating units. companies. A typical program is the each team tracks its progress on • First was a corrective action pro­ Electronics and Missiles Group's wall charts in the work center. On cess that foc used on improving the performance measuremem teams one missile program, PMTs imple­ quali ty of design. The second initia­ (PMTs), which use a structured mented quality improvements that • tive involved improving all aspects teamwork approach to identify increased yield by 2 7 percent, where quality improvements are lowered rework costs by $6,000 per of part acquisition, including cost, I scheduling, and performance. The needed, find the best solutions and month, reduced scrap by 60 per- • third concerns upgrading systems take corrective action. Organiz~d cent, and reduced labor content by and standards through a Quality around established work groups in 23 percent per unit. Enhancement Training Program. manufacturing operations, PMTs • And the fourth foc uses on develop­ ing macro and micro quality mea­ • suremems that tie imo the business "Put quality first; cost and schedule will follow." managemem systems. A. Thomas Young It is an ambitious effort, one that President takes in every aspect of the business Martin Mari etta Corporation , Electronics & Missil es Gro up and gives employees at all levels a stake in quality improvement.

6 r

Allied-Signa/ Aerospace Company _:..:..:.___:"---C....:..:.~..::!...-....:....:'-"'.:..:..:."----- .1\m e d Signal

Allied-Signal Aerospace Company has a cusromized, total-organizati on approach ro quali ty improvement. Employees at every level solve p rob­ lems, take correcti ve actions, and contribute to the continuous im­ provement of p roducts and services. Problem-solvi ng begins in the initial stages o f a project to ensure strict adherence to customer specifica­ ti ons. Management evaluations assure that efforts are carefully planned and implemented ro meet company standards. Specific goals and ro ta! performance are periodi­ cally reviewed ro maintain quali ty­ conscious systems and services. Results of this approach indicate a significant increase in producti vity, effi ciency, and quality. Allied-Signal recognizes that a commitment to continuous quality improvement is essential in main­ raining irs competitive advantage in the aerospace marketplace.

UNITED TECHNOLOGIES PRATT&WHITNEY

At Pratt & W hitney, the Operator Certification (OpCert) p rogram places ownership of part quality and pride in workmansh ip at the manufacturing level. An operation or p rocess being considered for OpCert applicati on must be thor­ oughly evaluated to ensure all tools and gauging are adequate to per­ form the job. Through weekly meetings, the Product Integrity Council improves customer I supplier relati onships and shows impressive results in the war on reducing nonconformances. The Manufacturing Corrective Ac tio n Board effectively obtains correcti ve action wi th the help of teams of experts fro m all disciplines. The elevation of unresolved p rob­ lems to a higher level of manage­ ment and the method of reporting and tracking nonconformances also make the board effective. Q Plus is a process that p romotes a quali ty cul ture based on the fun ­ damentals of conformance ro re­ quire ments, prevention, doing it ri gh t the fi rst ti me, measurement, customer/sup pl ier partnershi ps, and continual improvement. E-Systems li E-SYSTEMS ~~~Rockwell • .,.~ International E-Systems, Inc. , has initiated a trol refines the quality program by Rockwell International Corpora­ • corporate-wide total quali ty pro­ analyzing results of the Discrepancy tion's basic written policies require gram based on prevention of dis­ Data System and other data to facili­ a Product Integrity Program which I crepancies. Several elements of thi s tate process improvement. The effi­ ensures no compromise in quality, initiative are in place. The Discrep­ ciency of procedures and manage­ reliability, or safety of products and ancy Data System reviews and ana­ ment acti ons is continually ve rified services. The program emphasizes I lyzes inspection reports to locate through periodic internal audits, error preve ntion and promotes potential problems and provides a and upper management assures continued quality improvement. basis for subsequent preventive that correcti ve acti ons are taken. Through encouragement and sup­ I measures. Statistical Process Con- port, it offers each individual an opportunity to contribute to the im­ provement of products, processes, and services. Rocketdyne Division's manage­ ment philosophy and practices integrate producti vity improvement and quality enhancement (PIQE) into design, manufacturing, testing, and all administrative and support activities. The division strives to improve product integrity through PIQE teams and discipline in design , workmanship, and process con­ trols. Recogn izing the critical nature of its products for manned space Oights , the company's commitment is to provide products that perform right the first time, every time. 8 ~lockheed

Lockheed Corporation's quality policy is to provide customers with products and services that satisfy their quality expectations. This pol­ icy is implemented by each com­ pany and division through quality strategies tailored to customers, products/ services, employees, and work environments. Basic concepts in support of the policy and strate­ gies are employee awareness, com­ mitment, and involvement in the quality improvement process; internal-external customer-supplier relationships; and direct supplier involvement. All functional areas are involved in the pursuit of quality improve­ ment, customer satisfaction, and re­ ducing the cost of quality. The qual­ ity strategies are an integral pan of the corporate and company business strategies. The corporate-wide qual­ ity improvement process is termed "Star Quality," but each company/ di vision has its own unique pro­ cess. For example, at the Lockheed Aeronautical Systems Company­ Georgia Division, it is the "Total Quality Improvement Program," while at the Burbank Division, it is "Product Excellence."

Over the years, a concern for quality at IBM Corporation has led to the Pursuit of Excellence pro­ gram, consisting of a corporate vice president of quality and a quality director at each division; quality principles, including one which states that no level of defect is acceptable; Quality Councils, com­ posed of upper-level managers; and more than 750 Quality Improve­ ment Teams. The present company-wide Quality Focus on Business Process (QFBP) seeks to improve the opera­ tional efficiency, effectiveness, and adaptability of IBM processes, con­ sistent with the needs and require­ ments of customers. QFBP is find­ ing ways to streamline activities, simplify procedural control, reduce bureaucracy and redundancy, and improve quality. In some areas, there has been more than a 50-percent reduction in the number of proce­ dures. The ultimate aim of QFBP is to achieve a defect-free operation. Raytheon

Raytheon Company's Product Assurance Inspection Reporting System (RayPAIRS) and the Product Assurance Test System (Ray PATS) are two real time, on-line monitor­ ing systems that find problems and deviations from the norm as they occur. Data is usually supplied to RayPAIRS wi thin 15 minutes of inspections, giving work-center staff the ability to monitor the data throughout the day. With Corrective Action Notifications, rhe system shows potential problems with parts, lots, or processes; it requires responses and keeps on-line delin­ quency fil es which reinforce the need for quick corrective action. RayPAIRS provides standardized summaries, including historical data, that highlight processes and parts needing attention to quali ty. It also plots charts that portray the quality trend to the operators in work centers. RayPATS is an automated test­ reporting system designed similarly to RayPAIRS. A quality control oriented software system, it finds problems in electrical rest areas quickly and precisely. Ray PATS meers its goals through continuous analysis of rest data by part number, work station, and equipment.

GENERAL OYNAMICS

General Dynamics Corporation was one of the first defense contrac­ tors to implement a formal, struc­ tured quality improvement program in response to the government's request at the first Bottom Line Conference. This government­ sponsored forum mandated top quality in the aerospace and defense industri es. Due to irs outstanding quality record, General Dynamic's Fort Worth Division was assigned to kick off the program in 1981. Corporate-wide application began in 1982. Program applications re­ duced scrap, rework, and repair (SRR) to 3.3 percent in 1984 from 7.9 percent in 1980. AlA survey data continues to show General Dynamic's SRR rates among the lowest in the aerospace industry despite ever-increasing product sophisti cation, complexity, and model variants. Program success is chi efly due to emphasis on mea­ surable goals, management com­ mitment, employee awareness, and intensive training.

Raytheon Boeing

ADVA~C(D UCH~OLOCI(S/ UCH~IOU(S • • •

"Nothi.ng is more important to Boeing than quality. HOEING All our effo rts are directed to ensuring not only the quality and Boeing Aerospace scientists are integrity of our products, but to improving all our proc esses, from using computed-tomography scan­ • design thro ugh manufacturing, as well. ners to analyze characteristics of I From top to bottom, Boe ing is committed to quali ty improvement." materi als. Used by hospitals to de­ tect tumors and other diseases, at • Fra n!? Shro nl z, Boeing these machines identify Chairman and Chi efExeculi ve Officer, variances in the density of light­ The Boe ing Compm1y weight materi als bei ng produced for space use. These density variances, caused by the way the material goes together, are not predictable. Al­ though the production process is the same, each piece needs to be analyzed. The scan shows potential fl aws and the strength and heat resistance of materials.

ll Ultrasonic inspection is nore­ wonhy at Lockheed's Georgia Divi­ sion. Used in the production of C-130 and C-5B assemblies, the system capabilities include scan rates of 15"/ second, automated setup and scan plans, and color display and plorting of inspection results. Infrared thermography en­ ables characterization of the resin systems used ro establish cure cycles, leading ro control of the manufac­ turing process and improvement in product quality. At the Lockheed Missiles and AiEr:f.OJCT Space Company's Space Systems GiENiEi=\4l Division, the Solar Array Module In­ frared Inspection System verifies on Ae rojet Solid Propulsion Com­ a near real-time basis the integrity pany's unique Fourier Transform of solar cells and the interconnect­ Infrared (FTIR) system uses compu­ ing circuitry weld joints and pro­ ters ro analyze the physical and vides a printour for later evaluation. chemical propenies of mi xed pro­ The Research and Development pellant. It is faster and more accu­ Division's High Energy Real Time rate than con-ve ntional testing, and Inspection System (HERTIS) is used it gready reduces cost. The system is commercially and by the Navy on pan of a new, continuous-mix pilot the Trident I program. X-ray energy plant-the only one of its kind. Ir is converted to visible light via a makes on-line, real-time propellant Lockheed-patented conversion inspecrion possible for the first time screen, then viewed by a high­ in the indusrry. sensitivity video camera. Aerojet has also pioneered ad­ vanced Computed Tomography (CT) inspection. CT can locate and determine the size of many critical anomalies in solid rocket moror Advanced speech-recognition components. One CT system can technology is utilized at Hughes inspecr fully loaded morors like the Aircraft Company. Inspectors on Peacekeeper and Minureman that the production line use a vo ice are up ro 100 inches in diameter input system to describe problems and weigh 55 ro ns. The next ge n­ in plain language to a personal eration CT -based Advanced Rocket computer. Since the inspectors ozzle System is providing more keep eyes and hands on the prod­ reliable image analysis faster and at uct, it is estimated that paperwork Jess cost. :I) HARRIS will be reduced 80 to 90 percent and typing errors will be eliminated. Computer-aided engineering Circuit cards for the infrared­ I and manufacturing tools have guided Maverick missile pass brought engineers into the man­ through a sophisticated wave solder ufacturing process at Harris Cor­ machine at Hughes' missile manu­ I poration. In the past, little thought facturing facility in Tucson, Arizona. was given to the "manufacturability" The computer-controlled soldering of the product. Now, with advanced equipment, part of a $250 million I computer hardware and sofrware modernization program, is pre­ engineering tools, all of the initial programmed to recognize each product and system design work is assembly and precisely adjust heat I captured and emered into the sys­ and solder levels. tem. Engineers have access to "on­ Engin eers at Hughes' micro­ line design" and the capability of I electronics facility perform fin al rapid visual "what if" modeling and design check of the layout of a logic simulation. large-scale integrated circuit. It =r:jlockheed Harris believes th at the combina­ I combines analog, digital, program­ tion of computer-aided tools,just­ mable memory circuits and built-in Areas of concenrrati on in quali ty i.n-Time production techniques, test pads. Ongoing improvements technology at Lockheed Corpora­ and people-drive n quali ty improve­ in equipment, environment, per­ tion include robotics/auromation, ments will sign ificantly speed up sonnel training and process con­ computer vision, infrared in spec­ the design-to-manufacture process. trols help the company meet the tion, CCMM/ CADAM , elecrronics demands imposed by ex tremely testing, non-destructive evaluation, hi gh circuit densiti es and precise process control, composites, and mask-making and fabrication l2 environmental stress screening. requirements. "Bell Helicopter Textron is dedicated to providing prod­ GENERAL OVNAMIC:S ucts and services that satisfy Among the advanced techniques the requiremen ts and expec­ at General Dynamics Corporation, tations of the us er, both inter­ robotics is employed at the Fort Worth Division. On F-16 assem­ nal and external, in a timely blies, robots complete complex manner and at a cost that drilling and countersinking tasks, represents excellent value. We gauge holes for rivet grip lengths, II are committed to excellence apply sealant, install the correct­ length rivets, and shave the ri ve t I and shall strive to do our jobs stems. right the first time." One robot, the Canopy Drill/ • Countersink Robot, is mobile and L.M. Horn er able to operate unattended for up to Pres ident General Dynamics 18 hours. Working along a 50-foot Bell Heli cop ter Textron track, it performs tasks that would normally require three immobile robots. Automated inspection devices also keep pace with highly ad­ vanced manufacturing technology. iini•H:I Automated theodolites are used for tooling inspection and acceptance, Textron Defense Systems takes by the Air Force Ballisti c Missile computer-driven CATIA panels are pride in its Realtime Radiographic Office for production acceptance of used for surface geometry extrac­ Inspection System. It consists of a two radiographic techniques: bond tion, and two-dimensional non­ l60KV Beryllium Window X-Ray line inspection of carbon phenolic contact measuring devices are used system, Lead Enclosure, and Im age heatshields to aluminum substruc­ to inspect sheet metal. Amplification System, with Digital tures for the Peacekeeper Re-Entry Image processing capabilities. An Ve hicle, and in-process inspecti on additional feature is a 3/4" video tape of 3D Quartz Antenna Preforms for for storage of radiographic images. mi ssing elements. The system has been approved Textron IBM _ MaRroN THIOKOL. INc. 1 Aerospace Group

Ar Monon Thiokol's Elkron Divi­ The Qualiry Technology Center ar In a program sponsored by rhe sion, small components and large •GE Aircraft Engines' Eve ndale, Ohio, Department of Defense, IBM Cor­ rocker mowrs are examined in rhe faciliry works to meet customer poration has produced the first full y real-rime radiographic inspecrion needs through support of engines tested and functional .5-micron faciliry. A Varian L-3000A Linear in the field , through development of Very High Speed Integrated Circuit accelerawr and Siefert 420 KVCP advanced non-destructive evalua­ (VHSIC) chips. The chips are rube are used interchangeably with tion (NDE ) technologies, and 5.5 x 5.5 millimeters and contain Lockheed's HERTIS (High Energy through inspection automation. In 37,000 equivalent logic gates. Be­ J Real Time Inspection System) imag­ devising new ways to assure higher cause ofVHSIC technology, archi­ ing system. An image intensifier qualiry engines at lower cost, rhe tectural design and development • camera assembly allows for image Center advances visual inspection concepts previously thought im­ acquisition in the low-energy spec­ automation, infrared technology, possible can be accomplished, rrum. A compmer-slaved, three-axis composite qualiry technology, and resulting in improved scheduling, • posirioner with a 20,000-pound metallic qualiry technology beyond cost, qualiry, and reliabiliry in a capaciry manipulates rhe rest item . the state of the art. variery of defense systems. • At rhe Strategic Operation Divi­ Advanced technologies in NDE IBM is building a family of sion, the on-line HMX Particle Size development include acoustic .5-micron chips for defense-related Analyzer is a major advancement in microscopy, precision robots, applications. VHSIC technology is • the grinding industry and in parti­ microfocus radiography, compmer­ in use for the development of the cle size measurement. It is unique ized ultrasonic testing, acoustic Common Signal Processor, an all­ in rhar it allows an auwmared as­ VHSIC, Ada-programmable data I emission and holography, plus sessment of rhe pan icle size of eddy current and laser metrology. and signal processor rhat can pro­ ground HMX oxidizer, a critical Visual inspection automation at vide supercomputer-like perfor­ mance. Additionally, IBM offers I component of many solid rocker the center is breaking new ground, propellants, while the material is and infrared technology is being software design tools and operating being ground. It uses a probe-rype used for in-process as well as final systems to allow rapid protoryping sampler rhar transfers rhe material inspection of engine hardware. and implementati on of VHSIC tech­ through a stati c-free air line ro a nology into complex weapons Micron Control analyzer, which systems. allows rhe operaror ro continuously moniror rhe output of the grinding operation.

"Pretty good is not good enough. Must be the best, must look like the best." "We need to build on our improved performance and dedicate ourselves to the concept of continuous improvement in every area of our operations." James R. Nelson, Manager Evendale Quality Operation GE Aircraft Engines

"In this time of radical change, the margin for error shrinks as fast as customer expectation grows. We must not only be first in tech­ nology; we must also be first in quality." Mo n on Thiokol Gerald W Ehher IBM Vice President and President, Systems Integration Division

14 Westi nghousc

@ Westinghouse

Westinghouse Electric Corpora­ tion controls quality by imbedding computer-integrated manufacturing (ClM) and other advanced technol­ ogies into processes throughout the product cycle. Expert systems and computer simulation help prevent design !1aws before prototype pro­ duction. The No nconformance Re­ porting System collects, analyzes, and reports product quality infor­ mation at hundreds of on-line computer stations from purchased components to fin al system test. Machine vision systems monitor and control the quality of input materials and assembly processes. Westinghouse has developed so­ phisticated vision controllers for component placement robots to compensate for misaligned leads and to avoid costly rework.

LTV

15 Raytheon Company's Environmen­ testing on coaxial and twisted-pair tal Stress Screening CESS) process is cables. Rack assemblies receive applied to all missiles and ground temperature-cycling, vibration, and equipment. New equipment is continuity and leakage testing. temperature-cycled fo r 15 cycles Fi nall y, the complete end item re­ at a 15 degrees C/min. rate of ceives ten cycles from - 4 3 degrees change. Then all modules are elec­ Celsius to 50 degrees Celsius at a trically tested at room temperature, one cycle/day rate (i ncluding four and a sample is tested at hi gh and hours at the tem perature extremes). low temperatures. Cabl es are The equi pment is run during the temperature-cycled and tested for heat-up and hot pan of the cycles If continuity and insulation resis­ a fa ult occurs, the test is halted and tance. Time-Domain Reflectometry the fa ult is fi xed. The operati on is is used fo r additional integrity- continued until the cycle is fault free. 16 "Quality depends on many things. Simple things. Funda­ mental things. Quality de­ pends on the best people; the best designs; using the best materials and components; an extra measure of research, development, and testing; and attention to details. It cannot be inspected into a product or added later. Dedi­ cated people must build it in at every step. Quality has long been the drivingforce at Raytheon. It is our most important char­ acteristic, and it is what uni­ fies us as a company. To our customer, quality is simple. It is a product that works as the user expects it to when the user needs it." Thomas L Phillips Chainnan Raytheon Company

''The absolute best business practice is to establish a qual­ ity culture that makes contin­ ual improvement the way to create greater value for the customer" Karl M. Thomas Pres ident -l\1an!lfacturing United Tec hn ologies PrattE_., Whitney Corporation Raytheon

UNITED TECHNOLOGIES mPRATT&WHITNEY Automation in eddy current, finished configurati on, and a means ultrasonic, and fluorescent pene­ of storing the data on computer trant inspection operations has im­ storage disks. Presently, parts are re­ proved reliability of aircraft engines viewed by the inspector only when manufactured at Pratt&: Whitney. the results are nonconforming. Automation of ultrasonic inspection Pratt&: Whitney has implemented has all owed automati c scan plans new technology in the area of laser for sonic configurations, automati c holography. This technology is used analysis of the data by the compu­ to check for dis-bonds between an ter, display of the data relative to the appli ed materi al and its base. STATISTICAl PROCESS CONTROl [SPC] •

mHARRIS ~lockheed

At Harris Corporation, SPC meets At ITT Avionics, the SPC program Statistical methods are used by all internal requirements to assure that is ori ented toward the operator, Lockheed Corporation companies all end users will be satisfied. Mana­ who collects data to identify spe­ and divisions to varying degrees, gers and wo rkers become mutual cific causes of process variati on and especially in the analysis of non­ support teams using simple statisti­ establish control by eliminating the conformance and quality cost data. cal methods to define problems, sources of variation. The operator is CalComp and Sanders are using measure progress, and produce the key member of a process im­ several forms of statistical control hard evidence of bottom-line provement team that includes charts internally, and externally results. engineering, quality control, and with suppliers, as an integral part of Harris participants quote the supervisory personnel. their World Class Manufacturing numbers with pride: An advanced part of the program and Centers of Excellence pro­ • ln a semiconductor manufac­ is the use of Taguchi methods of grams. These tools are used by turing process with a baseline statistical design and analysis. The operating and management per­ of 100, output we nt from 80 to methods optimize production sonnel in conjunction withjust-ln­ 177 in less than one year-a processes and product design by Time, Dock-To-Stock, Total Quality doubling of manufacturing minimizing sensitivity to all exter­ Control, and Total Preventative capacity with no capital in­ nal noise and manufacturing varia­ Maintenance programs. The results vestment and no additional tion fa ctors. are a reduction of inve ntory, short­ personnel. Benefits derived from SPC range ening of manufacturing span times, A 75-percent reduction in from dramatic reduction in defects, reduction in manufacturing and in­ rework of semi conductor I scrap, and rework to increases in spection costs, and an increase in prod ucts was achieved over efficiency, productivity, and prod­ product quality. the same period. uct quali ty. The program facilitates At the Lockheed Missiles and I o In Harris Government Systems communication and creates an en­ Space Company, Missile Systems Sector, SPC and problem­ vironment of teamwork within Division, the use of statistical meth­ solving techniques such as organizations. ods is extensive on the Trident II I Pareto analysis, cause and ef­ f1 eet balli stic missile program. The fect analysis, brainstorming, fo cus is on process control. The use and functional analysis have of f1ow diagrams, fa ilure modes and I contributed to savings in ex­ effects, correcti ve action analyses, cess of $20 mill ion over the last and product-process matri ces re­ three years through improve­ sults in the identifi cati on of critical ments in inventory, accounts process parameters which are th en payable procedures, and re- subj ect to statistical control. lB pons management. Raytheon

SPC is receiving company-wide attention ar Raytheon Company. Last year rhe corporate position o f Director of Statistical Analysis was created to give additional thrust to Raytheon's multi-divisional SPC initiative. Corporate-wide Product "Quality today means satisfy-_ Assurance Ma nagers' Meetings have advanced the laresr initiatives in ing the customer's expecta­ SPC activity. Extensive SPC training tions in terms of performance, is under way in many manufactur­ reliability, maintainability, ing acti viti es. Several divisions have delivery, and cost. Quality is advanced programs, and, wi th thor­ ough corrective acti on, they have the key to productivity, and been able ro reduce scrap and re­ results from a marriage of de­ work as well as increase in-process sign and manufacture. Capi­ yields. Raytheon recognizes rhe syner­ tal investment by Morton gism rhar accrues from harmonizing Thiokol in engineering, engineering design with manufac­ automation, and statistical turing technology through the ap­ process assessment is con­ plication of transition techniques. SPC is a key ingredient to ensure tributing to the assurance of rhar manufacturing yields achieve quality in today's aerospace rhe anticipated thresholds expected products. " by design and manufacturing pro­ fessionals during the development U.E. Gan-ison phase of a program. Iris this close Vice President, attention to good manufacturing Aerospace Group practices and transition fundamen­ Morton Thiokol tals that achieves desired obj ectives in quali ty and reliability.

MOIUON THIOKOl. INC. I Aerospace Group

SPC at Mo n on Thiokol Aerospace Gro up's Strategic Operati ons ex­ rends from the fl oor to engineering, and through rhe ranks of upper management. Measured character­ isti cs are maintained in a data base capable of being extracted at any of­ fi ce or work stati on, in the form of a statistical control chan . Operators, engineers, and managers therefore "Quality doesn't increase share a common data base for iden­ cost - it decreases it. Quality tifi cation of trends or confirmation is of process stability. pe1jormance in any job When immediate visib ili ty is re­ translated into lower costs, qui red, on-line control charts are reduced cycle time and im­ maintained for assessment and proved customer satisfaction." adjustment of critical processes. The system ar Strategic Opera­ john T Hartley ti ons has resulted in a substantial Cha irman, reduction in nonconformances. President & Chi ef Executive Officer Major new programs now in devel­ Harris Corporation opment have achieved a rare of less than four-tenths of a nonconfor­ 1 I 1 mance per year of labo r. ~ • Morton Thiokol

19 IWARTIN IWARIETTA

Using a theme of"Do it right the first time" and preve ntion-based instead of detection-based quality, Martin Marietta Corporation has established process controls that approach error-free performance. Processes that have been certified to produce products well within tolerance limits have reduced the need for final product inspection. Only the process control charts­ demonstrating that the process was under control for the key character­ istics of the product-need to be reviewed to guarantee that a proper product is being built. Control by the worker has resulted in reduced costs because of less activity from production control, quali ty engineering, and the other quality control organizations.

Ma rtin Mariett a

At its Hooksett, N.H , facili ty, GE fil e by work station, drawing num­ •Aircra ft Engines uses SPC in the ber, characteristic, and date milled. complex producti on ofblisks, com­ It then calculates critical data for ponents in compressor rotors used the process control tolerancing. If on T700 and CT7 helicopter en­ critical conditions are not met, the gi nes. SPC toleran cing allows realis­ system warns engineers who can tic d rawing li mits to be applied determ ine if the process is out of when process capability is known control and if the work stati on must and p roven to be stable. The com­ be shut down to begin a corrective plex ity of th e process demands 540 acti on program. control charts that must be gener­ Automated SPC has reduced ated and monitored . An on-li ne scrap and rework, improved quali ty computer-aided stati stical process and throughput rates, reduced di­ control system (CASPER) was devel­ mensional variation and the num­ oped to perfo rm the functi ons auto­ ber of di screpant characteristics, maticall y. CAS PER software builds a and saved money. 20 @ Westinghouse

At Westinghouse Electric Corpo­ ration, statistics are no-nonsense tools for a rough business environ­ ment. Widespread applicati ons are critical to promote quality aware­ ness, problem prevention, and pro­ cess enhancement. Eve n before pre-production runs, the VHSIC process development ream begins statisti cal analysis of alternative cir­ cuit designs and advanced assem­ bly technologies to optimize pro­ ducibility. For production, statistical controls have been imbedded wi thin automated assembly equipment to achieve design tolerances beyond the limits of human capab ility.

GENERAL DYNAMICS •

SPC is receiving a corporate-wide thrust at General Dynami cs Corpo­ ration. The program will encompass all fun ctions and wi ll be operated by • committees to ensure uniformity and proper documentation of resultant cost savings. • At most Ge neral Dynamics divi­ sions, SPC is being incorporated in I two phases. First, quali ty personnel train employees in techniques, per­ form initial capability studies, and determine the number and types of control charts. In the second phase, the program is turned over to the applicable line fun cti on for con­ tinuous operati on. The Fort Worth Division has as­ sumed the lead ing role within the corporati on for the vari ability re­ duction process (VRP) , which is a cornerstone of the U.S. Air Force's reliability and maintainabili ty 2000 Initiati ve. VRP integrates SPC with off-line methods such as Taguchi analys is techniques and quality fun cti on deployment ro design reli able products and capable manufacturing processes that are fully responsive to cu tom r requirements. 21 inghousc "Continuous improvement is the mark of a successful company. Statistical process control and employee involvement are the keys to successful improvement efforts atE-Systems, Greenville Division." TRW B.D. Cullen Vice President and General Manager E-Systems, Greenville Division

AcROJCT GcNc"IIL

Aerojet ElectroSystems Company developed a computer-assisted data acquisition and trend analysis sys­ tem that provides an early alert for defe~t and failure rrends during the manufacture of complex microcir­ cuit components. The computer rracks test station results, pass/ fail results, failure symp­ toms, replaced parts, defects per unit, and performs hundreds of ana­ lytical operations- wi thin seconds. The result is a system that pro­ vides management wi th such a high degree of performance predictabil­ iry that corrective action can be ordered in near real-time.

IF E-SYSTEMS

The basic tenets of SPC at E-Sys tems, Inc., are: internal and external customers have a right to expect qualiry products and ser­ vices; each phase of a process has a customer-the next phase of the process; SPC is the primary tool used to measure and communicate the reliabiliry of each process; and all workers and all systems should be able to perform their intended functions. There is an evolving commitment to the philosophy of Dr. W. Edwards Deming, including his 14 Points, and immediate, positive results have been seen. SPC promotes the development of people by encour­ aging them to exercise their leader­ ship and interpersonal skills as they are involved in individual and team improvement activities. Team mem­ bers and leaders include production employees, engineers, and vice presidents. Numerous improvements in qualiry, cost, and scheduling are occurring in manufacturing areas because of SPC. Aeroj et General 22 -- CONTROl Of PUR CHASm MATlRIAlS • •

"Our Quality focus is for con­ tinuous improvement of our systems and processes for the purpose of not only meeting our customers' specifications, but also of providing our cus­ tomers with the best reliability and maintainability that we can - and doing it at the lowest cost." Stanley C. Pace Chairman and Chief Executive Officer General Dynamics Corporation • • • General Dynamics • :;:)HARRIS • Because nearly 50 percent of a plier base, improved communica­ system's cost is driven by supplier tion of requirements, and improved performance, the internal continu­ performance feedback. It has also • ous improvement policy at Harris established the basis for long-term Corporation was extended to the relationships with criti cal com­ supplier community. modity suppli ers Suppliers dem­ • A supplier rating system, which onstrating consistent excell ence in qualifies delivery and product com­ performance will be targeted for pliance results, was established to certification. This program has al­ • guide source selection. The co ntin­ ready helped reduce the incoming uous review process has resulted in reject rate by 50 percent. a smaller but better-qualified sup- • • • • •

"Whether you're making a presentation, building a part, writing a report, or running a test, you are performing a value-added function. • ~lockheed Improvement in the quality ofyour value-added task is how you can play a daily role in the Total Quality Improvement Program." Lockheed Corporation suppliers L. A. Wilson are selected on the basis of perfor­ Director of Product Assurance and Safety mance and price, and an approved Lockheed Aeronautical Systems Company-Georgia Division • supplier must have a satisfactory quality rating. Quality surveys and audits of suppliers are performed • before and after contract awards. W hen dictated by product com­ plexity, Lockheed resident repre­ • sentatives oversee the quality systems at the supplier's facility. The Missile Systems Division • uses certified lines to control pur­ ch ases. Representatives at the sup­ plier's facility assure that conditions • and manufacturing processes are uniform at critical points in the fabncation cycle. This concept, Iii E-SYSTEMS • ori ginally used in the manufacture of semiconductors, is applied to all Control of purchases atE-Systems, tactical electronic devices in the Inc., begins with a review of contract Trident II program. Suppliers requirements and material requisi­ selected for the Dock-To-Stock tions to assure that all pertinent program at CalComp have their quality requirements are provided products shipped directly to the to suppliers. Although each division production fl oor, without the need of E-Systems has its own proce­ for receivi ng inspection or func­ dures for quality assurance of pur­ tional tests. chases, a common data base of supplier performance surveys is available for use. Each d ivision ex­ ercises its prerogative to rely on the data base or perform a separate sur­ vey for unique requirements. In ad­ dition, a vendor rating system is used to monitor performance to quality standards. Source inspec­ tion records, receiving inspection records, and manufacturing shop rejections provide data to evaluate suppliers and establish a closed­ loop corrective action system .

24 @ Westinghouse A rad ically new concept in d e­ sign fo r manufacturability electroni­ cally links Westingh ouse Electric Corporati on d esigners v.;ith sub­ contractor manufacturing equip­ ment. Computer representatives of mating and moving p arts are d e­ signed and tested in a software en­ "Total quality is performance vironment call ed a solid modeler. The solid modeler warns design ers exce11ence in assuring cus­ of potential fitting interference tomer satisfaction. .. . It is problems on subassemblies and the focus of everything that finish ed h ardware. Electronic d e­ we do." sign data from the modeler is fed directly into the subcontractor's R. A. Linder machine tool, eliminating drafting, President data input, and programming Electronic Systems Group errors. The Coronet Prince Electro­ \Vcstinghouse Elcct1·ic C01poration op tical Countermeasure System used this approach on machined pan s wi th clearances and tolerances as small as rwo ten-thousandths of an inch . Every moving p an op er­ ated without interferen ce in th e first assembly ever built. \Vcstingho usc "It is our policy to promote pride and excellence in each employee's performance and to deliver products and ser­ vices which conform to the re­ quirements of our customers." Billie M. Smith President LTV Aircraft Products Group

LTV Aircraft Products Group con­ trols supplier quali ty with the aid of data in a real-time, computerized system. From the data, supplier­ performance reports are generated as necessary, but they are evaluated at least annually and a fi ve-year his­ tory is maintained. Reports identify open or overdue actions, repetitive problems, and corrective actions. Purchase orders, also in the com­ puter system, will not be placed with suppliers who fail to provide appropriate corrective action. The Supplier Performance Im­ prove ment Program is LTVs way of rating suppliers as a ratio of dollars lost (resulting from defecti ve mate­ ri als, products, or services) to dollars spent. These fi gures are used to ad­ just the supplier's quote for new orders. LTV gives certificates of achievement to suppliers with zero dollars lost. Since 1981, there has been a reduction of 56 percent in average dollars lost. Presently; 99.7 percent of suppliers' materi als are acceptable.

~~~Rockwell "'•~ International

Rockwell lnrernational Corpora­ and ve ndor personnel, awa rds, • tion has increased producti vity and posters, and other com municative supplier perfo rmance by developing materials. Speakers at conferences a method of measuri ng that perfor­ include Rockwell executives and • mance and using data to motivate employees, leaders of major govern­ suppliers. At the core of its program ment programs, and astronauts. is the use of Quality Cost Indexes Various recognition programs and • that re fl ect the true cost (including awards provide performance feed­ nonproductive costs) of buying back to suppliers. Documentation from a specific suppli er. sh ows an increase in the accep­ • The Rocketdyne Division moti ­ tance rate of first-time delive ri es in vates suppliers through con fe rences, all procured hardware and services. I workshops, teams of Rocketdyne Rockwell

26 •

UNITED AcROJCT TECHNOLOGIES GcNc"IIL PRATT&WHITNEY \ GcJ.cnnp l U \ 11'\' l

To improve its relationships wi th At Textron Defense Systems, Believing that quali ty starts with suppliers, Pratt & Whimey has a reliable suppliers are identified by communications, Aerojet Tech­ program called Supplier Teams. It ve ndor capability surveys. Success Systems Company instituted involves the creation of joint coun­ with printed wiring boards caused "Cross-talk" to exchange ideas and cils whose members include repre­ this program to be expanded to resolve glitches in procurement and sentatives from key suppliers and other products, resulting in im­ incoming inspection systems. Dur­ P&W purchasing, engineering, and proved hardware and better deliv­ ing Phase One, materiel personnel quali ty assurance departments. The ery times. are taught the philosophy of quahty, members' collecti ve task is ro re­ A computerized system called quality requirements, and the nuts duce supplier nonconformances. Dock to Stock keeps track of all in­ and bolts of the quali ty system. Dur­ Parmers in Performance is a pro­ coming materials and their inspec­ ing Phase Two , quality and materiel • gram to make suppliers aware of the ti on instructions. The system allows representatives go to suppliers to importance of their work to the instant access to inspecti on in struc­ explain how Aerojet does business. overall performance of the end tions by simply entering a part With the goal of improving the • product. Day-long seminars that number. quality of incoming hardware, Aero­ include VIP treatment, customer The surveys and Dock to Stock jet feels that "Cross-talk" will reduce pilots, quality assurance, purchas­ system are integrated with ve ndor discrepancies and costs. ing, and supplier manage ment surve illance and line-failure and Aerojet Ordnance Company's impress on all supplier personnel field information to form a basis for Certified Supplier Program involves the necessity of "Quali ty First." the vendor rating system and the an on-site survey of a potential self-release program. The self­ supplier's production quality capa­ release program minimizes inspec­ bilities and requires an approved tion for qualified ve ndors while still SPC plan. After a 100-percent qual­ Raytheon assuring the quality of the product, ity conformance rare for a six­ thereby reducing costs. month period, the subcontractor Raytheon Company purchases Bell Aerospace Textron maintains can qualify as a Certified Supplier. parts and material exclusively from an integrated quality data base on Subsequent lots are accepted on the qualified ve ndors. Before a ve ndor all purchases. It consists of an basis of inspecti on and statistical can become qualifi ed, a pre-award approved supplier list, supplier evi dence that the manufacturing survey is conducted. It ensures that performance histo ry, source accep­ processes are in control. After a Quality Control System, commen­ tance data, and on-site survey re­ monitoring and evaluating their surate wi th the complexity of the sults. Only suppliers with a con­ performance, Aerojet formally and item to be supplied, is in place, and tinuously acceptable quality level of publicly recognizes the achieve­ that the resources and experience performance are selected. ments of its suppliers. required to produce the item are available. To fully benefit from this source selection process, Quali ty Control maintains a Qualified Vendor List (QVL) which is provided to the Pur­ chasing departments. In addition, Quality Control reviews all purchase requisitions and purchase orders to ensure compliance with the QVL. One of the unique tools Raytheon uses is a company-wide method for conducting Vendor Quality Systems Surveys (VQSS). A corporate policy spells our an approach whereby periodic vendor surveys ensure no degradation in a supplier's perfor­ mance has occurred , even though the problem might not have been identified during incoming inspec­ ti on. Using a common survey form , one audit serves the requirement Tex tron for all Raytheon needs. The results of the audit are centrally managed and the informati on is avail able to all Raytheon manufacturing activities.

27 "We're committed to a company-wide process to improve the quality of our work across the board. We realize that yesterday's standards of quality aren't good enough today and to day's won't be good enough tomorrow- and we understand Secretary Carlucci when he says, ''The DOD budget leaves no room for solving problems that flow from poor quality."

john O'Brien Chairman and Chief Executive Officer Grumman Co1poration

Grumman GRU,MM AN Six thousand Grumman Corpora­ on a rework target derived from the tion manufacturing people now previous year's performance . When participate in a program called a team performs at a rate better than Master Craftsmanship. They are its target, the members divide 25 organized into teams that compete percent of the savings among fo r prizes based on their perfor­ themselves. mance again st monthly defect re­ In 1987, the winning team saved duction goals. Additionally, teams $133,600 in rework, and the team compete for annual awards based members split $33,400 after taxes.

30 Acn.CJci GcNc~L GENERAL DYNAMICS -\ GENC.onP t 11 \11 ' ''' Employee-suggested Oi ers, At Aerojet TechSystems Com­ posters, brochures, and slogans are pany, a creati ve , moti vated , prop­ used at General Dynamics Corpora­ erly trained work .force is the key to ti on to foster quali ty awareness. reducing product cost and improv­ Improved quali ty and productivity ing quali ty. In the company's Value are promoted through employee Ma nagement Program, employees participation in Cost Reduction receive value analysis training Initiati ves, Employee Suggesti ons, which they use to study product Good Design/ Fine Workmanship design, processes, and procedures. Awards, Value Engineering Change The value manage ment technique Pro posals, and related savings and identifies unnecessary costs and recognition programs. At the Fort focuses on removing these costs Worth Division, cost reductions from the product. "At Aerojet, each one of our saved $138 million during the first This organized approach enables 8,000 employees is a quality half of 1988, and employee sugges­ employees to identify and creati vely is tions saved another $7.9 million. solve problems while maintaining inspector. Each personally Intensive training, as an integral the overall obj ecti ves of reducing involved in constantly review­ part of the Quality Improve ment cost and producing a product that ing his or her own work as Program (QIP), is practi ced through­ retains or exceeds the level of qual­ part of Aerojet's company­ our the corporation. QIP was intro­ ity specified by the customer. In the duced to 118 executives during a first half of 1988, Value Manage­ wide individualized pro­ corporate-wide seminar conducted ment ideas yield ed $5. 1 million in gram. Our commitment is to by quali ty mentor Dr.]. M.juran. cost reducti ons for the Titan IV Pro­ provide the highest quality in This same training was then re­ pulsion Program alone. peated for top- and mid-manage­ all of our business segments, ment personnel. The training and our employees are well continues today through formal Iii E-SYSTEMS aware of that." classroom sessions, orientati on George Leisz programs, film and video presen­ In addition to excellent benefits, Pres ident tati ons, task team meetings, and employees at the E-Sys tems Green­ Aeroj et Genera l quality awareness publicati ons- ville Division have numerous oppor­ all designed to promote a positive tunities to become true "E-Teamers." atmosphere for quality improve­ There is an outstanding Sugges­ ment among salari ed and hourly ti on Program. During 1987, 802 em­ employees. ployee suggesti ons were submitted , resulting in $369,000 in net savings. The company also recognizes sus­ tained perfect attendance, and it recognizes superior performers through the "E-Teamer of the Month" and "E-Teamer of the Year" programs. Quali ty Circles that meet on com­ AtE-Systems, a number of train­ pany time for one hour a week have ing courses are specifi cally designed produced tangible results for six to prepare employees for the work years at ITT Av ionics. One group they perform . The Leadership De­ revised a record-keeping system, velopment Program pro motes de­ another changed the method for velopment of employees with high testing printed circuit boards, and potential for future management another suggested revising a semi ­ roles. The Production Supervisors ri gid cable production method-all Course trains new supervisors in for a total savings of $424,000. management systems and the tech­ Intangible results are improved nical aspects of their enviro nments, morale, reduced employee turnover, and the Stati sti cal Process Control enhanced organizati onal communi­ Course all ows employees to study cations, and a work force that has leadershi p and management phi­ increased ownership and pride in losophi es as well as the stati sti cal its job methods for im proving operations.

31 Bell Helicopter's Quality Improve­ ment Process encourages participa­ tion through awareness campaigns, suggestion programs, and cost awareness initiatives. One of the most powerful means of improvement is Bell's use of Ex­ cellence Teams, which are based on the belief that individuals want to contribute to decisions that affect their work. Excellence Teams work to improve both administrative pro­ cesses and hardware products. Bell Aerospace Textron is fully committed to the importance of people in the quali ty improvement process. Employees grow in skills and knowledge through education and training. Current programs include personal computer skill s, hi-reliability soldering, microcircuit workmanship, and leadership training. Cooperating with local universities and community col­ leges, Textron offers graduate-level engineering and specialty courses.

UNITED TECHNOLOGIES PRATT&WHITNEY

The Performance Management, Recognition, and Rewards process, part of Pratt&: Whitney's Q Plus in­ itiative, is a collaboration between supervisor and employee to plan, monitor, and assess the employee's performance. The process supports individual development and re­ wards performance. Another program is Posi ti ve Em­ ployee Relations Leadership (PERL), designed to develop leader­ ship and participative manage­ ment. In the PERL culture, people see themselves as key to the overall success of the organization. Com­ munication lines are open; risk­ taking, candor, and teamwork are encouraged . AlA MfMB(RS

I I I ~

I.

• ••

• • • ••

I • • • • • • • • • • Aerospace Industries Association of America, Inc. 1250 Eye Street, NW Washington, DC 20005

Aerospace Industries Association