MIL-HDBK-965
APPENDIX B
j. IPT/team organizational structure that includes the prime contractor, subcontractors, customers, MPCAG, and parts manufacturers.
k. Elimination of non -value added tasks. l. Effective DMS management.
m. Open, ethical resolution of internal errors.
B.4 METRICS. By developing standard methods of measuring and documenting parts management excellence, achievement, and efficiency, an equitable measure in quality and quantity of earned incentives may be determined.
Some examples of metrics that accurately reflect the quality of a parts management program are:
a. Reduce life cycle costs.
b. Work hour savings/work hours avoided. c. Time reduced through automation.
d. Elimination of non -value added tasks.
Some metrics can be misleading and overstate gains or losses in the perceived quality of the parts management process. This is due to the numerous differences in contract types (e.g., engineering and manufacturing development, production, etc.), parts management options, level of technology involved, and other factors beyond the contractor's control. Some examples of metrics to avoid are:
a. Number or percentage of GFB parts selected.
b. Number or percentage of MPCAG recommended parts used. c. Number or percentage of nonstandard part requests.
d. Number of parts submitted then not used.
e. Number or percentage of disapproved parts.
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