Attachment 12_15R0010_QASP_29June17.pdf

Contract Number: TBD Date: TBD

Delivery Order/Task Order (DO/TO): TBD Unsatisfactory Marginal Satisfactory Very Good Exceptional

CPARS Group Task Objectives Acceptable Quality Level (AQL)

Applic Y N

Method of Surveillance 1 2 3 4 5

Quality of Product

#1

DEFECTS PER

MILLION

OPPORTUNITIES

(DPMO)

DPMO greater than or equal to

3.5 sigma X

Measures final quality based on opportunities for defects identified in production planning versus findings at

Government acceptance.

(Number of Defects x 1,000,000) / (Number of units x Number of

Opportunities)

DPMO less than 2 sigma

DPMO greater than or equal to

2 sigma and less than 3 sigma

DPMO greater than or equal to

3 sigma and less than 3.5 sigma

DPMO greater than or equal to

3.5 sigma and less than 4 sigma

DPMO greater than or equal to 4 sigma

(CPFF DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected with no additional fee

X

(CPIF DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected fee reduced by.5% for each instance

X

(FFP DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected with no change in price

X

(FPI DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected with no change in price

X

Delivery Order/Task Order (DO/TO): TBD Unsatisfactor y Marginal Satisfactory Very Good Exceptional

CPARS Group Task Objectives Acceptable Quality Level (AQL)

Applic Y N Method of Surveillance 1 2 3 4 5

Quality of Product

#2

PMP

PMP includes all 15 elements identified in the method of surveillance

AND

Demonstrates an innovative approach in at least one section

X

Government will verify the following at project plan review:

Correct revision of PMP

Referenced corporate and project documents are attached

IMS is included

Production Plan

- IDs Unit

- Includes layout with flow

- Procedures identified/developed)

Quality Plan

- Includes FAI Approach,

- Includes Receipt

Inspection approach

- Explains Supplier

Management/evaluation

- Procedures/Checklists identified/developed

- In Process QC checks identified/discussed

- Final QC checks identified/discussed

- Sampling Approach) identified

Risk

- Process developed

- Risk matrix developed

PMP includes 13 or less elements identified in the method of surveillance

PMP includes 14 elements identified in the method of surveillance

PMP includes all 15 elements identified in the method of surveillance

PMP includes all 15 elements identified in the method of

Demonstrates an innovative approach in on section

PMP includes all 15 elements identified in the method of

Demonstrates an innovative approach in two or more sections

(CPFF DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected with no additional fee

X

(CPIF DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected fee reduced by.5% for each instance

X

(FFP DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected with no change in price

X

(FPI DO/TO) REMEDY

FOR AQL PROBLEMS

Rework until corrected

CPARS Group Task Objectives Acceptable Quality Level (AQL)

Applic Y N

Method of Surveillance 1 2 3 4 5

Schedule #1

% ON TIME

PRODUCT

DELIVERY

Greater than or equal to 96% on time product delivery X

Based on meeting the milestone called out in an IMS: Number of "on time" deliveries /

Number of total deliveries

Customer requirements changes affecting schedule will prompt an acceptable schedule shift.

Contractor will be measured based on meeting the new %

ON TIME PRODUCT

DELIVERY milestone date.

In the case that a

PRODUCT DELIVERY

milestone date(s) changes due to contractor causes, the contractor will be measured against the original PRODUCT

DELIVERY milestone date(s).

Less than 90% on time product delivery

Greater than or equal to 90% on time product delivery and less than 95% on time product delivery

Greater than or equal to 95% on time product delivery and less than 96% on time product delivery

Greater than or equal to 96% on time product delivery and less than 99% on time product delivery

Greater than or equal to 99% on time product

(CPFF DO/TO) REMEDY

FOR AQL PROBLEMS

PCO to negotiate "consideration" to reduce adverse impact to mission

X

(CPIF DO/TO) REMEDY

FOR AQL PROBLEMS

PCO to negotiate "consideration" to reduce adverse impact to mission

X

(FFP DO/TO) REMEDY

FOR AQL PROBLEMS

PCO to negotiate "consideration" to reduce adverse impact to mission

X

(FPI DO/TO) REMEDY

FOR AQL PROBLEMS

PCO to negotiate "consideration" to reduce adverse impact to mission

CPARS Group Task Objectives Acceptable Quality Level (AQL)

Applic Y N

Method of Surveillance 1 2 3 4 5

Cost Control #1

OVERALL COST

VARIANCE

Less than or equal to 100% of target cost

Round to closest %

X

(Planned Material costs - Actual Material costs ) / Actual Material costs (for a reporting period)

Greater than or equal to 105% of

Greater than 100% of target cost and less than 105% of target cost

Less than or equal to 100% of

Greater than or equal to 95% target cost and less than 98%

WITH

Justification of cost-savings improvements to project

Less than 95% target

WITH

Justification of cost-savings improvements to project

(CPFF DO/TO)

(CPIF DO/TO) X

(FFP DO/TO) X

(FPI DO/TO) X

Contract Number: Date: TBD

CPARS Group Task Objectives Acceptable Quality Level (AQL)

Applic Y N

Method of Surveillance 1 2 3 4 5

Business Relations

Conformance to management system

No more than 1 minor nonconformances with the CAEI management system resulting in a corrective action

Number of nonconformances to the management system

2 or more major nonconformances with the CAEI management system

*A major non-conformance is one with systemic impact

1 major nonconformances with the CAEI

*A major non-one with systemic impact

2 or more minor nonconformances with the CAEI management system resulting in a corrective action

*A minor non-one without systemic impact

1 minor nonconformances with the CAEI management system resulting in a corrective action one without systemic impact

0 minor nonconformances with the CAEI one without systemic impact

CAEI Standard Monthly CPARS Draft Approval Document (CDAD) Contractor Number: TBD Delivery Order/Task Order Number (DO/TO): TBD

Reporting Month:

Date:

CPARS

GROUP

TASK

MONTHLY CONTRACTOR INPUT

CALCULATED

RATING

CONTRACTOR

INPUT

COR INPUT

RATIONALE COMMENTS

Quality of Product or Service

Quality of Product or Service

DEFECTS PER

MILLION

OPPORTUNITIE

S (DPMO)

DPMO greater than or equal to 3.5 Sigma

(Number of Defects x 1,000,000) / (Number of units x Number of

Opportunities)

DPMO < 2 Sigma = 1 DPMO > 2 Sigma & < 3 Sigma = 2 DPMO > 3 Sigma & < 3.5 Sigma = 3 DPMO > 3.5 Sigma & < 4 Sigma = 4 DPMO > 4 Sigma = 5

Measures final quality based on opportunities for defects identified in production planning versus findings at Government acceptance

(CPFF DO/TO) REMEDY FOR AQL

PROBLEMS Rework until corrected with no additional fee

(CPIF DO/TO) REMEDY FOR AQL

fee reduced by.5% for each instance

(FFP DO/TO) REMEDYFOR AQL

with no change in price

(FPI DO/TO) REMEDY FOR AQL

PMP

PMP includes all 15 elements identified in the method of surveillance

AND

Demonstrates an innovative approach in at least one section

(Measure based upon elements identified and innovative approach)

PMP includes <13 elements identified = 1 PMP includes <14 elements identified = 2 PMP includes <15 elements identified = 3

PMP includes all 15 elements identified & Demonstrates 1 innovative approach = 4

PMP includes all 15 elements identified & Demonstrates 1 innovative approach in 2 + approach sections = 5

Government will verify the following at project plan review:

Correct revision of PMP Referenced corporate and project documents are attached IMS is included Production Plan

‐ IDs Unit ‐ Includes layout with flow

‐ Procedures identified/developed) Quality Plan

‐ Includes FAI Approach, ‐ Includes Receipt Inspection approach

‐ Explains Supplier Management/evaluation ‐ Procedures/Checklists identified/developed ‐ In Process QC checks identified/discussed

‐ Final QC checks identified/discussed ‐ Sampling Approach) identified

Risk ‐ Process developed

‐ Risk matrix developed

(CPFF DO/TO) REMEDY FOR AQL

with no additional fee fee reduced by.5% for each instance

(FFP DO/TO) REMEDY FOR AQL

(FPI DO/TO) REMEDY FOR AQL

Documents

Weight of Documents Due Weight of Documents Delivered

% Weight of Compliant Documents

Schedule

% ON TIME

PRODUCT

DELIVERY

Greater than or equal to 96% on time product

(Measure based upon % of product delivered on time)

% OTPD < 90% = 1

% OTPD > 90% BUT < 95% = 2

% OTPD > 95% BUT < 96% = 3

% OTPD > 96% BUT < 99% = 4

% OTPD > 99% = 5

Based on meeting the milestone called out in an IMS: Number of "on time" deliveries / Number of total deliveries

Customer requirements changes affecting schedule will prompt an acceptable schedule shift. Contractor will be measured based on meeting the new % ON TIME PRODUCT DELIVERY milestone date.

In the case that a PRODUCT DELIVERY milestone date(s) changes due to contractor causes, the contractor will be measured against the original PRODUCT

DELIVERY milestone date(s).

(CPFF DO/TO) REMEDY FOR AQL

PROBLEMS PCO to negotiate "consideration" to reduce adverse impact to mission

PROBLEMS PCO to negotiate

(FFP DO/TO) REMEDY FOR AQL

(FPI DO/TO) REMEDY FOR AQL

COST

CONTROL

OVERALL COST

VARIANCE

(OCV)

Less than or equal to 100% of target cost Round to closest %

(Rounded to the closest %) CV > 105% of target cost = 1 CV > 100% BUT < 105% of target cost =2 CV < 100% of target cost =3 CV > 95% BUT < 98% of target cost WITH Justification of cost savings improvements to project =4 CV < 95% of target cost WITH Justification of cost savings improvements to project =5

(Planned Material costs ‐ Actual Material costs )

/ Actual Material costs (for a reporting period)

(CPFF DO/TO)

(CPIF DO/TO)

(FFP DO/TO)

(FPI DO/TO)

Business Relations

GOAL : No more than 1 minor nonconformance (NC) with the CAEI management system resulting in a corrective action

((Measure based upon Nonconformance(s))

Number of nonconformance (NC) to the management system

2(+) major NC with the CAEI management system =1

Conformance to management system

1 major NC with the CAEI management system =2 2(+) minor NC with the CAEI management system resulting in a corrective action (CA) =3 1 minor NC with the CAEI management system resulting in a corrective action

(CA) =4

0 minor NC with the CAEI management system =5

*A major non‐conformance is one with systemic impact