Top level objectives for 2009

Top level objectives for 2009

With membership to SC21 increasing rapidly it is important that the various teams have clarity regarding their role with clear governance to ensure the programme remains concise and focused upon its objectives.

2009 top level objectives:

Working with the all stakeholders to increase promulgation of the SC21 programme through their communities
Facilitate new SC21 signatories rolling-out the programme
Encourage all signatories to have a CSIP plan
Ensure the SC21 relationships code of practice is accepted and demonstrated
Increase the collaborative activity across SC21 implementation working groups
Support MOD in their strategic and tactical deployment of SC21
Ensure programme is professionally governed
Ensuring the SC21 metrics cover industry requirements and are reported appropriately
Increase and embed the SC21 brand awareness, including all Defence sectors
Launch the Innovation and TLCM workstreams
Ensure that the international programmes remain aligned to SC21 (e.g. SPACE, SEA, EAQG etc)
Working with the national/regional partners in the deployment of SC21

Please find below objectives for commitees and working groups that manage SC21:

Certification & quality improvement
Development & performance
Relationships
SC21 communications working group

Certification & quality improvement

Create a definition matrix of current quality interventions to determine a clear understanding of the type and number to enable an accurate view of interventions.

Determine best process to optimise for industry. Aim is that every intervention is value added.
This then enables routes to be determined to eliminate duplication
Feedback views to CBMC on how the certification process can be improved.

Agree a process for measurement of Quality System maturity as a basis for improvement
Produce a charter for the processes of

Advanced Quality planning
Quality Tools (e.g. Root Cause Analysis and Corrective Action)

Embed the technical oversight process within the UK Aerospace and Defence Industry

Pilot the process by 31st March 2009
Agree the process across all the prime organisations
Establish a common process for assessment and maintenance of auditor competency

Heighten profile and awareness of benefits of AS/EN 9100 and Nadcap

Development & performance

Capture and communicate Quantifiable benefits
Develop links between AMC & SIG: communication & engagement with SMEs
Establish process for 3rd party certification of Manufacturing and Business Excellence practitioners via training partners 'centres of excellence' (includes maintenance of practitioner and lead practitioner standards)
Development and promotion of good practice:

Sales and Operational planning
Procurement: CIPS

Links to National/International supply chain development processes
Further develop SC21 recognition process to cover award upgrade, downgrade or removal
Provide further guidelines on the use of SC21 quality and delivery metrics, particularly for the Aftermarket, Service & Logistics providers

Relationships

Increase Integration of the Relationship tools in to the SC21 process and publicise via the website and case studies showing the benefits
Compile directory of organisations and portray on the SC21 web site
Review the RMM toolset for consistency of use and deployment & recommend updates as appropriate including the PAS/BSI standard for relationships
Align relevant elements of SC21 & MOD Partnering process to ensure consistency of message
Ensure representation from the wider SC21 community
Develop and run a training and education workshop programme for relationship management

SC21 communications working group

Support 2 key objectives, namely increase brand awareness & engage with regions & all stakeholders by:

High profile recognition in media
Ensure the brand's reputation
Review website on the basis of making more user friendly
Involvement SC21 in industry events
News releases & articles when timely