Performance Improvement in the "COGO" Environment


Fee, Gordon G.; Bewley, H. Dale; Horniak, Susan L.   (1987, ASQC)   Martin Marietta Energy Systems Inc., Oak Ridge, TN

41st Annual Quality Congress, May 1987, Minneapolis, MN    Vol. 41    No. 0
QICID: 3296    May 1987    pp. 196-201
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Article Abstract

The national battle for performance improvement has been joined in earnest by the Martin Marietta-operated, DOE-owned Y-12 Nuclear Weapons Plant with impressive results. The Y-12 Plant, with over 7000 employees, has launched a quality-driven performance improvement process that challenges every functional area to stive for continuous improvement. The process is based on four pillars: (1) seeking broad employee involvement; (2) adopting new technology; (3) improving support systems; and (4) using statistics to support measurement-based improvements in the three areas above. Reject, scrap, and deviation rates have been reduced 30-50 percent in three years, and in-process material inventories have been cut by up to 40 percent with attendant savings in the millions. The real winner is the taxpayer who is getting better quality defensive weapons at lower total costs.Described herein is the evolutionary process, the supporting organizational structure, and specific success stories the process has generated. The Y-12 process, Pride In Excellence, demonstrates how performance improvement can be obtained in a government-controlled, high-tech environment.


Aerospace industry,Department of Defense (DOD)

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