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The GE Aviation Quality team is on a mission promoting a proactive approach to product

quality through the Proactive Quality Framework. “We’ve always been great at addressing
quality issues when they occur,” says Salim Semssar, GM for Global Quality Operations,
“but that is a fundamentally reactive approach. The challenges we face in our business
today demand that we evolve our approach to be more proactive and predictive, identify
risks and mitigate them. The Proactive Quality Framework is how we’re going to get to that
point. That way, we can focus on the significant few as opposed to the trivial many.”

The Proactive Quality Framework consists of five pillars:

1. Optimize Planning across the business. Our escape root cause investigations tell
us that efficacy or adherence to planning is the number one root cause of quality
issues. There are a lot of individual sites within our Supply Chain that are best-in-
class in developing highly effective planning instructions. The goal of the Planning
pillar is to identify those best practices, and then to leverage them more broadly at
sites that struggle in this area.
2. Measure and mitigate risk through the Predictive Quality Assessment
(PQA). The PQA is a targeted investigative approach to identifying risk at a site.
“Reviewing normal day-to-day operations by focusing on site culture, change
management, design robustness, and operations uncovers high risk areas and
mitigating those risks will eliminate future quality issues,” says Chinamma Day, GE
Aviation Quality Systems Leader. “For example, sub-optimal onboarding and
training practices, understaffing, or a large increase in volume are some potential
risk indicators, and the PQA will score each of these factors to create a risk profile
for the site. That profile then tells us where we need to focus our efforts.” The team
developing the PQA is partnering with the Digital League 2.0 to digitize pieces of
the assessment. Having a continuous flow of shop data into a dashboard will be a
real game changer. It will allow us to predict which sites or suppliers are more at
risk before we even show up to do the full assessme
3. Achieve robustness through Process Failure Mode and Effects Analysis
(PFMEA). This is a powerful tool for understanding where a process can benefit
from identifying potential failure modes and implementing prioritized process
improvements prior to a quality issue occurring. The PFMEA team has developed a
standardized training package and is traveling from site to site facilitating PFMEAs
in new or significantly changed processes or those where quality and delivery
problems are hampering production and product quality.
4. Grow our people through the Quality Enhancement Program. “We’ve always had
training available for Quality Engineers,” says Jason O’Hara, HR Business Partner
for Global Quality, “but it was ad hoc and decentralized, and we often didn’t provide
employees with hands-on opportunities to apply the skills they learned to real-life
problems.” The Quality Enhancement Program is a suite of trainings on operational,
technical, regulatory, and digital topics, with hands-on training application
opportunities. In addition, each member of the Quality organization will go through a
certification process where they will have the opportunity to present what they
learned and how they applied their skills to subject-matter experts. Jason adds that
“Those who successfully complete the process will be certified through the Quality
Enhancement Program, which will be an important credential for career
development within the organization.”
5. Drive a culture of Six Sigma. Making processes and measurement systems more
stable and capable are key to improving cash, cost, and delivery. By driving a data-
based decision-making culture using Six Sigma, we can achieve sustainable
success. By providing outcome focused training and developing a community of
practitioners and problem solvers, we are going to strengthen that that muscle so
that Six Sigma becomes an integral part of our day to day activities.
“This is the future of our organization,” says Salim Semssar, “We still have a lot of heavy
lifting to do, but I’m so proud of the progress the Quality team has made in such a short
period of time.”

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