Procurement & Supply Chain Management

Introduction to Supply Chain Management in Facility Management: Impact on Quality Assurance

In the intricate tapestry of facility management organizations with engineering teams, Supply Chain Management (SCM) emerges as a linchpin, influencing the delicate balance between make, buy, and outsourcing decisions. Understanding the nuances of SCM is paramount for ensuring the seamless integration of these elements and, consequently, upholding the highest standards of quality assurance. Let's embark on an exploration of how SCM intricately interweaves with the dynamics of facility management, impacting the quality of projects across the spectrum.

• Strategic Decision-Making in Make, Buy, and Outsourcing:

  • SCM plays a pivotal role in the strategic decisions surrounding whether to manufacture in-house (make), procure externally (buy), or outsource specific functions.

  • Each decision has profound implications for project quality, cost-effectiveness, and overall efficiency.

• Quality Implications of Make, Buy, and Outsourcing:

  • In-house production provides greater control over quality but requires substantial resources.

  • Procurement decisions must align with stringent quality standards to ensure the reliability of external components.

  • Outsourcing demands vigilant vendor management to maintain quality standards while benefiting from specialized expertise.

• Challenges in SCM for Facility Management:

  • Balancing the cost-effectiveness of outsourcing with the need for stringent quality control.

  • Ensuring timely and reliable deliveries to maintain project schedules.

  • Navigating the complexities of market for diverse facility requirements.

• Improving SCM Processes for Quality Assurance:

  • Implementing robust supplier qualification processes to ensure alignment with quality standards.

  • Utilizing digital tools for real-time visibility into the supply chain, fostering transparency and agility.

  • Developing contingency plans to mitigate risks and disruptions in the supply chain.

• Integration with Engineering Teams:

  • Collaborating closely with engineering teams to align SCM decisions with project requirements.

  • Involving engineers in supplier selection, emphasizing technical compatibility and innovation.

  • Creating a seamless flow of communication between SCM and engineering for optimal project outcomes.

As we traverse this landscape, it becomes evident that SCM is not a mere logistical function but a strategic imperative influencing the very fabric of project quality in facility management. The QualityPMO principles underscore the interconnectedness of Business & Mission, Projects & Processes, Quality & Innovation, and People & Leadership domains, emphasizing the need for a holistic and integrated approach to SCM. By strategically navigating the make, buy, and outsourcing decisions within the SCM framework, facility management organizations can elevate their commitment to excellence.

Action List:

1. Conduct a comprehensive review of current SCM processes within the facility management organization.

2. Explore digital tools for enhancing visibility and transparency in the supply chain.

3. Collaborate with engineering teams to integrate SCM decisions seamlessly into project requirements.

4. Develop and implement robust supplier qualification processes.

5. Establish contingency plans to address potential risks and disruptions in the supply chain.

Core operations

Core operations teams at SLAC include finance, information technology, communications, facilities & operations, environment, safety & health, and human resources, all supporting our visionary science and technology mission.

• Business Services Division (BSD)

• Strategic Communications & External Affairs

• Environment, Safety & Health

• Facilities & Operations

• Human Resources

• SLAC IT

Suspect/Counterfeit and Defective Items

Terminology

Critical Load Path

A structural component (e.g., a bolt) in a crane, hoist, transporter, or other handling or lifting equipment that bears the load being lifted or moved, and whose failure could result in an operation safety problem or an unacceptable risk of injury to workers or the public. 

Suspect Item

A suspect item is one in which there is an indication by visual inspection, testing or other information that it may not conform to established Government – or industry –accepted specifications or national consensus standards.  (Reference: 10 CFR 830.120; and DOE O 414.DC, Quality Assurance; DOE G 414.1-3 Suspect/Counterfeit Items Guide for Use with 10 CFR 830 Subpart A. Quality Assurance Requirements) Suspect items must be further investigated to determine whether they are counterfeit.  When an item contains indications, but insufficient evidence, of irregularities such as noncompliance with agreed-upon specifications in the manufacturing process, it may be declared suspect.  

Defective Item

A defective item or material is any item or material that does not meet the commercial standard or procurement requirements as defined by catalogues, proposals, procurement specifications, design specifications, testing requirements, contacts or the like.  It does not include parts or services that fail or are otherwise found to be inadequate because of random failures or errors within the accepted reliability level (Reference: DOE M 231.1-2, Occurrence Reporting and Processing of Operations Information, August 2003). Manufacturers generally notify their customers when defective items are identified through such mechanisms as recall notices. Such notices may be directly sent to customers, or may appear in Federal agency or industry. 

Nonconformance

A deficiency in characteristic, documentation, or procedure that renders the quality of an item or activity unacceptable or indeterminate.

Counterfeit Item

A counterfeit item is a suspect item that is a copy or substitute without legal right or authority to do so or one whose materials, performance, or characteristics are knowingly misrepresented by the vendor, supplier, distributor, or manufacturer.  An item that does not conform to established requirements is not normally considered an S/CI if the nonconformity results from one or more of the following conditions, which should be controlled by site procedures as nonconforming items: defects resulting from inadequate design or production quality control; damage during shipping, handling, or storage; improper installation; deterioration during service; degradation during removal; failure resulting from aging or misapplication; or other controllable causes. (Reference; 10 CFR 830.120; and DOE O 414.1C, Quality Assurance; DOE G 414.1-3 Suspect/Counterfeit Items Guide for Use with 10 CFR 830 Subpart A, Quality Assurance Requirements).

1. Procore Tools Showcase and Implementation Overview:

   • Procore's demo highlighted construction project management tools, public owner space presence, key client values, and the integrated platform's stages for personalized onboarding.

   • Web-based software provides a comprehensive view of multiple projects, integrates with tools like Outlook and Excel, ensures data security, and features an AI-driven search engine.

2. Construction Management and Inspection Capabilities:

   • Procore allows users to add markups to construction drawings, facilitates inspections with safety checklists linked to documents, supports adding photos for visual evidence, and offers an observation feature for effective issue tracking.

   • The financial management module aids in budget tracking and integrates information from various sources.

3. Customization, Training, OCR, and Licensing:

   • Procore allows customization for documenting tool usage, and the Training Center supports standard and customized support information, integrating with collaboration tools.

   • The OCR generator in Procore for scanning documents is accurate, and Procore offers unlimited user licenses for collaborative project management.

   • Procore's Marketplace and University provide resources for continuous learning and enhancing the Procore experience.

4. Feedback, Logic Standards, and Replacement Concerns:

   • Feedback on the Gantt chart feature in Procore's schedule management points to weaknesses in two-way interaction and efficient daily updates.

   • Procore's logic is based on Construction Specification Institute (CSI) standards, leading to discussions on whether to use CSI or Unicode for WBS breakdown, highlighting the need for collaboration on standardizing workflows.

   • The replacement for PCM (Prolog Converge Manager) is Procore, but skepticism exists regarding its usability and effectiveness, especially for facility management.

   • The level of customization needed in Procore's workflows depends on the organization's preference for sticking to its processes versus adapting to industry standards.

5. Concerns, Action Items, Advocacy, and Holistic Approach:

   • Concerns include the risk of losing features and the ability to expand Procore's usage across teams due to budget constraints and limited focus on specific modules.

   • Advocacy for Procore expansion requires highlighting features beyond project management, emphasizing the need for additional funding, and demonstrating the advantageous impact on projects.

   • Motivation to invest in Procore depends on perceiving a significant return on investment and recognizing the value of addressing challenges in quality assurance and project management.

   • A holistic solution is needed, and resistance arises when stakeholders focus on specific issues without considering the broader impact on the entire organization.

Action List:

1. Evaluate Procore customization risks and benefits.

2. Develop a persuasive case for Procore expansion beyond project management.

3. Assess perspectives on the return on investment in addressing quality challenges.

4. Balance responsibilities between assisting the Project Director and addressing organizational quality issues.

5. Advocate for a holistic solution, emphasizing the broader impact on the entire organization.

Deep dive into Oracle analytics by reading this article. 

This is a list of five customer success stories by Jacob Murphy with more references online here:

Customer Success:

• 1. https://www.oracle.com/customers/idp-education/

  2. https://www.oracle.com/customers/impulse-logic/

  3. https://www.oracle.com/customers/parabole-ai/

  4. https://www.oracle.com/customers/clinixir/

  5. https://www.oracle.com/customers/sailgp/

• In regards to the Software QA and Security visit this Security Overview (oracle.com)

BOM - Bill of Material

Introduction to Bill of Materials (BOM) in Engineering Quality Assurance

In the realm of engineering quality assurance, the Bill of Materials (BOM) serves as a fundamental cornerstone, intricately woven into the fabric of product configuration management. A comprehensive understanding of BOM is pivotal for ensuring the quality and integrity of projects throughout their lifecycle. As we delve into this critical topic, let's explore how BOM influences not only product configuration but also the broader landscape of project quality across domains.

• BOM's Impact on Project Quality:

  • BOM acts as the blueprint, delineating the components, materials, and assemblies required for a product.

  • Precision in BOM management directly correlates with the quality and reliability of the end product.

  • Ensures consistency, traceability, and compliance with project specifications.

• Challenges in BOM Management:

  • Complexity arises as projects evolve, with dynamic changes in components and configurations.

  • Manual BOM management is prone to errors, leading to discrepancies in the final product.

  • Lack of a unified approach can hinder effective collaboration and decision-making.

• Improving the Process:

  • Implementing standardized BOM templates and structures for consistency.

  • Establishing clear change control procedures to manage modifications efficiently.

  • Integration of BOM with project management systems for a holistic view.

• Digital Transformation for Single Source of Truth:

  • Leveraging digital tools for a centralized, real-time, and accessible BOM repository.

  • Ensuring data integrity and eliminating redundancies through a single source of truth.

  • Facilitating collaboration by providing stakeholders with synchronized information.

• Continuous Improvement in an Integrated Way:

  • Cultivating a culture of continuous improvement in BOM management processes.

  • Integration of BOM considerations in the overall quality management system.

  • Utilizing feedback loops and data analytics for proactive enhancements.

As we embark on this exploration, it is evident that BOM is not merely a list of components but a dynamic entity influencing the very essence of project quality. The journey to excellence involves embracing digital transformation, fostering a culture of continuous improvement, and ensuring a harmonious integration of BOM across the entire lifecycle. This integrated approach aligns with our QualityPMO principles, emphasizing the interconnectedness of Business & Mission, Projects & Processes, Quality & Innovation, and People & Leadership domains.

Action List:

1. Initiate a review of current BOM management processes within the project teams.

2. Explore digital tools that enable a single source of truth for BOM.

3. Implement standardized BOM templates and change control procedures.

4. Foster a culture of continuous improvement by integrating BOM considerations into the QualityPMO framework.

5. Facilitate training sessions for project teams on the importance of BOM in ensuring project quality.

Let me know if you'd like more details or specific insights into any aspect.