John C. Stennis Space Center Business Management Manual

Change Record

This Business Management Manual is under the control of the Center Director and applies to all on-site processes and operations involved in the delivery of products and services in the areas of propulsion test and commercial remote sensing. It reflects SSC’s management approach to fully implement the NASA Strategic Plan and Quality Management System Policy. It is further based upon the International Organization for Standardization ISO 9001 standard. Adherence to the ISO 9001 requirements involves a disciplined approach to the design, development, production, and verification of our work elements is entirely appropriate in our role as lead center. Its benefits are measured in the quality of the work we perform and its compliance with customers’ requirements.

All SSC personnel, processes, and operations within the scope of Section 2.0 shall comply with the requirements of this Manual.

See Section 3.

The effectiveness of SSC’s Business Management Manual is evaluated using internal audits performed by a mix of contractor and NASA personnel. Management reviews are conducted to ensure the suitability and effectiveness of the documents that implement this business management system. Additionally, an independent certified registrar who performs third party audits every six months also evaluates the effectiveness and adherence to this system.

SPG 8730.1 — Customer Service Manual, dated 01/03/00. This Manual and its supporting SLPs rescind this document.

Roy S. Estess

Director

SDL 1

NODIS

The John C. Stennis Space Center (SSC), located in Hancock County, Mississippi, is the NASA Center of Excellence for testing rocket propulsion systems for the Space Shuttle and future space vehicle propulsion systems. Accordingly, SSC is the lead center within NASA for rocket propulsion testing. Likewise, due to its role in the Earth Science Enterprise, SSC has been named the lead center for Commercial Remote Sensing. As such, the SSC processes demand the highest quality in every aspect of the work we perform.

This Business Management Manual (BMM) forms the foundation for a customer-focused management system, aligns center activities with specific goals and objectives, defines our quality policy and informs SSC’s customers about the policies that have been implemented.

This Manual represents the first tier in a documentation structure that outlines and defines SSC’s operational policies and procedures. It applies to the SSC-owned processes required for products and services provided by the John C. Stennis Space Center for Rocket Propulsion Testing and Commercial Remote Sensing. This SSC Manual and implementing documentation are applicable within the Section 2.0 Scope. The Manual also establishes policy and provides an overall road map to the management system. It describes the organizational structure, responsibilities, procedures, processes, and resources for implementing a management system.

This Business Management Manual is available through electronic web-based methods on SSC’s internal home page and is communicated throughout the organization via official documents, new employee orientation, formal training, and informational meetings by management with employees.

1. Center Goals

We have defined SSC goals responsive to NASA and Enterprise goals, they are documented in the Goal Performance Evaluation System (GPES). These SSC goals have been flowed-down to each employee through their performance plans in GPES. The SSC goals also drive our processes through this Manual.

1.1.1 Become the NASA leader in safety of people, assets, and the environment.

SSC has implemented proven management techniques to become the NASA leader in safety of people, assets and the environment. We have patterned our approach after the DuPont Safety Training Observation Program (STOP). Our organizations use a peer review process to assure process are conducted safely and are environmentally compliant. Our management team conducts structured observations to assess the effectiveness of our safety system. The Safety and Mission Assurance (S&MA) office is organized to effectively support the broad SSC organizational structure by spearheading and renewing our safety initiatives.

1.1.2 Lead NASA to become the Agent of choice for rocket propulsion testing.

SSC is NASA’s Lead Center of Excellence and Lead Center for Rocket Propulsion Test. The Propulsion Test Program (PTP) is an integrated response to both assignments. The PTP strategy is to fund a "core capability" of highly trained test and engineering crews, the best world-class test facilities, modern test facility equipment, necessary supplies, effective facility/infrastructure maintenance strategies and performance, and required administrative support. Through its management council, the Lead Center provides an Agency-level forum to address planning, implementation, investing, and managing all rocket propulsion test assets. It additionally provides status to the Human Exploration and Development of Space (HEDS) Enterprise Associate Administrator (AA) in the area of rocket propulsion testing.

1.1.3 Enable the development of a $10B commercial remote sensing industry.

NASA’s Lead Center for Commercial Remote Sensing, located at SSC, is chartered by the Agency’s Earth Science Enterprise to ensure that U.S. companies maintain their technological and business leadership in the 21^st century. CRSP offers a flexible set of program opportunities that address industry’s stated requirements. The Earth Observation Commercial Applications Program fosters the development of commercial applications of geospatial information technologies. Our Affiliated Research Center Program provides a network of university centers of excellence for commercial applications development. The Mississippi Space Commerce Initiative is a unique partnership among the State of Mississippi, its four universities, NASA, and numerous private companies. The MSCI is bringing together the forces necessary to make Mississippi an ideal location for businesses dealing with satellite-derived remote sensing products.

1.1.4 Become the NASA leader in coastal research.

NASA’s Coastal Research Program Office (CRPO) at SSC integrates NASA missions into an analysis and understanding of a diverse range of coastal issues. It provides in-water oceanographic data to NASA research projects capitalizing on the resources of the multi-agency environment at SSC. The CRPO develops better understanding of human influence on coastal environments to insure proper management and utilization of coastal resources. It provides technologies to NASA needed to analyze complex earth systems while insuring a transition to private industry. It disseminates information, procedures and results and provides guidance to end-users of remote sensing and NASA technology.

 

1.1.5 Improve people’s lives by sharing the experience, discovery, and opportunity from space exploration.

"Sharing the experience" is accomplished through strategically forming partnerships with internal and external constituencies. Another critical strategy includes maintaining support for NASA sponsored academic research at the undergraduate and graduate level through HBCU programs and Minority University Programs.

1.1.6 Enhance people, process and facility capabilities to better meet current and future customer needs.

A fully compliant quality management system is at the core of meeting customer needs through an enhanced workforce, process refinements, and facility upgrades. Minimum annual training objectives aimed at increasing professional competencies are documented for each employee. Processes are continually reviewed and analyzed for improvement. Duplicate processes have been eliminated during the past eighteen months.

1.1.7 Significantly increase the types and levels of cooperation between SSC resident organizations.

Through our Pathworks we assure strategic leadership, planning, and initiatives for the continuance and growth of the overall SSC community and its resident population. Center Operations and other tenant organizations at SSC have instituted initiatives that foster a strong mutually beneficial working relationship. Recent innovations provide timely, complete, and accurate information and execution of the budget accounting for SSC’s resident agency and commercial customer activities, assets and liabilities.

2. Quality Objectives

In order to manage the necessary resources required to meet schedules and performance initiatives established by SSC customers, the Center Director, through the Quality Management Council and responsible project managers, SSC has instituted the following Quality Objectives:

1. Conduct operations and processes safely,
2. Establish project plans and performance requirements which baseline customer requirements,
3. Meet negotiated performance requirements,
4. Meet negotiated schedule milestones,
5. Meet negotiated cost, and
6. Assess overall value delivered to the customer with customer feedback.

Measurable details are provided in SLP-01, Management Responsibility.

The purpose of this Manual is to:

1. Provide a single authoritative source for all policy statements at SSC for Rocket Propulsion Testing and Commercial Remote Sensing,
2. Identify the management relationships and responsibilities for implementing ISO 9001 elements, and
3. Identify the Office of Primary Responsibility (OPR) for each of SSC’s System Level Procedures.

The Manual is organized to parallel applicable sections of the ISO 9001 standard.

The Quality Management Council controls this Manual. The Management Representative for Quality (MRQ) is responsible for ensuring that this Manual is accurate and current. In addition, the MRQ evaluates proposed changes, and processes them in accordance with System Level Procedure (SLP) 05, Documentation and Data Control, and ensures review of changes by representatives from all affected organizations. The electronic version of this Manual, available via SSC’s internal home page, is the controlled version of this document. As with any document, printed copies of this Manual should be verified to the controlled version.

An OPR is assigned to lead development and maintenance of each of the 19 applicable ISO 9001 standard elements (Table 1). The OPR head is charged with developing the appropriate System Level Procedures (SLPs) and must ensure that all proposed changes to SLPs are reviewed by affected division-level organizations and obtains proper disposition. Henceforth, for the purposes of this document, directorates and divisional offices that report directly to the Center Director are called divisions.

Table 1. System Level Procedure Matrix

All on-site processes and operations are involved in the delivery of products and services to customers in the areas of propulsion test and commercial remote sensing.

The following standards contain provisions that are referenced in this Manual or are used in policy or procedure documents. Referenced documents are assumed to be the latest revision unless otherwise specified.

NASA Strategic Plan

NPD 8730, NASA Quality Management System Policy (ISO 9000)

All implementing SLPs as listed in Table 1

The SSC organization chart, showing the lines of authority from Center Director to division-level organizations, is shown in Figure 1. This is the correct version unless approved by the Center Director and a revision is submitted to this Manual. Other versions of this chart that include names of current personnel assigned may be issued to show personnel changes, but must not conflict with the organizational structure shown in the official chart. Charts must show date of issue and be signed by the appropriate approving authority. Each division level organization may maintain similar charts showing its own structure.

The total operational control of SSC rests with the Center Director. SSC’s Business Management Manual is owned by the Center Director, who is specifically responsible for its periodic review, for appointing the MRQ, and for performance evaluations of senior management staff related to their specifically assigned functions. The Director is responsible for ensuring implementation and effectiveness of this management system, as well as maintaining a work environment wherein all employees recognize safety and quality as the highest priorities.

The Center Director is responsible for ensuring that the products developed by SSC meet customers’ requirements and that the processes, procedures, and configuration management applied to product development are defined, followed correctly, and maintained.

The SSC Center Director is responsible for providing sufficient resources (including trained personnel) for management, performance of work, verification, and auditing functions.

This management team renders decisions, assigns actions, and tracks those actions to closure. In addition to the Center Director (Chair), Deputy Director, Chief Counsel, and Chief Financial Officer, membership includes the senior manager of: Safety and Mission Assurance, Procurement and Business Management, Human Resources & Management Services, Center Operations and Support, Propulsion Test, Commercial Remote Sensing Program, Earth System Science, Public Affairs, Technology Transfer, Facility Operating Services Contractor (FOSC), and Test and Technical Services Contractor (TTSC).

The chairman and members have the responsibility to manage the implementation, maintenance, status, and improvement of the quality system.

The SSC Center Director has appointed a Center-wide MRQ. This person has the responsibility and authority to ensure that the system is established and maintained in accordance with the ISO 9001 standard. In addition, the MRQ reports on system performance to the Quality Management Council as a basis for review and improvement.

Management of each organization is responsible for communicating and implementing the Business Management Manual within their individual work areas and ensuring that their employees operate in strict compliance with applicable standards, regulations, specifications, and procedures. They support their employees by removing barriers that prevent quality in any work process. They establish and maintain work processes that consistently yield the desired product and service quality.

All employees are responsible for the quality of their work and for understanding and complying with the requirements contained in each element, System Level Procedure (SLP) or Work Instruction (WI). Employees are responsible for stopping the work process or making appropriate notification when the process is unsafe or when the required quality is not being produced.

The Center Director has established the Quality Management Council consisting of members of SSC’s Senior Staff, including the general managers from TTSC and FOSC, under the Director’s leadership. This committee reviews the overall status of the system based on the results of audits, customer feedback, reported system nonconformance, and appropriate metric data. The MRQ establishes the agenda for this forum. On a quarterly (every three months) basis, the Quality Management Council reviews the effectiveness of the management system, as well as the stated quality policy and objectives. These reviews can result in implementation of corrective action plans and revisions to this Manual and SLPs, as required, to enhance the suitability and effectiveness of the entire system. The minutes of these meetings record the reviews and subsequent actions and are maintained as records in accordance with SLP-16.

The SSC system consists of a documented set of internal processes and controls that have been implemented with an emphasis on ensuring that our internal operating documents, and ultimately our products, conform to specified requirements. Process owners document their internal processes in a tiered structure that consists of this Manual, SLPs, WIs, and other documents needed to accomplish the task. (See Figure 2.)

This summarizes the system at SSC, states the quality policy and objectives, describes associated responsibilities and authorities, and identifies the implementing SLPs.

SLPs implement practices of the Center, define responsibilities of affected functions, and describe the relationships between these functions as they pertain to implementation. SLPs apply across organizations and describe what is to be done when, where, and by whom. Table 1 lists the SSC SLPs, their corresponding ISO 9001 elements, and their OPRs.

WIs describe how to accomplish specific job activities needed to ensure consistent working methods and achieve the required quality standard. WIs can have general application across SSC (common) or be specific to a division (unique). Common WIs have a single process owner but are used by multiple division-level organizations. Unique WIs are typically used within only one division-level organization. The number of WIs should be held at a minimum by balancing their use with an extensive training program and use of quality records when practical. WIs can be process plans, test preparation sheets, forms, flowcharts, assembly procedures, inspection procedures, detailed process instructions, etc.

Documents such as reports, minutes of meetings, results of design reviews, files, data sheets, drawings, specifications, tags, letters, and forms provide the objective evidence that requirements have been met. Records may be direct results of the accomplishment of WIs and a completed form or report may serve as the record. Records are to be maintained in accordance with the NASA Records Retention Schedules (NRRS), NPG 1441.1.

An SPD is an official issuance used to set forth policies, regulations, authorities, and responsibilities required for planning, directing, coordinating, and evaluating the organization and management of SSC programs and activities. SPGs provide specific details for implementing the directives. SPGs and SPDs bear an expiration date that is five years from the effective date. These documents are included in the SSC BMM when they are specifically referenced by SLPs, WIs, master lists, or other documents generated as a result of compliance with the BMM requirements.

A numbering system is used for documents that originate and are distributed within SSC. These numbered documents can have Center-wide application or be specific to an organization. They can be standard operating procedures for organizations, documents specifying requirements for particular programs, or technical documents intended for an SSC audience. SSC numbered documents are included in the SSC BMM and SLPs when they are specifically referenced.

External documents are not generated at SSC. Examples are industry specifications, customer documents, NASA Policy Directives (NPDs), NASA Procedures and Guidelines (NPGs), and other government agency regulations. These documents are included in the BMM, only to the extent that customer requirements or the BMM specifically references them and lower tiered SSC documents.

Quality planning at SSC is performed in accordance with approved procedures or instructions (BMM, SLP, and WI). Project managers give consideration to the following activities, as appropriate, in defining the requirements for products, projects, or customer agreements:

1. Preparation of a quality plan that defines compliance with the customer requirements,
2. Identification and acquisition of controls, processes, equipment, fixtures, resources, and skills necessary to achieve the required quality of product,
3. Ensuring the compatibility of the design, production, process, servicing, inspection and test procedures, and other applicable documentation,
4. Preparation of necessary updates of quality control, inspection, and testing techniques,
5. Identification of any measurement requirement involving capability that exceeds the known state of the art so that the needed capability can be developed or acquired,
6. Identification of suitable product verification at appropriate stages of development,
7. Definition of standards of acceptability, such as pass/fail criteria, code compliance, tolerances, mechanical specifications, and measurement uncertainties in appropriate work-authorizing documents, and
8. Identification and preparation of required quality records.

This section establishes and documents procedures for the accomplishment of customer agreements to ensure that the product or service delivered to the external customer meets specified needs. A uniform process for reviewing customer requirements ensures that they are adequately defined, understood, and agreed upon by SSC and its customers.

For the purposes of this section, the customer must be external to the entity that is being certified. For SSC, this means other elements of the government and commercial propulsion development and commercial remote sensing communities.

On behalf of the SSC, the Chief Counsel is the OPR responsible for the maintenance of SLP-03. Divisions that develop customer agreements directly with SSC external customers are responsible for effective implementation of applicable customer agreement requirements in accordance with SLP-03.

The applicable division develops each customer agreement in a manner to ensure that customer requirements are defined and documented, and that SSC can meet the specified requirements.

SLP-03 provides a process to identify amendments to customer agreements and to notify responsible parties of such changes.

Each division maintains records of the reviews.

This section describes a uniform approach for managing and controlling the design process. This process ensures that the product satisfies the requirements of the customer and other internally defined requirements such as cost, producibility, safety, inspectability, and reliability necessary for the production of a quality product.

On behalf of the SSC, the Propulsion Test Directorate (PTD) is the OPR responsible for leading development and maintenance of SLP-04. Divisions that perform design control are responsible for effective implementation of applicable requirements in accordance with SLP-04. This includes establishing and maintaining a documented process to control and verify the design of the product or service to ensure that the specified requirements are met.

All division-level organizations that design products or perform research and development are responsible for effective implementation of applicable design control requirements in accordance with SLP-04.

Project managers, assigned by the division-level organizations, are responsible for design control and are given the authority to implement actions to comply with the BMM and SLP-04, which reflect ISO 9001 standard requirements.

The responsible project manager prepares plans for each design and development activity. Each plan describes responsibilities, resources, and personnel relationships or organizational structure. As the design and development project progresses, the project manager reviews and updates the plan for the project.

The responsible project manager defines the organizational and technical interfaces between the different groups that make input to the design process. A documented process exists that ensures that this information is collected and that it is integrated into the design review process.

The responsible project manager identifies and documents all design-input requirements pertinent to the product, including applicable statutory and regulatory requirements. The appropriate parties resolve any ambiguities with the design requirements. In addition, design input reviews take into consideration the results of any customer agreement review activities.

The responsible project manager documents the design output in a form that can be readily verified against the design-input requirements and validated. The design output shall:

1. Meet design input requirements,
2. Contain or reference acceptance criteria, and
4. Identify those design characteristics crucial to safe and proper functioning of the product.

Design output documentation is reviewed by the appropriate functions before release.

The responsible project manager plans and conducts documented reviews of the design results at defined stages, and maintains records of the design reviews. Participants at the design reviews include representatives from all functions concerned with the design.

The responsible project manager performs design verification to ensure that design output meets design-input requirements, and maintains records of design verification measures. Design verification activities may include activities such as performing calculations, comparing the new design with a similar proven design, and performing appropriate tests before releasing the design documentation.

The responsible project manager performs design validation under operating conditions (e.g., system functional checks) to ensure that the product conforms to defined user needs and requirements. Design validation follows successful design verification.

The parties identified in the original design plan perform a design change review of all proposed changes to the design before their implementation.

This section defines the processes for issuing, revising, reviewing, approving, and controlling documentation and data that relate to the SSC Quality System. This section applies only to documentation and data identified as requiring control.

On behalf of the SSC, the Center Operations and Support Directorate is the OPR responsible for leading development and maintenance of SLP-05. The directorate is also responsible for establishing and maintaining a documented process to control all SLPs.

All division-level organizations are responsible for maintaining the WIs they generate in accordance with SLP-05.

Each division-level organization establishes documents such as procedures and instructions whenever a lack thereof could adversely affect the quality of the process, product, or services provided. Authorized personnel approve documents for adequacy before issue. Each division-level organization controls the documents, which contain a unique identification number, revision identifier, issuance date, and the appropriate signatures. Each division-level organization ensures that pertinent documents are available for use at all locations where operations are performed. Each division-level organization ensures that invalid and/or obsolete documents are removed from all points of use, or that any documents retained for legal and/or knowledge preservation purposes are suitably identified.

The same division-level organizations that originally reviewed and approved a document review and approve changes to the document, unless other organizations are specifically designated as reviewers. The designated division-level organizations have access to all pertinent background information upon which to base their review. Revised documents identify changes to aid in accurate and efficient implementation of the revised procedures.

This section defines the process for ensuring that purchased products conform to specified requirements. Adherence to a uniform process ensures goods delivered or services rendered are in accordance with the terms and conditions set forth in the purchasing document. This section applies to SSC personnel engaged in preparing/processing the documentation relating to purchasing goods and services.

On behalf of the SSC, the Procurement and Business Management Office is the OPR responsible for leading development and maintenance of SLP-06. SLP-06 establishes a documented process, with appropriate records, and to ensure that purchased products and services meet defined specifications.

The purchasing organization evaluates and selects subcontractors on the basis of the subcontractor’s ability to meet requirements, including quality assurance requirements. It maintains records of acceptable subcontractors and determines the methodology employed to ensure the receipt of the appropriately conforming materials. This methodology considers the type of product, the impact of subcontracted product on the quality of the final product, and any audit reports and/or records of previously demonstrated capability and performance of that subcontractor.

Purchasing documents provided to our subcontractors clearly describe the product ordered. Descriptions include the type, class, grade, or other precise identification; applicable specifications, standards, or drawings; process requirements; inspection instructions; and other relevant technical data. Also, the purchasing documents contain the title, number, and issue of any standard to be applied. The purchasing organization reviews and approves purchasing documents for adequacy of specified requirements before release.

When the Safety and Mission Assurance (S&MA) Office identifies a need, or a purchasing document requires verification of a purchased product at a subcontractor's facility, the purchasing document specifies verification arrangements and the method of product release.

A customer is allowed to verify a product at a subcontractor's facility when such verification is specified in the purchasing document. SSC does not use this verification as evidence of effective control of quality by the subcontractor. Verification by the customer does not absolve SSC of its responsibility to provide an acceptable product or preclude subsequent rejection by the customer.

This section defines the processes and documented procedures for receipt, control, verification, and storage of SSC customer-supplied product.

On behalf of the SSC, the PTD is the OPR responsible for leading development and maintenance of SLP-07. SLP-07 establishes a documented process, with appropriate records, that ensures control of the verification, storage, and maintenance of customer-supplied products provided to SSC.

All division-level organizations that manage customer-supplied products are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-07.

This section defines the process for identifying and tracing products through all phases from production to delivery.

On behalf of the SSC, the PTD is the OPR responsible for leading development and maintenance of SLP-08. SLP-08 establishes a documented process, with appropriate records, that ensures products are identified by suitable means from receipt through all stages of production, delivery, and installation. Also, when traceability is a specified requirement, they ensure that procedures exist for unique identification of individual products or batches. The PTD, or other responsible division-level organizations, maintain records of such identification.

All division-level organizations that perform product identification and traceability are responsible for ensuring compliance with the applicable requirements of this section and SLP 08.

This section defines the provisions for identifying and planning the production, installation, and servicing processes that directly affect the output of products or services, and for ensuring that those processes are carried out under controlled conditions.

On behalf of the SSC, the PTD is the OPR responsible for leading development and maintenance of SLP-09. SLP-09 ensures that the production, installation, and servicing processes that directly affect quality are identified and planned. Specific WIs are required where a lack thereof could adversely affect quality. Controlled conditions include the following:

1. Documenting procedures for work, where the absence of such procedures could affect quality,
2. Using suitable equipment and working environments for processing,
3. Complying with reference standards and codes, quality plans, and documented procedures,
4. Approving processes and equipment, as appropriate,
5. Observing and stipulating relevant criteria for workmanship, and
6. Maintaining equipment to ensure continuing process capability.

When using processes that are not immediately verifiable, such as special or critical processes, S&MA or other responsible division-level organization identifies those processes and initiates specific monitoring of the key parameters affecting workmanship. (Additionally, the operators undergo specific training and qualification for that process.) S&MA, or other responsible division-level organization specifies the requirements for qualification of process operations. The responsible division-level organization maintains records for qualified processes, equipment, and personnel. The use and extent of WIs may be reduced, where practical, by use of an extensive training program and/or records.

All division-level organizations that perform processes affecting the output of products or services are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-09.

This section defines the processes for inspecting and testing products during the various processing stages, beginning with the receipt of base raw materials and ending with the shipment of finished products. These provisions are necessary to ensure that products meet all specified requirements during all phases of the Propulsion Testing or Remote Sensing process.

On behalf of the SSC, the S&MA Office is the OPR responsible for leading development and maintenance of SLP-10. SLP-10 establishes a documented process, with appropriate records, for the inspection and testing activities, to verify that the specified requirements for the product are met. The division-level organization is responsible for the work process documents, the required inspection and testing activities, including the records needed, in its quality plan or procedures.

All division-level organizations that perform inspection and testing are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-10.

The responsible division-level organization ensures that incoming products are not used or processed until they have been inspected or otherwise verified as conforming to specified requirements (see 4.10.3.3 for exception). Requirements are verified in accordance with the quality plan or documented procedures.

The responsible division-level organization considers the amount of control exercised at the subcontractor's facility and the recorded evidence of conformance provided to determine the amount and nature of receiving inspection needed.

When incoming products are released before verification activities, the responsible division-level organization positively identifies and records the release to permit a recall and replacement in the event of nonconformity to specified requirements.

The responsible division-level organization, or its approved designated verifier, accomplishes in-process inspections by the requirements in the quality plan or by documented procedures. The division-level organization holds the product until the required inspections and tests have been completed or necessary reports have been received and verified, except when products are released under positive recall procedures (see 4.10.3.3). If products are released before verification, the responsible division-level organization, or its approved designated verifier, positively identifies and records such products to permit recall and replacement.

The responsible division-level organization, or its approved designated verifier, performs all final inspection and testing in accordance with the quality plan or documented procedures. The quality plan or procedures for final inspection and testing require that all specified inspections and tests have been carried out and meet specified requirements. The responsible division-level organization does not allow products to be dispatched until every activity specified in the quality plan or documented procedures has been satisfactorily completed and the associated data and documentation are available and authorized.

The responsible division-level organization maintains records that indicate whether the product has been inspected and tested. These records clearly indicate whether the product has passed or failed the inspections and tests according to defined acceptance criteria. These records also identify the inspection authority responsible for the release of the product. Any product that fails to pass an inspection or test is handled by the procedures for non-conforming products in accordance with section 4.13 of this Manual and SLP-13.

This section defines the metrology process controls and the calibration, maintenance, and control of SSC inspection, measuring, and test equipment (IM&TE). A system ensuring that all IM&TE used at SSC is accurate and in good working order is necessary to ensure delivery of accurate data and products that conform to customer requirements. This section applies to all IM&TE used at SSC in making decisions that can affect quality.

On behalf of the SSC, the Center Operations and Support Directorate (CO&SD) is the OPR responsible for leading development and maintenance of SLP-11. SLP-11 establishes a documented process, with appropriate records, to control, calibrate, and maintain the IM&TE to demonstrate the conformance of products to requirements.

All division-level organizations that use IM&TE are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-11.

The following general requirements are included:

1. Equipment is being used in a manner that ensures that measurement uncertainty is known and is consistent with the required measurement capability,
2. The capability of any test software or test hardware used as a form of inspection is being verified at prescribed intervals,
3. The extent and frequency of such checks is established and records are maintained as evidence of control, and
4. When required by a customer, technical data pertaining to measurement devices are made available in accordance with SLP-11.

IM&TE users comply with the following requirements:

1. Identify measurements to be made and accuracy required, and select the appropriate IM&TE capable of the necessary accuracy and precision and
2. Ensure that the handling, preservation, and storage of IM&TE are such that the accuracy and fitness for use is maintained.

The Measurement Standards and Calibration Laboratories (MSCL) shall be structured to comply with the following:

1. Identify all IM&TE, including measurement devices that can affect product quality, and calibrate and adjust them at prescribed intervals, or before use, against certified equipment having a known valid relationship to nationally recognized standards. (Where no such standards exist, the MSCL documents the basis used for calibration.),
2. Define the process used in the calibration of IM&TE, including details of equipment type, unique identification, location, frequency of checks, check method, acceptance criteria, and action to be taken when results are unsatisfactory,
3. Identify IM&TE with a suitable indicator or approved identification record to show the calibration status,
4. Maintain calibration records for IM&TE,
5. Notify the user organizations of the need to assess and document the validity of previous inspection and test results when IM&TE is found to be out of calibration,
6. Ensure that the environmental conditions are suitable for the calibrations, inspections, measurements, and tests being conducted, and
7. Safeguard inspection, test, and measuring facilities, including both the test hardware and the test software in those facilities, from adjustments that would invalidate the calibration accuracy.

This section defines the process for identifying the inspection and test status of products used at SSC, so that only the products that have satisfied these controls are allowed to be passed to the next phase. This section applies to all product-related materials, fabricated parts, or products manufactured or stored at SSC.

On behalf of the SSC, the PTD is the OPR responsible for leading development and maintenance of SLP-12. SLP-12 establishes a documented process, with appropriate records, that identifies the inspection and test status of the product regarding conformance or nonconformance to inspections and tests performed. The PTD, or other responsible division-level organization, maintains the identification of inspection and test status throughout production, installation, and servicing to ensure that only products that have passed the required inspections and tests, or released under an authorized disposition, are dispatched, used, or installed.

All division-level organizations that perform inspection and generate a test status are responsible for ensuring compliance with the applicable requirements of this section in accordance with

SLP-12.

This section defines the processes for identifying, documenting, isolating, evaluating, and processing non-conforming products. The individual identifying a non-conforming condition shall notify the appropriate management of all non-conforming products to ensure that such products are neither used nor delivered to the customer.

On behalf of the SSC, the S&MA Office is the OPR responsible for leading development and maintenance of SLP-13. SLP-13 establishes a documented process, with appropriate records, which prevents the inadvertent use or installation of non-conforming products. Controls provide for identification, documentation, evaluation, segregation, and disposition of non-conforming products and for notification to the functions concerned in accordance with SLP-13.

All division-level organizations that control non-conforming product are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-13.

SLP-13 lists the documented procedures that define responsibility for review and the authority for the disposition of nonconforming products. Non-conforming products are reviewed in accordance with documented procedures for acceptance, with or without repair; re-grade for alternative applications; or reject/scrap. The proposed use or repair of products that do not conform to specified requirements is reported to the customer or customer's representative for approval. A description is recorded of the nonconformity that has been accepted and all repairs that have been made. S&MA or their designated representative re-inspects any repaired or reworked products in accordance with the quality plan or documented procedures listed in SLP-13.

This section defines the process for determining the cause of the nonconformance of a product, process, or procedure, and methods of preventing recurrences. It provides a consistent procedure to ensure that all nonconformances are corrected as necessary for delivering quality products to the customer.

On behalf of the SSC, the Center Director’s Office is the OPR responsible for leading development and maintenance of SLP-14. SLP-14 establishes a documented process, with appropriate records, for implementing corrective and preventive actions. Actions taken to eliminate the causes of actual or potential nonconformance are appropriate to the magnitude of the problem and commensurate with the risks encountered. Any changes to the documented procedures as a result of corrective or preventive actions are recorded and implemented.

All division-level organizations that perform corrective/preventive and improvement actions are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-14

SLP-14 establishes procedures for corrective action to effectively handle customer complaints and nonconformance reports, investigate the causes of nonconformance and record the results, and identify systematic nonconformance. It also determines the effective corrective action, and ensures that such action is taken and is effective. Each organization responsible for creating a nonconformance is also responsible for taking effective and timely corrective action.

SLP-14 establishes procedures for preventive action using all available information, such as work processes, which affect product quality, dispositions, audit results, quality records, and customer complaints. These procedures describe how to:

1. Detect, analyze, and eliminate potential causes of nonconformance,
2. Determine the steps needed to deal with any problems requiring preventive action,
3. Initiate preventive action and ensure that it is effective, and
4. Submit all relevant information on actions taken for management review.

This section defines the processes for handling, storage, packaging, preservation, and delivery of products to ensure prevention of damage, misuse, deterioration, or loss.

On behalf of the SSC, the CO&SD is the OPR responsible for leading development and maintenance of SLP-15. SLP-15 establishes a documented process, with appropriate records, for the handling, storage, packaging, preservation, and delivery of products.

All division-level organizations that perform handling, storage, packaging, preservation, and delivery are responsible for ensuring compliance with the applicable requirement of this section in accordance with SLP-15.

Procedures are defined in SLP-15 and employees are appropriately trained to ensure the proper and safe handling of materials to prevent damage or deterioration.

Procedures are defined and employees are appropriately trained to ensure the proper and safe storage of materials. Those materials that are sensitive to environmental conditions and storage duration have procedures that ensure their proper handling, continual monitoring and removal (if appropriate). Materials are monitored at regular intervals to detect deterioration. Procedures are defined (e.g., SLP-15) that govern the methods for receipt, storage, and dispatch of material from a storage area.

Procedures are defined and employees are appropriately trained to ensure the proper marking and packaging of material.

Procedures are defined and employees are appropriately trained to ensure the proper preservation and segregation of material. A secure area is established to segregate the finished product to ensure its preservation.

Procedures are defined and employees are appropriately trained to ensure maintenance of the quality of the product following final inspection and test, including delivery of the product to its final destination.

This section defines the processes for identifying, collecting, indexing, filing, stockpiling, storing, researching, and disposition of records. The records described in this section pertain to the management and operation of activities associated with controlled hardware, software, products, and services. This section applies to all areas, including documentation and record centers, where documents, reports, and data are maintained. Records include hard copy and electronic media.

On behalf of the SSC, the CO&SD is the OPR responsible for leading development and maintenance of SLP-16. SLP-16 establishes a documented procedure, with appropriate methods, for access to and identification, collection, indexing, filing, storage, maintenance, and disposition of quality records.

The purpose of these records is to demonstrate conformance to specified requirements and therefore, they should be legible, easily retrievable, and stored in a facility that provides a suitable environment to minimize deterioration, damage, or loss. Retention times for quality records are established and recorded.

All division-level organizations that control quality records are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-16.

This section defines the requirements for conducting on-site internal audits of the procedures and processes used in the delivery of SSC products. The objectives of the internal audit are as follows:

1. To provide management with evidence that the Business Management Manual, System Level Procedures, and implementing Work Instructions are in operation and meet customer requirements,
2. To determine the effectiveness and suitability of the Business Management Manual and its implementing documentation in the organization,
3. To stimulate further development of SSC’s business management systems,
4. To provide means for initiating corrective action where the Business Management Manual, or its procedures, are ineffective or unsuitable and where noncompliance’s are detected, and
5. To verify the implementation of corrective action.

On behalf of the SSC, The Center Director’s Office is the OPR for this element responsible for leading development and maintenance of SLP-17. SLP-17 establishes a documented process, with appropriate records, for planning and implementing internal quality audits of SSC’s Business Management Manual. The MRQ implements the internal audit program. These audits are to verify whether quality activities and related results comply with requirements and to measure the effectiveness of the SSC system. Internal audits are scheduled according to the status and importance of the activity to be audited. Personnel independent of those having direct responsibility for the activity being audited conduct the internal audits. Auditors record the results of internal audits and provide them to personnel in the area being audited. Management personnel responsible for the area being audited ensure that timely corrective action is taken. Auditors record the effectiveness of the corrective action taken in follow-up audit activities. The results of internal audits form an integral part of the input to management reviews in accordance with SLPs 01, 02, 05, 14, 16, 17, and 18.

This section defines the processes for training and certifying all personnel who perform activities that affect quality.

On behalf of the SSC, the Human Resources and Management Services Office (HR&MS) is the OPR responsible for leading development and maintenance of SLP-18. SLP-18 establishes a documented procedure, with appropriate methods, for defining training requirements for all employees whose work affects quality. Individual division-level organizations define training requirements for each employee, and provide training for all employees who affect quality. Personnel who perform activities that affect quality are to be qualified on the basis of education, training, and experience. The HR & MS organization or other responsible division-level organization maintains records of training.

All division-level organizations that perform training are responsible for ensuring compliance with the applicable requirements of this section in accordance with SLP-18.

This section is not applicable at SSC.

This section applies to activities of organizations when using statistically based analyses to improve or control the quality of their products or processes.

On behalf of the SSC, the S&MA Office is the OPR responsible for leading development and maintenance of SLP-20. SLP-20 establishes a documented procedure for identifying the requirement for statistical techniques in establishing, controlling, and verifying process capability and product characteristics.

The S&MA organization or other responsible division-level organization establishes and maintains a documented process, with appropriate records, to implement and control the application of statistical techniques in accordance with SLP-20.

ASQC American Society for Quality Control

In general, the definitions given in ISO 8402 apply. However, the following definitions are offered to assist the user in understanding the application of the ISO 9001 quality standard at SSC.

Customer: The recipient of a product or service provided by SSC. For the purpose of ISO implementation at SSC, the customer is external to SSC. The words "Customer" and "Partner" are used interchangeably.

Customer Agreement (CA): The documented agreement between SSC and the Customer or Partner establishing the requirements of a desired service or collaboration, and the manner in which the desired service or collaboration is provided. Customer Agreements may take many forms, such as a Reimbursable or Non-reimbursable Space Act Agreement, a Task Agreement, a Memorandum of Understanding, etc.

Design Review: A documented, comprehensive, and systematic examination of a design to evaluate its capability to fulfill the requirements for quality; to identify problems, if any; and to propose the development of solutions. A design review can be conducted at any stage of the design process, but should, in any case, be conducted at the completion of the design stage.

Division-Level Organization: For the purposes of this Manual, any directorate, program office, project office, or other functional work area that reports directly to the SSC Center Director, or in the case of TTSC and FOSC, to the General Manager.

ISO: Borrowed from the Greek word, isos, meaning "equal." It refers to the International Organization for Standardization, which was founded in 1946 to develop a common set of manufacturing, trade, and communication standards. Although this organization is commonly referred to as ISO, ISO technically is not an acronym for anything.

Management Representative for Quality: A person who is responsible for ensuring the effective establishment and operation of the BMM, and who reports directly to the Quality Management Council Committee.

Master List: Listing of work instructions, forms, etc. used to perform tasks. It contains the document’s number and revision level.

Office of Primary Responsibility (OPR): The organization having the primary responsibility for the process or procedure for the delivery of a product or service to the customer and, therefore, responsible for identifying which records need to be generated and placed under control and where they shall be maintained and stored.

Product: Results of activities or processes. A product may include service, hardware, processed materials, software, or a combination thereof. A product can be tangible (e.g., assemblies or processed materials), intangible (e.g., knowledge or concepts), or a combination thereof. For the purposes of the ISO standards, the term "product" applies to the intended product offering only, and not to unintended by-products affecting the environment.

Project Manager: The Project Lead and Primary Point of Contact (POC) who provides the interface between the Customer or Partner and Stennis Space Center, i.e. all Stennis Space Center organizations. The Project Manager may delegate Point of Contact duties to alternate persons.

Quality: The totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs.

Quality Management: All activities of the overall management function that determine the quality policy, objectives, and responsibilities, and that implement them by means such as quality planning, quality control, quality assurance, and quality improvement.

Quality Management Council: This management team renders decisions, assigns actions, and tracks those actions to closure. In addition to the Center Director (Chair), Deputy Director, Chief Counsel, and Chief Financial Officer, membership includes the senior manager of: Safety and Mission Assurance, Procurement and Business Management, Human Resources & Management Services, Center Operations and Support, Propulsion Test, Commercial Remote Sensing Program, Earth System Science, Public Affairs, Technology Transfer, Facility Operating Services Contractor, and Test and Technical Services Contractor.

Quality Plan: A document setting forth the specific quality practices, resources, and sequence of activities relevant to a particular product, project, or contract.

Quality Policy: The overall intention and direction of an organization with regard to quality as formally expressed by top management.

Quality Record: A document or data item that furnishes objective evidence of activities performed or results achieved. A quality record substantiates the fulfillment of quality requirements or the effectiveness of a BMM element’s operation. Some of the purposes of quality records are demonstration, traceability, and preventive and corrective action. A quality record can be written or stored on any data medium.

Quality System: The organizational structure, procedures, processes, and resources needed to implement quality management.

Requirement: A documented customer need.

Subcontractor: An organization, contracted by a contracting authority to provide a product or service.

Validation: Confirmation by examination and provision of objective evidence that the particular requirements for a specific intended use are fulfilled.

Verification: Confirmation by examination and provision of objective evidence that specified requirements has been fulfilled.