The acquisition framework describes the business and technical activities that need to take place over the life cycle of an acquisition program. These activities and considerations must be tempered with the realities of the acquisition program (cost, schedule and performance) and the end objectives of that program.
Manufacturing management is a subset of program management planning. Consequently, the plan for accomplishment of the manufacturing activities should be embedded in the program management planning documents and the systems engineering process. The manufacturing management approach should be defined relatively early for all phases of acquisition. This early definition is necessary since activities appropriate for later phases often need to appear as planning guidance in the program documentation or contracts developed in earlier phases. In addition, funding for these activities must be captured and allocated in a timely manner in order to reduce risk and mature the program. It is therefore suggested that the entire framework be reviewed when developing plans or contractual requirements for a specific phase. This will allow the manufacturing manager to consider the potential impact of future activities and establish a base line for the types of activities which should have been accomplished in earlier phases.
Manufacturing management focuses on the responsibilities of the personnel involved within the program management office for achieving a capability to successfully enter and complete the production phase. This requires a design that is producible and a factory floor that is capable and has the capacity for the planned rates of production. The maturing of these capabilities begins early and requires an analysis of the following areas:
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