SPA - Systems and Products Assurance: Systemic View

Engineering
Technology, Intelligence
Consulting & Systems

EThICS
ENGINEERING
EThICS 039.BG01E.09

RESEARCH, DEVELOPMENT AND INNOVATION

SYSTEMS AND PRODUCTS ASSURANCE
- Systemic View PURPOSE OF THE MODULE

INTEGRATED VISION OF SPA

INTRODUCTION
Acronyms
Motivations for SPA, from Customers and Users
Motivations for SPA, from Developers and Manufacturers
Why Design for Reliability (DFR)?
The Paradigms for Design for Reliability (DFR)
The Risk of Thinking Only on Averages
Fig. 1: The (In)Visibility of the Total Costs
Fig. 2: Model of the Composition of the LCC
Technologies of SPA
Fig. 3: Requirements for Projects of Systems
Scope of Technologies and Specialties of RDI
Scope of Technologies and Specialties of SPA
Main Objectives of SPA
Some Benefits of the SPA Technologies
Major Difficulties of SPA

Motivations for the Integration of RDI and SPA
Fig. 4: Simultaneous and Proactive Engineering of RDI and SPA
Fig. 5: Elementary Cycle of Project Validation and Assurance
Fig. 6: Integrated Organization of RDI and SPA Specialties
Fig. 7: Initial Steps of RDI of Systems and Products
Fig. 8: Integrated Steps and Tasks of SCR
Fig. 9: Technologies of Research, Development and Innovation
Fig. 10: Responsibilities of Management of SPA - Integration
Responsibilities of Management of SPA - Budget
Responsibilities of Management of SPA - Risks
Management of Information and Knowledge of SPA
Fig. 11: Management of Information and Knowledge of RDI
Fig. 12: Programs e Plans of SPA for Projects

APPENDICES
References
EThICS Engineering - Services and Areas of Action

Antonio Sallum Librelato - Director – EThICS Engineering - November - 2013
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Intellectual Property of EThICS Engineering

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EThICS
ENGINEERING

SYSTEMIC VIEW OF SYSTEMS AND PRODUCTS ASSURANCE

EThICS 039.BG01E.09

Ref.: [EE_039.BG01.04]

Purpose of Module
The main purpose of this module is to present, in an introductory
way, the following topics:
Understanding Systems and Products Assurance (SPA) and the
technologies applied.
Motivations, goals, advantages and difficulties of technology applications
for SPA.
Integrated vision of the SPA technologies with other disciplines for
Research, Development and Innovation (RDI).

The management technologies and engineering for SPA will be
detailed in other specific modules.

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INTRODUCTION

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Ref.: [EE_039.BG01.04]

INTRODUCTION

Acronyms
ACRONYM
CIS
CISP
DFR
DPSP
DSP
EAP
EDP
ESR
FMEA
IPSP
LCC
LCPP
MPSPA
MRP
MTBF
NRA
NSD
OMR

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MEANING
Construction and Integration of Systems
Construction and Integration of Systems and Products
Design For Reliability
Definitive Project of Systems and Products
Development of Systems and Products
Engineering of Analog Processing
Engineering of Digital Processing
Engineering of Systems and Requirements
Failure Modes and Effects Analysis
Installation Project of Systems and Products
Life Cycle Cost
Life Cycle of Projects e Products
Master Plan of Systems and Products Assurance
Management of RDI Programs
Mean Time Between Failures
Needs and Requirements Analysis
New Systems Development
Operational Management of RDI

ACRONYM
PRAA
PSPA
PPSP
PrSPA
RDI
SAT
SCD
SCE
SCR
SMR
SPA
SRAA
STE
TCA
TCI
TCO
TMR
TPP
TSR
TTA

MEANING
Products Risks and Assurance Analysis
Plan of Systems and Products Assurance
Preliminary Project of Systems and Products
Program of Systems and Products Assurance
Research, Development and Innovation
Strategic Analysis of Technologies
System Concept Definition
Systems Concepts Exploration
Systems Concepts Research
Strategic Management of RDI
Systems and Products Assurance
Systems Risks and Assurance Analysis
Special Technical Studies
Total Cost of Acquisition
Technological and Competitive Intelligence
Total Cost of Ownership
Tactical Management of RDI
Technical Presentations of Projects
Technology and Systems Research
Technology Transfer and Absorption


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INTRODUCTION

Ref.: [EE_039.BC02.07][EE_039.BG01.04]
[KLEY_01][RAHE_01][RAHE_03]

Motivations for SPA, from Customers and Users
Get durable solutions, and cost-effective, not only on the Total Cost
of Acquisition (TCA), but in particular on the Total Cost of
Ownership (TCO).
Being aware about the guarantees and costs (costeffectiveness) throughout the life cycle (LCC).
Possess detailed and anticipated knowledge about costs of
acquisition, deployment, use, maintenance and replacement of
systems.
Tending not to accept solutions which have uncertainty of
performance or solutions that prove to be of low availability,
higher maintenance costs and shorter lifetimes, even at low
acquisition costs. [RAHE_01][RAHE_03]
The repetition of events of failures and multiple noneffectiveness of the solutions will be cause for successive
complaints and demands from customers and users. [KLEY_01]
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INTRODUCTION

Ref.: [EE_039.BC02.07][EE_039.BG01.04] [KLEY_01]

The failures in the field will bring inevitable repairs losses,
warranty claims, customer dissatisfaction, call-back of products
(recall), loss of sales and, in extreme cases, loss of life. [KLEY_01]
Complaints and demands generated by customers and users can
lead to damages to the image, market losses and liabilities to
the supplier.
Act proactively, from the early stages of projects, to create
solutions that ensure better effectiveness at lower costs,
throughout its life cycle.
Demonstrate in advance that the solutions offered include the
means for longer useful life and lower life cycle costs.

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INTRODUCTION

Ref.: [EE_039.BC02.07][EE_039.BG01.04][KLEY_01]

Deficiencies of effectiveness that are not remedied in the steps of
non-recurring RDI will manifest in multiple systems and products
resulted in recurrent stages of production, support and use, causing
outages, costs and inefficiencies of results.
Moreover, the preventive and proactive action, made in the nonrecurring steps will charge once, but will result in reductions in
recurrent costs, multiple times, for each unit of product, in the
recurring steps. [KLEY_01]

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INTRODUCTION

Ref.: [RAHE_03]

Reliability is defined as the probability of performing ALL the
functions (including safety functions) satisfactorily for a specified
time and specified use conditions.
The causes and probabilities of failures related to all factors of
assurance of systems and products should be analyzed.
The functions and conditions of use are established by the
requirements.
Two causes for the low reliability come from requirements:
Missing or vague requirements.
Number of fault events that will be tolerable.

To prevent failures, it is necessary be able to predict them, through
analysis of failure modes and effects (FMEA), and remove them
from products, during the initial stages of the project.

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Propriedade Intelectual de EThICS Engineering

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INTRODUCTION

Ref.: [RAHE_03]

The use of MTBF as a measure of the reliability of a product no
longer meets the users and customers expectations!
Depending on the statistical distribution of failures data, roughly 50%
to 70% failures may occur during the time indicated by the MTBF!
No user today can tolerate such a high number of failures!
Ideally, a user does not want any failures for the entire
expected life!
The real question is:
Why not design for zero failures if we can increase profits and
gain more market share?

Zero failures implies zero mission-critical failures or zero safetycritical system failures.
As a minimum, systems in which failures can lead to catastrophic
consequences must be designed for zero failures.
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INTRODUCTION

Ref.: [RAHE_03]

The aim for design for reliability (DFR) is to design-out
failures of critical system functions in a system.
The number of such failures should be zero for the expected life of
the product.
For complex systems, we may find impossible to have zero failures,
since there are multiple factors that may affect the reliability of the
system:
Software interactions.
Wiring connections.
Human factors.

Issues of compatibility may occur, among components and materials,
among subsystems, and among hardware and software interactions.
Then, for complex systems, it may be impossible to obtain zero
failures, but we must at least prevent the potential failures we
know about.
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INTRODUCTION

Ref.: [RAHE_03]

Since failures can come from unknown and unexpected interactions,
we should try to design-in fallback modes for unexpected events.
At a company meeting, customers were asked by the manufacturer to
describe the warranty they would wish to have, answered, in
consensus:
No warranty is the best warranty!
To understand the paradox: the best warrant would be the one that
would never experience a claim.
In other words: the customers wanted a failure-free design for
reliability!

In summary, we can say that we need:
To define functions correctly.
To design not to fail.
To implement all the paradigms for DFR.

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INTRODUCTION

Ref.: [RAHE_03]

The Paradigms for Design for Reliability (DFR)
Knowledge of the right things comes from practicing the use
of lessons learned!
Here are the lessons that RAHEJA teach us, by way of the
eight paradigms:
1. Learn To Be Lean Instead of Mean.
2. Spend a Lot of Time on Requirements Analysis.
3. Measure Reliability By Life-Cycle Costs.
4. Design for Twice the Life.
5. Safety-Critical Components Should Be Designed for Four Lives.
6. Learn to Alter the Paradox of Cost and Performance into a Win-Win
Situation.
7. Design to Avoid Latent Manufacturing Flaws.
8. Design for Prognostics Health Monitoring.

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INTRODUCTION

Ref.: [SAVA_01]

The Risk of Thinking Only on Averages

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Ref.: [BATA_01][BLAN_01][BLAN_02]
[EE_039.BC02.07][KAWA_01]

INTRODUCTION

Fig. 1: The (In)Visibility of the Total Costs

Barely Part of the Total Cost of Acquisition
What is done here, at each
project and at each
produced unit,...
...defines what happens
here, and that is repeated
at each acquisition and in
each period of the rest of
the life cycle of each one!
Most part of the TCO is
associated to the Investments
Costs and Sustainment Costs.
During the steps of the RDI and
PSP, those costs are often
neglected, when there is more
focus only on the purchase
costs.

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The TCO is represented by the
complete “iceberg” of costs!

Cost of RDI + PSP + Infra

Part of the Non-Recurrent
Investments Costs
+
Recurrent Investment Costs
+
Sustainment Costs

21/01/13

Before having the full possession
of the system or product, the
client often does not realize the
costs beyond what is "visible.“
After the inauguration, he will
have to look the "invisible“ part
of the iceberg.

Remainder of the Total Cost of
Acquisition +
Total Cost of Operation


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INTRODUCTION

Fig. 2: Model of the Composition of the LCC
PREPARATION COSTS

SUSTAINMENT COSTS

RDI Costs

Replication Cost

Cost of Deployment

Costs of Schedule and
Non-Schedules
Maintenance

Cost of Use of
Facilities

Disposal Costs

Non-Recurring

Recurring

Non-Recurring

Recurring

Recurring

Recurring

Occurs only once for all Occur for each unit
units produced
produced

Occur for every
installation of each
unit

Occur for each unit
Occur for each unit
installed and for each installed and for each
maintenance cycle
operation cycle

Occur only once for
each unit installed

TSR Technology and
Systems Research

PSP Production of
Systems and Products

Installation Project

ILS Integrated Logistic
Support

Operation

Legal Permission

SCR Systems Concepts
Research

Factory Acceptance
Tests

Design and
Construction of
Infrastructure

Replacement and
Renovation

Training for Continued
Operation

Demolition and
Disposal

DSP Development of

Qualification and
Certification

Improvement of
Equipment and
Infrastructure

Modification of
Systems and
Equipment

Consumption of
Energy , Water,
Communications and
Other

Repairs and
Restorations

Improvement of
Utilities

Materials, LaborWork, Charges

Supply of Materials
and Consumables

Depreciation

Systems Integration
and Commissioning

Transportation and
Insurance

Rents

Improving the
Environmental
Sustainability

SPA Systems and
Products Assurance
Trading and
Contracting

Management and
Documentation

Packaging,
Transportation and
Insurance

Management and
Documentation

Initial Preparations for
Operation
Management and
Documentation

Outsourced Services
Management and
Documentation

TCA TOTAL COST OF ACQUISITION

Management and
Documentation

Management and
Documentation

COO COST OF OPERATION

TCO TOTAL COST OF OWNERSHIP (06/04/13)
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INTRODUCTION

Ref.: [RAHE_01][EE_039.BG01.04]

Technologies of SPA
Are the processes designed to ensure that a product will perform well
during their expected lifetime. [RAHE_01]
Due to different degrees of complexity, it is usual specifying such
integrated processes as: [RAHE_01]
Systems Assurance: for large systems such as aircraft, power plants
and similar.
Product Assurance: for consumer or industrial products .

An organization of RDI shall develop and implement plans, methods
and processes that bring the best results of the projects in terms of
effectiveness and life cycle cost.
The scope presented below covers the technologies that are most
useful for most projects. Other technologies may be used, depending
on the characteristics and nature of the systems and product
development.

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INTRODUCTION

Ref.: [RAHE_01][EE_039.BG01.04]

Technologies of SPA
Those technologies:
Require proactive actions that should be undertaken in an integrated
and simultaneous way with the other specialized technologies
required for research, development, production, implementation,
operation and maintenance, depending on the nature and technology
of the systems and products.
When applied in the early stages of projects, allow to guarantee the
products and reduce life cycle costs.
When not applied properly, the products obtained often have
deficiencies in performance and cost-effectiveness during the later stages
of the life cycle, resulting in complaints and demands by customers
and increased costs for both parties.

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Ref.: [BLAN_01]

INTRODUCTION

Fig. 3: Requirements for Projects of Systems
Design for Functionality (Performance)
Accuracy, capacity, computer throughput, power output, processing time, range, reaction time, rate, sensitivity,
size, speed, weight, responsiveness, etc

Design for Reliability

Design for Flexibility

Design for Maintainability

Design for Transportability

Design for Usability

Design for Productivity

(human factors)

Design for Safety and Security
Design for Supportability

RDI
OF
SYSTEMS

Design for Quality
Design for Disposability

(serviceability: logistics, maintenance)

Design for Environment

Design for Interoperability

(sustainability)

Design for Availability
28/03/13

Design for Testability
Design for Affordability
(LCC-Effectiveness)

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Ref.: [EE_039.BG01.04]

INTRODUCTION

Scope of Technologies and Specialties of RDI
The basic technologies (disciplines, specialties) for RDI are:
Management:

Engineering:

Strategic Management
Tactical Management
Operational Management
Technical Management of
Projects

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Requirements
Systems
Electrical, Electronics and
Telecommunications
Mechanics
Parts, Materials and Processes
Aeronautics
Software and Computing
Civil
Installation and Maintenance
Other, according to the nature
of the project´s object

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Ref.: [RAHE_01][EE_039.BG01.04]

INTRODUCTION

Scope of Technologies and Specialties of SPA
The basic technologies (disciplines, specialties) for SPA are:
Management:

Engineering :

Management of Systems and
Products Assurance
Management of Risks of
Hazards and Uncertainties
Management of CostEffectiveness
Management of Software
Assurance
Management of Configuration
Management of Rights and
Penalties of SPA

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Quality Assurance
Reliability Assurance
Maintainability
Systems Safety
Systems Security
Human Factors
Supportability and Logistics
Sustainability
Verification and Validation
Other, analogous

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Ref.: [RAHE_01][EE_039.BG01.04]

Proactive Action
Plan and execute the actions and control the results, in an integrated
way, at each step of the LCPP.
Think, analyze and act preemptively to the facts and processes of
creation and use of products and systems.

Disciplinary Integration
Plan, execute and control the actions of specialties of design and
assurance, integrated, simultaneous and cooperatively, at every step of
LCPP.

Performance Assurance
Specify, implement, verify and validate each solution of the project,
system and product, to comply with the requirements of
performance, over the LCPP, and in function of each technology of SPA.

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INTRODUCTION

Ref.: [RAHE_01][KLEY_01][EE_039.BG01.04]

Reduction of Life Cycle Costs:
Establish balanced solutions between cost and effectiveness of system.
[RAHE_01]
Evaluate the cost elements of the LCC and manage the actions and
solutions for its reduction and optimization, especially regarding the TCO.

Risks Mitigation:
Evaluate the risks of hazards and uncertainties inherent to every solution
proposed or effective, according to the technologies employed and to the
performance requirements to be achieved. [RAHE_01]
Manage processes and projects in order to employ solutions that reduce
and mitigate risks throughout the project , systems and products life
cycle. [KLEY_01]

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Ref.: [EE_039.BG01.04]

Management of Systems and Products Assurance:
Establishes SPA resources to be applied during the development,
production and support throughout the life cycle, including:
Programs of SPA
Organizational Plan.
Master and Specific Plans.
Budgets and Plans for Specialized Resources.
Concepts and Principles, Methods and Processes, Procedures and
Techniques.
Documentation and Control of Execution and of Results.
User and Maintenance Manuals.
Terms of Warranty of Products.
Promote the proactive and integrated action of SPA, in the organization
and during the life cycle.

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Ref.: [RAHE_01][EE_039.BG01.04]

Management of Risks of SPA:
Identifies and minimizes risks of hazards and uncertainties in
developing new products and systems.
Act proactively in implementing solutions at lower risk.

Management of Configuration:
Ensures that the information (and documents) on the settings of
solutions of hardware, software and interfaces be available throughout
the life cycle of systems and products in each of the places of usage.
Prevents that solutions incompatible with the settings already available to
users be sent to the field.
It allows performance analysis of different configuration states of
products and systems.
Lets know the nature and reasons, identify authors and recounting all
changes and versions of configuration items.

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Ref.: [RAHE_01][EE_039.BG01.04]

Management of Software Assurance:
Ensures software solutions meet the systems functional and operational
requirements and also the requirements for quality, reliability, safety,
security, maintainability and logistics established for the software.

Management of Rights and Penalties of SPA:
Establishes the equity and feasibility of warranty terms offered to
customers and users
Assesses and mitigates the risks of penalties arising from noncompliance,
for systems and products, to requirements, standards and laws.
Establishes the technical means of protecting the rights of the company
in the use of its products and systems.

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Ref.: [RAHE_01][EE_039.BG01.04]

Engineering of Quality Assurance:
Aims that the requirements of customer satisfaction are incorporated into
the design.
Ensures that the specifications obtained in the design and production
meet the requirements.
Mitigates the risks associated with errors and defects of manufacturing.
Ensures that the appropriate quality procedures are adopted to:
Design.
Qualification and selection of manufacturers and suppliers.
Qualification and selection of materials and components.
Qualification and selection of processes for the manufacturing,
assembling and test.

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Ref.: [RAHE_01][EE_039.BG01.04]

Engineering of Reliability Assurance:
Lower rates of defects in products throughout their life.
Reduces the costs incurred by the manufacturer due to warranty against
defects.
Reduces costs incurred by customers as logistics support.
Attracts customers, when the costs are reasonable.

Engineering of Maintainability:
Minimizes time of non-productive systems and products.
Reduces repair time.
As a consequence, reduces maintenance costs.

Engineering of Systems Safety:
Allows identification, elimination and control of risks related to security
along the life cycle of the product, process or system, making them safer.

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Ref.: [RAHE_01][EE_039.BG01.04]

Engineering of Systems Protection:
Allows identification of external threats to the system or product, and the
adoption of systemic solutions protected against such threats.

Engineering of Human Factors:
Recognizes the role of humans in products, processes and systems.
Promotes effective integration between humans and products, processes
and systems.
Help designers in preventing accidents induced by humans, through
projects more immune to human errors during use.
Mitigates the risks to humans that interface with the product, process or
system.

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Ref.: [RAHE_01][EE_039.BG01.04]

Engineering of Supportability and Logistics:
Reduces support costs in the field, many of which result from low quality,
reliability, maintainability and safety, through analysis of the project
from the beginning.
Improves the performance of systems in use through intelligent plans for
integrated logistics support to systems, products and operations.

Engineering of Verification and Validation:
Ensures that the elicited requirements have its validity examined and
established.
Ensures that requirements to be met by the product, process or system
to be fully considered by the designers..
Prevents intermediate solutions and still not entirely valid to be used in
the subsequent stages of the project.
Ensures that appropriate methods and procedures of verification are
applied during all stages of project.

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Ref.: [RAHE_01][EE_039.BG01.04]

Engineering of Sustainability:
Prevents the design of solutions that do not meet the requirements of
preserving the environment and of reducing waste of non-renewable
natural resources.
Promotes the use and the economy of renewable materials and the reuse
and recycling of parts of products, processes and systems.

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Ref.: [RAHE_01][EE_039.BG01.04]

Major Difficulties of SPA
Caused by the Requirements:
Systems performance requirements nonexistent, vague, incomplete or
ambiguous. [RAHE_01]

Caused by Inadequate Knowledge:
Lack of knowledge about the SPA technologies, methods and processes
and ignorance of the relationships between SPA technologies and the
trade-offs of solutions to be analyzed. [RAHE_01]

Caused by the Policy of the Organization: [RAHE_01]
The priorities of attendance of cost, schedule or management programs
and projects compromises are in conflict with the priorities of meeting
the requirements of performance, effectiveness and guarantees.
The project plans and availability of resources are incompatible (not
realistic) with the demands of SPA actions.
The vision of RDI does not foster integration between the actions of SPA
and the research, design and development of systems and products.
Attitudes are reactive rather than proactive.
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INTEGRATED VISION OF SPA

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INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Motivations for the Integration of RDI and SPA
The systems and products assurance is built through the choices and
constructions performed by the designers (experts), at each stage
of the project, based on the requirements, methods and procedures
outlined for this.
The integration between the teams of specialists and SPA and RDI
allows to plan and execute joint and proactive actions, at every step
of RDI, through collaborative and concurrent engineering
work.
The verifications and validations are done at each stage of project
review, to validate compliance with the requirements both technical
and functional, as the requirements for the systems and products
assurance, prior to release of the solution for use in the next
stages of the project. (Fig 4 and Fig 5).
The integration between the teams allows adaptation to the demands
of such projects, throughout the stages of the life cycle, resulting in
greater synergy and better resource economics.
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INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Fig. 4: Simultaneous and Proactive Engineering of RDI and SPA

Operational, Technical and
Functional Requirements.
Methods of Project.
RDI Plan of the Project.

SPECIALTIES:
Management of RDI.
Engineering of RDI.

Performance and SPA
Requirements.
Methods of SPA.
SPA Plan of the Project.

EACH STEP
OF THE RDI
PROJECT

SPECIALTIES:
Management of SPA.
Technologies of SPA.

20/03/13

Documentation
of Project and of
Results.

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EACH
SOLUTION
OF THE
PROJECT


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INTEGRATED VISION

Fig. 5: Elementary Cycle of Project Validation and Assurance
Operational, Technical and
Functional Requirements.
Methods of Project.
RDI Plan of the Project.

Performance and SPA
Requirements.
Methods of SPA.

PROJECT
EXECUTION

Documentation
of Project and of
Results.

EACH
SOLUTION OF
THE PROJECT

PROJECT
REVISION

V? = is the solution valid?
A? = is the solution assured?

V&A?

NON

YES
EACH SOLUTION
OF THE PROJECT
20/03/13
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V&G

NEXT STEP
OF THE
PROJECT
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ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Integrated Organization of RDI and SPA Specialties
Based on designs of complex electronics systems, with precedents or
not, one can create an organization as a model of experts integration
into functional groups, such as:
MRP – Group of Management of RDI Programs
ESR – Group of Engineering of Systems and Requirements
SPA – Group of Systems and Products Assurance
EDP – Group of Engineering of Digital Processing
EAP – Group of Engineering of Analog Processing
CIS – Group of Construction and Integration of Systems

The organization of groups of specialists allows greater flexibility and
synergy through concurrent engineering, mainly in the integration
among specialists of RDI and SPA, at each stage of the project life
cycle.

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EThICS
ENGINEERING


EThICS 039.BG01E.09

Ref.: [EE_039.BG01.04]

INTEGRATED VISION

Fig. 6: Integrated Organization of RDI and SPA Specialties
ORGANIZATION OF THE SPECIALTIES
MRP – Management of RDI Programs
SPA – Systems and Products Assurance
ESR – Engineering of Systems and Requirements
EAP – Engineering of Analog Processing
EDP – Engineering of Digital Processing
CIS – Construction and Integration of Systems

Directory

MRP
ESR
Specialized
Companies

SPA
Other Areas of
the Company

RDI
EAP

EDP
CIS

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27/03/13

37

EThICS
ENGINEERING


EThICS 039.BG01E.09

Ref.: [EE_039.BE01.07]

INTEGRATED VISION

Fig. 7: Initial Steps of RDI of Systems and Products

RDI

SOURCES OF INFO &
KNOWLEDGE

TCI

SAT

TTA

TSR TECHNOLOGY & SYST RESEARCH
NSD

Needs
&
Req

STE

TPP

SCR SYSTEMS CONCEPTS RESEARCH
NRA

SCE

SCD

MRP MANAG RDI PROGR
STE

TME

OME

DSP DEVELOP SYST AND PROD
PPSP

SRAA

DPSP

CISP

SYST
&
PROD

PRAA

26/11/11

30/11/2013


38

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BE01.07]

Acronyms of RDI
MRP
SMR
TMR
OMR
TSR
TCI
SAT
STE
NSD
TPP
TTA
SCR
NRA
SCE
SCD
SRAA
DSP
PPSP
DPSP
CIPS
IPSP
PRAA
30/11/2013

Strategic Management of RDI
Tactical Management of RDI
Operational Management of RDI
Technology and Systems Research
Technological and Competitive Intelligence
Strategic Analysis of Technologies
Special Technical Studies
New Systems Development
Technical Presentations of Projects
Technology Transfer and Absorption
Systems Concepts Research
Systems Risks and Assurance Analysis
Development of Systems and Products
Preliminary Project of Systems and Products
Definitive Project of Systems and Products
Construction and Integration of Systems and Products
Installation Project of Systems and Products
Products Risks and Assurance Analysis

39

EThICS
ENGINEERING


EThICS 039.BG01E.09

Ref.: [EE_039.BE01.07]

INTEGRATED VISION

Fig. 8: Integrated Steps and Tasks of SCR
26/11/11

SCR - SYSTEMS CONCEPTS RESEARCH

NRA

SCE

•
•
•
•
•
•
•

Vision of Problem
Needs Analysis
Operational Analysis
Functional Analysis
Feasibility Definitions
Needs Validation
Operational Requirements
Definition

•

•

Risk management
System assurance requirements
TCO - Total Cost of Ownership
Go-No Go decision

•

•
•
•

•
•
•
•

•
•
•

SCD

Performance Requirements
Formulation
Basic System Architecting
Alternative Concepts Exploration
Alternative Concepts Evaluation
Alternative Concepts Validation

•
•
•

System Concept Selection
System Development Planning

Risk management
Go-No Go decision

•

Risk management
Final Go-No Go decision

•
•
•

SRAA - Systems Risks and Assurance Analysis

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40

EThICS
ENGINEERING


EThICS 039.BG01E.09

Ref.: [EE_039.BE01.07]

INTEGRATED VISION

Fig. 9: Technologies of Research, Development and Innovation
RESEARCH, DEVELOPMENT & INNOVATION

28/03/13

REQUIREMENTS
ENGINEERING
Research, Consolidation,
Validation and Management of
Requirements
Analysis of the Problem

•

•

SYSTEMS
ENGINEERING
•
•
•
•
•

Vision of Problem
Needs Analysis
Systems and Subsystems Project

PRODUCT
ENGINEERING
•

•
•
•

Preliminary and Definitive
Project of Equipment, Units,
Modules and Parts
Construction, Integration and
Tests
Documentation of Projects,
Technical Management of
Projects

MANAGEMENT AND ENGINEERING OF SYSTEMS AND PRODUCTS ASSURANCE FACTORS
•
•
•
•
•
•

Quality Assurance
Reliability Assurance
Safety
Security
Human Factors
Maintainability

30/11/2013

•
•
•
•

Supportability and Logistics
Sustainability
Verification and Validation
Other Factors

• Management of:
•
•
•
•
•


Assurance
Risks
Cost-Effectiveness
Software Assurance
Configuration
Rights and Penalties of
Assurances
41

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Responsibilities of Management of SPA
Main Responsibilities of Management:
Integration.
Budget consistent with the objectives.
Management of risks.
Management of Information and Knowledge.

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42

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Responsibilities of Management of SPA - Integration
Integration:
From the point of view of customers and users, the system
performance depends on the integration of at least five elements, that
only the suppliers can integrate:
Hardware and Software.
Persons.
Interfaces.
Infrastructure e Support Equipments.
Operational and Natural Environments.
Methods and Procedures.

The systems shall be robust against errors, defects and hazards,
when in the environment of use, throughout the lifecycle.

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43

EThICS
ENGINEERING


EThICS 039.BG01E.09

Ref.: [RAHE_01]

INTEGRATED VISION

Fig. 10: Responsibilities of Management of SPA - Integration

INSTALATIONS
INFRA

USER

SOFTWARE

HARDWARE
SYSTEM
08/04/13

INTERFACES

OPERATIONAL
ENVIRONMENT

SUPPORT
EQUIPMENT

PROCEDURES

NATURAL ENVIRONMENT

Human behavior is the most unpredictable among the elements, and can be the
weakest link in the chain of operations, and should be viewed as integrated and in
parallel to the system.
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44

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Responsibilities of Management of SPA - Budget
Consistent Budget:
Given a system, resources must be managed effectively.
These resources should be used for highly detailed analysis during
the early stages of the project.
Investments are more effective in those moments.
Budgets inconsistent or not available, are impeditive to the effective
action to mitigate risks and reduce inefficiency in the cost of the life
cycle, or even in reducing security risks.
Managers must learn to anticipate the required investment for the
implementation of many possible improvements during the project,
establishing clear objectives for this.
Managers must be committed to the provision of financial resources
consistent with the plans and needs of projects throughout the stages of
the life cycle.

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45

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BG01.04]

Responsibilities of Management of SPA - Risks
Management of Risks:
Risk = Probability of Occurrence x Severity of the Effects
In addition to the data of the past, must be considered that there is
always a potential new disaster waiting to happen
The proactive projects enable consider such possibilities.
The theoretical risk aspects must be considered as a starting point.
Then, analysis must expand to comprehend reality.
Complex systems can fail by thousand forms and modes.
Each hazard or defect can have many levels of severity, from no ill
effects to loss of the system and of lives.
Complex products may fail more than once in different ways.

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46

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BE01.07]

References of SPA of Foreign Origin of the Company:
Books and Periodicals.
Standards.
Theses, Articles and Tutorials.
Third-party References.
Requirements from Clients and Customers.

References of SPA of Internal Origin of the Company:
Proposals and Contracts.

Documentation About Management of SPA Generated by the
Projects:
Programs of SPA.
Master Plan of SPA.
SPA Plans of each Project.

30/11/2013


47

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BE01.07]

Documentation About SPA Technologies Generated by the
Projects:
General subject, for all Projects.
Master Plan of SPA.
Concepts and Principles.
Methods and Processes.
Procedures and Techniques.

Specific subject, for each Project:
Reports of Results.

Scope of Information of the SPA Documentation:
Should be covered all technologies and disciplines of SPA, individually or
jointly, integrated as needed and convenience.

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48

EThICS
ENGINEERING


EThICS 039.BG01E.09

INTEGRATED VISION

Ref.: [EE_039.BE01.07]

Fig. 11: Management of Information and Knowledge of RDI
GENERAL FLUX OF THE RDI COLLECTION
REFERENCES
FOREIGN
ORIGIN OF THE
COMPANY

REFERENCES
FROM
INSIDE THE
COMPANY

RDI COLLECTION
08/04/13

STEPS
OF
RDI
PROJECTS

30/11/2013

DOCUMENTS
GENERATED BY
THE STEPS OF
THE RDI
PROJECTS


49

EThICS
ENGINEERING


EThICS 039.BG01E.09

Ref.: [EE_039.BE01.07]

INTEGRATED VISION

Fig. 12: Programs e Plans of SPA for Projects
Collection
of Good
Practices

Management
of Systems
Requirements

PrSPA
PROGRAM OF SYSTEMS AND PRODUCTS
ASSURANCE

MPSPA
Master Plan of Systems and Products
Assurance

PROJECT X

Requirements
for the
Project X

PSPA-X
Plan of Systems and Products Assurance
Project X
08/04/13

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50

EThICS
ENGINEERING


EThICS 039.BG01E.09

APPENDICES

30/11/2013


51

EThICS
ENGINEERING

EThICS 039.BG01E.09

APPENDICES

References
[BATA_01] BATTAGLIA, M. Design for supportability. Available at
<https://c3.nasa.gov/dashlink/static/media/other/Design4Supportability.pdf>. Accessed in
12/04/2011. 16p.
[BLAN_01] BLANCHARD, B. S. System engineering management. 4th ed. Hoboken NJ:
John Wiley, 2008. 539 p.
[BLAN_02] BLANCHARD, B. S.; VERNA, D.; PETERSON, E. L. Maintainability: a key to
effective serviceability and maintenance management. New York, NY: John Wiley, 1995.
537 p.
[EE_039.BC01.09] LIBRELATO, A. S. EThICS 039.BC01.09: CVPP - Ciclo de Vida de
Projetos e Produtos - Visão Geral. Novembro, 2011. 13 p.
[EE_039.BC02.07] LIBRELATO, A. C. EThICS 039.BC02.07: Conceitos e Princípios de LCC
& Efetividade. Março, 2013. 59 p.
[EE_039.BE01.09] LIBRELATO, A. S. EThICS 039.BE01.09: PDI - Pesquisa,
Desenvolvimento e Inovação - Visão Geral. Abril, 2012. 44 p.
[EE_039.BG01.08] LIBRELATO, A. S. EThICS 039.BG01.08: GSP - Garantia de Sistemas e
Produtos - Visão Sistêmica. Abril, 2013. 54 p.
[EE_039.CE06.05] LIBRELATO, A. C. EThICS 039.CE06.05 Pesquisa e Conceituação de
Sistemas - Metodologia. Dezembro, 2011. 74 p.
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ENGINEERING


EThICS 039.BG01E.09

APPENDICES

References
[EE_903.026.00] LIBRELATO, A. C. EThICS 903.026.00 Planejamento Estratégico Conceitos Gerais. Julho, 2006. 28 p.
[KAWA_01] KAWAUCHI, Y.; RAUSAND, M. Life Cycle Cost (LCC) analysis in oil and
chemical process industries. RAMS Group, NTNU, Norway. 1999. 82 p.
[KLEY_01]

KLEYNER, A. Foreword. Foreword of [RAHE_02]. Pages xv-xvi.

[RAHE_01] RAHEJA, D. G.; ALLOCO, M. Assurance technologies principles and practices
- a product, process, and system safety perspective. 2nd ed. Hoboken, NJ: John Wiley,
2006. 472 p.
[RAHE_02] RAHEJA, D. G.; GULLO, L. J. Design for reliability. Hoboken, NJ: John Wiley,
2012. 308 p.
[RAHE_03]
1-14.

RAHEJA, D. Design for reliability paradigms. Chapter 1 of [RAHE_02]. Pages

[SAVA_01]
SAVAGE, S. L. The flaw of the averages: why we underestimate risk in the
face of uncertainty. Hoboken, NJ: John Wiley, 2009. 392 p.

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53

Engineering
Technology, Intelligence
Consulting & Systems

EThICS
ENGINEERING
EThICS 039.BG01E.09

APPENDICES

SERVICES
Consulting
Assessorship
Study, Analysis & Diagnostic
Planning
Research & Development
Deployment
Training
Mentoring
ENGINEERING
& TECHNOLOGY

AREAS OF ACTION

ORGANIZATIONAL
STRATEGY

Antonio Sallum Librelato – Director
+5512 3941 8277 – a.sallum@uol.com.br – skype: a_sallum1
Profile: http://www.linkedin.com/in/sallum

54

SPA - Systems and Products Assurance: Systemic View

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