Archive for July, 2010

AS9100 Transition Training and Changes

Wednesday, July 21st, 2010

The International Aerospace Quality Group (IAQG) recently issued a letter on transition training for aerospace auditors. This training is a key element in the transition to the AS9100C, AS9110A, and AS9120A standards, as well as, use of the common AS9101D audit requirements standard.

All Aerospace Auditors (AA) and Aerospace Experienced Auditors (AEA) must complete Aerospace Auditor Transition Training (AATT) to be authenticated for auditing the new aerospace 2009 standards.

AS9100: This IAQG-Sanctioned AATT course has online and instructor-led components. The online component consists of an online initial examination and an online module titled, “Foundations: Understanding 9100”. The instructor-led component is a 4-day course and includes an evaluation and examination.

Classroom: Instructor-led training is required for auditors seeking AS9100C and AS9110A authentication. AS9120A training does not include an instructor-led course. As previously stated, AS9100C instructor-led training is a pre-requisite for AS9110A and AS9120A training.

For more information on the IAQG-sanctioned Aerospace Auditor Transition Training, go to this Plexus web page.

AS9100C Changes. Let’s look at a few of the key changes in the standard and identify important process points.

A. Expanded Scope from aerospace to aviation, space and defense organizations to better reflect the full range of users of AS9100.

B. Risk Management: This process defines the steps, sequences and interactions an organization must perform to ensure risks are properly handled. When risks are identified and communication is received, an assessment of these risks will be performed to determine potential impacts. Direct links to risk can be found in 3.1, 7.1.1, 7.2.2 7.4.1 & 8.5.3. Point: A formal, documented process must be established, implemented, and maintained covering responsibility, risk criteria, mitigation, acceptance and communication throughout product realization, including evidence of this system (this is much more than inserting the verbatim language/requirement on paper and stating our “sales personnel perform this”).

C. Configuration Management: Moved from clause 4.3 to 7.1.4. The move and expanded scope provides focus of this requirement during product realization. Added ISO 10007 sections (a-e). Point: Have you defined what, who and how (a-e example: config ID & audit) are executed, controlled, and valid objective evidence)? Configuration management is aimed to know at any time the “as designed” and the “as built” configuration of products in order to ensure fit for use of these products.

D. Project Management: Project management has been added to the standard outlining requirements on planning and managing product realization risks, resources and schedule. Point: Most aviation, space and defense products are complex and involve multi-tier partners and suppliers and project management provides additional focus on upfront planning and the management of project plans throughout product realization.

E. Customer Satisfaction: This requirement defines mandatory measures (e.g. customer performance indicators) that all organizations of all sizes and complexity must monitor), analyze and review to assess if improvement is needed. If action is needed, improvements must be planned and implemented and the results of the action must be evaluated to check their effectiveness. Point: A formal improvement process (example- PDCA) can ensure method, evidence, and evaluation of effectiveness.

F. Monitoring and Measurement of Processes: The Achilles’ heal – poorest evidence requirement we witness in documentation and measurable business performance improvement evidence. “Demonstrate the ability of processes to achieve planned results” (look beyond Management Review Inputs). Point: A note has been added to provide guidance on how an organization may go about determining appropriate process monitoring and measurement methods. It requires that the organization determine if the process nonconformity is limited or if it has affected other processes or products.

SES is currently working with a number of aerospace firms to achieve a successful and measurable transition. Contact Us for all your AS9100C training, documentation assistance, process improvement and internal auditing needs.

AS Transition Training & Changes

Thursday, July 1st, 2010
Performance Improvement Solutions for Your Business Needs July 2010

In this issue

  • AS Transition Training & Changes
  • ISO 9001 Effectiveness Study
  • Structured Improvement Methodology
  • In The News
  • Training Courses
  • Greetings!

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    AS Transition Training & Changes

    The International Aerospace Quality Group (IAQG) recently issued a letter on transition training for aerospace auditors. This training is a key element in the transition to the AS9100C, AS9110A, and AS9120A standards, as well as, use of the common AS9101D audit requirements standard.

    All Aerospace Auditors (AA) and Aerospace Experienced Auditors (AEA) must complete Aerospace Auditor Transition Training (AATT) to be authenticated for auditing the new aerospace 2009 standards.

    AS9100: This IAQG-Sanctioned AATT course has online and instructor-led components. The online component consists of an online initial examination and an online module titled, “Foundations: Understanding 9100”. The instructor-led component is a 4-day course and includes an evaluation and examination.

    Classroom: Instructor-led training is required for auditors seeking AS9100C and AS9110A authentication. AS9120A training does not include an instructor-led course. As previously stated, AS9100C instructor-led training is a pre-requisite for AS9110A and AS9120A training.

    For more information on the IAQG-sanctioned Aerospace Auditor Transition Training, go to this Plexus web page.

    AS9100C Changes. Let’s look at a few of the key changes in the standard and identify important process points.

    A. Expanded scope from aerospace to aviation, space and defense organizations to better
    reflect the full range of users of AS9100.

    B. Risk Management: This process defines the steps, sequences and interactions an organization must perform to ensure risks are properly handled. When risks are identified and communication is received, an assessment of these risks will be performed to determine potential impacts. Direct links to risk can be found in 3.1, 7.1.1, 7.2.2 7.4.1 & 8.5.3. Point: A formal, documented process must be established, implemented, and maintained covering responsibility, risk criteria, mitigation, acceptance and communication throughout product realization, including evidence of this system (this is much more than inserting the verbatim language/requirement on paper and stating our “sales personnel perform this”).

    C. Configuration Management: Moved from clause 4.3 to 7.1.4. The move and expanded scope provides focus of this requirement during product realization. Added
    ISO 10007 sections (a-e). Point: Have you defined what, who and how (a-e example: config ID & audit) are executed, controlled, and valid objective evidence)? Configuration management is aimed to know at any time the “as designed” and the “as built”
    configuration of products in order to ensure fit for use of these products
    .

    D. Project Management: Project management has been added to the standard outlining requirements on
    planning and managing product realization risks, resources and schedule
    . Point: Most
    aviation, space and defense products are complex and involve multi-tier partners and suppliers and project management provides additional focus on upfront planning and the management of project plans throughout product realization.

    E. Customer Satisfaction: This requirement defines mandatory measures (e.g. customer performance indicators) that all organizations of all sizes and complexity must monitor), analyze and review to assess if improvement is needed. If action is needed, improvements must be planned and
    implemented and the results of the action must be evaluated to check their effectiveness
    . Point: A formal improvement process (example- PDCA) can ensure method, evidence, and evaluation of effectiveness.

    F. Monitoring and Measurement of Processes: The Achilles’ heal – poorest evidence requirement we witness in documentation and measurable business performance improvement evidence. “Demonstrate the ability of processes to achieve planned results” (look beyond Management Review Inputs). Point: A note has been added to provide guidance on how an organization may go about determining appropriate process monitoring and measurement methods. It requires that the organization determine if the process nonconformity is limited or if it has affected other processes or products.

    SES is currently working with a number of aerospace firms to achieve a successful and measurable transition. Contact Us for all your AS9100 training, documentation assistance, process improvement and internal auditing needs.

    ISO 9001 Effectiveness Study

    It would not be an exaggeration to say that the ISO 9001 standard from the International Organization for Standardization (ISO) brought about a revolution in the field of quality assurance. Some efforts have been made in the past to analyze the effectiveness of certification in countries such as Brazil and India. Encouraged by such studies and realizing a need for a more broad-based study, especially in developing economies A Joint study by IAF, UNIDO, and ISO to measure effect of management system certification is taking place.

    The project, titled “Implementation of ISO 9001 Quality Management System in Asian Developing Countries: Survey Covering System Development, Certification, Accreditation and Economic Benefits,” is to be carried out in about 10 economies.

    The objective of phase 1 of the project-a survey of customer satisfaction-is to evaluate the effect of ISO 9001 certification on the satisfaction of customers of certified organizations, and their perceptions about the performance of their suppliers (i.e., the certified organizations). A survey questionnaire has been developed for this part of the project and has been validated by large institutional purchasers in other parts of the world.

    Phase 2, a survey of certified organizations, will be conducted in 2010. The aim is to assess the effectiveness of the ISO 9001 certification process, the status of the quality management system, and perceptions regarding the effects of certification in ISO 9001-certified organizations. Independent assessors will be used for this part of the project, according to competence criteria and methodologies currently under development in collaboration with ISO and the IAF.

    Expected outcomes of the project include:

    • Improved empirical evidence of the economic effect of management system certification in industries in the South Asian Association for Regional Cooperation (SAARC) and South East Asian countries
    • Improved knowledge base for national standards, certification, accreditation bodies, governments, regulators, ISO, and IAF about management system certification and supporting schemes
    • Best practices and policy guidelines to improve functioning of management-system certification bodies and accreditation boards

    We will keep you updated when the results of the study are published.

    Structured Improvement Methodology

    In ISO 9004:2009 managing for the sustained success of an organization – a quality management approach — Clause 9.2 – Improvement, suggests that “improvement processes should follow a structured approach such as the “Plan-Do-Check-Act” (PDCA) methodology.”

    Most of us have heard, and are familiar with The Lean Six Sigma methodology to follow a structured approach, known as DMAIC: DEFINE-MEASURE-ANALYZE-IMPROVE-CONTROL. It is important to recognize that this “structured” methodology does not conflict with or negate the application of the PDCA methodology suggested in 9004. Instead, PDCA links to DMAIC from a strategic and tactical point of view.

    From a strategic perspective, PDCA can be used to successfully deploy a DMAIC process improvement strategy across the organization. Examples of PDCA activities can include:

    • Plan: Establish short and long-term objectives and targets for the initiative, determine resources needed to achieve them, and schedule progress reviews.
    • Do: Deploy the initiative according to your plan; monitor and measure performance for comparison with planned objectives and targets.
    • Check: Conduct top management reviews at planned intervals (with responsible personnel ) to ensure that the deployment is on track, and identify opportunities for improvement.
    • Act: Take action to correct deficiencies and/or address improvement opportunities identified through the management review process.

    From an organizational approach, PDCA can be utilized as the cornerstone that supports each DMAIC step. Let’s look at a couple of examples of how PDCA can be applied within DMAIC steps:

    DEFINE Step:

    • Plan: Prepare for an improvement project by establishing a project charter.
    • Do: Draw a high-level process map (SIPOC) and gather Voice of the Customer (VOC) information.
    • Check: Verify the SIPOC and VOC information against your goals and objectives.
    • Act: Make any adjustments to the project charter and authorize the project’s continuation.

    MEASURE Step:

    • Plan: Identify what needs to be improved and prepare for data collection.
    • Do: Collect the data to determine where we are.
    • Check: Verify that data collection is effective with what was planned.
    • Act: Take action where planned arrangements are not being followed, and make appropriate changes.

    The same principle does apply to the ANALYZE, IMPROVE, and CONTROL steps of DMAIC. ISO 9004 provides valuable guidance related to the various elements that comprise a strategy that leads to success. The application of Lean Six Sigma is one method to support the strategy detailed in ISO 9004 to achieve measurable organizational success.

    In The News

    Nation’s Manufacturing Sector to Bounce Back in 2011-2012. Manufacturing will recover to prerecession levels during the next two years in states with low tax rates, a diverse collection of manufacturing industries, and strong government services, says a report from Ball State University in Muncie, Indiana.

    The 2010 Manufacturing and Logistics Report Card, prepared by Ball State’s Center for Business and Economic Research (CBER), grades all 50 states in several areas, including manufacturing and logistics health, human capital, cost of benefits, global position and diversification of industries, state-level productivity and innovation, tax climate, and venture capital activities.

    The CBER report can be found on their web page.

    U.S. Autos Improve in Initial Quality. Domestic auto brands, as a whole, have demonstrated higher initial quality than import brands for the first time, according to J.D. Power and Associates’ recently released 2010 U.S. Initial Quality Study (IQS). The study has been conducted annually for the past 24 years. The study is used extensively by manufacturers worldwide to help them design and build better vehicles, and by consumers to help them in their vehicle purchase decisions.

    View the study at the J.D. Power Website.

    Eighty-Three Organizations Seek the 2010 Baldrige Award.Eighty-three organizations are in the running for the 2010 Malcolm Baldrige National Quality Award, the nation’s highest recognition for organizational performance excellence through innovation and improvement. Applicants include three manufacturers, two service companies, seven small businesses, 10 educational organizations, 54 health care organizations, and seven nonprofit and governmental organizations. The number of applicants is up 20 percent over 2009 and marks the fifth consecutive year that there have been 70 or more organizations seeking the award.

    To learn more about advancing your organization’s quality journey, visit the NIST Website.

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