| The AS9100 Aviation, Space and Defense Standard is undergoing a major revision aligned with the ISO 9001:2015 expected release of September 2015.
With a slight lag of a few months, it is expected that the AS9100:2016 (including AS9110 Aviation Maintenance Organization and AS9120 Stocklist Distributor) will be released in the second quarter of 2016. The gap between the published release of the ISO 9001:2015 and the AS9100:2016 standards will create a shorter time period for AS registered organizations to transition to this new standard.
Because the AS standards are being released approximately eight months after the ISO 9001:2015 standard, the “three year” transition is actually a little over two years for aerospace companies. This all is based on the assumption that the aerospace standards are published in April of 2016. If that deadline is not met, the transition period will be even shorter.
Currently, the AS9100:2016 standard is in the draft stages and therefore still undergoing change. But what is known is that it will mirror the new Annex SL ten-clause format of the ISO 9001:2015 standard. In addition, it is expected that the following areas will be added or enhanced:
As these standards work their way through the various groups and specific stakeholders, it is expected that there will continue to be changes from their current draft forms. Watch for updates to these standards in our future newsletters.
We frequently ask or hear others ask that question. Root cause analysis (RCA) is an old subject and is familiar to many people. If your company is registered to a major global quality standard, you hear it very often and you most likely have contributed to a corrective action using it.
Many who use it are unaware of the concept’s larger context. Asked what root cause means, some typically respond with:
- “It is what is really happening.”
- “It is the one thing that causes everything else.”
- “It’s the light switch. When you flip it, the lights go on.”
These explanations imply there is one specific thing that is the originator of the considered effects, and the origination is absolute, meaning unconditional and inevitable. This absolute origination is usually referred to as the root cause. The challenge to people is to know when and where to stop drilling down through the infinite layers of cause and effect and conclude they have reached a root cause. The clue resides in the typical business mind-set. It’s similar to selecting something that can yield a high return on investment. That is how most businesses make decisions.
One key to unlock the root cause is called the span-of-control or sphere-of-influence principle.
Span of Control
Many people have not thought much about the deeper meaning of root cause and, therefore, are not clear on when and where to stop searching for root causes. The so-called root causes are what people subjectively choose to serve in the role of origination. The task to pursue the root cause is really the task to decide when and where to terminate the chain of causation to generate high ROI.
Sphere of Influence
Similarly, if a cause is outside the sphere of influence (persuasion only), it’s a good indication you can stop drilling because working beyond that generates no returns. That’s not to say you’ll always give up in this case. The focus then must be shifted to expanding the influence boundaries to enclose the cause currently outside of your influence. In our experience, the sphere of influence is frequently the dominating factor in root cause selection.
Many people have not thought much about the deeper meaning of root cause and, therefore, are not clear on when and where to stop searching for root causes. The so-called root causes are what people subjectively choose to serve in the role of origination. The task to pursue the root cause is really the task to decide when and where to terminate the chain of cause and effect to generate a high return on investment.
The number #1 topic of discussion in regards to the future ISO 9001:2015 Standard to be published late this year is the concept of risk‐based thinking. Let’s look at the content of the ISO/TC176/SC2 document of how risk is explained in the introduction of ISO 9001:2015 standard.
ISO 9001:2015 defines risk as the effect of uncertainty on an expected result.
- An effect is a deviation from the expected – positive or negative.
- Risk is about what could happen and what the effect of this happening might be
- Risk also considers how likely it is to take place
The target of a management system is achieve conformity and customer satisfaction. ISO 9001:2015 uses risk‐based thinking to achieve this in the following way:
Clause 4 (Context) the organization is required to determine the risks which may affect this.
Clause 5 (Leadership) top management are required to commit to ensuring Clause 4 is followed.
Clause 6 (Planning) the organization is required to take action to identify risks and opportunities.
Clause 8 (Operation) the organization is required to implement processes to address risks and opportunities.
Clause 9 (Performance evaluation) the organization is required to monitor, measure, analyze and evaluate the risks and opportunities.
Clause 10 (Improvement) the organization is required to improve by responding to changes in risk.
Why use risk‐based thinking?
By considering risk throughout the organization the likelihood of achieving stated objectives is improved, output is more consistent and customers can be confident that they will receive the expected product or service. Risk‐based thinking therefore:
- builds a strong knowledge base
- establishes a proactive culture of improvement
- assures consistency of quality of goods or services
- improves customer confidence and satisfaction
Members of the ISO/TC176 agree that Risk has always been in the ISO 9001 Standard, such as preventive action. “The changes relating to risk, creates requirements for that which was always implicit in ISO 9001.” Do you agree, or disagree with this conclusion? Let us know.
ISO 14001 Environmental Management Systems (EMS) has progressed to Final Draft International Standard – the next stage in the ISO standard revision process – following approval of the latest draft by an impressive 92 % at the end of 2014.
The current revision is an important step in the evolution of the standard and will see some improvements on the previous edition. Some of these changes are based on a user survey conducted by the committee, which received over 5000 responses from 110 countries. As a result, the new version will see greater focus on:
- Strategic environmental management
- Protecting the environment
- Environmental performance
- Life-cycle thinking
This means that experts revising the standard will go through all the comments received during the previous public consultation (DIS) at their next meeting in Tokyo in February 2015. The outcome will be a final draft, which will be put forward for voting. Once approved, the standard will be published. The new version is expected by the end of 2015.
Welcome to 2015!!
Here we are in 2015, and many of you are looking at ambitious New Year’s resolutions and goals. Let’s take one final look at the key trends that kept U.S. manufacturing in the news in 2014, and will continue to be driving factors for business growth in 2015.
Technological advancements improved manufacturing in many ways in 2014. Additive manufacturing (otherwise known as 3D printing) and robotics in particular dominated the news. Although both have been around for quite some time, breakthroughs are allowing these technologies to become more affordable and accessible for small and midsized U.S. manufacturers. These advancements will help companies innovate, reduce production costs, and deliver more customization, higher quality, and better total value in the marketplace.
The year 2014 was a critical year for U.S. manufacturers. We experienced a lot of industry growth and now find ourselves increasingly optimistic for more of the same in 2015 and beyond. Consider the following data from the latest Federal Reserve report:
• U.S. manufacturing output rose 1.1 percent in November 2014, which was the largest increase in nine months.
• Utilities production, which addresses the demand for heat, water, etc., increased 5.1 percent.
• Factory output has now exceeded pre-recession levels.
Ninety-five percent of the world’s customers live outside the United States, and manufacturers were catching on to this crucial opportunity in 2014. Exporting allows manufacturers to increase sales, introduce new product lines, diversify customer portfolios, test innovative approaches, and grow their customer bases. U.S. International Trade Data reported that October 2014 exports of capital goods were the highest on record at $47.7 billion.
Employee training and retention
Improving worker skills and creating more diverse workplaces are ongoing challenges that reflect changing demands in the manufacturing workplace. In 2014, we focused more attention on these important issues to address requirements from enhanced technology and new processes. Although more work remains to be done, we are spreading the message about the importance of employee engagement initiatives to secure top talent, and introducing new programs to enlist the next generation of workers to U.S. manufacturing.
What manufacturing trends is your company following this year? Let us Know!!