Newest Version of Aerospace AS9100C Published

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Performance Improvement Solutions for Your Business Needs February 2009
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Greetings!

Welcome to Sustaining Edge Solutions E- Newsletter

Our newsletters provide guidance on operational and quality systems ISO 9001, AS9100, ISO/TS 16949, TL 9000, ISO 13485, ISO 14001, and others. This includes process improvement methods Six Sigma, Lean Enterprise, and other topics of interest to our readers.

If you have any questions about the articles appearing in this issue, or you want to suggest topics for future issues, please let us know.

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Newest Version of Aerospace AS9100C Published
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The Aerospace Standard, AS9100, Revision C, is available for purchase now at the SAE International Website.

This revision includes the requirements of the ISO 9001:2008 standard published last October. One major inclusion to the revision is the use, importance and emphasis of risk. Risk definition is defined as “An undesirable situation or circumstance that has both a likelihood of occurring and a potentially negative consequence.”

Clause 7.1 of the revised AS9100, which covers product realization and risk management, includes establishing and implementing a process for managing risk which includes:

  • Assignment of responsibilities for risk management,
  • Definition of risk criteria, for example, likelihood, consequences and risk acceptance,
  • Identification, assessment and communication of produced realization risks,
  • Identification, implementation and management of actions to mitigate risks that exceed defined risk acceptance criteria,
  • Acceptance of risks remaining after implementation of mitigating actions.

The contributing writers of the latest revision of the AS9100 Standard have identified risk management as an essential ingredient of a properly functioning aerospace business management system.

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ISO/TS 16949:2009 Automotive Standard
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The International Automotive Task Force (IATF) has announced that ISO/TS 16949:2009 will be issued during the first quarter 2009, following the ballot of ISO TC176, and reflects the changes in ISO 9001:2008. The following will apply:

1. ISO/TS 16949:2009 introduces no new or changed requirements. ISO 9001:2008 is based on clarifications or amendments to the existing requirements of ISO 9001:2000 and those that are intended to improve consistency with ISO 14001:2004.

2. Certification Bodies and Organizations are expected to understand and apply the amendments to ISO/TS 16949:2009. Application of the clarifications related to ISO 9001:2008 requirements in the boxed text of ISO/TS 16949:2009 is effective not later than 120 days after the release of ISO/TS 16949:2009.

3. The certification status to ISO/TS 16949:2002 remains in effect for the certification life. Certification to ISO/TS 16949:2009 is recognized with the effective date of the release of ISO/TS 16949:2009. Certification to ISO/TS 16949:2009 is not an upgrade and its term is the same as the current ISO/TS 16949:2002 certificate.

4. IATF recognized certificates to ISO/TS 16949:2009 may be issued upon request by an organization (client) after official publication and after a regularly scheduled surveillance audit, but are not required until the next recertification audit.

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Are You Ready for a Change?
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The rate of change in our work lives continues to accelerate. A frequent side effect of changes designed to improve productivity, profitability, and sustainability in our organizations, is a larger burden on the employees. We’re all compelled to do more, do it faster, and with fewer resources. Whether you are trying to initiate a change or you are on the receiving end, it’s helpful to know that people typically find themselves in one of three stages relative to a change. Where one is in this process impacts what needs to be done to facilitate through it.

The Three Phases of Change:

1. Resisting and holding on – You aren’t ready to look forward. You’re denying the change will occur, clinging to what is or what was.

2. Preparing to let go – You’re doing what is necessary to let go of what was, doing the internal and external work necessary to embrace the change.

3. Embracing change and moving on – You are done with the past and ready to dive into the change, doing your best to make it work for you and your team.

Within each of these stages, there are things you can do to help people work through them in healthy ways. Here are some suggestions.

Resisting and Holding On

Is this change a given or can you influence it? If the change not yet cast in concrete and you are against it, be clear on your reasons and interests for this resistance. Do you have a better alternative or good reasons to avoid the change that serve the group at large? Don’t just stand on a position without fully and objectively examining other sides of the issue. If your resistance is personal, come clean with that and let go, personal vendettas will hold you back. If change is a foregone conclusion, work on letting go.

Preparing to Let Go

Develop a vision of what’s possible to pull you through the change. Not knowing where you’re going, or what might happen can be very frightening. Fear of the unknown can keep you stuck. It can also keep you from honestly discovering the options in front of you. Develop an ideal vision for the change state. Make it up if it isn’t coming to you naturally, but make it good. Your vision will guide you to making it a reality and give you the inspiration and courage you need to move on.

Embracing Change and Moving On

Many changes are too big to take on all at once. What’s the smallest step you can take today to move into the change? There’s no shame in taking baby steps. They create movement and with movement comes new perspectives, information, and inspiration.

Remember that people have varying degrees of tolerance around change. Some people love change and thrive on it. Others avoid it like the plague. When you’re facilitating a major change, know that everyone will embrace it at their own pace and on their own terms. Whenever possible, give people the tools to develop their own approach and their own timeframe for embracing change.

Written by Steve Davis.

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Integrated Use of Management Systems
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ISO has published a combined book and CD giving organizations advice on how to make integrated use of management system standards.

The integrated use of management system standards distills the experience and expertise of an ISO task force comprising 16 members drawn from business organizations representing a wide range of countries and sectors, as well as from standards bodies and academia.

The book provides a good mixture of theory and practice and will be useful for beginners as well as for the experienced,” declares Petra Eckl of MLPC International, France, leader of the ISO task force. “It will form a bridge between the increasing number of ISO management system standards that meet specific concerns of organizations and their stakeholders, and the user organization’s own and unique management approach.”

ISO management system standards (MSS), such as ISO 9001:2000 for quality management and ISO 14001:2004 for environmental management, are among the most widely used International Standards, while new ISO MSS are gaining ground, including ISO 22000 (food safety), ISO 28000 (supply chain security) and ISO/IEC 27001 (information security).

The accompanying CD (inside the back cover), contains real-life examples extracted from 15 case studies made in a wide variety of situations. Examples are included from companies in Asia, South America and the Middle East, as well as Europe and North America. Multinational companies are included as well as smaller ones, in different sectors of activity, for profit and not-for-profit, applying different sets of management system standards.

The book and accompanying CD is available for purchase at the ISO Store.

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Training Courses
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To see the course description, schedule, and on-line registration click on the course title below. Courses are awarded Continuing Education Units.

Understanding & Implementing ISO9001:2008
ISO 9001:2008 Process Based Internal Auditor
Documenting Your Quality Management System

Understanding & Implementing AS9100B:2004
AS9100B: 2004 Process Based Internal Auditor
Documenting Your Quality Management System

Understanding and Implementing ISO/TS16949:2002
ISO/TS16949:2002 Process Based Internal Auditor
Documenting Your Quality Management System

Understanding and Implementing ISO14001:2004
ISO14001:2004 Process Based Internal Auditor

The Five Pillars of a Lean Workplace Organization
Continuous Process Improvement
Lean Six Sigma

All courses can be delivered at your company. Don’t see a course, location, or date that fits your needs?

Contact Us

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