Guide to implement AS9100 Rev C

Guide for implementing AS9100 Rev C

By

ASHISH JUDE MICHAEL, MBA, IIM Shillong

2 Guide for implementing AS9100 Rev C

Introduction I am writing this document to help out managers, who think AS9100 is a very

complicated system to install, implement and follow. They have an apprehension

that it requires tons of documentation and record keeping.

I will be bringing the basic outlines of how to implement a QMS (Quality

Management System) from scratch, which adhere to AS9100 Rev C requirements

in a very basic manner. This document alone cannot be used to implement the

AS9100 Rev C; the aim of this document is to familiarize the managers about the

basics of implementation of AS9100 Rev C. I have used many illustrations and

also used project management concept to implement AS9100 Rev C.

I have used my own experience; I played an important role in implementing

AS9100 Rev C in my SBU (Strategic Business Unit), which is EW&A (Electronics

Warfare & Avionics) at Bharat Electronics. Our SBU was one of the first SBUs in

India to get AS9100 certification among PSUs. Our Head of Team for

Implementation of AS9100 was our QM (Quality Management) DGM Mr.

Satyanarayana and I was a directly reporting to him.

I will divide this document in 14 steps (These steps are inspired from “How to

implement AS9100?”) and will be elaborating on each step and add if any thing is

missing.

Guide for implementing AS9100 Rev C 3

Table of Contents Management Responsibilities

Step 1: Determine which Quality standard to adopted

Step 2: Assemble the Team, Purchase the Standard & select registrar

Step 3: Set targets and periodically review them

Implementation Team Responsibilities

Step 4: Review support literature and software

Step 5: Make a strategy

Step 6: Plan the implementation

Step 7: Documentation

Step 8: Draft QMSP (Level 1 Document)

Step 9: Training

Departmental Responsibilities

Step 10: Level 2 , 3 & 4 level Documents

Step 11: Implement & adhere to Quality Management System (QMS)

QM Responsibility

Step 12: Invite registrar/auditor for a pre-‐assessment

Step 13: Gain registration

Step 14: Continual assessment

Conclusion


Management Responsibilities

Step 1: Determine which Quality standard to adopted

This is a strategic decision to be taken by senior management. One should not

seek certification for the sake of getting it. Understand how this will help you in a

long run. AS9100 is necessity if you are planning to enter aerospace & defence

industry or space industry. ISO9001 is just 70% of AS9100.

Let me give you a brief introduction about various types of Certification you can

go ahead.

1. ISO9001: is a quality standard maintained by the International Organization

for Standardization (ISO) and is administered by accreditation and certification

bodies like PRI Registrar. The rules are updated periodically to accommodate

changes in the business environment. Some of the requirements include:

• Procedures that cover all key practices in the business

• Monitoring those procedures to ensure effectiveness

• Keeping adequate records

• Checking output for defects, and implementing corrective actions as

needed to Prevent recurrence if defects are found

• Periodic review of the overall quality management system and the

processes within the system to measure effectiveness

• Implementing a continuous improvement program

When an organization is certified and found to be in conformance with ISO 9001

that organization may publicly state that it is "ISO 9001 certified" or "ISO 9001

registered". Certification to an ISO 9001 quality standard does not guarantee

quality of end products and services; however, it certifies that formalized

business processes are being applied.

Although the ISO 9001 quality standard originated in manufacturing, it can be

applied to a variety of products, not just physical objects, but products such as

services or software.


2. AS9100: is an aerospace standard based on the ISO 9001 quality system

requirements. AS9100 takes the ISO 9001 requirements and supplements them

with additional quality system requirements, which are established by the

aerospace industry in order to satisfy DOD, NASA and FAA quality requirements.

The intent of AS9100 is to establish a single quality management system for use

within the aerospace industry.

The standard was developed by Working Group 11 of ISO TC20 and was

supported by the International Aerospace Quality Group (IAQG). The official title

of AS9100 is "AS9100 Quality Management Systems -‐ Requirements for Aviation,

Space and Defense Organizations".

The AS9100 standard is recognized worldwide, however, participating countries

can use their own numbering conventions. For example, the standard was

released as EN9100 in Europe. Regardless of the number, the standard should be

identical in content.

The industry has moved toward requiring their subcontractors and suppliers to

be AS9100 compliant and/or certified. By becoming registered to AS9100 or by

conforming to the standard, suppliers can gain a competitive advantage and

benefit from the improved processes and continuous improvement that is the

foundation of ISO 9001 certified Quality Management Systems.

3. AS9110: The AS9110 aerospace standard is based on AS9100 but adds

specific requirements that are critical for the maintenance of commercial,

private, and military aircrafts. This standard defines the quality system

requirements based on AS9100 and includes additional criteria for

maintenance repair and overhaul facilities (MRO's) serving the aircraft

industry. The AS9110 standard was published by SAE International. It is

formally titled "AS9110 Quality Maintenance Systems -‐ Aerospace -‐

Requirements for Maintenance Organizations" by the Americas Aerospace

Quality Group (AAQG). The prime candidates to seek certification to the AS9110

standard are FAA 145 certified repair stations. Those seeking Parts

Manufacturing Approval (PMA) from the FAA to manufacture aircraft parts and


components are also likely to seek AS9110 certification. Some of the areas of

emphasis in the AS9110 standard include detecting and preventing counterfeit

and suspect unapproved parts, human factors (recognizing human factors that

affect workers), safety management systems, technical data, project

management and risk management.

4. AS9120: Quality Management Systems -‐ Requirements for Aviation, Space

and Defense Distributors." is an aerospace standard based on AS9100 that

adds specific requirements that are relevant for stockiest or pass-‐through

distributors for the aerospace industry. SAE International published the

AS9120 standard. This standard addresses chain of custody, traceability, control

and availability of records. AS9120 would be applicable for organizations that

resell, distribute, and warehouse parts found in aircraft and other aerospace

components. The standard is not applicable to value-‐added distributors due to

customer-‐product changes nor is it intended for organizations that rework or

repair products. Organizations that perform work that affect or could affect

product characteristics or conformity should use AS9100 or another general

quality management system standard.

AS9120 is based on ISO 9001 but it includes nearly 100 additional requirements

specific to aerospace distributors. AS9120 provides suppliers with a

comprehensive quality system focused on areas directly impacting product

safety and reliability.

Some of the areas covered in AS9120 include splitting (specific requirements for

batch and lot splitting), control of records, traceability (tracking from receipt of

product to delivery), and evidence of conformance (distributors must meet

document specifications).

5. AS9003 The intent of the AS9003, Inspection and Test Quality System; is to

ensure that the inspection, conformity and airworthiness of products are

maintained. The AS9003 standard contains the minimum requirements for an

Inspection and Test Quality System and was intended for use by small

build/machine to print organizations. A quality system structured to include the


AS9003 requirements provides the supplier with a system that defines activities

necessary to support product integrity such as:

1. Management Responsibility

2. Documentation of the Quality System

3. Controlled Contract Review and communication of requirements to

production

4. Document and Data Control

5. Purchasing: Guidelines for choosing

6. Control of Customer Supplier Product, tooling and raw materials

7. Product Identification and Traceability

8. Process Control -‐ Methods for controlling manufacturing/build processes

9. Inspection and Testing, In-‐process, Final Inspections, Test and the

associated documentation of status and results

10. Control of Inspection, Measuring and Test Equipment

11. Control of Nonconforming Product

12. Corrective Action processes

13. Handling, Storage, Packaging, Preservation and Delivery

14. Control of Records -‐ Internal Quality Audits to monitor your system

15. Training

# OASIS Database: The OASIS database is a product of the International

Aerospace Quality Group (IAQG). OASIS houses supplier and audit assessment

data for all companies who hold an accredited certification in any of the AQMS

series of Standards (i.e. -‐ AS9100, AS9110 and AS9120). The IAQG has set firm

requirements regarding the inclusion of aerospace certified suppliers in the

OASIS database. Simply put, it is not optional -‐ if you hold an accredited

certificate to AS9100, AS9110 or AS9120 -‐ you must be entered into the OASIS

database. SAE International document AS9104 details the Certification Bodies'

requirements for Aerospace Certification Programs. We are bound by these

requirements as stated on our aerospace certificates, "The audit was conducted

in accordance with the requirements of SAE AS9104 Rev. A." (Reference SAE

AS9104 -‐ Requirements for Aerospace Quality Management System Certification

/ Registrations Programs).


Additionally, any supplier listed in the OASIS database must set someone up as

the OASIS Administrator. This designated person will be the contact point with

regards to OASIS, and is responsible for maintaining accurate supplier data in the

system (i.e. -‐ supplier name, address, etc.). This person is also the only contact

who can grant access to view pertinent audit assessment details. An OASIS user

cannot access audit data without first gaining permission from the suppliers'

listed OASIS administrator.

If any aerospace certified supplier refuses to be a part of OASIS, or refuses

to set up an OASIS administrator, Certification Bodies are required by the

IAQG to revoke the certificate of registration.

The very first step to get involved with OASIS is to become a registered user.

Anyone can become a registered user, and you do not need to hold an active

aerospace certificate in order to become a user. Visit the OASIS database at

http://www.iaqg.org/oasis and click on the "Register to get Access" link.

In Brief:

Sl No. Standard Applicable Industries

1 ISO9001 All manufacturing and any industry from service to product based.

2. AS9100 Specifically for organizations developing, manufacturing and selling aerospace

equipments/components.

3. AS9110 For organizations into maintenance & repairs (MRO) of Aircrafts.

4. AS9120 For Organizations which sell & stock airborne equipment’s or components such as

stockiest & distributers.

5 AS9003 For organizations which provide third party inspection or testing facilities for

airborne equipments/components.

One has to be prepared for the cost of quality, which will be high during initial

phase of 3-‐4 years but after that you can reap the benefits in the long run. But if


you are into Aerospace & Defence /Space business, AS9100 is critical for your

future.

For implementing AS9100 senior management should support its Quality

Management Department to fullest. Initially things will be difficult to implement

but perseverance pays off, you have to understand “Rome was not built in a Day”

and so is for AS9100 implementation. Unless you adhere it from within the

organization its difficult to maintain.

Step 2: Assemble the Team & Purchase the Standard

The road to implementing starts with assembling the right team. Depending

upon your organization, you can make an official of a rank DGM/AVP/Manager

to head of team, the team should be cross-‐functional with employees

representing each department. Head of team should have first hand experience

of implementing AS9100 and has good personal skills. Provide him necessary

resources. Try to visit the companies, which have already established AS9100

certified systems, have a look on their processes.

Next thing is to purchase the Standard, and to select a registrar such as UL etc.

Consult the registrar whenever it is required so. Give enough time for the team to

understand the standard, the standard itself is vast and requires lots of time to

read all the clauses and requirements.

Step 3: Set targets and periodically review them

Set the targets for Implementation team and review them periodically to ensure

that we are on right track and this will also help the team to put forward their

requirements or suggestions where senior management can help them.

I suggest we should apply project management concept while implementing

AS9100 Rev C. Lets define:

Project: AS9100 Rev C Implementation


First we should use PPM (Project Priority Matrix) to define our utmost priorities

in this project.

For example in given

illustration of PPM

maximum priority is

given to

performance then

comes time and

finally cost/Budget.

This means we want

that we have to by all means improve systems to implement AS 9100 Rev C and it

may take a little bit more time and we want to reduce the cost by saving more,

provided we are successful in implementing our project AS9100 Rev C.

Above is the PERT Activity Diagram, is gives the activities and gives the most

effective time for each activity. You can refer the illustration in figure, which

defines this PERT Network Diagram.

A (5)

B (5)

C (5)

D (4) E (1)

F (5)

G (5)

H (5) I (5)

J (5)

K(3)

L(6) M(6)

N(6)

O(6)

P(5) Q(5)

R(4)

S(5)

T(5)

Constrain Accept Enhance

Time ✖ ✔ ✖

Cost/Budget ✖ ✖ ✔

Performance ✔ ✖ ✖


Activity Task

Optimistic(Time((To)

Pessimistic(Time((Tp)

Most(Likely(time((Tm)

Effective(Time((Te)

Precedence(Activity

ADerermine Quality Standard to be implemented 4 6 5 5 NULL

BAssemble Team,Purchase Standard & Select Registrar 4 6 5 5 A

C Recruit Quality Manager 4 6 5 5 B

D Assemble Team 3 5 4 4 C

EPurchase Standard &Select Registrar 0.5 1.5 1 1 D

FSet Targets & Schedule Periodical Reviews 4 6 5 5 E

G Review support Literature &Software 4 6 5 5 F

H Make Strategy 4 6 5 5 G

I Plan The Implementation 4 6 5 5 H

J Draft QMSP 4 6 5 5 I

K Training 2 4 3 3 J

L Prepare Level 2,3& 4 documents 4 8 6 6 K

M Send to QM department for Checking 4 8 6 6 L

NUpgrade documents & Get them approved 4 8 6 6 M

O Implement & Adhere to QMS 4 8 6 6 N

P Internal Assesment 4 6 5 5 O

QInvite Registrar/Auditor for Pre-Assesment 4 6 5 5 P

R Implement feedback of Auditors 3 5 4 4 Q

S Registration Assessment 4 6 5 5 R

TImplement suggestions & Improvements of Auditor 4 6 5 5 S

96TotalJExpectedJImplimentationJTimeJinJDays

Above illustration gives the details for PERT Activity Diagram.

Implementation Team Responsibilities

Step 4: Review support literature and software provided with Standard

There are a large number of tools that can be very helpful at every stage of the

process of implementing AS9100 there are many suggested formats, which we

have to modify as per requirement. We have to segregate the formats which we

can use as it is and on which we have to do some modification.

Step 5: Make a strategy

I again will stress, process towards implementing AS9100 must start with

commitment from top management. As part of this, an organizational strategy

should be developed, and an implementation by the team formed.

Think of constrains which you are going to face and find the solutions before


hand. Its better to spend more time in planning and perfecting the things than

rush into implementation phase and mess up the things.

Step 6: Plan the implementation AS9100 Rev C ImplementationXYZ Today's Date: Thursday

(vertical red line)Project Lead:

Start Date: Monday[42] First Day of Week (Mon=2): 2

WBS TasksTaskLead Start End D

urat

ion

(Day

s)

% C

ompl

ete

Wor

king

Day

s

Day

s C

ompl

ete

Day

s R

emai

ning

1Management Responsiblities CEO 1/2/12 1/25/12 24 100% 18 24 0

1.1

Derermine Quality Standard to be implemented 1/2/12 1/6/12 5 100% 5 5 0

1.2

Assemble Team,Purchase Standard & Select Registrar 1/7/12 1/11/12 5 100% 3 5 0

1.2.1Recruit Quality Manager 1/12/12 1/16/12 5 100% 3 5 0

1.2.2 Assemble Team 1/17/12 1/20/12 4 100% 4 4 0

1.2.3Purchase Standard &Select Registrar 1/21/12 1/21/12 1 100%

1.3Set Targets & Schedule Periodical Reviews 1/21/12 1/25/12 5 100% 5 5 0

2Implementation Team Responsiblities Manager Quality 2/2/12 2/24/12 23 100% 17 23 0

2.1Review support Literature &Software 2/2/12 2/6/12 5 100% 3 5 0

2.2 Make Strategy 2/7/12 2/11/12 5 100% 4 5 02.3 Plan The Implementation 2/13/12 2/17/12 5 100% 5 5 02.4 Draft QMSP 2/20/12 2/24/12 5 100% 5 5 02.5 Training 2/24/12 2/28/2012 3 100% 4 3 0

3Departmental Responsiblities Demartmantal Heads 3/1/12 3/28/12 28 100% 20 28 0

3.1Prepare Level 2,3& 4 documents 3/1/12 3/6/12 6 100% 4 6 0

3.2Send to QM department for Checking 3/9/12 3/14/12 6 100% 4 6 0

3.3Upgrade documents & Get them approved 3/16/12 3/21/12 6 100% 4 6 0

3.4Implement & Adhere to QMS 3/23/12 3/28/12 6 100% 4 6 0

4 QM Responsibility Quality Manager 4/2/12 4/27/12 26 100% 20 26 04.1 Internal Assesment 4/2/12 4/6/12 5 100% 5 5 0

4.2Invite Registrar/Auditor for Pre-Assesment 4/7/12 4/11/12 5 100% 3 5 0

4.3Implement feedback of Auditors 4/12/12 4/15/12 4 100% 4 4 0

4.4 Registration Assessment 4/17/12 4/21/12 5 100% 4 5 0

4.5Implement suggestions & Improvements of Auditor 4/23/12 4/27/12 5 100% 5 5 0

24/11/11

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06 -

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02 -

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09 -

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Feb

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02/01/12Ashish Jude Michael

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Use the scheduling tools as Gantt chart to schedule the implementation. Better to

go through modular approach. Which means implement in phases. First

concentrate on management Responsibilities then comes Implementation Team

Responsibilities next comes departmental responsibilities and finally the Quality

Management Responsibilities in last phase. In the above figure I have shown an

example of scheduling of activities for AS9100 implementation.

Once Implementation plan is ready its time to start documentation. But first of

all QMSP (Quality Management System Procedure) should be drafted before

going into department level.


Step 7: Documentation

In AS9100 we generally follow four levels of documentation.

1. Level 1: An Organizational level Quality Manual: We can call it a QMSP

(Quality Management System Procedure). If it is too big you can make it in

volumes. It is a controlled copy, and must clearly define the Major Quality

Procedures followed by each department in an organization. It’s the

responsibility of Head of Implementation of AS9100 team to get inputs

from the department heads and formulate. Its like a “Master document for

the QMS (Quality Management System)”. It should contain the generalized

procedures and formats such as CA/PA (Corrective Action /Preventive),

Engineering Change Request (ECR), Approved Deviation, Process

Improvement, Document Upgrading Requirement etc.

We should also give details about the yearly cycles of periodic

assessments both internal and external.

2. Level 2: Department level Quality Documents: This includes the

Turtle Charts; Risk Mitigation plans for each department. Turtle chart is a

one-‐page document, which defines the all the activities in a department as

process. There are inputs/Outputs, Process, Targets, Suppliers, and


Customers etc. OTD (On Time Delivery) and Risk Mitigation Plan are the

two important parameters, which are specially focused in AS9100 Rev C.

Process'Name:' Process'Owner:'

Cri1cal'Success'Factors:' Start'event:'

End'Event:'

Process'Input''''''

Resources/material'(with'what?)'

Process'personnel'(with'whom?)'

Interfaces'for'input''''''''

Supplier'for'process'/'Previous'process'

Process'indicators'(how'many?)'

Process'objec1ves'/'Purpose'

Process:''''''''''Process'steps/main'ac1vi1es'

BLANK PROCESS TURTLE DIAGRAM

Interfaces'for'Output''''''''

Process'Output''''' Customer'of''

process'/'Next'process'

TOOL''which'can'help'in'defining'the'process'as'per'Rev.C'and'a'tool'for'conduc1ng'internal'audit'

SWOT'Analysis''

Process'Improvement''

Reference'Documents'(how?)'''

Process'map' Notes'

How?%How$is$this$process$controlled,$including$the$use$of$procedures,$work$instruc5ons,$and$methods?$Control$of$produc5on$and$Service$provision$(7.5.1)$Control$of$Produc5on$Process$changes$($7.5.1.2)$Control$of$Produc5on$Equipment,$Tools$and$SoGware$Programes(7.5.1.3)$Nonconforming$product$procedure$($8.3)$Document$contorl/records(4.2.3/4)$

%%%%%%%%%%%%%%%%What%Results%?%$Measurements/analysis$of$the$product$of$$this$process$and$of$this$process$effec5veness$

Monitoring$and$measurement$$of$product$($8.2.4)$

Customer$Sa5sfac5on$(8.2.1)$Monitoring$and$measurement$of$processes$(8.2.3)$Analysis$of$data$(8.4)$$

with%What%?%What%are%the%Materials,%Equipment%and%other%resources%needed%by%this%process?%

Plant$and$machinery$(6.3)$Process$equipment$($6.3)$Measuring$equipment$(7.6)$Packaging$Storage$(7.5.5)$Customer$Property$(7.5.4)$Transporta5on$of$materials$in$this$process$(6.3)$Raw$materials$needed$in$this$process($7.4)$

with%%Who%?%Who%�owns�% this%process,%who%works% in% this%process,%and%who%directly%assists%this%process?%%Responsibility$and$authority$($5.5.1)$Competence$criteria$($6.2.1)$Training$records$($6.2.2)$Training$effec5veness$($6.2.2)$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

(Who$Helps?$Departments$and$Individuals)$IT$HR$Logis5cs$$Sales$Quality$$Maintenance$$Personnel$

Inputs%What%is%the%need%the%customer%of%this%process%has%and%what%are%the%requirements%to%meet%that%need?%Product$needs$to$be$produced$according$to:$Customer$requirements$($7.2.1)$Statutory/Regulatory$Requirements$($7.2.1)$Organiza5onal$requirements$($7.2.1)$

Outputs%$The$ customer�s$ need$ is$ met$ at$ the$characteris5c$level.$A$sa5sfied$customer$($8.2.1)$Receives$product$ from$ the$process$ that$conforms$ to$ the$ requirements$ in$ the$input$($7.2.1)$

Process%%

(Suppor5ng$Processes)$$Computer$equipment$support$processes$$Training$Hiring/Firing$Purchasing$Processes$Materials$movement$Processes$Inspec5on$Calibra5ng$$

The$term$procedure$and$process'are$not$necessarily$synonymous.$A$$procedure$may$be$one$way$to$describe$a$$process$in$text;$however,$most$organiza5ons$have$many$more$processes$than$the$procedures$required$by$the$standard.$


The beauty of turtle diagram is that you can see the overall holistic view

of a department and can be represented on a single sheet of paper concise

, complete and crisp. We can define entire department as a process, we

can clearly see in the above illustration.

A unique reference number should link all Level 2 documents to

QMSP, which reflect the revision number and date of revision.

3. Level 3 Documents: Process Definition Documents (PDDs), Standard Operating Procedures (SOPs),Work Instructions (WI): These are

basically the set of documents, which are used by operators to perform

various processes. These are made & controlled by related section head

or process engineer but approved by Quality Management Department.

4. Level 4 Documents: Checklists, Process Validation Reports & PRCs

(Product Route Card)/OARCs (Operation Analysis Route Card): These

are mostly the records maintained to keep control on product/process

quality and traceability. Traceability is very important parameters, which

is required for Aerospace Products as they are very critical. By looking a

batch number or SL. No of a product we should be able to find all related

checklist, PRC (Product Route card)/OARC (Operation Analysis Route

Card) and reports with details as who was the operator and who was the

inspector responsible.

The difference between PRC & OARC is that PRC only records the details

of the precedence activities done on project and by whom. Where else

OARC is an ERP generated document, which gives instructions and also

records the details of the precedence activities done on project and by

whom.


Above illustration shows a sample checklist, which fulfills all requirements of

AS9100 Rev C.

All level 3 & 4 documents needed to be upgraded as and when the

product requirement change. All these documents are to be linked to

Level 3 & 4 documents by a unique reference number, which reflect

the revision number and date of revision.

All Level 1, 2 ,3 & 4 documents are controlled copies and are needed to be

controlled by designated authority that will be responsible for them. Also

they are auditable and the documents are to be retained for a minimum

period of 5 years or as defined in P.O. (Production Order) terms by

customer which ever is minimum.

All documents needed to be complete and ensured that no loopholes are left.

It is said for AS9100 documentation “They say what you do and you do what

they say”.

QUALITY(MANAGEMENT/_____(

((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((Ref:(No:(12345Crimp/CKL/V(0((

(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((Date:(

Crimping(Tool(Part(No:. ( ( (Tool(Sl.No.(

Locater(PN: ( ( ( (Locater(PosiLon:(

Contact(PN: ( ( ( (Wire(Size(

UTM(Asset(No:. ( ( (((((((((((((((((((((((((((((((((((((UTM(CalibraLon(Date:(

(

Procedure:(

1.Annexure(1((Crimping(Process(validaLon(((Ref(PQRS/ABC/QP/IXYZVO:(dt:(

2.(Five(samples(of(plug(to(be(crimped.(

3.(Five(samples((of(socket(pins(to(be(crimped.(

4.(Every(week(on(Monday(this(acLvity(to(be(done.(

5.(A^er(Samples(are(collected(they(are(to(be(sent(to(MTD,(QA(for(pull(test(with(SAP(request.(

6.(Collect(the(reports(from(MTD,QA(and(verify(if(they(are(meeLng(the(requirements(and(collect(the(samples.(

7.(If(reading(are(meeLng(proceed(to(next(step(els(go(to(step(1(and(repeat(the(acLvity(unless(required(results(are(achieved.(

8.(Visually(inspect(the(samples(before(pull(test(and(mark(them(with(SL.Nos.(

9.Insepct(the(samples(a^er(pull(test(and(fill(Table(1.(

( Sl#No. Sample#Details Visual#Inspec4on#before#pull#test Type#of#separa4ons#observed. Pull force Applied

1 Plug(pin(sample(1 2 Plug(pin(sample(2 3 Plug(pin(sample(3 4 Plug(pin(sample(4 5 Plug(pin(sample(5 6 Socket(pin(sample(1 7 Socket(pin(sample(2 8 Socket(pin(sample(3 9 Socket(pin(sample(4 10 Socket(pin(sample(5

Type#of#separa4on Deno4on Slip((Pull(out) A

Conductor(broken(in(crimp(area. B

Contact(broken(in(crimp(area. C

Conductor(broken(outside(crimp(area. D

Contact(broken(outside((crimp(area. E

Any(other(defect((Specify(in(Remarks) F

Remarks#

Inspector(

Name:(

Staff(No(

Operator(

Name:(

Staff(No:(


Step 8: Draft QMSP (Level 1 Document)

Take help of department heads and give responsibility to each related team

member of related department to formulate module for his/her department. It’s

the responsibility of Team Lead/Head to verify and compile the QMSP as a

complete document.

Once QMSP is finalized discuss it with the registrar/auditor and take his

feedback.

Step 9: Training

Plan for awareness training for the entire organization, better to be done in

modules such as for QM, Production Control, Engineering, Manufacturing,

Marketing, Material management, Plant Maintenance, Finance, Purchase, Sub-‐

contract & Human Resource etc.

Better keep QM all levels (1,2 &3) documents ready so that they may use them as

sample documents and related persons can make their own level 2 & 3 level

documents.

Step 10: Level 2 ,3 &4 level Documents These documents are to be prepared by related department heads &

process/line in-‐charge or engineers. It is responsibility of the representative of

department in AS9100 implementation team to scrutinize and help in

development of these documents.

Step 11: Implement your Quality Management System

Once the foundations have been laid, you should implement your quality

management system. Its important that you make the process owners and the

operators believe in the new system. They should be trained and told how it will

beneficial for them. AS9100 requires lots of records to me maintain and the

operators and process owners have lot of Inertia to do. They think it is done to

keep check on them and will be used as evidence against them.


We should make them very clear that it is only for process improvement. AS9100

gives us process approach. We should always remember no operator or

process owner commits a mistake deliberately is always a loophole in

process, which has made him commit mistake, so make process perfect.

If you can understand the above statement you got the real understanding of

AS9100 that its never about product/people its only about process you follow.

Step 12: Invite registrar/auditor for a pre-‐assessment

A pre-‐assessment normally takes place about 6 weeks into the implementation

of the quality system. The purpose of the pre-‐assessment is to identify areas

where you may not be operating to the standard. This allows you to correct any

areas of concern you may have before the initial assessment. Take their feedback

and implement.

Step 13: Gain registration

Once the preparation and implementation has been completed, registration to

the standard can take place. The key to this is a registration assessment. During

this process, the registrar will comprehensively review your management

system, and should you pass, you will be recommended for registration and be

awarded your certificate.

You need a Management Representative on behalf of senior management he may

be an Additional General Manager/ COO.

Certification allows you to advertise your success and promote your business

and its commitment to quality management.

Step 14: Continual assessment

Maintaining your registration requires only that you continue to use and be

committed to your quality system. This will be periodically checked by your

registrar it can be done bi-‐annually or annually. But number of man-‐days fixed

for a year for assessment is constant.


Beside that you need to do minimum of two internal audits as per the schedule

or frequency defined in QMSP.

Once you are certified you will receive a score and you should always try to

improve upon the score. You can use the AS9100 certified logo and show the

entire industry about your capabilities.

Conclusion: I sincerely hope that this document has definitely brought some clarity about the

process of implementing AS9100 Rev C in your own organizations, cleared some

apprehensions about AS9100 Rev C.

One thing I will assure you that if you implement AS9100 Rev C and make the

install systems that meet the requirement, life will be very easy for you. Initial

cost of implementation can be a bit high but you can see the returns within 5

years. One of the best ways to maintain AS9100 Rev C system is by implementing

ERP systems. It will reduce your record keeping and standardize the processes

as well.

***


Compiled By:

MBA from IIM Shillong with 5 Years of Experience in Aerospace /Electronics Industry (Quality & Production)

ASHISH JUDE MICHAEL

!  5 years of experience in Quality, Manufacturing & SCM activities of Aerospace /Electronics Industry.

!  One Year MBA in International Business from Indian Institute Of Management, Shillong and a Mechanical Engineering Graduate.

!  Worked with companies such as Bharat Electronics Ltd, ITC Ltd.

!  Served clients such as Boeing, UTC, Indian Air Force, Indian Navy.

!  Worked on prestigious Light Combat Aircraft (LCA) Project which is of national importance.

Skill Set:

TQM, AS9100, ISO14001,ISO9001,AS9102, 8D, SPSS, Mini-Tab, PPAP,FMEA,

GAP Analysis, APQP, RRCA, Quality Clinic, Project Management, Kaizen, LEAN

manufacturing, SPC, Vendor Management, Process Improvement, Poka-Yoke,

Benchmarking, FAI, Production Management, Cross Culture Team Management,

Negotiation Skills.

Guide to implement AS9100 Rev C

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