ULG - October 3 rd , 2014 International Aerospace Quality Group (IAQG) Alain Bonnard EAQG Operations Manager
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ULG - October 3rd, 2014
International Aerospace Quality Group
(IAQG)
Alain Bonnard
EAQG Operations Manager
Page 2
Quality, What is it all about?
Customer satisfaction
Page 3
Customer?
Eveybody has a customer
No Customer No business!
Page 4
External Customers: – The real ones!
– They are allowing you to have a job!
Internal Customers: – The ones you provide them with your
work!
For Products or/and Services
Different types of Customers
Page 5
The Circles of Quality
1.What are your
Customer
expectations?
Customer expectations
Page 6
The Circles of Quality
Specifications
2. From Customer
expectations to
the Specifications
(which will allow
to deliver
Product/Services)
What I understand
of the Customer
expectations
Page 7
The Circles of Quality
Product
/
Services
3. From the
Specifications to
Product/Services
delivery
What I deliver
from the
Specifications
Page 8
The Circles of Quality
Matching the 3 circles:
• Customer expectations
• Specifications
• Product/Services delivered
is Quality
Page 9
The Circles of Quality
Main difficulty:
All Circles are moving
They may change!
Page 10
The Circles of Quality
Customer
expectations
Specifications
Circles matching
Areas:
1. No Customer expectations
2. Expectations not met
3. Only area meeting Customer expectations
1
2
3
Page 11
The Circles of Quality
Customer
expectations
Specifications
Delivered
Product/Services
Areas:
4. Only area of Quality:
Product/Services meeting:
• Specifications
• & Customer
expectations
4
Circles matching
Page 12
Quality, Need to focus on:
Process approach
Page 13
ISO 9000 - Guidance on the Concept and Use of the Process
Approach for management systems
To be used as reference
Process Approach
Input
Requirements
Specified
(Includes resources)
Interrelated or interacting activities and control methods
Output
Requirements Satisfied
(Result of a process)
Monitoring and Measuring
Suppliers Customers
You
Page 14
Processes Interlinks
PROCESS A
PROCESS C
PROCESS B PROCESS D
Inputs to A
Inputs to B Outputs from A
Inputs to C Outputs from C
Outputs from B Inputs to D
Outputs from D
Outputs from other processes
Outputs from other processes
The outputs from one process may be inputs to other
processes and interlinked into the overall network or system
Process Approach
Page 15
Process Approach
A process
A map of processes A form per activity
Process
upstream
Data Activity Process
downstream
Process
Activity title
Affected process
Activity description
Coordinator
Involved parties
Indicator
List of tasks
Input data Output data
Page 16
Process Approach
Page 16
16
Produce
Performance Metrics
•Non Conformity rate of delivered products - (=>
Conformance)
• Punctuality rate of deliveries (On Time Delivery) - (=>
Punctuality)
•Manufacturing cost (Manufacturing cost / forecasted cost)
(=> Cost)
Risks & Means control
Missing parts in storehouse
Causes analysis (Suppliers delay, scraps, technical
change, planning hazard, …) and actions
Work load / capability adequacy
People flexibility, subcontracting, temporary work,…
Outputs
Manufacturing programme
Manufacturing & Distribution orders
Parts for work station, Store preparation
Product job sheets, Test reports
Release documents, Form 1
Invoices
Shipping records
Conforming parts in store
Delivered parts
Resources Means : Manufacturing means (Machines, tools, cells)
IT tools : Databases (PLM, ERP)
Players / Competency : Logistics, Assembly technics,
measurement and inspection, packing, authorized people to
sign off
Documents
General procedures : List of documents
Procedures per organization :
List of procedures
Goal : Provide customers with new products conforming to customer specifications
within agreed schedule and at forescated costs
Pilots : John Adams (Manufacturing) – Peter Fall (Quality) – Angela Storm
(Manufacturing Engineering)
PROCESS SHEET
Inputs
Optimisation goal of resources and
manufacturing means
Manufacturing schedule, Orders
Manufacturing process sheets, product
configuration
Orders from OEM customers
Spare parts orders
Manufacturing processes
Industrial dossier, Industrial means
Parts (Non finished parts, Sub-
components, Finished products) purchased
or subcontracted articles
Page 17
Process Approach
Quality problems
Are NOT due to people
But due to inadequate process
(One of the problem might be to have people not
understanding the process, not trained, …)
Page 18
International Aerospace Quality Group
(IAQG)
A journey within Quality Aerospace & Defense
Industry
Page 19
- 1 -
General Information
Page 20
General Information
International Aerospace Quality Group
(IAQG) is an International organization
regrouping as Members the leading
Aerospace & Defense companies worldwide
Main goal is to improve the performance of
the Aerospace & Defense Industry Supply
Chain
Page 21
General Information
Created in 1998 under the umbrella of SAE
(Society of Automotive Engineers) – US
organization
Became end of 2013 an independent
International Not for Profit Association
(INPA) under the Belgium Law based in
Brussels
Page 22
- 2 -
Membership
Page 23
Membership
IAQG Membership policy
‒ Companies who carry out the design, development, manufacture and support of original equipment at system or subsystem level for: Aviation and Space products
(including platforms and systems) and services
Land and Sea based systems for defense applications
‒ Trade Associations, and their related
bodies created by those aerospace companies, may be Members at Large
IAQG Members are only Companies
Page 24
Membership
IAQG: A Global Team International Aerospace Quality Group
IAQG General Assemblyl
65 Major OEMs worldwide
13 APAQG
members
APAQG (Asia & Pacific)
EAQG (Europe)
33 EAQG
members
AAQG (Americas)
19 AAQG
members
IAQG organized in 3 sectors
Americas
Europe Asia / Pacific IAQG President: Xavier Sahut d’Izarn – SAFRAN
Page 25
Membership
IAQG Voting Member Total: 19 Members
COMPANY
Aerojet
ATK
Ball Aerospace
Boeing
Bombardier Aerospace
Embraer
GE Aviation
General Dynamics - Gulfstream
Honeywell
Lockheed Martin
COMPANY
Moog
Northrop Grumman
Parker Aerospace
Raytheon
Rockwell Collins
Spirit AeroSystems
Textron - Cessna
United Technologies Corp
Triumph Group
American Sector AAQG Leader: William
Schmiege – Parker Aerospace
Page 26
Membership
IAQG Voting Member
COMPANY
AIDC
AVIC
COMAC
DSO
EGAT
FHI
Iae
Total: 13 Members
COMPANY
IHI
KAI
KAL-ASD
KHI
MHI
Shin Maywa
Asian / Pacific
Sector APAQG Leader: Hiroyuki Jikei
MHI
Page 27
Membership
IAQG Voting Member
COMPANY
AEC (Advanced
Electronics Company)
Augusta Westland
Airbus
Airbus Defence & Space
Airbus Helicopters
Alenia Aermacchi
Avio Aero
BAe Systems
Dassault Aviation
Elbit Systems
COMPANY
Russian Helicopters
SAAB
SAFRAN
SAGEM
Selex ES
SNECMA
SONACA
THALES
Turbomeca
United Aircraft
Corporation
Zodiac Aerospace
Total: 33 Members
COMPANY
FACC
Fokker Aerospace
GKN Aerospace Engine
Systems
Hegan (ITP)
IAI
MBDA
Meggitt
Messier Bugatti Dowty
MTU Aero Engines
PFW
RAFAEL
Rolls Royce
European Sector EAQG Leader: Antonio Padin
Airbus Military
Page 28
Membership
Some specificities
‒ Voting Members:
Companies elected by their sector to
represent them at the “General assembly”
and voting IAQG resolutions
(10 for AAQG & 10 for EAQG, 6 for APAQG)
‒ European sector:
Covering Europe « at large »:
Europe, Russia, Middle East & Africa
Page 29
Membership
Some specificities (Cont’d)
‒ Competition:
Most of the IAQG Company Members are
competitors in their respective segments,
i.e.:
Airframers: Boeing, Airbus, Bombardier,
Embraer, UAC, COMAC, Mitsubishi, …
Helicopter Manufacturers: Bell, Sikorski,
Eurocopter, AgustaWestland, Russian
Helicopters, …
Engine Manufacturers: GE, Pratt &
Whitney, SAFRAN, Rolls-Royce, …
Page 30
Membership
Some specificities (Cont’d)
‒ Competition (Cont’d):
Despite this group of Company Members
competing each others IAQG is probably
the only organization where direct
competitors are working together to
achieve some common goals for the
benefit of the Industry
Page 31
Membership
Some specificities (Cont’d)
‒ Membership Limitation
Membership number limited per Sector
(i.e.: Limit of 35 Company Members for
EAQG – European Sector)
Page 32
- 3 -
Mission & Vision
Page 33
Definitions
Mission
– Why we are here
Vision
– A future state to which we aspire
Strategic objective
– A goal to be achieved in the next 3-5 years
Tactical objective
– A goal to be achieved in this annual cycle
Team action
– Actions managed at the team level to accomplish
the objectives
Page 34
Mission
The mission of the IAQG is to implement quality initiatives that make improvements throughout the value stream of products and services. For that purpose, the IAQG:
Promotes Quality culture Establishes and maintains Quality Management System
standards and certification system, recognized by international normalization bodies and regulatory and governmental agencies
Collects and offers best practices and processes Promotes cooperation between international aviation,
space and defense companies Maintains relationships with regulatory and governmental
agencies and other industry stakeholders.
Page 35
Vision
IAQG is recognized and valued as the world’s
leading authority for Aviation, Space, and Defense
Industry quality.
Page 36
- 4 -
Organization
Page 37
Strategic Focus
Aligned to Address Challenges
Relationship Growth Strategy
• Civil Authorities - Production
• Space
• Defense
• Maintenance, Repair & Overhaul
• Trade Associations
Improvement Strategy
• Requirements
• People Capability • Product & Supply
Chain Improvement
• Performance
IAQG Other Party Management Team
3 Axes
IAQG Strategic Focus
Page 38
General Organization
Relationship
Growth
Strategy
Communication
Strategy
Working Group Executive
Committee
General
Assembly
Improvement
Strategy
Finance
Operating
Management
System
Other Party
Management
Requirements
Product and
Supply Chain
People
Capability
President Sector Leaders of American Sector (AAQG), European Sector (EAQG) & Asian Pacific Sector (APAQG)
Voting Members from each Sector
•Civil Authorities – Production •Space •Defense •Maintenance, Repair & Overhaul •Trade Associations
SWG Leader, President, Sector Leaders, Leaders from each Stream / Teams and Secretary
Performance
Page 39
Improvement Strategy
Requirements – Establish, Develop, and Maintain Industry Quality requirements
to improve product and process integrity
People Capability – Develop the competency of, and support for, those engaged in
Supply Chain processes, in all functions, to deliver continual
improvements in On Time On Quality Delivery (OTOQD)
Product & Supply Chain Improvement – Deployment of Global Supply Chain Process standards and
guidelines to ensure continually improving OTOQD internally
and externally
Performance – Provide objective data demonstrating the excellence
performance and continual improvement of the whole Aviation,
Space and Defense Supply Chain
Page 40
Relationship Growth Strategy
Civil Authorities - Production – Working together with the international airworthiness
authorities to enable local design, production and certification with global acceptance
International Space Forum – Working together to achieve standards and a certification
scheme that can be effectively and efficiently used by space organizations
Defense Relationship – Coordination with NATO and defense organizations to adopt
simpler, common standards Maintenance, Repair & Overhaul (MRO) – Working together with industry towards recognition of IAQG
standards and effective industry use, application, and certification to improve aviation safety, product quality, and efficiency of the MRO industry
Trade Associations Relationship* – Establish relationships with other aviation industry Trade
Associations whose purpose and objectives overlap those of the IAQG *: Activities at Sector level only
Page 41
Others
Other Party Management
– Establish, Develop, and Maintain the Industry Control Other
Party scheme (Certification of organizations – Compliance to
IAQG Quality Management System [QMS] requirements)
Communication
– Manage IAQG communication (Internal & External)
Operating Management System
– Establish, Develop, and Maintain the IAQG set of documents
defining and controlling IAQG activities
Finance
– Manage IAQG Finance
Page 42
- 5 -
Working Principles
Page 43
Working Principles
Company Member representation
– Each IAQG Company Member nominating 1 official Representative within IAQG
Decision making
– Made by IAQG Voting Members
– 10 representing AAQG, 10 EAQG and 6 for APAQG (Total of 26 Voting Members), Voting Members designated by their own Sector
– Decisions taken through resolutions voted by the 26 IAQG Voting Members during IAQG General Assembly (Twice a year) or through electronic votes in between IAQG meetings
– Decision making policy based on a tentatively consensus approach rather than majority of votes, when not possible resolution adopted with 17 minimum votes accepting the resolution
Page 44
Working Principles
IAQG Resources to develop IAQG initiatives
– Each IAQG Company Member providing IAQG with Quality experts nominated as some dedicated IAQG Working Groups as mandatory Membership commitments
(No minimum level of resources = No IAQG activity)
IAQG Deliverables
1. Standards (Requirements, Recommended Practices, Guidelines) published locally by Standardisation Bodies
2. Other IAQG tools developed through the IAQG Supply Chain Management Handbook (SCMH)
Page 45
Working Principles
Working Groups
– 1 dedicated Working Group (WG) for each IAQG initiative
decided by IAQG community
– WG led by an IAQG Leader and 3 Sector Leaders + WG Members
from the 3 Sectors
WG Members specific to 1 WG
‒ WG task: Develop, Produce & Maintain its deliverable
‒ Working Groups reporting to the Strategy Working Group (SWG)
‒ WGs meetings during IAQG meetings (Generally April &
October) or more often or through Teleconferences, working
frequency managed directly by each WG
Page 46
- 6 -
IAQG Deliverables
Page 47
Deliverables
IAQG Deliverables
– All initiative aiming to improve the performance of the
Aerospace & Defense Supply Chain
(Supply Chain: OEMs and All Suppliers)
in order to achieve the IAQG Mission
– Deliverables harmonized by IAQG Company Members
based on their specific existing practices for
developing a unique practice recognized at the state
of the art for the Industry and used at the largest
extent possible within the Supply Chain
Page 48
Deliverables
Use of IAQG Deliverables
– Decision to use IAQG deliverables within IAQG
Companies only made by each IAQG Company
Member
– Subsequently decision to mandate some of the IAQG
documents to their suppliers is an IAQG Company
Member decision
Page 49
- 7 -
Harmonization benefits
Page 50
Harmonization benefits
Example of a set of Requirements: i.e. Quality Management System (QMS)
Before harmonization of QMS requirements
OEM # 1
QMS # 1
OEM # 2
QMS # 2
OEM # 3
QMS # 3
OEM # 4
QMS # 4
OEM # 5
QMS # 5
1 set of Requirements per OEM
Supplier
Supplier QMS
Supplier QMS needing to be
compliant with each specific OEMs set of
Requirements
Page 51
Harmonization benefits
Example of a set of Requirements: i.e. Quality Management System (QMS) [Cont’d]
After harmonization of QMS requirements
OEM # 1
All OEMs with common set of Requirements
OEM # 2 OEM # 3 OEM # 4 OEM # 5
1 common set of requirements for all OEMs
Supplier
Supplier QMS
Supplier QMS compliant with all OEMs common Requirements
Page 52
Harmonization benefits
Example of compliance audit to a set of Requirements: i.e. QMS
Before ICOP* scheme implementation
OEM # 1
Audit # 1
OEM # 2
Audit # 2
OEM # 3
Audit # 3
OEM # 4
Audit # 4
OEM # 5
Audit # 5
1 Audit per OEM
Supplier Supplier audited 5
times, once per each OEM *: Industry Control Other Party
Page 53
Harmonization benefits
Example of compliance audit to a set of Requirements: i.e. QMS (Cont’d)
After ICOP scheme implementation
OEM # 1
All OEMs relying on the Certification Body audit
OEM # 2 OEM # 3 OEM # 4 OEM # 5
1 audit made by a Certification Body
Supplier
Supplier audit only once
Certification recognized by all
OEMs
Certification Body audit
Page 54
Harmonization benefits
Financial Benefit – Cost estimate
•Reduction of duplicate auditing costs for OEM’s & for
suppliers
• Transfer of auditing & accreditation costs downstream
to suppliers
•Released previous auditing resources to higher value
tasks
Page 55
Harmonization benefits
Financial Benefit – Cost estimate (Cont’d)
Assumptions
‒ Audits:
2 audit days, 2 auditors / 2 auditees per audit
1 audit every 3 years, $ 500 per person & per day
Travel expense: $ 1000 per person
OEM: $ 4000 per audit
Supplier: $ 2000 per audit
‒OEMs:
600 active suppliers on average
(66 % of suppliers ICOP certified = 40%)
‒Suppliers:
10 Customers on average
Page 56
Harmonization benefits
Financial Benefit – Cost estimate (Cont’d)
OEMs figures ‒ Cost savings: Use of Other Party system instead of 2nd Party K$ 1600 every 3 years (K$ 533 per year)
[Deletion of 1 audit/supplier every 3 years] (600 audits of 66 % major suppliers = Deletion of
400 audits every 3 years) ‒Expenses: OEM contribution for ICOP K$ 40 per year (Equivalent to 80 man*days at
$ 500) OEM contribution to IAQG working groups
K$ 100 per year (1 man*year)
K$ 393 per year / OEM
Page 57
Harmonization benefits
Financial Benefit – Cost estimate (Cont’d)
Suppliers figures
‒ Cost savings:
Requirements harmonization worldwide
K$ 18 every 3 years (K$ 6 per year)
[Reduction of 9 audits / approvals every 3
years]
Reduction of customer audits
K$ 18 every 3 years (K$ 6 per year)
[Only 1 audit shared by the 10 customers]
‒Expenses:
Supplier cost to be OASIS certified
$ 500 per year
K$ 11,5 per year / Supplier
Page 58
Harmonization benefits
Financial Benefit – Cost estimate (Cont’d)
Total Industry benefit: + or - M$ 207 / year
OEM’s:
‒Net saving (of 69 IAQG members):
K$ 393 per year * 69 = M$ 27 per year
• Suppliers:
‒Net saving (of 9100 suppliers currently OASIS
certified):
K$ 11,5 per year * 16.000 = M$ 184 per year
Page 59
- 8 -
Strategic
Planning
Page 60
Alignment
Tactical
Objectives
2014
Team Reports
Mission Why
Vision Aspiration
Strategic
Objectives
5 year
timeframe
SWG
Team
2014
Detailed
Actions
Page 61
Strategic Planning Process
Assess Vision Strategy/Implement Measure
February Year N
– December Year N October Year N-1 – January Year N
Industry trends
SWOT
Mission
Vision
Strategic elements
Annual objectives
Process improvements
Tactical objectives
status
Sector inputs
Page 62
2014 Strategy Cycle
2013
2014
July
Brussels
January
West Palm Beach
Strategic cycle
Montreal
Overall assessment
Issues and
opportunities
Industry perspective
Process improvement
October
Long Beach
General Assembly
April
Brussels
General Assembly
Changes in 2014:
Align with the budgeting process for 2015
2015 objectives &
budget estimate
Page 63
- 9 -
IAQG Documents as Deliverables
Page 64
IAQG Documents
IAQG Standards
Standards which are either:
‒ Requirements
‒ Or Recommended Practices
‒ Or Guidelines
‒ Or Best practices sharing reports
‒ Implementation support material
Developed by IAQG (Intellectual Property) Published and marketed by Standardisation Bodies Fully worldwide harmonized
IAQG Documents Process Flow
Phase 0 – Study
a) Check the idea is in line with IAQG strategy
b) Gain support for developing the idea into IAQG initiative
c) Agree the value gained from implementing the initiative
d) Plan How and by Whom the idea will be developed and deployed
Phase 1 – Design/De-
velop
Design, Develop and Test the initiative in line with the agreed Plan
Phase 2 – Sector Review
Issue the initiative deliverables for Sector review/ballot and introduce agreed changes
Phase 3 – Publication
Prepare, approve and publish Sector versions
• Sectors publish initiatives deliverables
• Support deliverables added to IAQG website
• Initiative team offer implementation support
Any Member
Initiative Team Standards Management
Leader
Standards Management
Leader
IAQG General assembly
Initiative Team
Standards Management
Leader
Standards Management
Leader
Report progress
Page 65 1 ½ to 3 years
Gate 0
Review the proposal and either accept/reject the proposal or request further work
Gate 1
Confirm the IAQG deliverables arte sufficiently mature for them to be sent for Sector review/ballot
Gate 2
Confirm that all comments have been adequaly addressed
Gate 3
Published editions received
Page 66
IAQG Documents
Documents Publication
Made by Standardisation Bodies in the different
area of the world in local languages
(i.e.: in Europe by ASD-STAN – Ballot coordinated
with CEN the European Standardization
Organization and becoming an EN [European
Standard] standard)
Native document in American English
After publication in all 3 Sectors in the different
languages the document is exactly the same in the
different versions
IAQG documents sold by the Standardization
Bodies
(i.e.: 80 € per document by ASD-STAN)
Page 67
91xx Series
IAQG Quality Management System (QMS) – 91xx Standard series
First set of documents developed by IAQG: 91xx
Series:
‒ 9100 – QMS – Requirements for Aviation, Space
and Defense organizations
‒ 9110 – QMS – Requirements for Aviation
Mantenance, Repair & Overhaul organizations
‒ 9120 – QMS – Requirements for Aviation, Space
and Defense distributors
Page 68
91xx Series
IAQG Quality Management System (QMS) – 91xx Standard series (Cont’d)
91xx documents having as baseline the ISO 9001
(QMS Requirements) and its structure each 9001
revision leading to 91xx revisions
91xx standards adding specific requirements for
the Aviation, Space & Defense industry
ISO 9001
9100
Addition of
Aviation, Space &
Defense specific
requirements
Last revision: January 2009 (Revision D)
Next revision: 2016 (following revision of 9001:2015)
Page 69
91xx Series
9100 Content
Page 70
- 10 -
IAQG Supply Chain Management Handbook as Deliverable
Page 71
SCMH
SCMH Introduction
SCMH provides guidance materials to continuously improve On
Time, On Quality Delivery (OTOQD) throughout the entire value
stream
SCMH objective is to help the Supply Chain improve their Quality
performance through better understanding of Aviation, Space and
Defense industry Quality Management System requirements and
expectations
SCMH was initially released in October, 2008 and is progressively
updated as changes/improvements are identified and new material
is developed by IAQG member company subject matter experts
SCMH is provided at no cost to organizations at all levels
throughout the Supply Chain, including customers
Page 72
SCMH
SCMH webpage
Page 73
SCMH
SCMH Goal
SCMH objective is to help the Supply Chain improve
their performance through better understanding of
Aviation, Space and Defense industry Quality
Management System requirements and expectations
How SCMH can improve Supply Chain performance?
– By identifying the Supply Chain Key Processes
– For each Key Process by providing industry with
tools (Best practices) having demonstrated their
efficiency
– (Major OEMs sharing of experience)
C
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C
U
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T
O
M
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C
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Market
& Sell 1
Make (incl. Assemble & test) 3
Buy 4
Deliver 5
Customer
Support 6
Plan & Manage 7
Stakeholders relationship and communication 8
Design & Develop 2
SCMH Content
Page 74
Page 75
- 12 -
Industry Controlled Other Party (ICOP)
as Deliverable
Page 76
ICOP
What is ICOP?
A process for accredited certification of an organisation’s
Aerospace Quality Management System (AQMS)
Industry Controlled:
‒ The IAQG through each Sector provides direct
oversight of all AQMS certification activities
Other Party:
‒ Certifications are completed by accredited
certification bodies (other parties) that are
recognised through the ICOP process
ICOP is defined and controlled by the IAQG
Page 77
ICOP
What is ICOP (Cont’d)? Benefits:
‒ Globally harmonised and accredited certification
scheme that is recognised by major Aviation, Space
and Defence companies
‒ Supports supplier approval activities with a
recognised quality management system
‒ Uses the process approach to conformance
assessment
‒ Focuses on meeting customer expectations
Risks:
‒ Does not prevent procurement from poor
performing suppliers
‒ It is not certification of product
Page 78
ICOP
The ‘traditional’ scheme The ICOP scheme
Accreditation
Bodies
Certification
Bodies
Suppliers
accreditation
3rd party
Certification
for ISO 9001
Industry
2nd party
audits
Suppliers
certification
Accreditation
Bodies
Certification
Bodies
Suppliers
Auditors
Industry
Approval
and
Oversight
OEM controlled
(2nd party)
surveillance of
supplier(s)
based on risk
analysis
and product
audit
Other Party
Certification
for 9100/9110/9120
Page 79
ICOP
Supplier
(CB Client)
ICOP Certification
ICOP
Certification Body (CB)
(9100, 9110, 9120)
Conformance
IAQG
(Supplier Surveillance,
Product/Process Audit)
Certification Recognition Product/Process
Oversight
SMS*
AB, CB, and Auditor Approval
Shared Oversight
ICOP
Accreditation Body (AB)
(9100, 9110, 9120)
Conformance DATA
On-line Aerospace
Supplier
Information System
(OASIS)
IAQG OPMT
Oversight of SMS
Europe, Asia/Pacific, Americas
IAQG & SMS
Oversight
International Accreditation
Forum (IAF)
Peer Review
Oversight
IAQG
Member Company
Representatives
ICOP
Oversight
Scheme
*: Sector Management Stucture
ICOP
Page 80
A method of oversight supporting recognition of
external (Other) party Quality Management System
certifications
The aerospace industry managed and globally
harmonised process of 91xx-series Quality
Management System certification
A cost effective method of supplier approval and
surveillance
Standardised and continual improvement driven
Endorsed and supported by Government/Regulatory
agencies (EASA, CAA, etc.)
Risk mitigation to producers and consumers
ICOP is:
ICOP
Page 81
ICOP is not:
The only method used in managing the supply base
Prevention in buying from poor performing suppliers
Certification of product and manufacturing processes
A method that prevents human errors
A traditional 3rd party certification scheme
Without risks
ICOP
Page 82
ICOP Oversight is:
A process used to increase effectiveness and ensure
conformance
Detection of nonconformities and improvement
opportunities in the certification scheme
Supported by all IAQG Member Companies
Risk and performance based
ICOP
Page 83
ICOP Benefits include:
Shifting customer focus to product and processes
Industry peers working together to improve Quality
Decreased costs of multi-customer audits
Validation and promotion of best practices
Reduced variance in interpretation of requirements
Availability of an On-line Supplier Information System
(OASIS) database with publicly assessable supplier
certification data
ICOP
Page 84
ICOP Certification Scheme Requirements documents:
The QMS Certification Standards:
‒ 9100 – Quality Management Systems –
Requirements for Aviation, Space and Defence
Organisations
‒ 9110 – Quality Management Systems –
Requirements for Aviation Maintenance
Organisations
‒ 9120 – Quality Management Systems –
Requirements for Aviation, Space and Defence
Distributors
Approach to consistent audit and reporting:
‒ 9101 – Audit Requirements for Aviation, Space, and
Defense Organizations
ICOP
Page 85
ICOP Scheme Criteria
9104-001 – Accreditation and Certification Scheme Requirements
‒ Sector Management Structure (SMS)
‒ Approved Accreditation Bodies (ABs)
‒ Accredited Certification Bodies (CBs)
‒ Authenticated Aerospace & Defense QMS Auditors
‒ Auditor Authentication Bodies (AABs)
‒ Training Provider Approval Bodies (TPABs)
‒ OASIS Database Management
ICOP
Page 86
ICOP Scheme Criteria (Cont’d)
9104-002 - Oversight
‒ Oversight and surveillance process to ensure conformance to established aerospace industry 91xx-series standard accreditation/certification requirements
9104-003 – AQMS Auditor Authentication & Training
‒ A common process for aviation, space and defence auditor training and authentication to be utilised by all the IAQG sectors
ICOP
Page 87
ICOP Miscellaneous
ISO 9001 & 91xx Certification ‒ Organization willing to be 91xx certified will be as
well ISO 9001 certified ‒ Organization having to contact a Certification Body
(CB) and contracting this CB to be certified Certification Audit duration ‒ Depend of Organization size and scope ‒ For large organizations several weeks needed with
more than 1 auditor (i.e.: organization of 10.000 employees covering from Design to Support: 25 audit
working daysxAuditors for initial certif. ; 18 for re-certif.)
(Audit duration table available as part of the ICOP scheme)
Certification periodicity ‒ Every 3 years re-certication audit
ICOP
Page 88
Data base where all information related to AQMS certifications, auditors and audit results is stored
General information is publically accessible about: ‒ Accreditation Bodies ‒ Certification Bodies ‒ Certified Suppliers ‒ Training Provider Approval Bodies ‒ Training Providers and Courses ‒ Auditor Authentication Bodies and Authenticated
Auditors ‒ The Certified Supplier controls who can view their
confidential audit data Summary data and reports available to IAQG Members
and other key stakeholders (ABs, CBs etc.)
OASIS: On-line Aerospace Supplier Information System
ICOP
Page 89
OASIS: On-line Aerospace Supplier Information System
www.iaqg.org/oasis
Page 90
- 13 -
IAQG Strategy Evolution
Page 91 Page 91
IAQG Strategy
OPMT
IAQG Strategy Road-Map
1998 2006
★ Current
REQUIREMENTS
Establish, Develop, and Maintain Industry Quality requirements to improve
product and process integrity
Improvement Strategy
91xx
Re-writing
91xx:2009
Revision
Software QMS
NATO QMS
Robust, Recognized and Valued 91xx certification scheme (ICOP)
ICOP scheme
robustness OPMT FMEA
PRODUCT
& SUPPLY CHAIN
IMPROVEMENT
Development of Global Supply Chain process standards and guidelines to ensure continually improving OTOQD internally and externally
Develop Process Architecture
Collect Other Industry Best Practices
Develop content
of SCMH (11 Chapters)
PEOPLE
CAPABILITY
Develop the competency of, and support for, those engaged in Supply Chain processes, in all functions, to deliver continual improvements in OTOQD
Develop IAQG Dictionary
Develop Competency Management Process
Develop BoKs
PERFORMANCE
Provide objective data demonstrating the excellence Performance and continual improvement of the whole Aviation, Space and Defense Supply Chain
Development of
QMS series (91xx)
& ICOP scheme
ASD Agencies accept 91xx and its certification scheme for mitigating surveillance
Relationship
Growth Strategy
Civil Authorities Space Defense Trade Association
MRO extension
5 Years IAQG Vision (2009-2014) • 20% Improvement/Year on Quality & Delivery • 90% Supply Chain – Certified • Robust Processes throughout Supply-Chain • Robust, Recognized and Valued Certification Scheme
2015+
91xx:2016 Revision
9104/1 rewrite published
9101 rewrite published
9104/2&/3 rewrite published
Quality aspects in new program development
Master scheduling and Sequencing
Sub-tier supplier management
Root Cause analysis, Problem solving & Non-Conformity control
Contractual requirement review & Flowdown
Human factors
People ownership & commitment
Benchmark
Working together to develop a single voice
IAQG smooth operation with Sustainable finance
Legal Entity
2010
IAQG
Milestone
★
2013
91xx Re-writing
11 Chapters completion
BoKs
Metrics definition
Performance Index Year 2010 pathfinder
Performance Index Year 2012
Performance Index Multi year trend User oriented
Authenticated Auditors Sanctioned Training
All Organization transition to 9100/9110/9120:2009 Transition to 9104-001
9104-1,2,3 Published
Page 92
- 14 -
IAQG Achievement
Page 93
Vision Goals
IAQG Five Year Vision Product and Services Quality and Delivery will have
improved 20% per year throughout the product lifecycle
Robust processes achieved throughout the supply chain
IAQG Quality Management System certification program is robust, recognized and valued
90% of the supply chain certified to IAQG Quality Management System Standards
IAQG Achievements
Page 94
IAQG Vision Goals Management
Product and Services Quality and Delivery will have improved 20% per year throughout the product lifecycle
–Flow Down by IAQG Member Companies – 4th IAQG Strategy Improvement stream created with
“Performance” –Performance Index implemented within IAQG –Supplier performance as seen by IAQG Member
Companies (2010 & 2012 Performance level complete – 2013 in process)
– Indicators definition completed as part of SCMH – (Supply Chain Management Handbook)
IAQG Achievements
Page 95
On Time Delivery (%) Item Escape Rates (ppm)
1.E+00
1.E+01
1.E+02
1.E+03
1.E+04
1.E+05
1.E+06ppm
IER 2010 IER 2012
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
OTD 2010 OTD 2012
On Time Delivery Median Value dynamics :
Year 2010 : 80%
Year 2012 : 85%
Range and standard deviation constant
Item Escape Rate Median Value dynamics :
Year 2010 : 4300 ppm
Year 2012 : 4000 ppm
Range and standard deviation constant
233 data points
IAQG Vision Goals Management – 20% Improvement (Cont’d)
IAQG Achievements
Page 96
IAQG Vision Goals Management (Cont’d)
Robust processes achieved throughout the
supply chain
–Flow Down by IAQG Member Companies
–SCMH providing Best Practices / Tools
–Dedicated SCMH tools to assess processes maturity
IAQG Achievements
Page 97
IAQG Vision Goals Management (Cont’d)
IAQG Quality Management System certification program is robust, recognized and valued
– ICOP (Industry Controlled Other Party) –Certification Auditor accreditation reinforced: Harmonized Training & Examination materials
controlled by IAQG
– Certification Audit duration revised: Minimum audit duration defined New requirements for auditing Management
Systems with multiple QMS applicability
– Civil Authorities recognition (i.e.: EASA)
IAQG Achievements
Page 98
IAQG Vision Goals Management – ICOP (Cont’d)
IAQG Achievements
Page 99
IAQG Vision Goals Management – ICOP (Cont’d)
Total Certificated Sites
Date Quantity Growth
1-Jan-14 16,763 0.57%
1-Oct-13 16,668 4.49%
1-Apr-13 15,952 5.39%
1-Oct-12 15,136 1.80%
1-Apr-12 14,873 -0.86%
1-Oct-11 15,002 6.70%
1-Apr-11 14,066 5.50%
Sector Standard Total
Americas 9100 8543
9110 208
9120 617
Other 49
Americas Total 9417
Asia / Pacific 9100 818
Asia / Pacific Total 818
Europe 9100 5659
9110 292
9120 577
Europe Total 6528
All 9100 15020
9110 500
9120 1194
Other 49
Total 16763
IAQG Achievements
Page 100
IAQG Vision Goals Management (Cont’d)
90% of the supply chain certified to IAQG
Quality Management System Standards
–Flow Down by IAQG Member Companies
–Yearly IAQG Survey monitoring 9100 Certification with:
IAQG Member companies certification rate
IAQG Suppliers rate
IAQG Achievements
Page 101
IAQG Vision Goals Management – 90% Certification (Cont’d)
IAQG Suppliers certification rate rates:
–Biases: Effect of Member companies not mandating
suppliers to be 9100 IAQG Members with only Defense and Space
activities
Sector Suppliers
2010 2011 2012 2013
AAQG 71,5 % 70,8 % 68,0 % 72,7 %
APAQG 60,6 % 72,6 % 84,2 % 83,7 %
EAQG 69,5 % 68,5 % 70,5 % 73,4 %
Total IAQG 68,7 % 69,9 % 72,3 % 75,0 %
IAQG Achievements
Page 102
IAQG Documents Publication
Number Title
9100 Quality Management Systems - Requirements for Aviation, Space
and Defense Organizations
9101 Quality Management Systems Audit Requirements for Aviation,
Space, and Defense Organizations
9102 Aerospace First Article Inspection Requirement
9103 Variation Management of Key Characteristics
9104
Requirements for Aerospace Quality Management System
Certification/Registrations Programs
9104/2
Requirements for Oversight of Aerospace Quality Management
System Registration/certification Programs
9104/3
Requirements for Aerospace Auditor Competency and Training
Courses
9107 Direct Delivery Authorization Guidance for Aerospace Companies
9110 Quality Maintenance Systems – Aerospace – Requirements for
Maintenance Organizations
IAQG Achievements
Page 103
IAQG Documents Publication (Cont’d)
Number Title
9114 Direct Ship Guidance for Aerospace Companies
9115 Quality Management Systems - Requirements for Aviation, Space
and Defense Organizations - Deliverable Software
9116 Notification of Change (NOC) Requirements
9120 Quality Management Systems – Aerospace – Requirements for
Stockist Distributors
9131 Quality Systems – Non-Conformance Documentations
9132 Data Matrix Quality Requirements for Parts Marking
9133 Qualification Procedure for Aerospace Standard Parts
9134 Supply Chain Risk Management Guidelines
9137 Guidance for the Application of AQAP 2110 within a 9100 Quality
Management System
9162 Aerospace Operator Self-Verification Programs
C
U
S
T
O
M
E
R
C
U
S
T
O
M
E
R
C
U
S
T
O
M
E
R
Market
& Sell 1
Make (incl. Assemble & test) 3
Buy 4
Deliver 5
Customer
Support 6
Plan & Manage 7
Stakeholders relationship and communication 8
Design & Develop 2
Appendices
• Master Scheduling
• 9103 Material for Key Characteristics
• 9102 Material for First Article Inspection
• Counterfeit & Suspect Unapproved Parts
• Supplier Selection and Capability Assessment
• Product Performance Detailed Assessment Checklists
• Supplier Quality Mgt Basics
• Sub-tier Supplier Control Management
• Control of non conformities
• Foreign Object Debris (FOD)
• Human Factors in new Manufacturing
• Work Transfer
• Root Cause Analysis & Problem Solving
• Process Mapping (VSM Based)
• Advanced Product Quality Planning (APQP)
• Risk Management
• Requirements & Flow Down Templates • Contractual Requirements Review & Management Guidance
• Configuration management
• Capacity Management, Ordering and Logistics
• 9100 Rev C Deployment Support
• People Capability PCAP 001
• Link to ICOP Overview
• 9100/SSCA/PPDAC Comparison
• IAQG dictionary
• TBD
• Special Requirements & Critical Items
• Quality Aspects of New Product Development
• Notification of Change
• Software Guidance (9115)
• Delivery Metrics Definition
• Certificate of Conformance
• Delegated Product Release verification
Sections in progress Future sections
• Statistical 9138
SCMH
Page 105
- 15 -
IAQG Operating Management
System
IAQG Belgian Articles of Association
Policy 102
Export
Compliance
Policy 103
Antitrust
Policy 101
Conflict of
Interest
Policy 104
Intellectual
Property
Policy 107
Meetings
Policy 106
Financial
Controls
Policy 105
Issued Reports
IAQG Pro-105.1:
Initiative Creation
Process
IAQG Pro-105.2:
Maintenance of
Standards
IAQG Pro-105.3:
Ballot and
Publication
Process
IAQG Pro-105.4:
Document
Format / Style
Guide
IAQG Pro-106.1:
Budgeting and
Financial
Reporting
IAQG Pro-106.2:
Financial Control
IAQG Pro-106.3:
Funding Oversight
Activities
IAQG Pro-106.4:
Funding IAQG
Contractors
IAQG Pro-106.5:
Funding IAQG
Experts Travel
IAQG Pro-107.1:
Planning an IAQG
Meeting
IAQG Pro-107.2:
Performance
Excel Market
(PEM)
IAQG Pro-108.1:
Maintenance of
the IAQG Strategy
IAQG Rules of Procedure
Policy 108
Strategy
Policy 109
Membership
Policy 110
Ethics
IAQG Pro-105.6:
IAQG Forms
Management
Policy 111
OPMT
IAQG Pro-105.7:
Competency
Management
Policy 112
Subsidiary
Bodies
IAQG Pro-105.5:
Guidance Material
Management
IAQG Pro-105.8:
IAQG Procedures
IAQG Operating Management System
Page 106
IAQG Operating Management System
Page 107
- 16 -
IAQG Finance
IAQG Finance
Page 108
IAQG Finance
IAQG Non for Profit Association – IAQG goal not to make revenues
–But expenses having to be balanced by revenues in
order to be a sustainable organization
Financial figures –Revenues through Certifications Fees (US$ 500 for
initial certification – 375 for re-certification)
Revenues at + or – US$ 2 Millions
– IAQG operational expenses (Administration,
Accounting, …) and Contractors funded with such
revenues level
Page 109
- 17 -
2014 Objectives
Page 110
2014 Objectives Summary
Streamline the set of harmonized quality management system specifications
Launch an industry FOD requirements initiative
Improve credibility of the Other Party Management certification scheme as viewed by end customers
Enhance quality management system auditor/assessor competency tools and requirements
Complete the first full edition of the Supply Chain Management Handbook
Strengthen prevention by publishing an advance quality planning standard
Launch the competency model for quality skills
Publish the supplier performance index
Incorporate lessons learned and define the key performance parameters for implementation of 9100:2016
Operate as a legal entity
Page 111
- 18 -
IAQG Communication
Page 113
Communication
IAQG Contact
EAQG Operations Manager:
Alain Bonnard
Rue Montoyer, 10
1000 – Brussels – BELGIUM
Phone: +32 (0) 2 775 8138
E-mail: [email protected]
Page 114
Food for Thoughts
Page 115
Thoughts
International Environment – Culture difference – Language barrier – Behavior
Decision ‒ Made preferably by consensus May take time! (No decision maker)
Pace ‒ Longer time needed
(Resources not working full time for IAQG: Company Member employees having operational activities)
International Associations vs Companies
Page 116
Thanks for your attention
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