The Initiatives of the
International Aerospace Quality Group
(IAQG)
Presentation updated based on
the meetings in Amsterdam – 25-28 April
Steve Shepherd
(Rolls-Royce plc)
European Sector Leader
Aimed at meeting our focus
and objectives:
• “...continuously improve the processes used
by the supply chain to deliver consistently high
quality products...”
• “… common aerospace quality standards and
requirements…”
• “… process of continuous improvement at
suppliers…”
Take note of known areas
for improvement:
• Audits - “Supplier Control” is a significant
issue
• Variability in the process often lies with the
primes
• Global Safety - needs a step change in
performance
Our response is to• See the aerospace industry as a global one
• Develop common Standards, processes etc
– Share/extend best practices
– Consistent with Airworthiness requirements
– Harmonised positions between Authorities
• Use common implementation methodologies
• Use common quality standards world-wide
• Evaluate the impact & value
+ Fit with our emerging Strategy
Strategic Focus
Improvement
Strategy
Relationship
Growth Strategy
•
•
•
•
•
Civil Authorities
Space
Defense
Suppliers
Engineering, Sourcing..
•
•
•
•
•
Quality Mgt System
Process Capability
People Capability
Human Factors
Subtier Supplier
Control
• Evaluation
IAQG Operating Management System
• Member Collaboration
• Top Leader Involvement
• IAQG Operational Efficiency
Six Areas for Focused
Improvement
• Requirements (Quality Management System)
• Value Added Standards & Guides
• Process Capability
• Supplier development & product introduction
• People Capability
• Staff & the quality professional
• Human Factors
• ‘human factors’ guidelines and glossary
• Sub tier Supplier Control
• Industry wide increase in control through globally harmonized
Standards
• Evaluation
• Visibility of quality performance & performance metrics
Initiatives to Fulfill the Strategy
- Maintain – Improve - Innovate
3D Data
Storage
SubTier
Control
?
Human 9300/
Risk
9034
Factors
Management
For
Suppliers
9134
Improve
Performance
Metrics
Evaluation
9005
Cert
9133
9103
Quality
9132
Management
9110
9130
Doc Ret
System
2D Marking
9135
Defense
Maintain
Operating Level
Innovate
Harmonization
of Tech Specs
9120
9102
9162
9009
9114
9107
Direct
Ship
Direct Delivery
Authorization
Current
9006
People
Operator SelfCapability
verification
Publishing
Done
9104
Process
Capabilit
y
9013
9131
9100
Non-deliverable
Software
Strategic Trend
 Longer-term view
 Greater emphasis on
innovation
 Greater total system
payoffs
Deliverable
Software
Near Term
< 6 months
Sector Schemes
Industry
managed
Other Party
Process
Contract
Clauses
Sampling
Plans
Longer Term
Implementation Timing
> 6 months or study
Size implies scale of payoff
Ad hoc
Aligned
Requirements - Quality
Management System
• 9100- International Aerospace Quality Standard
incorporating airworthiness and industry requirements.
– Based on and aligned with ISO9001-2000
– Adds ‘aerospace’ expectations
– Defines ‘what’ not ‘how to’
• International implementation ‘other party’ management
process developed (9104) supported by the OASIS
database
• Common questionnaire (9101)
• Aerospace requirements will be unchanged until the next
ISO 9000 revision (2008).
Sets the standard
Requirements - Quality
Management System
• Defence requirements (NATO) covered in 9135
• Space requirements to be incorporated at next
revision of 9100
• Quality System Standards/checklists developed
and published for repair stations (9110/11) and
stockist/ distributors (9120/21)
• Qualification of Standard Parts; 9133 ~
international methodology
• Internal Audit - Use new ISO19011
Process Capability
• First Article Inspection; 9102 ~ improves on
current individual company requirements
and uses common documentation.
Note – FAI Training material available on the web –
40,000 hits in 4 months
• Variation Management of Key
Characteristics; 9103 ~ a rigorous approach
to ensure repeatable, capable manufacturing
processes.
Process Capability
• Direct Shipment – 9114 – at publication
• Direct Delivery Authorisation – 9107 – at publication
• 2D permanent part making standard - marking, reading &
validation; 9132 published – updated to reflect the latest
technologies
• Software Quality Standards
– New standards in production by AAQG;
• AS9006 for deliverable s/w - published
• ARP9005 for non-deliverable s/w
• Sampling Plans; AAQG - ARP9013 – at publication
People Capability
• Operator Self Verification - AS9162 – at
publication
• Harmonisation of Global NDT
requirements for Personnel training;
EN4179/NAS410 - published
Sub-tier Supplier Control
• Supplier Control in a Global
Environment;
• Supplier Risk Assessment – Guideline
published - 9134
• Non-conformance documentation; 9131 ~
common documentation for concessions/
waivers and escapes/disclosures.
Special Processes - Policy
The IAQG support the need for Special
Processes to be Certificated through an
industry controlled system in accordance
with individual customer/supplier
requirements.
Special Processes - Policy
Benefits of Global Approach
• Get worldwide recognition with a single accreditation
• Improve the quality level of special processes
performed by industry processors
• Reduce for the suppliers, the time and workload in
receiving Special Process audits
• Reduce for each Prime the working load of performing
Special Process audits which are performed once for all
customers of a supplier
• Future Intent - Make progress in harmonization of
technical standards and audit practices
Other Activities
• 3D Data Storage and Retrieval;
ARP9034/EN9300 in production and
harmonisation though 2006
• EN 9130 – Document Retention – to be
updated with global requirements and
subsumed under the Requirements Strategy
Initiatives metrics
Implementation status (updated 27 April ’05)
–
–
9100 Quality System:
•
Supplier deployment
- 90%
•
Internal deployment
- 92%
•
•
–
9102 First Article:
Supplier deployment
- 69%
Internal deployment
- 74%
9103 Key Characteristics:
•
Supplier deployment
- 46%
•
Internal deployment
- 62%
Note – numbers impacted by increasing membership
New Strategy Proposals
- agreed for launch
1. Product introduction process - 1 year programme
The current process (9103) does not emphasise process control and supplier development prior to production.
This initiative will study the current aerospace process and other industry processes to aid the development of a
new process. This will include current production moving from in-house to supplier and supplier-to-supplier
2. Benefits and use of 9103 - 6 month programme
Reasons for slow take-up have been studied to help develop a benefit case and training package
3. Supply chain management standard/guide
An overarching document is needed to standardise the supply chain management methods used in our
industry including the process for assessing our supplier’s ability to select and manage their suppliers
4. Glossary of terms
Human Factors programmes require communication elements including a good understanding of terminology.
An aerospace terminology glossary or dictionary of quality terms used by the IAQG will be progressively
developed
5. Reference model for IAQG metrics
Obtain from the OEMs how they measure supplier’s performance in order to create a reference model to be
utilized. This action aims to establish a common language to be used by the OEMs.
Initiatives to Fulfill the Strategy
- Maintain – Improve - Innovate
3D Data
Storage
SubTier
Control
?
Human 9300/
Risk
9034
Factors
Management
For
Suppliers
9134
Improve
Performance
Metrics
Evaluation
9005
Cert
9133
9103
2D Marking
9132
Requirements
9110
9130
Doc Ret
QMS
9135
Defense
Maintain
Operating Level
Innovate
Harmonization
of Tech Specs
9120
9102
9162
9009
9114
9107
Direct
Ship
Direct Delivery
Authorization
Current
9006
People
Operator SelfCapability
verification
Publishing
Done
9104
Process
Capabilit
y
9013
9131
9100
Non-deliverable
Software
Strategic Trend
 Longer-term view
 Greater emphasis on
innovation
 Greater total system
payoffs
Deliverable
Software
Near Term
< 6 months
Sector Schemes
Industry
managed
Other Party
Process
Contract
Clauses
Sampling
Plans
Longer Term
Implementation Timing
> 6 months or study
Size implies scale of payoff
Ad hoc
Aligned
Strategy Leaders Review
- An Integrated Strategy
IAQG purpose:
Implement initiatives that make significant improvements in quality
and reductions in cost throughout the value stream by establishing
and maintaining dynamic cooperation, based on trust, between
international aerospace companies
IAQG Strategy
framework to achieve
the purpose:
2004/2005
Top enablers
Detailed Action
Select team members
IAQG Roadmap Review
Review roadmap
Define current aerospace performance
Full team meeting
Integrated Roadmap of
Prioritised Initiatives:
Check workstream - check performance
Form subteams
Develop action plans
IAQG input
Teams implement action plans
Team meeting
Verify team workstream and direction
Define current aerospace process
Begin research on other aerospace processes
Teams continue action plans
Review progress, align efforts
Teams perform gap analysis, develop conclusions
Team meeting
Review progress, align efforts
Team meeting
Team to agree to conclusions and recommedations
IAQG Presentation
Council to review/agree with recommendations
Team develops action/implementation plans
Task started/completed
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Good Progress….
• A tremendous opportunity for us all- Operators and
Airframers.
• The whole Supply Chain will benefit from– Safety and quality improvements
– Waste and cost reductions
– Consistency and clarity of approach, requirements and
documentation
– Reduction in multiple oversight audits
– Improved relationships
Good Progress….
Very strong international co-operation and
determination to drive forward
Still lots more to do!!!
Questions?
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