0. Baltimore Section ASQ November 18, 2003
Quality Management and & ISO 9001 Initiatives in the Federal Aviation Administration
Baltimore Section ASQ November 18, 2003
Tonight’s presentation will concern how quality management systems are being implemented in the public sector – with a focus on developments in the FAA where I work as a contractor/consultant.
Frank Vojik MSQA
Senior Project Analyst
ICF Consulting

1. Federal Aviation Administration
What You Will Learn
Federal Aviation Administration
History
Structure
FAA Quality Management Initiatives
ANI Program Directorate
Purpose & Structure
QMS Program Overview
Elements of the QMS
Documentation
Enterprise Architecture
Status

2. The contents of the ISO 9001:2000 Standard (not directly)
What You Will NOT Learn
The contents of the ISO 9001:2000 Standard (not directly)
How to Interpret its Requirements

3. FAA Mission
FAA provides a safe, secure, and efficient global aerospace system that contributes to national security and the promotion of US aerospace safety.
As the leading authority in the international aerospace community, FAA is responsive to the dynamic nature of customer needs, economic conditions, and environmental concerns.

4. Background and History
Federal Aviation Administration is one of 14 organizations in the Department of Transportation
Established in 1926 as the Aeronautics Branch of the Department of Commerce
Renamed Bureau of Air Commerce in 1934
Civil Aeronautics Administration established 1940 to focus on ATC, certifications, safety and airway development
Federal Aviation Act of 1958 established Federal Aviation Agency
Federal Aviation Administration established in 1966 as part of newly established DOT.
National Airspace System (NAS) Plan established in 1982
The DOT Secretary (currently Norman Maneta) is the principal advisor to the President in all matters relating to federal transportation programs.
Air Commerce Act of 1926 was passed at urging of aviation industry
BAC was established to provide air traffic control for burgeoning commercial flying industry
CAA was split from Civil Aeronautics Board CAB, but remained part of Department of Commerce
FAA established because of introduction of jetliners and series of mid-air collisions. Gave FAA broad authority to combat aviation hazards, establish safety rulemaking, develop and maintain common civil-military system of air navigation and ATC.
In 1966, establishment of FAA.
After 1966, FAA gradually assumed control of aviation security, noise standards, airport certification, and ATC automation.
NAS established in 1982 to implement advanced systems for ATC, flight service stations, nav-aids and communication.

5. Terminology
Major functions in the FAA begins with the letter “A” and some are pretty intuitive…..
AOA
“Office of the Administrator”
ATS
“Air Traffic Services”
ATCT
“Airport Traffic Control Tower”
And some are not…….
ASAP
“Aviation Safety Analysis Program”
AIM
“Aeronautical Information Manual”

6. A Federal Agency employing 45,000 people……
FAA Structure
A Federal Agency employing 45,000 people……
DOT - Department of Transportation
FAA – Federal Aviation Administration
ARA – Acquisitions & Research
ATS – Air Traffic Services
AAT - Air Traffic Service
AAF - Airways Facilities
AOP – NAS Operations
ANI – NAS Implementation
If you take a look at the org chart I’ve provided with the handouts, you’ll see what a complex organization the FAA really is. I’ve highlighted the program directorate that I work in.

7. Quality Management in FAA
Current ISO Certified FAA Directorates
AML - Logistics Center, Oklahoma City
ASU part of Acquisition Group
ACT Testing Lab at Tech Center, Atlantic City

8. Quality Management in FAA
FAA Directorates Preparing for ISO Certification
ANI – National Airspace System Implementation a Program Directorate of Airways Facilities

9. Project Management Focus
ANI Structure
Established in 1996
Project Management Focus
Implementation Centers at Nine FAA Regional Offices, over 1500 Employees at
Boston (ANE - New England)
New York (AEA - Eastern)
Atlanta (ASO - Southern)
Chicago (AGE - Great Lakes)
Kansas City (ACE - Central)
Fort Worth (ASW - Southwest)
Anchorage (AAL - Alaska)
Seattle (ANM - Northwest Mountain)
Los Angeles (AWP - Western Pacific)
Washington (EC - Engineering Center)

10. ANI History & Structure
ANI is concerned with the modernization of facilities and equipment that support the NAS
Runways
Airport Control Towers
Radar Installations
Instrument Landing Systems
Buildings and Equipment
HVAC, etc.

11. The ANI Program Director is “Top Management”
ANI’s QMS Structure
The ANI Program Director is “Top Management”
He is supported by
National Quality Manager
Document Controller
Enterprise Modeler
2 Quality Engineers
2 Contractors
National Document Control Board
Document Development Teams across ANI
Local Quality Councils exist at the 10 Implementation Centers

12. - Local and Regional Airport authorities
ANI’s Customers
Internal
FAA Regions, Traffic Control Centers, FAA Ops, System Management Offices
External
- Local and Regional Airport authorities

13. ANI’s Quality Policy
We deliver quality implementation of aerospace systems and continuous improvement of our quality management system to meet customer requirements

14. ANI’s Quality Objectives
Improve our on-time and on-budget execution of NAS implementation projects.
Provide quality implementation through the delivery of complete and impeccably finished work that fulfills the scope agreement.
Minimize adverse impacts to NAS operations resulting from NAS modernization activities.
Objective 1 – This is important from a cost and operations standpoint. ANI strives to complete their projects on time and to do within budget.
Objective 2 – the scope agreement is a written document signed and agreed to by ANI and its customer, in which all details of the project are defined and agreed to.
Objective 3 – Most critical to the FAA operations and the flying public. ANI simply cannot afford to compromise the safety of the air traffic controllers and the flying public by disrupting air traffic.
Miami incident – last year a technician was replacing an instrument landing system component that was more resistant to lightning strikes. When the board was replaced, the whole ATC around Miami went dead. Miami, one of the busiest airports in the country, was shut down for 2 hours.

15. 6 Quality ‘Elements’ – required procedures
ANI’s QMS Structure
Quality Manual
Quality Plan
Performance Plan
6 Quality ‘Elements’ – required procedures
22 Standard Operating Procedures
Common Work Instructions
Plans, Guidance Documents
All written on a “National” to sustain and support the standardization of work practices across nine regions.
All documentation is Web-based – no paper

16. Registration Protocol:
ANI’s QMS Structure
Registration Protocol:
One certificate for all nine Regional Implementation Centers and the Washington Engineering Center.
Boston, Fort Worth, Seattle, and Engineering Center will be assessed first, with other ICs to follow
Registrar: Lloyd’s Registered Quality Assurance

17. ANI’s QMS Structure
An illustration of how ANI has integrated the PDCA or PDSA cycle into their QMS.

18. Documentation Structure
ANI employs an ‘Enterprise Architecture Model’ as a critical element of the documentation:
An architecture is the structure of components, their relationships, and the principles and guidelines that govern their design and evolution over time.
Statement of “current state” or “to be” characteristics of an organization, including:
Business processes
Information flow and interrelationships
Applications
Data descriptions

19. Documentation Structure
The ANI Enterprise Model is a searchable, intelligent, graphical knowledge base of the ANI organization. It was developed using a P-Tech framework, an object-oriented modeling and analysis tool.
It contains all ANI Quality Processes and Work Instructions
Each process is presented as a series of diagrams that depict:
The Sequence and Interaction of Events
Roles and Responsibilities
Input – Output Diagrams
Product State Relationships

20. Documentation Structure
Why does ANI Use Enterprise Architecture?
Statutory and Regulatory Reasons
Articulated Architecture eases the burden of managing:
Employee Roles
Business Practices
How and Where to Use Metrics to Assess Performance
I.T. Needs
Provides a Single Repository of Knowledge about the Organization.

21. Documentation Structure
Modeling Requirements
Standard Documentation Format
Standard Ptech Symbols
Standard Ptech Syntax
Fitness for Use

22. Documentation Structure
Modeling Order: Develop
Process Step Diagram
Roles and Responsibilities Diagram
“What do you do, and who you do it with”
Activity Process Diagram
Develop Process State Diagram with Swim Lanes

23. Process Step Diagram

24. Roles & Responsibilities

25. Activity Product Diagram

26. PSD with Swim Lanes

27. What Does it Look Like?

28. What Does it Look Like?

29. What Does it Look Like?

30. Benefits of E.A. Modeling
From a Organizational Perspective:
Connection Between Processes
Clarifies Roles and Responsibilities
Means of Communication
Facilitates Standardization of Practices Through Development of Common Processes (Process Approach)
Reduces cost of making organizational change
Drastic reduction in size of documentation
Assists FAA in becoming a PBO (Performance Based Organization)

31. Benefits of E.A. Modeling
From an ISO 9001 Perspective
Enables a ‘Customer Focus’ Culture (5.2)
Promotes Awareness of Customer Requirements (5.2.2)
Defines Roles and Responsibilities (5.5.1)
Aids Internal Communication (5.5.3)
Involvement of People (6.2.1)
Inputs and Outputs Clearly Defined ( )
Product Requirements Determination (7.2)
5.2 Helps define needs and expectations of internal and external customers.
5.2.2 Understanding the need and expectations of customers and interested parties
5.5.1 Responsibility and Authority – helps ensure R&R are defined and communicated within the organization.
5.5.3 Internal Communication – helps define who your internal customers are and what their needs are.
Involvement of People – by defining their R&Rs, encouraging team work and establishing individual and team objectives
Clearly defined inputs and outputs of the organization
7.2 Strong Product Requirements Determination

32. National and Local Quality Councils established
Current Status
National and Local Quality Councils established
Quality System Procedures completed, undergoing organizational revisions
Common Work Instructions still under development
Lead Auditors and Associate Auditors Trained
ISO Awareness Briefings completed

33. Training on Procedures and Work Instructions Make the QMS operational
Future Work
Training on Procedures and Work Instructions
Make the QMS operational
Interpersonal Skills Training for Auditors
Corrective and Preventive Action Analyst Training
Conduct ‘Complete’ Management Reviews and Internal Audits
Organizational Assessment – target late 2004 / early 2005

34. Standardization of Practices Employee Communication
In Summary
Standardization of Practices
Employee Communication
FAA is becoming much more cost conscious
Public sector organizations need to meet customer requirements
Quality Management can work in the public sector
1. QMS will enable a standardization of practices across an organization

35. Questions?