1. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009WELCOME! Americas Aerospace Quality Group AAQG Registration Management Committee RMC Auditor Training and Workshop Session Minneapolis, MN July 30-31, 2009 Value Added Aerospace Auditing

2. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Paul Hardiman: SMMT Industry Forum Qualified Mechanical EngineerQualified Mechanical Engineer Work Experience in the automotive and aerospace supply chainWork Experience in the automotive and aerospace supply chain Experienced auditor: ISO 9001, QS-9000, and ISO/TS 16949Experienced auditor: ISO 9001, QS-9000, and ISO/TS 16949 Assisted organizations with implementing AS9100, ISO/TS16949 (or both)Assisted organizations with implementing AS9100, ISO/TS16949 (or both)

3. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 IATF ISO/TS16949 Scheme Structure

4. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Role of Oversight Certification Body applicationsCertification Body applications Office AssessmentOffice Assessment Witness AuditsWitness Audits IATF database managementIATF database management Provide Interpretations and Guidance on the application through the issuing of Sanctioned Interpretations (SI) and Frequently Asked Questions (FAQ).Provide Interpretations and Guidance on the application through the issuing of Sanctioned Interpretations (SI) and Frequently Asked Questions (FAQ). Monitor Certification Body Activities (including IATF OEM input)Monitor Certification Body Activities (including IATF OEM input) Qualify certification body auditorsQualify certification body auditors

5. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Auditor Guide to ISO/TS16949 First Edition April 2009 Available for purchase www.smmt.co.uk (£15, $23)www.smmt.co.uk

6. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Essential auditing criteria Process ApproachProcess Approach Demonstrates priority is given to questioning the organisation’s identification of processes, their sequence and interactions, and performance against the objectives / measures defined, with focus on the processes which directly impact the customer Customer, regulatory, industry requirementsCustomer, regulatory, industry requirements Demonstrates that these requirements are integrated into a process based audit. Effectively audit the organisation’s process for gathering, communicating and implementing these requirements.

7. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Essential auditing criteria PrioritisationPrioritisation Demonstrates priority is given to questioning the process objectives and performance, and focus on issues that have the greatest impact on the customer Focus on performanceFocus on performance Identifies issues/trails around the organisation’s process for setting objectives/ targets, what plans are in place to ensure targets are met, and corrective action plans where objectives/targets are not being met

8. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Essential auditing criteria Knowledge/Application of AS9100, AS9110 and AS9120 requirements (and associated checklists)Knowledge/Application of AS9100, AS9110 and AS9120 requirements (and associated checklists) Demonstrates knowledge and application of the requirements within a process based audit Analyse and Synthesize dataAnalyse and Synthesize data Demonstrates the ability to collect and analyse data, and draw accurate conclusions based upon the data. Synthesize isolated but connected data in order to draw conclusions.

9. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Workshop agenda Determining the audit scope and exclusionsDetermining the audit scope and exclusions Identification of processes and their interactionsIdentification of processes and their interactions Auditing of processes to verify effectiveness (and efficiency)Auditing of processes to verify effectiveness (and efficiency) –Focusing on areas of significance –Time Management Auditing Top ManagementAuditing Top Management –Case study

10. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Scope and exclusions Review case studyReview case study The customer is paying for the tooling, and is also purchasing tooling from Alba Gear Inc to assist them in their assembly process What would be an appropriate scope for AS9100 registration?What would be an appropriate scope for AS9100 registration? What would be permissible exclusions?What would be permissible exclusions?

11. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Conclusion: Scope and exclusions Where any of the requirements cannot be applied due to the nature of the organization and its products, this can be considered for exclusionWhere any of the requirements cannot be applied due to the nature of the organization and its products, this can be considered for exclusion Where exclusions are made, claims of conformity to this international standard are not acceptable unless these are limited to requirements with clause 7, and as such exclusions do not affect the organisation ability, or responsibility, to provide product that meets customer and applicable statutory and regulatory requirementsWhere exclusions are made, claims of conformity to this international standard are not acceptable unless these are limited to requirements with clause 7, and as such exclusions do not affect the organisation ability, or responsibility, to provide product that meets customer and applicable statutory and regulatory requirements

12. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 AS9100 0.2 Process Approach This International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements.

13. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Continual Improvement of the Quality Management System Customers Requirements Management responsibility Measurement, analysis and improvement Product realization Resource Management Customers Satisfaction Product Output Input Value-adding activities Information flow

14. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 AS9100 4.1 General Requirements The organization shall a.determine the processes needed for the quality management system and their application throughout the organization (see 1.2), b.determine the sequence and interaction of these processes, c.determine criteria and methods needed to ensure that both the operation and control of these processes are effective,

15. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 AS9100 4.1 General Requirements The organization shall d.ensure the availability of resources and information necessary to support the operation and monitoring of these processes, e.monitor, measure where applicable, and analyse these processes, and f.implement actions necessary to achieve planned results and continual improvement of these processes.

16. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Defining Processes A process exists as interrelated actions to meet a needA process exists as interrelated actions to meet a need –It is a “set of interrelated or interacting activities which transforms inputs into outputs” –Inputs to a process are generally outputs of other processes The individual or group of individuals that have a need are commonly referred to as the “customer” of that processThe individual or group of individuals that have a need are commonly referred to as the “customer” of that process –A customer is an “organization or person that receives the … result of a process…”

17. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 INPUT Customer who has a need OUTPUT Customer who has a need met Input Step 1 Step 2 Step 3 Step “N” Output

18. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 PLANNING Department prepare medium term plan Set up the production program plan capacities organize planning operation Set up budget SALES Department Visit prospective customers manage orders negotiate contract forecast sales Understand requirements PRODUCTION Department Supply Operator maintenance Manufacture Inspection SHIPPING Department Approve transporters Control delivery quality Organize delivery Manage stock input Negotiate supplier contract GENERAL MANAGEMENT Methods Remote Supporting Function Customer receives product Customer needs product Plan to audit interaction with support processes Design & Development Requirement Definition & Communicate Risk - Determine & Communicate Configuration Control V & V Approach Producibility

19. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Customer Orientated Processes customer oriented process n° 2 customer oriented process n° 3 customer oriented process n° n customer oriented process n° 1 CUSTOMERSCUSTOMERS CUSTOMERSCUSTOMERS Customer Orientated Process: Focus on meeting external customer needs Organization

20. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Identification of processes Brainstorm in your groups to identify 5 processes in a typical aerospace tier one supplier where there is interaction with an external customerBrainstorm in your groups to identify 5 processes in a typical aerospace tier one supplier where there is interaction with an external customer Define inputs/outputsDefine inputs/outputs Is there a sequence in which the processes can be ordered?Is there a sequence in which the processes can be ordered? Discuss in your groupsDiscuss in your groups FeedbackFeedback

21. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Customer Market Analysis / Organization Customer Bid / Tender Contract review Product and Process Design Product and Process Verification & Validation Production planning Delivery Payment Warranty / Service Post Sales / Customer Feedback Customer I O I I I I I I I I I O O O O O O O O O RISK!

22. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Management Processes customer oriented process n° 2 customer oriented process n° 3 customer oriented process n° n customer oriented process n° 1 CUSTOMERSCUSTOMERS CUSTOMERSCUSTOMERS management processes Management processes: they ensure continuous improvement of all processes by determining objectives, planning improvements to reach objectives, and analyzing and reviewing data. They interact with all other processes

23. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 customer oriented process n° 2 customer oriented process n° 3 customer oriented process n° n customer oriented process n° 1 CUSTOMERSCUSTOMERS CUSTOMERSCUSTOMERS support processes Support processes: they allow the other processes to work by supplying the required resources, and contribute to risk control

24. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Management and Support Processes customer oriented process n° 2 customer oriented process n° 3 customer oriented process n° n customer oriented process n° 1 CUSTOMERSCUSTOMERS CUSTOMERSCUSTOMERS support processes management processes

25. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 C2 : Design and development product/process C3 : Production and delivery C4 : Dealing with customer complaints C1 :Listen to the market and make a quote CUSTOMERSCUSTOMERS CUSTOMERSCUSTOMERS M1 :Define and deploy the strategy S1 Manage suppliers S2 Manage skills S3 Manage equipment S4 Manage computer systems

26. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 The organization shall: e.monitor, measure where applicable, and analyze these processes, and f. implement actions necessary to achieve planned results and continual improvement of these processes. AS9100 5.4.1 Quality objectives Top management shall ensure that quality objectives, including those needed to meet requirements for product are established at relevant functions and levels within the organization. The quality objectives shall be measurable and consistent with the quality policy AS9100 4.1 General requirements

27. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Process Performance Effectiveness = Extent to which planned activities are realized and planned results achieved Efficiency = Relationship between results achieved and the resources used Organization satisfaction Customer satisfaction Source: ISO9000: 2005

28. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 ` Competence awareness and training IMPACT Planning INFLUENCE Business Plan OBJECTIVESOBJECTIVES POLICYPOLICY

29. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Process performance measures met Problem causes concern in higher level process Process failed to meet specified objectives Top Management Shop floor

30. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Process Performance With your previously identified customer orientated processes, define possible measures of process effectiveness and efficiency an organization might use.

31. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Strategy Risk analysis Planning the activities Decisions Review information Improvement Reporting Collect and analyse data Operations and recording Top management Process owners Policy Objectives Resources Participants V cycle approach to auditing Top management Process owners Participants

32. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 C Start with a questions about performance, what is expected from the process, what are the objectives/ measures, what is the actual performance? A How is performance of the process being improved? Do Is the process being carried out as planned? Are the systems understood by all involved in the process? P How was the process planned, what systems are in place to ensure the process is controlled. Does the process address the AS9100 and relevant customer requirements?

33. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 With WHAT? ( EQUIPMENT/ INSTALLATIONS ) With WHO? (TRAINING, KNOWLEDGE, SKILLS) REQUIREMENTS SATISFACTION INPUTOUTPUT PROCESS HOW ? ( INSTRUCTIONS, PROCEDURES METHODS ) Customer Who has a Need Customer Who has a Need Met INCLUDING SUPPORT PROCESSES Start With Performance

34. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Exercise: Audit of Top Management Review the case study Discuss in your groups what questions would you want to ask top management in the surveillance audit How do the questions link to AS9100 How would you prioritize your questions Feedback to group

35. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009 Audit of top management Seek evidence of customer focusSeek evidence of customer focus Question how quality objectives have been establishedQuestion how quality objectives have been established Question how the quality objectives have been deployedQuestion how the quality objectives have been deployed Question on how performance against the quality objectives is reviewedQuestion on how performance against the quality objectives is reviewed Question what action is taken when objectives are not metQuestion what action is taken when objectives are not met

36. Registration Management Committee (RMC) Auditor Training and Workshop Minneapolis, MN July 30-31, 2009Conclusions Organization’s should define their processesOrganization’s should define their processes Organization’s should define how they measure the effectiveness and efficiency of their processesOrganization’s should define how they measure the effectiveness and efficiency of their processes Audits should verify the QMS can consistently provide products that meet customer as well as statuary and regulatory requirementsAudits should verify the QMS can consistently provide products that meet customer as well as statuary and regulatory requirements Focus on performance!Focus on performance! Thank youThank you