1. ׀ 1 Industry Controlled Other Party (ICOP) Supplemental Oversight Process 2008 Strategies & Initiatives Prepared by: Boeing Oversight Representative (BOR) Team January 21, 2008

2. ׀ 2 There is a need to improve confidence in the ICOP certification process. Negative feedback has been received from Boeing Supplier Quality (SQ) Field Representatives, internal Boeing customers and our regulatory/government agencies. Supplier Nonconformances issues exist. FAA Supplier Control Audits continue to find basic quality management system nonconformances. DCMA has voiced their concerns as well. Current State

3. ׀ 3 Increased supplemental oversight is needed to change this perception  Restructure Boeing Oversight Team  Demonstrate increased engagement  Document nonconformances and obtain effective corrective action  Baseline and measure effectiveness of the ICOP process  Identify and launch strategic initiatives  Minimize risks associated with ICOP recognition 2008 - Increased Oversight Strategy

4. ׀ 4 2008 Supplemental Oversight Activities Focus on AS9104-2 “Supplemental Oversight” CB AB Suppliers CB Auditors Client Validation Assessments CB Audit Report Reviews Quality System Evaluations Witness Audits Audit Report Reviews (Selected Auditors) Planned & Random Assessments Office Audits Witness Audits (High Risk CBs) Planned & Random Audits Team Office Audit Witness Audits

5. ׀ 5 Industry Engagement Accreditation Body Oversight 2008 BOR Strategic Initiatives ICOP Effectiveness Measures Boeing Supplemental Oversight Supplier Accountability Certification Body Oversight Training Continual Improvement BOR Rotation

6. ׀ 6 2008 BOR Strategic Initiatives 1.Boeing Supplemental Oversight: Utilize additional Supplier Quality resources to conduct “value added” oversight at all levels (AB/CB/Auditor/Supplier), including Europe and Asia Pacific and sectors. Utilize lessons for future ICOP recognition activities (9110 (MRO). 2.Industry Engagement: Continue Boeing’s support of industry activities. Promote joint supplemental activities with other member companies. Active participation on industry teams, supporting initiatives launched to improve ICOP processes and improve the effectiveness of the ICOP scheme. 3.Accreditation Body Oversight: Utilize working together environment between the BOR team and ANAB to strengthen this relationship. Identify improvement initiatives. Take lessons learned from the ANAB activity and influence IAQG OPMT oversight activities (EAQG, APAQG). 4.Certification Body Oversight: Increase oversight activities at the CB central office, strengthen working relationship and directly engage with CB management. Additional oversight will be based on performance analysis and the level of influence/risk. (e.g.;20% of CB’s have 80% of the influence). 5.Supplier Accountability: Revise contract language to clarify Boeing’s expectations as it relates to suppliers ICOP certification (i.e.; require additional CB surveillance at the supplier’s facility when probation and/or low performance occurs). Re-enforce certification management responsibilities.

7. ׀ 7 Proposed 2008 BOR Strategies 6.ICOP Effectiveness Measures: Measure the “Pain” (e.g.; LOI’s, CARs, Probation, low performance and NOE’s) Supplier performance data will be linked to their respective CB. Review existing CB risk analysis tools and adjust to focus on “effectiveness” metrics. Promote commonality of effectiveness measures with IAQG OPMT. 7.Training: Provide structured classroom training for all new BOR’s (Core & Supplemental). Deploy OJT/mentor strategy. Provide web based ICOP awareness and support training for SQ Field Representatives. 8.Continual Improvement: Identify and prioritize improvement projects. Utilize project planning tools for project approval, launch and tracking to ensure success (i.e.; VISTA). 9.BOR Rotation: Continue to add and rotate team members in order to provide SQ career opportunities, sustain BOR ICOP oversight processes and continual improvement synergy.

8. ׀ 8 The “Message”  Accountability at all Levels – Personal Warranty  This includes the Boeing Oversight Reps  Zero Tolerance – No soft grading  Lead by Example – Inspire the Industry  Find a Way  Do not wait

9. ׀ 9 Questions