International Aerospace Quality Group (IAQG)

International Aerospace
Quality Group
(IAQG)
Alain Bonnard
EAQG Operations Manager
ULG - October 3rd, 2014
Quality,
What is it all about?
Customer satisfaction
Page 2
Customer?
Eveybody has a customer
No Customer  No business!
Page 3
Different types of Customers
 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
Page 4
The Circles of Quality
Customer
expectations
1.What are your
Customer
expectations?
Page 5
The Circles of Quality
2. From Customer
expectations to
the Specifications
(which will allow
to deliver
Product/Services)
What I understand
of the Customer
expectations
Page 6
Specifications
The Circles of Quality
3. From the
Specifications to
Product/Services
delivery
Product
/
Services
What I deliver
from the
Specifications
Page 7
The Circles of Quality
Matching the 3 circles:
• Customer expectations
• Specifications
• Product/Services delivered
is Quality
Page 8
The Circles of Quality
Main difficulty:
All Circles are moving
 They may change!
Page 9
The Circles of Quality
Circles matching
Specifications
Customer
expectations
1
3
2
Areas:
1. No Customer expectations
2. Expectations not met
3. Only area meeting Customer expectations
Page 10
The Circles of Quality
Circles matching
Specifications
Customer
expectations
4
Areas:
4. Only area of Quality:
Delivered
Product/Services
Page 11
Product/Services meeting:
• Specifications
• & Customer
expectations
Quality,
Need to focus on:
Process approach
Page 12
Process Approach
ISO 9000 - Guidance on the Concept and Use of the Process
Approach for management systems
To be used as reference
You
Suppliers
Input
Requirements
Specified
(Includes resources)
Customers
Interrelated or
interacting activities
and control methods
Monitoring and Measuring
Page 13
Output
Requirements Satisfied
(Result of a process)
Process Approach
Processes Interlinks
The outputs from one process may be inputs to other
processes and interlinked into the overall network or system
Outputs from
other processes
Inputs
to A
PROCESS A
Inputs to B
Outputs
from A
Outputs from
other processes
PROCESS B
Outputs
from C
Inputs to C
PROCESS C
Page 14
Outputs
from B Inputs to D
Outputs
from D
PROCESS D
Process Approach
A process
A map of processes
A form per activity
Activity title
Affected process
Activity description
Coordinator
Involved parties
List of tasks
Process
upstream
Data
Activity
Process
Page 15
Process
downstream
Input data
Indicator
Output data
Goal :
PROCESS SHEET
Provide customers with new products conforming to customer specifications
within agreed schedule and at forescated costs
John Adams (Manufacturing) – Peter Fall (Quality) – Angela Storm
(Manufacturing Engineering)
Process Approach
Pilots :
Performance Metrics
Risks & Means control
• Non Conformity rate of delivered products - (=>
Conformance)
Missing parts in storehouse
 Causes analysis (Suppliers delay, scraps, technical
change, planning hazard, …) and actions
Work load / capability adequacy
 People flexibility, subcontracting, temporary work,…
• Punctuality rate of deliveries (On Time Delivery) - (=>
Punctuality)
• Manufacturing cost (Manufacturing cost / forecasted cost)
(=> Cost)
Inputs
Outputs
Optimisation goal of resources and
manufacturing means
Manufacturing schedule, Orders
Manufacturing programme
Manufacturing & Distribution orders
Parts for work station, Store preparation
Manufacturing process sheets, product
configuration
Orders from OEM customers
Spare parts orders
Manufacturing processes
Industrial dossier, Industrial means
Produce
Product job sheets, Test reports
Release documents, Form 1
Invoices
Shipping records
Conforming parts in store
Delivered parts
Parts (Non finished parts, Subcomponents, Finished products) purchased
or subcontracted articles
Resources
Documents
Means : Manufacturing means (Machines, tools, cells)
General procedures : List of documents
IT tools : Databases (PLM, ERP)
Players / Competency : Logistics, Assembly technics,
Page
measurement
and inspection, packing, authorized people to
Page16
16
sign off
Procedures per organization :
List of procedures
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 17
International Aerospace
Quality Group
(IAQG)
A journey within Quality
Aerospace & Defense
Industry
Page 18
-1General
Information
Page 19
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 20
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 21
-2Membership
Page 22
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 23
Membership
 IAQG organized in 3 sectors
IAQG: A Global Team
International Aerospace Quality Group
IAQG General Assemblyl
AAQG
65 Major OEMs worldwide
(Americas)
19 AAQG
members
Americas
Page 24
IAQG President: Xavier Sahut
d’Izarn – SAFRAN
EAQG
(Europe)
APAQG
(Asia & Pacific)
33 EAQG
13 APAQG
members
members
Europe
Asia / Pacific
Membership
American Sector
AAQG Leader: William
Schmiege – Parker Aerospace
COMPANY
COMPANY
Aerojet
ATK
Ball Aerospace
Boeing
Bombardier Aerospace
Embraer
GE Aviation
General Dynamics - Gulfstream
Honeywell
Lockheed Martin
Moog
Northrop Grumman
Parker Aerospace
Raytheon
Rockwell Collins
Spirit AeroSystems
Textron - Cessna
United Technologies Corp
Triumph Group
IAQG Voting Member
Total: 19 Members
Page 25
Membership
Asian / Pacific
Sector
APAQG Leader: Hiroyuki Jikei
MHI
COMPANY
AIDC
AVIC
COMAC
DSO
EGAT
FHI
Iae
COMPANY
IHI
KAI
KAL-ASD
KHI
MHI
Shin Maywa
Total: 13 Members
Page 26
IAQG Voting Member
Membership
European Sector
EAQG Leader: Antonio Padin
Airbus Military
COMPANY
AEC (Advanced
Electronics Company)
Augusta Westland
Airbus
Airbus Defence & Space
Airbus Helicopters
Alenia Aermacchi
Avio Aero
BAe Systems
Dassault Aviation
Elbit Systems
Page 27
COMPANY
FACC
Fokker Aerospace
GKN Aerospace Engine
Systems
Hegan (ITP)
IAI
MBDA
Meggitt
Messier Bugatti Dowty
MTU Aero Engines
PFW
RAFAEL
Rolls Royce
Total: 33 Members
COMPANY
Russian Helicopters
SAAB
SAFRAN
SAGEM
Selex ES
SNECMA
SONACA
THALES
Turbomeca
United Aircraft
Corporation
Zodiac Aerospace
IAQG Voting Member
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 28
Membership
 Some specificities (Cont’d)
Page 29
‒ 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, …
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 30
Membership
 Some specificities (Cont’d)
‒ Membership Limitation
Membership number limited per Sector
(i.e.: Limit of 35 Company Members for
EAQG – European Sector)
Page 31
-3Mission & Vision
Page 32
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 33
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 34
Vision
IAQG is recognized and valued as the world’s
leading authority for Aviation, Space, and Defense
Industry quality.
Page 35
-4Organization
Page 36
Strategic Focus
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
IAQG Strategic
Focus
Page 37
3 Axes
Aligned to Address Challenges
General Organization
General
Assembly
Executive
Committee
Communication
Operating
Management
System
Finance
Page 38
President
Sector Leaders of American
Sector (AAQG), European
Sector (EAQG) & Asian
Pacific Sector (APAQG)
Other Party
Management
Voting Members from each
Sector
Strategy
Working Group
Relationship
Growth
Strategy
SWG Leader, President,
Sector Leaders, Leaders
from each Stream / Teams
and Secretary
Improvement
Strategy
Requirements
•Civil Authorities –
Production
•Space
•Defense
•Maintenance,
Repair & Overhaul
•Trade
Associations
Product and
Supply Chain
People
Capability
Performance
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 39
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
Page 40
*: Activities at Sector level only
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 41
-5Working
Principles
Page 42
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 43
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 44
Working Principles
 Working Groups
– 1 dedicated Working Group (WG) for each IAQG initiative
–
‒
‒
‒
Page 45
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
-6IAQG Deliverables
Page 46
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 47
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 48
-7Harmonization
benefits
Page 49
Harmonization benefits
Example of a set of Requirements: i.e. Quality
Management System (QMS)
Before harmonization of QMS requirements
1 set of Requirements per OEM
OEM # 1
OEM # 2
OEM # 3
OEM # 4
OEM # 5
QMS # 1
QMS # 2
QMS # 3
QMS # 4
QMS # 5
Supplier
Supplier
QMS
Page 50
Supplier QMS
needing to be
compliant with each
specific OEMs set of
Requirements
Harmonization benefits
Example of a set of Requirements: i.e. Quality
Management System (QMS) [Cont’d]
After harmonization of QMS requirements
1 common set of requirements for all OEMs
OEM # 1
OEM # 2
OEM # 3
OEM # 4
OEM # 5
All OEMs with common set of Requirements
Supplier
Supplier
QMS
Page 51
Supplier QMS
compliant with all
OEMs common
Requirements
Harmonization benefits
Example of compliance audit to a set of
Requirements: i.e. QMS
Before ICOP* scheme implementation
1 Audit per OEM
OEM # 1
OEM # 2
OEM # 3
OEM # 4
OEM # 5
Audit # 1
Audit # 2
Audit # 3
Audit # 4
Audit # 5
Supplier
*: Industry Control Other Party
Page 52
Supplier audited 5
times, once per each
OEM
Harmonization benefits
Example of compliance audit to a set of
Requirements: i.e. QMS (Cont’d)
After ICOP scheme implementation
1 audit made by a Certification Body
OEM # 1
OEM # 2
OEM # 3
OEM # 4
OEM # 5
All OEMs relying on the Certification Body audit
Certification Body
audit
Supplier audit only
once
Supplier
Page 53
Certification
recognized by all
OEMs
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 54
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 55
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)
Page 56
K$ 393 per year / OEM
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
Page 57
K$ 11,5 per year / Supplier
Harmonization benefits
Financial Benefit – Cost estimate (Cont’d)
 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
Total Industry benefit: + or - M$ 207 / year
Page 58
-8Strategic
Planning
Page 59
Alignment
Mission
Why
Vision
Aspiration
Strategic
Objectives
5 year
timeframe
SWG
Tactical
Objectives
Detailed
Actions
Page 60
2014
Team Reports
Team
2014
Strategic Planning
Process
Assess
Industry trends
SWOT
Vision
Mission
Vision
Strategy/Implement
Strategic elements
Annual objectives
Process improvements
Measure
Tactical objectives
status
Sector inputs
October Year N-1 – January Year N
Page 61
February Year N
– December Year N
2014 Strategy Cycle
2013
Montreal
Overall assessment
Changes in 2014:
Align with the budgeting process for 2015
Issues and
opportunities
2014
January
West Palm Beach
Strategic cycle
April
Brussels
General Assembly
Industry perspective
Process improvement
Page 62
July
Brussels
October
Long Beach
General Assembly
2015 objectives &
budget estimate
-9IAQG Documents
as Deliverables
Page 63
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
Page 64
IAQG Documents
Process Flow
Phase 0 – Study
Report progress
a) Check the idea is in
line with IAQG
strategy
b) Gain support for
developing the idea
into IAQG initiative
Phase 1 –
Design/Develop
c) Agree the value
gained from
implementing the
initiative
Design,
Develop
and Test the
initiative in
line with the
agreed Plan
d) Plan How and by
Whom the idea will
be developed and
deployed
Phase 2 –
Sector
Review
Issue the
initiative
deliverables for
Sector
review/ballot
and introduce
agreed
changes
Initiative Team
Any Member
Gate 0
Page 65
Standards
Management
Leader
Phase 3 –
Publication
• Support
deliverables
added to IAQG
website
Prepare,
approve and
publish
Sector
versions
• Initiative team
offer
implementatio
n support
Standards
Management
Leader
Gate 1
Gate 2
Review the
proposal and
either
accept/reject the
proposal or
request further
work
Confirm the IAQG
deliverables arte
sufficiently
mature for them
to be sent for
Sector
review/ballot
Confirm that all
comments have
been adequaly
addressed
IAQG General
assembly
Initiative Team
1 ½ to 3 years
• Sectors
publish
initiatives
deliverables
Standards
Management
Leader
Gate 3
Published
editions
received
Standards
Management
Leader
IAQG Documents
Documents Publication
 Made by Standardisation Bodies in the different



Page 66
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)
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 67
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
Addition of
Aviation, Space &
Defense specific
requirements
9100
ISO
9001
Page 68
 Last revision: January 2009 (Revision D)
 Next revision: 2016 (following revision of 9001:2015)
91xx Series
9100 Content
Page 69
- 10 IAQG Supply Chain
Management
Handbook as
Deliverable
Page 70
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 71
SCMH
SCMH webpage
Page 72
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)
Page 73
SCMH Content
3
1
C
U
S
T
O
M
E
R
2
Design & Develop
4
7
8
Page 74
Market
& Sell
Make (incl. Assemble & test)
Customer
6 Support
5
Deliver
Buy
Plan & Manage
Stakeholders relationship and communication
CC
UU
SS
TT
OO
MM
EE
RR
- 12 Industry Controlled
Other Party (ICOP)
as Deliverable
Page 75
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 76
ICOP
What is ICOP (Cont’d)?
 Benefits:
‒ Globally harmonised and accredited certification

Page 77
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
ICOP
The ‘traditional’ scheme
3rd party
Certification
for ISO 9001
2nd party
audits
Accreditation
Bodies
Industry
The ICOP scheme
Approval
and
Oversight
Industry
Accreditation
Bodies
accreditation
Certification
Bodies
certification
Suppliers
Page 78
Suppliers
Certification
Bodies
Auditors
Suppliers
OEM controlled
(2nd party)
surveillance of
supplier(s)
based on risk
analysis
and product
audit
Other Party
Certification
for 9100/9110/9120
ICOP
IAQG OPMT
Oversight of SMS
Europe, Asia/Pacific, Americas
International Accreditation
Forum (IAF)
Peer Review
SMS*
AB, CB, and Auditor Approval
Shared Oversight
Oversight
IAQG
Member Company
Representatives
ICOP
Oversight
Scheme
IAQG
(Supplier Surveillance,
Product/Process Audit)
Page 79
Certification Recognition
ICOP
Accreditation Body (AB)
(9100, 9110, 9120)
Oversight
ICOP
Certification Body (CB)
(9100, 9110, 9120)
Conformance
Conformance
DATA
On-line Aerospace
Supplier
Information System
(OASIS)
Supplier
(CB Client)
ICOP Certification
Product/Process
*: Sector Management Stucture
IAQG & SMS
Oversight
ICOP
ICOP is:
 A method of oversight supporting recognition of





Page 80
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
ICOP is not:






Page 81
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
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
Page 82
ICOP
ICOP Benefits include:






Page 83
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
ICOP Certification Scheme Requirements
documents:
 The QMS Certification Standards:
‒ 9100 – Quality Management Systems –

Page 84
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
ICOP Scheme Criteria
 9104-001 – Accreditation and Certification Scheme
Requirements
‒
‒
‒
‒
‒
‒
‒
Page 85
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
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
Page 86
ICOP
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.)

Page 87
(Audit duration table available as part of the ICOP
scheme)
Certification periodicity
‒ Every 3 years re-certication audit
ICOP
OASIS: On-line Aerospace Supplier Information
System
 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.)
Page 88
ICOP
OASIS: On-line Aerospace Supplier Information
System
www.iaqg.org/oasis
Page 89
- 13 IAQG Strategy
Evolution
Page 90
★
IAQG Strategy Road-Map
IAQG
REQUIREMENTS
PRODUCT
& SUPPLY CHAIN
IMPROVEMENT
Establish, Develop, and
Maintain Industry Quality
requirements to improve
product
and process integrity
Development of Global Supply
Chain process standards and guidelines
to ensure continually improving OTOQD
internally and externally
91xx:2016 Revision
11 Chapters completion
9104/2&/3 rewrite published
9101 rewrite published
Strategy
Root Cause analysis, Problem solving
& Non-Conformity control
91xx Re-writing
Improvement Strategy
PEOPLE
CAPABILITY
Develop the competency of,
and support for, those engaged
in Supply Chain processes,
in all functions, to deliver
continual improvements
in OTOQD
Contractual requirement review & Flowdown
9104/1 rewrite published
Master scheduling and Sequencing
People ownership &
Sub-tier supplier management
commitment
Software QMS
Human factors
NATO QMS
Quality aspects in new
Benchmark
program development
91xx:2009
Revision
91xx
Re-writing
BoKs
• 20% Improvement/Year
on Quality & Delivery
• 90% Supply Chain – Certified
• Robust Processes throughout
Supply-Chain
• Robust, Recognized and
Valued Certification Scheme
PERFORMANCE
Provide objective data demonstrating
the excellence Performance and
continual improvement of the whole
Aviation, Space and Defense Supply
Chain
Performance Index
Multi year trend
User oriented
Develop content
of SCMH (11 Chapters)
5 Years IAQG Vision
(2009-2014)
Relationship
Growth Strategy
Performance
ASD Agencies accept 91xx and
Index
its certification scheme for
Year 2012
Collect Other Industry
mitigating
Performance Index
Best Practices
surveillance
Year 2010 pathfinder
Develop BoKs
Metrics definition
Working together to develop
Develop Process
Architecture
a single voice
Develop Competency
Management Process
9104-1,2,3
Robust, Recognized
Published
Develop IAQG
and
Dictionary
All Organization
Valued 91xx
transition to
MRO
certification
9100/9110/9120:2009
extension
scheme (ICOP)
Civil Authorities
Authenticated
Space
Auditors
Transition to 9104-001
Defense
Sanctioned
Trade Association ICOP scheme
Training
robustness
Legal Entity
OPMT FMEA
IAQG smooth operation with
Sustainable finance
OPMT
Development of
QMS series (91xx)
& ICOP scheme
IAQG
Milestone
Page 91
1998
2006
2010
2013
★
Current
Page 91
2015+
- 14 IAQG
Achievement
Page 92
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
Page 93
IAQG Achievements
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)
Page 94
– Indicators definition completed as part of SCMH
– (Supply Chain Management Handbook)
IAQG Achievements
IAQG Vision Goals Management – 20%
Improvement (Cont’d)
On Time Delivery (%)
Item Escape Rates (ppm)
100%
ppm
1.E+06
90%
80%
70%
1.E+05
60%
1.E+04
50%
40%
1.E+03
30%
20%
1.E+02
10%
233 data points
0%
OTD 2010
1.E+01
IER 2010
OTD 2012
IER 2012
1.E+00
On Time Delivery Median Value dynamics :
Year 2010 : 80%
Year 2012 : 85%
Range and standard deviation constant
Page 95
Item Escape Rate Median Value dynamics :
Year 2010 : 4300 ppm
Year 2012 : 4000 ppm
Range and standard deviation constant
IAQG Achievements
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
Page 96
IAQG Achievements
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
Page 97
– Civil Authorities recognition (i.e.: EASA)
IAQG Achievements
IAQG Vision Goals Management – ICOP (Cont’d)
Page 98
IAQG Achievements
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%
Page 99
Sector
Americas
Standard
9100
9110
9120
Other
Americas Total
Asia / Pacific
9100
Asia / Pacific Total
Europe
9100
9110
9120
Europe Total
All
9100
9110
9120
Other
Total
Total
8543
208
617
49
9417
818
818
5659
292
577
6528
15020
500
1194
49
16763
IAQG Achievements
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
Page 100
IAQG Achievements
IAQG Vision Goals Management – 90%
Certification (Cont’d)
 IAQG Suppliers certification rate rates:
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
%
– Biases:
 Effect of Member companies not mandating
Page 101
suppliers to be 9100
 IAQG Members with only Defense and Space
activities
IAQG Achievements
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
Page 102
IAQG Achievements
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
Page 103
SCMH
3
Market
1
& Sell
• Master
Schedulin
g
C
U
S
T
O
M
E
R
2
Make (incl. Assemble & test)
• 9103 Material for Key
Characteristics
• 9102 Material for First
Article Inspection
• Counterfeit & Suspect
Unapproved Parts
• Control of non
• Statistical 9138
conformities
• Foreign Object
Debris (FOD)
• Human Factors in
new Manufacturing
5
Design & Develop
Buy
Deliver
• 9100 Rev C Deployment
Support
• People Capability PCAP 001
• Link to ICOP Overview
• 9100/SSCA/PPDAC
Comparison
• IAQG dictionary
• Supplier Selection and Capability
Assessment
• Product Performance Detailed
Assessment Checklists
• Supplier Quality Mgt Basics
• Sub-tier Supplier Control
Management
Plan & Manage
7
• Work Transfer
• Advanced Product Quality
Planning (APQP)
• Root Cause Analysis &
Problem Solving
• Risk Management
• Process Mapping (VSM Based)
8
• TBD
• Delivery Metrics
Definition
• Certificate of
Conformance
• Delegated Product
Release verificationAppendices
• Special Requirements & Critical Items
• Quality Aspects of New Product
Development
• Notification of Change
• Software Guidance (9115)
4
Customer
6 Support
• Configuration management
• Capacity Management, Ordering and
Logistics
Stakeholders relationship and communication
• Requirements & Flow Down Templates
Sections in progress
• Contractual Requirements Review & Management
Guidance
Future sections
CC
UU
SS
TT
OO
MM
EE
RR
- 15 IAQG Operating
Management
System
Page 105
IAQG Operating
Management System
IAQG Operating Management System
IAQG Belgian Articles of Association
IAQG Rules of Procedure
Policy 101
Conflict of
Interest
Policy 102
Export
Compliance
Policy 103
Antitrust
Policy 104
Intellectual
Property
Policy 105
Issued Reports
Policy 107
Meetings
Policy 108
Strategy
IAQG Pro-105.1:
Initiative Creation
Process
IAQG Pro-106.1:
Budgeting and
Financial
Reporting
IAQG Pro-107.1:
Planning an IAQG
Meeting
IAQG Pro-105.2:
Maintenance of
Standards
IAQG Pro-106.2:
Financial Control
IAQG Pro-107.2:
Performance
Excel Market
(PEM)
IAQG Pro-105.3:
Ballot and
Publication
Process
IAQG Pro-106.3:
Funding Oversight
Activities
IAQG Pro-105.4:
Document
Format / Style
Guide
IAQG Pro-106.4:
Funding IAQG
Contractors
IAQG Pro-105.5:
Guidance Material
Management
IAQG Pro-105.6:
IAQG Forms
Management
IAQG Pro-105.7:
Competency
Management
Page 106
Policy 106
Financial
Controls
IAQG Pro-105.8:
IAQG Procedures
IAQG Pro-106.5:
Funding IAQG
Experts Travel
Policy 109
Membership
IAQG Pro-108.1:
Maintenance of
the IAQG Strategy
Policy 110
Ethics
Policy 111
OPMT
Policy 112
Subsidiary
Bodies
- 16 IAQG Finance
Page 107
IAQG Finance
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 108
- 17 2014 Objectives
Page 109
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 110
- 18 IAQG
Communication
Page 111
Communication
IAQG Website
www.iaqg.org
Page 112
Communication
IAQG Contact
EAQG Operations Manager:
Alain Bonnard
Rue Montoyer, 10
1000 – Brussels – BELGIUM
Phone:
E-mail:
Page 113
+32 (0) 2 775 8138
[email protected]
Food for
Thoughts
Page 114
Thoughts
International Associations vs Companies
 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)
Page 115
Thanks
for your
attention
Page 116
Questions
www.iaqg.org
Page 117