Guide for implementing AS9100 Rev C
By
ASHISH JUDE MICHAEL, MBA, IIM Shillong
2 Guide for implementing AS9100 Rev C
Introduction I am writing this document to help out managers, who think AS9100 is a very
complicated system to install, implement and follow. They have an apprehension
that it requires tons of documentation and record keeping.
I will be bringing the basic outlines of how to implement a QMS (Quality
Management System) from scratch, which adhere to AS9100 Rev C requirements
in a very basic manner. This document alone cannot be used to implement the
AS9100 Rev C; the aim of this document is to familiarize the managers about the
basics of implementation of AS9100 Rev C. I have used many illustrations and
also used project management concept to implement AS9100 Rev C.
I have used my own experience; I played an important role in implementing
AS9100 Rev C in my SBU (Strategic Business Unit), which is EW&A (Electronics
Warfare & Avionics) at Bharat Electronics. Our SBU was one of the first SBUs in
India to get AS9100 certification among PSUs. Our Head of Team for
Implementation of AS9100 was our QM (Quality Management) DGM Mr.
Satyanarayana and I was a directly reporting to him.
I will divide this document in 14 steps (These steps are inspired from “How to
implement AS9100?”) and will be elaborating on each step and add if any thing is
missing.
Guide for implementing AS9100 Rev C 3
Table of Contents Management Responsibilities
Step 1: Determine which Quality standard to adopted
Step 2: Assemble the Team, Purchase the Standard & select registrar
Step 3: Set targets and periodically review them
Implementation Team Responsibilities
Step 4: Review support literature and software
Step 5: Make a strategy
Step 6: Plan the implementation
Step 7: Documentation
Step 8: Draft QMSP (Level 1 Document)
Step 9: Training
Departmental Responsibilities
Step 10: Level 2 , 3 & 4 level Documents
Step 11: Implement & adhere to Quality Management System (QMS)
QM Responsibility
Step 12: Invite registrar/auditor for a pre-‐assessment
Step 13: Gain registration
Step 14: Continual assessment
Conclusion
4 Guide for implementing AS9100 Rev C
Management Responsibilities
Step 1: Determine which Quality standard to adopted
This is a strategic decision to be taken by senior management. One should not
seek certification for the sake of getting it. Understand how this will help you in a
long run. AS9100 is necessity if you are planning to enter aerospace & defence
industry or space industry. ISO9001 is just 70% of AS9100.
Let me give you a brief introduction about various types of Certification you can
go ahead.
1. ISO9001: is a quality standard maintained by the International Organization
for Standardization (ISO) and is administered by accreditation and certification
bodies like PRI Registrar. The rules are updated periodically to accommodate
changes in the business environment. Some of the requirements include:
• Procedures that cover all key practices in the business
• Monitoring those procedures to ensure effectiveness
• Keeping adequate records
• Checking output for defects, and implementing corrective actions as
needed to Prevent recurrence if defects are found
• Periodic review of the overall quality management system and the
processes within the system to measure effectiveness
• Implementing a continuous improvement program
When an organization is certified and found to be in conformance with ISO 9001
that organization may publicly state that it is "ISO 9001 certified" or "ISO 9001
registered". Certification to an ISO 9001 quality standard does not guarantee
quality of end products and services; however, it certifies that formalized
business processes are being applied.
Although the ISO 9001 quality standard originated in manufacturing, it can be
applied to a variety of products, not just physical objects, but products such as
services or software.
Guide for implementing AS9100 Rev C 5
2. AS9100: is an aerospace standard based on the ISO 9001 quality system
requirements. AS9100 takes the ISO 9001 requirements and supplements them
with additional quality system requirements, which are established by the
aerospace industry in order to satisfy DOD, NASA and FAA quality requirements.
The intent of AS9100 is to establish a single quality management system for use
within the aerospace industry.
The standard was developed by Working Group 11 of ISO TC20 and was
supported by the International Aerospace Quality Group (IAQG). The official title
of AS9100 is "AS9100 Quality Management Systems -‐ Requirements for Aviation,
Space and Defense Organizations".
The AS9100 standard is recognized worldwide, however, participating countries
can use their own numbering conventions. For example, the standard was
released as EN9100 in Europe. Regardless of the number, the standard should be
identical in content.
The industry has moved toward requiring their subcontractors and suppliers to
be AS9100 compliant and/or certified. By becoming registered to AS9100 or by
conforming to the standard, suppliers can gain a competitive advantage and
benefit from the improved processes and continuous improvement that is the
foundation of ISO 9001 certified Quality Management Systems.
3. AS9110: The AS9110 aerospace standard is based on AS9100 but adds
specific requirements that are critical for the maintenance of commercial,
private, and military aircrafts. This standard defines the quality system
requirements based on AS9100 and includes additional criteria for
maintenance repair and overhaul facilities (MRO's) serving the aircraft
industry. The AS9110 standard was published by SAE International. It is
formally titled "AS9110 Quality Maintenance Systems -‐ Aerospace -‐
Requirements for Maintenance Organizations" by the Americas Aerospace
Quality Group (AAQG). The prime candidates to seek certification to the AS9110
standard are FAA 145 certified repair stations. Those seeking Parts
Manufacturing Approval (PMA) from the FAA to manufacture aircraft parts and
6 Guide for implementing AS9100 Rev C
components are also likely to seek AS9110 certification. Some of the areas of
emphasis in the AS9110 standard include detecting and preventing counterfeit
and suspect unapproved parts, human factors (recognizing human factors that
affect workers), safety management systems, technical data, project
management and risk management.
4. AS9120: Quality Management Systems -‐ Requirements for Aviation, Space
and Defense Distributors." is an aerospace standard based on AS9100 that
adds specific requirements that are relevant for stockiest or pass-‐through
distributors for the aerospace industry. SAE International published the
AS9120 standard. This standard addresses chain of custody, traceability, control
and availability of records. AS9120 would be applicable for organizations that
resell, distribute, and warehouse parts found in aircraft and other aerospace
components. The standard is not applicable to value-‐added distributors due to
customer-‐product changes nor is it intended for organizations that rework or
repair products. Organizations that perform work that affect or could affect
product characteristics or conformity should use AS9100 or another general
quality management system standard.
AS9120 is based on ISO 9001 but it includes nearly 100 additional requirements
specific to aerospace distributors. AS9120 provides suppliers with a
comprehensive quality system focused on areas directly impacting product
safety and reliability.
Some of the areas covered in AS9120 include splitting (specific requirements for
batch and lot splitting), control of records, traceability (tracking from receipt of
product to delivery), and evidence of conformance (distributors must meet
document specifications).
5. AS9003 The intent of the AS9003, Inspection and Test Quality System; is to
ensure that the inspection, conformity and airworthiness of products are
maintained. The AS9003 standard contains the minimum requirements for an
Inspection and Test Quality System and was intended for use by small
build/machine to print organizations. A quality system structured to include the
Guide for implementing AS9100 Rev C 7
AS9003 requirements provides the supplier with a system that defines activities
necessary to support product integrity such as:
1. Management Responsibility
2. Documentation of the Quality System
3. Controlled Contract Review and communication of requirements to
production
4. Document and Data Control
5. Purchasing: Guidelines for choosing
6. Control of Customer Supplier Product, tooling and raw materials
7. Product Identification and Traceability
8. Process Control -‐ Methods for controlling manufacturing/build processes
9. Inspection and Testing, In-‐process, Final Inspections, Test and the
associated documentation of status and results
10. Control of Inspection, Measuring and Test Equipment
11. Control of Nonconforming Product
12. Corrective Action processes
13. Handling, Storage, Packaging, Preservation and Delivery
14. Control of Records -‐ Internal Quality Audits to monitor your system
15. Training
# OASIS Database: The OASIS database is a product of the International
Aerospace Quality Group (IAQG). OASIS houses supplier and audit assessment
data for all companies who hold an accredited certification in any of the AQMS
series of Standards (i.e. -‐ AS9100, AS9110 and AS9120). The IAQG has set firm
requirements regarding the inclusion of aerospace certified suppliers in the
OASIS database. Simply put, it is not optional -‐ if you hold an accredited
certificate to AS9100, AS9110 or AS9120 -‐ you must be entered into the OASIS
database. SAE International document AS9104 details the Certification Bodies'
requirements for Aerospace Certification Programs. We are bound by these
requirements as stated on our aerospace certificates, "The audit was conducted
in accordance with the requirements of SAE AS9104 Rev. A." (Reference SAE
AS9104 -‐ Requirements for Aerospace Quality Management System Certification
/ Registrations Programs).
8 Guide for implementing AS9100 Rev C
Additionally, any supplier listed in the OASIS database must set someone up as
the OASIS Administrator. This designated person will be the contact point with
regards to OASIS, and is responsible for maintaining accurate supplier data in the
system (i.e. -‐ supplier name, address, etc.). This person is also the only contact
who can grant access to view pertinent audit assessment details. An OASIS user
cannot access audit data without first gaining permission from the suppliers'
listed OASIS administrator.
If any aerospace certified supplier refuses to be a part of OASIS, or refuses
to set up an OASIS administrator, Certification Bodies are required by the
IAQG to revoke the certificate of registration.
The very first step to get involved with OASIS is to become a registered user.
Anyone can become a registered user, and you do not need to hold an active
aerospace certificate in order to become a user. Visit the OASIS database at
http://www.iaqg.org/oasis and click on the "Register to get Access" link.
In Brief:
Sl No. Standard Applicable Industries
1 ISO9001 All manufacturing and any industry from service to product based.
2. AS9100 Specifically for organizations developing, manufacturing and selling aerospace
equipments/components.
3. AS9110 For organizations into maintenance & repairs (MRO) of Aircrafts.
4. AS9120 For Organizations which sell & stock airborne equipment’s or components such as
stockiest & distributers.
5 AS9003 For organizations which provide third party inspection or testing facilities for
airborne equipments/components.
One has to be prepared for the cost of quality, which will be high during initial
phase of 3-‐4 years but after that you can reap the benefits in the long run. But if
Guide for implementing AS9100 Rev C 9
you are into Aerospace & Defence /Space business, AS9100 is critical for your
future.
For implementing AS9100 senior management should support its Quality
Management Department to fullest. Initially things will be difficult to implement
but perseverance pays off, you have to understand “Rome was not built in a Day”
and so is for AS9100 implementation. Unless you adhere it from within the
organization its difficult to maintain.
Step 2: Assemble the Team & Purchase the Standard
The road to implementing starts with assembling the right team. Depending
upon your organization, you can make an official of a rank DGM/AVP/Manager
to head of team, the team should be cross-‐functional with employees
representing each department. Head of team should have first hand experience
of implementing AS9100 and has good personal skills. Provide him necessary
resources. Try to visit the companies, which have already established AS9100
certified systems, have a look on their processes.
Next thing is to purchase the Standard, and to select a registrar such as UL etc.
Consult the registrar whenever it is required so. Give enough time for the team to
understand the standard, the standard itself is vast and requires lots of time to
read all the clauses and requirements.
Step 3: Set targets and periodically review them
Set the targets for Implementation team and review them periodically to ensure
that we are on right track and this will also help the team to put forward their
requirements or suggestions where senior management can help them.
I suggest we should apply project management concept while implementing
AS9100 Rev C. Lets define:
Project: AS9100 Rev C Implementation
10 Guide for implementing AS9100 Rev C
First we should use PPM (Project Priority Matrix) to define our utmost priorities
in this project.
For example in given
illustration of PPM
maximum priority is
given to
performance then
comes time and
finally cost/Budget.
This means we want
that we have to by all means improve systems to implement AS 9100 Rev C and it
may take a little bit more time and we want to reduce the cost by saving more,
provided we are successful in implementing our project AS9100 Rev C.
Above is the PERT Activity Diagram, is gives the activities and gives the most
effective time for each activity. You can refer the illustration in figure, which
defines this PERT Network Diagram.
A (5)
B (5)
C (5)
D (4) E (1)
F (5)
G (5)
H (5) I (5)
J (5)
K(3)
L(6) M(6)
N(6)
O(6)
P(5) Q(5)
R(4)
S(5)
T(5)
Constrain Accept Enhance
Time ✖ ✔ ✖
Cost/Budget ✖ ✖ ✔
Performance ✔ ✖ ✖
Guide for implementing AS9100 Rev C 11
Activity Task
Optimistic(Time((To)
Pessimistic(Time((Tp)
Most(Likely(time((Tm)
Effective(Time((Te)
Precedence(Activity
ADerermine Quality Standard to be implemented 4 6 5 5 NULL
BAssemble Team,Purchase Standard & Select Registrar 4 6 5 5 A
C Recruit Quality Manager 4 6 5 5 B
D Assemble Team 3 5 4 4 C
EPurchase Standard &Select Registrar 0.5 1.5 1 1 D
FSet Targets & Schedule Periodical Reviews 4 6 5 5 E
G Review support Literature &Software 4 6 5 5 F
H Make Strategy 4 6 5 5 G
I Plan The Implementation 4 6 5 5 H
J Draft QMSP 4 6 5 5 I
K Training 2 4 3 3 J
L Prepare Level 2,3& 4 documents 4 8 6 6 K
M Send to QM department for Checking 4 8 6 6 L
NUpgrade documents & Get them approved 4 8 6 6 M
O Implement & Adhere to QMS 4 8 6 6 N
P Internal Assesment 4 6 5 5 O
QInvite Registrar/Auditor for Pre-Assesment 4 6 5 5 P
R Implement feedback of Auditors 3 5 4 4 Q
S Registration Assessment 4 6 5 5 R
TImplement suggestions & Improvements of Auditor 4 6 5 5 S
96TotalJExpectedJImplimentationJTimeJinJDays
Above illustration gives the details for PERT Activity Diagram.
Implementation Team Responsibilities
Step 4: Review support literature and software provided with Standard
There are a large number of tools that can be very helpful at every stage of the
process of implementing AS9100 there are many suggested formats, which we
have to modify as per requirement. We have to segregate the formats which we
can use as it is and on which we have to do some modification.
Step 5: Make a strategy
I again will stress, process towards implementing AS9100 must start with
commitment from top management. As part of this, an organizational strategy
should be developed, and an implementation by the team formed.
Think of constrains which you are going to face and find the solutions before
12 Guide for implementing AS9100 Rev C
hand. Its better to spend more time in planning and perfecting the things than
rush into implementation phase and mess up the things.
Step 6: Plan the implementation AS9100 Rev C ImplementationXYZ Today's Date: Thursday
(vertical red line)Project Lead:
Start Date: Monday[42] First Day of Week (Mon=2): 2
WBS TasksTaskLead Start End D
urat
ion
(Day
s)
% C
ompl
ete
Wor
king
Day
s
Day
s C
ompl
ete
Day
s R
emai
ning
1Management Responsiblities CEO 1/2/12 1/25/12 24 100% 18 24 0
1.1
Derermine Quality Standard to be implemented 1/2/12 1/6/12 5 100% 5 5 0
1.2
Assemble Team,Purchase Standard & Select Registrar 1/7/12 1/11/12 5 100% 3 5 0
1.2.1Recruit Quality Manager 1/12/12 1/16/12 5 100% 3 5 0
1.2.2 Assemble Team 1/17/12 1/20/12 4 100% 4 4 0
1.2.3Purchase Standard &Select Registrar 1/21/12 1/21/12 1 100%
1.3Set Targets & Schedule Periodical Reviews 1/21/12 1/25/12 5 100% 5 5 0
2Implementation Team Responsiblities Manager Quality 2/2/12 2/24/12 23 100% 17 23 0
2.1Review support Literature &Software 2/2/12 2/6/12 5 100% 3 5 0
2.2 Make Strategy 2/7/12 2/11/12 5 100% 4 5 02.3 Plan The Implementation 2/13/12 2/17/12 5 100% 5 5 02.4 Draft QMSP 2/20/12 2/24/12 5 100% 5 5 02.5 Training 2/24/12 2/28/2012 3 100% 4 3 0
3Departmental Responsiblities Demartmantal Heads 3/1/12 3/28/12 28 100% 20 28 0
3.1Prepare Level 2,3& 4 documents 3/1/12 3/6/12 6 100% 4 6 0
3.2Send to QM department for Checking 3/9/12 3/14/12 6 100% 4 6 0
3.3Upgrade documents & Get them approved 3/16/12 3/21/12 6 100% 4 6 0
3.4Implement & Adhere to QMS 3/23/12 3/28/12 6 100% 4 6 0
4 QM Responsibility Quality Manager 4/2/12 4/27/12 26 100% 20 26 04.1 Internal Assesment 4/2/12 4/6/12 5 100% 5 5 0
4.2Invite Registrar/Auditor for Pre-Assesment 4/7/12 4/11/12 5 100% 3 5 0
4.3Implement feedback of Auditors 4/12/12 4/15/12 4 100% 4 4 0
4.4 Registration Assessment 4/17/12 4/21/12 5 100% 4 5 0
4.5Implement suggestions & Improvements of Auditor 4/23/12 4/27/12 5 100% 5 5 0
24/11/11
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02/01/12Ashish Jude Michael
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Use the scheduling tools as Gantt chart to schedule the implementation. Better to
go through modular approach. Which means implement in phases. First
concentrate on management Responsibilities then comes Implementation Team
Responsibilities next comes departmental responsibilities and finally the Quality
Management Responsibilities in last phase. In the above figure I have shown an
example of scheduling of activities for AS9100 implementation.
Once Implementation plan is ready its time to start documentation. But first of
all QMSP (Quality Management System Procedure) should be drafted before
going into department level.
Guide for implementing AS9100 Rev C 13
Step 7: Documentation
In AS9100 we generally follow four levels of documentation.
1. Level 1: An Organizational level Quality Manual: We can call it a QMSP
(Quality Management System Procedure). If it is too big you can make it in
volumes. It is a controlled copy, and must clearly define the Major Quality
Procedures followed by each department in an organization. It’s the
responsibility of Head of Implementation of AS9100 team to get inputs
from the department heads and formulate. Its like a “Master document for
the QMS (Quality Management System)”. It should contain the generalized
procedures and formats such as CA/PA (Corrective Action /Preventive),
Engineering Change Request (ECR), Approved Deviation, Process
Improvement, Document Upgrading Requirement etc.
We should also give details about the yearly cycles of periodic
assessments both internal and external.
2. Level 2: Department level Quality Documents: This includes the
Turtle Charts; Risk Mitigation plans for each department. Turtle chart is a
one-‐page document, which defines the all the activities in a department as
process. There are inputs/Outputs, Process, Targets, Suppliers, and
14 Guide for implementing AS9100 Rev C
Customers etc. OTD (On Time Delivery) and Risk Mitigation Plan are the
two important parameters, which are specially focused in AS9100 Rev C.
Process'Name:' Process'Owner:'
Cri1cal'Success'Factors:' Start'event:'
End'Event:'
Process'Input''''''
Resources/material'(with'what?)'
Process'personnel'(with'whom?)'
Interfaces'for'input''''''''
Supplier'for'process'/'Previous'process'
Process'indicators'(how'many?)'
Process'objec1ves'/'Purpose'
Process:''''''''''Process'steps/main'ac1vi1es'
BLANK PROCESS TURTLE DIAGRAM
Interfaces'for'Output''''''''
Process'Output''''' Customer'of''
process'/'Next'process'
TOOL''which'can'help'in'defining'the'process'as'per'Rev.C'and'a'tool'for'conduc1ng'internal'audit'
SWOT'Analysis''
Process'Improvement''
Reference'Documents'(how?)'''
Process'map' Notes'
How?%How$is$this$process$controlled,$including$the$use$of$procedures,$work$instruc5ons,$and$methods?$Control$of$produc5on$and$Service$provision$(7.5.1)$Control$of$Produc5on$Process$changes$($7.5.1.2)$Control$of$Produc5on$Equipment,$Tools$and$SoGware$Programes(7.5.1.3)$Nonconforming$product$procedure$($8.3)$Document$contorl/records(4.2.3/4)$
%%%%%%%%%%%%%%%%What%Results%?%$Measurements/analysis$of$the$product$of$$this$process$and$of$this$process$effec5veness$
Monitoring$and$measurement$$of$product$($8.2.4)$
Customer$Sa5sfac5on$(8.2.1)$Monitoring$and$measurement$of$processes$(8.2.3)$Analysis$of$data$(8.4)$$
with%What%?%What%are%the%Materials,%Equipment%and%other%resources%needed%by%this%process?%
Plant$and$machinery$(6.3)$Process$equipment$($6.3)$Measuring$equipment$(7.6)$Packaging$Storage$(7.5.5)$Customer$Property$(7.5.4)$Transporta5on$of$materials$in$this$process$(6.3)$Raw$materials$needed$in$this$process($7.4)$
with%%Who%?%Who%�owns�% this%process,%who%works% in% this%process,%and%who%directly%assists%this%process?%%Responsibility$and$authority$($5.5.1)$Competence$criteria$($6.2.1)$Training$records$($6.2.2)$Training$effec5veness$($6.2.2)$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
(Who$Helps?$Departments$and$Individuals)$IT$HR$Logis5cs$$Sales$Quality$$Maintenance$$Personnel$
Inputs%What%is%the%need%the%customer%of%this%process%has%and%what%are%the%requirements%to%meet%that%need?%Product$needs$to$be$produced$according$to:$Customer$requirements$($7.2.1)$Statutory/Regulatory$Requirements$($7.2.1)$Organiza5onal$requirements$($7.2.1)$
Outputs%$The$ customer�s$ need$ is$ met$ at$ the$characteris5c$level.$A$sa5sfied$customer$($8.2.1)$Receives$product$ from$ the$process$ that$conforms$ to$ the$ requirements$ in$ the$input$($7.2.1)$
Process%%
(Suppor5ng$Processes)$$Computer$equipment$support$processes$$Training$Hiring/Firing$Purchasing$Processes$Materials$movement$Processes$Inspec5on$Calibra5ng$$
The$term$procedure$and$process'are$not$necessarily$synonymous.$A$$procedure$may$be$one$way$to$describe$a$$process$in$text;$however,$most$organiza5ons$have$many$more$processes$than$the$procedures$required$by$the$standard.$
Guide for implementing AS9100 Rev C 15
The beauty of turtle diagram is that you can see the overall holistic view
of a department and can be represented on a single sheet of paper concise
, complete and crisp. We can define entire department as a process, we
can clearly see in the above illustration.
A unique reference number should link all Level 2 documents to
QMSP, which reflect the revision number and date of revision.
3. Level 3 Documents: Process Definition Documents (PDDs), Standard Operating Procedures (SOPs),Work Instructions (WI): These are
basically the set of documents, which are used by operators to perform
various processes. These are made & controlled by related section head
or process engineer but approved by Quality Management Department.
4. Level 4 Documents: Checklists, Process Validation Reports & PRCs
(Product Route Card)/OARCs (Operation Analysis Route Card): These
are mostly the records maintained to keep control on product/process
quality and traceability. Traceability is very important parameters, which
is required for Aerospace Products as they are very critical. By looking a
batch number or SL. No of a product we should be able to find all related
checklist, PRC (Product Route card)/OARC (Operation Analysis Route
Card) and reports with details as who was the operator and who was the
inspector responsible.
The difference between PRC & OARC is that PRC only records the details
of the precedence activities done on project and by whom. Where else
OARC is an ERP generated document, which gives instructions and also
records the details of the precedence activities done on project and by
whom.
16 Guide for implementing AS9100 Rev C
Above illustration shows a sample checklist, which fulfills all requirements of
AS9100 Rev C.
All level 3 & 4 documents needed to be upgraded as and when the
product requirement change. All these documents are to be linked to
Level 3 & 4 documents by a unique reference number, which reflect
the revision number and date of revision.
All Level 1, 2 ,3 & 4 documents are controlled copies and are needed to be
controlled by designated authority that will be responsible for them. Also
they are auditable and the documents are to be retained for a minimum
period of 5 years or as defined in P.O. (Production Order) terms by
customer which ever is minimum.
All documents needed to be complete and ensured that no loopholes are left.
It is said for AS9100 documentation “They say what you do and you do what
they say”.
QUALITY(MANAGEMENT/_____(
((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((Ref:(No:(12345Crimp/CKL/V(0((
(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((Date:(
Crimping(Tool(Part(No:. ( ( (Tool(Sl.No.(
Locater(PN: ( ( ( (Locater(PosiLon:(
Contact(PN: ( ( ( (Wire(Size(
UTM(Asset(No:. ( ( (((((((((((((((((((((((((((((((((((((UTM(CalibraLon(Date:(
(
Procedure:(
1.Annexure(1((Crimping(Process(validaLon(((Ref(PQRS/ABC/QP/IXYZVO:(dt:(
2.(Five(samples(of(plug(to(be(crimped.(
3.(Five(samples((of(socket(pins(to(be(crimped.(
4.(Every(week(on(Monday(this(acLvity(to(be(done.(
5.(A^er(Samples(are(collected(they(are(to(be(sent(to(MTD,(QA(for(pull(test(with(SAP(request.(
6.(Collect(the(reports(from(MTD,QA(and(verify(if(they(are(meeLng(the(requirements(and(collect(the(samples.(
7.(If(reading(are(meeLng(proceed(to(next(step(els(go(to(step(1(and(repeat(the(acLvity(unless(required(results(are(achieved.(
8.(Visually(inspect(the(samples(before(pull(test(and(mark(them(with(SL.Nos.(
9.Insepct(the(samples(a^er(pull(test(and(fill(Table(1.(
( Sl#No. Sample#Details Visual#Inspec4on#before#pull#test Type#of#separa4ons#observed. Pull force Applied
1 Plug(pin(sample(1 2 Plug(pin(sample(2 3 Plug(pin(sample(3 4 Plug(pin(sample(4 5 Plug(pin(sample(5 6 Socket(pin(sample(1 7 Socket(pin(sample(2 8 Socket(pin(sample(3 9 Socket(pin(sample(4 10 Socket(pin(sample(5
Type#of#separa4on Deno4on Slip((Pull(out) A
Conductor(broken(in(crimp(area. B
Contact(broken(in(crimp(area. C
Conductor(broken(outside(crimp(area. D
Contact(broken(outside((crimp(area. E
Any(other(defect((Specify(in(Remarks) F
Remarks#
Inspector(
Name:(
Staff(No(
Operator(
Name:(
Staff(No:(
Guide for implementing AS9100 Rev C 17
Step 8: Draft QMSP (Level 1 Document)
Take help of department heads and give responsibility to each related team
member of related department to formulate module for his/her department. It’s
the responsibility of Team Lead/Head to verify and compile the QMSP as a
complete document.
Once QMSP is finalized discuss it with the registrar/auditor and take his
feedback.
Step 9: Training
Plan for awareness training for the entire organization, better to be done in
modules such as for QM, Production Control, Engineering, Manufacturing,
Marketing, Material management, Plant Maintenance, Finance, Purchase, Sub-‐
contract & Human Resource etc.
Better keep QM all levels (1,2 &3) documents ready so that they may use them as
sample documents and related persons can make their own level 2 & 3 level
documents.
Step 10: Level 2 ,3 &4 level Documents These documents are to be prepared by related department heads &
process/line in-‐charge or engineers. It is responsibility of the representative of
department in AS9100 implementation team to scrutinize and help in
development of these documents.
Step 11: Implement your Quality Management System
Once the foundations have been laid, you should implement your quality
management system. Its important that you make the process owners and the
operators believe in the new system. They should be trained and told how it will
beneficial for them. AS9100 requires lots of records to me maintain and the
operators and process owners have lot of Inertia to do. They think it is done to
keep check on them and will be used as evidence against them.
18 Guide for implementing AS9100 Rev C
We should make them very clear that it is only for process improvement. AS9100
gives us process approach. We should always remember no operator or
process owner commits a mistake deliberately is always a loophole in
process, which has made him commit mistake, so make process perfect.
If you can understand the above statement you got the real understanding of
AS9100 that its never about product/people its only about process you follow.
Step 12: Invite registrar/auditor for a pre-‐assessment
A pre-‐assessment normally takes place about 6 weeks into the implementation
of the quality system. The purpose of the pre-‐assessment is to identify areas
where you may not be operating to the standard. This allows you to correct any
areas of concern you may have before the initial assessment. Take their feedback
and implement.
Step 13: Gain registration
Once the preparation and implementation has been completed, registration to
the standard can take place. The key to this is a registration assessment. During
this process, the registrar will comprehensively review your management
system, and should you pass, you will be recommended for registration and be
awarded your certificate.
You need a Management Representative on behalf of senior management he may
be an Additional General Manager/ COO.
Certification allows you to advertise your success and promote your business
and its commitment to quality management.
Step 14: Continual assessment
Maintaining your registration requires only that you continue to use and be
committed to your quality system. This will be periodically checked by your
registrar it can be done bi-‐annually or annually. But number of man-‐days fixed
for a year for assessment is constant.
Guide for implementing AS9100 Rev C 19
Beside that you need to do minimum of two internal audits as per the schedule
or frequency defined in QMSP.
Once you are certified you will receive a score and you should always try to
improve upon the score. You can use the AS9100 certified logo and show the
entire industry about your capabilities.
Conclusion: I sincerely hope that this document has definitely brought some clarity about the
process of implementing AS9100 Rev C in your own organizations, cleared some
apprehensions about AS9100 Rev C.
One thing I will assure you that if you implement AS9100 Rev C and make the
install systems that meet the requirement, life will be very easy for you. Initial
cost of implementation can be a bit high but you can see the returns within 5
years. One of the best ways to maintain AS9100 Rev C system is by implementing
ERP systems. It will reduce your record keeping and standardize the processes
as well.
***
20 Guide for implementing AS9100 Rev C
Compiled By:
MBA from IIM Shillong with 5 Years of Experience in Aerospace /Electronics Industry (Quality & Production)
ASHISH JUDE MICHAEL
! 5 years of experience in Quality, Manufacturing & SCM activities of Aerospace /Electronics Industry.
! One Year MBA in International Business from Indian Institute Of Management, Shillong and a Mechanical Engineering Graduate.
! Worked with companies such as Bharat Electronics Ltd, ITC Ltd.
! Served clients such as Boeing, UTC, Indian Air Force, Indian Navy.
! Worked on prestigious Light Combat Aircraft (LCA) Project which is of national importance.
Skill Set:
TQM, AS9100, ISO14001,ISO9001,AS9102, 8D, SPSS, Mini-Tab, PPAP,FMEA,
GAP Analysis, APQP, RRCA, Quality Clinic, Project Management, Kaizen, LEAN
manufacturing, SPC, Vendor Management, Process Improvement, Poka-Yoke,
Benchmarking, FAI, Production Management, Cross Culture Team Management,
Negotiation Skills.