The Goal Of The AS9101 Rewrite

The AS9101 rewrite goal is to provide requirements on process auditing and development of AS9100 series audit approaches and tools that focus not only on conformity, but also on effectiveness of a AS9100 quality management system (QMS). The AS9101 proposal is to develop an enhanced audit process for evaluating process-based management systems that aligns with ISO 17021 and consists of:
• Process-based information gathering.
• Assessment or analysis and audit planning.
• Development of performance-based and process-oriented audit methods and techniques.
• The ability to capture objective evidence of process conformity and effectiveness.
The major proposed changes in the rewrite of AS9101 include:
• Creation of one document covering AS9100, AS9110 and AS9120.
• Elimination of scoring and key requirements designations.
• Use of data and customer feedback concerning organizational QMS performance as an input for process-oriented audits (for example, Online Aerospace Supplier Information System (OASIS) customer satisfaction or performance scores).
• Inclusion of determination of effectiveness, in addition to conformity.
• More emphasis on performance measuring.
• Introduction of the objective evidence record.
A major theme of the AS9101 rewrite is examining process effectiveness. ISO 9000:2005 defines effectiveness as the extent to which planned activities are realized and planned results achieved. The ultimate measure of QMS effectiveness is customer satisfaction.
What has not changed in AS9101 includes determining conformity to the standards, documenting discovered nonconformities and drawing conclusions on conformity of the organization’s QMS based on information collected during the audit.

AS9100 Why are The How To's Left Out?

AS9100 defines additional areas within an aerospace quality management system that must be addressed when implementing an ISO 9001:2000-based quality system. Typically, these requirements are included within strong aerospace quality systems. The industry experts who wrote the standard and the representatives who approved it all agree that these additions are essential to ensure product, process and service safety and quality.

Although the standard outlines industry "what’s" for a quality management system, the "how tos" were purposely left out and remain the responsibility of those developing the system within the organization. This reflects the AS9100 writing team's, and my, belief that providing a set of “how-to” information, stifles continuous improvement.

All quality systems must be designed to meet the specific needs of the users. And although AS9100 categorizes areas to address within the aerospace industry, system developers are encouraged to first establish a strong quality system that's both effective and efficient. This system should be a holistic unit with practices spanning multiple functions and processes within the business.

Business Process Improvement Through Communication

All of us have been in a business process improvement or sales meeting where the speaker clicks through a PowerPoint presentation showing charts and numbers. Few people, if any, take anything away from those meetings. But put the same information in the context of a story and the point is made.

When you tell a story, people understand what the mission is and they understand how they can make it happen. If you just talk at a high level of mission and vision the reaction is, "What am I supposed to do with that!?"

So, how you communicate and what you do after that communication is made is without a doubt the most improtant part of setting the agenda for your budding AS9100 or ISO 9001 quality management system. Letting your employees know what their part is, can absolutly make your business management system a success. Get out there and show your organization this is not just another program. This is a way of doing business, and it is here to stay, so get on board.