2. • Vision
• Mission
• ACMT, Inc.- Who we are
• FAA Repair Station
• Quality-What is it?
• ACMT’s Customers’ View of Quality
• ACMT’s Quality Operating System
• ACMT Training Requirements
• ACMT’s Zero Defect Culture
• Quality-How do we achieve customer
satisfaction?
• Quality Map
• Job Travelers
• ACMT’s Business Management System
• AS9100
• Quality Policy
• Continuous Improvement
• PDCA
• Root Cause
• Corrective Action
• Non-Conforming Product
• Audits
• Documents and Records
• Gages and Calibration
• Traceability
• Product Escapes
• 1-10-100 Rule
• What are the causes and effects of Poor
Quality?
• Human Factors
• FOD-Foreign Object Debris
• Cost of Poor Quality Video
Table of Contents
3. ACMT, INC. VISION:
We are committed to a level of performance that consistently exceeds
our customers’ expectations through leadership which cultivates a
progressive thinking and empowered workforce who strive to
continuously improve.
4. ACMT, INC. MISSION:
Striving to enable our customers to win more business through a
comprehensive effort to achieve excellence in:
Quality
On-Time Delivery (OTD)
Cost
Responsiveness
6. An FAA repair station certification is for organizations that inspect,
repair, replace or overhaul aviation articles including airframes,
propellers and radios among others
The FAA requires that air carriers and their contractors fully comply
with federal regulations
The FAA both inspects and audits us; it’s a legal requirement
ACMT, Inc. is an FAA Repair Station
10. Quality is…
1. A holistic approach to long-term
success that views continuous
improvement in all aspects of an
organization as a process and not as
a short-term goal.
2. It is defined by our customers and
stakeholders; internal and external.
11. ACMT’s Quality Operating
System:
1. rises above focusing on
product quality only,
2. involves everyone in the
organization, and
3. Involves every function.
What does this
look like?
13. ACMT’S QUALITY
OPERATING SYSTEM
• Commitment and direct
involvement of highest-
level executives in
setting quality goals
and policies, allocation
of resources, and
monitoring of results
14. ACMT’S QUALITY
OPERATING SYSTEM
• Realization that
transforming an
organization means
fundamental changes in
basic beliefs and
practices and that this
transformation is
everyone’s
responsibility
17. ACMT’S QUALITY
OPERATING SYSTEM
• Instituting leadership in
lieu of “supervision” so
that every individual
performs in the best
possible manner,
everyday, to improve
quality and
productivity, thereby
continually reducing
total cost and
increasing customer
satisfaction
19. ACMT’S QUALITY
OPERATING SYSTEM
• Instituting flexible
programs for training
and education and
providing meaningful
measures of
performance that guide
the self-improvement
efforts of everyone
involved
20. ACMT Training Requirements
The following trainings are required for all Quality employees and will be
provided as-needed for other ACMT employees:
New Hire Quality Orientation 2 Hours
Intro to Blue Print Reading 8 Hours
Geometric Dimensioning & Tolerancing (GD&T) 8 Hours
Basics of Metrology 4 Hours
Fundamentals of Mathematics 4 Hours
*All trainings to be completed within 6 months of hire
24. JOB TRAVELERS
Job Travelers provide shop
personnel with the
specifications needed to
perform the job.
Typically they are printed
at the time of job release
and “travel” with the job
as it progresses through
the shop
You MUST adhere to the
work instructions on the
job travelers; our work
requires adherence to
customer standards and
cannot be changed without
proper documentation and
review
Travelers MUST
be signed and/or
stamped in real
time
28. What is AS9100 ?
Standard including requirements
for implementing a successful
Business Management System
(BMS)
Modified from ISO9001:2015
specifically for aerospace
companies
29. Requirements of AS9100
Section 1-3
Introductory
Section 4
Context of the
Organization
Includes scope of
the BMS
Section 5
Leadership
Focuses on
commitment to
customers and
improving
customer
satisfaction
Section 6
Planning
Sets quality
objectives for
improvement and
plan for changes
30. Requirements of AS9100
Section 7
Support
Resources i.e. human
resources,
infrastructure,
competence,
communication, and
documented
information
Section 8
Operation
Processes that
identify the
requirements to
create, preserve,
and deliver
products and
services
Section 9
Performance
Evaluation
Requires evaluation of
performance;
including internal
audits and
management reviews
Section 10
Improvement
Pertains to
continual
improvement
and corrective
actions
32. AS9100 BENEFITS
Improved customer satisfaction leads to more repeat and new customers
•Improved decision making: involving top management and basing
decisions on data leads to better allocation of resources resulting in lower
costs
Better efficiency results from using an overall systemic view of how
processes interact, and making necessary improvements
33. AS9100 BENEFITS
Employee engagement improves as employees have a clear, well-
understood focus for their work; increasing customer satisfaction and
improving systems and processes which leads to improvement in
employee morale and workplace satisfaction
Better relationships and partnerships with suppliers
Improvement is part of our daily business, making the BMS incrementally
better over time through Continual Improvement (CI)
34. ACMT, INC.
QUALITY
POLICY
*REVISED 1/15/19
Consistently meeting customer
requirements
Always providing our customers
with the best product and
services available
Continually improving the
Business Management System
and the products and services
we provide to our customers
Adhering to all customer
requirements, as well as those
defined in the International
Standard
35. ACMT, INC. QUALITY POLICY
ACMT, Inc. ‘s Quality
Policy is located on the
back of your badge. You
do not need to
memorize the Quality
Policy
However…
You DO NEED to
remember that the
policy highlights two
key factors:
Customer
Satisfaction and
Continuous
Improvement
Remember:
Quality is
everyone’s job!
37. Continuous Improvement means
making the Business Management
System incrementally better over
time.
When this happens, we can have
the entire workforce involved in
finding ways to make our
processes better, less costly, more
efficient and better satisfy our
customers.
38. How do we achieve
Continuous
Improvement?
Define problem
Measure current state
Analyze data
Implement improvement
Check for effectiveness
43. Corrective action is implemented after a non-conformance
has occurred in the BMS and we have decided that there is a need
to eliminate the root cause so that it does not recur.
44. Corrective Action
Containment
Correction
Review the non-
conformity to
find root cause
Implement
action to correct
root cause
Review that
corrective
actions were
effective
Make any
necessary
updates to BMS
45. NON-
CONFORMING
PRODUCT
Any item, part or product with one or
more characteristics which depart from
the requirements in the specification,
safety, legality, regularity & quality or
other approved product description.
47. AUDITS
Becoming certified and maintaining
certification to the AS9100 standard
requires two types of auditing:
1.Internal
2.External
48. Internal Audits
Audits by internal or
contracted staff that are
specifically trained to the
AS9100 standard and
internal procedures and
requirements
Internal Auditing is key to
understanding compliance of
the company to the
requirements of the AS9100
standard
Requires review and
assessment to verify that the
current quality system is
effective – and if not, to
correct and prevent any
identified issues
External Audits
Audits by an external
certification body,
registrars, customers,
interested parties, and
regulatory bodies
All employees will
need to speak
competently to
auditors about their
process
50. A controlled document consists of any information we use to run our company.
Since some documents are planning material, they are subject to change as we
obtain more information and compare those informational or data records to
our original plan.
Common examples of CONTROLLED documents:
• The Quality Policy
• Organization Charts
• Internal Audit Schedules
• The Approved Supplier List
• Customer Requirements
51. A record consists of any resulting data we collect during the operation of our
business processes. Records are documented facts and cannot be changed.
Records are a critical output of any process/procedure or work instruction. They
form the basis of our process health, awareness, communications, audit
material, and process improvement initiatives.
Common examples of records:
• Signed Travelers
• Proof of Trainings
• Test Results
• Accepted Signed Contracts
• Calibration Records
52. Documents
Created for the purpose of
planning; what needs to be
done.
•Documents CAN change.
Records
Captures, records and stores
data resulting from a
process’/procedure’s or work
instruction’s outputs.
Records CANNOT be changed.
53. Document Control
• Documents are created as a part of
a planning process
• Documents need to be reviewed
and updated to ensure accurate
content and any changes need to
be communicated
• Documents need to be:
Reviewed
Approved
Legible
Up-to-date
Communicated
Readily available
Record Control
• Records are the output of planning
documents
• Records are data, so the
requirements for records are
different
• Records need to be:
Identifiable (labeled)
Stored per requirements
Protected (uncorrupted)
Easily Retrievable
Retained (backed-up)
54. Outcome Individual Fine Individual Imprisonment Company
Fine
Part Installed $500,000 15 years $10,000,000
Cause of Injury $1,000,000 20 years $20, 000,000
Cause of Death $1,000,000 LIFE $20,000,000
Other Individual Fine 10 years $10,000,000
The potential consequences of Records Falsification:
56. GAGES AND
CALIBRATION
Calibration:
Comparison of a
measurement standard or
instrument of known
accuracy with reference
standard or instrument to
detect, correlate, report, or
eliminate by adjustment any
variation in the accuracy of
the item being compared.
57. AS9100
MONITORING
MEASURING
EQUIPMENT
CONTROL
PROCEDURE
DEFINITIONS
Calibration
Comparison of a
measurement standard or
instrument of known
accuracy with reference
standard or instrument to
detect, correlate, report,
or eliminate by
adjustment any variation
in the accuracy of the item
being compared
Calibration Period
Period during which a
certified calibration is valid
(e.g., if measuring
equipment is calibrated in
March, 2006, and
certification expires in
September, 2006, the
calibration period is six (6)
months).
65. FURNACE
• Some tools/machines
require multiple
calibration systems
• All must be calibrated
and functioning
simultaneously in
order to use
tool/machine
68. TRACEABILITY IS:
• The ability to trace everything that has
happened to a product back to its raw material
• Being able to quickly identify problems in the
external and internal supply chain and take
corrective action to ensure the long term
success of aerospace manufacturing programs
• Suppliers’ ability to trace all components of a
suspect or failing part back to its origin. To do
this, and ultimately hold suppliers accountable
for providing reliable products, they must have
the ancestry of those components on file
71. 1-10-100 RULE
Prevention Cost:
Preventing an error at
planning stage costs a factor
of 1
Correction Cost:
Correcting an error within
BMS costs a factor of 10
Escape Cost:
Escaping a product to a
customer can cost a factor of
100 or MUCH MORE
Escape Cost
73. HUMAN FACTORS
AS9110 defines “Human
Factors” as “The study of how
humans behave physically
and psychologically in relation
to particular environments,
products or services and the
potential effect on product
safety...”
74. EXAMPLES OF HUMAN FACTORS
Physical fitness
Physiological characteristics
Personality
Stress
Fatigue
Distraction
Communication
Attitude
75. HUMAN
FACTORS
The bottom line:
Be aware of the
factors outside of
work that can impact
your performance
You personally have
an impact on the
quality of our product
78. FOD
FOREIGN
OBJECT
DEBRIS
FOD can cause damage to our
product and can threaten your
safety and the safety of
others: It is imperative to keep
your workspace clean!
79. THE COST OF POOR QUALITY
The 8 principles to establish an integrated Business Management
System for achieving organizational performance are:
Continual Improvement
Process Approach
System Approach
Customer Focus
Mutually Beneficial Supplier
Relationship
Factual Approach to Decision Making
Involvement of People
Leadership
80. Today we learned about:
• ACMT’s mission and vision
• ACMT’s Quality Operating
System
• How ACMT achieves
customer satisfaction and
• How ACMT uses Quality to
operate
• The causes, effects, and
costs of poor quality
Quality is Everyone’s Responsibility!
