The Future of Global Manufacturing (Internat. Aerospace Quality Group Strategies)

2005 Europe/US International Aviation Safety Conference, Cologne 7-9 June

The Europe-USInternational

Aviation Safety

Conference 2005

‘Aviation Safety Regulation – Setting the Sights for the Future’

The Future of Global Manufacturing

(Internat. Aerospace Quality Group Strategies)

Georg SchraderIAQG


Key Words

-Organization of the International Aerospace Quality Group

-Motivation for IAQG Founding and Development

-IAQG till 2005

-IAQG Strategy Today and Tomorrow

-Cooperation and Support from Aviation Authorities


IAQG Organization

International Aerospace Quality GroupInternational Aerospace Quality GroupInternational Aerospace Quality GroupInternational Aerospace Quality Group

IAQGCouncil

General Assembly Forums

APAQG

(Asia)

EAQG

(Europe)

Implement initiatives that make significant improvements in Implement initiatives that make significant improvements in Quality and reduction in cost, throughout the value stream, by Quality and reduction in cost, throughout the value stream, by establishing and maintaining dynamic cooperation, based on establishing and maintaining dynamic cooperation, based on

trust, between international aerospace companiestrust, between international aerospace companies

Whose purpose is:Whose purpose is:

AAQG

(Americas)


IAQG Members

AmericasAmericas• The Boeing CompanyThe Boeing Company• BombardierBombardier• CAECAE• EmbraerEmbraer• GE Aircraft EnginesGE Aircraft Engines• Goodrich Corporation Goodrich Corporation • GulfstreamGulfstream• Honeywell Aerospace Honeywell Aerospace • Lockheed Martin Lockheed Martin • Northrop GrummanNorthrop Grumman• OrbitalOrbital• Parker AerospaceParker Aerospace• RaytheonRaytheon• Rockwell CollinsRockwell Collins• Rolls-RoyceRolls-Royce• TextronTextron• United Technologies Corp.United Technologies Corp.• VoughtVought• PRI PRI • SAESAE

AsiaAsia• AIDCAIDC• Aviation Industries of Aviation Industries of

China China • Fuji Heavy Industries Fuji Heavy Industries • HdHHdH• Ishikawajima Harima Ishikawajima Harima

Heavy IndustriesHeavy Industries• Kawasaki Heavy IndKawasaki Heavy Ind• Korea Aerospace IndKorea Aerospace Ind• Korean Air AerospaceKorean Air Aerospace• Mitsubishi Heavy IndMitsubishi Heavy Ind• Shin Mayawa IndShin Mayawa Ind• SJACSJAC

EuropeEurope• AirbusAirbus• ALENIAALENIA• BAE SystemsBAE Systems• Dassault AviationDassault Aviation• EADSEADS• EADS – CASAEADS – CASA• EADS MilitaryEADS Military• EurocopterEurocopter• AvioAvio• Fokker AerostructuresFokker Aerostructures• WestlandsWestlands• Hegan Hegan • Hispano-Suiza Hispano-Suiza • Israel Aircraft IndustriesIsrael Aircraft Industries• Messier-BugattiMessier-Bugatti• Messier-DowtyMessier-Dowty• MTU Aero engineMTU Aero engine• Rolls-RoyceRolls-Royce• SAAB AerospaceSAAB Aerospace• Smiths IndustriesSmiths Industries• SNECMA MoteursSNECMA Moteurs• SukhoiSukhoi• Thales AvionicsThales Avionics

Europe – ContinuedEurope – Continued• Sonaca• Turbomeca• Volvo –Aero• PFW• Zodiac• ASD


Motivation for IAQG Founding and Development

IAQG Members agreed in 1999 to establish common standards to - reduce duplication and waste- minimize variations- share resources and- speak with one voice

This was necessary in view of the rapid global extension ofprime companies and major suppliers as well as their international networks including the new markets.



The reasons of other industries (e.g. textile) to invest in the new market were very often- low cost structures- tax, government incentives- lower raw material costs etc. mostly cost-driven factors

For complex products the progress to cooperate with the new market is more gradual and better controlled, e.g.1. Offset agreements for production

2. Maintenance activities

3. Risk-sharing agreements for design and complex components

4. Common research and design development



The more complex the product, the more important is the pool of qualified staff and an effective sub-tier supply base.(There are e.g. 8.8 million young people with education in science and engineering in China (growing) and e.g. 1.3 million in Germany (not growing due to demographic effect))

To achieve a Quality Partnership on a global scale and on the new market, we need- a high level of qualification and education- a high degree of standardization and- effective logistics and process management

IAQG accepted this task on the basis of international cooperation.


Managementof

Quality System Managementof

Processes Guidelinesfor

Inspection andDocumentation

Methods

-Manufacturing-Repair Stations-Distributors- -

-Key Characteristics-Special Processes-Qualification of Standard Parts- -

-First Article Inspec.-2-D Bar Code-3-D Data Archiving -NDT Training - -

Successful development of a set of common global standards and guidelines

IAQG till 2005


IAQG Strategy

Relationship Growth Strategy

• Space• Defense• Civil Authorities• Suppliers• Airlines

• Member Collaboration • Top Leader Involvement• IAQG Operational Efficiency

IAQG Operating Management System

ImprovementStrategy

• Quality Mgt. System

• Process Capability

• People Capability

• Human Factors• Sub-tier

Supplier Control• Evaluation


IAQG Strategy Streams

Quality Management System Harmonization of system standards and regulatory requirements

Process Capability Extension of process management to the whole product life cycle

People CapabilityStaff and quality professional development, training/qualification standards

Human FactorsImprovement of safety culture including cultural aspects and commonunderstanding of quality terminology

Sub-tier Supplier Control Standardization of supply management methods including processes for asssessing the suppliers ability to select and manage their suppliers

EvaluationVisibility of quality performance and performance metrics


Cooperation and support from Aviation Authorities

No other Industry is deeper embedded and in a permanent dialog with Regulatory Authorities than the aviation industry, and especially in countries where manufacturer and airlines are public enterprises.

Therefore IAQG needs support/help from authorities in the frame of global manufacturing; our list of wishes:

1. Harmonization of Organization System descriptions should beharmonized as much as possible. (AS/EN/SJAC 9100, FAR21, Part21, AQAP,...)

2. IAQG desires better cooperation between the design, production and maintenance functions, including consistent expectations on supplier management within the authority organization to avoid interruptions.EASA-organization made a good first step in that direction

3. Due to more and more products being used in both civil and military application stronger cooperation between the civil authoritiesand military is desirable

to be continued


Cooperation and Support from Aviation Authorities

4. Because parts are manufactured almost anywhere to support quick and seamless movement to the end user, „Bilateral“ shall be extendedwherever possible or agreements shall be developed allowing one authority to act for another

5. Authorities shall allow to offer „Sub-TC priviliges“ to global suppliers (specialists) with the TC-holders agreement

6. Electronic Documentation should be extended

7. Common glossary to understand terminology worldwide shall beusefull

Documents

The Future of Global Manufacturing (Internat. Aerospace Quality Group Strategies)