Ebook on how to implement an as9100

Implementing an AS9100
Quality Management System

ETI Group
This guide to implementing an
AS9100C Quality Management
System (QMS) was prepared by
ETI Group. The guide is based
on our experiences assisting
more than 650 small, medium
and large companies through
the complete ISO 9001/AS9100
implementation process from
start to successful registration.
Page 1Copyright ETI Group 2014

Quality management succeeds
when the cost of the system is less
than the cost of defects and poor
service which would otherwise
result.
Thought for Today
PROFIT = INCOME - EXPENSES
ETI Group

TABLE OF CONTENTS
Subject Heading Page #
Introduction 4
Managing Change 7
What is a Quality Management System? 10
Why Implement a Quality Management System? 16
The AS9100 Standard 18
15 Steps to Implement AS9100 36

Introduction
For more and more companies, especially in the Aerospace Industry
supply chain, implementing a Quality Management System (QMS) based
on AS9100 is becoming a necessity! It can help win new customers as
well as retain existing ones. While the goal is to achieve registration to
the standard, it is not the only goal. The internal benefits of
implementing an effective QMS are significant.
This e‐book is intended to be a guide to implementing an AS9100 QMS
in any organization. As the size and nature of organizations vary, we may
not cover all of the circumstances unique to your company. We do
however detail the typical process that ETI Group consultants use when
assisting a company to implement an AS9100 QMS.

Introduction
Implementing an AS9100 QMS may seem daunting, especially for the
smaller business, fortunately the standards are flexible and mandate
requirements for your organization to follow but allow you to fulfill the
requirements  in a way that makes sense for your business. This allows a
wide range of companies, both large and small, manufacturing and
service to create a QMS that meets the specific needs of their business
as well as the requirements of the AS9100C standard.
The AS9100 framework also provides an excellent and practical model
from which to implement the additional requirements for an ISO 13485
or ISO/TS 16949 QMS.

Introduction
Every organization has management procedures and instructions for
creating and delivering their products and services to customers. Most
have evolved over the years, and are generally adequate – if they
weren’t, organizations would quickly go out of business.
However poor management systems can lead to wasteful processes,
poor products and services, and dissatisfied customers. An efficient
organization can typically be characterized by:
Copyright ETI Group 2014
 Explicit awareness of, and
concern for, the needs of
customers and other
stakeholders (suppliers,
employees, society, etc.),
 Senior and middle managers
who understand and focus on
business needs,
Organizations are increasingly introducing formal Quality Management
Systems (QMS) to gain these and other benefits.
 A commitment to continuously improve products and services,
 Employee development and training programs that meet the needs of
the organization,
 Processes designed to identify and reduce wasted resources,
 Complete, current, clear and relevant documentation.
Page 6

Managing Change
The new wayThe old way Transition Zone
People feel “done to”
New way feels chaotic
People don’t hear things
Old animosities may surface
New opportunities are identified
Productivity may temporarily decline
The greatest resource a company has is its people, inevitably there will  be
resistance to changes  when implementing and maintaining your QMS.
Resistance has many faces including denial, lack of motivation and
questioning of the motivation behind the decision to implement a
QMS. Strategies for managing change should be addressed during
implementation planning.

The journey from a pre‐QMS organization to one that operates with the
quality and controls necessary for certification is not a casual task and is
unlikely to succeed without the commitment and dedicated support of
top management.
Managing Change
For Management
change is…
 Planned
 Gradual
 A Solution
 Logical
 Opportunistic
Intentional
For the people affected
change is…
 Out of their control
 Sudden
 Problematic
 Arbitrary
 Disruptive
Disruptive
Some common forms of resistance and suggested solutions are
detailed on the following page.

Managing Change
Common Complaint Root Cause Proven Solution
“This is just another
‘flavor of the month.’”
Past initiatives have
been launched with
high fanfare and little
results
• Demonstrate leadership belief
• Select best people as trainers
• Minimize fanfare
“I don’t have
time…cannot free up
resources.”
Too many projects/
activities in process
• Stop other initiatives not related
to current priorities or that only
make a minor contribution.
“This can’t work in my
area of the business.”
Misconception about
how a Quality
Management System
works or lack of
information about
how it applies
• AS9100 has been successfully
implemented in every business
sector.
• Show examples from other
similar companies that are
AS9100 registered.
“How is this different
from past improvement
initiatives?”
Fatigue from many
improvement
initiatives
• Explain/show key differences.
“Is this incremental to
my existing business
plan?”
Don’t want to add to
existing workload
• Align AS9100 implementation
work to directly support the
existing business plan
“Does management
really believe/support
it?”
Lack of confidence
that everyone is on
board
• Genuine leadership
commitment to implementation
is required – not just talk.
Common Forms of Resistance

What is a Quality
Management System?
Developed by the International Aerospace Quality Group (IAQG),
AS9100 comprises a set of requirements that reflect time‐proven,
universally accepted good business practices, the majority of which are
mandatory. AS9100C includes all of the ISO 9001:2008 requirements in
their entirety plus additional Aerospace Industry specific requirements.
A common sense way of
ORGANIZING THE
BUSINESS PROCESSES
that affect the quality
of your products and services
The aim of a QMS is to
assure that an organization
consistently meets customer
needs by controlling the core
processes that affect them
such as sales orders, design,
production, inspection,
delivery, etc.
The requirements also go beyond these "core" processes to address
support processes like purchasing, training, calibration, maintenance, and
performance metrics.

An important aspect of a QMS is its process‐oriented approach. Instead of
looking at departments and individual processes, it requires an organization
to look at how processes interact and integrate with each other.
What is a Quality
Management System?
A Process Approach

Say what you’ll do!
Do what you say!
Prove It!
Improve It!
Basically, AS9100 requirements
fall under four major categories:
 Requirements that help assure
that the organization’s
products and/or services meet
customer specifications.
 Requirements that assure the
QMS is consistently
implemented and verifiable.
What is a Quality
Management System?
 Requirements for measuring the effectiveness of the various
components of the system.
 Requirements that support the continual improvement of the
company’s ability to meet customer needs.
A QMS is much more than a comprehensive set of rules. It will help you
manage your business more effectively and improve the performance
of your organization on an ongoing basis.
Say what you’ll do through the Quality Management System (QMS)
documentation.
Do what you say through disciplined use of the QMS.
Prove it using Internal Audits (and External ones).
Improve it using the Corrective and Preventive Action System.

The general components of a Quality Management System (QMS), as
defined by ISO Technical Committee, TC176, are as follows:
Customer Focus: Customer’s needs and expectations need to be
identified and achieved.
Leadership: Top Management must show their commitment to the QMS
by leading, communicating and uniting everyone in the organization to
achieve the company’s desired goals and by providing the resources
necessary to accomplish them.
Involvement of people: Irrespective of their position in the company
everyone is involved in the QMS.
Process Approach: All activities in the company are treated as a process.
This will provide for a systematic definition of activities in order to meet
the stated goals and identify the resources required to meet those goals.
Systems Approach to Management: Requires identifying all of the
processes in the company and their interdependence and then
managing these processes as a complete system.
Continual Improvement: Continual Improvement of the company is a
never ending process involving establishing goals and measuring
progress towards achieving those goals.
Factual Approach to Decision Making: This is the method of collecting
and analyzing data and then using it to make sound decisions on what
path to take.
What is a Quality
Management System?

Quality Management System Requirements
To achieve AS9100 certification your company must establish,
document and implement a QMS and maintain its effectiveness in
accordance with the standard. Controlled documents are typically
organized and written according to a hierarchy shown below.
What is a Quality
Management System?
Quality Manual addresses each area of the standard with a statement
explaining how the organization maintains compliance to requirements.
Procedures are “high‐level” documents that detail how the organization’s
processes are designed and controlled.
Work Instructions are very specific and detail all necessary instructions
required for performing a specific task.
Records must be maintained to show compliance to quality system
requirements.
AS9100 Documentation Pyramid
Procedures
(Business Processes)
Policy
Manual
Work Instructions
Records
4.2.2 Quality Manual
4.2.3 Control of Documents
4.2.4 Control of Records

Documents
QMS documents detail processes and procedures to ensure they meet
the needs of your business as well as the requirements of the
standard. This will ensure that:
 Employees perform the same task, the same way, every time
 Information is recorded in the same way, every time
 New employees are trained to a consistent standard.
Controlled Documents
Documents must be controlled to ensure only the current version is
available to employees while performing their duties. A procedure is
required to detail the management of all controlled documents.
What is a Quality
Management System?
Everyone!
Everywhere!
Every Time!

Why Implement a Quality
Management System?
QMS registration will help you win new customers and retain existing
ones. While the goal is to achieve registration, it is not the only goal. The
internal benefits of an effective system include but are not limited to:
 An understanding that quality is not just the responsibility of the
quality department, it’s everyone's responsibility.
 Documented procedures and work instructions form the basis for
repetition and become “the way we do business.”
 Less dependency on key individuals, responsibility and
accountability for key tasks are distributed across the work force.
 Monitoring and measuring of key quality performance indicators
improves management oversight.
 Internal Audits help identify problems that could impact customer
satisfaction and/or operational efficiency.
 A formal Corrective and Preventative Action system ensures
permanent solutions to problems are developed and implemented.
 Operations transformed from detection mode to a prevention
mode. Prevention takes a lot less work and is far less expensive
than detection.
 Increased profitability as productivity improves and rework costs
are reduced.
Internal Benefits…

Why Implement a Quality
Management System?
0
10
20
30
40
50
60
70
80
90
Improved
Management
Control
Improved
Efficiency/
Productivity
Greater
Consistency
Across Sites
Reduced
Waste
Improved
Customer
Service
Reduced
Employee
Turnover
Reduced
Costs
Other
Results of a survey of Registered Companies in The United
Kingdom conducted by Lloyds Register Quality Assurance
Results of a survey of Registered Companies, Quality Systems Update
Magazine
Customer Satisfaction
 On‐time delivery increased 20%
Improved Operations
 89% report greater operational efficiency
 48% report increased profitability
 76% report marketing benefits
 26% report improved export sales

The AS9100C Standard
Management
responsibility
Resource
management
Continual Improvement of Quality
Management System
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Q
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M
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N
T
S
Input Output
Product
Measurement,
analysis,
improvement
Product
realization
5
6
7
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F
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Model of a process‐based Quality Management System
A reliable process produces a consistent, predictable outcome, and is:
 Consciously developed: Facts and data are collected, the method is
thought about by participants, debated, and agreed to, before the
method is implemented.
 Explicitly established: The method is carefully documented in
sufficient detail for the purposes needed. Every attempt is made to
make the method error‐proof.
 Consistently followed: Everyone follows the method as documented!
 Currently believed to be best way: The method is used until
someone thinks of a better way.
Goal = Develop Consistent, Reliable Processes

How does AS9100 differ from ISO 9001?
 AS9100 emphasizes addressing customer and applicable
statutory and regulatory QMS requirements and also focuses on
controls that minimize error.
 Aerospace‐specific requirements are added to most of the
sections of the ISO 9001 Standard, with an emphasis on:
 Conformance to customer, regulatory and statutory
requirements (safety & airworthiness)
 Flow down of requirements to suppliers and sub‐tier
suppliers
 Risk management with consideration of special, critical and
key characteristics
 Configuration Management
 Production Process Verification (First Article Inspection)
 Change control (documents, designs, processes, equipment,
tooling, etc.)
Note 1: AS9100 includes all of the requirements of ISO 9001 in its
entirety plus additional Aerospace Industry requirements.
Note 2: In the overview of the AS9100 clauses that follow, ISO 9001
requirements are shown in regular type and the additional AS9100
requirements are shown in bold italic type.
Copyright ETI Group 2014 Page 19

4 – Quality Management System
4.1 General Requirements
 Describes how your QMS is to be established
 Provides “rules” for all processes in the QMS
 Gives requirements for “outsourced processes
 AS9100 Emphasizes addressing customer and
applicable regulatory requirements
4.2 Documentation Requirements
 Describes information structure of your QMS
 Should think in terms of “information”
management and control rather
than “document” management
 AS9100 emphasizes access to and awareness of
relevant documentation by personnel
 AS9100 also requires control of records created and/or
retained by suppliers

Implication
This system belongs to
management!
Strong emphasis on
responsibilities of
management!
5.1 Management Commitment
5.2 Customer Focus
5.3 Quality Policy
5.4 Planning
5.5 Responsibility, Authority &
Communication
5.6 Management Review
5 – Management Responsibility
6 – Resource Management
6.1 Provision of Resources
Determine & provide resources needed
 Implement & maintain & …
 Continually improve QMS
 Enhance customer satisfaction
6.2 Human Resources
 Assignment of personnel
 Competence, training, and awareness
6.3 Infrastructure – buildings, utilities, equipment, transport, IT
6.4 Work Environment – temperature, humidity, lighting,
cleanliness, ESD protection, etc.

The AS9100 Standard
Planning of Product Realization – 7.1
Customer CustomerPolicies, Plans, Resources
Customer
Related
Processes
7.2
Control of Monitoring & Measuring Equipment – 7.6
7 – Product Realization
7.3 7.4 7.5
Production
And Service
Provision
Purchasing
Design
and
Developmen
t
Sequence of processes & sub‐processes needed to produce the
product Strong emphasis on sequence of processes & interactions
7.1 Planning of Product Realization
Consistent with other requirements for your QMS
Documented in a ‘suitable’ form (Quality Plan or established QMS)
Determine:
 Quality objectives for product, project or contract
 Specific resource & process needs for product
 Verification, validation, monitoring, measurement, inspection
and test activities needed (including acceptance criteria)
 Record requirements
Planning must be done for each product, project or contract
AS9100 includes resources for operation and maintenance of the
product (post delivery).

The AS9100 Standard
 AS9100 adds requirement that risks are identified and
special requirements determined.
7.2.3 Customer Communication – questions, orders
and changes, feedback, complaints
There are additional AS9100 elements that cover:
 Project Management
 Risk Management
 Configuration Management
 Control of Work Transfers
7.1 Planning of Product Realization (continued)
Note: Special requirements are those which have high risks to being
achieved, such as performance requirements at the limit of industry
capability or the organization’s technical or process capability
7.2 Customer Related Processes
7.2.1 Determination of requirements
related to the product
7.2.2 Review of requirements – Can
we do it? Is there a change?

The AS9100 Standard
7.3 Design and Development
7.3.1 Planning – project plan with design stages, tasks, responsibilities
7.3.2 Inputs –the design requirements
7.3.3 Outputs – the documented design, the product specification
7.3.4 Review – checking output against input for each stage
7.3.4 Review – checking output against input for each stage
7.3.5 Verification – making sure the design will meet requirements
7.3.6 Validation – making sure the product will meet requirements
7.3.7 Control of Changes – ensure changes are identified, evaluated,
controlled and recorded

Note: Project planning must consider complexity and safety and functional
objectives in accordance with customer/regulatory requirements, as well as
ability to produce, inspect, test and maintain the product.
Critical items may result from the special requirements identified during the
risk assessment mentioned previously. They are items that have a significant
effect on the product realization and use of the product, including safety,
performance, form, fit, function, producibility, service life, etc. They require
specific actions to ensure they are adequately managed.
A key characteristic is a attribute or feature whose variation has a significant
effect on product fit, form, function, performance, service life or
producibility, that requires specific actions for the purpose of controlling
variation. A critical item may be further classified as a key characteristic if its
variation needs to be controlled.
7.3 Design and Development
AS9100 additions emphasize:
 Structured and thorough project planning
 Specification of critical items, including key characteristics, and
specific actions to be taken
 Definition of data required to allow product to be identified,
manufactured, inspected, tested, used and maintained
 Maintenance of configuration management throughout the
design verification & validation process
 Design review authorization for progression to next stage
 Control of testing processes and records of results
 Approval of design changes by customers/regulatory authorities
as required.
The AS9100 Standard

7.4 Purchasing
7.4.1 Purchasing Process – Select & manage suppliers
 AS9100 states that the organization is responsible for
product quality, including customer‐designated sources
 AS9100 has specific
requirements regarding
supplier management
7.4.2 Purchasing Information
– Specify requirements for what
you want to buy
AS9100 adds specifics regarding:
 Identification
 Data, inspections, tests, test specimens
 Notification of changes/nonconformity
 Rights of access by organization, customer, regulatory
authorities to supplier facility & records as applicable to
order
 Requirements for supplier to flow down requirements to
sub‐tier suppliers
The AS9100 Standard

The AS9100 Standard
7.4.3 Verification of Purchased Product – To inspect or not to
inspect?
AS9100 additions are:
 Examples of verification
 Positive recall
 Delegation of verification to supplier
Note: AS9100 notes that customer verification activities (as in
source inspection at the organization’s supplier) should not be used
as evidence of effective control of quality by either the organization
or its supplier, and does not absolve the organization of
responsibility for compliance with requirements and product
conformance.
7.5 Production and Service Provision
7.5.1 Control of Production and Service Provision
 Info that describes the product
 Work Instructions as needed
 Suitable equipment
 Availability and use of monitoring & measuring
equipment
 Inspections and tests
 Release, delivery and post‐delivery activities

The AS9100 Standard
7.5.1 Control of Production and Service Provision (continued)
AS9100 adds specific requirements for:
 Accountability for all product during production
 In‐process verification considerations, evidence of
completion of all production and
inspection/verification operations
 Provision for tooling, utilities, removal of foreign
objects,
 Workmanship criteria
 Production Process Verification (formerly called First
Article Inspection)
 Control of process changes
 Control of equipment, tooling, software programs
 Planning for critical items and process control of key
characteristics
 Post‐delivery support
7.5.2 Validation of Processes for Production and Service Provision –
“special processes”

7.5.3 Identification and Traceability – ID, pass/fail status, unique
ID as required
AS9100 additions for:
 Configuration identification
 Acceptance authority media
 Examples of traceability requirements
7.5.4 Customer Property – safeguard customer supplied
product, equipment, software, intellectual property,
personal data
The AS9100 Standard
7.5.5 Preservation of Product – protect product from start to
finish
AS9100 includes considerations for:
 Cleaning, foreign objects
 Special handling for sensitive products/hazardous
materials
 Marking and labeling including safety warnings
 Shelf life control and stock rotation

7.6 Control of Monitoring and Measurement Equipment
 A.K.A. Calibration
 Calibrated or verified at specified intervals, or prior to use,
against traceable measurement standards
 Identified to enable status to be determined
 Record calibration/verification results
 Assess & record validity of prior results if devices are found to
not conform to requirements – take corrective action on
equipment and affected product
 AS9100 adds some specifics for methods
8 ‐ Measurement, Analysis and Improvement
8.1 General – Plan & determine methods (statistical techniques)
and extent of use
8.2 Monitoring & Measurement
8.3 Control of Nonconforming Product
8.4 Analysis of Data
8.5 Improvement
0
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The AS9100 Standard

8.2 Monitoring & Measurement
8.2.1 Customer Satisfaction – monitor perception of quality
AS9100 Additions:
 Monitoring of product conformity,
 on‐time delivery and
 customer complaints & CA requests.
 Requirement to develop & implement improvement
plans to address deficiencies & assess effectiveness
of results.
8.2.2 Internal Audit – a tool for evaluating internal compliance
 Audits must be planned and recorded,
 objective and impartial, with
 timely Corrective Action taken by Management and
follow‐up to verify actions taken.
 Results must be reported.
 AS9100 clarifies that customer contractual
requirements are part of the “planned
arrangements” to be audited for conformance
The AS9100 Standard
Note: The purpose of an Internal Audit is not to “pass the test.”
The goal is to surface issues and opportunities and address them
through the Corrective and Preventive Action System.
While not explicitly stated, the general expectation is that Internal
Auditors receive training on auditing techniques and the Standard;
sixteen hours of training are typical.

8.2.3 Monitoring & Measurement of Processes
 Ability to meet performance objectives
 Maintain capability and  improve if needed
 AS9100 states actions
required in the event of
process nonconformity
8.2.4 Monitoring & Measurement
of Product
 Verify requirements are met
 Results recorded
 Record authority responsible for release to customer
AS9100 additional requirements:
 Key characteristics monitored and controlled
 Sampling plan specifics
 Positive recall consideration
 Documentation of Inspection plans, instructions,
measuring instruments and records to provide
evidence of product qualification
 Documents accompanying product are present at
delivery
The AS9100 Standard

8.3 Control of Nonconforming Product
 Identification and control of any defective
material/product to prevent its use
 Determination of actions to take
 Re‐verification after rework/repair
 Evaluation of need for recall of shipped product
AS9100 additional requirements:
 Applies to customer returns
 Process for approval of personnel who disposition
product
 Restrictions on use‐as‐is or repair dispositions
 Taking actions to contain the effect of
nonconformity on other processes or products
 Requirements for scrap marking and disposal
 Timely reporting of nonconforming product to
other parties
The AS9100 Standard

The AS9100 Standard
8.4 Analysis of Data
Determine, collect and analyze appropriate data, Purpose:
 Demonstrate suitability and effectiveness of QMS
 Evaluate improvement opportunities
Include data generated by monitoring/measuring activities & other
relevant sources
Analyze data for information on:
 Customer satisfaction
 Conformity to product requirements
 Characteristics & trends of processes and products
Look for Preventive Action opportunities
 Supplier performance
8.5.1 Continual Improvement
 Continually improve organization’s performance
 Use Policy, objectives, audits, data, CAPA and Management Review
to facilitate improvement
AS9100 additions:
 Organization must monitor implementation of improvement
activities and evaluate effectiveness of results.
 Opportunities can result from lessons learned, problem resolution,
benchmarking of best practice
8.5 Improvement

8.5.2 Corrective Action
 Defined, documented process; comprehensive
 Eliminate cause(s) to prevent recurrence
 Appropriate to the impact
AS9100 adds requirements for:
 Flow down of Corrective Action (CA) to suppliers
 Specific actions where timely &/or effective CA not achieved
 Determining whether additional nonconformities exist based on
causes found, and taking appropriate action
8.5.3 Preventive Action
 Basically same process as Corrective Action but uses data proactively
 Detect — Analyze — Eliminate causes of potential problems
 AS9100 notes Preventive Action (PA) examples such as risk
management, error proofing, FMEA, information on product
problems received from external sources
The AS9100 Standard
Corrective Action versus Preventive Action

15 Steps to Implement
AS9100
Designing, documenting and implementing an AS9100 QMS is a
significant undertaking. Typically, ETI Group recommends and uses a four
phase approach to assist clients in implementing a system that meets the
specific needs of their business.
Phase 1
Phase 2
Planning and
Design
Documentation
Development
Establish Quality
System Structure
Design/Document
Management
Processes
Establish
Measurement
Program
Design/Document
Operations
Processes
Implementation
Assessment and
Registration
Phase 3
Phase 4
This approach has been successfully used by ETI Group to assist more than
650 organizations, both large and small, manufacturing and service to
implement a QMS. A task by task overview of this approach is provided on
the following pages.

AS9100
Step 1 — Decision Making and Commitment
The first task is for top management to decide if the company should
pursue AS9100 registration.
To make an informed decision, top management should have a good
understanding of AS9100 from a business point of view, the concepts
behind AS9100, the general process for implementation and the
requirements of the standard as they apply to your company.
Top management must also demonstrate its commitment and
determination to implement an AS9100 Quality System in the
organization. Without top management commitment, no quality
initiative can succeed.
PHASE 1: PLANNING AND DESIGN

AS9100
1.1 Top Management Commitment
To provide evidence of commitment to the development and
implementation of a QMS and continually improve its effectiveness, top
management can achieve this by:
 Communicating to the organization the importance of meeting
customer, statutory and regulatory requirements,
 Defining the organization's quality policy and making this known to
every employee,
 Ensuring that quality objectives are established at all levels and
functions,
 Ensuring the availability of resources required for the development and
implementation of the quality management system, and
 Conducting the required management review meetings.
Top management should also consider
actions such as:
 Leading the organization by example,
 Participating in improvement projects,
 Encouraging the involvement of all
employees.

AS9100
Top management should identify the goals to be achieved through the
Quality System. Typical goals may be:
 To become more efficient and profitable
 To produce products and services that consistently meet customers'
needs and expectations
 Improve customers satisfaction
 Increase market share
 Reduce costs and liabilities
AS9100 is implemented by people. The next step is to establish an
implementation team and appoint a Management Representative (MR) as
its coordinator to plan and oversee implementation. Implementation team
members should include representatives of all organizational functions ‐
Marketing, Design, Development, Planning, Production, Quality control, etc.
Step 2 — Implementation Team & Management Representative
The “Management Representative” is your
company's point‐person and soon to be expert on
AS9100. In the context of the standard, this person
acts as the interface between your top
management and the AS9100 registrar. This role
is, in fact, much broader than that. The
Management Representative should also act as
the organization’s “Quality System Champion."
1.2 Top Management Commitment

AS9100
The standard makes it very clear that the Management Representative
takes on the three responsibilities described below.
1. Quality System Maintenance. Ensuring that Quality Management
System processes are established, implemented and maintained.
2. Reporting on Quality System performance. Reporting to top
management on how well, or poorly, the Quality Management System is
performing, including  identifying any needs for improvement.
3. Promoting customer requirements. Ensuring all employees are aware
of customer requirements. It is essential that all employees understand
what the customer needs, and how they can affect how well the company
satisfies these needs.
The MR must be a person with:
 The total backing of the CEO,
 A genuine and passionate commitment to
quality in general and the Quality
Management Systems in particular,
 The respect resulting from rank and/or
seniority to influence people at all levels and
functions of the organization, and
 A good knowledge of quality methods in
general and AS9100 in particular.
2.1  Management Representative (MR) Responsibilities

Step 3 — Employee Awareness Training
It is important to inform employees as early as possible of your plan to
become AS9100 registered. You will need to explain the concept of a
QMS and how it will affect employees in order to gain their buy‐in and
support. Don't delay this simple step, if negative rumors and gossip
develop, your implementation efforts will become much more difficult!
Steps to Implementing
AS9100
 The basic concepts of quality
systems and the standard,
 The overall impact on the
company’s strategic goals
 The changed work processes,
and the likely work culture
implications of the quality
system.
Since AS9100 affects all the areas and all personnel in the organization,
training programs should be structured for different categories of
employees ‐ senior managers, middle‐level managers, supervisors and
workers. This training should cover:
In addition, initial training may also be necessary on writing quality
manuals, procedures and work instructions. When the in‐house ability to
provide this training is not available, it may be necessary to participate in
external training courses run by a professional training organizations or
an external training organization could provide this training in‐house

Step 4 — Perform a Gap Assessment
The next step in the implementation process is to compare your existing
quality system with the requirements of the AS9100 standard. This is
often referred to as " gap assessment'‘ with the goal of determining:
AS9100
In general, the steps to perform a gap assessment are:
1. What is the present operation/process? What already exists?,
2. Analyze the relevant sections of the AS9100 standard to determine
what is actually required?
3. Document the “gaps.”
The gap assessment can be performed internally if the required
knowledge exists, or an experienced AS9100 consulting firm can provide
this service for you.
 What existing company processes and
procedures already meet AS9100
requirements
 What existing procedures and processes
need to be modified to meet AS9100
requirements
 What additional procedures and
processes need to be created to meet
AS9100 requirements

AS9100
Step 5 — Implementation Planning
After the gap assessment, you should have a clear picture of how your
existing Quality System compares with the AS9100 standard.
A detailed implementation plan should be developed that identifies and
describes task required to make your Quality System fully compliant with
the standard. This plan should be thorough and specific, detailing:
 Quality documentation to be developed
 The relevant AS9100 standard section
 Person or team responsible
 Approvals required
 Training required
 Resources required
 Estimated completion date
These elements should be organized into a detailed chart, to be reviewed
and approved by top management. The plan should define responsibilities
of different departments and personnel and set target dates for the
completion of tasks. Once approved, the Management Representative
should control, review and update the plan as documentation and the
implementation process proceeds.
A “high‐level” 12‐month implementation action plan is shown on the
following page.

AS9100
Month 1 Month 3 Month 5 Month 7 Month 9 Month 10 Month 12
Gap assessment &
planning
Develop documentation
Registrar Selection
Implement Quality System
& train employees
Internal Audits
Page 44
Appoint MR &
establish team
Employee
awareness training
Management Review
and corrective actions
Stage 1
Registration Audit
Stage 2
Registration Audit
Corrective Actions
‘High‐level” 12 month implementation plan

15 Steps to Implementing
AS9100
There is no right or wrong way to document your Quality Management
System. We believe that your company should start with the minimum
requirements. This would include your Quality Manual and six
documented procedures that are currently required to create an AS9100
QMS: Document Control; Control of Records; Internal Audit; Non‐
Conforming Product; Corrective Action and Preventive Action.
There will be some additional documented procedures that will be
helpful for your staff to follow while working on your company’s various
processes. These can be determined during the planning stage and
should be included in your implementation project plan.
PHASE 2: DOCUMENTATION DEVELOPMENT
Step 6 — Documentation Development
Minimum Requirements
Quality Manual
6 Procedures
20 Records
The “Right‐Size” Quality Management System
Plus Additional Key Processes
Overkill

6.1 Organizing and Documenting Your Quality System
Documentation is typically organized and written according to a hierarchy
shown below. A list of the documents to be prepared should have been
drawn up and the responsibility for writing documents assigned to the
persons responsible for each of the quality system processes in your
company during implementation planning.
Procedures
(Business Processes)
Quality
Manual
Work Instructions
Forms & Records
AS9100
The Quality Manual – A high‐level document that typically includes:
 A statement explaining the scope of the QMS, including exclusions
and details for their justification
 A description of the QMS processes and their interactions
 The company’s quality policy and quality objectives
 An company profile showing the relationships and responsibilities
of persons whose work affects quality
 An overview of the system level procedures

AS9100
Quality Manual (Continued)
Procedures are “high‐level” documents that detail how the organization’s
processes are designed and controlled and the checks that are carried out.
Work Instructions are very specific,
and detail all necessary instructions
required for performing a specific task.
The Quality Manual is usually written early on in your QMS implementation.
Processes and procedures may change as your organization works through
the documentation process. It will be necessary to go back and revise the
Quality Manual to bring it back up to date and ensure that the correct process
interfaces are defined and responsibilities and authorities documented.
Lists provide information. They can
also be incorporated into the back of a
procedure as additional information
(Appendix, Attachments, etc.).
Forms capture records for data/information required to support or confirm
processes. Forms can be separately controlled documents and/or included
within the appropriate procedure.
Records must be maintained to show compliance to quality system
requirements.

AS9100
 Evidence that metrics are used to monitor and improve
processes (Quality Objectives)
 Management Review Meetings
 Employee Competence, Awareness, and Training
 Product planning meets customer requirements
 Contract review and actions arising from the review
 Design and development planning, inputs, reviews,
verification, validation (including changes to designs)
 Supplier evaluation and re‐evaluation
 Results of monitoring and measuring
 Internal Audits
 Approval to release product for delivery
 Action taken on non‐conforming product
 Corrective Action
 Preventive Action
6.2 Record Keeping ‐ Quality records provide objective evidence of your
compliance to many of the AS9100 requirements. You must keep your
records up to date to prove compliance during your registration or
subsequent surveillance audits. Minimum required records include but
are not limited to:

AS9100
Your company probably already has some documented policies and/or
procedures. Although they may be incomplete, lack specific detail, be out
of date, or are not integrated with other business processes as required by
the AS9100 standard.
Make a list of all these documents, including procedures, work instructions,
forms and lists and include their current status… incomplete, lacking detail,
out of date, inaccurate, not integrated with other business processes, etc.
There may also be some areas of the business which you choose not to
include within the scope of your QMS, such as finance or business strategy
documents.
Areas deemed out of scope must not have an impact on product quality
and should not be included in your QMD documentation, although these
areas should be listed in the exclusions documented in your Quality
Manual.
6. 3 Documentation – Getting Started
Consider the primary audience for the document and use language and
vocabulary that is appropriate for the company and for the users.

AS9100
6. 4 Documentation – Map Current Processes
Purchasing
Verify Price &
Availability with
Supplier
Purchasing
Create Purchase
Order
Purchasing Mgr
Review and
Approve PO
Purchasing
Monitor Supplier
Performance
Done
Purchase Order
Purchasing
Forward to
Supplier
Yes
Start
Requestor
Identify Product
Service to Purchase
Supplier on
Approved
List ?
No
Approved Vendor
List
Purchase Request
Form
FORM # 7.4 - 2
Requestors Mgr.
Review / Approve
Purchase Request
Approved ?No
Yes
Requestors Mgr.
Return with
Explanation
Supplier
Evaluation &
Selection Process
Map the processes used to manage the quality framework, including
their sequence and interaction with each other. Ensure that all
stakeholders are included in the mapping process and gaps are noted
where documents are missing or where a process needs to be updated
to meet a requirement of the AS9100 standard.
Typical Process Map

AS9100
Documenting your Quality System is challenging and time‐consuming but
can be simplified with good pre‐designed templates or the help of an
experienced consulting firm. If you choose to purchase templates they
should be chosen carefully as they will have a significant impact on the
effort you spend on implementation, and even more importantly, on how
efficient and business‐friendly your company's Quality System will be.
6.6   Create a Company Quality Policy
6.5  Templates for Controlled Documents
Templates should be developed for all of the controlled document types
you intend to use. Templates should have consistent styles and formats so
that  documents are easy to read and navigate.
Each template must meet controlled
document requirements. Procedures
and Work Instructions should have
Purpose, Scope and Responsibilities
sections. A company logo can also be
included with the document header.
We have all read an organization’s posted “Mission Statement” when
entering their establishment. A Quality Policy is similar but addresses the
specific requirements of AS9100. This is the foundation of your QMS and
establishes top management’s commitment to Quality. It should also be
communicated throughout your organization.

AS9100
6.7  Top Level Quality Objectives
The framework for determining your Quality Objectives is
established in your organization’s Quality Policy, these
objectives are present at all levels of the organization, they
establish measureable processes to assure your product or
service meets stated requirements.
6.8  Determining Interactions
One of  the many benefits in creating
your QMS is improved  communications
between departmental functions.
Accomplishing this  requires that you
clearly define these departmental
functions and identify their interactions.
You can use the Quality Manual,
6.9  Determine Authorities
Another benefit of your QMS is the requirement to clearly define and
document authorities. It is not  uncommon in many organizations to
make staff responsible for something without giving them a clearly
defined authority to see the task through. This often leads to stress and
low morale.
AS9100
A  Foundation
for  Excellence
Documented Procedures, or a Process Flow Chart to do this.
Page 52

6.10 Document Control
A Documentation Control System must be created to manage the
creation, approval, distribution, revision, storage, and disposal of the
various types of documentation that your company develops. Your
document control systems should be as simple and as easy to operate as
possible but sufficient to meet AS9100 requirements. It should include:
AS9100
 A unique identification, usually a
letter code for the type of
document (e.g. SOP, WI, LST) and
a sequential number.
 Revision control where each
update to the document must
result in an incremental increase
in the revision number.
The principle of AS9100 document control is that employees should have
access to the documentation and records needed to fulfil their
responsibilities.
 A change history summarizing changes made to a document
 Signatures of the person preparing and the person approving the
document. A verification signature is also usually required to
confirm that the contents of the document are accurate.
 The date of the version or revision

AS9100
Management should review all of
the documentation to ensure it
meets the operational needs of the
business as well as As9100
requirements. Following the
reviews, subsequent revisions, and
final management approval,
documentation is released for use
PHASE 3: IMPLEMENTATION
The newly documented Quality
System is put into practice
throughout the company.
Management and employees
are trained on the new or
revised work processes,
procedures and work
instructions as formalized in
your documentation.
Step 8 — Implementation and Employee Training
Step 7 — Review and Release Documents

AS9100
 Is the certification body recognized by your company’s customers?
 Does the certification body auditor(s) have experience in your
organization’s business sector?
 Is you organization comfortable working with your auditor(s) as both
sides have to work together for a long period of time?
 Last but not least, we consider it important that your actual auditor is
based geographically close to you, otherwise travel expenses for your
auditor’s visit to your facility could be very high?
System certifications. The registrar will audit your
company's Quality System and if the audit is
successful – issue the Quality System certificate.
When choosing a certification body to carry out
your As9100 registration audit, some selection
criteria should be taken into account:
 Is the certification body accredited and, if so,
by whom? Accreditation means that the
certification body has been officially
approved as competent to carry out
certification by a national accreditation body.
Step 9 — Quality System Registrar Selection
It is advisable to select a Registration Body that is suited to your
organization early in your implementation project. The registration body
is an independent organization that is officially accredited to issue Quality

AS9100
The criteria for the audit, scopes, frequencies and methods should also be
defined. The person(s) responsible for the audit, should be objective and
impartial, the only restriction is that they cannot audit their own work.
Step 10 — Internal Auditor Training & Commence Internal Audits
AS9100 and related standards require that your company periodically
perform an internal audit to evaluate the effectiveness of your Quality
System and check that it complies with AS9100 requirements as well
as your organization’s own documented work practices.
Internal audits are also a great help implementing your Quality System
and a complete internal audit of your Quality System is required before
you can pass your registration audit.
Your internal audit program should be
planned, taking into consideration
the status and importance of the
different processes that are running
in your organization.
At least two of your employees
will need to be trained as
internal auditors.
A quality audit is a: “Systematic, independent and documented process
for obtaining audit evidence and evaluating it objectively to determine
the extent to which audit criteria are fulfilled.”

Step 11. Management Review
When your Quality Management System has been operating for three to
six months and an internal audit of your Quality System has been
completed a Management Review should be conducted and corrective
actions implemented as necessary.
Management reviews are conducted to ensure the continuing suitability,
adequacy and effectiveness of your Quality System. The review should
include assessing opportunities for improvement and the need for
changes to the Quality System, including the quality policy and quality
objectives. The input to management review should include:
 Results of audits,
 Customer feed back
 Process performance and
product conformity
 Status of preventive and
corrective actions
 Follow‐up actions from previous
management reviews
 Changes that could affect the Quality System, and
recommendations for improvements
 Management Reviews should also address pitfalls to effective
Quality System implementation
AS9100

AS9100
Step 13 – Corrective Actions
Following your stage 1 audit, management will review the results and
make corrective actions to fix any non‐conformances (activities that are
not in compliance with the requirements of the standard and/or your
own documented work practices) found during the stage 1 registration
audit
PHASE 4: ASSESSMENT AND REGISTRATION
Step 12 — Stage 1 Registration Audit
When you Quality System has
been in operation for a few
months and has stabilized, it is
normally time to schedule your
stage 1 registration audit.
Your selected registration body
will first carry out an audit of
your documentation and then, if
your documents meet the
requirements of the standard ,
the registrar will visit your facility
and perform a stage 1 Audit to ensure all applicable AS9100 or related
standard requirements have been met.

AS9100
Task 14 — Stage 2 Registration Audit
Your selected Registrar will perform a stage 2 Registration Audit to ensure
all applicable AS9100 or related standard requirements have been met
and that you have corrected any non‐conformances found during the
stage 1 audit.
Following the successful completion of the stage 2 audit your company
will be awarded an AS9100 certificate, generally
for a period of three years. During this three‐year period, your
registration body will carry out periodic surveillance audits to ensure that
the system is continuing to operate satisfactorily.
Task 15 — Continual Improvement
Certification to AS9100 should not be an end.
You should continually seek to improve the
effectiveness and suitability of your Quality
System through the use of your:
 Quality policy
 Quality objectives
 Audit results
 Analysis of data
 Corrective and preventive actions
 Management review

Page 60
ETI Group:
To date, ETI Group has assisted more 650 companies to achieve Quality
Management System (QMS) Certification…all passed their registration
audits at the first attempt. Our services include. Our Quality Management
System services cover the full range of ISO 9001/AS9100 and related
standards:
ISO 9001 ‐ AS9100 ‐ ISO/TS 16949 ‐ ISO 13485
Implementing a QMS can be expensive, challenging and time consuming. It
can also distract key people from their regular day‐to‐day tasks. To
minimize disruptions to your business, ETI Group offers a broad range of
practical solutions to assist you in implementing a QMS that meets the
specific needs of your business as well as the requirements of the
appropriate standard(s).
For more information on how we can help you implement an effective Quality
Management System please contact ETI Group at:
Tel: 360‐681‐2188 or 503‐484‐5979
Email: info@etigroupusa.com
or
visit our website at www.etigroupusa.com

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Ebook on how to implement an as9100