this presentation

11

Introduction to theIntroduction to theIAQG SCMHIAQG SCMH

“Supply Chain Management Handbook”“Supply Chain Management Handbook”

IAQG General AssemblyIAQG General AssemblyMelbourne, AustraliaMelbourne, Australia

18 April 200718 April 2007

Cherif KhelilCherif KhelilSafranSafran

Dale GordonDale GordonMPCMPC

Bernard LaurasBernard LaurasAirbus Airbus

Susan ArmtrongSusan ArmtrongUTCUTC

22

AgendaAgenda

• General presentation of “Supply Chain General presentation of “Supply Chain Management Handbook” objectives and Management Handbook” objectives and conceptconcept

• Presentation of SCMH projects that are Presentation of SCMH projects that are well advancedwell advanced

33

• IAQG Strategy is to develop and promote IAQG Strategy is to develop and promote implementation of Common Standards, implementation of Common Standards, Shared Auditing and Continual Improvement Shared Auditing and Continual Improvement methods and tools:methods and tools:

– Assuring Customer Satisfaction through Assuring Customer Satisfaction through On-On-TimeTime, , On-QualityOn-Quality Delivery of products and Delivery of products and services, through the services, through the lifecyclelifecycle

– Delivering exactly Delivering exactly whawhatt the customer ordered, the customer ordered, exactly exactly whenwhen we agreed to deliver it we agreed to deliver it

IAQG StrategyIAQG StrategyFoundations - DefinitionsFoundations - Definitions

44

Existing IAQG Standards todayExisting IAQG Standards today

• Requirements to harmonise the Requirements to harmonise the Quality Quality Management SystemManagement System

– 9100 – Aerospace Quality Management System 9100 – Aerospace Quality Management System (Design and Manufacturing)(Design and Manufacturing)

– 9110 – Maintenance and Repair Stations9110 – Maintenance and Repair Stations– 9120 – Stockists & Distributors9120 – Stockists & Distributors

• Requirements to raise Requirements to raise Product IntegrityProduct Integrity

– 9102 - First Article Inspection9102 - First Article Inspection– 9103 - Variation Management of Key Characteristics9103 - Variation Management of Key Characteristics– 9131 - Non-conformance Management9131 - Non-conformance Management– 9134 - Global Supplier Risk Management9134 - Global Supplier Risk Management– Etc…Etc…

55

IAQG Objectives have IAQG Objectives have recently evolvedrecently evolved

• Up to now, IAQG produced standards Up to now, IAQG produced standards describing requirementsdescribing requirements

• We need now to help suppliers to develop: We need now to help suppliers to develop: – By helping them understanding our requirementsBy helping them understanding our requirements– By providing guidance and best practices on how By providing guidance and best practices on how

to fulfil requirements and achieve objectives and to fulfil requirements and achieve objectives and expectationsexpectations

Up to Now:Up to Now:

Focusing on the Focusing on the WHATWHAT

And Now:And Now:

Focusing on the Focusing on the HOWHOW

66

New focus on “How” in New focus on “How” in particular through “SCMH”particular through “SCMH”

• What does SCMH mean ?What does SCMH mean ?– SSupply upply CChain hain MManagement anagement HHandbookandbook

• What is the SCMH ?What is the SCMH ?– A collection of guidelines, trainings, etc…A collection of guidelines, trainings, etc…

• What are the Objectives of the the SCMH ?What are the Objectives of the the SCMH ?– Complementing existing standardsComplementing existing standards– In some cases, need for new standards or standard In some cases, need for new standards or standard

improvement could be identifiedimprovement could be identified

• How is the SCMH organised ?How is the SCMH organised ?– Several Projects, addressing a specific process or activitySeveral Projects, addressing a specific process or activity– Provides links to 9100 series standardsProvides links to 9100 series standards

77

• The Supply Chain Management Handbook The Supply Chain Management Handbook further explains the requirements in 9100:further explains the requirements in 9100:– ExampleExample

9100 states 9100 states “The organization shall select suppliers “The organization shall select suppliers which meet organization requirementswhich meet organization requirements””,, but does not but does not say how to assure or demonstrate that they meet say how to assure or demonstrate that they meet these requirements”these requirements”

““Supplier Selection and Capability AssessmentSupplier Selection and Capability Assessment”” is a guideline on how to assess supplier

capability and select them

New focus on “How” in New focus on “How” in particular through “SCMH”particular through “SCMH”

88

Supply Chain Management Handbook Supply Chain Management Handbook Creation ConceptCreation Concept

AS/EN/JISQ 9100Requirements

• Published Mat'ls

• Work in Progress

• Best Practices

• None

SCMHDevelopment

Priority Setting

Is Clarification of the standard needed to improve performance?

In which phase of a programme is it applicable: Supplier Selection, Product development & industrialisation, On Going (series) Production, or Change Control activity ?

Are there relevant existing industry standards or activities?

Impact on Quality and Delivery performances?

Industry Enthusiasm?

Regulatory & Stakeholders Expectations?

Easy Implementation?

+

99

SCMH : A framework for organizing SCMH : A framework for organizing and integrating our workand integrating our work

9100

Requirements

Supply Chain Mgmnt

HandbookProjects

IAQG guidelines on how to meet requirements

Preference is to develop guidance material, not new requirements

New or revised IAQG standards

91xx9131

91039102

9100 clarification

(in next revision)

1010

SCMH: A Facilitation ToolSCMH: A Facilitation Tool

Customer

Prime

Supplier Supplier Supplier

Subtier 1 Subtier 2

Subtier 11 Subtier 12

Customer

Prime


Subtier Subtier

Subtier Subtier

Customer

Prime


Subtier 1 Subtier 2

Subtier 11 Subtier 12

Customer

Prime


Subtier Subtier

Subtier Subtier

SCMH facilitates the flow of expectations and SCMH facilitates the flow of expectations and solutions to all levels of the Supply Chainsolutions to all levels of the Supply Chain

1111

10 Projects identified, 4 with significant 10 Projects identified, 4 with significant progress, 1 on hold, 2 with volunteers progress, 1 on hold, 2 with volunteers

New Product Introduction

On hold

Controlling Non Conforming

Product

Supply Chain Management & performance

Measures

Volunteers identified

Product Verification and

acceptance

Programme Management

On going approval and maintenance

No writing leader

Supplier Selection and Capability Assessment

Requirements and Flow Down

Process Control

WorkTransfer

Significant progress

Supply ChainSupply ChainManagement HandbookManagement Handbook

1212

““Supply Chain Management Handbook”Supply Chain Management Handbook”

Supplier Selection and Capability Assessment

IAQG Leader: Cherif Khelil – SafranIAQG Leader: Cherif Khelil – Safran

1313

ObjectiveObjective

• To build a common model to assess To build a common model to assess

the Maturity of a Supply Chain to the Maturity of a Supply Chain to

achieve sustainable On Time & On achieve sustainable On Time & On

Quality delivery objectivesQuality delivery objectives

Supplier Selection & Capability Supplier Selection & Capability AssessmentAssessment

1414

1. Sales & Operation Planning

2. Contract requirement flow down (Customer related Process)

3. Design and development

4. Suppliers sourcing selection & qualification (Purchasing process)

5. Plant, material, skills & capacity planning & scheduling(Planning of product realisation)

6. Order Management (Internal & external logistic management)

7. Manufacturing (Production and service provision)

8. Supplier operational management (Purchasing process)

9. Control of non conforming product and corrective action(Product Quality and Delays)

10. Customer Support (Control of service operations)

11. Business Management and Customer Satisfaction Monitoring

10 processes + 1 transversal one 10 processes + 1 transversal one Titles consistent with 9100 when possible *Titles consistent with 9100 when possible ** Red titles coming from 9100, black titles when clarification needed or no requirements

1515

Four domains assessed:

• People & Organisation

• Processes

• Tools & Data

• Performances Metrics

Four levels of maturity (Maturity model CMMI like)

1. Undefined : No Process, Method, Tools/ No Process, Method, Tools/ and Appropriate Behaviours

2. Defined

3. Applied

4. Optimising: Implemented and optimised, continuous improvement

Supplier Maturity Assessmentper Supply Chain Process

3+ regular review of metrics effectiveness

Performance drives action plans

Measuring performanceNo measurement of PerformancePerformance

Metrics

Internal & external collaboration.

Real time intelligent workflows

Integrated database, clear workflows, internal collaboration

Multiple Data base

Spreadsheet

Manual : Fax e-mailTools & Data

Mature process for root cause & preventive actions

Root cause process in place

Process playbooks

Limited preventive actions

Ad hoc firefighting actions

Reactive needs

Customer StimulusProcess

Multifunctional team

Highly Skilled

Clear accountability

Cross functions

Highly skilled

Expert firefightersNo clear Accountability

No Problem solving skills

People & Organization

4Optimizing

3Applied

2Defined

1Undefined

Non Conformity

Management

3+ regular review of metrics effectiveness

Performance drives action plans

Measuring performanceNo measurement of PerformancePerformance

Metrics

Internal & external collaboration.

Real time intelligent workflows

Integrated database, clear workflows, internal collaboration

Multiple Data base

Spreadsheet

Manual : Fax e-mailTools & Data

Mature process for root cause & preventive actions

Root cause process in place

Process playbooks

Limited preventive actions

Ad hoc firefighting actions

Reactive needs

Customer StimulusProcess

Multifunctional team

Highly Skilled

Clear accountability

Cross functions

Highly skilled

Expert firefightersNo clear Accountability

No Problem solving skills


4Optimizing

3Applied

2Defined

1Undefined

Non Conformity

Management

ExampleExample

Expectation

Supplier performance

Areas of potential Supplier Development if

deemed necessary

1616

Decision to select or not based on risk analysis like 9134 “Supply Chain Risk Management guideline”

(Special action plan if not capable but need to select)

Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined

New product IntroductionLife Cycle Management

Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined

Contract Requirement Flow down

Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined

Sales Volume & Option Forecasting

Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Tools & Data

PerformanceMetrics

Process


4Optimizing

3Applied

2Defined

1Undefined


Each Company may apply weighting to each process as appropriate

to their Product, Customer, Risks, etc…

Risk based analysis and supplier Risk based analysis and supplier selection decisionselection decision

Supplier Supplier Assessment Assessment

ResultsResults

Matrices Matrices exist for exist for

all all processesprocesses

1717


Requirements and FlowdownRequirements and Flowdown

IAQG Leader Larry Weng - BoeingIAQG Leader Larry Weng - BoeingReport by Dale Gordon - MPCReport by Dale Gordon - MPC

1818

ObjectiveObjective

To publish best practices and To publish best practices and

guidelines on how to ensure guidelines on how to ensure

requirements are well identified, requirements are well identified,

flowed down to suppliers and flowed down to suppliers and

agreed upon between customer agreed upon between customer

and suppliers. and suppliers.

RRequirements and Flowdown equirements and Flowdown

1919

Decision to Buy

Purchasing Process7.4.1...a, b, c, d, e

Determination ofrequirements related to the

product 7.2.1...all

ORGANIZATION (Buyer) SUPPLIER (Seller)

Purchasing Information7.4.2...all

Source Selection7.4.1 (Chapter 1)ISO requirement

Review of requirementsrelated to the product

7.2.2...all

CustomerCommunication

7.2.3 a, b

Communicate purchaserequirements to supplier

7.4.2.. all

Production & ServiceProvisions 7.5

Customer Feedback7.2.3c

Delivered product7.5.5

Verification of purchasedproduct 7.4.3(Chapter 5)

Chapter 2 - In-scope

Chapter 2 - Out-of-scopeCovered in another SCMH

Chapter

Chapter 2 - Out-of-scopeNot covered in another

SCMH Chapter

RRequirements and Flowdown equirements and Flowdown

2020

Requirements and Flowdown - Table of Contents

2.18 7.2.1 Requirements Related to the Product

2.19 7.2.1a Requirements for delivery and post-delivery activities

2.20 7.2.1b Requirements not stated by the customer

2.21 7.2.1c Regulatory or statutory requirements

2.22 7.2.1d Requirements determined by the Organization

2.23 7.2.2 Review of Requirements Related to the Product

2.24 7.2.2a Requirements for Product

2.25 7.2.2b Contract or order requirements

2.26 7.2.2c Ability to meet defined requirements

2.27 7.2.2d Evaluation of risk

2.28 7.2.2 Records of review

2.29 7.2.2 Undocumented requirements

2.30 7.2.2 Requirement changes

2.31 7.2.3 Customer Communication

2.32 7.2.3a Communication of product information

2.33 7.2.3b Handling of customer order enquiries

2.34 7.2.3c Customer Feedback

2.1 7.4.2 Purchasing Information

2.2 7.4.2a Requirements for Approval

2.3 7.4.2b Requirements for personnel

2.4 7.4.2c Requirements for a quality management system

2.5 7.4.2d Requirements for technical data

2.6 7.4.2e Requirements for acceptance

2.7 7.4.2f Requirements for test specimens

2.8 7.4.2g Requirements for nonconforming product

2.9 7.4.2h Requirements for changes

2.10 7.4.2i Requirements for right of access

2.11 7.4.2j Requirements for flow down to sub-tiers

2.12 7.4.1 Purchasing Process

2.13 7.4.1a Register of approved suppliers

2.14 7.4.1b Supplier performance review

2.15 7.4.1c Supplier corrective action

2.16 7.4.1d Use of customer-approved special process sources

2.17 7.4.1e Authority for disapproval of sources

Sec 9100 Table of Contents Sec 9100 Table of Contents

All subchapters of chapter 2

have been broken down to

9100 requirements

2121

Section: 2.2

9100 Clause

Generic Expectation

COTS/Standards Raw Material Build-to-Print Supplier Designa) COTS- no specific expectations

a) Identify Approved Sources

All Raw Material expectations and


b) Standards - Define QPL requirements

b) Specify Material specifications

a) Define which processes and processors need to be approved and by what method and by whom

a) Design capability assessment

Note: Modified COTS are Build-to-Print commodities

c) Testing requirements b) Define which processors are approved

b) Technical product definition (e.g. SCD, statement of work)d) Certification requirements c) Method of acceptance

inspection (i.e. Source acceptance)

c) Design process approval requirements

Note: Does not include forgings or castings. They are Build to Print

d) Tooling accountability and inspection methods

d) Requirements for change notification and methods of achieving approval.

e) First article inspection requirements and methods

e) Initial qualification requirements

f) Define production planning approval

f) Define the control of digital data and the methods of use

g) Process control requirements including variation management

g) Control and use of digital data requirements

h) MRB approval processes

i) Control and use of digital data requirements

Supplier (Seller)

Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2

Organization (Buyer)

We expect purchasing organizations to flow down any applicable customer requirements for approval of product, procedures, processes and equipment and the method to obtain the approvals using purchasing process which takes into consideration all the item listed below which are applicable to product being purchased.

Specific Expectation

Section Title: Requirements for Approval

7.4.2 Purchasing Information: Purchasing information shall describe the product to be purchased, including where appropriate, a) requirements for approval of product, procedures, processes and equipment,

Product Type

RRequirements and Flowdown equirements and Flowdown CContent Structure ontent Structure

9100 Requireme

nt

Specific Expectatio

nsHow to

demonstrate

compliance

GenericExpectati

on

Best Practices

2222

Section: 2.2

9100 Clause

Generic Expectation

COTS/Standards Raw Material Build-to-Print Supplier Designa) COTS- no specific expectations

a) Identify Approved Sources



b) Standards - Define QPL requirements

b) Specify Material specifications

a) Define which processes and processors need to be approved and by what method and by whom

a) Design capability assessment

Note: Modified COTS are Build-to-Print commodities

c) Testing requirements b) Define which processors are approved

b) Technical product definition (e.g. SCD, statement of work)d) Certification requirements c) Method of acceptance

inspection (i.e. Source acceptance)

c) Design process approval requirements

Note: Does not include forgings or castings. They are Build to Print

d) Tooling accountability and inspection methods

d) Requirements for change notification and methods of achieving approval.

e) First article inspection requirements and methods

e) Initial qualification requirements

f) Define production planning approval

f) Define the control of digital data and the methods of use

g) Process control requirements including variation management

g) Control and use of digital data requirements

h) MRB approval processes

i) Control and use of digital data requirements

Supplier (Seller)

Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2 Not applicable. See 7.2.2

Organization (Buyer)

We expect purchasing organizations to flow down any applicable customer requirements for approval of product, procedures, processes and equipment and the method to obtain the approvals using purchasing process which takes into consideration all the item listed below which are applicable to product being purchased.

Specific Expectation

Section Title: Requirements for Approval

7.4.2 Purchasing Information: Purchasing information shall describe the product to be purchased, including where appropriate, a) requirements for approval of product, procedures, processes and equipment,

Product Type

Specific to the

product type

Specific to the

product type

Specific to the

product type

Specific to the

product type

Specific to the Buyer and Seller

Specific to the Buyer and Seller

RRequirements and Flowdown equirements and Flowdown CContent Structure ontent Structure

34 Templates 34 Templates

have been have been

populatedpopulated

2323


Process Control

Education Package about 9103 (Variation Education Package about 9103 (Variation Management of Key Characteristics)Management of Key Characteristics)

IAQG Leader: Bernard Lauras - AirbusIAQG Leader: Bernard Lauras - Airbus

2424

ObjectiveObjective• Promote benefits of IAQG Standard 9103 (Variation Management of Key Characteristics) and gain broader acceptance• Increase skills for all people involved in 9103 deployment

ReasonReason• The application of 9103 will help resolve the main contributors to quality non-conformance in aerospace, but is not sufficiently and adequately deployed (lack of buy in, lack of skills)

99103103 - Variation Management of Key - Variation Management of Key Characteristics - Characteristics - Education packageEducation package

2525

Key Characteristics are the main ones guaranteeing Key Characteristics are the main ones guaranteeing full Customer satisfaction, that means ensuring all his full Customer satisfaction, that means ensuring all his

needs are effectively & permanently metneeds are effectively & permanently met

9103 education 9103 education

package package

technical content technical content

completedcompleted

99103103 - Variation Management of Key - Variation Management of Key Characteristics - Characteristics - Education packageEducation package

2626


Process Control

Root Cause Analysis and Problem SolvingRoot Cause Analysis and Problem Solving

IAQG Leader: Bernard Lauras - AirbusIAQG Leader: Bernard Lauras - Airbus

2727

ObjectiveObjective

• Propose methodology to iPropose methodology to improve the mprove the way escapes and problems are managed way escapes and problems are managed (including communication (including communication between all between all actors - engineering, MRB, supplier, actors - engineering, MRB, supplier, customer, etc...) to reduce their impacts, customer, etc...) to reduce their impacts, contain them as far upstream as possible contain them as far upstream as possible and prevent recurrence.and prevent recurrence.

Root Cause Analysis Root Cause Analysis and Problem Solvingand Problem Solving

2828

ReasonReason• Our suppliers (and even sometimes our Our suppliers (and even sometimes our

organisation) do not deliver correct Root Cause organisation) do not deliver correct Root Cause Analysis and Problem Solving resultsAnalysis and Problem Solving results

• This is because:This is because:– We have not set criteria about what makes an acceptable We have not set criteria about what makes an acceptable

corrective action plan corrective action plan – We continue to accept bad answers (even if say we will We continue to accept bad answers (even if say we will

not, reality of life makes us accepting )not, reality of life makes us accepting )– People (internal and external) do not have the Root People (internal and external) do not have the Root

Cause Analysis culture, do not know any process or do Cause Analysis culture, do not know any process or do not have the proper skill-setsnot have the proper skill-sets

• Cultural change required to overcome the situationCultural change required to overcome the situation

Root Cause AnalysisRoot Cause Analysisand Problem Solvingand Problem Solving

2929

Proposed “9 Steps” Proposed “9 Steps” harmonised Processharmonised Process

Com

mun

icat

ion

is a

key

asp

ect

Com

mun

icat

ion

is a

key

asp

ect ObjectivesObjectives

of the 9 stepsof the 9 stepsdefineddefined

Define problem

Standardise and transfer the knowledge across

business

Start Immediate containment actions

Complete and optimise containment actions

Identify Root Cause(s)

Implement root cause corrective

actions and check effectiveness

Build the team

Define and prioritise root cause

corrective actions

Is the RC corrective action effective ?

Recognise and close the team

yes

no

S0

S3

S4

S5

S6

S7

S8

S1

S2 Define problem

Standardise and transfer the knowledge across

business

Start Immediate containment actions

Complete and optimise containment actions

Identify Root Cause(s)

Implement root cause corrective

actions and check effectiveness

Build the team

Define and prioritise root cause

corrective actions

Is the RC corrective action effective ?

Recognise and close the team

yes

no

S0

S3

S4

S5

S6

S7

S8

S1

S2

3030


Work Transfer Management (AAQG) Work Transfer Management (AAQG)

IAQG Leader Susan Armstrong - UTCIAQG Leader Susan Armstrong - UTC

3131

ObjectiveObjective

To provide guidelines for the exercising To provide guidelines for the exercising

of effective risk and management control of effective risk and management control

when changing the source of supply of a when changing the source of supply of a

component, a component package or an component, a component package or an

assembly across a company or its assembly across a company or its

external supply chain. external supply chain.

Work Transfer ManagementWork Transfer Management

3232

Supplier A

Supplier B

Work Transfer ManagementWork Transfer Management

Reasons:Reasons:

Unsuccessful work transfer is a major problem for the industry We have Unsuccessful work transfer is a major problem for the industry We have not standardised process to do itnot standardised process to do it

3333

• Document issued describingDocument issued describing– Main phases required in the decision Main phases required in the decision

making process to ensure all risks are making process to ensure all risks are identified and mitigatedidentified and mitigated

– Main activities to be conducted and Main activities to be conducted and action ownersaction owners

– Decision gates, including project Decision gates, including project closure and lessons learnedclosure and lessons learned

Work transfer ManagementWork transfer Management

3434

Gate 1

Phase 1 Proposal & Feasibility

Phase 2 Develop Business

Case

Team Launch and develop charterSource SelectionRisk Assessment Business CaseGate Review

Phase 3 Detail

Planning

Detail Planning Knowledge Transfer pre-moveGate Review

Phase 4 Execution

of Plan

Project ManagementTechnical Review RequirementsProduction Readiness Review FAI / LAIKnowledge transferGate Review

Gate 2 Gate 4Gate 3

Phase 5 Project Closure

Identify Continuous Improvement opportunityCapture Lessons Learned Recognize team performancePost implementation review

WT Project Proposal Form

Gate Check List

Project Charter

Risk Assessment Business Case

Gate Check List

Project Plan

Transfer checklist

Gate Check List

Production Readiness Review Check List

AS9102 FAI/LAI

Gate Check List

Closure Form

Proposal & FeasibilityGate Review

Templates

Work Transfer ManagementWork Transfer ManagementPhases & Gates:Phases & Gates:

3535

All SCMH produced material is available All SCMH produced material is available

through any IAQG memberthrough any IAQG member

Please review data and give feedback to Please review data and give feedback to

SCMH focals:SCMH focals:[email protected]

[email protected]

[email protected]@boeing.com

[email protected]

[email protected]

ConclusionsConclusions

3636

ContactsContacts

• Product Realisation ProcessesProduct Realisation Processes– AAQG: Susan Armstrong - UTCAAQG: Susan Armstrong - UTC– APAQG: Kouichi Watanabe - IHIAPAQG: Kouichi Watanabe - IHI– EAQG: Bernard Lauras - AirbusEAQG: Bernard Lauras - Airbus

• Supply Chain Process CapabilitySupply Chain Process Capability– AAQG: Larry Weng - BoeingAAQG: Larry Weng - Boeing– APAQG: Kouichi Watanabe - IHIAPAQG: Kouichi Watanabe - IHI– EAQG: Cherif Khelil - SafranEAQG: Cherif Khelil - Safran

3737