Quality Management and & ISO 9001 Quality Management and & ISO 9001 Initiatives in the Federal Aviation Initiatives in the Federal Aviation

AdministrationAdministration

Frank Vojik MSQA Senior Project Analyst ICF Consulting

Baltimore Section ASQBaltimore Section ASQNovember 18, 2003November 18, 2003

2

What You Will Learn

• Federal Aviation Administration– History– Structure

• FAA Quality Management Initiatives

• ANI Program Directorate– Purpose & Structure– QMS Program Overview– Elements of the QMS– Documentation– Enterprise Architecture– Status

3

What You Will NOT Learn

• The contents of the ISO 9001:2000 Standard (not directly)

• How to Interpret its Requirements

4

FAA Mission

FAA provides a safe, secure, and efficient global aerospace system that contributes to national security and the promotion of US aerospace safety.

As the leading authority in the international aerospace community, FAA is responsive to the dynamic nature of customer needs, economic conditions, and environmental concerns.

5

Background and History

• Federal Aviation Administration is one of 14 organizations in the Department of Transportation

• Established in 1926 as the Aeronautics Branch of the Department of Commerce

• Renamed Bureau of Air Commerce in 1934

• Civil Aeronautics Administration established 1940 to focus on ATC, certifications, safety and airway development

• Federal Aviation Act of 1958 established Federal Aviation Agency

• Federal Aviation Administration established in 1966 as part of newly established DOT.

• National Airspace System (NAS) Plan established in 1982

6

Terminology

• Major functions in the FAA begins with the letter “A” and some are pretty intuitive…..

– AOA “Office of the Administrator”

– ATS “Air Traffic Services”

– ATCT “Airport Traffic Control Tower”

• And some are not…….– ASAP

“Aviation Safety Analysis Program”– AIM

“Aeronautical Information Manual”

7

FAA Structure

A Federal Agency employing 45,000 people……

DOT - Department of Transportation

FAA – Federal Aviation Administration

ARA – Acquisitions & Research

ATS – Air Traffic Services

AAT - Air Traffic Service

AAF - Airways Facilities

AOP – NAS Operations

ANI – NAS Implementation

8

Quality Management in FAA

Current ISO Certified FAA Directorates

• AML - Logistics Center, Oklahoma City

• ASU 200 - part of Acquisition Group

• ACT-400 - Testing Lab at Tech Center, Atlantic City

9

Quality Management in FAA

FAA Directorates Preparing for ISO Certification

• ANI – National Airspace System Implementation a Program Directorate of Airways Facilities

10

ANI Structure

• Established in 1996

• Project Management Focus

• Implementation Centers at Nine FAA Regional Offices, over 1500 Employees at

· Boston (ANE - New England)· New York (AEA - Eastern)· Atlanta (ASO - Southern)· Chicago (AGE - Great Lakes)· Kansas City (ACE - Central)· Fort Worth (ASW - Southwest)· Anchorage (AAL - Alaska)· Seattle (ANM - Northwest Mountain)· Los Angeles (AWP - Western Pacific)· Washington (EC - Engineering Center)

11

ANI History & Structure

ANI is concerned with the modernization of facilities and equipment that support the NAS

–Runways–Airport Control Towers–Radar Installations– Instrument Landing Systems–Buildings and Equipment–HVAC, etc.

12

ANI’s QMS Structure

The ANI Program Director is “Top Management”

He is supported by

• National Quality Manager

– Document Controller

– Enterprise Modeler

– 2 Quality Engineers

– 2 Contractors

• National Document Control Board

• Document Development Teams across ANI

• Local Quality Councils exist at the 10 Implementation Centers

13

ANI’s Customers

Internal

– FAA Regions, Traffic Control Centers, FAA Ops, System Management Offices

External

- Local and Regional Airport authorities

14

ANI’s Quality Policy

We deliver quality implementation of

aerospace systems and continuous

improvement of our quality management

system to meet customer requirements

15

ANI’s Quality Objectives

• Improve our on-time and on-budget execution of

NAS implementation projects.

• Provide quality implementation through the

delivery of complete and impeccably finished

work that fulfills the scope agreement.

• Minimize adverse impacts to NAS operations

resulting from NAS modernization activities.

16

ANI’s QMS Structure

Quality Manual

Quality Plan

Performance Plan

6 Quality ‘Elements’ – required procedures

22 Standard Operating Procedures

Common Work Instructions

Plans, Guidance Documents

All written on a “National” to sustain and support the standardization of work practices across nine regions.

All documentation is Web-based – no paper

17

ANI’s QMS Structure

Registration Protocol:

• One certificate for all nine Regional Implementation Centers and the Washington Engineering Center.

• Boston, Fort Worth, Seattle, and Engineering Center will be assessed first, with other ICs to follow

• Registrar: Lloyd’s Registered Quality Assurance

18

ANI’s QMS Structure

19

Documentation Structure

ANI employs an ‘Enterprise Architecture Model’ as a critical element of the documentation:

• An architecture is the structure of components, their relationships, and the principles and guidelines that govern their design and evolution over time.

• Statement of “current state” or “to be” characteristics of an organization, including:

– Business processes

– Information flow and interrelationships

– Applications

– Data descriptions

20

Documentation Structure

The ANI Enterprise Model is a searchable, intelligent, graphical knowledge base of the ANI organization. It was developed using a P-Tech framework, an object-oriented modeling and analysis tool.

It contains all ANI Quality Processes and Work Instructions

Each process is presented as a series of diagrams that depict:

– The Sequence and Interaction of Events

– Roles and Responsibilities

– Input – Output Diagrams

– Product State Relationships

21

Documentation Structure

Why does ANI Use Enterprise Architecture?

– Statutory and Regulatory Reasons

– Articulated Architecture eases the burden of managing:

- Employee Roles

- Business Practices

- How and Where to Use Metrics to Assess Performance

- I.T. Needs

– Provides a Single Repository of Knowledge about the Organization.

22

Documentation Structure

Modeling Requirements

–Standard Documentation Format

–Standard Ptech Symbols

–Standard Ptech Syntax

– Fitness for Use

23

Documentation Structure

Modeling Order: Develop

–Process Step Diagram

–Roles and Responsibilities Diagram

“What do you do, and who you do it with”

–Activity Process Diagram

–Develop Process State Diagram with Swim Lanes

24

Process Step Diagram

25

Roles & Responsibilities

26

Activity Product Diagram

27

PSD with Swim Lanes

28

What Does it Look Like?

29

What Does it Look Like?

30

What Does it Look Like?

31

Benefits of E.A. Modeling

From a Organizational Perspective:

• Connection Between Processes

• Clarifies Roles and Responsibilities

• Means of Communication

• Facilitates Standardization of Practices Through Development of Common

Processes (Process Approach)

• Reduces cost of making organizational change

• Drastic reduction in size of documentation

• Assists FAA in becoming a PBO (Performance Based Organization)

32

Benefits of E.A. Modeling

From an ISO 9001 Perspective

• Enables a ‘Customer Focus’ Culture (5.2)

• Promotes Awareness of Customer Requirements (5.2.2)

• Defines Roles and Responsibilities (5.5.1)

• Aids Internal Communication (5.5.3)

• Involvement of People (6.2.1)

• Inputs and Outputs Clearly Defined (7.1.3.2)

• Product Requirements Determination (7.2)

33

Current Status

• National and Local Quality Councils established

• Quality System Procedures completed, undergoing

organizational revisions

• Common Work Instructions still under development

• Lead Auditors and Associate Auditors Trained

• ISO Awareness Briefings completed

34

Future Work

• Training on Procedures and Work Instructions

• Make the QMS operational

• Interpersonal Skills Training for Auditors

• Corrective and Preventive Action Analyst Training

• Conduct ‘Complete’ Management Reviews and Internal

Audits

• Organizational Assessment – target late 2004 / early 2005

35

In Summary

• Standardization of Practices

• Employee Communication

• FAA is becoming much more cost conscious

• Public sector organizations need to meet customer

requirements

• Quality Management can work in the public sector

36

Questions?