Presentation on theme: "Federal Aviation Administration"— Presentation transcript:
0 Baltimore Section ASQ November 18, 2003 Quality Management and & ISO 9001 Initiatives in the Federal Aviation AdministrationBaltimore Section ASQ November 18, 2003Tonight’s presentation will concern how quality management systems are being implemented in the public sector – with a focus on developments in the FAA where I work as a contractor/consultant.Frank Vojik MSQASenior Project AnalystICF Consulting
1 Federal Aviation Administration What You Will LearnFederal Aviation AdministrationHistoryStructureFAA Quality Management InitiativesANI Program DirectoratePurpose & StructureQMS Program OverviewElements of the QMSDocumentationEnterprise ArchitectureStatus
2 The contents of the ISO 9001:2000 Standard (not directly) What You Will NOT LearnThe contents of the ISO 9001:2000 Standard (not directly)How to Interpret its Requirements
3 FAA MissionFAA 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.
4 Background and History Federal Aviation Administration is one of 14 organizations in the Department of TransportationEstablished in 1926 as the Aeronautics Branch of the Department of CommerceRenamed Bureau of Air Commerce in 1934Civil Aeronautics Administration established 1940 to focus on ATC, certifications, safety and airway developmentFederal Aviation Act of 1958 established Federal Aviation AgencyFederal Aviation Administration established in 1966 as part of newly established DOT.National Airspace System (NAS) Plan established in 1982The DOT Secretary (currently Norman Maneta) is the principal advisor to the President in all matters relating to federal transportation programs.Air Commerce Act of 1926 was passed at urging of aviation industryBAC was established to provide air traffic control for burgeoning commercial flying industryCAA was split from Civil Aeronautics Board CAB, but remained part of Department of CommerceFAA established because of introduction of jetliners and series of mid-air collisions. Gave FAA broad authority to combat aviation hazards, establish safety rulemaking, develop and maintain common civil-military system of air navigation and ATC.In 1966, establishment of FAA.After 1966, FAA gradually assumed control of aviation security, noise standards, airport certification, and ATC automation.NAS established in 1982 to implement advanced systems for ATC, flight service stations, nav-aids and communication.
5 TerminologyMajor 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”
6 A Federal Agency employing 45,000 people…… FAA StructureA Federal Agency employing 45,000 people……DOT - Department of TransportationFAA – Federal Aviation AdministrationARA – Acquisitions & ResearchATS – Air Traffic ServicesAAT - Air Traffic ServiceAAF - Airways FacilitiesAOP – NAS OperationsANI – NAS ImplementationIf you take a look at the org chart I’ve provided with the handouts, you’ll see what a complex organization the FAA really is. I’ve highlighted the program directorate that I work in.
7 Quality Management in FAA Current ISO Certified FAA DirectoratesAML - Logistics Center, Oklahoma CityASU part of Acquisition GroupACT Testing Lab at Tech Center, Atlantic City
8 Quality Management in FAA FAA Directorates Preparing for ISO CertificationANI – National Airspace System Implementation a Program Directorate of Airways Facilities
9 Project Management Focus ANI StructureEstablished in 1996Project Management FocusImplementation Centers at Nine FAA Regional Offices, over 1500 Employees atBoston (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)
10 ANI History & Structure ANI is concerned with the modernization of facilities and equipment that support the NASRunwaysAirport Control TowersRadar InstallationsInstrument Landing SystemsBuildings and EquipmentHVAC, etc.
11 The ANI Program Director is “Top Management” ANI’s QMS StructureThe ANI Program Director is “Top Management”He is supported byNational Quality ManagerDocument ControllerEnterprise Modeler2 Quality Engineers2 ContractorsNational Document Control BoardDocument Development Teams across ANILocal Quality Councils exist at the 10 Implementation Centers
12 - Local and Regional Airport authorities ANI’s CustomersInternalFAA Regions, Traffic Control Centers, FAA Ops, System Management OfficesExternal- Local and Regional Airport authorities
13 ANI’s Quality PolicyWe deliver quality implementation of aerospace systems and continuous improvement of our quality management system to meet customer requirements
14 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.Objective 1 – This is important from a cost and operations standpoint. ANI strives to complete their projects on time and to do within budget.Objective 2 – the scope agreement is a written document signed and agreed to by ANI and its customer, in which all details of the project are defined and agreed to.Objective 3 – Most critical to the FAA operations and the flying public. ANI simply cannot afford to compromise the safety of the air traffic controllers and the flying public by disrupting air traffic.Miami incident – last year a technician was replacing an instrument landing system component that was more resistant to lightning strikes. When the board was replaced, the whole ATC around Miami went dead. Miami, one of the busiest airports in the country, was shut down for 2 hours.
15 6 Quality ‘Elements’ – required procedures ANI’s QMS StructureQuality ManualQuality PlanPerformance Plan6 Quality ‘Elements’ – required procedures22 Standard Operating ProceduresCommon Work InstructionsPlans, Guidance DocumentsAll written on a “National” to sustain and support the standardization of work practices across nine regions.All documentation is Web-based – no paper
16 Registration Protocol: ANI’s QMS StructureRegistration 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 followRegistrar: Lloyd’s Registered Quality Assurance
17 ANI’s QMS StructureAn illustration of how ANI has integrated the PDCA or PDSA cycle into their QMS.
18 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 processesInformation flow and interrelationshipsApplicationsData descriptions
19 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 InstructionsEach process is presented as a series of diagrams that depict:The Sequence and Interaction of EventsRoles and ResponsibilitiesInput – Output DiagramsProduct State Relationships
20 Documentation Structure Why does ANI Use Enterprise Architecture?Statutory and Regulatory ReasonsArticulated Architecture eases the burden of managing:Employee RolesBusiness PracticesHow and Where to Use Metrics to Assess PerformanceI.T. NeedsProvides a Single Repository of Knowledge about the Organization.
21 Documentation Structure Modeling RequirementsStandard Documentation FormatStandard Ptech SymbolsStandard Ptech SyntaxFitness for Use
22 Documentation Structure Modeling Order: DevelopProcess Step DiagramRoles and Responsibilities Diagram“What do you do, and who you do it with”Activity Process DiagramDevelop Process State Diagram with Swim Lanes
30 Benefits of E.A. Modeling From a Organizational Perspective:Connection Between ProcessesClarifies Roles and ResponsibilitiesMeans of CommunicationFacilitates Standardization of Practices Through Development of Common Processes (Process Approach)Reduces cost of making organizational changeDrastic reduction in size of documentationAssists FAA in becoming a PBO (Performance Based Organization)
31 Benefits of E.A. Modeling From an ISO 9001 PerspectiveEnables 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 ( )Product Requirements Determination (7.2)5.2 Helps define needs and expectations of internal and external customers.5.2.2 Understanding the need and expectations of customers and interested parties5.5.1 Responsibility and Authority – helps ensure R&R are defined and communicated within the organization.5.5.3 Internal Communication – helps define who your internal customers are and what their needs are.Involvement of People – by defining their R&Rs, encouraging team work and establishing individual and team objectivesClearly defined inputs and outputs of the organization7.2 Strong Product Requirements Determination
32 National and Local Quality Councils established Current StatusNational and Local Quality Councils establishedQuality System Procedures completed, undergoing organizational revisionsCommon Work Instructions still under developmentLead Auditors and Associate Auditors TrainedISO Awareness Briefings completed
33 Training on Procedures and Work Instructions Make the QMS operational Future WorkTraining on Procedures and Work InstructionsMake the QMS operationalInterpersonal Skills Training for AuditorsCorrective and Preventive Action Analyst TrainingConduct ‘Complete’ Management Reviews and Internal AuditsOrganizational Assessment – target late 2004 / early 2005
34 Standardization of Practices Employee Communication In SummaryStandardization of PracticesEmployee CommunicationFAA is becoming much more cost consciousPublic sector organizations need to meet customer requirementsQuality Management can work in the public sector1. QMS will enable a standardization of practices across an organization