1. AAQG RMC Surveillance Team Report
Prepared by: Tim Lee
The Boeing Company
June 7, 2005

2. Topics 2005 RMC Oversight Activities Process Improvements
Corrective Action Workshop
Summary

3. Team Members
Tim Lee, Lead The Boeing Company
Randy Dougherty ANAB
Lori Scheid ANAB
Reg Blake BSI Americas
Guy Johansen UTC
Jay Park Northrop
David Stevens Rolls Royce
Luiz Brandao Embraer

4. 2005 Oversight Activity Oversight Participants
3 Accreditation Bodies (RAB, SCC, INMETRO)
17 AAQG Member Companies
36 CRB’s were on the oversight schedule (35 ANAB, 1 INMETRO)
Assessments Completed
CRB Office Assessments = 16
Witness Audits = 16
Joint Team Assessments (ANAB/AAQG Member) were not conducted on:
2 CRB Office Audits
4 Witness Audits
Note: 2 additional witness audits will be conducted by ANAB due to poor CB performance during witness audit.

5. 2005 Oversight Activity Oversight Scheduling
ANAB has all CB office and witness audits scheduled for 2005
50 % remain to be completed
Feedback from ANAB Account Managers
Assessment Activity is set once the protocol/notification is delivered
Could be 60 – 90 days before activity.
Need support from AAQG RMC Member Contact
Make sure Assessors are aware of assignments
Track Oversight Schedule
Any changes to the schedule will be communicated as soon as possible.
Schedule
The schedule is posted on the AAQG website and communicated routinely to the AAQG Member contacts.

6. Process Improvements RMC 102 Rev 4
AS9104 requirements added to CB and AB checklists.
Updated Witness Audit Tool to include AB
Updated Witness Audit Tool to include more than just auditor observation. (ISO19011)
Updated draft will be routed to RMC Voting Members for approval.
AAQG Member Oversight Participation
RMC Action - Answer the Question:
Should an AAQG Member not be able support the schedule and they cannot find a replacement, the action to be taken is_____.
Proposed Answer

7. RMC Corrective Action Workshop (June 6, 2005)
Workshop Attendees
38 Attendees
AB’s, CB’s & AAQG Members
Purpose
to recognize the requirement and the need for a corrective action process
to recognize the many valuable corrective action processes that exist
to show how one approach compares to other methods and guidance documents for developing an effective corrective action process
Feedback
Good Presentation (THANKS Susan!)
Good tools for our Auditors
Need to make this available to our Clients
Opportunities
Better planning & facilities
Additional workshops
Nonconformance Identification/Communication,
Customer Satisfaction Data (OEM Supplier Performance)

8. Summary Updates to our process are ongoing.
Aligning with other global sectors.
Supporting the development of a harmonized global standard for oversight
This process encourages involvement by all stakeholders.
“Industry Controlled Other Party” not “3rd Party”
“Working Together” we will continue to improve.