Baltimore Section ASQ November 18, 2003

1. Quality Management and & ISO 9001 Initiatives in the Federal Aviation Administration Baltimore Section ASQNovember 18, 2003 Frank Vojik MSQA Senior Project Analyst ICF Consulting

2. 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 What You Will Learn

3. The contents of the ISO 9001:2000 Standard (not directly) How to Interpret its Requirements What You Will NOT Learn

4. 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. FAA Mission

5. 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 Background and History

6. 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” Terminology

7. 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 FAA Structure

8. 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 Quality Management in FAA

9. FAA Directorates Preparing for ISO Certification ANI – National Airspace System Implementation a Program Directorate of Airways Facilities Quality Management in FAA

10. 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) ANI Structure

11. 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. ANI History & Structure

12. 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 ANI’s QMS Structure

13. Internal FAA Regions, Traffic Control Centers, FAA Ops, System Management Offices External - Local and Regional Airport authorities ANI’s Customers

14. We deliver quality implementation of aerospace systems and continuous improvement of our quality management system to meet customer requirements ANI’s Quality Policy

15. 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. ANI’s Quality Objectives

16. 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 ANI’s QMS Structure

17. 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 ANI’s QMS Structure

18. ANI’s QMS Structure

19. 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 Documentation Structure

20. 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 Documentation Structure

21. 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. Documentation Structure

22. Modeling Requirements Standard Documentation Format Standard Ptech Symbols Standard Ptech Syntax Fitness for Use Documentation Structure

23. 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 Documentation Structure

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. 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) Benefits of E.A. Modeling

32. 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) Benefits of E.A. Modeling

33. 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 Current Status

34. 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 Future Work

35. 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 In Summary

36. Questions?