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IFPL Company Confidential

AS 9100C Quality Department

July 2016

INNOVATEINSPIREDELIVER

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Our Mission

VisionBe the world’s leading supplier to airlines and OEM’s by “continually improving the customer experience through innovative design, implementation and delivery”.

Our Value• Innovate - We take complex problems and deliver simple solutions that enhance all aspects of the user

experience.

• Inspire - Our solutions remove complexity through simplicity allowing our customers to provide the

experience they desire.

• Deliver - IFPL's "one stop shop" approach delivers a level of product control unable to be matched by our

competitors and when combined with the continual investment in people, collaborative culture, experience,

tools and training. This has delivered a reputation in providing robust and reliable solutions to its customers.

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Our Capability

Information gathering &

scoping

Initial design concepts and Rapid

Prototyping

Product design: DevelopmentEnvironmentErgonomics

QualitySecurity

FunctionalityCosts

Aesthetics

Testing Q&A

EASA Pt21G Production approvalAS9100 G

IPC610A workmanship approval

CertificationEASA Form1

ManufactureEASA Pt 21G Production

Maintenance and support

Through life product

improvements

INNOVATEINSPIREDELIVER

Our design capability and 3D prototyping facilities deliver rapid product development and physical

prototype parts.

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AS 9100C - Why?

IFPL is committed to the quality and reliability of its products.

To prove and improve IFPL implemented AS9100C:

1) Quantifiable measures to recognise good and poor performance

2) Analysis to understand root cause3) Clear roles and responsibilities to enable

accountability 4) A formal process for ongoing improvement5) A framework to deliver consistent quality

IFPL – Quality policy www.ifpl.com

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Areas Of Targeted Improvement During AS9100C Implementation

Existing Quality Management System

KPIs RCCA Communication Training

Results

1. Development of Key Performance Indicators for all business areas2. Effective RCCA (Root Cause and Corrective Action)3. Communication of the business system throughout the business4. Effective training and investment in personnel

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Development Of Key Performance Indicators For All Business Areas

Four key essential processes have been defined within IFPL.

All other areas are seen as support processes to the key processes.

• All key processes have had targets set and are monitored at timely intervals

• It was recognised that in some areas improvement is required

• Measures quantify and enable focused to ensure timely improvement

• Other areas are performing well but need monitoring

• Failure against a target is treated as an opportunity to improve upon

Definition of business and key processes

Some of the KPIs

Measures

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Choosing the correct methodology for RCCA has been a learning experience at IFPL.• Some ‘problems’ are easy and need quick effective deployment to protect our customers• Some ‘problems’ are slightly more complex which may require the use of ‘5 Why’ methodology• Some ‘problems’ are complex and the use of ‘8D plus six sigma’ methodologies to help solve

IFPL welcomes the improvements which AS9100D ‘may’ bring to this area, with MSA, 8D and APQP all likely to be included.

RCCA Goal - ensure (where practicably possible) an issue cannot

reoccur.

Improving Effective RCCA (Root Cause And Corrective Action)

Define

Measure

AnalyseImprove

Control

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Communication Of The Business System

4 Key Communication Improvements

1. IFPL communicate the Policy, Business KPIs, Quality Alerts and other relevant information through a rolling presentation on screens throughout our facility.

2. Regular briefings are delivered to all staff by the management team , including:

• Quality/ delivery related performance • Plus new products the business is or has developed

3. Daily walks are performed by the Quality Manager/ Production Engineer speaking to each operator/ inspector.

4. Quick access to Interactive process flow charts providing easy ‘single-click’ access to procedures, documents and forms.

Small sample of Process Flow

Display screens with KPIs, Policy communicated etc.

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Effective Training and Investment In Personnel

1. All personnel had training needs identified and plans implemented.

2. Training in tools such as auditing, 8D problem solving and 5S have been completed to help support the business units.

3. Additional skills non essential but key to a person’s development have been undertaken with local training schemes.

4 Key Improvements

4. The shop floor training now has a detailed syllabus and testing regime to ensure consistency and repeatability of training. This training is recorded in a matrix, part of which is below.

Sample of training matrix

Each skill is hyperlinked to the syllabus and required testing. Records are kept in each cell as text.

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Future Plans

• Migrate to AS9100D

• Become ISO14001 compliant• ISO 14001 will provide a framework for continual improvement• IFPL has always been environmentally conscious ( e.g. IFPL are almost 100%

reliant on own solar energy generation)• Already compliant with waste regulations but want to improve

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