Quality Management System Quality Management System in AISin AIS
IImplementation Experience mplementation Experience of ISO Standard of ISO Standard
Presented byPresented byKatarina NEUSCHLOVA
Letove prevadzkove sluzby Slovenskej republiky, s. p.Aeronautical Information Services
Experience of the S. R. AIS in achieving ISO 9001 certification
• QMS Framework
• Management involvement
• HR involvement
• Implementation steps
• Implications
• Benefits
OVERVIEWOVERVIEW
• ICAO Annex 15 Requirements
Basic guidelines - ISO 9000 series
• Eurocontrol
EATMP AIST agreed to use ISO 9000 as the basis for QA activities and to achieve certification to ISO 9001 by 2003
• LPS SR, š. p. / AIS
(ANS provider of the Slovak Republic)
WHY QMS in AIS?WHY QMS in AIS?
Implementation of QMS in LPS SR, š.p. includes 4 main activities:
Air Traffic Services Aeronautical Telecommunications
and systems support for ATS Aviation SAR
Aeronautical Information ServicesAeronautical Information Services
SCOPE of QMSSCOPE of QMS
Implementation of QMS in AIS includes all AIS functions:
• “Regulated” Processes- production and publication of IAIP
(PUB and NOF)
- international ex-change and provision of AI (NOF and DIST)
• “Non Regulated” Processes- national aeronautical publications
(PUB and DIST)
- ICAO Sales Agent (DIST)
QMS of AISQMS of AIS
• Top Management decision - commitment to develop and implement QMS
(2000 Q1)
• ISO 9001: 2000 - QMS model selected
• Consultant services - the contract
(19 APR 2000)
• Initial Analysis - current situation in the company vs. ISO
(31 AUG 2000)
MANAGEMENT DECISIONMANAGEMENT DECISION
• CEO
• Appointed by CEO: - The Management Representative for Q
- The Quality Board- The Quality Manager
( MAY 2001)
• Quality Manager- reports to the Management Representative
( MAY 2001)
• Project Team
RESPONSIBILITIESRESPONSIBILITIES
IMPLEMENTATION TEAMIMPLEMENTATION TEAM
Human efforts - the major resource required
• Project team Implementation along side day to day activity Volunteers - selected from staff involved A range of disciplines/main activities Motivation and skills development• Internal Auditors (IA)• AIS - 2 representatives
IMPLEMENTATION STEPSIMPLEMENTATION STEPS
• Project Plan (APR 2000 - DEC 2001)
• Training of personnel
• Documentation
• System implementation
• Internal audits and improvement
• Certification to ISO 9001
• Introductory training on ISO 9000
• Familiarisation of the employees with ISO 9001: 2000 (OCT- NOV 2000)
• Training of the Internal Auditors (MAY and SEP
2000)
• Workshops for AIS provided by EUROCONTROL (1999 - 2001)
STAFF TRAININGSTAFF TRAINING
DOCUMENTATION STRUCTUREDOCUMENTATION STRUCTURE
•To review and produce (since FEB 2001)
STANDARD - ISO 9001:2000
QUALITY MANUALPolicy, organisation,responsibilities, outline of QS
PROCEDURES
INSTRUCTIONS
FORMS
Practices, responsibilities,interfaces
Detailed instructionson how to carry out specific tasks
Qualityrecords
QMS DOCUMENTATIONQMS DOCUMENTATION
• AIS Quality manual
Operational directive for AISOperational procedures for each Dept. (EUROCONTROL OPADD, ADP, SDP)Qualification requirements
• QS documentationQuality ManualDocumentation ControlQMS ScopeIA and corrective & preventive actionsOperational directives for the main activities/processes
Regulation on submission of AI for publication by AIS, etc.
INTERNAL AUDITSINTERNAL AUDITS
• QMS to be implemented at least 3 months before the certification audit
(SEP 2001) • Internal audits - planned, organised and
carried out (15 -26 OCT 2001)
• Management review - followed by corrective actions
(5 - 9 NOV 2001)
CERTIFICATIONCERTIFICATION• Pre-assessment audit (12 -16 NOV 2001)
• Certification audit - conducted by the accredited body
(10 -14 DEC 2001)
• The Certificates of LPS SR, š.p.- valid for 3 years (continual improvement)
(DEC 2004)
AIS AIS ATS, Telecommunications, SAR (mission)
COSTSCOSTS
External Costs Consultancy Training Assessment and Certification
Internal Costs Writing manuals and procedures Design of forms and records Internal auditing
BENEFITSBENEFITS• ICAO compliance
• Consistent quality of AIS output
• Improved management and planning
• Improved visibility of work processes and competencies
• Documented procedures
• Opportunity to identify problems and formalise change
• Less wasted effort/resources
• Staff qualification improved
USERS PERCEPTIONUSERS PERCEPTION
• Improved status of AIS
• Customer oriented
• Improved communication
• Increased efficiency
• Consistent quality of AIS output
• Marketing asset
SUMMARYSUMMARY
• QMS in AIS (within the mother-company)
- model- scope- responsibilities
• Implementation steps• Implications and • Benefits
CONCLUSIONSCONCLUSIONS
QMS implementation - mandatory for AIS ISO 9001 : 2000 - Model for Good
Management Applicable to any organisation - ANS/AIS Customer focussed - users requirements
met Investment for the future