1.
QUALITY
ORIENTATION
ACMT, INC.
COMPANY PRIVATE
1

2.
• Vision
• Mission
• ACMT, Inc.- Who we are
• FAA Repair Station
• Quality-What is it?
• ACMT’s Customers’ View of Quality
• ACMT’s Quality Operating System
• ACMT Training Requirements
• ACMT’s Zero Defect Culture
• Quality-How do we achieve customer
satisfaction?
• Quality Map
• Job Travelers
• ACMT’s Business Management System
• AS9100
• Quality Policy
• Continuous Improvement
• PDCA
• Root Cause
• Corrective Action
• Non-Conforming Product
• Audits
• Documents and Records
• Gages and Calibration
• Traceability
• Product Escapes
• 1-10-100 Rule
• What are the causes and effects of Poor
Quality?
• Human Factors
• FOD-Foreign Object Debris
• Cost of Poor Quality Video
2
Table of Contents

3.
ACMT, INC. VISION:
3
We are committed to a level of performance that consistently exceeds
our customers’ expectations through leadership which cultivates a
progressive thinking and empowered workforce who strive to
continuously improve.

4.
ACMT, INC. MISSION:
4
Striving to enable our customers to win more business through a
comprehensive effort to achieve excellence in:
Quality
On-Time Delivery (OTD)
Cost
Responsiveness

5.
ACMT, INC.
WHO WE ARE
5

6.
6
An FAA repair station certification is for organizations that inspect,
repair, replace or overhaul aviation articles including airframes,
propellers and radios among others
The FAA requires that air carriers and their contractors fully comply
with federal regulations
The FAA both inspects and audits us; it’s a legal requirement
ACMT, Inc. is an FAA Repair Station

7.
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Quality…
What is it?

8.
8
Quality…
is about our
CUSTOMERS

9.
9
How our customers view QUALITY…

10.
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Quality is…
1. A holistic approach to long-term
success that views continuous
improvement in all aspects of an
organization as a process and not as
a short-term goal.
2. It is defined by our customers and
stakeholders; internal and external.

11.
11
ACMT’s Quality Operating
System:
1. rises above focusing on
product quality only,
2. involves everyone in the
organization, and
3. Involves every function.
What does this
look like?

12.
ACMT’S
QUALITY
OPERATING
SYSTEM
12

13.
ACMT’S QUALITY
OPERATING SYSTEM
• Commitment and direct
involvement of highest-
level executives in
setting quality goals
and policies, allocation
of resources, and
monitoring of results
13

14.
ACMT’S QUALITY
OPERATING SYSTEM
• Realization that
transforming an
organization means
fundamental changes in
basic beliefs and
practices and that this
transformation is
everyone’s
responsibility
14

15.
ACMT’S QUALITY
OPERATING SYSTEM
• Building quality into
processes and products
right from the initial
planning
15

16.
ACMT’S QUALITY
OPERATING SYSTEM
• Understanding the
changing needs of our
customers and satisfying
them in a cost-effective
manner
16

17.
ACMT’S QUALITY
OPERATING SYSTEM
• Instituting leadership in
lieu of “supervision” so
that every individual
performs in the best
possible manner,
everyday, to improve
quality and
productivity, thereby
continually reducing
total cost and
increasing customer
satisfaction
17

18.
ACMT’S QUALITY
OPERATING SYSTEM
• Eliminating silos so that
people work together in
teams to achieve
common objectives
18

19.
ACMT’S QUALITY
OPERATING SYSTEM
• Instituting flexible
programs for training
and education and
providing meaningful
measures of
performance that guide
the self-improvement
efforts of everyone
involved
19

20.
ACMT Training Requirements
The following trainings are required for all Quality employees and will be
provided as-needed for other ACMT employees:
New Hire Quality Orientation 2 Hours
Intro to Blue Print Reading 8 Hours
Geometric Dimensioning & Tolerancing (GD&T) 8 Hours
Basics of Metrology 4 Hours
Fundamentals of Mathematics 4 Hours
*All trainings to be completed within 6 months of hire 20

21.
ZERO
DEFECT
CULTURE
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ZERO DEFECT CULTURE:
The right part
The right time
The right place
The right cost
Ultimate Goal: Customer Satisfaction!

22.
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How do we
ensure we
continuously
achieve
customer
satisfaction?

23.
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ACMT’s Quality Operating System
C
U
S
T
O
M
E
R
C
U
S
T
O
M
E
R

24.
JOB TRAVELERS
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Job Travelers provide shop
personnel with the
specifications needed to
perform the job.
Typically they are printed
at the time of job release
and “travel” with the job
as it progresses through
the shop
You MUST adhere to the
work instructions on the
job travelers; our work
requires adherence to
customer standards and
cannot be changed without
proper documentation and
review
Travelers MUST
be signed and/or
stamped in real
time

25.
JOB
TRAVELERS
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IF YOU RECEIVE AN
INCOMPLETE
TRAVELER OR IMS
YOU MUST STOP
AND RETURN IT TO
THE SUPERVISOR
RESPONSIBLE
IF YOU HAVE
ANY
QUESTIONS,
ASK YOUR
SUPERVISOR!
THIS IS A
CONDITION OF
EMPLOYMENT

26.
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ACMT’s
Business
Management
System

27.
AS9100
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28.
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What is AS9100 ?
•Standard including requirements
for implementing a successful
Business Management System
(BMS)
Modified from ISO9001:2015
specifically for aerospace
companies

29.
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Requirements of AS9100
•Section 1-3
Introductory
Section 4
Context of the
Organization
Includes scope of
the BMS
Section 5
Leadership
• Focuses on
commitment to
customers and
improving
customer
satisfaction
•Section 6
Planning
•Sets quality
objectives for
improvement and
plan for changes

30.
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Requirements of AS9100
•Section 7
Support
Resources i.e. human
resources,
infrastructure,
competence,
communication, and
documented
information
Section 8
Operation
Processes that
identify the
requirements to
create, preserve,
and deliver
products and
services
•Section 9
Performance
Evaluation
•Requires evaluation of
performance;
including internal
audits and
management reviews
Section 10
Improvement
Pertains to
continual
improvement
and corrective
actions

31.
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AS9100 What are the
benefits?

32.
AS9100 BENEFITS
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Improved customer satisfaction leads to more repeat and new customers
•Improved decision making: involving top management and basing
decisions on data leads to better allocation of resources resulting in lower
costs
Better efficiency results from using an overall systemic view of how
processes interact, and making necessary improvements

33.
AS9100 BENEFITS
33
Employee engagement improves as employees have a clear, well-
understood focus for their work; increasing customer satisfaction and
improving systems and processes which leads to improvement in
employee morale and workplace satisfaction
Better relationships and partnerships with suppliers
Improvement is part of our daily business, making the BMS incrementally
better over time through Continual Improvement (CI)

34.
ACMT, INC.
QUALITY
POLICY
*REVISED 1/15/19
34
Consistently meeting customer
requirements
Always providing our customers
with the best product and
services available
Continually improving the
Business Management System
and the products and services
we provide to our customers
Adhering to all customer
requirements, as well as those
defined in the International
Standard

35.
ACMT, INC. QUALITY POLICY
35
ACMT, Inc. ‘s Quality
Policy is located on the
back of your badge. You
do not need to
memorize the Quality
Policy
However…
You DO NEED to
remember that the
policy highlights two
key factors:
Customer
Satisfaction and
Continuous
Improvement
Remember:
Quality is
everyone’s job!

36.
CONTINUOUS
IMPROVEMENT
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37.
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Continuous Improvement means
making the Business Management
System incrementally better over
time.
When this happens, we can have
the entire workforce involved in
finding ways to make our
processes better, less costly, more
efficient and better satisfy our
customers.

38.
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How do we achieve
Continuous
Improvement?
 Define problem
 Measure current state
 Analyze data
 Implement improvement
 Check for effectiveness

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Whether it’s referred to as DMAIC, 8D, A3, or other terms, it all revolves around:

40.
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Root Cause

41.
TOOLS TO FIND ROOT CAUSE
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Fault Tree Analysis
Fishbone Diagram 5Why

42.
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Corrective Action

43.
Corrective action is implemented after a non-conformance
has occurred in the BMS and we have decided that there is a need
to eliminate the root cause so that it does not recur.
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44.
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Corrective Action
Containment
Correction
Review the non-
conformity to
find root cause
Implement
action to correct
root cause
Review that
corrective
actions were
effective
Make any
necessary
updates to BMS

45.
NON-
CONFORMING
PRODUCT
Any item, part or product with one or
more characteristics which depart from
the requirements in the specification,
safety, legality, regularity & quality or
other approved product description.
45

46.
NON-
CONFORMING
PRODUCT
It is everybody’s
responsibility to manage a
non-conforming product
appropriately:
46
All non-conforming products must be
CORRECTLY IDENTIFIED and COMPLETELY SEGREGATED

47.
AUDITS
Becoming certified and maintaining
certification to the AS9100 standard
requires two types of auditing:
1.Internal
2.External
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48.
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Internal Audits
Audits by internal or
contracted staff that are
specifically trained to the
AS9100 standard and
internal procedures and
requirements
Internal Auditing is key to
understanding compliance of
the company to the
requirements of the AS9100
standard
Requires review and
assessment to verify that the
current quality system is
effective – and if not, to
correct and prevent any
identified issues
External Audits
Audits by an external
certification body,
registrars, customers,
interested parties, and
regulatory bodies
All employees will
need to speak
competently to
auditors about their
process

49.
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Documents and Records

50.
A controlled document consists of any information we use to run our company.
Since some documents are planning material, they are subject to change as we
obtain more information and compare those informational or data records to
our original plan.
Common examples of CONTROLLED documents:
• The Quality Policy
• Organization Charts
• Internal Audit Schedules
• The Approved Supplier List
• Customer Requirements
50

51.
A record consists of any resulting data we collect during the operation of our
business processes. Records are documented facts and cannot be changed.
Records are a critical output of any process/procedure or work instruction. They
form the basis of our process health, awareness, communications, audit
material, and process improvement initiatives.
Common examples of records:
• Signed Travelers
• Proof of Trainings
• Test Results
• Accepted Signed Contracts
• Calibration Records
51

52.
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Documents
Created for the purpose of
planning; what needs to be
done.
•Documents CAN change.
Records
Captures, records and stores
data resulting from a
process’/procedure’s or work
instruction’s outputs.
Records CANNOT be changed.

53.
Document Control
• Documents are created as a part of
a planning process
• Documents need to be reviewed
and updated to ensure accurate
content and any changes need to
be communicated
• Documents need to be:
 Reviewed
 Approved
 Legible
 Up-to-date
 Communicated
 Readily available
Record Control
• Records are the output of planning
documents
• Records are data, so the
requirements for records are
different
• Records need to be:
 Identifiable (labeled)
 Stored per requirements
 Protected (uncorrupted)
 Easily Retrievable
 Retained (backed-up)
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54.
Outcome Individual Fine Individual Imprisonment Company
Fine
Part Installed $500,000 15 years $10,000,000
Cause of Injury $1,000,000 20 years $20, 000,000
Cause of Death $1,000,000 LIFE $20,000,000
Other Individual Fine 10 years $10,000,000
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The potential consequences of Records Falsification:

55.
GAGES AND CALIBRATION
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56.
GAGES AND
CALIBRATION
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Calibration does not only mean having labels
with dates on our equipment.
All equipment with gages that measure product
realization processes must be calibrated
periodically to ensure that they are capable of
performing the job for which they are intended.
The accuracy of these measuring instruments must
be periodically checked to ensure that they are
working properly, are repeatable and
reproduceable.
All Employees are responsible for verifying that
aerospace measuring instruments that they use
are within their calibration periods.
Calibration:
Comparison of a
measurement standard or
instrument of known
accuracy with reference
standard or instrument to
detect, correlate, report, or
eliminate by adjustment any
variation in the accuracy of
the item being compared.

57.
AS9100
MONITORING
MEASURING
EQUIPMENT
CONTROL
PROCEDURE
DEFINITIONS
57
Calibration
Comparison of a
measurement standard or
instrument of known
accuracy with reference
standard or instrument to
detect, correlate, report, or
eliminate by adjustment any
variation in the accuracy of
the item being compared.
Calibration Period
Period during which a
certified calibration is
valid (e.g., if measuring
equipment is calibrated
in March, 2006, and
certification expires in
September, 2006, the
calibration period is six
(6) months).

58.
AS9100
MONITORING
MEASURING
EQUIPMENT
CONTROL
PROCEDURE
DEFINITIONS
58
Monitoring and
Measuring Equipment
Devices used to collect data
and measure, gauge, test,
inspect, or otherwise examine
items to determine their
compliance with specifications.
Monitoring
Routine measurement or
observation of monitoring/
measuring equipment, to
check its functionality.

59.
AS9100
MONITORING
MEASURING
EQUIPMENT
CONTROL
PROCEDURE
DEFINITIONS
59
Reference Standard
Standard of the highest order of accuracy in a
calibration system, establishing basic accuracy
values for that system. A reference standard is
typically traceable to a recognized standards body,
such as NIST (the U.S. National Institute of
Standards and Technology).

60.
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Outside
source

61.
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Inside Source

62.
FARO ARM
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63.
FIXTURE
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64.
RUBBER
COMPOUND
Consumables have a shelf-life
expiration date and are part of
the calibration system
64

65.
FURNACE
• Some tools/machines
require multiple
calibration systems
• All must be calibrated
and functioning
simultaneously in
order to use
tool/machine
65

66.
HEIGHT
STAND
• Dial Indicator and
Height Stand both
require calibration
66

67.
DEGAS
OVEN
• Sometimes calibration
stickers are not easily
visible
67

68.
TRACEABILITY IS:
• The ability to trace everything that has
happened to a product back to its raw material
• Being able to quickly identify problems in the
external and internal supply chain and take
corrective action to ensure the long term
success of aerospace manufacturing programs
• Suppliers’ ability to trace all components of a
suspect or failing part back to its origin. To do
this, and ultimately hold suppliers accountable
for providing reliable products, they must have
the ancestry of those components on file
68

69.
PRODUCT
ESCAPE
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WHAT IS A PRODUCT
ESCAPE?
Any product released by an internal
or external supplier that is
subsequently determined to be
nonconforming to contract and/or
product specification requirements
When a defect occurs and the BMS
doesn’t prevent it from moving on
to the customer, then it becomes
an Escape

70.
IMPACT OF
PRODUCT
ESCAPES
70
CUSTOMER SAFETY
Delays in deliveries
Increased cost
Damage to reputation/customer
satisfaction

71.
1-10-100 RULE
Prevention Cost:
Preventing an error at
planning stage costs a factor
of 1
Correction Cost:
Correcting an error within
BMS costs a factor of 10
Escape Cost:
Escaping a product to a
customer can cost a factor of
100 or MUCH MORE
71
Escape Cost

72.
CAUSES AND EFFECTS OF POOR
QUALITY
72

73.
HUMAN FACTORS
AS9110 defines “Human
Factors” as “The study of how
humans behave physically
and psychologically in relation
to particular environments,
products or services and the
potential effect on product
safety...”
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74.
EXAMPLES OF HUMAN FACTORS
Physical fitness
Physiological characteristics
Personality
Stress
Fatigue
Distraction
Communication
Attitude
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75.
HUMAN
FACTORS
75
The bottom line:
Be aware of the
factors outside of
work that can impact
your performance
You personally have
an impact on the
quality of our product

76.
FOD
FOREIGN
OBJECT
DEBRIS
76
Any object, particle,
substance, debris or agent
that is not where it is
supposed to be

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Examples of FOD :
Tools, parts and loose hardware
Building materials
Paper, paper clips, pens, coins and badges
Trash, food wrappers and beverage containers
Rocks, sand and loose vegetation
Hats, rags and gloves
FOD
FOREIGN
OBJECT
DEBRIS

78.
FOD
FOREIGN
OBJECT
DEBRIS
78
FOD can cause damage to our
product and can threaten your
safety and the safety of
others: It is imperative to keep
your workspace clean!

79.
1. Continual Improvement
2. Process Approach
3. System Approach
4. Customer Focus
5. Mutually Beneficial Supplier
Relationship
6. Factual Approach to Decision
Making
7. Involvement of People
8. Leadership
THE COST OF POOR QUALITY
79
The 8 principles to establish an integrated Business Management System for achieving
organizational performance are:

80.
Today we learned about:
• ACMT’s mission and vision
• ACMT’s Quality Operating
System
• How ACMT achieves
customer satisfaction and
• How ACMT uses Quality to
operate
• The causes, effects, and
costs of poor quality
80
Quality is Everyone’s Responsibility!

81.
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ACMT Video: https://acmt.aero/
UTAS Video: https://www.youtube.com/watch?v=vFW9feQj1GY
ASQ Quality: https://www.youtube.com/watch?v=lPbFVzs3syQ&t=22s