Quality Manual Aerospace Division. To become our customer s preferred partner.

Transcription

1 > Quality Manual Aerospace Division To become our customer s preferred partner

2 MANAGEMENT COMMITMENT In an extremely competitive economic environment, our future depends on combining our commitment to customer satisfaction with growth, confidence and competitiveness. All of us at the Aerospace Division are determined to meet this challenge and become the preferred partner to all our customers. To do this, we must listen to their requirements and respond to them with creativity, flexibility and agility, adapting our products and practices as needed. We must not only manage our processes, but improve them: that is the goal of the Customer Commitment continuous improvement programme and of a whole series of other supporting measures at the local, individual and corporate levels. This is a challenge that affects the entire Division, and it cannot be met without the full participation of each and every one of us. Meeting our objectives depends in large part on individual motivation and an awareness of our specific roles. We are now mobilising to implement our Division Management System. This Quality Manual describes our Quality and Environment policies, and the organisation, practices and principles needed to successfully align the management of the Aerospace Division with the Thales Group's core values. The Division Management System is a coherent whole encompassing customer requirements and expectations, legal and regulatory considerations, and the tools and methods we use to comply with those requirements. I am confident that all Division employees will assume "ownership" of our Quality Management System and that, by implementing it together, we will achieve our ambitious goals. François Quentin Senior Vice President 2

3 CONTENTS Core businesses Organisation and facilities Markets and technologies Quality management system Comprehensive security management system pages Reference System Management principles Programme and product quality The Quality organisation Conformity to standards External certifications Purpose The purpose of this Quality manual is to present the Thales Group Aerospace Division, its organisation and Quality management system. Scope This manual is applicable to the entire Division, its companies and units. Updating and distribution This manual is updated each time there is a significant change by the Quality and Continuous Improvement Department. It is freely distributed by that department to government entities, customers, company personnel and all other interested parties. Christian Bernard Director of Quality and Continuous Improvement François Quentin Senior Vice President, Aerospace Division 3

4 CORE BUSINESSES As a partner on some of the world s greatest aerospace successes, the Thales Group s Aerospace Division supplies civil and military customers with a full range of innovative equipment, subsystems, systems and value-added services. YEAR 2004 REVENUES 2,1 billion d euros NUMBER OF EMPLOYEES 13,000 For military platforms, The Division supplies all the critical capabilities needed to achieve air superiority during combat, surveillance and intelligence missions. The Division's avionics offering provides all the intelligence needed on board and on the ground, and performs all the key flight control, navigation, communication and surveillance functions. Its products include cockpit electronics, utilities equipment, and in-flight entertainment systems. The Division's military products fall into four categories: cockpit electronics, onboard radar, electronic warfare, and mission and UAV systems. In addition, the Division provides innovative, seamless through-life support services, as well as on-site and logistical support. In accomplishing all of these missions, the Division draws on a solid platform of technologies, leveraging synergies between civil and military applications. 4

5 ORGANISATION AND FACILITIES The Aerospace Division comprises: Business Lines (BL), each of which is responsible for an entire core business at the international level, and is divided into Business Units (BU) at country level. Technical Business Units (TBU), whose role is to develop a specific area of technical, technological and industrial expertise and capabilities. Central functional departments reporting directly to Division management. Country organisations in countries in which the Division has a major presence. Aerospace Division Senior Vice President Human Resources Research, Technology & Engineering Finance & Control Strategy Administration & Legal Affairs Communications General Manager Countries Coordination Business Lines Management Operations Countries Business Lines Technical Business Units Export Market Coordination Export Marketing & Sales France Defence Domestic Marketing Sales France Domestic & Export Marketing / Sales UK Business Development Bid and Proposa United Kingdom ACSS (JV) Canada USA Germany DIEHL Avionik Systeme GmbH (JV ) Asia / Pacific Mission Airborne Solutions ISTAR Systems Electronic Combat Solutions Aerospace Military Equipment Commercial Aircraft Solutions Helicopter Solutions Airborne Computer Solutions Cockpit & Display Systems Electronic Warfare Solutions Airborne Radar Avionics & Mission Systems In-Flight Entertainment Supply Chain & IS Industrial Operations Information System Central Procurement Offset Management Vice President, within Operations Direction France Avionics Services Worldwide Instruments Programmes Control Military Customers Services Navigation Quality & Improvement Processes Electrical Systems Defence Manufacturing Unit Fr Microelectronics / MESL Operations Microelectronics / MESL Defence Design & Technology Fr Computers Center of Excellence Computers Operations UK 5

6 MARKETS Business Lines The BLs are the Division s core management structures and have worldwide responsibility for market segments, products and services. Each BL is made up of Business Units in each country, organised by types of systems, equipment and services. The BLs define strategy for one or more countries and organise business development efforts. They manage Request For Proposals (RFPs), control investment decisions, define product policy and how it is implemented with the customer, and promote synergies. Mission Airborne Solutions Integrator and prime contractor for onboard mission systems, the Mission Airborne Solutions (MAS) BL is involved in the development of intelligence and surveillance aircraft. Its objective is to develop Thales business in onboard mission systems for combat aircraft, special-mission aircraft, helicopters and Unmanned Airborne Vehicle (UAV) Systems. Microelectronics/MESL The Microelectronics/MESL BL engineers, manufactures and markets active microwave modules, hybrid modules, complex circuit boards, and subassemblies incorporating these elements, as well as ferrites (power components), in small to medium volumes. It also designs the associated test benches. ISTAR Systems Drawing on its experience with the British army s Watchkeeper UAV programme, Intelligence, Surveillance, Target, Acquisition and Reconnaissance (ISTAR) Systems addresses the current and future challenges facing UAV systems. Its other basic role is to develop network-centric capabilities. Electronic Combat Solutions The role of the Electronic Combat Solutions (ECS) BL is to promote and sell radar and electronic warfare systems and equipment for all naval and air combat platforms. The BL also offers combat aircraft upgrade solutions. Aerospace Military Equipment AME develops specific military avionic solutions for combat, transport and training aircraft. Commercial Aircraft Solutions The Commercial Aircraft Solutions (CAS) BL offers competitive product and system solutions for cockpits and passenger cabins (including in-flight entertainment) on commercial, regional and business aircraft. Helicopter Solutions Leveraging the Aerospace Division s experience in both civil and military technologies, Helicopter Solutions acts as prime contractor, systems integrator and supplier of systems, subsystems and equipment for helicopters. Its offering includes user interfaces (helmetmounted LCD and head-up display systems and instruments), navigation, communications, computers, self-protection systems and surveillance radar. Avionics Services Worldwide ASW provides an extensive range of services and support for civil avionics and in-flight entertainment (IFE) systems. Services include repair, part replacement, logistics support, ABTH (Avionics By The Hour) and turnkey maintenance contracts. ASW s main objective is to guarantee customer satisfaction by providing competitive, effective support tailored to the needs of it diverse customer base. Military Customers Services The role of the Military Customer Services (MCS) BL is to ensure the highest possible levels of availability of customers' equipment and systems. In addition to developing its customer services business, MCS is working to improve its positioning on third-party maintenance contracts. Electrical Systems The Electrical Systems BL designs, develops and manufacturers electrical power generation and conversion systems and equipment for aircraft and missiles. An electrical conversion system developed by Thales has been selected to equip the future Boeing 787. Computers The Computers BL provides Thales with specialised expertise in the area of signal and data processing, drawing extensively on commercial technologies to develop its high-performance products. 6

7 TECHNOLOGIES Technical Business Units The role of each TBU is to develop a specific area of technical, technological or industrial expertise, and to deliver competitively priced products within an agreed timeframe and in full compliance with quality specifications. The TBUs are organised on a worldwide basis into product lines and centres of excellence, and coordinate their work with that of the other Thales divisions. Airborne Computer Solutions ACS designs, manufactures and integrates data processing platforms, mainly for the Commercial Aircraft Solutions, Avionics Services Worldwide, Helicopter Solutions and Avionics for Military Aircraft BLs. Cockpit & Display Systems CDS designs and manufactures civil and military cockpit equipment and systems. For example, the unit supplies all of the display screens for Airbus cockpits and Dassault Aviation combat aircraft. Electronic Warfare Solutions The EWS BL supports all the Division s BLs, developing and manufacturing electronic warfare systems and equipment for airborne, land, naval and space applications, including the SPECTRA and IMEWS systems, as well as self-protection systems for combat aircraft, the ASTAC pod, intelligence systems for SIGINT aircraft, and self-defence systems for the Horizon frigates and other warships. Airborne Radar The Airborne Radar TBU supports the Division s BLs by developing, manufacturing and supporting nose radars (RBE2, RBE2 active array antenna, RDY, RC400) for combat aircraft, as well as airborne surveillance radars (Searchwater and Ocean Master). Avionics & Mission Systems Drawing on extensive expertise in command and control systems, the Avionics & Mission Systems TBU (AMS) develops, integrates and certifies onboard systems, products and software for the Division s major civil and military programmes. In-Flight Entertainment The In-Flight Entertainment TBU (IFE) designs and manufactures in-flight entertainment systems (the TopSeries line) for airline passenger entertainment and telecommunications. It is also developing TopSeries executive, a passenger cabin management system for regional and business aircraft. Instruments The Instruments TBU specialises in flight instrumentation, with product lines including electromagnetic and flat-screen instruments with or without integrated sensors, pressure sensors, transmitters, graphical displays and control systems. Navigation The Navigation TBU develops and manufactures integrated navigation systems, inertial navigation units, radio navigation receivers (GPS, Egnos, Galileo), air speed indicators, power supply units, navigation computers for civil and military aircraft, helicopters, missiles, UAV systems and launchers, as well as low-voltage power supply systems for the other TBUs. Operations UK The Operations UK TBU develops equipment and systems for ground-based radar, surveillance radar, naval and airborne electronic warfare applications, including the Watchkeeper programme. It is responsible for supply chain management, system engineering and software engineering. Defence Manufacturing Unit fr The Defence Manufacturing Unit TBU (DMU) is in charge of series production of airborne radars, electronic warfare equipment, onboard military computers and missile electronics for proximity fuzes and seekers. Its design office contributes to physical prototype and hardware developments. Defence Design & Technology fr The Defence Design & Technology TBU (DD&T) develops driver/receivers, pointing systems and power supply units for radars (combat aircraft and maritime patrol aircraft), electronic warfare receivers and jammers, microwave reception subsystems for missile seekers, mission computers for combat aircraft, and high-power transmitters for surface radars. 7

8 QUALITY MANAGEMENT SYSTEM To achieve its objectives, the Aerospace Division has developed a Quality Management System based upon: Division policy the Reference System the Customer Commitment continuous improvement programme. This system is aligned with the Thales Group code of ethics, legal and regulatory requirements and is consistent with the Division s health, safety and environment policies. Growth and competitiveness Customer satisfaction PROGRAMME Reference Q U A L I T Y System P O L I C Y Building a winning team In line with Thales Group core values, the Aerospace Division s policy has three main axes: Satisfied Customers: Listening to customers and acting on their demands with optimum responsiveness, each employee is focused on meeting the Division's commitments with respect to delivery times, quality of products and services, and service availability. Growth and competitiveness: The Division strives to meet the objectives set by the Thales Group by developing its order bookings and working to increase its competitiveness and capacity for innovation. Building a winning team: The personal involvement and ongoing professional development of each employee is key to our success. 8

9 DIVISION AERONAUTIQUE COMPREHENSIVE SECURITY MANAGEMENT SYSTEM Compliance with current laws and regulations governing health, safety, security and the environment (at the European, national, local, and Group levels) is a basic value for the Thales Aerospace Division. The Division s health, safety and environment policy is based on the concept of comprehensive security for improved efficiency and effectiveness. This policy covers four basic categories: Safety and working conditions Environment Industrial and defence security Information system security The Aerospace Division is committed to continuous improvement in all aspects of comprehensive security and has introduced a risk prevention programme and defined priority areas of focus for further improvement. The Security and Compliance Department is charged with implementing this policy through a directive included in the Reference System. The Security Level Evaluation Guide is used to determine the appropriate action plans. Operational staff incorporate these action plans into the budgeting process and provide Division management with regular progress reports. 9

10 REFERENCE SYSTEM The Reference System comprises three types of process: operational processes, co-ordindated with project and programme milestones, and conducted to provide customers with the products, systems and services that meet their requirements. management processes, including all the activities required for managing the company, its resources and processes, and conducted in support of the operational processes. Governance and Organization GOV Strategy Target Setting & Major & Investments Budgeting LSS SMI SBP QCI Risks Management & Security MANAGEMENT expertise processes, making up the toolbox of methods and tools needed to implement the operational processes. Entreprise ENT Resources RES Quality Communication Resources Estate Systems ing Finance Human Real Information Purchas- & Continuous Improvement COM FIN HRM FAC ITS PUR Manage Customer Account (MCA) O P E R A T I O N S Bid/No Bid Decision to invest Contract into force Decision to launch In service Date System Engineering SYS Methodology and Expertise relevant for each Business Software Engineering Hardware Engineering Config. Management Manufacturing SWE HWE CMT MAN Common & Shared Data Bases Logistics LOG EXPERTISE 10

11 The Reference System consists of the Quality Manual, organisation memos and, for each process: a description aligned to the Thales Group Reference System, detailing the purposes of the process, its players and their responsibilities, and the applicable directives. procedures, describing activities, sequencing, inputs, outputs, and players roles and responsibilities guides, detailing how to conduct an activity and the procedures to be used. Certain guides and procedures relating to specific areas of expertise are only applied locally; the others are applied throughout the Division. a document defining the management of the process, measures and tailoring procedures. Process Documentation ow» Quality records Principles Standard guidelines Directives Procedures Functional system QM MOP MOE Enterprise Organization Chart Unit Organization Chart Profession sheets Organizational system Appointment memos The Reference System is managed and distributed by the Quality and Continuous Improvement Department and is issued on the company intranet. To ensure efficient management, Document ID Sheets (DIS) are used to define document management procedures and assist drafting. The Reference System applies to all the Division s projects, programmes and activities. Best practices developed by operational staff are systematically added to the Baseline. 11

12 MANAGEMENT PRINCIPLES Plan «Strong commitment from Management» The management processes define strategic objectives and the action plans required to meet them. Each management process and operational process is the responsibility of: an owner, a member of the Division s Management Committee in charge of defining strategic objectives for the process and managing the action needed to achieve them a leader, responsible for deploying and improving best practice. The Quality and Continuous Improvement Department has overall responsibility for process management. PLAN P A Improvement «Customer Commitment Programme» Continuous improvement is an integral part of the Thales Group Customer Commitment programme, combining all the actions designed to raise Group efficiency in achieving its objectives, particularly customer satisfaction. It is based on a platform of customer and process-related improvement projects, which are managed as programmes (manager, schedule, scorecard) and monitored by the Quality and Continuous Improvement Department. Outputs from these Projects are incorporated in the Reference System. ACT This top down approach is complemented by a bottom up approach: the TopLink project encourages all staff to suggest improvements; the best ideas are rewarded and adopted as best practice. 12

13 Deployment «Quality, an everyday reflex» DO Managers, supported by members of the Quality and Continuous Improvement Department, are responsible for deploying best practice in their teams. To assist them, process leaders may define deployment plans that comprise communication, training and coaching. Process leaders also ensure that best practice as implemented is recorded, validated and incorporated in the Reference System. The cornerstone of successful deployment is the everyday involvement of each and every Division employee. D C Launch Management of Improvement Projects Project sheet Scope Project Scope document Dashboard Design in case of reengineering Pilots CHECK Implementation Closure sheet Measure «Non-conformities are opportunities for improvement» Various means are used to detect and measure the effective deployment of Reference System practices: surveys, audits and CMMI assessments conducted in-house, by outside bodies and customers, scorecards, checklists, and observations of best practice in programmes, etc. Based on the results of each metric, an analysis is made to see whether corrective action or improvement is needed and who should take charge of implementation (process leader, entity, programme team), or whether a new improvement project needs to be added to the Customer Commitment programme. Each action is recorded on a follow-up sheet. 13

14 SR SRR PCA FCA PDR VR SQR CDR TRR Articles AEROSPACE DIVISION PROGRAMME AND PRODUCT QUALITY Programme and product quality Programme life cycle quality assurance is achieved by passing milestone reviews agreed with the customer, thereby ensuring transparency on programme progress. Programme life cycle Identify and develop opportunities Bid strategy Clarify and promote the offer Negotiation and award Prepare the execution of the contract Decision to launch Kick Off meeting Management & Planning Launch review Shipping/delivery reviews Management Ending review Programme ending Progress reviews Record of contractual milestone Acceptance Production planning Similarly, milestone reviews during the product life cycle are opportunities for checking that activities have been conducted in conformity with the internal programme baseline and that the products meet customer specifications as well as legal and regulatory requirements. Product Life Cycle Orientation review Requirements review Design review PCA TRR FCA OR SRR SDR PDR CDR QR Qualification review Acceptance review Orientation Concept design Demonstration and proof of concept Development Amont Production and deployment Operational Retrait support de service Withdrawal Amont Functional Baseline Development Baseline PRR Production readiness review Production Installation review SR SRR PDR CDR PCA FCA VR SQR TRR Articles Adjustments to the programme or product life cycles are made at programme kick-off and recorded in the management plan and related plans. 14

15 THE QUALITY ORGANISATION Division management is responsible for the proper operation of the Quality Management System and continuous improvement, appointing a Director of Quality and Continuous Improvement to ensure that the system is implemented. The Director of Quality and Continuous Improvement works with: the corporate Quality department, which is in charge of leading process management, updating the Reference System, operating the metrics system, particularly external assessments (ISO, civil aviation, CMMI, etc.) and leading continuous improvement Operational Quality departments within the Division s entities. In this way, the quality function is incorporated in each activity and guarantees that products and services meet customer requirements. Operational quality organisation structure and resources An experienced quality assurance engineer, working independently from other programme staff, is appointed for each programme. Quality Assurance planning The programme quality plan defines the programme s quality baseline. It is based on customer requirements and includes all the necessary quality assurance measures. Management of Quality Assurance Activities The programme quality assurance engineer guarantees that quality actions are implemented according to the quality plan, providing support for the staff in charge and confirming the conformity of the products delivered. Customer requirements Contract Contraints budget schedule organisation Adjustement Internal Programme Baseline Delegation/tutoring Implementation Baseline Justification Verification 15

16 CONFORMITY TO STANDARDS The following tables show the correspondence between the Reference System and ISO 9001:2000 and ISO Traceability Matrix SR/ Standards ISO 9001, EN9100, AQAP 2110 Management ENT: Enterprise GOV: Governance & Organization LSS: Risks Management & Security SMI: Strategy & Major Investments SBP: Target Setting & Budgeting QCI: Quality & Continuous Improvement COM : Communication RES : Resources FIN : Finance HRM: People Management FAC: Real Estate ITS: Information Systems PUR: Purchasing Operational process MCA: Manage Customer Account CAB: Develop & Capture Opportunities WIN: Win Bid PLP: Plan product MAP: Manage Programme DEV: Develop SMD: Source Make & Deliver PSS: Provide Services & Support Expertise process SYS: System Engineering SWE: Software Engineering HWE: Hardware Engineering MAN: Manufacturing CMT: Configuration Management LOG: Logistics SECTIONS OF ISO Outside the perimeter Outside the perimeter EN 9100 Additional elements AQAP 2110 Traceability Matrix SR/ Standard ISO Management ENT: Enterprise GOV: Governance & Organization LSS: Risks Management & Security SMI: Strategy & Major Investments SBP: Target Setting & Budgeting QCI: Quality & Continuous Improvement COM : Communication RES: Resources FIN: Finance HRM: People Management FAC: Real Estate ITS: Information Systems PUR: Purchasing Operational process MCA: Manage Customer Account CAB: Develop & Capture Opportunities (CAB) WIN: Win Bid PLP: Plan product MAP: Manage Programme DEV: Develop SMD: Source Make & Deliver PSS: Provide Services & Support Expertise process SYS: System Engineering SWE: Software Engineering HWE: Hardware Engineering MAN: Manufacturing CMT: Configuration Management LOG: Logistics SECTIONS OF ISO

17 To demonstrate to customers the Aerospace Division s ability to meet their requirements, we have obtained and maintain the following external standards: EXTERNAL CERTIFICATIONS Quality Management System ISO 9001for all entities. AQAP 2110 for Thales Avionics, Thales Airborne Systems and Thales Electrical Systems. EN 9100 for Thales Avionics, Thales Canada, Thales Electrical Systems, AS 9100 for In-Flight Entertainment. BS EN ISO 9001: 2000 and AS 9100 for the Division s UK sites from LRQA and BSI. Environment Management System ISO for Thales Airborne Systems, Thales Avionics Thales Electrical System, Thales Liquid Cockpit and for the Division s UK sites. Civil Aviation (production) EASA Part 21 subpart G for Thales Avionics, and the Division s sites in the UK. Civil Aviation (maintenance) EASA Part 145 for Thales Avionics and for Thales Electrical System from DGAC, FAR145 for Thales Avionics and Thales Electrical Systems from FAA, and EASA Part 145 for Division s UK sites from the CAA. Programme, system engineering and development management process maturity CMMI Level 3 targeted for Aircraft manufacturer approval Airbus, AgustaWestland, Boeing, Bombardier Aerospace, Dassault Aviation, Eurocopter, British Aerospace, etc. OHSAS Health and Safety Management System Certification targeted for Air freight safety Recognised freight carrier approval from DGAC for Thales Systèmes Aéroportés, Thales Avionics (CLI, Vendôme sites) and Thales Electrical Systems Glossaire AFAQ : Association Française Assurance Qualité AQAP : Allied Quality Assurance Publication (NATO) BSI : British Standards Institute CAA : Civil Aviation Authority (UK) CDR : Critical Design Review CLI : Centre Logistique International (Châtellerault) CMMI : Capability Maturity Model Integrated DGAC : Direction Générale de l'aviation Civile EASA : European Aviation Safety Agency FAA : Federal Aviation Authority (USA) FAR : Federal Aviation Regulation FCA : Functional Configuration Audit GSAC : Groupement pour la Sécurité Aviation Civile ISO : International Standards Organization LRQA : Lloyds Register Quality Assurance OR : Orientation Review PCA : Physical Configuration Audit PDR : Preliminary Design Review PRR : Production Readiness Review QR : Qualification Review SDR : System Design Review SRR : System Requirements Review TRR : Test Readiness Review Quality Manual Reference: QCI-M-DAE-001-EN/00 17

18 Thales Aerospace Division 45, rue de Villiers Neuilly-sur-Seine Cedex - France Tél.: +33 (0) Printed in France - G / Photos : Airbus Military - Airbus SAS - Boeing, Dassault Aviation/Aviaplans/F. Robineau - Elbit - Eurocopter/Gérôme Deulin - Stockbyte TM - Thales Thaes 2005 Thaes Systèmes Aéroportés reserves the right to modify the characteristics of this document without notice