HOW A FIRM APPLY STANDARD

9 OF ISO 9001:2015
PERFORMANCE EVALUATION IN THEIR
QUALITY MANAGEMENT SYSTEM.

Group : 4
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Table of content
A. Literature review
Definition of ISO 9001-2015
Performance Evaluation

B. Case study - Guess What Company ?

Business and industry description
Applying Standard 9 of iso 9001:2015
Benefits and achievements
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A. LITERATURE
REVIEW
I. INTRODUCTION
 DEFINITION OF ISO 9001-2015

Globally recognized standard for quality management

Helps organizations:
Improve performance
Meet customer expectations
Demonstrate their commitment to quality.

International Organization for Standardization

II. PERFORMANCE
EVALUATION
 WHAT IS
PERFORMANCE
EVALUATION
Performance evaluation is a
systematic process of assessing the
performance of individuals, teams,
programs, or organizations against
predetermined objectives or goals.
 Performance evaluation is important for
several reasons
ROLES OF
PERFORMANCE
Help to improve performance
Provide feedback

EVALUATION Enhance accountability

Guide decision-making
Support learning and development
REQUIREMENT FOR
PERFORMANCE
EVALUATION
 Requirement for performance evaluation

Monitoring, measurement, analysis

and evaluation
General Customer satisfaction Analysis and evaluation

Conformity of products and services

What needs to be monitored and The degree of customer satisfaction
measured The performance and effectiveness
The methods for monitoring, The organization shall monitor of the quality management system
measurement, analysis and customers’ perceptions of the degree If planning has been implemented
evaluation needed to ensure valid to which their needs and effectively
results expectations have been fulfilled. The The effectiveness of actions taken to
When the monitoring and measuring organization shall determine the address risks and opportunities
shall be performed methods for obtaining, monitoring The performance of external
When the results from monitoring and reviewing this information. providers
and measurement shall be analyzed The need for improvements to the
and evaluated. quality management system.
 Requirement for performance evaluation

Internal audit
Plan, establish, implement and maintain an audit programme including the
frequency, methods, responsibilities, planning requirements and reporting,
which shall take into consideration the importance of the processes
concerned, changes affecting the organization, and the results of previous
audits.
Define the audit criteria and scope for each audit.
Select auditors and conduct audits to ensure objectivity and the impartiality
of the audit process.
Ensure that the results of the audits are reported to relevant management
Take appropriate correction and corrective actions without undue delay.
Retain documented information as evidence of the implementation of the
audit programme and the audit results.
 Requirement for performance evaluation

Management review
The status of actions from
previous management reviews
Changes in external and internal
issues that are relevant to the
quality management system
Opportunities for improvement;
Information on the performance
Any need for changes to the
and effectiveness of the quality
quality management system;
management system, including
Resource needs.
trends in:
The adequacy of resources; OUTPUT
The effectiveness of actions taken
to address risks and opportunities
Opportunities for improvement.
INPUT
B. CASE STUDY
 I. BUSINESS AND
INDUSTRY DESCRIPTION
1. THE AEROSPACE INDUSTRY
Overview about the aerospace industry

The aerospace industry is a public-

private partnership in most
industrial nations.
Many companies produce technical tools and components, such as
spacecraft and satellites.
AEROSPACE
PRODUCTS
Aircraft

Components
and Systems

Spacecraft
INDUSTRY
PROCESS
Aerospace products and the
processes by which they are made
are complex in nature, and
knowledge of the latter is important
to an understanding of the industry.
2. AIRBUS
CORPORATION
General Introduction

Development history

Financial Overview
 Type Public (Societas Europaea)

Industry Aerospace, defense

Predecessor Aérospatiale, CASA, DASA, and Matra

GENERAL
Founded 18 December 1970, 53 years ago

Headquarters Toulouse
INTRODUCTION
Area served Worldwide

Background Key people Guillaume Faury (CEO), René Obermann

(Chairman)

Products military aircraft, civilian airliners

Divisions Airbus Defense and Space, Airbus Helicopters

Subsidiaries Airbus Group, Inc., Airbus Corporate Jets, Satair,

ArianeGroup (50%), ATR (50%), Eurofighter
(46%), MBDA (37.5%), NAVBLUE, Panavia Aircraft
(42.5%), Stelia Aerospace, Testia
 GENERAL INTRODUCTION
Vision and Mission

Mission: “Airbus is an international pioneer in the aerospace industry. We are a

leader in designing, manufacturing, and delivering aerospace products, services,
and solutions to customers on a global scale. We aim for a better-connected,
safer, and more prosperous world.”

Vision: “We pioneer sustainable aerospace for a safe and united world."
 DEVELOPMENT HISTORY

1970 1972 1988 1994 2005 2013 2016 2018 2019 2020

Formation of A320 Family A380 Maiden A320neo A321XLR

Airbus Introduction Flight Family Launch
Introduction

A300 First A330 & A340 A350 XWB A220 Program COVID-19
Flight Introduction Maiden Flight Acquisition Challenges
FINANCIAL OVERVIEW

As of 2022, Airbus had aerospace

The financial overview of Airbus in 2022 revenue of $61.36 billion, ranking it
#4 on the list of 15 Biggest
aerospace Companies in the World.
II. AIRBUS APPLYING CLAUSE
9 OF ISO 9001:2015
1. MONITORING,
MEASUREMENT,
ANALYSIS AND
EVALUATION
GENERAL
Voice of Customers (VoC)

1 Customer satisfaction Customers assessments from

3
surveys.

Daily Activity Feedback &

4 Airbus consult CSIP results
2 Customer Satisfaction
Improvement Program (CSIP).
CUSTOMER SATISFACTION
Daily Activity Feedback
Whenever a customer sends Airbus a request via TechRequest or refers to an
In-Service Information (ISI) article, feedback will be given.

Customer Satisfaction Improvement Program (CSIP)

CSIP is a survey sent to customers to measure and improve customer
satisfaction across the entire Airbus Services footprint.

Fleet Symposiums
FAIR Events
Airline Fleet Efficiency Reviews
ANALYSIS AND EVALUATION

The result was used to

evaluate product and service,
the performance and
effectiveness of the quality
management system, The
satisfaction of the customer,
the need for improvement and
many more.
2. INTERNAL
AUDIT
 AUDIT PROGRAMME

Airbus's Quality Assurance (QA) team is responsible for conducting

audits of the entire program within 3 years of its implementation.
AUDIT PROGRAMME
Audit Scope Frequency

The audit encompasses the Audits must be

entire program, including conducted every three
design, production, supply years, ensuring regular
chain management, and evaluation of the QMS's
customer service. effectiveness.

Objective
Documentation
The primary objective of the
The audit process follows audit is to assess whether the
Airbus's internal Audit QMS is effective in achieving
Program, which specifies the its goals of ensuring product
audit methodology, criteria, quality, meeting customer
and reporting requirements. requirements, and continuously
improving processes.
 ANALYZE F4.6-9CS APPROVAL OF
AUTHORIZED PERSONNEL REQUEST

AUDIT AUTHORIZE THE INSPECTOR/RENEW THE

AUTHORIZATION

PROGRAMME
ENSURE PERFORMANCE CONTROL OF
THE INSPECTOR
The Quality Assurance (QA) is
responsible for:

PERFORM PERIODICALLY CONTROL OF

THE INSPECTOR

QA team helps to maintain high quality standards and mitigate potential risks associated
with the program.
 SELECT AUDITORS

The auditors has the responsibility for verifying and making recommendations to the effect that the internal and
external audit activities are correctly directed.

The Chairman of the Board of Directors and the CEO are invited to attend meetings of the auditors.
Furthermore, the Head of Corporate Audit and the CCO are requested to report to the Audit Committee on a
regular basis.
3. MANAGEMENT REVIEW
MANAGEMENT REVIEW INPUTS FEEDBACK
Their Customers’ feedback (Voice of the Customer)
Providing products and services that meet customers requirements and
expectations.
External quality sensors capture prompted and unprompted customer feedback
against the five customer dimensions
Internal leading KPI is linked to operational performance indicators
Performance Management using a systematic approach of dialogue, target setting,
improvement action, and feedback
MANAGEMENT REVIEW INPUTS FEEDBACK
The performance of their business and its processes

Business performance is measured and actioned concerning KPIs

These indicators address 4 dimensions:
Customer - Cost of Non-Quality – Processes – People.
Communication regarding performance occurs at every level of
the organization, and reporting is transparent and visual.
MANAGEMENT REVIEW INPUTS FEEDBACK
The conformance of their products and services

Taken very seriously due to its effect on overall

quality objective
This focus ensures effective recording, re-inspection,
root cause analysis, and prevention timely
MANAGEMENT REVIEW OUTPUTS
Opportunities for improvement

Customer feedback
Process management
Audits and assessments
Performance dialogue
Best practice
Nonconformity
Lessons learnt
Multifunctional networking

Specificially, Airbus improved single-aisle aircraft performance, emphasizing ongoing

evaluation.
 MANAGEMENT REVIEW OUTPUTS

Airbus and its Customers cannot

accept that the same problem occurs
Need for changes to the
more than once.”
quality management system This philosophy underpins Airbus's
goal “right the first time, every
time” and then finding and
eliminating the root cause
 III. BENEFITS AND
ACHIEVEMENTS FROM
THE EVALUATION
PROCESS
 Reduced product defects and rework by
20%.

ENHANCED Improved process efficiency by 15%.

QUALITY Strengthened customer relationships:

MANAGEMENT → Increase in customer satisfaction by 10%.

SYSTEM (QMS)
EFFECTIVENESS Fostered a culture of continuous
improvement:

→ Development of new products with a 20%

faster time-to-market.
EMPLOYEE ENGAGEMENT
AND EMPOWERMENT

Enhanced employee Strengthened

Increased employee
morale commitment to quality
ownership