The revision of the AS9100 has landed

How to prepare for the revised 9100 standard

The 9100 series of standards regulates the requirements of quality management systems (QMS) of organisations in the aviation, aerospace and defence sector. The AS 9100 revision was guided by the international Aerospace Quality Group (IAQG) and the standard was published in October 2016.

The new AS 9100 is based upon the revision of the ISO 9001:2015 and that standard publication in September 2015 triggered the revision-process of the AS 9100. The goals of the AS9100 revision is to specify QMS-requirements further and to ease the implementation with consideration of the needs of stakeholders of the organisations.

The most important reasons for a planned and timed implementation of the AS9100:2016 are:

  • international business opportunities through demonstrating an effective QMS
  • necessary for being listed in the „Online Supplier Information System (OASIS)“ database
  • minimizing risks regarding products, processes and services, while meeting stakeholder needs
  • securing continuous improvement and strong focus on process-management

The transition period for the AS9100:2016 is based upon the ISO 9001:2015 as well, where a transition deadline is set on the September 15, 2018. The combined transition period shall help organisation to plan, coordinate and manage the internal standard transfer.

The new, respectively, revised topics of the AS9100:2016 are listed in the table below:

Context of the Organisation Evaluation of external and internal influencing factors and needs and expectations of interested parties to meet the organisational strategic planning process.
Risks The “risk-based thinking”-approach from the ISO 9001 standard is integrated into the AS9100 and requirements were adapted.
Process Management Higher requirements concerning systematic controlling and performance evaluation of internal and external processes and the process environment.
The process-requirements include physical and functional attributes during the whole product-life-cycle.
Product Safety Planning, implementation and controlling of the necessary processes to guarantee product safety during the whole product-life-cycle.
Counterfeit Parts Requirement to establish prevention-processes for counterfeit and suspected counterfeit parts.
Awareness Higher requirements concerning awareness of the individual and his or her contribution to conformity of products and services, to product safety and ethical standards.
Human Factors The organisation shall consider human factors, which can influence the performance of the QMS and the processes. A consideration of human factors while performing cause analysis of nonconformities is mentioned.
Documented Information No explicit demand concerning a handbook

How Can You Efficiently Manage the Standard Transition in Your Company?

The basis for a profound project management for the standard transition in your company is to know the gaps, which should be evaluated in form of a Critical Delta Audit. The next step is to develop a Project Plan to coordinate the necessary adaptions of the QMS. After the approval of the Project Plan you can address the gaps and the tasks to the affected team-members.

After all tasks concerning the gaps are finished, it is recommended to perform an internal audit with the changed requirements of the AS9100:2016 to check upon the conformity of the companies processes. All found nonconformities and observations should be systematically handled in form of an Action Plan, so that the tasks are finished before the following project phases. The last step before beginning the certification process is to perform a Management Review, where the management has the opportunity to evaluate the QMS and to show commitment and leadership.

It is strongly recommended to coordinate your transition-project with the certification-organisation. Those companies want to manage their resources efficiently because of the short transition period.

For further information concerning the revised AS9100 or a first scan of your QMS, please contact Jürgen Birgfellner MSc., eMail



Project Management as internal Success Factor for further Development

According to sophistication of project management, you can see how mature an
organization is in executing their undertakings. Via further development of project
management also the responsible managers and teams start to develop and consequently
also the organization. The more transparent work and steering are, the more successful an
organization will be. Automatically also the internal culture develops in a positive direction.
Project management contains different methods and tools (time management,
communication, risk management etc.), but breeding ground for all those are the following 3 principles:


The methods of project management are required in any case, but they have to be used
adequately for the particular undertaking. Also for smaller endeavors eg. risk management
with its fundamental requirements is needed, but it will be setup smaller and less
automated than in a huge program, consisting out of several work streams or projects.
Like also in other management tasks adequate tools and levers are success guarantors.


The project management has to be detached from its line management role during the
lifespan in a sufficient manner. It is required that enough focusing and time are present, in order to lead the team, measure and steer the progress that finally delivery is in time, in
budget and with sufficient quality.
Also in this area, there is a lot of parallelism with other management activities. All is about
delegating, measuring and being ahead of the team.


For success, it is vital that the project management is handed over not only the task but
also the responsibility. In case one is missing, it will turn out more difficult to achieve
excellent results. Also the learning curve will be massively slowed down as automatically
learning by negative examples develops but positive learning by success drops out.
This principle is not only the basis for the management but also for ale roles within the
This interaction of on one hand methods and tools and on the other hand frame conditions
makes not only successful project management but also that organizations further develop along with it.
A project can be considered in the end as a “passing through a desert”. Once you have made it with your project team, you have learned a lot for your daily business with your own permanent team. Exactly that is the above mentioned internal development.

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Author: Andrea Maier