Summary of each section of AS9100 Rev D Requirements
Section 1
Section 2
Section 3
Section 4
Section 5
Section 6
Section 7
Section 8
Section 9
Section 10
Section 0: Introduction
Implementing a quality management system is a strategic decision that can offer many benefits. The
AS9100 standard is based on the seven quality principles and uses both the process approach and
risk-based thinking in its application.
A process approach means an organization manages their business as a system of processes – not
departments, people, or products. This works because if you have a good process, you’ll have good
results. Think about making cookies – if you follow a proven recipe (series of processes), it will
provide good cookies (output). The interactions (the inputs and outputs that tie the processes
together) between these processes are important. If you look at the simplified diagram below, the
output of one process is the input of another process, which stresses the importance of not treating
each process as an individual silo (department, job, etc.). Each process needs to ensure it delivers
(outputs) what the next process needs (inputs).
AS9100 promotes the process approach to managing an organization, and examines over 20
processes in its scope, including the entire Quality Management System (QMS) working as a process.
Thus, you must document how you’re going to address these processes and (procedures are a good
way to do that). AS9100 introduces the term process approach in the Introduction, and is again
addressed in the section Leadership, stating that managers need to promote the process approach.
What are processes, inputs, and outputs?
Every organization is made up of a series of interacting processes. A process is a set of activities that
uses resources (people, machines, etc.) to transform inputs into outputs.
As a process approach can often become a complex system with too many processes, inputs, and
outputs we recommend using a diagram or flowchart to allow you to better visualize the input-output
relationship
The AS9100 Standard is designed to manage and improve processes.
1. First, you identify your key processes.
2. Second, you define standards for those processes.
3. Third, you decide how the process will be measured and evaluated.
4. Fourth, you document your approach to achieving the desired quality, as determined by your
measurements.
5. Fifth, you continuously improve.
Once these are identified, an organization can ensure its processes are effective (the right process is
followed the first time), and efficient (continually improved to ensure processes use the least number
of resources).
The effectiveness of the entire system is determined by the effectiveness of each process and the
interactivity of these processes within the system. By establishing quality objectives and auditing how
effectively the processes fulfill those objectives, an organization can determine whether the
processes add value or need to be improved. Using the Process Approach while designing and
developing a quality management system enables this to happen.
A QMS using the process approach (guided by standards) can meet their customers’ (internal or
external) requirements and continual improvement in:

The organization’s’ overall function- the series of processes

Processes – the conversion of inputs into output

Results – Products and services resulting from processes

Quality – fulfilling requirements/objectives

Environment – preventing pollution and waste to improve the new bottom-line

Safety removing unacceptable risks for the people supporting the processes
The Process Approach enables the organization to meet customer requirements and deliver continual
improvement.
Visualizing Process Approach
Visualizing a process approach can be extremely beneficial. It allows you to interact and map out your
process. This can allow you to better organize the process and is often a helpful tool.
Flowcharts:
Flowcharts are a great way to describe a process, break down the process into parts to allow for
easier explanation and to help you improve your process. Flowcharts are simple diagrams that map
out a process, making it easy to visualize and to communicate. They allow you to better see what
really happens in a process as well as their interaction.

Buy flowcharts

Learn how to create process maps & flowcharts
Turtle Diagram:
A turtle diagram is another great tool your organization can use as a visual aid for processes. This tool
helps identify inputs, outputs, criteria, and other information to allow you to effectively execute and
improve processes.
Using Turtle Diagrams with AS9100
What is a turtle diagram?
“Turtle Diagram” is a great tool for visualizing process characteristics. Processes are made up of
inputs, outputs, criteria, etc., and a Turtle Diagram visualizes a process to assist in their effective
execution and improvement. The diagram looks like the body of a turtle, with components such as
body, legs, head, and tail.
Benefits of Using Turtle Diagrams
Turtle Diagrams allow you to look at the entire process, as well as the communication and mapping of
interrelated processes with relevant functions and levels within the organization. Turtle Diagrams can
help both management and the workforce better understand the process. The diagram helps layout
the framework in an easy-to-follow fashion and can identify gaps in the organization’s structure.
Is there an ISO requirement to develop Turtle Diagrams?
There may not be a requirement specifically for the turtle diagram, but the turtle diagram may in fact
help each organization meet the requirements for organizations to determine and manage numerous
linked activities to enable the transformation of inputs and outputs.
Turtle Diagrams can help both management and the workforce better understand the process. The
diagram helps layout the framework in an easy-to-follow fashion and can identify gaps in the
organization’s structure. When the diagram is laid out the organization can further develop measures
for better efficiency.

AS9100 is based off of ISO 9001- there are several clauses within the requirements that may
benefit from using a turtle diagram. These clauses are:

4.1 Context of the Organization

4.2 Interested Parties

5.2 Policy

6.1 Risks and Opportunities

7.2 Competence

7.3 Awareness

7.4 Communication

8.4 External Providers

8.7 Nonconforming Parts

10.2 Nonconformity and Corrective Action

10.3 Continual Improvement
Download a Turtle Diagram Word Document
So how do you use a Turtle Diagram?
The Turtle Diagram is made up of 6 areas, all surrounding the process, which is considered the turtle
body. The 6 areas are: inputs, materials & equipment (what), support processes, procedures &
methods (how), outputs, competence skills & training (whom), and finally performance indicators
(results).
Process: The center of the diagram is titled “process”. This box addresses the value adding step, and
any sequence that falls within the scope of the process. A process may involve many employees and
multiple departments within your organization.
Inputs: This category should define the details of the actual process including documents, materials,
information, requirements, etc.
Outputs: Should include details of the process such as products, documents, etc.
Criteria: Support material includes procedures, instructions, specific methods, etc.
Whom: This section is dedicated to finding all the employees whose roles within the organization
have the responsibility to value adding steps within the process.
What: This section is dedicated to finding the resources needed to perform the process.
How: This section is dedicated to identifying any specific documents within the management system
that tell the people responsible for completing the value-added steps how to successfully complete
them within the organization’s best practice.

Purchase a copy: AS9100 Standard
Section 1: Scope
The scope of this standard includes specifying requirements for a QMS of an organization within the
aviation, space, or defense industry.
AS9100 is the international Quality Management System standard for the Aviation, Space and
Defense (AS&D) industry, created by the IAQG, and AS9100 Rev D (2016) is the most recent version.
The standard provides suppliers with requirements for creating and maintaining a comprehensive
quality system for providing safe and reliable products to the ASD industry, as well as civil & military
aviation requirements. “AS9100 Certified” means an organization has met the requirements of
AS9100D.
IAQG has provided clarification to AS9100D. Download the AS9100 Clarification.
AS9100 Standard (document)
Specifically, AS9100 is an SAE document developed by Working Group 11 of ISO TC20 and supported
by the International Aerospace Quality Group (IAQG). This standard is accepted worldwide, with
participating countries using their own numbering conventions. (For example, in Europe it is EN/
AS9100). Despite the differing numbers, the standards are identical across the globe.
The AS9100 standard specifies the QMS requirements to be documented and implemented by
organizations designing, developing, and manufacturing aerospace products. If the organization
creates a Quality Management System which meets these requirements, they can seek AS9100
Registration, resulting in their “AS9100 Certificate”.
Buy the AS9100 Standard Now
AS9100 = ISO 9001 + additional IAQG requirements, so certification to AS9100 includes certification
to the popular ISO 9001 standard as well. A copy of ISO 9001 standard is not required because the
text is already included in the AS9100 Standard.

Compare AS9100D & ISO 9001:2015
Here are some helpful tools to learn about AS9100 Certification:

AS9100 Quick Start Kit

Steps to AS9100D Certification

AS9100 Rev D (2016) Requirements

Learn about all the Aerospace Standards mentioned in AS9100
Some things to understand about AS9100:

There are three ASD Standards, typically mutually exclusive:

AS9100 – Design, Develop or Manufacture

AS9110 – Aircraft Maintenance Organizations

AS9120 – ASD Distributors of components like electronics and hardware

AS9100 mentions several other guidance standards that you should understand. These
additional standards don’t require certification, they provide guidance.

It does NOT matter what size your organization is: 1 person or 1 million people.

It is NOT a product standard that defines product quality. AS9100 asks you to control your
processes, so your end product meets customer requirements.

It is NOT a personal Standard – a person cannot get certified to AS9100. They can attend the
AS9100 Certified Lead Auditor course, and then apply to become a third-party auditor.

The Registrar issues an AS9100 Certificate demonstrating that your organization is Registered
to AS9100 (and ISO 9001) for a three-year period. (See Who is able to grant certification).
Benefits of AS9100 include market acceptance, and AS 9100 has been endorsed by all major
Aerospace regulators, including:

Federal Aviation Administration (FAA).

U.S. Department of Defense (DoD).

National Aeronautics and Space Administration (NASA).
AS9100 Implementation Techniques, Tips, and Common Setbacks
Establish Commitment
Implementation takes time and resources. Make sure you have commitment before starting the
project.
Tips:

Know why you are implementing AS9100. Is it because a client or market is asking you to
register? Is it for the internal benefits?

Is the motivation coming from executive management?

Keep the reasons for implementation visible during your project to retain commitment and
stay focused on the end goal.

Assign an AS9100 Steering Group. These members should be made up of management from
the different areas of the facility. Include the Management Representative and people that
have the authority to devote resources to the project and remove roadblocks.
Common Setbacks:

Assigning responsibility for implementation to one person or department.

The AS9100 Quality Management System is a Management System. It is not a quality control
program and cannot be implemented by Quality Assurance alone.

Losing commitment during the project.

During implementation, other projects come up that compete for people’s time and
resources. Ask decision makers if AS9100 implementation is still a goal.
Prepare an implementation plan and timeline
A good project plan is a key part of a successful project.
Tips:

Conduct a Gap Analysis. Compare your current system to the requirements of the Standard.
Determine what is already in place, and what needs to be implemented. From this you can
prepare a task list for each of the sections of the standard.

As an option, have the AS9100 Steering Group create “Point Groups” for each of the sections
that apply to your organization.

Determine implementation members and the timeline for each. Use information from the
Gap Analysis and task lists to determine the appropriate people and estimate the timeline.
Common Setbacks:

Proceeding without a plan. Without a plan, projects tend to run indefinitely, without showing
measurable progress. By having a plan, you have specific deadlines to meet. You can show
progress as you meet the deadlines and take action if you are not meeting deadlines.

Failure to approve and support the plan. Failure to watch the timeline, coordinate, and
implement the plan. The Steering Group should have input and approval of the plan, or
better yet, prepare the plan.
Kick-Off the Project in a Big Way
Let everyone in the company know you have started your project. Hold the basic AS9100 training
sessions for all employees.
Tips:

Include some sort of celebration in the kick-off. Examples include: a lunch for employees, a
picnic, prizes, or a cake.

Use training and a celebration to inform employees of the Plan and Timeline.

Tell employees how they will be involved and how they will be affected by the project.

Communicate why this will be good for the company and good for the employees.
Common Setbacks:

No Kickoff. Employees that are working on the project are aware, but others in the company
are not. When the new procedures are implemented, employees do not know why, and there
is little support for the AS9100 project. Nonconformances are commonplace in this
environment.

Training on AS9100, but no information on why the company is doing this, or how employees
will be involved. This can result in the employees thinking: Another management program,
how long will this one last?
Design and Document the Quality Management System
Use information from the Gap Analysis and Project Plan. Use people currently involved in each
process to make changes to the existing process and bring it into compliance with the Standard.
Tips:

Use the AS9100 Steering Group for Design and Documentation. They should meet on a
regular basis. During these meetings they review the timeline, review what the members are
working on, remove roadblocks, resolve conflicts, and reassign resources as needed to keep
the project on track.

If you created Point Groups, they should meet on an as needed basis according to the
timeline. When they meet, they address the tasks on their task list.

Spread out the meetings on the timeline so you do not have too many meetings at one time.
For example, you may want to have the document control members meet early in the project
to establish a system to collect and control the documents that will be generated, but those
performing the Internal Audit would meet later in the process because audits will not begin
until the system is complete.

Keep everyone on schedule. Review their task list at the meetings. Watch for problems and
delays and give them help as soon as problems arise.

Have each member of the AS9100 Steering Group lead others involved. Everyone should have
an AS9100 Steering Group member for a leader. This allows you to coordinate the work.
Common Setbacks:

Poor group make-up. Make sure to include people involved in the process. For example, use
purchasing staff for the purchasing section.

Not meeting timelines. Establish realistic timelines for the plan; everyone should be able to
meet them with small changes. If they are not expected to meet deadlines, other tasks will
take precedence; the project will drag on and lose energy.

Misinterpretation of the standard. If you do not understand what is required by the standard
you may waste time and resources doing things that are not required which is frustrating, and
you may miss important requirements of the standard.

No central point of collection and control of the new documents. If the document
control system is not developed early in the project you create confusion on which
documents are final, what has been approved, what is the final revision, where is the
electronic file, was it distributed.

Not establishing document templates early in the process. If you do not format and distribute
document templates for procedures and work instructions, you will not get consistent
documents. You will need to go back at the end of your project and redo documentation.

Lack of communication during the project. Remember, employees that are not part of this
implementation may not be hearing much about what is going on with the project.
Employees may think the project has faded away. Communicate with newsletters, bulletin
boards, or meetings.
Run the System for Three Months
Once the system is complete, follow documented procedure, conduct internal audits and
management review, and make improvements to the system.
Tips:

Start off with additional training for all employees. Summarize the new quality system
emphasizing their responsibilities. Review the timeline for running the system and conducting
audits. Let everyone know when the registration audit is scheduled.

Schedule internal audits so you can audit the entire system two times before the registration
audit. This allows you to find nonconformances and fix them before your registrar comes in.

Hold a management review meeting at least once before your audit (required). More is
better.

Keep Corrective Actions on schedule!
Common Setbacks:

Lack of communication with employees. Employees that have not been involved in the design
and documentation of the quality system will not be as aware of the requirements of the
quality system. Training and communication are critical to get them involved.

Lack of follow through on corrective actions. The new system will generate numerous
corrective actions. If they are not investigated and completed, your system will not be ready
for a registration audit.

Ineffective management review. Management must take a close look at data from the quality
system, evaluate it, and take action.
Versions of AS9100
AS9100 Rev D
AS9100 Rev D (2016) includes the ISO 9001:2015 requirements and supplements them with
additional quality system requirements. Compare AS9100D to ISO 9001:2015. Many of the changes
(including) derived from the changes in ISO 9001, like:

Adopting the Annex L High Level Structure

Context of the organization

Interested Parties

Accountability of top management

Documented information

Replacement of preventive action with risk-based thinking

Communication

Change Management Program
However, AS9100 Rev D institutes some unique changes:

Increased focus on counterfeit parts.

Attention to the impact of human factors

Product safety focus

Ethics Training

Supplier Monitoring (Delivery)

Purchasing Flow-down
What is the Annex L Platform?
Annex L (originally called Annex SL, then renamed in 2019 as Annex L) is a new management system
format that helps streamline the creation of new standards and make implementing multiple
standards within one organization easier.
It replaces ISO’s Guide 83, which provided a base structure and standardized text for management
system standards (MSS). Guide 83 started to address complaints that many have when integrating
current MSS like ISO 9001, ISO 14001, and ISO 27001. While these standards have common elements,
they are described and organized differently, making it difficult for organizations to implement
multiple standards.
“Annex L” further addresses these issues by creating a “template” upon which ISO MSS are to be built
in the future. Written primarily as a guide to those who draft the standards, the core of Annex L
consists of 8 clauses and 4 appendices that encompass a “high-level structure” (essentially shared
high-level concepts among standards), shared terms/definitions and actual shared clause titles and
text. Examples of “high-level structure” covered by Annex L include areas ranging from support to
operations, and leadership to planning.
Building Standards Specificity On Annex L’s Mandated Structure
Annex L solves the problem of potential redundancy in basic structure for companies wishing to
deploy multiple standards. It requires that a time/effort-saving common structure be used for
recurring quality management standard elements. But it allows more specifics to be added for a given
area of expertise, i.e. environmental or health and safety.
Who Created Annex L?
Annex L is a product of the ISO Technical Management Board’s (TMB) Joint Technical Coordination
Group (JTCG). The TMB is charged with managing the technical processes associated with
implementing new technical standards. This includes the rules which govern standards creation,
checking how the process is working, and managing the technical committees which construct the
standards. The JTCG reports to the TMB and specifically manages the activities associated with
creating and implementing an MSS. One of its main tasks is to ensure that the input from the various
technical committees associated with each standard are represented in the resulting MSS of a given
area (i.e. environmental, aerospace, etc.)
Why is Annex L Being Implemented In Standards Like ISO 9001:2015?
Annex L will save any organization seeking to adopt MSS time and cost. Because standards such as
ISO 9001 and ISO 14001 have similar intents but different structures, text, and terminology, they are
more difficult to implement together. And while there are tools such as our own integrated standards
documentation* (which helps eliminate this duplication effort by creating an Integrated Management
System or IMS), there has been a call to streamline the certification process for multiple standards
adoption. In addition, there is an opportunity for ISO to infuse new concepts across multiple MSS.
These concepts include enfranchising customers, suppliers, and impacted communities into the
quality process; the shift toward service-oriented businesses; and the extension of digital aids to
serve what are often geographically and organizationally dispersed workgroups.
An IMS can streamline businesses operations by merging different areas of compliance. For example,
combining quality, environmental and safety into a single IMS requires fewer resources and is more
likely to succeed than maintaining separate management systems for each. Standards can either be
combined or integrated. An Integrated Management System integrates two or more standards from
different disciplines into one. (Example: ISO 9001, ISO 14001, OHSAS 18001)
A Combined Management System combines two more standards from the same discipline into one.
(Example: ISO 9001, AS9100) Companies visiting our IMS website Integrated-Standards.com often
request combinations of standards such as:


Quality Management System

ISO 9001 (General Quality)

ISO 13485 (Medical Devices)

IATF 16949 (Automotive)

AS9100 (Aircraft, Space & Defense)
Environmental Management System


Safety Management System


ISO 14001 (Environmental)
ISO 45001 (Health & Safety)
Energy Management System

ISO 50001 (Energy Management)
Rather than just creating parallel systems, true integration means that similar processes are
implemented without duplication or confusion. IMS elements that exist in each system are treated as
common resources. They are defined, deployed, and managed in the same manner and do not have
to deal with multiple, often slightly different interpretations of their roles in executing each standard.
Annex L should make the creation of an IMS much easier.
Annex L: Features/Benefits
As noted, there are many reasons for management system standards (MSS) writers to adopt the
foundational Annex L, including:

Eliminating conflicts in MSS platforms

Faster development of standards

Less duplication of concepts, terms, and potentially shared text

Less low-value revisions to common or shared areas

Integrating high level, common business management goals, issues, needs
Annex L addresses these needs by the alignment of similar clauses. This, in turn, fosters easier
integration by adopting similar formats and similar terms and definitions. In addition, Annex L
addresses key high-level components which are being driven by market forces such as:
Risk Management
Annex L now elevates the preventive and corrective action concept into a more encompassing risk
assessment process. It proactively wants risks to be anticipated and addressed in the planning phase,
not as something to which one reacts. Essentially, it asks the organization to use the inputs it has
gained, add its experience, and provide a reasonable analysis of risks and successful responses to
them. It also asks for a more measurable approach to planning, using metrics of what will be attained
that are meaningful to support implementation. One of the best ways to analyze and improve your
QMS is using core tools. Quality Core Tools are the five basic statistical tools you need to reach
AS9100 Certification and achieve an improved QMS.
Accessible Documentation
Recognizing the reality of more modern methods of information dissemination, Annex L outlines
additional, specific requirements to both document and communicate the quality management
system. An example is making sure that there are true work instructions written down for everyone in
the organization, even if a set of tasks seem obvious. The idea is reasonable since documentation not
only helps maintain consistency of tasks between workers, it helps the organization plan for growth in
adding or replacing resources. This expanded approach to documentation is meant to allow and
support other means of viewing, storing, revising, and distributing documentation such as via internal
and external networks (i.e. cloud computing) and a wider array of formats.
Wider Involvement
Annex L asks standard drafters to consider the “Context of the Organization.” This requires the
company (and the auditors who are being asked to certify their quality system) to listen not only to
customers, employees, and suppliers but to those who their operations may also affect such as the
communities in which they operate or have significant influence. (Learn more about Scope and
Outsourced Processes.) Quality planning then becomes a broader search to uncover potentially
relevant issues that may impact operations, and the development of a quality policy for a “newer
age” – for instance as a deeper information base to decide how risks might be better anticipated.
How Annex L Works
Annex L seeks to balance the need for adding rules that may need to be more specific for a given
area, with keeping the overall structural redundancy to a minimum. As such, its terms and definitions
can be added to, but can’t be deleted or changed. For example, here’s a section from one draft of the
ISO/IEC group working on the ISO 9001 Revision:
Forward
“Comments received on the Annex L common text and High-Level Structure will not be considered
by WG 24 for the development of this Working Draft. Any such comments that are received will be
directed to ISO/TC 176/SC2/AHG 03 ‘Input into the JTCG’ for consideration for forwarding to the JTCG
during any future revision of Annex L (for which there are no plans at this time). Comments for
additions to the Annex L common text or High-Level Structure will be considered, provided that the
additional text does not contradict or undermine the intent of the Annex L text.”
– Copyright ISO 2012 – All rights reserved by ISO/WD 9001
When will Annex L Take Effect?
ISO 9001-2015 will not be the first ISO management standard to employ Annex L, nor will it be the
last. But it may be the most significant to date. This means it has survived the scrutiny of half a dozen
technical committees and may be ready for the wider use that the newest ISO 9001 update will bring.
The following is a list of standards that already employ Annex L.

ISO/IEC 27001, Information technology: Security techniques, Information security
management systems

ISO 30301:2011, Information and documentation: Management systems for records

ISO 22301:2012, Societal security: Business continuity management systems

ISO 20121:2012, Event sustainability management systems

ISO 39001, Road-traffic safety (RTS) management systems

ISO 55001, Asset management (Currently on CD ballot with publication scheduled for 2014
and in line with Annex L)
The following are ISO management standards that are slated, at this point, to employ the Annex L
foundation:

ISO 9001:2015 (General Quality Management)

ISO 14001:2015 (Environmental Management System)
And there are some sectors that have yet to decide upon implementing revisions based on Annex L
including:

International Automotive Task Force (IATF) – 16949

International Aerospace Quality Group (IAQG) – AS9100/10/20

British Standards Institute (BSI) – ISO 45001
How We Will Use Annex L to Help You
An example of Annex L’s potential may be seen in examples of how documents might be more easily
managed. For example, our Integrated Standards Stores specialize in providing the basic documents
that those seeking multiple standards certifications can tailor to their needs. Using ISO 14001 and ISO
9001 as an example, here are the clauses where we see significant current overlap:
Red = Shared Requirement
ISO
14001:2004
ISO 9001:2008
General Requirements
4.1
4.1
Policy
4.2
5.3
Environmental Aspects
4.3.1
–
Hazard Identification, Risk Assessment, and Determining
Controls
–
–
Legal and other Requirements
4.3.2
–
Objectives, Targets and Programs
4.3.3
5.4.1, 5.4.2
Resources, Roles, Responsibility, (Accountability) and
Authority
4.4.1
5.5.1, 5.5.2,
6.1
Competence, Training and Awareness
4.4.2
6.2.1, 6.2.2
Communication
4.4.3
5.5.3
Participation and consultation
–
–
Documentation
4.4.4
4.2.1, 4.2.2
Control of Documents
4.4.5
4.2.3
Operational Control
4.4.6
–
Emergency Preparedness and Response
4.4.7
–
Monitoring and Measurement
4.5.1
7.6, 8.2.3,
8.2.4
Evaluation of Compliance
4.5.2
–
Incident Investigation
–
–
Nonconformity, Corrective Action and Preventive Action
4.5.3
8.5.2, 8.5.3
Control of Records
4.5.4
4.2.4
Internal Audit
4.5.5
8.2.2
Management Review
4.6
5.6
On a practical level, Annex L could help improve and streamline this combination process that has
already been started through our IMS efforts. We see the potential for further combining and
streamlining joint sections. Below is an example from our ISO 9001-14001 All in One Certification
Package that combines the documents we provide into one easy to execute bundle. As you can see,
there are sections that are virtually identical, which are required by both standards that could be
further rationalized through a program like Annex L.
Integrated-Standards.com has many tools that essentially help eliminate this type of duplication
between current ISO standards for companies wishing to implement an Integrated Management
System that integrates two or more standards from different disciplines into one such as ISO 9001
(Quality), ISO 14001 (Environmental), ISO 45001 (Safety).
Section 2: Normative References
The supporting standards referenced in AS9100 and that are indispensable for its application include
ISO 9001:2015 Quality management systems – Requirements and ISO 9000:2015 Quality
management systems – Fundamentals and vocabulary.
AS9100 Supporting Standards
AS9100 – Quality Management Systems: Aviation, Space & Defense Organizations
AS9100 is the Quality Management System Requirements for Aerospace Manufacturers, but it also
references several other standards that an organization must understand and integrate into their
QMS. In addition, you should be very familiar with IAQG, OASIS, and the SCMH.
Which standard is right for my organization? Compare AS9100, AS9110, and AS9120.
Critical Standards for AS9100 Implementation:
The following pages discuss critical aspects of AS9100. You should be familiar with them, and we
recommend buying the standard.

ARP 9134A – Supply Chain Risk Management. The guideline focuses on Quality as a key risk
assessment factor taking into account elements from all aspects of the business having a
direct link to global quality management.

AS5553D – Counterfeit Electronic Parts. This standard is for use by organizations that procure
and/or integrate EEE parts and/or assemblies containing such items.

AS9015A – Work Transfer Supplier Self Verification Process. This standard defines the
requirements for a delegation process identified in Aerospace Quality Management System
standards. (AS9015 is cancelled and superseded by AS9117 Delegated Product Release
Verification.)

AS9101 – QMS Audit Requirements. This standard defines requirements for the preparation
and execution of the audit process.

AS9102 – First Article Inspection. This standard establishes the baseline requirements for
performing and documenting FAI.

AS9103A – Key Characteristics. This standard is primarily intended to apply to new parts and
products but can also be applied to parts currently in production.

AS9131C – Nonconformance Documentation. This standard defines the common
nonconformance data definition and documentation that must be exchanged between an
internal/external supplier or sub-tier supplier, and the customer when informing about a
nonconformity requiring formal decision.

AS9146 – Foreign Object Detection (FOD). This standard defines FOD Prevention Program
requirements for organizations that design, develop, and provide aviation, space, and defense
products and services. And by organizations providing post-delivery support, including the
provision of maintenance, spare parts, or materials for their own products and services.

ISO 10006 – Project Management. This standard gives guidelines for the application of quality
management in projects.

ISO 10007 – Configuration Management. This standard provides guidance on the use of
configuration management within an organization.

ISO 19011 – Guidelines for Auditing Management Systems. This document provides guidance
on auditing management systems.
Core Tools for Corrective Action
Learn more about AS9100 Core Tools.

ARP9013-1A – Statistical Product Acceptance Requirements Using Isolated Lot Sampling
Methods

ARP9013-2A – Statistical Product Acceptance Requirements Using Attribute or Variable Lot
Acceptance Sampling Plans

ARP9013-3A – Statistical Product Acceptance Requirements Using Process Control Methods

ARP9013-4A – Statistical Product Acceptance Requirements Using Continuous Sampling, SkipLot Sampling, Or Methods for Special Cases

AS9145 – Requirements for Advanced Product Quality Planning and Production Part Approval
Process

ARP5580 – Recommended Failure Modes and Effects Analysis (FMEA) Practices

ARP9136 – Root Cause Analysis and Problem Solving

AS13004- Process Failure Mode and Effects Analysis (PFMEA) and Control Plans
Complete list of Standards referenced in AS9100
These standards are available to purchase here.
SAE Standards referenced in AS9100D
These standards are available to purchase here.
Aerospace Software

AS9115A – Deliverable Aerospace Software Supplement for AS9100C (Supersedes
AS9006:2003)

AS9006A – Deliverable Aerospace Software Supplement for AS9100A

ARP9005B – Aerospace Guidance for Non-Deliverable Software

ARP9034A – A Process Standard for the Storage, Retrieval, and Use of 3D Type Design Data
Aerospace Supply Chain

ARP900B – Aerospace Contract Clauses – used when subcontracting and purchasing from
third parties

ARP9107A – Direct Delivery Authorization Guidance for Aerospace Companies

ARP9114A – Direct Ship Guidance for Aerospace Companies

ARP9134A – Supply Chain Risk Management Guidelines
Standard Stores recognizes and respects the International Organization for Standardization (ISO)
copyright and intellectual property guidelines.
Section 3: Terms and Definitions
Terminology used throughout this standard is defined in clauses 3.1-3.5 of this standard and comes
directly from ISO 9000:2015, Quality management systems – Fundamentals and vocabulary.

Learn More: AS9100 Explained
Section 4: Context of the Organization
Determine and document relevant interested parties, quality management system scope and
processes as well as their sequence, interaction, responsibilities, and authorities.

Learn More: AS9100 Context
Section 5: Leadership
Top management is to demonstrate leadership and commitment, establish and communicate a
quality policy, appoint a management representative, and ensure responsibilities and authorities are
assigned, communicated, and understood.

Learn More: AS9100 Leadership
Section 6: Planning
Plan actions for addressing risks and opportunities, achieving quality objectives and when making
changes to the quality management system.

Learn More: AS9100 Planning
Section 7: Support
Provide resource needs that include people, infrastructure, environment, calibrated or verified
equipment and organizational knowledge. Ensure employees are competent and aware and include
controlled documented information to support your quality management system.

Learn More: AS9100 Support
Section 8: Operation
Plan and control operational processes needed to meet the requirements for products and services.
Determining and reviewing requirements, design and development, production and service provision,
release of products and services, control of suppliers, and nonconforming outputs.

Learn More: AS9100 Operation
Section 9: Performance Evaluation
Monitor, measure, analyze, and evaluate the performance and effectiveness of your quality
management system using methods that include internal audits and management reviews.

Learn More: AS9100 Performance
Section 10: Improvement
Determine and select opportunities for improvement, document a process for managing
nonconformities and corrective actions and continually improve your quality management system.

Learn More: AS9100 Improvement