Initial Airworthiness - Production - Baines Simmons
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Initial Airworthiness Production

Initial Airworthiness – Production

Production Organisations: Reduce risk of liability and improve performance through improved application of the regulations

Understanding the complex world of aviation regulations can be just as challenging as the products, parts and appliances they govern. We specialise in helping organisations to interpret and apply the regulations correctly to ensure regulatory knowledge and competence is current and compliance is maintained.

Alongside the now mature EASA Civil regulations are the newly emerging EMAR Military requirements. We use our expertise to guide organisations through the initial applicant phase and show more experienced organisations how to secure continuous improvement through their processes and people.

How we can help

  • Regulatory training – helping you to understand and apply the regulations within your organisation. This includes:
    • EASA Part 21 Subparts F & G
    • EMAR 21 Subparts F & G
  • Our consultancy support activities for both EASA Part 21 Subparts F & G and EMAR 21 will assist you in developing your competence in efficiently proving compliance. Our areas of speciality include:
    • Production Organisation Exposition (POE) design and delivery
    • All assurance aspects including auditor training, independent sub-contractor and internal audits
    • Targeted technical support for variations to your approval
  • Diagnosing your organisation structure and processes and, using Baines proprietary (SMARRT) tools and models, make recommendations resulting in performance improvements and reduced risk of liability.

What are the practical skills and competence required for Production Organisations to perform effectively?

At a practical level, our aim is to bridge gaps in knowledge and skills of those personnel involved as either applicants or holders of production approvals. Misunderstandings of roles and responsibilities can lead to failures, resulting in poor reliability, degraded safety and higher costs. Having a solid understanding of the complex interfaces that exist in both the EASA and EDA production requirements will help mitigate risks and reduce business losses.

How supportive is your organisational structure for achieving effective production management

Even the best people with the best intentions cannot be successful without the necessary infrastructure to support them. The organisation needs to be set up adequately to support the manufacturing processes, design interfaces and sub-contractor/supplier management.

Resources (both human and technical), processes and procedures as well as the whole organisational structure need to be fit for purpose. It can be the difference between achieving optimum efficiencies and maximum effectiveness. Our aim, when working with you to review your capability, is to ensure you have a clear picture of what you have so that you can consider intelligently where you may need to increase investment or reduce your costs.

What role does the leadership team play in your organisation?

Your leadership team sets the tone of how you view compliance with requirements. Do you feel your organisation is set up to be compliance (tick-box) driven only or is there real commitment to reap value from interventions and activities? Are your employees driven to look at the intent behind the regulations and do they know how to apply them so that production control measures can be improved, creating increased levels of safety as well as a reduction in costs?

We have a great track record of working with leadership teams across the aviation industry, helping them understand the safety space that they have to navigate between production and protection. We work with you to realise solutions that offer tangible benefits that can be seen in reduced rework, increased reliability and, ultimately, healthier bottom lines.

Are you confident that your assurance system is providing you with value?

Are your assurance activities seen as just a necessary expense or are they viewed from the perspective of what value they can offer? First and foremost, confidence that you are meeting the regulations is an output that you should see from your assurance activities. Continuous improvement is another.

Real business change that results in better performance is often attributable to assurance activities, where a systems approach has prevailed. Looking at latent as well as active failures and applying root cause analysis with rigour, effective assurance activities can make an impact in the organisation as well as pave the way towards performance-based oversight, which is the future of regulatory oversight.

Regardless of whether you are a ‘civil’ or ‘military’ organisation we have extensive experience of supporting assurance activities to meet these challenges.

How would you assess your airworthiness culture?

Compliance with airworthiness standards alone is insufficient to provide you with the reassurance that your products, parts or appliances are safe. How confident are you that your organisation has a strong airworthiness culture? Do you recognise what a strong airworthiness culture can do for your organisation?

A strong airworthiness culture is a key asset in the task of navigating the space between ensuring the safety of what you manufacture and the operational needs of the organisation. It is an important adjunct to a proactive safety culture as well as a significant contributor to the bottom line.

Getting value from your manufacturing activities so that you have greater reliability and therefore greater output is fundamental to the success of any organisation. This, therefore, is not just about securing ‘just dry’ compliance but rather intelligent interpretation of the standards.

At Baines Simmons, we have united our well regarded expertise in safety culture with our significant hands-on experience to help production organisations understand how to engage their staff on organisational cultural issues.