ACO Branch Updates. Federal Aviation Administration. By: Kevin Dickert Manager, Boston ACO Branch Date: October 25, 2018

Transcription

1 ACO Branch Updates Presented to: MARPA Conference By: Kevin Dickert Manager, Boston ACO Branch Date:

2 Topics Certification Process Guide (CPG) Compliance & Airworthiness Division Structure Work Tracking System Compliance & Airworthiness Dashboard 2

3 CPG Refresh: History and purpose of the guide History Certification Process Improvement (CPI) Guide (1999) The FAA and Industry Guide to Product Certification released January 1999 The FAA and Industry Guide to Avionics Approvals released April 2001 Second Edition The FAA and Industry Guide to Product Certification (2004) Incorporates The FAA and Industry Guide to Avionics Approvals Third Edition The FAA and Industry Guide to Product Certification (2017) Purpose of the CPG By applying the principles of this Guide, the FAA and Industry can lay a foundation from which to build mutual trust, leadership, teamwork, efficient business practices, and maturing Applicant certification competencies. This Guide contains a description of the purpose and vision of an efficient and effective certification process. 3

4 CPG supports our joint interest The design and approval of safe, compliant and conformed products in a timely manner BENEFITS safety enhancements through new technology and design innovation can be more rapidly integrated into aviation products Reduced time and cost of product certification Increased capacity for other certification-related work Increased predictability in schedule 4

5 Our joint solution: Consistent use of CPG principles and tools benefits everyone APPLICANT Reduced involvement in the routine Increased capacity to focus on the new and novel (safety risk) Focus on safety & compliance Fewer 11 th hour issues Defined issues resolution process Less rework cycles on certification documents Less sensitivity to personnel changes Clarity on roles and responsibilities More efficient certification Faster time to market Increased capacity for certification 5

6 CPG Principles Foster Relationships: The FAA and applicant pursue a relationship based on open communication and clear expectations that result in more efficient certification processes. Promote Accountability: Both the applicant and the FAA are accountable to one another in fulfilling their roles in the certification process with the expectation of providing quality products and services along the way. Provide Quality Guidance: The FAA supports applicant success by providing quality guidance for developing clear and effective certification plans. Increase Applicant Maturity: The applicant is committed to continuously improving and maintaining their compliance and continued airworthiness processes. The applicant commits to a systems approach to compliance. Enable Appropriate Level of Involvement: The FAA is committed to continuously increasing its ability and willingness to exercise its discretionary role in a risk-based manner, moving toward a systems approach to oversight. 6

7 CPG Next Steps Review the CPG Guide on the FAA Website: de.pdf Review the FAA plans for the future described in the AIR Transformation presentations: es/air/transformation/ Aircraft Certification Service Organizational Realignment References o/document.information/documentid/ Contact your FAA representative for more information 7

8 Aircraft Certification Organization AIR-3, Deputy Executive Director, Strategic Initiatives Chris Carter Aircraft Certification Service AIR-1, Executive Director Dorenda Baker AIR-2, Deputy Executive Director, Regulatory Operations David Hempe Executive Technical Support Staff (AIR-10) Brian Morris Organizational Performance Division (AIR-300) Colleen D Alessandro International Division (AIR-400) Amer Younossi, Acting Policy & Innovation Division (AIR-600) Mike Romanowski Compliance & Airworthiness Division (AIR-700) Lance Gant Systems Oversight Division (AIR-800) Jeff Duven Enterprise Operations Division (AIR-900) Suzanne Chandler Monitors and assesses the overall internal health of AIR, and provides strategic leadership for planning and change management within the organization. Provides liaison support to other FAA organizations, international U.S. government agencies, the International Civil Aviation Organization (ICAO) and other civil aviation authorities as the AIR international focal. Supports aerospace innovation by creating novel means of compliance, develops and maintains AIR regulations, manages the CSTA program and overall fleet safety, as well as educational outreach. Issues all design approvals for both domestic and foreign manufacturers as well as production and airworthiness certificates, executes COS processes, and provides flight test support. Oversees all FAA approvals, certificates, and bilateral partners in addition to designee and delegation programs. Provides core services that enable success throughout AIR, including human resources, financial management, workforce development, IT support and information management. 8

9 Compliance & Airworthiness AIR-700 Lance Gant, Director Tom Sciortino, Deputy Director Scott Horn, Deputy Director AIR-710 Flight Test Bruce Remick AIR-790 L.A. Greg Dilbero AIR-7C0 Chicago Tim Smyth AIR-7F0 Fort Worth Jim Grigg AIR-7K0 Wichita Margaret Kline AIR-770 Anchorage August Asay AIR-7A0 Atlanta Christina Underwood AIR-7D0 Denver Todd Dixon AIR-7G0 Military Derek Morgan AIR-7J0 DSCO Fran Cox AIR-780 Seattle Ross Landes AIR-7B0 Boston Kevin Dickert AIR-7E0 Engines Tom Boudreau AIR-7H0 New York Anthony Gallo 9

10 Benefits of C&A Structure Increased consistency between ACO s Sharing of best practices Consistent application of FAA orders and policies Increased networking between front line managers Consolidated Flight Test organization Single executive over all ACO s Consistent expectations for all ACOs & Staff Enhanced resource sharing between offices 10

11 Work Tracking System (WTS) What is WTS? A single work management system used by all C&A branches to track and manage all incoming work What does it track? Currently tracking all TC, ATC, STC, ASTC & Validation Requests Many offices tracking all incoming correspondence Future plans to expand both the functionality of WTS and the items that are tracked by all C&A Branches 11

12 Benefits of WTS Single system used by all C&A Branches Source of historical data to Support organizational performance assessments Identify performance trends for applicants or the FAA Generate performance data for foreign CAA s validating US design approvals Enabler for standardized processes across C&A branches Allows for proactive management of overdue items 12

13 C&A Dashboard Graphical representation of data from a number of different sources e.g. WTS, CPN Database, Designee Information Network Tracks operational and historical data for C&A Used by Division Director, Deputies & ACO Mgrs to manage work in office, identify trends, and evaluate historical performance 13

14 Questions? 14