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QMS PROCESS

© AIRBUS CANADA 2021. ALL RIGHTS RESERVED. CONFIDENTIAL AND PROPRIETARY DOCUMENT.

Document distributed electronically.

QMS-09-06

A220 Transfer of Work for Suppliers

Rev.1.0

Date: 29-Oct-2021

JUSTIFICATION

This QMS Process is part of the requirements to comply with Canadian Aviation Regulation (CAR) 561.13 Control of Suppliers, Standard 561.13 Control of Supplier and to Manufacturing

Manuel 24-16 Section 4.6 Control of Supplier.

PURPOSE

This QMS Process defines the global Airbus Canada methodology which must be met by the

Canada Driven or Supplier

Driven Transfer of Work (ToW).

SCOPE

This QMS Process is applicable to the following:

All Transfer of Work projects that impact the Airbus Canada Supply Chain items including Out of Production (items which are not part of the current serial production) and pre-mod spare parts (items which will become Out of Production after Airbus Canada Parts/Items Modification implementation during the Transfer of Work), All flying and non-flying products (except for class G suppliers), All Airbus Canada suppliers class A (Subcontractors), B (Equipment Suppliers), C (Manufacturers), E (Maintenance Organization) and F (Structural Supplier) involved in a

Transfer of Work.

This document is not applicable for:

Airbus Canada Suppliers Class D (Distributors), G (Indirect product), H (Commercial off the shelf), J (Logistics Provider) and K (Buyer Furnished Equipment Supplier). Facilities: ܈ Mirabel ܈ Mobile ܆ Satair ܆

Environments: Supplier and Manufacturing

Functions:

܆ A220 Training Academy տ Flight Operations ܆ Metrology Serv. ܈

տ AMO տ HSE ܈

տ Conformance Mgt տ Human Resources ܈

տ Engineering տ Legal Services տ Production ܈

տ Finance տ Methods ܈

Sections applicable to on-site suppliers: N/A

QMS PROCESS

© AIRBUS CANADA 2021. ALL RIGHTS RESERVED. CONFIDENTIAL AND PROPRIETARY DOCUMENT.

Document distributed electronically.

Document Owner:

Name: Sylvie Lachapelle

Function : Manager

Quality Assurance

Authorizer:

Name: Sylvie Lachapelle

Function : Manager

Quality Assurance

A220 Transfer of Work for Suppliers

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1 CONTENTS

2 REVISION HIGHLIGHTS ................................................................................................................................... 4

3 INTRODUCTION .............................................................................................................................................. 4

4 TRANSFER OF WORK ...................................................................................................................................... 4

4.1 Transfer of Work Definitions ......................................................................................................... 4

4.2 Transfer of Work Gates ................................................................................................................ 5

4.3 Transfer of Work Workflow ........................................................................................................... 6

4.4 Transfer of Work Actors ............................................................................................................... 6

4.4.1 Steering Committee .......................................................................................................... 6

4.4.2 Transfer of Work Leader ................................................................................................... 7

4.4.3 Transfer of Work Team ..................................................................................................... 7

4.5 Transfer of work Last Article Inspection (LAI) .............................................................................. 7

4.5.1 LAI group .......................................................................................................................... 7

4.5.2 LAI activities ...................................................................................................................... 8

4.5.3 LAI strategy ....................................................................................................................... 8

5 AIRBUS CANADA DRIVEN TRANSFERS .............................................................................................................. 9

5.1 Airbus Canada Driven Transfer of Work Principles ..................................................................... 9

6 SUPPLIER DRIVEN TRANSFERS ........................................................................................................................ 9

6.1 Supplier Driven Transfer of Work Principles ................................................................................ 9

6.2 Transfer of Work Methodology for Supplier Driven Transfers ................................................... 11

6.2.1 Supplier Driven ToW Feasibility Gates (G0-G2) ......................................................... 11

6.2.2 Supplier Driven ToW Preparation Gates (G2-G5) ....................................................... 12

6.2.3 Supplier Driven ToW Industrialization Gates (G5-G7) ................................................ 12

6.2.4 Supplier Driven ToW Ramp-UP/Ramp-Down Gates (G7-G9)..................................... 13

7 QUALITY CONTROL ...................................................................................................................................... 14

7.1 Audit ........................................................................................................................................... 14

8 REFERENCED DOCUMENTS ........................................................................................................................... 14

9 GLOSSARY .................................................................................................................................................. 15

10 MANDATORY REVISORS ................................................................................................................................ 16

A220 Transfer of Work for Suppliers

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2 REVISION HIGHLIGHTS

TABLE 1 REVISION HIGHLIGHTS

Page Section Description of changes

Entire

document Initial release File reference: This document was revised as requested in DCR2021-074.

3 INTRODUCTION

The QMS-09-06 is part of the documentation concerning Transfer of Work. The requirements applying to Transfer of Works are detailed in the following documents:

Airbus Canada Supplier Quality Requirements directives (e.g. ASQR 4.6) which define requirements that must be

met by suppliers that are involved in Transfer of Work activities.

The supplier is accountable to comply with the requirements laid out in Airbus Canada Quality Supplier

Requirements documents to the contractually agreed extent.

QMS-09-06 applies to all changes concerning supplier or its sub-tiers in the scope of the document, as the

objective of a ToW is to maintain industrial maturity and to ensure the business continuity of Airbus Canada

(financial, strategic, risk, etc.).

4 TRANSFER OF WORK

4.1 Transfer of Work Definitions

Transfers of Work (ToW) are all the necessary activities to be performed by Airbus Canada and/or suppliers due

to changes in the manufacturing location of Airbus Canada parts/items/work-packages (except in-between Airbus

Canada sites) and/or changes of a supplier or its sub-tiers, in order to ensure smooth business continuity.

A Transfer of Work can be initiated by Airbus Canada or by a supplier.

An Airbus Canada Driven Transfer (ADT) is a Transfer of Work where Airbus Canada is the owner of the transfer.

Airbus Canada Driven Transfer is considered in the following cases:

Airbus Canada Driven Make to Buy Transfer (AD M2B): when an Airbus Canada work-package is

transferred to a supplier. Airbus Canada Driven Buy to Make Transfer (AD B2M): when a supplier work-package is transferred back to Airbus Canada. Airbus Canada Driven Buy to Buy Transfer (AD B2B) ¹: When a work-package is transferred from an Airbus Canada supplier (Supplier-Out) to another Airbus Canada supplier (Supplier-In) ².

A220 Transfer of Work for Suppliers

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A Supplier Driven Transfer (SDT) is a Transfer of Work initiated and led by an Airbus Canada supplier, called

supplier in this document that changes its manufacturing supply chain in any of the following ways: Supplier Driven Make to Make Transfer (SD M2M): when a supplier changes its manufacturing location A to manufacturing location B. This also includes transfers within the same facility.

Supplier Driven Make to Buy Transfer (SD M2B): when a supplier transfers the work-package to its sub-

tier supplier.

Supplier Driven Buy to Make Transfer (SD B2M): when a first-tier supplier transfers an activity from a sub-

tier to in-house manufacturing.

Supplier Driven Buy to Buy transfer (SD B2B) ¹: When a work-package is transferred or shared between

--tier or when a work-package is transferred between a

Note ¹: Multi/dual sourcing activities are also subject to a B2B transfer. The Multi-Functional Team (MFT) will

decide whether a dual sourcing activity will be treated as a ToW or not.

Note ²: If the change of Airbus Canada Tier 1 is initiated by the mother company of the supplier, the owner of the

transfer is the supplier (SD B2B). A new CFT process and contract may be launched.

A Transfer of Work is treated as a project, in compliance with project management requirements, risk management

rules and monitoring of applicable APQP deliverables and surveillance of all further contracted Airbus Canada

Supplier Requirements, along the lifecycle of a ToW project until the ToW project is closed.

A Transfer of Work project is registered in a ToW database latest at G2-Gate. For Airbus Canada the ToW

Database is SMP (Supplier Monitoring Platform). For SDT, the supplier provides necessary information to the

Airbus Canada ToW focal point for ToW database.

If LAI is required, no physical transfer will be permitted before LAI gap closure and if LAI results are not available.

The T

4.2 Transfer of Work Gates

Transfer of Work gates are defined as following:

ToW Feasibility Gates (G0-G2): The ToW feasibility gates aim to collect all relevant information to support

the project launch. ToW Preparation Gates (G2-G5): The ToW preparation gates aim to align the project with adequate

industrial Airbus Canada requirements, described in Airbus Canada Supplier Requirements and

contracts.

ToW Industrialisation Gates (G5-G7): The ToW industrialisation gates aim to ensure the implementation

of the ToW project plan and ToW Decision Dossier towards the achievement of the transfer objectives. The level of surveillance is pending on the risk assessment template. ToW Ramp-up/Ramp-down Gates (G7-G9): The ramp-up/ramp-down gates aim to handover the

production into serial production and Out of Production for Aftermarket / Customer Services and perform

the project closure. To close each of those four gates, a ToW-Steering go/no-go decision is required.

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4.3 Transfer of Work Workflow

The Transfer of Work workflow (see Figure 1) is applied in all Transfer of Work projects.

The Transfer of Work (ToW) workflow is aligned with APQP phases as proposed below. Gates Gx represent the

Gates defined in section 4.2 are applicable.

Please find below an overview on the workflow:

4.4 Transfer of Work Actors

4.4.1 Steering Committee

The ToW steering committee decides the go/no go in the gates defined.

Airbus Canada ToW steering committee members must be identified within the relevant functions by Airbus

Canada during the ToW Feasibility Gates of the project.

Airbus Canada defines a ToW steering committee for ADTs. For SDTs, if it is required/decided to perform

surveillance on the ToW activity, Airbus Canada defines the Tow steering members. In both cases, the supplier

nominates a ToW focal point as a member of the ToW steering to represent the supplier.

Figure 1 Transfer of Work Workflow

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4.4.2 Transfer of Work Leader

The ToW Leader is accountable for driving the Transfer of Work and is responsible for ensuring all project

objectives in terms of time, cost, quality and performance are achieved. The ToW Leader is nominated during the ToW Feasibility gate. For ADT, Airbus Canada nominates a ToW Leader; for SDT, the supplier nominates its ToW Leader.

The ToW leader is accountable for the transfer during the entire life cycle and deliverables of the project. Changes

of ToW leader during the transfer have to be agreed by the ToW steering committee. In that case, all the available

documentation related to the ToW to this point in time is reviewed between the two ToW leaders to ensure the

transition and knowledge transfer.

The ToW Leader gathers and consolidates the overall ToW tracking and reporting of the progress (including APQP

status, if applicable) to the relevant programme(s) axis.

It is highly recommended that the ToW Leader has received an APQP awareness session, if available and

applicable.

4.4.3 Transfer of Work Team

The ToW team nomination is triggered by the ToW Leader. The team is led by the ToW Leader. The ToW Leader

ensures that all needed functions are involved.

For ADT, Airbus Canada nominates a ToW Leader. For SDT, Airbus Canada nominates an Airbus Canada focal

point (mostly the Procurement Operations representative or the Buyer) for the ToW.

4.5 Transfer of work Last Article Inspection (LAI)

The Last Article Inspection (LAI) is performed in order to minimize the industrial and operational risks by ensuring

that no gap exist between the as-designed and as-built standards at the current manufacturing site before physical

transfer is launched (G5). LAI concerns supplier-out.

The ToW Leader is responsible for defining the overall scope of the LAI activities based on the ToW LAI strategy

and the advice provided by the LAI Group specialists. The ToW leader presents the LAI strategy recommendation

from LAI group to the ToW team. The ToW team validates the LAI strategy.

4.5.1 LAI group

The LAI activities (see section 4.5.2) are performed by the LAI group under the leadership of the ToW leader.

For ADT and SDT, the LAI Group is set up by the ToW Leader by identifying specialists of relevant functions who

will use their expertise to make LAI strategy recommendation and later to identify all the gaps in their domain and

then propose and deliver realistic ways to close the gaps.

The members of the LAI Group focus on those gaps that will only have an impact on the manufacturing process

at the party taking over the activity.

For SDT, the LAI group is responsible for the LAI gap analysis, mitigation plan and gaps closure report under the

leadership of the ToW leader.

The composition of the LAI group varies depending on the type of ToW. Nevertheless, the following functions are

recommended as part of the LAI group:

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Manufacturing Engineering

Materials & Processes

Design

Quality

For AD-B2B and AD-B2M, relevant supplier-out representative identified by ToW leader

Each of the Function Representatives in LAI Group is responsible for the implementation of the corrective actions

as agreed in the LAI Gaps Closure Plan.

Each LAI Group Function Representative is also responsible to verify the effectiveness of the corrective actions

and to inform the ToW leader when actions are closed.

For SDT, if needed, the Airbus Canada ToW focal point can involve Airbus Canada specialists in the LAI activity.

4.5.2 LAI activities

The LAI process consists of a set of different aspects to be checked according to overall scope of LAI activities

defined by the ToW leader and advice provided by the LAI Group specialists.

The LAI process includes:

Definition of the LAI group;

Agreement of LAI strategy to be applied and LAI plan (until end of G2);

(QMSF-09-05-02). For SDT, supplier ToW leader fills the LAI report based on input gathered by supplier

LAI group and sends to Airbus Canada.

LAI report, provided by LAI group, validation by ToW team. For AD-B2B, AD-B2M and SDT, the supplier submits the relevant sections of the LAI report (QMSF-09-05-02) properly completed. Airbus Canada reviews and validates supplier input (gathered in a supplier LAI report> similar to FAI reports).

Gaps identification and corrective actions proposal by LAI group. These actions are to be registered in

LAI report (QMSF-09-05-02).

Launch and management of gap closure plan. Before G5, the ToW Leader organizes the LAI Closure Review to confirm that all actions have been closed by approving the LAI Report (QMSF-09-05-02). No physical transfer will be permitted before LAI gap closure and if LAI results are not available. LAI closure (G5). Physical transfer can be initiated.

4.5.3 LAI strategy

The ToW LAI strategy is defined during the Feasibility phase by the LAI group led by ToW leader. LAI group

makes the LAI strategy recommendation which will be validated by ToW team. The LAI strategy defined by the

supplier has to be agreed with Airbus Canada. The following criteria can be taken into account while defining LAI strategy:

Parts type

Process Complexity

Parts quantity

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Source-out maturity

Source-out performance

Part functional class

Old drawings

Tooling transfer

can be defined as: No LAI required Explanations and evidence are required to justify this strategy

LAI require

When LAI is required, the LAI group can propose:

Full LAI - where all the topics inside LAI report (QMSF-09-05-02) have to be checked.

Partial LAI - where the LAI group will define the LAI report (QMSF-09-05-02) structure and which

sections/criterion are applicable/not applicable for the transfer.

5 AIRBUS CANADA DRIVEN TRANSFERS

5.1 Airbus Canada Driven Transfer of Work Principles

Airbus Canada is accountable and responsible for transfers initiated by Airbus Canada (ADT) and if APQP is

applicable, for the appropriate integration of the APQP related activities in the project. All applicable requirements stated in contracts (e.g. ASQR 4.6) remain applicable to the supplier. For ADT, the supplier nominates a ToW focal point to Airbu ToW focal point participates to the requested meetings. Enablement/ConBid commitments need to be respected by the supplier-in.

6 SUPPLIER DRIVEN TRANSFERS

6.1 Supplier Driven Transfer of Work Principles

For transfers initiated by a supplier (SDT), the supplier is accountable and responsible for the transfer and if APQP

is applicable, for appropriate integration of APQP related activities in the project.

The supplier delivers a ToW Dossier to Airbus Canada for each transfer notification which has to be agreed by

Airbus Canada and which describes the process how the supplier manage the ToW requirements:

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QMS-09-06_(Erreur ! Source du renvoi introuvable.-29-Oct-2021) Page 10 of 16 Updated on: 29-Oct-2021 The ToW Dossier has to explain following requirements:

ToW Feasibility pack (Transfer Notification Form, Feasibility Study Report ³, Risk Assessment Template

(on demand, Airbus Canada can provide template) is mandatory before the first ToW steering committee,

at the end of Feasibility gate.

Note ³: For ADT, Airbus Canada uses a ToW Checklist to review the actions to be checked for each ToW Gate.

list with the supplier. The ToW Checklist template can be provided on demand to the supplier.

If APQP applicable, required activities of the Advanced Product Quality Planning (APQP) methodology to

be performed and relevant KBDs of the APQP product realization model to be monitored (for all ToW

Gates).

It has to be ensured that the manufactured part transferred matches the design definition/specification

and the actual in-service performance of the manufactured part. Where this cannot be demonstrated, a LAI gap analysis is to be performed at the end of Feasibility gate.

Strategy, action plan for demonstrating the

produce conforming items in serial (not applicable for services) and a solution for Out of Production spare

parts (items which are not part of the current serial production) and pre-mod spare parts (items which will

become Out of Production after Airbus Canada Parts Modification process implementation during the Transfer of Work) in order to support the aftersales market - (Preparation Gate).

LAI Gap analyses, Mitigation Plan, Gaps Closure Report: all gaps identified during the FAI against LAI

and the related mitigation plan to close those gaps.

In case of technology subjects to IP rights or any other contractual risk relevant to the ToW or Gate, a gap

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