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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

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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

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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.

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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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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

analysis and an analysis of alternative manufacturing technologies between supplier-in and supplier-out

needs to be performed and an action plan for the solution has to be proposed and managed - (Feasibility

Gate).

How Airbus Canada requirements are cascaded to its supply chain (including specific requirements for Aftermarket/Customer Services concerning Out of Production and pre-mod spare parts) - (Feasibility

Gate).

How delivery and quality performance is monitored (monitoring and control Process - for all ToW Gates).

Capacity Planning (Feasibility Gate).

Workload assessment from Airbus Canada side, if any (e.g. manufacturing engineering related or

qualification, certification, ConBid management).

Tooling strategy

Lessons learned (at ToW Closure Gates).

All details of First Part Qualification (FPQ) activities as agreed with Airbus Canada (if requested by Airbus

Canada Engineering - Industrialization Gates).

All details of Production Process Verification or equivalent including First Article Inspection (FAI) and First

Article Acceptance (FAA), where applicable ΀ - (Industrialization Gates).

Note ΀: Not applicable to Services

Aligned fit check planning at the relevant supplier and/or Airbus Canada site performed, in order to

demonstrate suitability, installation concept and function of the new parts (if fit check is required).

The updated industrial dossier/requirements reflecting the "current article" (result of LAI activities) ΁.

Note ΁: If exists, Out of Production items and pre-mod spare parts, to be included into the industrial dossier

(Industrialization Gates).

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All industrial capability and capacity evaluations in case of a new site or subcontractor site or as requested

by Airbus Canada (Industrialization Gates).

Buffer stock strategy or alternative strategy to secure the supply - including Out of Production and pre-

mod spare parts (Feasibility Gates). Industrial Process flow chart "Manufacturing" (All Gates). Detailed plan of the production rate ramp-up/ramp-down including Out of Production and pre-mod spare parts. New facility Controlled Processes compliance in line with the Airbus Canada requirements.

Need for Controlled Processes qualification (or authorization to proceed) in due time prior to the

decision/approval by the supplier's board to initiate a ToW.

For SDTs, the supplier is accountable and responsible for the transfer by implementing the ToW process explained

in the ToW Dossier.

Airbus Canada is responsible to check that the supplier performs SDTs against the Airbus Canada requirements,

defined in the Airbus Canada Supplier Requirements directives (e.g. ASQR 4.6) and QMS-09-06 to the extent

that those documents are contractually agreed with the supplier. Enablement/ConBid commitments need to be respected by the supplier-in.

6.2 Transfer of Work Methodology for Supplier Driven Transfers

6.2.1 Supplier Driven ToW Feasibility Gates (G0-G2)

The supplier nominates a ToW Leader and informs the Airbus Canada focal point.

The supplier delivers the ToW Dossier (which includes a Risk Assessment report) to the Airbus Canada ToW

ick-off.

The supplier has to send a Transfer Notification Form ΂ (TNF) using the relevant template to the Airbus Canada

ToW focal point. If required, the Airbus Canada focal point will organize a kick-off meeting between the supplier

and Airbus Canada, once the TNF is validated by Airbus Canada.

Note ΂: For Airbus Canada and subsidiaries, the supplier has to use QMSF-09-05-01 as the TNF template.

For the kick-

mandatory. On demand of Airbus Canada, the Supplier ToW team participates in requested meetings. -out has to inform the Airbus Canada focal point of any Controlled Processes that must be removed as they are not being applied anymore due to the transfer.

The supplier needs to analyse and communicate to the Airbus Canada ToW focal point any impact for Airbus

Canada, including contractual commitments (e.g. lead time impact), and to present the corresponding mitigation

measures, which Airbus Canada may or may not accept. LAI Strategy and gap analyses starts in this phase.

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The supplier delivers an assessment for expected workload from Airbus Canada (especially from SCQM/SCQS

and manufacturing engineering) prior to G2 in agreement with the Airbus Canada focal point.

At the end of the Feasibility gates, a go/no-go decision for implementing the ToW project is to be made by the

ToW steering committee (G2). If contractually applicable, Airbus Canada will send a formal acceptance or refusal

to the supplier in due time.

6.2.2 Supplier Driven ToW Preparation Gates (G2-G5)

ToW Preparation gate is the phase where the ToW is planned in detail and, if it is case where a new contract is

required, this gate is the phase where the contract is awarded.

If LAI is required, LAI gap closure report needs to be delivered in this phase: No physical transfer will be permitted

before the LAI gap closure. Last Article Inspection (LAI) needs to be carried out in accordance with the transfer LAI strategy. Transfer risk assessment template has to be updated after selection of the supplier.

As part of the ToW Dossier, the supplier will deliver to Airbus Canada the strategy and action plan for

g system to produce conforming items in serial

(not applicable for services) and spare parts including a solution for Out of Production and pre-mod items in order

to support the aftersales market.

For any deviation to the ASQR 4.6 requirements and/or this document, the supplier ToW Leader will present to

the ToW steering committee a documented project plan including the WBS (Work Breakdown Structure) and OBS

(Organizational Breakdown Structure), and get its approval from Airbus Canada on deviations.

At the end of the Preparation/Planning phase, following a go/no-go decision for implementing the ToW project, a

contract with the supplier will be awarded and if applicable, APQP Phase 2 will be closed.

6.2.3 Supplier Driven ToW Industrialization Gates (G5-G7)

The ToW industrialization gates aim to ensure the implementation of the ToW project plan and the ToW Dossier

towards the achievement of the transfer objectives as described in the ToW Dossier. The level of surveillance can

be defined based on risk-management results.

The supplier will be reviewed/followed-up to ensure that it complies with Airbus Canada Supplier Requirements.

The supplier needs to ensure following activities:

The supplier participates to regular reviews against Supplier Requirements Directives (e.g. ASQR 4.6)

and if APQP is applicable, associated APQP deliverables, if such review meetings are required by Airbus

Canada.

The supplier launches and performs mitigation actions in cooperation with Airbus Canada.

The supplier

required and requested by Airbus Canada. The supplier provides to Airbus Canada the supplier FAI report and PPAP (Production Part Approval

Process).

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The supplier provides, where applicable, all details of First Part Qualification (FPQ) activities as agreed

with Airbus Canada.

The supplier provides all details of Production Process Verification or equivalent (including First Article

Inspection (FAI) and where applicable, First Article Acceptance (FAA)) ΃.

Note ΃: Not applicable to Services

The supplier provides the report listing the gaps identified during the FAI against LAI and the supplier

does not start the ramp-down/ramp-up of any part/service until all such gaps are closed.

The supplier provides the updated industrial dossier/requirements reflecting the "current article" (result of

LAI activities) ΄.

Note ΄: If exists, Out of Production and pre-mod spare parts need to be included into industrial dossier.

The supplier reports to Airbus Canada

and capacity evaluations through the transfer.

In the case of high-risk and very-high-risk transfers, those risks are regularly reviewed at the steering.

The ToW Industrialization gates ends with the closure of APQP Phase 4 (if APQP is applicable) and PPAP

acceptance. At the end of the industrialization gates, the ToW steering committee decides on the launch of the

production ramp-up/ramp-down.

6.2.4 Supplier Driven 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 to perform the project closure.

At transfer closure, the supplier updates the Supply Chain Flowchart/ Value Stream Mapping accordingly.

Before closing the ToW project and handing over to serial production and Aftermarket / Customer Services, the

eader ensures the right le-tier.

Spare supply chain including buffer stock is secured (including Out of Production and pre-mod items).

All identified risks and mitigation actions (including deviations) are closed.

All necessary documentation is updated.

The supplier needs to share lessons learned with Airbus Canada.

If APQP is applicable, at the end of the ramp-up/ramp-down gates, APQP phase 5 is closed and the ToW steering

committee decides on the closure of the project in accordance with APQP status.

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7 QUALITY CONTROL

7.1 Audit

QA is responsible for conducting an audit of the entire A220 Transfer of Work for Suppliers process within 3 years

of its implementation, in accordance with A220 internal documentation, to demonstrate its effectiveness.

The quality assurance manager is responsible for providing QA with an appropriate corrective plan to address any

Corrective Action Request (CAR) and resolve any non-conformity raised during this audit, in accordance with

A220 internal documentation.

8 REFERENCED DOCUMENTS

Doc. Reference Document Title

ASQR 4.6 Airbus Canada Supplier Quality Requirements

QMSF-09-05-01 Transfer Notification Form

QMSF-09-05-02 Last Article Inspection Report template

A220 Transfer of Work for Suppliers

QMS-09-06

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

Electronically distributed document.

QMS-09-06_(Erreur ! Source du renvoi introuvable.-29-Oct-2021) Page 15 of 16 Updated on: 29-Oct-2021

9 GLOSSARY

ADT Airbus Canada Driven Transfer

APQP Advanced Product Quality Planning

APQP-DT APQP- Decision Tree Applicability Matrix

B2B Buy to Buy

B2M Buy to Make

CA Constituent Assembly

CFT Call for Tender

ConBid Consolidated Bidding

CRC Claim Review Committee

DT Decision Tree

FAI First Article Inspection

FPQ First Part Qualification

IP Intellectual property

KBD Key Business Deliverables

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