>

Quality Manual
Aerospace Division
To become our customers
preferred partner

www.thalesgroup.com

AEROSPACE DIVISION

>> MANAGEMENT COMMITMENT

In an extremely competitive economic

environment, our future depends on
combining our commitment to customer
satisfaction with growth, confidence and
competitiveness.
All of us at the Aerospace Division are
determined to meet this challenge and
become the preferred partner to all our
customers. To do this, we must listen to
their requirements and respond to them
with creativity, flexibility and agility, adapting
our products and practices as needed.
We must not only manage our processes,
but improve them: that is the goal of the
Customer Commitment continuous

improvement programme and of a whole

series of other supporting measures at
the local, individual and corporate levels.
This is a challenge that affects the entire
Division, and it cannot be met without the
full participation of each and every one of
us. Meeting our objectives depends in
large part on individual motivation and an
awareness of our specific roles. We are
now mobilising to implement our Division
Management System. This Quality Manual
describes our Quality and Environment
policies, and the organisation, practices
and principles needed to successfully align
the management of the Aerospace
Division with the Thales Group's core
values. The Division Management System
is a coherent whole encompassing customer requirements and expectations,
legal and regulatory considerations, and
the tools and methods we use to comply
with those requirements. I am confident
that all Division employees will assume
"ownership" of our Quality Management
System and that, by implementing it together, we will achieve our ambitious goals.
Franois Quentin
Senior Vice President

AEROSPACE DIVISION

CONTENTS
pages

Core businesses

......................

Organisation and facilities . . . . . . . . . . 5

Markets and technologies . . . . . . . . . . 6-7
Quality management system . . . . . . 8

Purpose
The purpose of this Quality manual is to
present the Thales Group Aerospace
Division, its organisation and Quality
management system.

Comprehensive security
management system . . . . . . . . . . . . . . . . 9

Scope

Reference System

This manual is applicable to the entire

Division, its companies and units.

....................

Management principles

.............

10-11
12-13

Programme and product

quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
The Quality organisation . . . . . . . . . . . 15
Conformity to standards . . . . . . . . . . 16
External certifications . . . . . . . . . . . . . . . . 17

Christian Bernard
Director of Quality and Continuous
Improvement

Updating and distribution

This manual is updated each time there is
a significant change by the Quality and
Continuous Improvement Department. It is
freely distributed by that department to
government entities, customers, company
personnel and all other interested parties.

Franois Quentin
Senior Vice President,
Aerospace Division

AEROSPACE DIVISION

YEAR 2004

>> CORE BUSINESSES

REVENUES
2,1 billion deuros
NUMBER OF EMPLOYEES
13,000

As a partner on some of the worlds

greatest aerospace successes, the
Thales Groups Aerospace Division
supplies civil and military customers
with a full range of innovative equipment, subsystems, systems and
value-added services.

For military platforms, The Division

supplies all the critical capabilities
needed to achieve air superiority
during combat, surveillance and
intelligence missions.

The Division's avionics offering provides

all the intelligence needed on board
and on the ground, and performs all
the key flight control, navigation,
communication and surveillance
functions.

The Division's military products fall into

four categories: cockpit electronics,
onboard radar, electronic warfare, and
mission and UAV systems.

Its products include cockpit electronics, utilities equipment, and in-flight

entertainment systems.

In addition, the Division provides innovative, seamless through-life support

services, as well as on-site and logistical
support.
In accomplishing all of these missions,
the Division draws on a solid platform
of technologies, leveraging synergies
between civil and military applications.

AEROSPACE DIVISION

>> ORGANISATION AND FACILITIES

The Aerospace Division comprises:
Business Lines (BL), each of which is
responsible for an entire core business
at the international level, and is divided
into Business Units (BU) at country
level.
Technical Business Units (TBU),
whose role is to develop a specific
area of technical, technological and
industrial expertise and capabilities.

Central functional departments

reporting directly to Division management.
Country organisations in countries in
which the Division has a major presence.

Human Resources

Finance & Control

Administration
& Legal Affairs

Research, Technology &

Engineering

Strategy

Communications

Aerospace Division
Senior Vice President

General Manager
Countries Coordination
Business Lines Management

Operations

Countries
Export Market Coordination
Export Marketing &
Sales France
Defence Domestic Marketing
Sales France

Business Lines

Technical Business Units

Mission Airborne
Solutions

Airborne Computer
Solutions

Canada

ISTAR Systems

Cockpit & Display Systems

Industrial
Operations

USA

Electronic Combat
Solutions

Electronic Warfare
Solutions

Information
System

Aerospace
Military Equipment

Airborne Radar

Central
Procurement

United Kingdom

Domestic & Export

Marketing / Sales UK
ACSS (JV)

Business
Development
Bid and Proposa

G
Germany
DIEHL A
Avionik Systeme GmbH (JV)

Asia / Pacific
France

Supply Chain & IS

Offset
Management

Commercial Aircraft
Solutions

Avionics & Mission Systems

Helicopter Solutions

In-Flight Entertainment

Vice President, within

Operations Direction

Avionics Services
Worldwide

Instruments

Programmes Control

Military Customers
Services

Navigation

Quality & Improvement

Processes

Electrical Systems

Defence
Manufacturing Unit Fr

Microelectronics / MESL
Operations

Microelectronics / MESL

Defence Design
& Technology Fr

Computers Center of
Excellence

Computers

Operations UK

AEROSPACE DIVISION

>> MARKETS
Business Lines
The BLs are the Divisions core management structures and have worldwide responsibility for market segments, products and services. Each BL is made up of Business Units in each country, organised by types of
systems, equipment and services. The BLs define strategy for one or more countries and organise business
development efforts. They manage Request For Proposals (RFPs), control investment decisions, define product
policy and how it is implemented with the customer, and promote synergies.
Mission Airborne Solutions
Integrator and prime contractor for onboard mission systems, the Mission Airborne
Solutions (MAS) BL is involved in the development of intelligence and surveillance
aircraft. Its objective is to develop Thales business in onboard mission systems for
combat aircraft, special-mission aircraft, helicopters and Unmanned Airborne
Vehicle (UAV) Systems.

Microelectronics/MESL
The Microelectronics/MESL BL engineers, manufactures and markets active microwave modules, hybrid modules, complex circuit
boards, and subassemblies incorporating these elements, as well
as ferrites (power components), in small to medium volumes. It
also designs the associated test benches.

ISTAR Systems
Drawing on its experience with the British armys Watchkeeper UAV programme,
Intelligence, Surveillance, Target, Acquisition and Reconnaissance (ISTAR) Systems
addresses the current and future challenges facing UAV systems. Its other basic
role is to develop network-centric capabilities.
Electronic Combat Solutions
The role of the Electronic Combat Solutions (ECS) BL is to promote and sell radar and
electronic warfare systems and equipment for all naval and air combat platforms.
The BL also offers combat aircraft upgrade solutions.
Aerospace Military Equipment
AME develops specific military avionic solutions for combat, transport and training aircraft.
Commercial Aircraft Solutions
The Commercial Aircraft Solutions (CAS) BL offers competitive product and system
solutions for cockpits and passenger cabins (including in-flight entertainment) on
commercial, regional and business aircraft.
Helicopter Solutions
Leveraging the Aerospace Divisions experience in both civil and military technologies,
Helicopter Solutions acts as prime contractor, systems integrator and supplier of systems,
subsystems and equipment for helicopters. Its offering includes user interfaces (helmetmounted LCD and head-up display systems and instruments), navigation, communications,
computers, self-protection systems and surveillance radar.
Avionics Services Worldwide
ASW provides an extensive range of services and support for civil avionics and in-flight
entertainment (IFE) systems. Services include repair, part replacement, logistics support,
ABTH (Avionics By The Hour) and turnkey maintenance contracts. ASWs main objective is
to guarantee customer satisfaction by providing competitive, effective support tailored to
the needs of it diverse customer base.
Military Customers Services
The role of the Military Customer Services (MCS) BL is to ensure the highest possible
levels of availability of customers' equipment and systems. In addition to developing its
customer services business, MCS is working to improve its positioning on third-party
maintenance contracts.
Electrical Systems
The Electrical Systems BL designs, develops and manufacturers electrical power
generation and conversion systems and equipment for aircraft and missiles. An
electrical conversion system developed by Thales has been selected to equip the
future Boeing 787.

Computers
The Computers BL provides Thales with specialised expertise in
the area of signal and data processing, drawing extensively on
commercial technologies to develop its high-performance
products.

AEROSPACE DIVISION

>> TECHNOLOGIES
Technical Business Units
The role of each TBU is to develop a specific area of technical, technological or industrial expertise, and
to deliver competitively priced products within an agreed timeframe and in full compliance with quality specifications. The TBUs are organised on a worldwide basis into product lines and centres of excellence, and
coordinate their work with that of the other Thales divisions.
Airborne Computer Solutions
ACS designs, manufactures and integrates data processing
platforms, mainly for the Commercial Aircraft Solutions,
Avionics Services Worldwide, Helicopter Solutions and
Avionics for Military Aircraft BLs.

Cockpit & Display Systems

CDS designs and manufactures civil and military cockpit equipment and systems.
For example, the unit supplies all of the display screens for Airbus cockpits and Dassault
Aviation combat aircraft.
Electronic Warfare Solutions
The EWS BL supports all the Divisions BLs, developing and manufacturing electronic
warfare systems and equipment for airborne, land, naval and space applications, including
the SPECTRA and IMEWS systems, as well as self-protection systems for combat
aircraft, the ASTAC pod, intelligence systems for SIGINT aircraft, and self-defence
systems for the Horizon frigates and other warships.
Airborne Radar
The Airborne Radar TBU supports the Divisions BLs by developing, manufacturing
and supporting nose radars (RBE2, RBE2 active array antenna, RDY, RC400) for
combat aircraft, as well as airborne surveillance radars (Searchwater and Ocean
Master).
Avionics & Mission Systems
Drawing on extensive expertise in command and control systems, the Avionics & Mission
Systems TBU (AMS) develops, integrates and certifies onboard systems, products and
software for the Divisions major civil and military programmes.
In-Flight Entertainment
The In-Flight Entertainment TBU (IFE) designs and manufactures in-flight entertainment
systems (the TopSeries line) for airline passenger entertainment and telecommunications.
It is also developing TopSeries eXecutive, a passenger cabin management system for
regional and business aircraft.
Instruments
The Instruments TBU specialises in flight instrumentation, with product lines including
electromagnetic and flat-screen instruments with or without integrated sensors,
pressure sensors, transmitters, graphical displays and control systems.

Navigation
The Navigation TBU develops and manufactures integrated navigation systems, inertial
navigation units, radio navigation receivers (GPS, Egnos, Galileo), air speed indicators,
power supply units, navigation computers for civil and military aircraft, helicopters,
missiles, UAV systems and launchers, as well as low-voltage power supply systems for
the other TBUs.
Defence Manufacturing Unit fr
The Defence Manufacturing Unit TBU (DMU) is in charge of series production of airborne
radars, electronic warfare equipment, onboard military computers and missile electronics
for proximity fuzes and seekers. Its design office contributes to physical prototype and
hardware developments.
Operations UK
The Operations UK TBU develops equipment and systems for
ground-based radar, surveillance radar, naval and airborne
electronic warfare applications, including the Watchkeeper
programme. It is responsible for supply chain management,
system engineering and software engineering.

Defence Design & Technology fr

The Defence Design & Technology TBU (DD&T) develops driver/receivers, pointing systems
and power supply units for radars (combat aircraft and maritime patrol aircraft), electronic
warfare receivers and jammers, microwave reception subsystems for missile seekers,
mission computers for combat aircraft, and high-power transmitters for surface radars.

AEROSPACE DIVISION

>> QUALITY MANAGEMENT SYSTEM

To achieve its objectives, the
Aerospace Division has developed a Quality Management
System based upon:
Division policy
the Reference System
the Customer Commitment continuous improvement programme.
This system is aligned with the Thales
Group code of ethics, legal and regulatory
requirements and is consistent with the
Divisions health, safety and environment
policies.

In line with Thales Group core values,

the Aerospace Divisions policy has
three main axes:
Satisfied Customers:
Listening to customers and acting on
their demands with optimum responsiveness, each employee is focused on
meeting the Division's commitments
with respect to delivery times, quality of
products and services, and service
availability.
Growth and competitiveness:
The Division strives to meet the
objectives set by the Thales Group by
developing its order bookings and
working to increase its competitiveness and capacity for innovation.
Building a winning team:
The personal involvement and ongoing
professional development of each
employee is key to our success.

Customer
satisfaction

Growth
and
competitiveness

Building a
winning team

PROGRAMME

Re

UA

fer

ence Sys

te

LITY POLIC

DIVISION AERONAUTIQUE

SECURITY MANAGEMENT
>> COMPREHENSIVE
SYSTEM
Compliance with current
laws
and
regulations
governing health, safety,
security and the environment (at the European,
national, local, and Group
levels) is a basic value for
the Thales Aerospace
Division.
The Divisions health, safety and environment policy is based on the concept of
comprehensive security for improved
efficiency and effectiveness. This policy
covers four basic categories:
Safety and working conditions
Environment
Industrial and defence security
Information system security
The Aerospace Division is committed to
continuous improvement in all aspects
of comprehensive security and has
introduced a risk prevention programme
and defined priority areas of focus for
further improvement.
The Security and Compliance Department
is charged with implementing this policy
through a directive included in the
Reference System.
The Security Level Evaluation Guide is
used to determine the appropriate action
plans. Operational staff incorporate these
action plans into the budgeting process
and provide Division management with
regular progress reports.

AEROSPACE DIVISION

>> REFERENCE SYSTEM

The Reference System comprises three types of process:
operational processes, co-ordindated
with project and programme milestones, and conducted to provide customers with the products, systems
and services that meet their requirements.

management processes, including

all the activities required for managing the company, its resources and
processes, and conducted in support
of the operational processes.
expertise processes, making up the
toolbox of methods and tools needed
to implement the operational processes.

MA NAG E ME NT
Entreprise

ENT

Quality
Strategy Target Setting
Risks
Governance
Commu& Continuous nication
&
Management & Major
and
Organization & Security Investments Budgeting Improvement

GOV

LSS

SMI

SBP

QCI

Resources
Finance

Human
Resources

Real
Estate

FIN

HRM

FAC

COM

RES

Information PurchasSystems
ing

ITS

PUR

Manage Customer Account (MCA)

O
P
E
R
A
T
I
O
N
S

Contract into force

Bid/No Bid

Decision to launch
Decision to invest

In service Date

Methodology and Expertise relevant for each Business

System Engineering

Software Engineering

Hardware Engineering

Config. Management

Manufacturing

Logistics

SYS

SWE

HWE

CMT

MAN

LOG

Common & Shared Data Bases

EXP E R TI SE

10

AEROSPACE DIVISION

procedures, describing activities,

sequencing, inputs, outputs, and
players roles and responsibilities

The Reference System consists

of the Quality Manual, organisation memos and, for each
process:

guides, detailing how to conduct an

activity and the procedures to be
used. Certain guides and procedures
relating to specific areas of expertise
are only applied locally; the others are
applied throughout the Division.

a description aligned to the Thales

Group Reference System, detailing
the purposes of the process, its
players and their responsibilities, and
the applicable directives.
a document defining the management
of the process, measures and tailoring
procedures.

QM
MOP
MOE
Princ

iples
Direc

tives

Pro
Docu cess
ment
ation
ow

es

ts

Stan
d
guide ard
lines

Func

tiona

Unit tion
a
aniz t
g
r
O
r
Cha

ion
fess

e
she

l sys
t

Pro

Q
re uali
co ty
rd
s

edur

n
me
int s
po mo
Ap me

Proc

se
rpri
Ente ization
an
Org har t
C

em

The Reference System is managed and

distributed by the Quality and
Continuous Improvement Department
and is issued on the company intranet.
To ensure efficient management,
Document ID Sheets (DIS) are used to
define document management procedures and assist drafting.
The Reference System applies to all the
Divisions projects, programmes and
activities. Best practices developed by
operational staff are systematically
added to the Baseline.

em

yst
al s
n
o
i
at

aniz
Org

11

AEROSPACE DIVISION

>> MANAGEMENT PRINCIPLES

Plan
Strong commitment from Management
The management processes define
strategic objectives and the action plans
required to meet them. Each management process and operational process
is the responsibility of:
an owner, a member of the Divisions
Management Committee in charge of
defining strategic objectives for the
process and managing the action
needed to achieve them
a leader, responsible for deploying and
improving best practice.
The Quality and Continuous Improvement
Department has overall responsibility for
process management.

N
A
PL

P
A
Improvement
Customer Commitment Programme
Continuous improvement is an integral
part of the Thales Group Customer
Commitment programme, combining
all the actions designed to raise Group
efficiency in achieving its objectives,
particularly customer satisfaction. It is
based on a platform of customer and
process-related improvement projects,
which are managed as programmes
(manager, schedule, scorecard) and
monitored by the Quality and Continuous
Improvement Department. Outputs
from these Projects are incorporated
in the Reference System.

12

A
C
T

This top down approach is complemented by a bottom up approach: the

TopLink project encourages all staff to
suggest improvements; the best ideas
are rewarded and adopted as best
practice.

AEROSPACE DIVISION

Deployment
Quality, an everyday reflex
Managers, supported by members of
the Quality and Continuous Improvement
Department, are responsible for deploying
best practice in their teams. To assist
them, process leaders may define
deployment plans that comprise communication, training and coaching.
Process leaders also ensure that best
practice as implemented is recorded,
validated and incorporated in the
Reference System.
The cornerstone of successful deployment
is the everyday involvement of each and
every Division employee.

D
O

D
C

Measure

K
C
E
H
C
Management of Improvement Projects

Design
Scope
Launch

Project
sheet

in case
of
reengineering
Pilots

Project
Scope
document
Dashboard

Implementation

Non-conformities are opportunities

for improvement
Various means are used to detect and
measure the effective deployment of
Reference System practices: surveys,
audits and CMMI assessments conducted
in-house, by outside bodies and customers, scorecards, checklists, and
observations of best practice in programmes, etc.
Based on the results of each metric, an
analysis is made to see whether corrective
action or improvement is needed and who
should take charge of implementation
(process leader, entity, programme team),
or whether a new improvement project
needs to be added to the Customer
Commitment programme. Each action is
recorded on a follow-up sheet.

Closure
sheet

13

AEROSPACE DIVISION

>> PROGRAMME AND PRODUCT QUALITY

Programme and product quality
Programme life cycle quality assurance is achieved by passing milestone reviews
agreed with the customer, thereby ensuring transparency on programme progress.

Programme life cycle

Identify and
develop
opportunities

Clarify and
promote
the offer

Bid
strategy

Prepare the
execution of
the contract

Negotiation
and
award

Decision to
launch

Kick Off Launch

meeting review

Management
&
Planning

Shipping/delivery
reviews

Management

Progress reviews

Ending
review

Programme
ending

Acceptance

Record of contractual milestone

Production planning

Similarly, milestone reviews during the product life cycle are opportunities for checking that
activities have been conducted in conformity with the internal programme baseline and
that the products meet customer specifications as well as legal and regulatory requirements.

Product Life Cycle

Orientation
review

Requirements
review

Design
review

TRR

PCA

Acceptance
review

Qualification
review

FCA
OR

Orientation

SRR
Concept
design

Functional
Baseline

SDR

PDR CDR

Demonstration
and proof of
concept

QR

Development

Production and
deployment

Amont

SR SRR

PCA
FCA

PDR

VR SQR
CDR

Development
Baseline

TRR

PRR

Production

SR SRR

Operational
Retrait
support
de service

Amont
Withdrawal

Articles

Production
readiness review
Installation
review

PCA
FCA

PDR

VR SQR
CDR

TRR

Articles

Adjustments to the programme or product life cycles are made at programme kick-off
and recorded in the management plan and related plans.

14

AEROSPACE DIVISION

>> THE QUALITY ORGANISATION

Division management is responsible for
the proper operation of the Quality
Management System and continuous
improvement, appointing a Director of
Quality and Continuous Improvement to
ensure that the system is implemented.

The Director of Quality and

Continuous Improvement works
with:

Operational Quality departments within

the Divisions entities.
In this way, the quality function is incorporated in each activity and guarantees that
products and services meet customer
requirements.

the corporate Quality department,

which is in charge of leading process
management, updating the Reference
System, operating the metrics system,
particularly external assessments (ISO,
civil aviation, CMMI, etc.) and leading
continuous improvement

Operational quality
organisation structure
and resources
An experienced quality
assurance engineer, working independently from
other programme staff,
is appointed for each
programme.

Customer
requirements

Quality Assurance
planning
The programme quality
plan defines the programmes quality baseline. It is
based on customer requirements and includes all
the necessary quality
assurance measures.

Adjustement

Management of Quality
Assurance Activities
The programme quality assurance engineer guarantees that
quality actions are implemented
according to the quality plan,
providing support for the staff
in charge and confirming the
conformity of the products
delivered.

Delegation/tutoring

Contract
Contraints
budget
schedule
organisation

Baseline

Internal
Programme
Baseline

Justification

Implementation

Verification

15

AEROSPACE DIVISION

>> CONFORMITY TO STANDARDS

The following tables show the correspondence between the
Reference System and ISO 9001:2000 and ISO 14001.
Traceability Matrix
SR/ Standards
ISO 9001, EN9100, AQAP 2110

Additional elements

SECTIONS OF ISO 9001

4.1

4.2

5.1

5.2

5.3

5.4

5.5

5.6

6.1

6.2

6.3

6.4

7.1

7.2

EN
9100
7.3

7.4

7.5

7.6

8.1

8.2

8.3

Management
ENT: Enterprise
GOV: Governance & Organization
LSS: Risks Management & Security
SMI: Strategy & Major Investments
SBP: Target Setting & Budgeting
QCI: Quality & Continuous Improvement
COM : Communication

Outside the perimeter

Outside the perimeter

RES : Resources
FIN : Finance
HRM: People Management
FAC: Real Estate
ITS: Information Systems
PUR: Purchasing

Operational process
MCA: Manage Customer Account
CAB: Develop & Capture Opportunities
WIN: Win Bid
PLP: Plan product
MAP: Manage Programme
DEV: Develop
SMD: Source Make & Deliver
PSS: Provide Services & Support

Expertise process
SYS: System Engineering
SWE: Software Engineering
HWE: Hardware Engineering
MAN: Manufacturing
CMT: Configuration Management
LOG: Logistics

Traceability Matrix
SR/ Standard ISO 14001
Management
ENT: Enterprise
GOV: Governance & Organization
LSS: Risks Management & Security
SMI: Strategy & Major Investments
SBP: Target Setting & Budgeting
QCI: Quality & Continuous Improvement
COM : Communication
RES: Resources
FIN: Finance
HRM: People Management
FAC: Real Estate
ITS: Information Systems
PUR: Purchasing

Operational process
MCA: Manage Customer Account
CAB: Develop & Capture Opportunities (CAB)
WIN: Win Bid
PLP: Plan product
MAP: Manage Programme
DEV: Develop
SMD: Source Make & Deliver
PSS: Provide Services & Support

Expertise process
SYS: System Engineering
SWE: Software Engineering
HWE: Hardware Engineering
MAN: Manufacturing
CMT: Configuration Management
LOG: Logistics

16

SECTIONS OF ISO 14001

4.1

4.2

4.3
4.4
4.5
4.3.1 4.3.2 4.3.3 4.3.4 4.4.1 4.4.2 4.4.3 4.4.4 4.4.5 4.4.6 4.4.7 4.5.1 4.5.2 4.5.3 4.5.4

4.6

8.4

8.5

4.3

AQAP
2110
7.7

7.8

9.1

9.2

AEROSPACE DIVISION

>> EXTERNAL CERTIFICATIONS

To demonstrate to customers the
Aerospace Divisions ability to meet their
requirements, we have obtained and
maintain the following external standards:

Quality Management System

ISO 9001for all entities. AQAP 2110
for Thales Avionics, Thales Airborne
Systems and Thales Electrical Systems.
EN 9100 for Thales Avionics, Thales
Canada, Thales Electrical Systems,
AS 9100 for In-Flight Entertainment.
BS EN ISO 9001: 2000 and AS 9100
for the Divisions UK sites from LRQA
and BSI.
Environment Management System
ISO 14001 for Thales Airborne
Systems, Thales Avionics Thales
Electrical System, Thales Liquid
Cockpit and for the Divisions UK sites.
OHSAS 18001 Health and Safety
Management System
Certification targeted for 2006.

Civil Aviation (production)

EASA Part 21 subpart G for Thales
Avionics, and the Divisions sites in the UK.
Civil Aviation (maintenance)
EASA Part 145 for Thales Avionics and
for Thales Electrical System from DGAC,
FAR145 for Thales Avionics and Thales
Electrical Systems from FAA, and EASA
Part 145 for Divisions UK sites from the
CAA.
Programme, system engineering and
development management process
maturity
CMMI Level 3 targeted for 2006.
Aircraft manufacturer approval
Airbus, AgustaWestland, Boeing,
Bombardier Aerospace, Dassault Aviation,
Eurocopter, British Aerospace, etc.
Air freight safety
Recognised freight carrier approval from
DGAC for Thales Systmes Aroports,
Thales Avionics (CLI, Vendme sites) and
Thales Electrical Systems

Glossaire
AFAQ
AQAP
BSI
CAA
CDR
CLI
CMMI
DGAC
EASA
FAA
FAR
FCA
GSAC
ISO
LRQA
OR
PCA
PDR
PRR
QR
SDR
SRR
TRR

:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:

Association Franaise Assurance Qualit

Allied Quality Assurance Publication (NATO)
British Standards Institute
Civil Aviation Authority (UK)
Critical Design Review
Centre Logistique International (Chtellerault)
Capability Maturity Model Integrated
Direction Gnrale de l'Aviation Civile
European Aviation Safety Agency
Federal Aviation Authority (USA)
Federal Aviation Regulation
Functional Configuration Audit
Groupement pour la Scurit Aviation Civile
International Standards Organization
Lloyds Register Quality Assurance
Orientation Review
Physical Configuration Audit
Preliminary Design Review
Production Readiness Review
Qualification Review
System Design Review
System Requirements Review
Test Readiness Review

Quality Manual Reference:

QCI-M-DAE-001-EN/00

17

Thales

Printed in France - G00607 - 11/2005 - Photos : Airbus Military - Airbus SAS - Boeing, Dassault Aviation/Aviaplans/F. Robineau - Elbit - Eurocopter/Grme Deulin - StockbyteTM - Thales
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