AS 9100 Aerospace Quality Management Systems

AS 9100:2016 Rev D is a quality management system designed for the aerospace and defence industry.
AS 9100 includes the entire ISO 9001 standard (currently ISO 9001:2015), and adds additional requirements relating to aerospace quality and safety.
Many major aerospace companies worldwide require registration to AS 9100 as a condition of business.

Read more

Latest News

The latest revision of AS9100:2016 was published in September 2016, find out what this means for you
Read more

AS9100 Introduction E-Learning

2 hour e-Learning Course – £49

Learn the basics of Aerospace Quality, with an overview of AS9100 and it’s structure and principles


AS9100 Foundation Course

1 Day Course – from £445

Learn what a Quality Management System is and the requirements of the AS9100 standard

More Info

AS 9100 Internal Auditor Course

2 Day Course – from £945

Learn how to plan and conduct internal audits of your companies Quality Management System

More Info
More Info

Aerospace Lead Auditor Course

5 Day Course – from £1645

We teach you the tools and techniques of how to plan, lead and report audits within your own organisation, your suppliers or third party organisations

More Info
More Info

ISO 9001:2015 and AS9100:2016 Top Management Briefing

Designed for senior/top management teams to navigate the main requirements of the latest ISO 9001:2015 and AS 9100:2016 standards, and the new responsibilities placed on them in the new standard

More Info

Discounts available
to FAC members

Latest Resources

Earn CPD points with Batalas Auditor Training

Batalas is proud to announce that it has recently achieved accredited CPD status What is CPD? The CPD Standards Office (Continuing Professional Development) was founded with the vision of understanding and enabling, positive and [...]

Load More Posts

Frequently Asked Questions for Auditing Management Systems


Firstly, the AS standard (both AS9100 and ISO 9001) states that you must internally audit your organisation at planned intervals and that you must audit if it

  • meets the planned arrangements (with regards to product realization)
  • meets the requirements of the ISO standard
  • meets the requirements of your management system

But you will note that it does not directly say that you must audit every 12 months. Having said that, it is common sense that if you left it longer than 12 months (or even shorter) between audits then would you be able to prove that the system does everything above? Therefore the industry standard is every 12 months, although this can change:

The standard also states that when planning the audit programme you must take into account the “status and importance” of the processes and areas being audited, and very importantly the results of previous audits. In other words, if a process if critical to what you do, or previous audits have found problems, then that process must be audited more often.

One of the main reasons why internal audits raise trivial, and in some cases repeating, nonconformities is that audit reports are not ‘closed out’ correctly. It is important that actions taken to address nonconformities are corrective action (correcting the root cause of the issue) and not correction (purely a short term fix).
Managers are measured on results and therefore results orientated information is of prime concern to them. If the internal audit process includes the identification of process effectiveness and opportunities for improvement then you will grab their attention.
Technically yes.

The requirement in all standards is to conduct internal audits against

  • the appropriate ISO standard
  • any regulatory and legal requirements
  • your own management system requirements

Having said that, if you work in a larger organisation then the likelihood is that you have a team of auditors, some audit the entire system and others will conduct smaller process/procedure audits – every situation is different, if in doubt give one of our friendly team a call for free advice

Yes. The advantage is that a good auditor may be able to use his/her experience to identify opportunities for improvement which would not have been possible by using your own staff. The downside is that the use of external auditors tends to lead to a lack of ownership of the management system.

Auditing can be seen as a fairly negative process, with the emphasis being on digging into the detail and raising what is seen to many as trivial issues.

Consequently, when selecting internal auditors it is normal to add more junior staff to complement the small team of quality, environmental and health & safety professionals.

Internal auditing should be focused on improving the management system, and hence business performance, and therefore more senior managers should be involved in internal auditing.

One of the ways to get them involved is to allocate to them the task of auditing for improvement, with more junior staff involved in the more time consuming tasks of conformance auditing.