ASD-STAN PREN 9278-2017 Aerospace series - General Principles of Obsolescence Management of chemicals materials and processes (Edition P1).pdf

1、 ASD-STAN STANDARD NORME ASD-STAN ASD-STAN NORM ASD-STAN prEN 9278 Edition P1 2017-June PUBLISHED BY THE AEROSPACE AND DEFENCE INDUSTRIES ASSOCIATION OF EUROPE -STANDARDIZATION Rue Montoyer, 10 -1000 Brussels - Tel +32 2 775 81 26 - Fax +32 2 775 81 31 - www.asd-stan.org ICS: Descriptors: ENGLISH VE

2、RSION Aerospace series General Principles of Obsolescence Management of chemicals, materials and processes Luft- und Raumfahrt Allgemeine Grundstze des Obsoleszenzmanagements von Chemikalien, Werkstoffen und Prozessen Srie arospatiale Principes gnraux de la gestion de lobsolescence des produits chim

3、iques, des matriaux et des procds This “Aerospace Series“ Prestandard has been drawn up under the responsibility of ASD-STAN (The AeroSpace and Defence Industries Association of Europe - Standardization). It is published for the needs of the European Aerospace Industry. It has been technically appro

4、ved by the experts of the concerned Domain following member comments. Subsequent to the publication of this Prestandard, the technical content shall not be changed to an extent that interchangeability is affected, physically or functionally, without re-identification of the standard. After examinati

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6、t national level by giving the EN the status of a national standard and by withdrawing any national standards conflicting with the EN. ASD-STAN Technical Committee approves that: “This document is published by ASD-STAN for the needs of the European Aerospace Industry. The use of this standard is ent

7、irely voluntary, and its applicability and suitability for any particular use, including any patent infringement arising therefrom, is the sole responsibility of the user.” ASD-STAN reviews each standard and technical report at least every five years at which time it may be revised, reaffirmed, stab

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9、r otherwise, without prior written permission of ASD-STAN. Order details: E-mail: salesasd-stan.org Web address: http:/www.asd-stan.org/ Edition approved for publication 1stJune 2017 Comments should be sent within six months after the date of publication to ASD-STAN General Domain Copyright 2017 ASD

10、-STAN prEN 9278:2017 (E) 2 Contents Page Introduction 4 1 Scope 5 2 Normative references 5 3 Terms and definitions . 5 4 Objectives of the Obsolescence Management Process. 7 5 What comes under the organisation 8 5.1 General 8 5.2 Formalising the obsolescence management policy 9 5.3 Defining an obsol

11、escence management process . 9 5.4 Defining a strategy following the criticality of obsolescences . 10 5.4.1 General 10 5.4.2 Proactive strategy . 10 5.4.3 Reactive strategy . 11 5.5 Keeping an up to date reference document of substances, technologies, processes and products . 12 5.6 Monitoring and

12、alerting . 12 5.7 Contractualising obsolescence management 13 6 What comes under the programme 14 6.1 General 14 6.2 Collecting the programme specificities 14 6.3 Defining the strategy at the programme level 15 6.4 Defining the monitoring perimeter 15 6.5 Identifying and managing obsolescence risks

13、16 6.6 Reporting relevant information at the organisation level . 16 6.7 Implementing feedback and preparation for future obsolescence treatment . 16 6.8 Actions related to a product life cycle . 17 6.8.1 General 17 6.8.2 Obsolescence Management Plan . 17 6.8.3 Managing obsolescence during definitio

14、n and development phases 17 6.8.4 Managing obsolescence during production and operation phases 18 6.8.5 Operating the dismantling for Obsolescence Management . 18 7 Connections between organisation and programme . 18 (informative) Example of an information exchange principle . 19 Annex AA.1 Chemical

15、s obsolescence risk management guiding principles 19 A.2 Purpose: Highlighting aerospace sectors concerns and expectations regarding chemical industry . 19 A.3 Aerospace sector characteristics: . 19 A.4 Issues . 20 A.4.1 Notification / Traceability . 20 In case of a project or decision of withdrawal

16、 from a market of a substance or chemical. In this context, a change of chemical must be treated as an obsolescence as soon as this change concerns: . 20 prEN 9278:2017 (E) 3 A.4.2 Stability of chemical formulas 20 A.4.3 Proactivity Necessary dialogue 21 (informative) Criticality and acceptability s

17、cale: Risk mapping . 22 Annex B(normative) What comes under the programme versus What comes under the Annex Corganisation 23 (normative) What comes under the organisation versus What comes under the Annex Dprogramme . 25 Bibliography . 27 prEN 9278:2017 (E) 4 Introduction In the aeronautics and spac

18、e fields, the component life time compared to the lengthy life cycle of finished products and the arrival of new regulations drive organisations into structuring obsolescence management. This need has become important in these fields as a result of: the effort necessary for the qualification of mate

19、rials and processes (due to a high level of performance and security requirements, to the complexity of interactions between systems, to the large number of industrial actors, to the multinational nature of programmes, etc.), the regulation requirement of conformity from the produced configuration t

20、o the qualified configuration (for example of certification by an official organization). These characteristics reinforce three aerospace industry priorities: Traceability, Stability of technical choices, Anticipation of evolutions. New regulations such as RoHS or REACH, creating potential obsolesce

21、nces (related to authorization and substance use restriction processes), force to take this obsolescence risk into account. They created increasingly stronger concerns for organisations willing to express a need of information from the aerospace industry information within themselves, and within eac

22、h of their programmes and with respect to their suppliers regarding necessary and accessible data that shall be supplied, shared and tracked. For example, information exchange principles are given in Annex A. Obsolescence risk is meant as a potential or proven event, resulting from the non-availabil

23、ity of a product. The submentioned differentiation will be observed in obsolescence cases: Potential: obsolescence is predicted without a known deadline Proven: obsolescence is indicated with a known deadline Endured: obsolescence was unexpected, it is assessed. Obsolescences of chemicals and their

24、effects on products, especially materials, processes and mechanical part are tackled in this General Recommendation, developed within the “Programme Management” working group to which representatives of aerospace and armament industries participated. The obsolescences related to chemicals originate

25、in: New regulations or evolution of existing laws (environment, health, safety, etc.), Evolution for suppliers: changes of reference, evolutions of products, manufacturing processes, formulation, rationalising of product ranges, manufacturing halts, etc., Supplier failure: bankruptcies, evolution of

26、 industrial organisation, industrial accidents (fire, flooding, etc.), Import export obligations (ITAR, export controls, export licence, etc.), Market laws or industrial rules (volume of production too low, ageing technology, etc.), Etc. prEN 9278:2017 (E) 5 1 Scope Obsolescence is a significant ris

27、k factor for an organisation and/or a programme activity regarding the continuity of productions, services and maintenance in operational conditions of equipments and systems. It can appear in any phase of the product life cycle. Thus it is essential that the organisation determines the best strateg

28、y to be implemented in order to control these risks, implying its customers and suppliers in the definition of this strategy. This recommendation is a document meant to be used as guidelines, for an organisation and/or a given programme, for the implementation of a coordinated management process of

29、obsolescence risks related to chemical products and to their effects on products, especially on materials, processes and mechanical parts. Can be subject to obsolescences: all categories of equipments as well as their components, materials and processes used to produce, operate or maintain a product

30、, all that can be bought, manufactured, repaired, be it done internally or externally, means of production, test and maintain. This document excludes obsolescences related to electronic components and softwares (for more information on that subject see EN 62402). 2 Normative references Not applicabl

31、e 3 Terms and definitions 3.1 obsolescence impossibility in supplying a product from original manufacturers. Note 1 to entry: Such a product is qualified as obsolete Note 2 to entry: An obsolescence can have different origins: regulations, technical evolution, suppliers failure, industrial evolution

32、s, etc. Note 3 to entry: The supplying impossibility can be permanent, temporary or potential. 3.2 programme coordinated set of technical, administrative and financial tasks, intended to design, develop, produce and use a product, satisfying a need under the best economic conditions, as well as ensu

33、ring its support and considering the constraints of a withdrawal. SOURCE: EN 9200 3.3 organisation set of facilities and persons with responsibilities, powers and relations EXAMPLE Company, society, firm, business, etc. SOURCE: according to EN ISO 9000 prEN 9278:2017 (E) 6 3.4 process set of related

34、 resources and activities contributing to obtain a defined result and which transform input elements into output elements SOURCE: according to EN 9200 3.5 product result of activities or processes Note 1 to entry: Products mean here finished products (aircraft, equipment, etc.), components they are

35、constituted of (composed, referenced article of the product, etc.), components constitutive of their processes (e.g. surface treatment) SOURCE: according to EN 9200 3.6 chemical preparation or a mix of substances 3.7 supplier organisation or person who provides a product or a service Note 1 to entry

36、: The supplier can be understood as the subcontractor. SOURCE: according to EN ISO 9000 3.8 supply chain totality of the organisation functions and its suppliers enabling to ensure the availability of materials, parts, assemblies, equipments as well as industrial means and competences necessary to t

37、he manufacture and operation Note 1 to entry: According to the IAQG, supply chain is translated into French by chaine de fournisseurs. 3.9 use case point of use use case is the description of the use of a product or a substance, including its operating, control and operability conditions, its interf

38、aces, its main functions and requirements, etc. It must not be confused with the point of use which is the location of use of a component in a product. 3.10 substance chemical element and its compounds in the natural state or obtained by any manufacturing process SOURCE: according to Reach Guide GIF

39、AS prEN 9278:2017 (E) 7 3.11 life cycle this describes the whole series of developments of the product throughout its life starting from the expression of its need until the disposal, whatever the form is Note 1 to entry: The life cycle includes the following phases: Initial statement of requirement

40、, Feasibility, Definition, Development, Production, Use, Withdrawal. SOURCE: according to EN 9200 4 Objectives of the Obsolescence Management Process The aim of this process is to ensure that the product, subject of the programme, can be manufactured and supported throughout its life cycle (maintena

41、nce, spares, reparations, etc.). It enables to anticipates obsolescences and minimise their impact and their cost on the products of the organisation (actual and in the near future). The process consists in scheduled and coordinated actions intended to ensure the availability of a product during its

42、 operating life, through technically and economically practicable means of replacement. The process shall include the strategic vision of the operators of the supply chain (this vision can differ from an operator to another), the organisation-supplier balance of power (suppliers certification) as we

43、ll as global environment (media pressure, brand image). All the actors of the supply chain are responsible for obsolescence management throughout the life cycle of a finished product with regards to customers or users. In particular, a purchaser shall state to his suppliers the requirements to which

44、 he shall himself comply. However, beyond these considerations, the key of obsolescence management is the circulation of information so that information received by any operator of the organisation, programme or supply chain can be reported, centralised in one unique focal point, and then treated, a

45、nalysed, made used of and finally passed on at programme or service levels. The aim of this process is to give priority as far as possible to proactive treatment above reactive treatment (endured). Detectability is especially important and belongs to the organisation and the programme. In the aerosp

46、ace field, action plans to be implemented in order to resolve obsolescences are often long and costly. Thus, an obsolescence detected early enough allows an easier implementation while ensuring a safety margin. Furthermore, the sooner the impacts are identified, the sooner it is possible to make sur

47、e that all applications are taken care of, and, in this way, to avoid “bad surprises” when the time comes to implement the replacement solution or to stop the current solution. Obsolescence risk management is part of a process that is similar to risk management as described in the EN 9239, given in

48、the following Figure as a reminder. prEN 9278:2017 (E) 8 Stage 1 Setting up the framework of risk management Stage 2 Identifying Stage 3 Assessing Stage 4 Treating Stage 6 Capitalising MonitoringandControllingStage5CommunicatingStage7Figure 1 Main stages of risk management This process relates both

49、to the organisation (then including, for example, all obsolete products at the same time) and the programmes (affected by their own obsolescences). One of the issues is optimising the structure between actions carried on by the organisation and those dealt with by each programme. Another issue is to share the efforts between various programmes within one organisation, or even between several organisations. The organisation is the owner of the Obsolescence Management Process, and the programme is in c