Training

Training is where capability stays in the business after an adviser has gone home. We teach the aerospace standard and we teach operational improvement, and in both cases the person at the front of the room does this work for a living. That matters more than it should have to: a delegate who asks a hard question about their own non-conformance process deserves an answer from experience, not a flick back to the slide deck.

The 9100 courses

Anna Lavender-Moore delivers 9100 training to organisations including Rolls-Royce, Leonardo and GE. She is an Aerospace Experienced Auditor and a BS EN 9100 Lead Auditor, and spent years in operational excellence and compliance roles at Moog and UTC Aerospace before teaching any of it.

The usual range:

• Requirements — what the standard asks for, clause by clause, and what auditors look for as evidence. For anyone whose job touches the system.
• Implementation — how to build or rework a system against the standard: process design, risk, documentation, measures and management review.
• Internal auditor — planning, conducting and reporting internal audits, writing findings that hold up, and auditing a process rather than reading a checklist.
• Lead auditor — managing an audit programme and a team, running opening and closing meetings, handling disagreement over findings, and judging severity consistently.
• Supplier (second-party) auditing — assessing and surveilling your own supply chain, with the practical difficulties of auditing a company that is not obliged to cooperate.

Lean and continuous improvement

Doug Allen teaches the improvement side, drawing on 25 years in manufacturing operations — from a metallurgical apprenticeship and the foundries, through Goodrich Aerospace, to Head of Facilities and Continuous Improvement at Moog. Subjects include value stream mapping, waste identification, 5S and visual management, standard work, problem solving and root cause technique, and how to build an improvement culture that outlasts the first wave of enthusiasm. Courses are built around a live problem on your floor wherever possible, so delegates leave with something improved rather than something noted.

How courses are delivered

Most training is delivered on your premises, using your processes, your documents and your real audit findings as the teaching material. Generic examples are a last resort. Group sizes are kept small enough for everyone to practise properly — auditor courses in particular depend on delegates actually conducting an audit and defending what they wrote.

We will tell you if we think a course is the wrong answer. Sometimes the right intervention is coaching two managers for a fortnight, not training twelve people for three days.

Frequently asked questions

Will delegates receive a certificate?

Yes — delegates receive a certificate of attendance and, where the course includes assessment, of successful completion. It records training delivered and competence demonstrated, which is what your management system needs as evidence. It is not a certification-body qualification, and we are clear with clients about that distinction.

Can a course be tailored to our scope?

That is the normal approach. The content shifts depending on whether you are a manufacturer, a maintenance organisation or a distributor, and on whether the audience is shop-floor supervisors, quality staff or the senior team. Tell us the scope, the standard and who is in the room and we will shape it accordingly.

Who actually teaches?

Anna or Doug, depending on the subject. We are a small, owner-led practice and the people named on this site are the people who turn up. There is no delivery team behind us.