Apqp
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APQP/PPAP is part of the requirement that defines the fundamental quality system expectations of Chrysler, Ford, General Motors, truck manufacturers and other subscribing companies for internal and external suppliers of production, service parts and materials.
• •
• • • • • • •
The major differences from QS-9000, as determined by the OEMs, are listed below by paragraph number: 1.2 Application - Only some of the sections of 7.3 Design and Development can be deemed "Not Applicable" all other requirements of the standard apply. 5.5.1.1 Responsibility for quality – all shifts must be staffed with personnel delegated with “quality responsibility.”5.6.6.1 Quality management system performance - Quality Costs now must be considered.7.1.4 Change control - A verification and validation is required for all changes that occur in section 7Product realization7.3.2.1 Product design input (also 7.3.3.1, 7.3.3.2, 8.2.3.1) - R&M data is now a requirement 7.3.3.2 Manufacturing process design output - Manufacturing Process Layouts are required 7.3.6.3 Product approval process - Must apply PPAP to suppliers7.3.7 Control of design and development changes Design changes now include all changes through out the products life7.4.3.2 Supplier monitoring - Supplier performance requirements are a lot more specific7.5.1.1 - Control Plans - Must have for system, subsystem, component/ material level. Now must have pre-launch in addition to production control plans. 7.5.2.1 Validation of processes for production and service provision - Supplemental Validation is now a requirement for all processes for production and service, not just special processes.8.2.1.1 Customer satisfaction Supplemental - Customer satisfaction criteria is now specified 8.2.2.2 Manufacturing process audit - Each manufacturing process is audited to determine efficiency.What about the QS-9000 Standard? Will it still be around? At this time, the standard is still in use. It will be up to the individual organizations and your customers to determine if they want certification under QS-9000 or TS 16949. The OEMs have no plans to update QS-9000 to meet the new ISO 9001:2000 standard and in December 2006 QS-9000 will be eliminated. ISO/TS 16949:1999 certificates will remain valid until December 15, 2003, which corresponds to the end of the transition period for moving to ISO 9001:2000. What about all those AIAG manuals? Hang on to them, PPAP and MSA is to be used if the customer does not specify otherwise. The remaining manuals are for reference (still have FMEA and SPC requirements). What about Registration to ISO/TS 16949? A number of Registrations to ISO/TS 16949 have already occurred however not all Registrars are capable of registering a company to ISO/TS 16949, for information on registrars contact Eagle Group USA. Intent The intent is to expand principles and objectives established with QS-9000 by the AIAG to all automotive industry use on a worldwide basis. Applicability ISO/TS 16949 applies to the same supplier organizations that QS-9000 applied to with expanded global coverage.
• • • •
• •
Customer Focus – Customer expectations and Customer Satisfaction Business Planning (objectives setting and deployment) and Management Review Training/Competency/job descriptions/ employee satisfaction Product Realization – program planning, Design tools (DFMEA/DVP&R/Design Reviews); Process tools (Process Flow/PFMEA/Control Plan/Work Instructions); Product Realization minus ERP Supplier Development and Measurement System Analysis including calibration Measurement including customer satisfaction, internal auditing, processes and products, Analysis, and Continual Improvement Processes
How Does the Enterprise Operate in Documentation? (cont’d) 1 2 Customer Documentation
BMS Manual Common
Supplier Documentation
Specific
3
Common
Specific
4
Common
Specific
Additional Levels - Reference Documents - Marketing Information - Uncontrolled documents - CAD Drawings - Business Metrics - PPAP - Customer Specific Information - Measurement Systems - Audit Information
Process Focus versus Department Focus
s e s s e s c t o n r P rtme a p e e not D erformanc P Drive
Customer Satisfaction Metrics
General Management
Purchasing
Human Resources
Design & Development
Operations
Process
Accounting
Variation
Sales
Outputs
• Customers, objectives, performance
measurement and continual improvement • Customer expectations, company objectives, personal objectives, teams and continual improvement • Products, new product development, FMEAs, control plans and work instructions • Products, gages, and calibration and measurement systems analysis • Process maps, process flows, process measurables and improvement
Customer Expectations to Business Improvement
Customer Expectations
Objectives
Result Measurable
Processes
Process Metrics Teams Continual Improvement
Objectives Deployment and Employee Evaluations
Customer Expectations
Objectives
Deployed Objectives Functions/ Departments Teams Deployed Objectives Personnel Continual Improvement Process Metrics
Performance Measurement
Product Linkages Product Family
Product
Program Management
Design Reviews
Process Flow
DFMEA
PFMEA
Characteristics DVP&R
Control Plan
Work Flow
Product Linkages Product Family
Product
Program Management
Design Reviews
Process Flow
DFMEA
PFMEA
Characteristics DVP&R
Control Plan
Work Flow
Product to Gages Product Family
Product
Gage
Gage Type
Calibration Performance Reports MSA
Focus on Improvement • Data availability • Data analysis • Continual Improvement
Data Availability • All the data is in one place – Types of data include • • • • •
Product data Process Metric data Process FMEA, Control Plans Rework and customer complaints Internal audit
– Personnel with authorization should be able to access the data with a minimum of three clicks
Integration of ERP and EwQMS
Enterprise Resource Planning
Enterprise-wide Quality Management System (EwQMS) One integrated system
Companies need both ERP and EwQMS
EwQMS Linkages • • • • • •
Customers, objectives, performance measurement and continual improvement Customer expectations, company objectives, personal objectives, teams and continual improvement Products, new product development, FMEAs, control plans and work instructions Products, gages, and calibration and measurement systems analysis Process maps, process flows, process measurables and improvement Exchanges Data between EwQMS and legacy systems
• •
• • • • • • •
The major differences from QS-9000, as determined by the OEMs, are listed below by paragraph number: 1.2 Application - Only some of the sections of 7.3 Design and Development can be deemed "Not Applicable" all other requirements of the standard apply. 5.5.1.1 Responsibility for quality – all shifts must be staffed with personnel delegated with “quality responsibility.”5.6.6.1 Quality management system performance - Quality Costs now must be considered.7.1.4 Change control - A verification and validation is required for all changes that occur in section 7Product realization7.3.2.1 Product design input (also 7.3.3.1, 7.3.3.2, 8.2.3.1) - R&M data is now a requirement 7.3.3.2 Manufacturing process design output - Manufacturing Process Layouts are required 7.3.6.3 Product approval process - Must apply PPAP to suppliers7.3.7 Control of design and development changes Design changes now include all changes through out the products life7.4.3.2 Supplier monitoring - Supplier performance requirements are a lot more specific7.5.1.1 - Control Plans - Must have for system, subsystem, component/ material level. Now must have pre-launch in addition to production control plans. 7.5.2.1 Validation of processes for production and service provision - Supplemental Validation is now a requirement for all processes for production and service, not just special processes.8.2.1.1 Customer satisfaction Supplemental - Customer satisfaction criteria is now specified 8.2.2.2 Manufacturing process audit - Each manufacturing process is audited to determine efficiency.What about the QS-9000 Standard? Will it still be around? At this time, the standard is still in use. It will be up to the individual organizations and your customers to determine if they want certification under QS-9000 or TS 16949. The OEMs have no plans to update QS-9000 to meet the new ISO 9001:2000 standard and in December 2006 QS-9000 will be eliminated. ISO/TS 16949:1999 certificates will remain valid until December 15, 2003, which corresponds to the end of the transition period for moving to ISO 9001:2000. What about all those AIAG manuals? Hang on to them, PPAP and MSA is to be used if the customer does not specify otherwise. The remaining manuals are for reference (still have FMEA and SPC requirements). What about Registration to ISO/TS 16949? A number of Registrations to ISO/TS 16949 have already occurred however not all Registrars are capable of registering a company to ISO/TS 16949, for information on registrars contact Eagle Group USA. Intent The intent is to expand principles and objectives established with QS-9000 by the AIAG to all automotive industry use on a worldwide basis. Applicability ISO/TS 16949 applies to the same supplier organizations that QS-9000 applied to with expanded global coverage.
• • • •
• •
Customer Focus – Customer expectations and Customer Satisfaction Business Planning (objectives setting and deployment) and Management Review Training/Competency/job descriptions/ employee satisfaction Product Realization – program planning, Design tools (DFMEA/DVP&R/Design Reviews); Process tools (Process Flow/PFMEA/Control Plan/Work Instructions); Product Realization minus ERP Supplier Development and Measurement System Analysis including calibration Measurement including customer satisfaction, internal auditing, processes and products, Analysis, and Continual Improvement Processes
How Does the Enterprise Operate in Documentation? (cont’d) 1 2 Customer Documentation
BMS Manual Common
Supplier Documentation
Specific
3
Common
Specific
4
Common
Specific
Additional Levels - Reference Documents - Marketing Information - Uncontrolled documents - CAD Drawings - Business Metrics - PPAP - Customer Specific Information - Measurement Systems - Audit Information
Process Focus versus Department Focus
s e s s e s c t o n r P rtme a p e e not D erformanc P Drive
Customer Satisfaction Metrics
General Management
Purchasing
Human Resources
Design & Development
Operations
Process
Accounting
Variation
Sales
Outputs
• Customers, objectives, performance
measurement and continual improvement • Customer expectations, company objectives, personal objectives, teams and continual improvement • Products, new product development, FMEAs, control plans and work instructions • Products, gages, and calibration and measurement systems analysis • Process maps, process flows, process measurables and improvement
Customer Expectations to Business Improvement
Customer Expectations
Objectives
Result Measurable
Processes
Process Metrics Teams Continual Improvement
Objectives Deployment and Employee Evaluations
Customer Expectations
Objectives
Deployed Objectives Functions/ Departments Teams Deployed Objectives Personnel Continual Improvement Process Metrics
Performance Measurement
Product Linkages Product Family
Product
Program Management
Design Reviews
Process Flow
DFMEA
PFMEA
Characteristics DVP&R
Control Plan
Work Flow
Product Linkages Product Family
Product
Program Management
Design Reviews
Process Flow
DFMEA
PFMEA
Characteristics DVP&R
Control Plan
Work Flow
Product to Gages Product Family
Product
Gage
Gage Type
Calibration Performance Reports MSA
Focus on Improvement • Data availability • Data analysis • Continual Improvement
Data Availability • All the data is in one place – Types of data include • • • • •
Product data Process Metric data Process FMEA, Control Plans Rework and customer complaints Internal audit
– Personnel with authorization should be able to access the data with a minimum of three clicks
Integration of ERP and EwQMS
Enterprise Resource Planning
Enterprise-wide Quality Management System (EwQMS) One integrated system
Companies need both ERP and EwQMS
EwQMS Linkages • • • • • •
Customers, objectives, performance measurement and continual improvement Customer expectations, company objectives, personal objectives, teams and continual improvement Products, new product development, FMEAs, control plans and work instructions Products, gages, and calibration and measurement systems analysis Process maps, process flows, process measurables and improvement Exchanges Data between EwQMS and legacy systems
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