APQP or Advanced Advanced Product Quality Qualit y Planning What is APQP? APQP or Advanced Product Quality Planning is a structured method of defining and establishing the steps necessary to ensure that a product satisfies the customer. Effective product quality planning depends on a company's top management's commitment to the effort required in meeting customer specifications.
The Objectives of APQP Some of the bottom line goals of product quality planning are... y y y y
effective communications with all those who are involved in the implementation scheme. timely completion of required goals. minimal or no quality problems. minimal risks related to quality during product launch.
Phases of APQP They y y y y y
include... Plan and define the program Product design and development Process design and development Product and process validation Feedback assessment and corrective action
Planning and defining the program This
stage is designed to ensure that customer needs and expectations are clearly understood. phase is furnished by the contract review for full service suppliers.
The
input of this
Outputs Include Design goals Reliability goals y Preliminary bill of material y Preliminary process flow chart y Preliminary listing of special product and process characteristics y Product assurance plan y Management support y Suppliers can consider this phase of APQP equivalent to Design and Development Planning and Design Input in QS-9000 y
Product Design and Development This
area encompasses a thorough review of product design (engineering) requirements and concludes with a sign-off on the design reliability
Outputs by Design Responsible Activity y y y y y y y y
Design failure mode and effects analysis Design for manufacturing and assembly Design verification Design reviews Prototype build-control plan Engineering drawings (including math data) Engineering specifications Drawing and specification changes
Outputs by Advanced Product Quality Planning Team y y y y
New equipment, tooling and facilities requirements Consensus on key/critical product and process characteristics? Gages/testing equipment requirements Team feasibility commitment and management support
Process Design and Development This
phase ensures that customer expectations and design requirements are carefully incorporated into the manufacturing process. Outputs: y y y y y y y y y y y y
Packaging standards Product/process quality system review Floor plan layout Process flow chart Characteristics matrix PFMEA (process failure mode effects analysis) Pre-launch control plan Process instructions Measurement system analysis plan Preliminary process capability study plan Packaging specifications Management support
Product and Process Validation Outputs: y y y y y y y y
Production trial run Measurement systems evaluation Preliminary process capability study Production Part Approval (PPAP) Production validation testing Packaging evaluation Production control plan Quality planning sign-off and management support
Feedback,
Assessment and Corrective Action
Outputs: y y y
Reduced variation Customer satisfaction Documentation and service
Benefits
of APQP
Resources are directed towards customer satisfaction. y Required changes are identified early Changes close to or after product launch are avoided. y On time delivery of a quality product at the lowest cost. y The management should develop and document a quality policy relating to grade of service provided y y y
the organization's image and reputation in the domain of quality objectives for improving product quality. approach to be adopted in the pursuit of quality objectives. the role of company personnel in implementing quality policy.
Systems
Requirements For APQP
Documented Procedures implementing Quality Policy tomanage Advanced Product Quality Planning Activities address all required elements y establish appropriate organizational structures y manage necessary technical interfaces meet all customer requirements y Organizational Chart in the Quality Manual Displayingy
y y y
the overall structure of the organization and the level of hierarchy the organization of the quality department the organization of each department (optional)
Advanced Statistical Process Control What is Statistical Process Control? It's about... Assessing variation in process and product characteristics. Collecting data (measuring process and product characteristics). Analyzing data (using statistics and exploratory data analysis). Making decisions based on statistical output. Acting on data-based decisions (knowing how processes work).
y y y y y
What is Quality? Quality is defined by customers. Customers seek products and services which are fairly priced, reliable, and for the life of these products and services, capable of satisfying the customers needs and expectations. To know whether its products and services are of high quality, a company must listen to both 'the voices of its processes' and 'the voices of its customers'.
To achieve high quality products and services, pro-active companies must... Pay attention to the input from their customers. Focus attention on defect prevention, not on defect detection. Practice process control, rather than product control. Continuously reduce the variation of manufacturing and service delivery processes.
y y y y
SPC
is necessitated by the following:
y y y y y y y y y
ISO 9000 QS 9000 QS 9000 TE Supplement QS 9000 Semiconductor Supplement ISO 14001:2004 Environment Management System ISO Guide17025 Laboratory Quality System Quality Operating System (QOS) Total Quality Management ( TQM) Continuous Improvement Strategy
Salient Features y y
y y y
of SPC
Provides a structure for continuous improvement. Creates a process with predictable performance levels & spots the impact of uncertainty in data collection. Imparts directions to conduct Statistical Process Management. Aids decision making in process management. Extremely beneficial to manufacturing, non-manufacturing, and service industries.
The Role of Statistics y y y y y y
Uses y y y y y y
Statistical Tools Statistical Process Control (SPC) Design of Experiments (DOE) Quality Function Deployment (QFD) Regression Analysis Simulation
of Statistics Process Control Process Optimization Inventory Control Market Research and Analysis Customer Satisfaction Research Forecasting
Basic Statistics The
participants are given an easy introduction to the Basic Statistics used in Manufacturing Process Control.
Process Variation Processes, on account of their very nature, cannot produce exactly the same output. The variation in the process is estimated by observing the variation in the products produced. This is normally captured using Standard Deviation or Range. The course explains the practical significance of these measures of variation.
Average Due to the inherent variation present in the process, the individual product's characteristics values do not have any significance in controlling the process. Their use is limited to acceptance or otherwise to the respective product inspected. To estimate the center of the process, the Average is used.
Control Charts The
course includes explanation on data collection, construction and operation of the X-R chart, in controlling the process. Real Time data are used for explaining these concepts.
Interpreting Control Charts The
power of the Control Charts in controlling a manufacturing process is grossly under utilized in the industries, principally due to non-interpretation/interpretation of the Control Charts. The exact interpretations and the actions that might be required based on the indications in the Control Charts are detailed with real time pictorial examples.
Process Capability The
Calculation, Interpretation and Actions required on the Capability indices are explained. Special emphasis is given to the requirements of QS 9000 on the Process Capability indices.
Advanced Statistical Process Control More often than not, the real operational benefits of SPC are not realized on the shop-floor, primarily because of: Improper sampling Inadequate customization of the statistical technique for a given process. While X-R charts serve a very useful and easy introduction to the concepts of SPC, by themselves, they cannot yield the benefits expected. y y
Advanced SPC is designed to provide knowledge inputs for helping organizations implement SPC by customizing the basic concepts to cater to the needs of a particular process.
The course on advanced
SPC
details,
The
sampling methodology selection for effective implementation of SPC Other special Control Charts and their applications, viz. y o Modified Control Charts. o Sloping Control Charts, including regression analysis o WSUM Charts o High tool wear Control Charts. o X-MR Chart o Median-Range Charts The course also covers Control Test Methods for verifying the normality of the processes as well as the Control Charts utilized for controlling attribute characteristics. While the initial SPC course is an introductory course for all users of Control Charts, the advanced SPC is a course strongly recommended for designers of SPC applications for Process Control y
ISO/TS 16949:2009 - The International Quality System Standard for Automotive Suppliers
History
and Background of ISO/TS 16949
Quality systems have been deployed in the automotive industry for many years. The component suppliers were the first to adopt BS 5750, which became the foundation of the internationally recognized ISO 9000 series of Quality Management System standards. There was still however a general feeling that since ISO 9000 was non-automotive specific; it did not really meet all the requirements. This led to the development of automotive sector based variants. In the USA, Ford, General Motors and Chrysler developed QS-9000, which harmonized their supplier quality system requirements in a single document. At the same time, in France, Germany and Italy, similar quality system requirements were developed (EAQF, VDA6.1, AVSQ respectively). This meant that automotive suppliers and those servicing multiple vehicle manufacturers had to comply with differing Quality System Requirements, but all with the same intent. There grew a collective goal to harmonize automotive quality system requirements. As a start, the International Automotive Task Force (IATF) was established. The IATF had representatives from almost all major European and North American vehicle manufacturers, suppliers and automotive trade associations. In collaboration with the International Organization for Standardization (ISO), the group developed and published "ISO/TS 16949:1999 - Quality Systems - Automotive Suppliers - Particular requirements for the application of ISO 9001:1994 ". The specification was developed with input from the four established automotive standards: QS-9000, VDA6.1 (Germany), EAQF (France) and AVSQ (Italy). ISO/TS 16949:2009 specified the quality system requirements for the design/development, production, and (where relevant) installation and servicing of automotive-related products. The ISO/TS 16949:2009 1st Edition released in 1999, was based on ISO 9001:1994. To emphasize continuous improvement in the supplier base, the International Automotive Task Force later revised the ISO/ TS 16949:1999 requirements to align with the ISO 9001:2008 framework. The new ISO/TS 16949:2009 includes ISO 9001:2008, and successfully harmonizes the supplier quality system requirements of the automakers of US, Germany, Italy, France, Japan, Korea and Malaysia. It details the fundamental, sector-specific quality systems requirements, which sustain continuous improvement and emphasize defect prevention, while simultaneously reducing the magnitude of variation and waste in the supply chain and encouraging improvement in customer satisfaction. Key
requirements of I SO/TS 16949:2009
ISO/TS 16949:2009 focuses on an organization's ability to realize its stated goals as well as achieve customer satisfaction by delivering conforming parts on time to customer specification at acceptable cost. ISO/ TS 16949:2009 concentrates on the effective linkages in the company's business plan, quality policy, quality objectives and measures. The standard specifies how objectives can be achieved and deployed throughout the organization.
What is New in I SO/TS 16949:2009? Some y
y
y
y
y y y y
y
of the key additional requirements include the need for:
Focus on involvement of top management and linking the business plan to clearly defined measurable quality objectives. Focus on Human Resource management, including processes for defining competency requirements, providing training, and verifying the effectiveness of actions taken. Processes to motivate employees to reach quality objectives, attain continual improvement, and create an environment to promote innovation. A process to measure the extent to which personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of quality objectives. Focus on product and process design. Development of suppliers using ISO/ TS 16949:2009. Ensuring effective control of internal and external laboratories. A process for the measurement of customer satisfaction by conducting effective system, process and product audits. Effective analysis of data to drive continual improvement.
Benefits y y y y y y y y
associated with I SO/TS 16949:2009 include:
Improved product and process quality Additional confidence for global sourcing Reassignment of supplier resources to quality improvement Ensures a global quality system approach in the supply chain for supplier/subcontractor development Reduction in variation Reduction in 2nd party system audits Common language to improve understanding of quality requirements Continuous improvement of business performance through ongoing certification audits
Boosted staff morale through increased management efficiencies Bottom-line benefits through increased efficiency, reduced waste and better utilization of resources Improved product and process quality Single quality system registration to meet multiple customer quality requirements Incorporates the best lessons learned from the global automotive segment Formatted to allow easy conversion to ISO 9001:2008
y y y y y y
Main y y y y
Differences in the I SO/TS 16949:2009 Audit Process Requires re-audit in 3 years Demands addition of customer specific requirements to the ISO/ TS 16949:2009 certification scope. QS 9000 accredited auditors and registrars are not acceptable. The audit report write-up will be more extensive.
Supplier
Responsibility
It is crucial to adopt ISO/ TS 16949-quality standard because: y y y y
Suppliers are global in nature It is imperative that suppliers comprehend the importance & future implications of ISO/ TS 16949 51 registrars are sought in the current pilot program with IA TF The technical norm has been endorsed by the automotive industry, worldwide
Why should you choose Omnex? y
y y y y
y y y y
We have pioneered the business process approach for quality systems implementation with more than 20,000 companies worldwide Maximum value added implementations Achieve maximum cost savings High return on investment Customized quality improvement software solutions Our methodology of implementing quality systems has been acclaimed worldwide for its superior quality, cost savings, process fine-tuning, business improvement, and an unmatched set o value added tools We are represented at IA TF, the committee that reviews and rewrites ISO/ TS 16949 We were involved in the writing of QS 9000, QOS, and SAC 9000 Our principals have delivered seminars in ISO/ TC 176 as well Conducted the first QS 9000 worldwide witness audit for RAB
Omnex Recommends that you y
y
Implement solid, continuous improvement systems based on ISO/ TS 16949:2009 (Second Edition) requirements Think and implement value-added business systems rather than compliance driven
eminar Content This
one day seminar addresses the purpose of PPAP and a detailed examination of Production Part Approval Process requirements. Focuses on determining if all customer engineering, design record, and specification requirements are properly understood by the supplier, and that the production process has the potential to meet these requirements during an actual production run at the quoted production rate. This
seminar is consistent with the DCX, Ford and GM manual PPAP, 4th edition.
Who Should Attend Program managers; design, quality, and manufacturing engineers; those who have direct responsibility for preparation, assembly or review of PPAP components or packages. Auditors and those responsible for subcontractor PPAP documentation.
Prerequisites A general knowledge of quality systems is required. Seminar Materials
Seminar manual and workbook.
Seminar y y
Seminar y y y y y y
Goals
Understand the requirements and timing impacts of the PPAP. Provide examples and lessons learned for use in the hands-on application needed for successful PPAP submission.
Outline
Overview and vital general information. Customer notification and submission requirements. Submission levels of evidence. Submission status. Record retention requirements. PPAP document requirements.
