ISO/TS 16949

Sistem Manajemen Mutu

bagi Industri Otomotif
 Two Key Organizations

International Automotive Task Force

International Automotive Oversight Bureau

 Two Key Organizations

International Automotive Task Force

International Automotive Oversight Bureau

 Purpose of the IATF

 Develop consensus for international quality

system requirements (automotive)
 Develop policy & procedure for registration
 Provide appropriate training
 Serve as formal liaison
 IATF Members

 Authoring Organization of ISO/TS 16949

includes:
 Vehicle manufacturers: BMW, DaimlerChrysler,
FIAT, Ford Motor, GM, PSA, Renault, Volkswagen
 Industry trade organizations: AIAG, ANFIA, FIEV,
SMMT, VDA
 Guest members: JAMA
 IATF Oversight

 ANFIA, IAOB, IATF-France, SMMT, VDA-QMC

 Implementation of IATF registration scheme and
rules via a common process
 Witness audits
 Auditor qualification training and exam
 Monitor CB/auditor performance
 Apply and implement IATF policy and decisions
 Coordinate special projects and work teams
 Develop sanctioned interpretations and
recommendations for improvement
 Database management
 Purpose of IAOB

 Implement and manage 16949 registrations

 Manage and coordinate with IATF Europe
 Support further global consistency
 Develop and maintain central database
 Which Car Manufacturers Will
Accept ISO / TS 16949?

 The users of -
QS-9000 - US Big 3
VDA 6.1 - German
AVSQ - Italian
EAQF - French
 Why Upgrade to TS?

From the OEM subscriber’s view:

 TS 2nd is based on the current ISO 9001:2000
 Includes Customer Specifics to achieve
conformity
 Improved control of the auditing process
 Reduced audit variation
 Better control of certification and its value
 Why Upgrade to TS?

From the supplier’s point of view:

 Reciprocal recognition (one size fits all)
 Vocabulary is consistent with ISO 9001:2000
 Process audit is aligned with the way the
automotive business is run
 Continual improvement from earlier requirements
documents (e.g., TS 1st, QS-9000, EAQF, AVSQ,
VDA 6.1)
 Closer oversight – greater value in certification
 ISO/TS 16949:2002 Addresses
Significant QS-9000 issues
• The Oversight process
- Tighter registrar control than with QS-9000 Accreditation Body
method, and higher quality auditors
• International recognition of ISO/TS 16949:2002
- The Multinational OEM authoring group reduces the number of
certification requirements in Europe, and therefore cost

• ISO/TS 16949:2002 is based on and includes ISO 9001:2000

- ISO 9001:2000 includes strengthened management reporting,
continuous improvement and customer satisfaction metrics
(aligned with Q1 2002)
 Eight Principles
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual Improvement
Factual approach to decision making
Mutually beneficial supplier relationships
 Introduction

The goal of this Technical Specification:

 development of a quality management system
 provide for continuous improvement
 emphasize defect prevention
 reduction of variation and waste in the supply
chain
 Through industry standards -
ISO9001:2000 & ISO/TS16949:2002.

 “The intent of this international standard is to

encourage the adoption of the process approach to
manage an organization.”

 Process approach - “for organizations to function

effectively, they have to identify and manage
numerous interrelated and interacting processes.
The systematic identification and management of
the processes employed within an organization and
particularly between such processes is referred to as
process management.
 How Will the Audit Change?

 Process audit approach

 Automotive application
 Line of sight from the organization to the customer
 Audit plan
 Identification of key processes impacting the customer
 Based on the processes as defined by the organization
 Performance
 Linked to common metrics for
 Organization
 Supplier
 Oversight
 Continual Improvement Cycle
Management
R Responsibility S
C E C A
U Q U T
S U S I
T I Resource Measurement, T S
O R O F
Management C.I. Analysis
M E M A
M
& Improvement C
E E
R E R T
N I
T O
S N
Inputs Product Outputs
Product
Realization
 ISO / TS 16949

Scope and Applicability

 Applicable to production and service part
supplier sites that are providing:
 Parts or materials
 Heat treating, painting, plating, other finishing services
 Other customer specific products
 May also be applied throughout supply chain
 What’s New (and Different)

 Based on ISO 9001:2000 not ISO 9001:1994

 Greater focus on the customer and customer
satisfaction
 New focus on the “Process” approach vs. the
“elemental” approach
 Clarification of requirements for continual
improvement
 New and Different (Cont.)

 Greater emphasis upon the role of top

management
 Measurable quality objectives
 Reduced emphasis on documented
procedures
 New and Diff. (Cont.)

 Modification in the purpose of internal audits

 Use the “Deming Cycle” of Plan, Do, Check,
and Act as a basic methodology
 Process Conrol and improvement is
expanded from product to include all
activities of the organization.
ISO 9001 Supply Chain Terms

SUPPLIER Was
Subcontractor
in QS-9000

Was
Organization Supplier in
QS-9000

Customer
 Automotive Specific
Terminology
 Adds sector terminology  Modifies ISO terms
 Control plan  Continual improvement
 Design responsible org.  Manufacturing
 Error proofing
 Laboratory
 Laboratory scope
 Outsourcing
 Predictive maintenance
 Premium freight
 Remote location & “site”
 Special characteristics
ISO 9001 Core Sections
 ISO / TS 16949
Permissible Exclusions

 The only permitted exclusions may be in 7.3

• Where the organization is not responsible for product design and
development
• Permitted exclusions do NOT include manufacturing process
design
• Justified with details in the quality manual
• Conformity should not be claimed otherwise

 Only IATF will prescribe authorized exclusions for

vehicle assembly plants
 Mandatory Procedures

 ISO 9001:2000  ISO/TS 16949:2002

 Control of Documents  Laboratory
 Control of Records  Field Service (i.e.
 Internal Audit Warranty)
 Control of  Training
Nonconforming Product
 Corrective Action
 Preventive Action
 Key Differences between
QS-9000 & TS16949
 TS16949 focuses on the business processes required to
satisfy customer requirements (The “Process Approach”).

 QS-9000 follows the 20 elements (The “Conformity

Approach”)

 Process audit (TS16949) vs. documentation audit (QS-

9000)
 Contrast between QS-9000 &
TS-16949:2002
QS-9000 TS-16949:2002
(Procedure Based) (Process Based)

Procedures Are: Processes Are:

 Driven by task completion
 Issued
 May be completed by different
departments with different objectives
 Are segmented
 Satisfy the standard
 Define the sequence of steps to
perform a task
 Static
 Driven by desired output
 Managed
 May be completed by different
departments with the same objectives
 Flow to conclusion
 Satisfy the stakeholders
 Transform inputs into outputs
 Dynamic
 Management of Processes

1 2 3 4

Process 1 1

Process 2 2

Process 3 3

Process 4 4

A FUNCTIONAL
ORGANIZATION
WITH PROCESS
Functional Goals OVERLAYS…
Recognizes:

• All work is performed to achieve some objectives

• The objective is achieved more efficiently when related resources

and activities are managed as a process

• Objectives of the organization which serve to meet its mission will

be met more effectively when the organization is managed as a
system of interrelated processes.
 The Process Approach

Purpose

Objectives Risks

Inputs Process Outputs

• Stakeholder Wants & Needs
• Products
• Specifications
• Information
• Schedule/Timing
• Market Data Results
• Industry Trends
• Economic Conditions
 Process Mapping
Marshall Key Processes

Program Planning &

Manufacturing Shipping
Launch

Support Processes Business Processes

Manufacturing Information Document Corrective

LRP/OP CQR/CQA Component Quality Internal Auditing Preventive Action
Roadmap Management Control Action

Human Resource Non-conforming Materials

Asset Management Capacity Planning Purchasing
Management Material Management

Management
Review / Continuous
Supplier Improvement
DFM Customer Support Laboratory Records Retention 5S Audit
Management

Quality
Objectives

Supporting Instructions

Forms and Form Instructions

 Process Mapping

• How do I get started mapping????

• First map out our processes at your location at

the macro level

• Identify the process owner

• Map out your processes at the micro level that

support the processes at the macro level

 Process Mapping

 You will need to identify

• The inputs to your processes

• The outputs of your processes

• And then map out the activities in between that

define the processes
 You might find sub processes

• Identify metrics to measure the effectiveness

of your processes (must tie to the process
objective)
 Process Mapping

 Identify your customers and your process

objectives/outputs (TS16949 section 4.2.2.c)
• Internal (other processes) and External

customers
• Show interactions between the various

processes
 Process Mapping

 Identify your customers and your process outputs

(TS16949 section 4.2.2.c)
• Physical products

• Documents

• Information

• Services

• Decisions

• On time to schedule

• Meet profit margins

 Process Mapping

 Identify suppliers to your process (internal and external)

(TS 16949 section 4.2.2.c)
• What are their inputs to your process

 Other processes

 Labor

 Material

 Ideas

 Information

 Environment

 Procedures, Forms, Documents, Records

 Process Mapping

 Identify support to your processes (TS16949 section

4.2.2.c)
• Human Resources

• Training

• Purchasing

• Finance

• Quality Assurance

• Etc.
 Process Mapping

 Establish a goal against which to measure your metrics

• You will need to monitor your metrics and implement

corrective actions if you don’t meet your goal

• Look for opportunities of continual improvement to

improve your processes

 Process Mapping

 Identify risks to the process and the objectives

• Compressed Timing

• Failure to meet schedule timing

• Incomplete customer requirements

• Test/performance failures

• Rejected approvals (appearance, PPAP)

• Underestimated costs

• Premium freight
 Process Mapping

Flow chart the process.

Note:
Indicating forms/records to be filled out at each step of the
process can eliminate or reduce the need for procedures to
document activities at each step.
A well done flow chart can eliminate the need for a
procedure to describe the process.
 Questions to Help with Mapping

 Purpose
• Why does this process exist?
• What is the purpose of this process?
• What is the outcome?
 Outputs
• What product does this process make?
• What are the outputs of this process?
• At what point does this process end?
 Customers
• Who uses the products from this
process?
• Who are the customers of this process?
 Inputs/Suppliers
• Where does the information or
material you work on come
from? Who are your suppliers?
• What do they supply?
• Where do they affect the process
flow?
• What effect do they have on the
process and on the outcome?
 Process steps
• What happens to each input?
• What conversion activities take
place?
Process Name / Level: Document No./ Release No.

Prototype Process - Farmington Hills (Level 2) 345643/ERD 2345

P ro c e s s O bje c t iv e : P ro c e s s R is k s : P ro c e s s M e a s ura ble s : S uppo rt P ro c e s s e s :

Build and deliver on-t ime,
prot ot ype part s t hat meet
cust omer design &
perf ormance requirement s.
1. M issed delivery dat e t o t he cust omer. 1. On-t ime delivery. Conf igurat ion M anagement
2. Part s do not meet cust omer requirement s in qualit y or perf ormance. 2. Prot ot ype reject ions by t he cust omer. M anuf act uring
Program M anagement
Purchasing

Input s P ro c e s s O ut put s R ule s / R e s po ns ibilit ie s

( 1) Receive ( 1) Sales Depart ment .

Funct ionally Test
Cust omer Cust omer P.O.,
Prot ot ypes
Order EDI, Phone, Fax, ( 2 ) Sales Depart ment .
M ail
( 3 ) Team usually can consist s of Engineering, Qualit y, Sales,
Program M gt ., M anuf act uring.

( 4 ) Sales Depart ment .

( 2 ) Ent er order Test Yes
int o SAP Syst em Issues ? ( 5) If part s are required, part s may be ordered by
Engineering, Sales or supplied int ernally f rom a TRW
( 7) Resolve manuf act uring f acilit y.
wit h t he
No ( 6 ) Prot ot ypes built in accordance t o build checklist ,
Cust omer
drawings & specif icat ions.

( 3 ) Review Order ( 7) Engineering t o coordinat e deviat ion or cust omer

Requirement s wit h concurrence.
Prot ot ype Team ( 8 ) Qualit y
Inspect ion ( 8 ) Qualit y Assurance perf orms & document s inspect ions
using inspect ion st andards or prot ot ype cont rol plans,
depending upon t he specif ic cust omer requirement s.

( 9 ) Qualit y Assurance coordinat es any required deviat ions

using t he specif ic cust omer f orms.
Order
No
Issues ? Qualit y Yes ( 10 ) Qualit y Assurance document s result s using t he specif ic
Yes Issues ? cust omer paperwork and maint ains copies f or f ut ure ref erence.
Paperwork may be sent wit h t he prot ot ype part s or f orwarded
( 9 ) Resolve t o t he cust omer via mail or f ax depending upon specif ic
wit h t he cust omer requirement s.
( 4 ) Resolve wit h No Cust omer
( 11) Shipping Depart ment packas part s and coordinat es
Cust omer
develivery. Sales isrwponsbile f or alert ing shipping in advace
if expidat ed develiry will be require3d.

( 10 ) Complet e ( 12 ) Finance Depart ment coordinat es billing and collect ion.

Prot ot ype
Prot ot ype Sales Depart ment may assist in overdue collect ion t hrough
Revised Paperwork
Paperwork direct cust omer cont act .
P.O. ( 5) Component s
Yes No
Req'd? Invent ory Check

( 11) Packing & Prot ot ype

Shipping Part s
Component s

( 6 ) Build ( 12 ) Issue
Drawings Cust omer
Prot ot ypes Billing t o
Invoice
Cust omer

Specif icat ions

Process Nam: Back to Marshall Key Processes Document No. Revision

Marshall Shipping Process MPM0078 A

P ro c e s s O bje c t iv e : P ro c e s s R is k s : P ro c e s s M e a s ura ble s : S uppo rt P ro c e s s e s :

Ship quality pro duct per 1. On-line system go es do wn and custo mer o rders are missed. 1. On-time delivery perfo rmance repo rt (internal). M aterial M anagement
custo mer requirements. 2. The wro ng quantities are shipped. 2. On-time delevery perfo rmance repo rt (external) Do cument Co ntro l
3. The shipment is no t o n time to the custo mer schedule. 3. P remium Freight. No n-Co nfo rming M aterial
4. Custo mer no t no tified (no A SN) 4. Custo mer Quality
5. No invo ice o r no t co rrect. 5. Finished Go o ds Invento ry
6. Custo mer requirements no t met. 6. Finished Go o ds A ccuracy

Input s P ro c e s s O ut put s R ule s / R e s po ns ibilit ie s / C o m m e nt s

1. S hipping A s s o c ia t e

Report and
Warehouse
M ove to
Storage
Finished Goods

Invoice
Customer

Assemble/Verify
Shipment

Pull Signal to
M anufacturing

G o v e rning D o c um e nt s

Ship Product
1. S hipping ins t ruc t io ns .
2 . G o v e rnm e nt R e gula t io ns
3 . C us t o m e r R e quire m e nt s
Process Nam: Back to Marshall Key Processes Document No. Revision

Assemble / Verify Shipment MPM0079 A

P ro c e s s O bje c t iv e : P ro c e s s R is k s : P ro c e s s M e a s ura ble s : S uppo rt P ro c e s s e s :

Ship quality pro duct per 1. On-line system go es do wn and custo mer o rders are missed. 1. On-time delivery perfo rmance repo rt (internal). M aterials M anagement
custo mer requirements. 2. The wro ng quantities are shipped. 2. On-time delevery perfo rmance repo rt (external) Do cument Co ntro l
3. The shipment is no t o n time to the custo mer schedule. 3. P remium Freight. No n-Co nfo rming M aterial
4. Custo mer no t no tified (no A SN) 4. Custo mer Quality
5. Dro pped parts. 5. Finished Go o ds Invento ry
6. Finished Go o ds A ccuracy

Input s P ro c e s s O ut put s R ule s / R e s po ns ibilit ie s / C o m m e nt s

Delivery Note
1. S hipping A s s o c ia t e
from Customer Review Pick List
2 . S hipping C le rk
Service

Stored Finished Consult SAP

Goods inventory screen.

Reference on-hand inventory screen

when picking shipment

Is container
within the two Identify out of rotation or missing box
No
week window and forward to inventory analyst. (2)
of stock Warehouse
Nonconformance
Yes G o v e rning D o c um e nt s
Is all stock
available? No 1. C us t o m e r P a c k a ging S pe c if ic a t io ns
Yes Yes
2 . D e liv e ry N o t e
Contact 3 . H o nda D e lt a S ys t e m
Yes
M anufacturing or 4 . D C X S M A R T S ys t e m
No
Customer Service 5 . F o rd D D L
Is the box
damaged or 6. M M OG
dropped? Is stock in
the correct No
quantity?

No
Yes

Is another box Pull Order

required?

Assemble order
Shipment
per customer Place on truck
Configuration
directives
 What About the AIAG
Reference Manuals?
 The AIAG reference manuals (PPAP, FMEA,
MSA, APQP & SPC are still viable documents.

 References to these manuals will be included in

DCX, Ford and GM’s respective customer
specifics for TS16949.

 Certification to TS16949 also includes the

requirements defined in the AIAG reference
manuals.
Questions?