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BS 5750:1979
ISO 9000:1987 ISO 9001:1994
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Revise or
Withdraw Changed Customer / User needs based on experiences of 1994 version and global survey conducted in 1997.
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Additional role of Management Representative (MR) to promote awareness of Customer Requirements throughout the Organisation.
Increased attention to Resource Management and its availability Restructuring of ISO 9000 family Standards.
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Customer focus
You DEPEND on the customer Need to understand current & future needs Meet customer requirements Strive to exceed customer expectations
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Leadership
Leaders establish the vision and direction Create the environment for people to become fully involved in achieving goals & objectives
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Involvement of people
People at ALL levels are the company Their involvement will enable their skills & abilities to be used for companys maximise benefits
the
TEAM
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Continual Improvements
A permanent objective to continually improve
PDCA - Plan - Do - Check - Action
Plan Do Check
Can we do it better ??
Action
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Process Approach
Results are achieved more efficiently when resources & activities are managed as a process
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A Process
INPUTS
People Equipment Material Methods
OUTPUTS
Product
PROCESS
Environment
Checking - Detection
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Prevention
before the event - avoids waste
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Prevention
Are we capable of doing the job correctly
We need to know and understand the Process
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Management System
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1.1 Scope
To demonstrate the ability to provide consistent products & meet regulatory requirements To address Customer satisfaction by effective application of the system Process for continual Improvement Prevention of nonconformities
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NEW
Outputs
Exclusions cannot affect the ability to produce acceptable product that meets: Customer requirements Applicable regulatory requirements
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Continuous Improvement
4. Quality Management System
5. Management Responsibilities
6 Resource management
INPUTS
7 Product realisation
OUTPUTS
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and justification for, any exclusions (see 1.2); documented procedures or reference to them; a description of the sequence and interaction of the processes included in the quality management system.
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to review, update as necessary and re-approve documents; to identify the current revision status of documents; to ensure that relevant versions of applicable documents are available at points of use;
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5 Management responsibility
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5.4
Planning
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Department A
Department B
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6 Resource management
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provide training, or other actions, to satisfy these needs; evaluate the effectiveness of the actions taken; ensure that its employees are aware of their role in contributing to the achievement of the quality objectives; maintain appropriate records of education, experience, training and qualifications (see 5.5.7).
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6.3 Infrastructure
The organisation shall identify, provide, and maintain the infrastructure needed to achieve conformity to product requirements. Infrastructure includes as applicable:
buildings, workspace and associated utilities; process equipment (hardware and software); supporting services (transport,etc).
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7 Product realization
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7.4 Purchasing
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be safeguarded from adjustments that would invalidate the calibration; be identified to enable the calibration status to be determined
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8.1 General
Shall define, plan and implement the measurement, monitoring, analysis and improvement processes: needed to ensure conformity of the product needed to ensure conformity of the management system needed to continually improve the effectiveness of the management system Shall include the determination of the need for, and use of, applicable methodologies including statistical techniques.
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8.5 Improvement
evaluating the need for action to prevent occurrence of nonconformities determining and implementing the actions needed recording results of action taken reviewing preventive action taken
Outline
ISO/TS 16949:2002 Transition Overview
ISO 9000 Background and Evolution TS 16949 Background and Objectives Overview of Quality Management Principles Overview of the TS 16949/ISO 9000 Standards
ISO 9000 Is . . .
An international quality management system standard which adopts a process approach for: developing, implementing and improving the effectiveness of a quality management system
ISO/TS 16949:2002 Is . . .
A process approach for:
Provide automotive industry with revised ISO 9001:2000 based QMS standard
Provide a worldwide, standardized approach for all automotive suppliers Expand ISO 9001:2000 focus on process management by emphasizing
ISO 9001:2000
ISO 9004:2000
ISO/TS 16949:2002
Suitable Documented
Deadlines
ISO 9001:2000 (replaces ISO 9001/2:1994)
- All ISO 9001/2:1994 registered companies must make the transition by December 2003
ISO/TS 16949:2002 (Replaces QS- 9000:1998)
- DaimlerChrysler suppliers must make the transition by July 2004 - General Motors and Ford suppliers must make the transition by December 2006
#1
1. Scope 2. Normative references (part of the requirements) 3. Terms and definitions 4. Quality management system 5. Management responsibility 6. Resource management
TS 16949 and ISO 9000 are based on Eight Quality Management Principles
Customer Focus Leadership Involvement of People Process Approach System Approach Continual Improvement Factual Approach to Decision Making Mutually Beneficial Supplier Relationships
Customer Focus
Organizations depend on their customers and therefore should:
understand current and future customer needs, meet customer requirements, and strive to exceed customer expectations.
Leadership
Leaders should:
establish unity of purpose and direction of the organization, and
create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives.
ensure customer needs and expectations are determined, turned into requirements, and
ensure customer requirements (identified per Clause 7.2.1) are met with the aim of enhancing customer satisfaction (a perception that must be measured per Clause 8.2.1)
5.5.3 Internal communication. Finally, internal communications regarding the effectiveness of the quality system must be established
Involvement of People
- TS also requires that the organization define their system for employee motivation and empowerment
Process Approach
Organizations need to do more than simply monitor process outputs, (typically
through inspection activities)
they must also control all process inputs, (people,
facilities/equipment, material and methods)
and, they must establish appropriate controls over the transformation activities (if desired results are to be
consistently achieved)
and, they must ensure the availability of resources and information to support functioning of these processes
NOTE: ISO/TS 16949;2002 audits will almost entirely consist of process based assessments which consist of auditing the process, its objectives and linkages to related processes.
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What is a Process?
Activity that transforms input into output
Input Resources:
Activity
Output Results:
Products Services Performance
Input
Activity
Output
Right Resources:
Qualified People Right Facilities/Equipment Correct Materials Proven Methods
Desired Results:
Quality Products Quality Services Customer Satisfaction
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Effective
Input
Activity
Output
Desired Results:
Quality Products Quality Services Customer Satisfaction
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Right Resources:
Qualified People Right Facilities/Equipment Correct Materials Proven Methods
System Approach
Organizations must understand a system is a set of interrelated processes, and the output of one process is the input to one or more subsequent processes, so ... It is critical to manage the white space (or interface) between processes to ensure that the overall system is effective
C U S T O M E R R E Q U I R E M E N T S
Management Responsibility
C U S T O M E R S A T I S F A C T I O N
Resource Management
Product Realization
Input
Product Output
Continual Improvement
Continual improvement of the organizations overall performance should be a permanent objective: improvement must be a planned activity if the organization desires to improve overall performance and capabilities.
Do
Clause 7. Product (and/or service) realization - the necessary process are established and carried out
Act
Clause 8. Measurement, analysis and improvement - acting upon data reported in the check cycle, improvement actions can be taken - directly, or as an output of the Management Review process (Clause 5.6)
Plan Act
QMS
Do Check
Results
Measure/Monitor Results Against Objectives Improve Process and Change QMS as Needed to Achieve and Sustain Desired Results
- TS 16949 also requires the monitoring of certain metrics including but not limited to:
- parts per million (PPM) defect rate reduction, - product cost reduction, - improved delivery performance, and - shortened product launch cycle times
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- TS 16949 also requires that all suppliers achieve ISO 9001:2000 registration (note: the jury is still out on if/how this requirement can/should be enforced as long as meaningful supplier development activities are in place)
Management review
Management review
Evaluate Conformance
Checklists can be invaluable in verifying that the documented procedure or process complies with ISO 9001:2000 requirements
Evaluate Performance
Verify that the organization is collecting and using process performance data to monitor, measure and improve processes in accordance with objectives
ISO/TS 16949
First edition released in 1999 1724 Certifications 48 Registrars 5 Regional Offices for Accreditation
Past Dec. 15, 2003 the organization needs to get QS-9000 audits and ISO 9001:2000 audits to maintain ISO standing
Chads note: If you are going to implement QS with ISO 9001:2000, why then not go directly to ISO/TS 16949:2002. Imagine the conflicts between the ISO 1994 version and the ISO 2000 version.
5.0
Customers
Customers
Resource management
6.0
8.0
Satisfaction
7.0
Requirements
Input
Product realization Product
Output
Key Information flow Value-adding activities Figure 1 - Model of a process-based quality management system ISO 2000
Customer Satisfaction
Interested Parties
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Continual improvement of the quality Continual improvement of the quality management system management system
Management responsibility
Customers Customers
Measurement, analysis and improvement
Customers Customers
Key Information flow Value-adding activities
Requirements
Resource management
Satisfaction
Input
Product realization
Product
Output
4 5
3 2 1 10
7 8 9
Examples of COPs
Finished Prototype Product Specifications Determined Production Run and Optimized Product Analyzed and Request for Change Issued
Prototype Delivered
Product Validation
Product Realization
Warranty Request
Prototype Requested
Performance Reports
Bid Proposal Request for Quote from Customer Information about Product Line(s)
Documentation Approach
Document BMS Quality Manual
Need for process map or equivalent
Document all requirements of the ISO/TS 16949:2002 including customer specific requirements Ford, GM, and DCX Requirement Document work instructions and forms/checklists
Learning objectives
Appreciating key aspects of ISO/TS 16949 + market drivers Comparing ISO/TS 16949:2002 with ISO 9001:2002 Approaches to assessing where you are now Appreciating the techniques to support ISO/TS 16949; Statistical Analysis
VDA 6.1
QS 9000
ISO/TS 16949:1999
ISO/TS 16949:2002
A process to measure the extent to which personnel are aware of the relevance & importance of their activities - how they contribute to achieving the quality objectives
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All processes need to take into account any customer specific requirements
Development of suppliers using ISO/TS16949: 2002
Focus on continual improvement Undertaking effective system, process & product audits Effective analysis of data to drive improvement Evidence of continual improvement throughout the organisations processes, not just manufacturing
What is your process for identifying and using customer specific quality management system requirements?
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Process approach of ISO 9001:2000 complements ISO/TS 16949:2000 many common requirements (less paper?)
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Applying to
Quality Management System Management Responsibility Resource Management Product Realisation Measurement, Analysis and Improvement
Top management shall review product realisation and support processes [5.1.1] Top management shall define quality objectives in the business plan and their use to deploy quality policy [5.4.1(.1)] Managers responsible for corrective action shall be promptly informed of products or processes that do not conform to requirements. appoint quality representatives with authority to stop production (all shifts) to correct quality problems [5.5.1.1]
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Resource Management
Personnel with product design responsibility shall be competent to achieve design requirements and skilled in applicable tools and techniques. [6.2.2.1] Document procedures for identifying training needs and achieving competence of personnel [6.2.2.2] Provide on-the-job training, including the consequences to the customer of nonconformities [6.2.2.3] Have a process to motivate employees to; achieve quality objectives, make continual improvements & create an innovative environment. [6.2.2.4]
Product Realisation
Include customer requirements and reference to spec.s in the planning of product realisation [7.1(.1)] Define and approve acceptance criteria with the customer [7.1.2] Ensure confidentiality of customer contracted products and product information during design & development and production. [7.1.3] Have change control process that;
prevents any change to product, materials or processes without customer approval, includes testing the validation or effectiveness of the change before implementation. For a proprietary design, review impact on form fit and function with the customer. [7.1.4]
Use Control Plans to the format specified in Appendix A [7.5.1.1] Work instructions for operations that impact on quality are required [7.5.1.2] Verify job set ups [7.5.1.3]
Permanently mark customer owned tooling Assess the condition of stock. Assure stock rotation (FIFO). Control obsolete stock as nonconforming. [7.5.5.1] Perform statistical studies on measuring equipment to analyse variation [7.6.1]
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Statistical Analysis
- Statistical Process Control (SPC) - Measurement Systems Analysis (MSA)
Statistical Analysis
ISO/TS 16949:2002 requirement for Statistical Analysis
8.0 Measurement, analysis and improvement
8.1.1 Identification of statistical tools 8.1.2 Knowledge of basic statistical concepts 8.2.3.1 Monitoring and measurement of manufacturing process 8.5.1.2 Manufacturing process improvement
Quantify the effects of improvements in quality, leading to reductions in waste (poor quality costs)
Statistical Analysis
- Statistical Process Control (SPC) - Measurement Systems Analysis (MSA)
MEASUREMENT SYSTEM
Machine (Time) Environment
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Gauge: any device used to obtain measurements, frequently used to refer specifically to the devices used on the shop floor.
Calibration: a set of operations that establish under specific operating conditions, the relationship between a measuring device and a traceable standard of a known reference and uncertainty.
Reference Value: a reference for comparison, normally determined under laboratory conditions or using a more accurate instrument.
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Measurement systems
Must be in statistical control Must have small variability compared with specified tolerance or manufacturing process variability* Descrimination: the amount of change from the reference value that an instrument can detect and faithfully indicate. Typically the smallest graduation on the scale of the instrument *Descrimination should be one tenth of the tolerance range, however recently the descrimination target is one tenth of the process variation significantly less.
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Location Errors
Bias: the difference between the mean measurement and the reference value. Linearity: the difference in bias through the operating range Stability: the total variation in the measurements obtained from a single characteristic over time (change in bias over time) Check change in characteristic, such as values from Electrical Test Equipment, between calibration intervals Plot data and take action if bias outside a specified value
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Reproducibility: variation in measurements obtained with one measurement instrument, when used by different appraisers while measuring the identical characteristic on the same part.
Under 10% considered acceptable To improve, appraiser(s) may need training, or more ease of use
Evidence from vehicle recalls has shown a fully implemented FMEA could have prevented many causes Enables action before the event (Prevention), not after (Detection)
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What should be done, by whom & when? -design/ process change -special controls, changes in procedures/ guides
What can go wrong? -No function -Partial/over/ degraded function -Intermittent function -Unintended function
Relationship between Design and Process elements and external (& internal) customer requirements is not understood Actions are not
Planned early enough Followed through to achieve reward in better satisfying customer
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Control Plans
structure the approach to design, selection and implementation of value-added control methods
describe the actions required at each phase of the process to ensure all process outputs will be in control are living documents - updated as measurement systems and control methods are evaluated and improved.
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Control Plans
Control Plan Checklist
Have customer requirements been adopted in Control Plan format and preparation? Have all known customer concerns been identified to facilitate the selection of special product/process characteristics? Are all special product/process characteristics included in the control plan? Are material specifications requiring inspection identified? Does the control plan address incoming material/components through processing/assembly including packaging? Are engineering performance testing requirements identified Are gauges and test equipment available as required by the control plan? If required, has the customer approved the control plan? Are gauge methods compatible between supplier & customer?
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