Advanced Product Quality Planning And Control Plans Based On APQP 2 Nd Edition
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This document provides an overview of Advanced Product Quality Planning (APQP) and control plans based on the second edition of the APQP standard. It discusses the fundamentals of quality planning including organizing quality planning teams, defining the scope, communication between teams, training requirements, and control plans. It also summarizes the AIAG model for quality planning which involves planning and defining the program, product design and development, process design and development, product and process validation, and production and feedback. Control plans are examined in detail including formats, processes to monitor, and reaction plans. The document concludes by summarizing the presentation and thanking attendees.
Advanced Product Quality Planning And Control Plans Based On APQP 2 Nd Edition
- 1. Advanced Product Quality Planning and Control Plans based on APQP 2nd Edition Mark A. Morris ASQ Automotive Division Webinar February 8, 2012 mark@MandMconsulting.com www.MandMconsulting.com
- 2. Five Fundamental Principles Cleanliness and safety come first; then accuracy. Slow accuracy is no longer valuable; therefore speed is the fourth ideal. Fifth is originality, the ability to develop better methods and better work. Henry Ford Trade School
- 3. A Piercing Question “What was it in your quality system that allowed you to ship us this junk?” Hank Nichol
- 4. Agenda 1. Working within a Quality System 2. Fundamentals of Quality Planning 3. AIAG Model for Quality Planning 4. Control Plans 5. Summary and Closure
- 5. Course Goals 1. To provide a fundamental understanding of the language that guides APQP efforts. 2. To use APQP strategies to determine where to assess special characteristics. 3. To use APQP as a means to achieve robust capable processes for special characteristics.
- 6. Working within a Quality System
- 7. Quality System Requirements • The ISO Philosophy is based on the following: – Say What You Do – Do What You Say – Be Able to Prove It • These three points are necessary, but they are not sufficient. Two other points are needed: – You Must Meet the Requirements of the Standard – It Must be Effective
- 8. Quality System Requirements Do what you say! Be able to prove it! Increase Profits Say what you do! Actions are Effective? Actions comply with Procedures? Procedures comply with the Standards? Rules of the Game
- 9. Motivation and Intent • There are two things a Quality System must do if it is to pay for itself: – Increase Marketability – Reduce the Frequency of Errors
- 10. Motivation and Intent • Quality System documentation provides the means to fix communications: – Document Explicit Accountability – Procedurally Define Important Communications
- 11. ISO 9001 Quality Systems Model Management Responsibility Product Realization Resource Management Measurement, Analysis, and Improvement Control of Documents Control of Records General Requirements
- 12. The Juran Trilogy® Diagram
- 14. Significant Production Run • For production parts, product for PPAP should be taken from a significant production run. • This significant production run shall consist of from one hour to eight hours of production, and with the specific production quantity to total a minimum of 300 consecutive parts, unless otherwise specified by the authorized customer representative.
- 15. Significant Production Run • This significant production run shall be: – conducted at the production site, – at specified production rates, – using the production tooling, – production gaging, – production process, – production materials, – and production operators. • Parts from each unique production process shall be measured and tested.
- 16. Part Submission Status • Upon approval of the submission, the organization shall assure that future production continues to meet all customer requirements. • Customer PPAP Status: 1. Approved 2. Interim Approval 3. Rejected
- 17. Teams • Multi-functional teams are essential. • Ensure expertise from appropriate sources. • Select team with ability to contribute: – Knowledge – Information – Experience – Equity – Empowerment • In addition to the team – Call in Experts as Needed
- 18. Considerations for Meetings • Team Facilitation • Good Communication • Agree upon Team Goals • Clearly Defined Roles • Establish Ground Rules • Beneficial Team Behaviors
- 19. Common Team Problems • No Common Understanding • Overbearing Participants • Reluctant Participants • Opinions Treated as Facts • Rush to Accomplishments • Digression and Tangents • Hidden Agendas • Going through the Motions
- 20. Managing Teams • Select the Right Members • Gain a Sense of Common Purpose • Set Clear Expectations • Assign Responsibility with Due Dates • Insist on Tasks Completed on Time
- 21. Rules for Brainstorming • Everyone Contributes • Don’t Hold Back Ideas; More Ideas are Better • No Discussion during the Brainstorm • No Judgment; No Criticism • Build on the Ideas of Others • Write ALL of the Ideas so they are Visible
- 22. A Rational Structure for Quality Planning TM Product Design FMEA Internal Process Control Plan Tool Design Machinery FMEA Internal Processes Process FMEA Customer Plant Control Plan Process Process FMEA Product Design FMEA Internal Process Control Plan Tool Design Machinery FMEA Internal Processes Process FMEA Customer Plant Control Plan Process Process FMEA
- 23. Motivation for Specific FMEAs Product Design FMEA Internal Process Control Plan Tool Design Machinery FMEA Internal Processes Process FMEA Customer Plant Control Plan Process Process FMEA Life Cycle Cost R&M First-Time Capability Customer Satisfaction
- 24. Three Phases of Control Plan Product Design FMEA Internal Process Control Plan Tool Design Machinery FMEA Internal Processes Process FMEA Customer Plant Control Plan Process Process FMEA Phase 2 Control Plan for Pre-Production Phase 1 Control Plan for Prototype Phase 3 Control Plan for Production
- 25. Rational Structure and Project Specific Control Plans Product Design FMEA Internal Process Control Plan Tool Design Machinery FMEA Internal Processes Process FMEA Customer Plant Control Plan Process Process FMEA Identify and Manage Information Required for Contract Review Identify and Manage Deliverables Required for Design Review Identify and Manage Deliverables Required for Build & Buy-Off
- 26. Fundamentals of Quality Planning
- 28. Significant Production Run • For production parts, product for PPAP should be taken from a significant production run. • This significant production run shall consist of from one hour to eight hours of production, and with the specific production quantity to total a minimum of 300 consecutive parts, unless otherwise specified by the authorized customer representative.
- 29. Significant Production Run • This significant production run shall be: – conducted at the production site, – at specified production rates, – using the production tooling, – production gaging, – production process, – production materials, – and production operators. • Parts from each unique production process shall be measured and tested.
- 30. Part Submission Status • Upon approval of the submission, the organization shall assure that future production continues to meet all customer requirements. • Customer PPAP Status: 1. Approved 2. Interim Approval 3. Rejected
- 31. Fundamentals of Quality Planning Advanced Product Quality Planning – Organize the Team – Define the Scope – Team to Team Communication – Training Requirements – Customer and Organization Involvement – Simultaneous Engineering – Control Plans – Concern Resolution – Product Quality Timing Plan – Plans Relative to the Timing Chart
- 32. Containment Considerations • Cost of Defects • Risk of Defects • Bracketing Strategies • Protecting On-Time Delivery • Cost of Stopping Production • Cost of Recall Campaigns • Benefits of Traceability
- 33. Practical Issues of Quality Planning • What is the cost of inspection? • What is the risk of not inspecting? • How often should we inspect? • How many parts should we inspect? • When this 100% inspection make sense? • How should the need for destructive tests impact our decisions?
- 34. AIAG Model for Quality Planning
- 35. AIAG Model for Quality Planning
- 36. Plan and Define Program Input Documents • Voice of the Customer • Business Plan • Marketing Strategy • Product & Process Benchmarking • Product & Process Assumptions • Product Reliability Studies • Customer Inputs Output Documents • Design Goals • Reliability and Quality Goals • Preliminary Bill of Material • Preliminary Process Flow Chart • Preliminary Special Characteristics • Product Assurance Plan • Management Support
- 37. AIAG Model for Quality Planning
- 38. Product Design and Development Inputs • Design Goals • Reliability and Quality Goals • Preliminary Bill of Material • Preliminary Process Flow Chart • Preliminary Special Characteristics • Product Assurance Plan • Management Support Design Outputs • Design FMEA • Design for Mfg & Assy • Design Verification • Design Reviews • Prototype Build – Control Plan • Engineering Drawings • Engineering Specifications • Material Specifications • Drawing & Specification Changes
- 39. Product Design and Development • APQP Outputs – New Equipment, Tooling and Facilities Requirements – Special Product and Process Characteristics – Gages / Testing Equipment Requirements – Team Feasibility Commitment – Management Support
- 40. AIAG Model for Quality Planning
- 41. Process Design and Development Input Documents • Design FMEA • Design for Mfg & Assy • Design Verification • Design Reviews • Prototype Build – Control Plan • Engineering Drawings • Engineering Specifications • Material Specifications • Drawing & Specification Changes Output Documents • Packaging standards & Specs • Product and Process Quality System Review • Process Flow Chart • Floor Plan Layout • Characteristic Matrix • Process FMEA • Pre-Launch Control Plan • Process Instructions • Measurement System Plan • Preliminary Process Capability Study Plan • Management Support
- 42. AIAG Model for Quality Planning
- 43. Product and Process Validation Input Documents • Packaging standards & Specs • Product and Process Quality System Review • Process Flow Chart • Floor Plan Layout • Characteristic Matrix • Process FMEA • Pre-Launch Control Plan • Process Instructions • Measurement System Plan • Preliminary Process Capability Study Plan • Management Support Output Documents • Significant Production Run • Measurement Systems Evaluation • Preliminary Process Capability Study • Production Part Approval • Production Validation Testing • Packaging Evaluation • Production Control Plan • Quality Planning Sign-Off • Management Support
- 44. AIAG Model for Quality Planning
- 45. Production and Feedback Input Documents • Significant Production Run • Measurement Systems Evaluation • Preliminary Process Capability Study • Production Part Approval • Production Validation Testing • Packaging Evaluation • Production Control Plan • Quality Planning Sign-Off • Management Support Output Documents • Reduced Variation • Improved Customer Satisfaction • Improved Delivery and Service • Effective Use of Lessons Learned and Best Practices
- 46. Practical Issues of Quality Planning • What is the cost of inspection? • What is the risk of not inspecting? • How often should we inspect? • How many parts should we inspect? • When does 100% inspection make sense? • How should the need for destructive tests impact our decisions?
- 47. Strategy for Actionable Data • No Inspection without Recording • No Recording without Analysis • No Analysis without Action W. Edwards Deming, PhD
- 48. Control Plans
- 49. Juran’s Example of a Control Plan
- 50. AIAG Control Plan Format
- 51. AIAG Identified Dominant Processes Equipment: set up dominant process. Equipment: machine dominant process. Equipment: fixture/pallet dominant process. Equipment: tooling dominant process.
- 52. AIAG Identified Dominant Processes People: operator dominant process. Material: material dominant process. Methods: preventive maintenance dominant. Environment: climate dominant process.
- 53. Reaction Plans • One of the most significant contributions of a control plan is the reference to explicit reaction strategies when things don’t go as planned. • The intent of reaction plans are to prevent production of nonconforming product.
- 54. Three Specific Questions • Are reactions planned and documented? • Are appropriate assignments made to manufacturing, engineering, or other activities in reaction plans? • Will suspect and nonconforming product be quarantined until appropriate action has been taken?
- 55. Reaction Plans • Reaction plans may provide different specific solutions for situations of instability and lack of process capability. • Instability exists when special cause variation is present. • Incapability exists when a stable process exceeds the specification or tolerance limits
- 56. The Appendices
- 57. List of Appendices Appendix A – Product Quality Planning Checklists – Design FMEA – Design Information – New Equipment, Tooling, and Test Equipment – Product/Process Quality – Floor Plan – Process Flow Chart – Process FMEA – Control Plan
- 58. AIAG Control Plan Questions • Was the control plan methodology referenced in section 6 used in preparing the control plan? • Have all known customer concerns been identified to facilitate the selection of special product and process characteristics? • Are all special product and process characteristics included in the control plan?
- 59. AIAG Control Plan Questions • Were in SFMEA, DFMEA, and PFMEA used to prepare the control plan? • Are material specifications requiring inspection identified? • Does the control plan address incoming product through processing and assembly, including packaging?
- 60. AIAG Control Plan Questions • Are engineering performance testing requirements identified? • Are gages and test equipment available as required by the control plan? • If required, as the customer approved the control plan? • Are gage methods compatible between supplier and customer?
- 61. List of Appendices Appendix B – Analytical Techniques – Assembly Build Variation Analysis – Benchmarking – Cause and Effects Diagram – Characteristics Matrix – Critical Path Methods – Design of Experiments – Design for Manufacturability and Assembly – Design Verification Plan and Report – Mistake Proofing and Error Proofing – Process Flow Chart – Quality Function Deployment
- 62. List of Appendices Appendix C – Reference Material Appendix D – Team Feasibility Commitment Appendix E – APQP Summary and Approvals Appendix F – Glossary Appendix G – Index
- 64. APQP Model for Quality Planning
- 65. 18 Components of PPAP 4 - 65
- 66. Agenda 1. Working within a Quality System 2. Fundamentals of Quality Planning 3. AIAG Model for Quality Planning 4. Control Plans 5. Summary and Closure
- 67. Course Goals 1. To provide a fundamental understanding of the language that guides APQP efforts. 2. To use APQP strategies to determine where to assess special characteristics. 3. To use APQP as a means to achieve robust capable processes for special characteristics.
- 68. Questions and Answers Please type your questions in the panel box
- 69. Thank You For Attending Please visit our website www.asq-auto.org for future webinar dates and topics.