APQP Training Content with the full of details of

Introduction to
APQP
© 2013 Eaton. All Rights
Reserved.

APQP – Advanced
Product Quality Planning
overview
L
a
u
n
c
h
A
pprove
Validate
D
e
s
i
g
n
Plan
Maintain high quality products while keeping projects on
schedule with transparent task management and
collaboration tools.
Reserved.

Presentation Overview
 Scope of Training
 What is APQP
 Project Requirements
 Detail on APQP phase – inputs and
outputs
 Why Do APQP
 Lessons learned
 Key Take Aways
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3

Training Scope – Need to accomplish
 Introduces the concept of Advanced
Product Quality Planning (APQP) process.
 Defines a typical program management
phase review discipline (PRD)
 Highlights the Inputs/Outputs of each
stage
 Details process interfaces
 Relates importance of each element to the
whole
 Steps through APQP Tool Kit
 Explains Levels and Elements of PPAP
 Highlights Eaton’s expectations for
external suppliers.
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4

Advanced Product Quality
Planning Cycle
 Advanced Product Quality
Planning
method to assure that a product
satisfies internal
and
the customer
(both external).
 The goal of
APQP
is to
facilitate
assure that all required
steps
communication with everyone and
to
are
completed on time
 Each Advanced Product Quality Plan is unique and is a living
document.
What is APQP?
 Particular emphasis must be placed on identifying high risk long
lead requirements or items which require focused upfront, effort.
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5

Automotive industry challenges:
 Innovation, more complex product
 Reduce NPD times
 Complicated Supply chain
 Increasing customer and
quality requirements
Solution:
 Ford, GM, Chrysler APQP Task Force
jointly developed in the late 80’s to
standardize their respective
supplier quality systems.
APQP
Background
Automotive industry
Automotive Industry
Action Group
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6

The Advanced Product Quality Planning process consists
of
four phases an
d
five major
activities and has some 20+ supporting tools (e.g. DFMEA, PFMEA, CTQ, Special
Characteristics, Control Plan, SPC) along with ongoing feedback assessment and
corrective
action
.
APQP – timing chart and phases - AIAG
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APQP Inputs and
Outputs
Prepare
for
APQP
Plan &
Define
Program
Product
Design &
Dev
Process
Design &
Dev
• Packaging Standards
• Product/Process
Quality System Review
• Process Flow Chart
• Floor Plan Layout
• Characteristics Matrix
• Process Failure
Mode and Effects
Analysis (PFMEA)
• Pre-Launch
Control Plan
• Process
Instructions
• Measurement
Systems Analysis Plan
• Preliminary
Process Capability
Study Plan
• Packaging
Specifications
• Management
Support
Outpu
t
Inpu
t
Product &
Process
Validation
• Production Trial Run
• Measurement
Systems Evaluation
• Preliminary
Process Capability
Study
• Production Part
Approval
• Production
Validation Testing
• Packaging Evaluation
• Production Control
Plan
• Quality Planning Sign-
Off and Management
Support
Outpu
t
Inpu
t
Feedback, Assessment
& Corrective Action
• Reduced
Variation
• Customer
Satisfaction
• Delivery
and
Service
Outpu
t
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8

The key to success is the development of
a comprehensive project quality plan:
• Identify all tasks;
• Assure the effort for all tasks is
planned for all functions involved;
• Monitor progress and effort against
the plan.
© 2012 Eaton Corporation. All rights
reserved

APQP – timing chart in relation to Phase Gate Review
Discipline
Phase 0
Initiation
Phase 1
Concept
Phase 2
Definition
Phase 3
Design and
Development
Phase 4
Validation
Phase 5
Launch
Phase 6
Project Close
Business Plan
Project Management
Market analyses / VOC
Market Launch
Product Design
Process
Design
Sup
plier
V
a
li
d
a
t
i
o
n
Production
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1. Plan and Define
Program
• Market Research
• Historical Warranty
and Quality
Information
• Team Experience
• Business
Plan/Marketing
Strategy
• Product/Process
Benchmark Data
• Product/Process
Assumptions
• Product Reliability Studies
INPUTS:
• Voice of the
Customer
OUTPUTS:
• Design Goals
• Reliability & Quality
goals
• CONC* targets
• Preliminary Bill
of Materials
• Preliminary Process
Flow Chart
• Preliminary list of
Special Product and
Process Characteristics
• Product Assurance Plan
• Management Support
Assure that
customer needs
and expectations
are clearly
understood. • The inputs and outputs applicable to the process may vary
according to the product process and customer needs and
expectations.
• *CONC = Cost of Nonconformance – New with Eaton Integration
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2. Product Design and Development
- 1
• Design Failure Mode and Effects Analysis
(DFMEA)
• Design For Manufacturability and
Assembly
•
•
Design
Verification
Design Reviews
INPUTS:
• Design Goals
• Reliability & Quality
goals
• Preliminary Bill
of Materials
Flow Chart
• Preliminary list of
Special Product and
*
• Product Assurance Plan
OUTPUTS:
Develop design into
a near final form.
Prototype and
feasibility studies –
volumes, schedule,
manufacturing.
• Prototype Build – Control plan
• Engineering Drawings (Including Math
Data)
• Engineering Specifications
• Material Specifications
• Drawing and Specification Changes
• New Equipment, Tooling and
Facilities Requirements
• Special Product and
• Gages/Testing Equipment
Requirements
• Team Feasibility
Commitment
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12
* New with Eaton Integration – Added granularity around Critical To Quality
(CTQ) special characteristics – Two Types now available to select from
Required Control Dimensions (RCD) and Statistically Toleranced Dimensions
(STD).

3. Process Design and Development
OUTPUTS:
• Product/Process Quality
System Review
• Process Failure Mode and
Effects Analysis (PFMEA)
• Pre-Launch Control Plan
• Process Instructions
• Measurement Systems
Analysis
Plan
Capability Study Plan
• Packaging Specifications
INPUTS:
• Design Failure Mode and Effects
Analysis (DFMEA)
• Design For Manufacturability
and Assembly
• Design Verification
• Design Reviews
• Prototype Build – Control Plan
• Engineering Drawings (Including
Math Data)
• Engineering Specifications
• Material Specifications
• Drawing and Specification Changes
• New Equipment, Tooling and
Facilities Requirements
• Special Product and
• Gages/Testing Equipment
Requirements
• Team Feasibility
Commitment
Develop a
manufacturing
system and its
related control
plans to achieve
quality products.
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4. Product and Process Validation
• Measurement
Systems Evaluation
• Significant
Production Run
Capability Study
• Production Part Approval
• Production Validation Testing
• Production Control Plan
• Quality Planning Sign-Off -
formal
OUTPUTS:
Validate manufacturing
process through
production trial run.
Validate that the control
plan and process flow
chart are effective and
that the product meets
customer expectation.
INPUTS:
• Product/Process Quality
System Review
• Process Failure Mode
and Effects Analysis
(PFMEA)
• Pre-Launch Control Plan
• Process Instructions
• Measurement Systems
Analysis Plan
• Preliminary Process Capability
Study Plan
• Packaging Specifications
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Feedback, Assessment, Corrective
actions OUTPUTS:
INPUTS:
• Production Trial Run
• Measurement
Systems Evaluation
Capability Study
• Production Part
Approval
• Production Validation
Testing
• Production Control
Plan
• Quality Planning Sign-
Off and Management
Support
Evaluate outputs,
effectiveness of the
product quality planning
efforts.
• Reduced Variation
• Improved
Customer
Satisfaction
• Improved Delivery
and
Service
• Effective use of best
practice, lessons
learned
• Maximum ROI
• Minimum Waste
• Minimum CONC
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© 2013 Eaton. A
1ll Rights Reserved. 16
PRD
Process
o DFMEA / PFMEA /
DFM/A
o Manufacturing
Quality
o Control Plans
o Process Flows
o Measurement
System Analysis
o Capability Analysis
o Process Validation
o Run at rate
o Supplier Qualification
& Quality
Requirements
o Product Qualification
o 1st Article
Inspection
o PPAP
o Tooling & Gauges
o Testing
What we do:
o Design
Quality
APQP Summary:
Up
Front
Quality
Planning
o Defect
Free
Launches
o Reduced
Warranty
Claims
o Zero Spills
o Customer
Satisfactio
n
o Robust
Products
o Greater
Supplier
Control
o Reduced
How we do it:
Phase Review
Discipline
What we get:
APQP…… Leadership Engagement is Critical
Detailed

CONC
APQP Benefits:
Developmen
t
Productio
n
Prevention through
APQP
Current state
Tim
e
$$
Total
Cost
of
Quality
Redesign
Re-qualifications
Escape
Investigations
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Manufacturing process functions that are clearly
planned, validated, documented and communicated
will result in:
 Robust and reliable designs
 Reduced process variation
 Enhanced confidence in
supplier’s
capabilities
 Better controlled process
changes
 Defect free launches
 Improved Customer satisfaction
 Improved Delivery and Service
 Maximum ROI
 Minimum Waste
 Minimum CONC

Phase/Gate Process
What is a phase/gate process?
• Process steps are organized into phases
• Decision gates are used to prevent later phase steps from
being executed before earlier phase steps are complete and
the project is ready
• What is the responsibility of a Reviewers?
• Stop the project from advancing if current phase activities are
not done,
or not done well
• Who should participate in the review?
• Senior functional and business leaders that are not directly
involved in the program
• How can a reviewer understand the status of
Phase deliverables prior to the gate review?
• Typically requires an expert to review deliverable details and
report on quality and completion of deliverables
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© 2013 Eaton. All Rights Reserved. 19
DA1 IP20 – Variable Frequency Drive (Phoenix)
12.04.2013 – Invertek DS Supplier, ICD, EMEA -
Electrical
P
. Raas = +49 151 161-67329
Incident description:
On receipt of the initial batch of product it was found that the
alignment of the external housing with the internal
connectors was out of position.
Investigation findings:
• The buttons are too loose in the recesses in the plastics.
• The control PCB clip is not holding the control PCB close
enough to the front plastic.
• Clip design for holding PCB to housing not correct
Root Causes and Management System Gaps:
• Design error on the plastic housing not identified
through risk assessment.
• No sign off from Eaton on plastic housing or final unit
sample.
Preventive & corrective actions:
• The plastic clip design has been changed. The holes
for the buttons have been reduced in size to more
closely match the button shapes: this reduces button
wobble and secures housing correctly.
How would APQP have prevented this incident ?
• DFMEA of the new PCD and housing assed the
risk
• PPAP/FAI – dimensional checks of
the key dimensions
• Finalised samples for approval
• PSW sign off and PPAP approval
• Run at Rate analysis at supplier
Lessons Learned
Alignmen
t issues
Quality and Engineering Lessons Learned

© 2013 Eaton. All Rights Reserved. 20
Direct Source Supplier Circutor – NZM-XMC-MB (measurement device)
19.04.2012 – PDCD, EMEA – Electrical
20.01.2013 – PDCD, EMEA – Electrical
D. Schwellenbach = +49 151 277-
45370
Incident description:
Two issues reported from this direct source supplier.
1. Incorrect component used causing a defect with the component
memory. 5v used instead of the required 3.3v component.
Resulting in a field campaign to update the firmware.
2. Potential of an arc caused by reversed polarity on the 24DC-
connection and the inner insulation concept of the product
(intolerable wiring) does not fulfill the required double
insulation standard. Field campaign initiated to exchange
products.
Investigation findings:
• Integration of the product line quality manager for brand
products not completed
• Supplier not qualified correctly prior to supplying products to
Eaton.
• No test plan or product qualification completed.
Root Causes and Management System Gaps:
• Validation of key components
• Supplier R&D wrongly classified the terminals of the equipment
as not accessible, but in fact the terminals are accessible.
• Design failure unfortunately not been detected during the
conformity
testing in the lab in Circutor.
Preventive & corrective actions:
• Design improvement to ensure correct components used.
• Extra control point added into the testing and qualification
• Updated build instructions and training
Lessons Learned
Quality and Engineering Lessons Learned
How would APQP have prevented this incident ?
• CTQ analysis of key components.
• DFMEA risk assessment
• Prototype samples and product qualification
• PPAP and FAI
• Supplier Qualification
• Validation of design and test results
• Sample testing

Expectations:
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Supplier:
• Understand Eaton APQP / Phase Review Discipline
requirements.
• Attend web overview training sessions.
• Review AIAG manuals for APQP & PPAP and work accordingly.
• www.aiag.org
• Submit PPAP’s on required product, parts, products or
components.
• Focus on up front quality planning.
• Follow Supplier Excellence Manual dictates
• Provide PPAP submissions compliant with the Latest CPSD
PPAP
Manual (Level 3 is default!)
• Be a part of our team!

Key Take Aways:
 APQP is cross-functional planning and execution to produce
product
that fully meets the customer’s expectations the first time.
 AIAG APQP phases are Planning, Product Design, Process
Design,
Validation, Production.
 PRD phases are Concept, Definition, Design, Validation,
Launch, Close.
 Cross-functional – means multiple functions input
requirements
Marketing/Design/Manufacturing/SCM/Quality.
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APQP: Process Design/Development
and Validation
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APQP: Key Elements For Our
Training
• PFC (Process Flow Chart)
• FMEA (Failure Mode Effects Analysis)
• Control Plan
Process
Design
• MSA (Measurement System
Analysis)
• Process Capability
Study
Process
Validation
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PROCESS FLOW DIAGRAM
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Process Flow Diagram
What is It?
• A visual diagram of the entire
process from receiving through
shipping, including outside
processes and services
Purpose?
• To help people “see” the real
process. Process maps can be
used to understand the following
characteristics of a process:
• Set-by-step process linkage
• Offline activities
(measurement, inspection,
handling)
• Rework, scrap
When to Use It?
• To understand how a process
is done
• Prior to completing the
PFMEA
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Process Flow Diagram
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Preparing the Process Map
• Team Effort:
• Manufacturing engineers
• Line operators
• Line supervisors
• Maintenance technicians
• Possible Inputs to Mapping:
• Brainstorming
• Operator manuals
• Engineering specifications
• Operator experience
• 6M’s
• Man, Machine (Equipment), Method (Procedures),
Measurement, Materials, Mother Nature
(Environment)© 2013 Eaton. All Rights
Reserved.
28

Process Map Summary
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29
• Process Mapping Provides Inputs to
• Potential Failure Mode Effect Analysis
• Control Plan
• Capability Studies
• MSA
Process Mapping helps us gain
process knowledge!

• Reviewers Checklist
 Process Flow must identify each step in the
process
 Should include abnormal handling processes
 Scrap
 Rework
 Extended Life Testing
 Process Flow must include all phases of the
process
 Receiving of raw material
 Part manufacturing
 Offline inspections and checks
 Assembly
 Testing
 Shipping
 Transportation
Process Flow Diagrams
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PROCESS FMEA
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FMEA Origin
 Created by NASA following Apollo 1
mission failure
 Allows us to take a proactive approach to
what can go wrong in a process and
manage our risks better
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Process FMEA (PFMEA)
 What is It?
 A tool used to identify and prioritize risk
areas and their mitigation plans.
 Purpose
 Identifies potential failure modes,
causes, and effects. Inputs come from
the process flow diagram.
 Identifies key inputs which positively
or negatively affect quality, reliability
and safety of a product or process.
 Denotes Special Characteristics of
Product/Process that impact the
ultimate safety/performance of the
end product.
 When to Use
It
 After completion of the process
flow diagram.
 Prior to tooling for production
The PFMEA should be completed
using a cross-functional team!
IMPORTANT!
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34

Potential Failure Mode
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35
 Discuss with the team all credible Potential Failure Modes.
Team should be able to pose and answer the following questions:
– How can the process/part fail to meet requirements?
– Regardless of Eng specs, what would a customer consider objectionable?
 In each instance, the assumption is made that the failure could occur, but will not
necessarily
occur:
– Each failure mode should be credible
– Do not list acts of God or freak accidents
– A description of non-conformance
– Assume incoming parts are correct
– Remember to consider subsequent operations
– Examples of failure modes include:
 Potential failure modes should be described in “physical” or technical terms, not as a
symptom
noticeable by the customer.
Burred Bent Hole off location
Cracked Hole to shallow Hole missing
Handling Damage Dirty Hole to deep
Surface too rough Corrosion Open circuit

Potential Effect(s) of Failure
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Potential effects of failure are defined as the effects of the failure on the
customer(s)
o Describe in terms of what the customer might notice or experience
o State clearly if the failure mode could impact safety or cause noncompliance to
regulations
For the end user the effects should always be stated in term of product or
system performance such as:
Noise Rough Erratic
Operatio
n
Excessive Effort Inoperative Unpleasan
t Odor
Unstable
Operatio
n
Impaire
d
Draft Intermitte
nt
Operation
Poor
Appearanc
e
Leaks Control
Impaire
d
Rework
Repairs
Scrap
If the customer is the next operation the effects should be stated in
terms of
process/operation performance, such as:
Cannot fasten Does not fit Cannot bore/tap Does not connect Cannot mount
Does not match Cannot face Causes Excessive
tool wear
Damages
Equipmen
t
Endangers Operator

Potential Cause(s) of Failure
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37
Potential causes are defined as how the failure could occur, and described in
terms
of something that can be corrected or controlled.
Only specific errors should be listed, ambiguous phrases such as “operator
error”, “machine malfunction”, etc., should be avoided. Acceptable
alternatives would be operator failed to install seal, or over temperature set
incorrectly.
The causes should be described so that remedial efforts can be aimed at
those causes which are pertinent. Typical failure causes may include but are
not limited to:
Improper torque –
over/under
Improper
weld current,
time,
pressure
Inaccurate Gauging Improper
Heat Treat –
time,
temperature
Inadequate
gating/ventin
g
Inadequate or
no
lubrication
Part missing
or
mislocated
Worn locator Worn Tool Chip on locator
Broken tool Improper
Machine
Setup
Improper
programmin
g
Incorrect
Software
version
Non validated
test system

PFMEA - Definition of Terms
• Severity (of Effect) - severity of the effect on the
Customer and other stakeholders (Higher Value = Higher
Severity)
• Occurrence (of Cause) - frequency with which a
given Cause occurs and creates Failure Mode. (Higher Value =
Higher Probability of Occurrence)
• Detection (Capability of Current
Controls) -
ability of current control scheme to detect the cause before
creating the failure mode and/or the failure mode before suffering
the effect (Higher Value = Lower Ability to Detect)
Caution: Notice the scale difference for Detection!
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• Once the RPN Numbers are
determined, they can be used to
prioritize the most significant failure
modes.
• Sort the FMEA by the RPN numbers.
Graphical and statistical tools can help
the team to continually improve.
RPN’s
• DO NOT set a threshold for RPN.
• Focus on Continuous Improvement.
• DO NOT forget to address high
Severity scores first.
Pareto Chart
?
Sort by RPN to determine
the most significant
failure modes
How many items should be
the focus of the next steps?
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39
Analyzing the PFMEA

PFMEA – Remediation Guidelines
• Severity – can only be improved by a design change to the
product or process
• Occurrence – can only be reduced by a change which
removes or controls a cause. Examples are redundancy,
substituting a more reliable component or function or mistake-
proofing.
• Detection – can be reduced by improving detection.
Examples are mistake-proofing, simplification and statistically
sound monitoring.
In general, reducing the Occurrence
is preferable to improving the Detection
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40

Summary Steps To Complete a FMEA
1. For each Process Input, determine the ways in which the Process
Step can go wrong (these are Failure Modes).
2. For each Failure Mode associated with the inputs, determine
Effects on the outputs.
3. Identify potential Causes of each Failure Mode.
4. List the Current Controls for each Cause.
5. Assign Severity, Occurrence and Detection ratings after
creating a ratings key appropriate for your project.
6. Calculate RPN.
7. Determine Recommended Actions to reduce High RPNs.
8. Take appropriate Actions and Document.
9. Recalculate RPNs.
10. Revisit steps 7 and 8 until all the significant RPNs
have been addressed.
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Exampl
e
Process
or P
r
Page of
Product
Name:
Responsible
:
Low Voltage
Busway
Epoxy Insulation
- GF&P
Mario
Seppulveda
GF&P
, Ladd
Kelly C-H
F 99___(Rev 3), Nov
99_
Process
Step/Input Mode
Potential
Failure
Effects
S
E
V
Potential
Causes
O
C
C
Current
Controls
epared by: D. Yount
MEA Date (Orig) _July 99__
(R
D
R
E P
T N
Actions
Recommended
Resp
.
Actions
Taken
S
O
E
C
V
C
Input
under
investigation
?
process step/ Key Input go
wrong?
What is the In what ways does the What is the
impact on the Key Output
Variables
(Customer
Requirements) or
internal
requirements?
H
ow
Severe
is
the
effect
t
o
the
What causes the
Key Input to go
wrong?
H
ow
often
d
oe
s
cause
or
F
M
oc
cur
?
What are the existing
controls and
procedures (inspection
and test) that prevent
either the cause or
the Failure Mode?
Should include an
SOP number.
H
ow
well
c
a
n
you
d
e
t
e
c
t
c
a
u
s
e
or
F
M
?
What are
the
actions for
reducing
the
Cause, or
improving
detection?
Should
have
Whose
Responsib
l e for
the
What are the
completed
actions taken
with the
occurrence of the recommend recalculated
RPN? ed action? Be sure to
include completion
month/year
Grind
(12)
Sanding disk
grit incorrect
Irregular contact
surface, plating
surface rough
5
Vendor supplied
incorrect disk
Supervisor
inspects
1 incoming material,
then
releases for
use
4
docume
nt
inspectio
n
Need to create M. Target
complete
20 work instruction to Sepulveda
11/99
operator
error 7
OJT for
operator
deisgn &
operation
Re train operators Ladd Kelley Target
complete
9 504 both shifts, review 11/99
8
3
Masking
(2)
w/
epoxy
epoxy build up on parts
d
u
e to d
r
a
g ou
t n
ot being 8
blown off
rough surface where failed visual or
high pot the part will be coated test 9
poor sanding, weld
slag, weld splatter
,
metal chips on bars
operator training OJT
,
visual
10 inspection ,
(SOP ?)
Define
causes,
5 4
5
0 train Fab,
Epoxy
and
Plating
L. Kelley,
M.
Sepulved
a
Target
complete
11/99
Equipment failure, pins bar falls off
carrier, break, welds break on possible to
damage tank rack or other equipment,
or
1
0
part fatigue, part
failure 4
loader visual
inspection
Target complete
1/00 10
4
De
Masking
(8)
T
ape not
removed
correctly
Epoxy on
contact
surfaces,
damaged
epoxy from
contact
9
bars hung to close
together
, too many
bars on a rack, not
enough resources
demasking,
5
operator training OJT
,
work instruction for
masking SOP
rack
design,
6 2
7
0 elimintae
demask
where
possible,
New racks, re train M.
7 2
8
0 operators to
Sepulveda, inspect, review
PM L. Kelley
review modified
M.
L.
Kelley
Target
complete
Sepulveda,
11/99
What
is the
Input
What
can go
wrong
with the
Input?
Potential
Failure
What can
be done?
What is
the Effect
on the
Outputs?
What are
the
Causes?
How are
these found e
v
) 2, Nov
or
prevented?
How
Bad?
How
Often?
How
well
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42
?

Reviewers Checklist
 Verify there is a system for prioritizing
risk of failure such as high RPN numbers
 Make sure that high RPN process concerns
are carried over into the control plan
 Make sure that all critical failure
modes are addressed
 Safety
 Form, fit, function
 Material concerns
See AIAG Core Tools for detailed
checklist
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43

Control Plan
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44

Process Control Plan (PCP)
 What is It?
 A tool used to define the operations,
processes, material, equipment,
methodologies and special characteristics
for controlling variation in key product or
process characteristics within the
manufacturing process.
 Objective or Purpose
 Communicates the supplier's decisions
during the entire manufacturing process
from material receipt to final shipping.
 Verifies existence of production controls at
each step defined in the Process Flow/PFMEA
 Defines reaction plans at each step
should a nonconformance be detected
 Denotes Special Characteristics of
Product/Process that impact the
ultimate safety/performance of the
end product.
 When to Use
It
 After completion of the process flow
diagram/pFMEA.
 At Prototype, Prelaunch and
Production
 Implementation of new process
 Implementing a process change
Since processes are expected to be
updated as changes are made Control
Plans are LIVING documents that need
to be changed in step with
manufacturing
IMPORTANT!
Reserved.
45

Process Steps
New/Revised Process
Steps
Project Idea
Fill Out Mas
te
r
F
o
rm
with Initia
l
Information
within y
o
u
r
area
?
6 Sigma
Project
Department
or Group
Project
Y
e
s
Prefer to w
o
rk
No this projec
t
Y
e
s
Do y
o
u
No have BB/GB t
o
Assist/Work t
h
e
p
rojec
t?
Yes Is H
a
r
d
Savings > $
?
?
?
N
o
N
o
Does t
h
e
Project Involve N
o
>2 Group s i
n
E
n
g
?
Does t
h
e
Project Involve Y
e
s
Only Y
o
u
r
G
roup?
Y
e
s
Does t
h
e
Yes Project Involve N
o
>3 D
epts
.
outside E
n
g
?
Enter Re
ma
ining
Information o
n
Master F
o
r
m
Master Form W
il
l
Ge
nerate
Contract
Finance Approva
l
and Signa
ture
Other Re
quired
Signa
tures
:
Segmen t C
E
O
Champ
ion
Process O
w
n
e
r
BB or G
B
6 Sig ma As
signs
Project Numbe
r
Get W O As
signed
B
egin/W
ork
P
rojec
t
Follow DMAIC o
r
DF SS p
roc
ess
Monitor Progress
through P
o
w
e
r
Steering a
n
d
Monthly
Finan
cial
Re
vie
ws
Complete Projec
t
(Has to be fully
Docu
me
nte
d
Finance App
rova
l
and S
igna
ture
Other Re
quired
Signa
tures
:
Champion: Dir T
&
E
Process O
w
n
e
r
Project O
w
n
e
r
Dept BB or M
B
B
Enter Re
ma
ining
Information o
n
Master F
o
r
m
Master Form W
il
l
Ge
nerate
Contract
Finance Approva
l
and Signa
ture
Other Requ
ired
Signa
tures
:
Champ
ion:
Pro cess O
w
n
e
r
Project O
w
n
e
r
Dept GB/BB/MBB
Group As
signs
Project Numbe
r
Get D
L
N
As
signed
Monitor P
rogress
through B
i
-
Weekly Upda
te
s
and Monthly
Re
views
Be
gin/W
ork
P
rojec
t
Follow DMAIC o
r
DFSS p
roce
ss
Complete Project
(Has to be fu
lly
Docume
nte
d)
Finan ce Approva
l
and Signa
ture
Other Re
quire
d
Signa
tures
:
Champion: Dir T
&
E
Process O
w
n
e
r
Project O
w
n
e
r
Dept BB or M
B
B
Complete a
ll
Doc
umentatio
n
including a
(1) Page Close
-
out Sh
eet
Close
Project
Complete a
ll
Docume
nta
tion
including a
(1) Page Close
-
out Sh
eet
Final Proje
ct
R
eview
Close
Project
Final Proje
ct
Re
view
6 Sigma Project
High Level Process Map
Department/Group Project
High Level Process Map
Process Flowchart
Process Step
Key
Process
Input
Potential
Failure Mode
Potential
Failure Effects
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
E
O
C
Receive
Payment
Checks Delay internal
mail
AR balance does
not go down
7
Inadequate
staffing in
mail room 7
None
10 490
I
s
p
Identif
y
Customer
Wire
Transfer
reference
line
Information
not
supplied
AR balance is
past due
10
Customer or
bank did not
include name
and/or
account info
on wire
transfer
5
Acct identifies
problem when
trying to apply
payment 5 250
P
p
Identify Invoice Checks Incorrect
invoice
supplied
Invoice shows
outstanding (AR
balance does
go down)
5
Customer error
5
Customer might
catch
it when reviewing
the next
statement
10 250
P
i
Identify Invoice Checks Invoice
number
not supplied
Invoice shows
outstanding (AR
balance does
go down)
5
Customer error
10
Acct identifies
problem when
trying to apply
payment
5 250
P
i
Process FMEA
Reserved.
46
Control Plan
Tool Interaction
Control Plan

The Control Plan Form
Reserved.
47

Control Plan Sections - 1
Administrative:
 Identifies part number and description, supplier, required approval signatures, and dates.
Phases:
 Prototype – a description of the dimensional measurements and material and
performance tests that will occur during Prototype build.
 Pre-Launch – a description of the dimensional measurements and material and
performance tests that will occur after Prototype and before full Production.
 Production – a comprehensive documentation of product/process characteristics,
process controls, tests, and measurement systems that will occur during mass
production
Reserved.
48

Body of Document:
 Since the Control Plan is Keyed to the Flow Chart and pFMEA, replication of the steps
listed
in those documents is done as the first step in producing your control plan.
 Each step, in the same order, listed in the pFMEA is documented on the Control Plan
 In addition any Special Characteristics listed on the pFMEA are replicated in the control
plan as individual line items
 For each step you determine the characteristics of either the product or the process
or both that need to be controlled in order to repeatedly and reproducibly
manufacture the component.
 If the feature has been denoted on the drawing or specification as a Special
Characteristic by Eaton or your internal analysis place the required symbol in
the Spec Char Column
Reserved.
49

Body of Document:
 List the Product Specification tolerance required by the drawing or the process
specification
required to produce the product specification.
 List how you will measure or evaluate your product/process to determine if
specification has been met.
 Specify the sample size and the frequency at which you will monitor the product
produced at
each step.
 List what documents the control. This could be a work instruction, a control chart,
material certificate, set-up sheet, log sheet etc. AVOID statements such as, OPERATOR
TRAINING, UNKONWN or BLANKS
 Provide specific guidance for the operator to carry out if a defect or issue is
detected. Typical Reaction Plans include, Segregate Product, Stop
Process, Contact Supervisor, Scrap, Contact Engineering, Rework, No Blanks.
Reserved.
50

Control Plans: Audit Plans –
WALK THE WALK
 Audit plans can be included in the control plan as a separate line.
 Auditing is an important tool for control.
 Process auditing should be a key element of the quality system
of a business.
 Audits generally cover:
• Effectiveness of controls
• Control plan (say) vs. what is actually done (do)
 Audits should be objective (done by internal or external third
parties if
possible).
 Audit frequencies should be based on balancing level of risk
(FMEA) and cost.
Reserved.
51

Control Plan – Example
Prototype Pre-Launch Production
Control Plan Number
002
Key Contact/Phone
T. Smith / 313-555-5555
Date:(Org.)
11/29/2009
Date (Rev.)
2/20/2010
Part Number/Latest Change Level
54321231 / D
Core Team
Erin Hope, Alan Burt, Ken Light
Customer Engineering Approval/Date (If Req'd.)
Part Name/Description
Electronic Circuit Board
Supplier/Plant Approval/Date Customer Quality Approval/Date(If Req'd.)
Supplier/Plant
ACR Control
Supplier Code
439412
Other Approval/Date (If Req'd.) Other Approval/Date (If Req'd.)
Part /
Process
Number
Process Name
/
Operation
Description
Machine,
Device,
Jig, Tools,
for MFG.
Characteristics
Special
Char.
Class
Methods
Reaction
Plan
No. Product Process
Product/Process
Specification/
Tolerance
Evaluation /
Measurement
Technique
Sample
Control
Metho
d
Size Freq.
2
Soldering
Connections
Wave
solder
machine
Wave
solder
heigh
t
2.0 +/- .25 mc
Sensor
continuit
y check 100% Continuous
Automated
inspection
(error
proofing)
Adjust
and retest
Flux
concen -
tration Standard #302B
Test sampling
lab
environment 1 pc 4 hours x-MR chart
Segregate
and retest
A supplier manufactures a circuit board with electronic components soldered on the board. Properly soldered
connections are the major product characteristics. Two major process characteristics for the wave solder
machine are solder level and flux concentration. An automated feeder controls the solder level by sensing
the level of solder and feeding in additional solder as the level is reduced. This characteristic is measured
100% by checking electrically for continuity. The flux must be sampled and tested for the concentration
level.
CONTROL PLAN
Reserved.
52

Control Plan: Reviewer’s Checklist
 Remember the Control Plan is a planning tool –
• Use it to decide what you should be doing
• The AIAG format will help make sure the plan makes sense and is
complete
 Use process flow diagram and PFMEA to build the control plan;
keep them aligned
 Controls should be effective. Keep it simple.
 Ensure that the control plan is in your document control system
 Good control plans address:
• All testing requirements - dimensional, material, and performance
• All product and process characteristics at every step throughout the
process
 The control method should be based on an effective analysis of
the process
• Such as SPC, Error Proofing, Inspection, Sampling Plan
 Control plans should reference other documentation
• Specifications, tooling, etc.
Reserved.
53

Measurement System Analysis (MSA)
Reserved.
54

Measurement System Analysis
(MSA) What is It?
An MSA is a statistical tool used to
determine if a measurement system
is capable of precise measurement.
Objective or Purpose
• To determine how much error is in
the measurement due to the
measurement process itself.
• Quantifies the variability added by
the measurement system.
• Applicable to attribute data and
variable data.
When to Use It
• On the critical inputs and outputs
prior to collecting data for analysis.
• For any new or modified process in
order to ensure the quality of the
data.
Who Should be Involved
Everyone that measures and makes
decisions about these measurements
should be involved in the MSA.
Measurement System Analysis is
an analysis of the measurement
process, not an analysis of the
people!!
IMPORTANT!
Reserved.
55

Two Types of Study - Attribute
and Variable MSA
Attribute Data Examples:
 Count, Pass/fail, yes/no, red/green/yellow, timekeeping
buckets
Variable Data Examples:
 Physical measurement (length, width, area, …)
 Physical conditions (temperature, pressure…)
 Physical properties (strength, load, strain…)
 Continuous or non-ending
Unless approved by Eaton, attribute data
is not acceptable for PPAP submission
Reserved.
56

57
Inspection – what do you really see?

Process
Variation
Measurement
System
Variation
Observed
Variation
The observed variation in process
output measurements is not
simply the variation in the process
itself; it is the variation in the
process plus the variation in
measurement that results from an
inadequate measurement
system.
Conducting an MSA reduces the likelihood of passing a
bad part or rejecting a good part
Reserved.
58

Process
Variation
Measurement
System
Variation
Observed
Variation
Observed Variation
Differences between
individual parts – often
caused by:
• Material
variation
• Machine
variation
• Set-up variation
Reserved.
59

Observed
Variation
Process
Variation
Measurement
System
Variation
Reproducibility
Precision
(Variability)
Linearity
Bias
Stability
Resolution
Repeatability
Accuracy
(Central
Location)
Calibration addresses accuracy
Reserved.
60
Observed Variation

Resolution
Error in Resolution
The inability to detect small changes.
Possible Cause
Wrong measurement device selected -
divisions on scale not fine enough to
detect changes.
Elements of Precision
Reserved.
61

Repeatability
Error in Repeatability
The inability to get the same answer
from repeated measurements made of
the same item under absolutely
identical conditions.
Possible Cause
Lack of standard operating procedures
(SOP), lack of training, measuring
system variability.
E
q
u
i
p
Reserved.
62

Reproducibility
Error in Reproducibility
The inability to get the same answer
from repeated measurements made
under various conditions from
different inspectors.
Possible Cause
Lack of SOP, lack of training.
Appraiser Variation
Reserved.
63

Variable MSA – Gage R&R Study
Gage R&R is the combined estimate of measurement
system Repeatability and Reproducibility
• Typically, a 3-person study is performed
 Each person randomly measures 10 marked parts per trial
 Each person can perform up to 3 trials
• There are 2 key indicators
 % P/T or Measurement System or Equipment Variation
 % R&R or Process Improvement or Appraiser Variation
Reserved.
64

Part Number
NUMBER
Gage Name Appraiser A Part Number
NUMBER
Gage Name Appraiser A
Part Name
NAME
Gage Number Appraiser B Part Name
NAME
Gage Number Appraiser B
Characteristic Specification
Lower Upper
Gage Type Appraiser C Characteristic Gage Type Appraiser C
Characteristic Classification Trials Parts Appraisers Date Performed Characteristic Classification Trials Parts Appraisers Date Performed
GAGE REPEATABILITY AND REPRODUCIBILITY DATA SHEET
VARIABLE DATA RESULTS
GAGE REPEATABILITY AND REPRODUCIBILITY DATA SHEET
VARIABLE DATA RESULTS
AVERAGE Measurement Unit Analysis % Tolerance (Tol)
Repeatability - Equipment Variation (EV)
TRIAL # 1 2 3 4 5 6 7 8 9 10
1. A 1
2.
3.
2
3
EV = R x K1 Trials K1 % EV = 100 (EV/Tol)
= 2 0.8862 =
= 3 0.5908 =
4. AVE
xa=
Reproducibility - Appraiser Variation (AV)
5. R
ra=
AV =
{(xDIFF x K2)2
- (EV2
/nr)}1/2 % AV = 100 (AV/Tol)
6. B 1
7. 2
=
=
=
=
8. 3 A p p raisers 2 3
xb=
0.7071 0.5231
10. R
rb=
% GRR = 100 (GRR/Tol)
11. C 1 Parts K3 =
12. 2 =
13. 3
n = parts r = trials
K2
Repeatability & Reproducibility (GRR)
GRR = {(EV2
+ AV2
)}1/2
=
=
2
3
0.7071
0.5231
xc=
rc=
Part Variation (PV)
PV = RP x K3
4
5
0.4467
0.4030 % PV = 100 (PV/Tol)
14. AVE
15. R
16. PART
AVERAGE
X=
Rp=
=
=
6
7
0.3742
0.3534
=
=
17.
(ra + rb + rc) / (# OF APPRAISERS) =
R= Tolerance (Tol)
18.
xDIFF = (Max x - Min x) = xDIFF=
Tol ndc 1.41(PV/GRR)
19.
* UCLR = R x D4 = UCLR
=
=
Upper - Lower / 6
( Upper - Lower ) / 6
8
9
10
0.3375
0.3249
0.3146
=
=
= =
* D4 =3.27 for 2 trials and 2.58 for 3 trials. UCLR represents the limit of individual R's. Circle those that are
beyond this limit. Identify the cause and correct. Repeat these readings using the same appraiser and unit as originally
used or discard values and re-average and recompute R and the limiting value from the remaining observations.
For information on the theory and constants used in the form see MSA Reference Manual , Fourth
edition.
Notes:
APPRAISER/ PART
Included in AIAG Core Tools
Variable MSA – AIAG GR&R VAR(Tol)
9. AVE Automatically calculates
Reserved.
65
%GRR and %PV

Tips and Lessons Learned
 Important: An MSA is an analysis of the process, not an analysis of the
people.
If an MSA fails, the process failed.
 A Variable MSA provides more analysis capability than an Attribute MSA.
For this and other reasons, always use variable data if possible.
 The involvement of people is the key to success.
 Involve the people that actually work the process
 Involve the supervision
 Involve the suppliers and customers of the process
 An MSA primarily addresses precision with limited accuracy information.
Measurements Systems Analysis MSA
Reserved.
66

 If the gage/inspection measures a special
characteristic or other important feature, then
conduct a Gage R&R
 Make sure the study is recent - less than 1 year
 Compare the control plan gages against the Gage
R&Rs
 % R&R and %P/T must be less than 30%
 If you question that gage, then
 Question the technique and part sampling
 Ask for additional studies
MSA: Reviewer’s Checklist
Reserved.
67

MSA Summary
Reserved.
68
 Measurement systems must be analyzed
BEFORE embarking on process improvement
activities
 MSA helps understand how much observed
variation is from the measurement system
 MSA will tell you about the repeatability,
reproducibility and discrimination
 Sample selection is very important – sample
during normal production to capture total
range of process variation
 MSA assessors should be operators that
would normally use the measurement
system
 MSA should be done on a regular basis

Initial Process Study
Reserved.
69

Purposes of Initial Process Study
 To evaluate how well a process
can produce product that meets
specifications
 To provide guidance about how
to
improve capability
• better process centering
• reduced variation
 Capability studies can be used to
define a problem or to verify
permanent corrective actions in
the problem solving process.
Reserved.
70

Initial Process Studies
Reserved.
71
Is the process employed Stable and Capable?
MSA before Cpk
• MSA must be acceptable and should represent tools used
for Initial Process Studies
How many samples? What frequency?
• Recommend minimum 30 pieces per cavity, line, etc
• Data should be time based sequential when possible
– (2 each hr/line)
• Where to look for opportunities
• Cpk & Ppk minimums are higher for initial release vs.
ongoing

Capability Studies
Capability studies are measures of how well the process is meeting
the design requirements.
In performing a capability study, the team determines from sample
data the process average and a spread (capability) of the process, and
compares this variation with the specifications.
The normal distribution is the
voice of the process—it’s how the
process behaves.
The goal posts are the voice of
the
customer. They’re our spec
limits.
Reserved.
72

Capability Studies
A short-term capability study
covers a relative short period
of time during which
extraneous sources of
variation have been
excluded. (Guideline: 30-50
data points.)
15
0
0
1
5
1
4
1
3
12
11
1
0
9 50 100
Observation
Number
Individual
V
alue
Process Data
forCo2
X=12.6
4
UCL=14.1
8
LCL=11.1
0
15
0
0
1
5
1
4
1
3
12
11
1
0
9 50 100
Observation
Number
Individual
V
alue
Process Data
forCo2
X=12.6
4
UCL=14.1
8
Reserved.
73
LCL=11.1
0
A long-term capability study
covers a longer period of time
in which there is more chance
for a process shift. (Guideline:
100-200 data points.)

Capability versus Performance
 Capability Ratios (CP and CPK)
• use a short-term estimate of sigma () obtained from the within-
subgroup variation
• show what the process would be capable of if it did not have
shifts and drifts between subgroups
 Performance Ratios (PP and PPK)
• use a long-term estimate of sigma () obtained from within-
subgroup plus between-subgroup variation
• Show what the overall variation is
 Performance ratios will be worse (smaller) than the
corresponding capability ratios if the process has shifts and
drifts
Reserved.
74

Acceptance Criteria
Critical Non-Critical Decision
Red (Bad) <1.33 <1.00
Yellow (Marginal)
1.33-1.67 1.00-1.33
Green (Good)
>1.67 >1.33
Acceptance criteria for critical vs. non-critical characteristics
Cpk must be greater than or equal to 1.67
for critical processes
Cpk must be greater than or equal to 1.33
for non-critical processes
Reserved.
75

Capability Summary
Reserved.
76
 Capability ratios are used to compare the Voice of the
Customer (specs) to the Voice of the Process (natural
process limits).
 For a capability ratio to be a good predictor of future
performance, the process must be stable. Otherwise, the ratio is
just a descriptor of past performance!
 The two key ways to improve process capability are to
reduce variation and to improve centering.
 A capability ratio should never be interpreted without also
looking at a control chart to verify stability and a histogram of the
process to ensure normality.
 The supplier should set warning tolerances and track changes –
to
give a pre-emptive warning

Initial Process Study: Reviewer’s Checklist
 Ensure that the results are acceptable, and that the process
is
stable and capable of producing a quality part
 PPAPs should only be approved if the capability is greater
than
1.67 for critical dimensions and greater than 1.33 for non-
critical
dimensions
 Capability template is in the AIAG Core Tools
Reserved.
77

Reserved.
“Production Part Approval Process
(PPAP)”
APQP TEAM 2013
L
a
u
n
c
h
A
pprove
Validate
D
e
s
i
g
n
Plan
Maintain high quality products while keeping projects on
schedule with transparent task management and
collaboration tools.

What is PPAP?
Reserved.
79
 Production Part Approval Process
 Standard used to formally reduce risks prior to
product or service release, in a team oriented manner
using well established tools and techniques
 Initially developed by AIAG (Auto Industry Action
Group) in 1993 with input from the Big 3 - Ford,
Chrysler, and GM
 AIAG’s 4th edition effective June 1, 2006 is the most
recent
version
 PPAP has now spread to many different industries
beyond
automotive

Purpose of PPAP
Reserved.
80
 Provide evidence that all customer engineering
design record and specification requirements are
properly understood by the organization
 To demonstrate that the manufacturing process
has the potential to produce product that
consistently meets all requirements during an
actual production run at the quoted production
rate

When is PPAP Required?
 New part
 Engineering change(s)
 Tooling: transfer, replacement, refurbishment, or
additional
 Correction of discrepancy
 Tooling inactive > one year
 Change to optional construction or material
 Sub-supplier or material source change
 Change in part processing
 Parts produced at a new or additional location
PPAP is required with any significant
change to product or process!
Reserved.
81

Benefits of PPAP Submissions
 Helps to maintain design integrity
 Identifies issues early for resolution
 Reduces warranty charges and prevents cost of poor quality
 Assists with managing supplier changes
 Prevents use of unapproved and nonconforming parts
 Identifies suppliers that need more development
 Improves the overall quality of the product & customer
satisfaction
Reserved.
82

Paying for PPAPs?
Reserved.
83
• What is wrong with paying a PPAP
charge?
• 2 primary cost drivers with APQP
• Process design
• Process validation
• Are these 1 time expenses?
• Consider year over year cost out
• Process maintenance
• Other continuous improvement activities
• Where does overhead belong in a quote?

1.
2.
3.
Part Submission Warrant
Design Records & Bubbled Print(s)
Approved Engineering Change
Documentation, if any
Customer Engineering
Approvals Design FMEA
Process Flow
Diagrams Process
FMEA
Control Plan
Measurement System
Analysis (MSA)
Dimensional Results
Material, Performance
Test Results
Initial Process Study (CPK) Capability
studies Qualified Lab Documentation
Appearance Approval Report
Sample Product
Parts Master
Samples Checking
Aids
Customer Specific
Requirements
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
a.
b.
c.
d.
e.
Tooling Information
Form Packaging Form
Inspection Plan (ASC
ONLY)
Specification Deviation
Form Supplier PPAP
Checklist
Full Level Official PPAP Requirements
Reserved.
84

Level 1
Warrant Only and Appearance Approval Report as requested. Applied to: Non-
critical parts, Non-critical raw/bulk material or catalog/commodity parts for
electrical applications and recertification of existing parts previously approved at
levels 3, 4 or 5.
Level 2
Warrant with product samples and limited supporting data. Applied to: Critical bulk
products such as Paint/Resin/Chemicals, critical fasteners, simple material
changes, simple revision level only changes or simple print updates not impacting
form-fit-function. This level can also be applied to low risk parts within a product
family.
Level 3
Default Submission Level: Warrant with product samples and complete supporting
data. Applied to: New parts, changes affecting form-fit-function, reliability or
performance. All products resourced to new suppliers, serial production parts, and
existing high risk parts undergoing a part number change.
Level 4
Warrant and other requirements as specified by CPSD. This level is reserved for
special applications only . Applied to: This level can only be applied with prior
approval from Supplier Quality Management.
Level 5
Warrant with product samples and complete supporting documentation reviewed
at the supplier’s manufacturing location. On-Site Level 3 PPAP!! Applied to: This
level is used at the discretion of Supplier Quality for urgent or large components
only.
PPAP Submission Levels
Reserved.
85

PPAP Submission Requirements
Requirement Level
1 2 3 4 5
1. Part Submission Warrant S S S AR S
2. Design Record & Bubbled Print(s) NR S S AR S
3. Approved Engineering Change Documentation NR NR S AR AR
4. Customer Engineering Approvals NR NR NR NR NR
5. Desgin FMEA NR NR AR AR AR
6. Process Flow Diagrams NR NR S AR S
7. Process FMEA NR NR S AR S
8. Control Plan NR NR S AR S
9. Measurement System Analysis (MSA) NR NR S AR S
10. Dimensional Results NR AR S AR S
11. Material, Performance Test Results NR AR S AR S
12. Initial Process Study (Cpk)
Capability Studies NR NR S AR S
13. Qualified Laboratory Documentation NR NR S AR S
14. Appearance Approval Report AR AR AR AR AR
15. Sample Product Parts NR AR S AR S
16. Master Samples NR NR NR NR R
17. Checking Aids NR NR R AR R
18. Customer Specific Requirements AR AR AR AR AR
18a. Tooling Information Form NR NR S AR S
18b. Packaging Form NR NR S AR S
18c Inspection Plan (ASC Only) NR IA IA IA IA
18d. Specification Deviation Form NR IA IA IA IA
18e. Supplier PPAP Checklist S S S S S
S = Supplier MUST submit and retain a copy of records or documetantion
items R = Supplier MUST retain and make available to customer upon
request
Symbol Key
S Submit
NR Not Reuired
AR As Requested
IA If Applicable
R Retain
LEVEL 3 is DEFAULT
Items in Light Blue are
Mandatory at the listed
level
Reserved.
86

Definition of Risk
Reserved.
88
High Risk
 Parts associated with multiple critical features, complex design, or high
end
technology that is not yet established in the general manufacturing
environment
 Supplier’s quality system and/or quality performance is not to Eaton
satisfaction
 Critical process being conducted e.g. heat treatment, leak proof welding
 Parts that impact the safety performance of the final product
Medium Risk
 Parts that have at least one critical feature
 Parts that impact functional performance of the final product
Low Risk
 Parts that have no critical features and can be manufactured by any
manufacturer in the commodity category
 Catalogue Parts
 Supplier’s quality system is acceptable and
 Supplier’s quality performance can be demonstrated over time

PPAP Status
Approved
 The part meets all Eaton requirements
 Supplier is authorized to ship production quantities of the part
Interim Approval
 Permits shipment of part on a limited time (90 days) or piece
quantity
basis
 Submission must have a specification deviation identifying
permanent corrective action to achieve full approval within 90
day period.
Rejected
 The part does not meet Eaton requirements, based on the
production lot from which it was taken and/or accompanying
documentation
Production quantities may not be
shipped before Eaton Approval
is provided!!!!
Reserved.
89

Reserved.
Supplier Excellence
Manual

Welcome to the Eaton Electrical Sector
Reserved.
92
Eaton Corporation is a Diversified Power Management Company,
who in 2012 acquired all of Cooper Industries. As of 2015 we will
be fully integrated into the Eaton Supplier Quality Requirements
and enforcing the policies set forth in the Global Supplier
Excellence Manual.
Eaton has in excess of 100,000 employees and sells products
to customers in more than 170 countries. For more
information, visit www.eaton.com.
To learn more about doing business with Eaton, please access our
web- site at: http://
www.eaton.com/Eaton/OurCompany/DoingBusiness/SellingtoUs/i
ndex.htm

Purpose of the Manual
Reserved.
93
The purpose of this manual is to communicate expectations to
our suppliers and the core set of tools, processes and systems
that are to be used in the manufacture, design and
development of parts, products and services supplied to Eaton
and its business locations.
In this manual, the terms ‘shall’ and ‘must’ mean that the
described requirement is mandatory, while the term ‘should’
means that the described requirement is needed and expected
with some flexibility in how it can be completed.

Supplier Responsibilities
Reserved.
94
 To understand and ensure compliance with this
manual, quality policies, procedures and work
instructions of Eaton Corporation and any
business specific requirements.
 To cascade requirements to your sub-tiers.
 To Abide by the Supplier Code of Conduct
regarding workplace standards and business
practices.
 Compliance Monitoring
 Acknowledgement of Acceptance
http://
www.eaton.com/Eaton/OurCompany/DoingBusiness/SellingtoUs/SupplierCodeofConduct/index.htm

Quality Management System
Major change as we move to Eaton
SEM expectations.
As of Jan 1, 2014 all new suppliers to Eaton MUST hold a
valid third party registration certifying their quality
system at minimum meets all requirements of ISO 9001
or above.
If you are being considered for new business and do
not hold a QMS certification at minimum an On Site
Assessment MUST occur.
Reserved.
95

Quality Management Systems
Reserved.
96
 Supplier Confidentiality
 Quality Planning
(APQP)
 Sub-tier Supplier
Control
 Material Identification
 Lot Traceability
 Problem solving
 Internal Audits
 Operator and
Inspection Instructions
 Packaging Plans
 Business
Changes –
Continuity Planning
 Electronic
Communication
s
 WISPER
 Supplier
Visualization
 EHS
 Product
Stewardship
 Conflict
QMS MUST encompass

Quality Management Systems - CPSD
Reserved.
97
Additionally you will notice that the SEM manual has specifics for
Aerospace Suppliers. In the case of Power Systems we have also
adopted many if not all of those same requirements. The ones
below are highlighted for your reference;
 Raw Material (Mill) certificates
 Age-Sensitive Material Certificates
 Supplier Validation of raw Material
 Internal Audit Procedures
 Distributors are treated as First Tier Suppliers and held
responsible for the quality of products they distribute even if
they don’t manufacture.
 Labs are expected to have ISO17025 or A2LA accreditation

Supplier Assessment and Qualification
Reserved.
98
Each Eaton business group maintains a
supplier selection and sourcing process .
Suppliers must be capable of meeting the specific
groups’ quality, delivery, cost, environmental and
health and continuous improvement requirements
Acceptance for use by one Eaton business does
not guarantee acceptance by all Eaton business
groups.

Quality Planning and Product Approval
Reserved.
99
General requirements:
 Suppliers MUST use APQP
 Suppliers MUST approve parts through
PPAP
 Suppliers MUST retain records Life of
Product
 Suppliers MUST notify and obtain
approval prior to implementing changes

Supplier Assessment and
Qualification
Reserved.
100
The Supplier assessment and qualification process
includes:
 Initial Supplier Profile – Accessed through WISPER
 Supplier Screening/Data Analysis Process
 Suppliers current delivery performance based on 100% OTD expectation
 Suppliers Quality performance for previous 12 – 24 months
 Suppliers registration to an industry sector quality system
 Cost competitiveness
 Supplier’s financial strength for future growth
 Supplier Assessment
 Typically consists of an On-Site Audit (OSA)
 Assessment Results/Timely Corrective Actions
 Approvals
 Full Approval
 Conditional Approval
 Un-approved (approval can be lost to those previously approved)

Cost of Poor Quality
Reserved.
101
Major change as we move
to Eaton SEM expectations.
All costs incurred by
Eaton that are associated
with the failure of a
supplier to meet Eaton’s
quality requirements will
be charged back to the
responsible supplier.
A DMR (Discrepant
Material
Report) Administrative Fee
of
$250/DMR shall be charged
due to costs associated with
dispositioning the DMR and
managing the corrective
The following is a list of potential Cost of
Poor Quality charges (NOT exhaustive!!!)
 Sorting
 Rework
 Line disruption
 Premium Freight
 Cost of Increased inspection
 Premium product cost paid to
support production
 Downtime/Overtime
 Equipment Breakage
 Travel
 Warranty costs
 Containment Activities

Reserved.
Appendix A Elements of
PPAP

Element 1: Part Submission Warrant (PSW)
Reserved.
103
What is It?
• This is the form that summarizes the whole
PPAP package. This form shows
the reason for the submission (design
change, annual revalidation, etc.) and the
level of documentation submitted.
Purpose
Used to :
• document part approval
• provide key information
• declare that the parts meet specification
When to Use It
• Prior to shipping production parts
Use Of CPSD specific format is MANDATORY,
alternate forms are not accepted including
the default AIAG format.

Production Run
PPAP data must be submitted from a
production
run using:
Production equipment and tooling
Production employees
Production rate
Production process
All data reflects the actual production
process to be used at start-up!
Reserved.
104

Reviewers Checklist
 Must be on CPSD Specific Form
 Must be completely filled out
 Must be signed by the supplier
 P/N must match the PO
 Product family submissions allowed
 Submitted at the correct revision level
 Submitted at the correct submission level
 Specify the reason for submission
Element 1: Part Submission Warrant
(PSW)
Reserved.
105

Element 2: Design Records & Ballooned Drawings
What is It?
A copy of the current released
Engineering Drawing or Specification
that documents the item being
purchased and qualified.
Purpose:
To document and provide a formal
part print and/or specification
against which an items’ compliance
can be determined.
When to use:
This element is required for any
submission level 3 or higher.
Example of a Ballooned
Drawing
A ballooned drawing must be
submitted as part of every PPAP
submission where dimensional
confirmation is required.
Reserved.
106

Element 3: Approved Engineering Change Documentation
What is It?
Evidence that any changes from
part print or specification have been
authorized by Engineering.
Purpose:
To capture approval of changes
made through Emails, Supplier
Change Requests (SCR), feasibility
studies etc.
When to use:
When a change is pending and
drawing has been marked up but not
formally released into the CPSD SAP
business system.
Reserved.
107

Element 4: Customer Engineering Approvals
Reserved.
108
Customer Engineering Approvals are used
to demonstrate pre-approval of a design.
Customer Engineering Approvals are not
required for
supplier submissions.
In the event that this would be required in
the future we
have maintained a placeholder within out
requirements.

Element 5: Design FMEA (DFMEA)
What is It?
A risk analysis of the design for potential failure modes.
Purpose:
To highlight any product design issues that may cause malfunction of the
component once industrialized.
When to use:
Used during the design phase. Typically the customer owns this element, unless the
design is proprietary to the supplier or developed jointly. If the supplier does own the
design their DFMEA is required to be reviewed to ensure that it addresses all Special
Characteristics and any potential vice of the customer inputs identified in the Cooper
Project Scope.
Reserved.
109

Element 6: Process Flow Diagram
What is It?
A visual map of the manufacturing process from Receiving to Shipping
Purpose:
To document and clarify all steps required to manufacture the part.
When to use:
As the first step in completing the risk analysis of the current process and prior to
development of the control plan. For every step in the flow chart there should be a
corresponding step in the pFMEA and Control Plan. The flow chart is the first document
in the control documentation trilogy.
Flow Diagram MUST
include all key steps in
the
process and all offline
activities (such as
measurement,
inspection and handling).
In addition the flow of
non-conforming parts
MUST be included.
Reserved.
110

Element 7: Process FMEA (PFEMA)
What is It?
A risk analysis of the manufacturing process for potential failure modes.
Purpose:
To highlight any process issues that may cause malfunction of the component once
industrialized.
When to use:
Used prior to production release to determine potential failure modes that may occur
during the manufacturing process that could impact the supplier or the end customer.
pFMEA’s are constructed as the second phase of the control documentation tribology,
immediately after the process flow has been determined.
Important Things to Note in regards to PFMEA!!!!!!
PFMEAs are LIVING documents.
 They are born with award of new business
 They develop as the product manufacturing matures.
 They should be reviewed on regular basis and each and every time a new
nonconformance
type is identified by either the supplier or customer.
Reserved.
111

Reserved.
112
Examples of common mistakes made on pFMEA:
 Misapplication of Severity, Occurrence and Detection
 Redefining Severity, Occurrence and Detection from AIAG standard
 Over estimating the effectiveness of a “recommended Action”
 Applying RPN thresholds arbitrarily
 Not recognizing all potential failure modes
 Failure to properly identify the customer
 Misapplication of the ranking scales
 Confusing effects with causes
 Allow the pFMEA to turn into a design review

Reserved.
113
Important Requirements/Expectations:
 Ranking of Potential Failure Modes is per AIAG guidelines. Guidelines
are published
within the pFMEA Form in the CPSD PPAP Forms Kit.
 Anything that depends on visual inspection as the control method must be given
at least an 8 on the detection scale
 Anything that is given a 1 in the occurrence field indicates that THIS WILL
NEVER HAPPEN, think twice and have objective evidence to support this ranking
 Anything that will impact the safety of the end product and customer needs to
carry a severity of either a 9 or 10.
 Anything that escapes your facility should be given a Severity of at least a 7 as
it WILL cause customer dissatisfaction!
 Anything with a “built-in” rework loop should have an Occurrence ranking
of either a 9 or 10. Rework/repair loops need to be eliminated at minimum
as product matures.
 ALL SPEICAL CHARACTERISTICS listed on the print and/or material specification
must have their own line(s) in the pFMEA!

Element 8: Control
Plan
What is It?
A tool to define the operations, processes, materials, equipment, methodologies
and Special Characteristics for controlling variation during the manufacturing
process.
Purpose:
To communicate the supplier’s decisions during the entire manufacturing
process
from materials purchase through final shipping.
When to use:
Used prior to production release to ensure that each step of the manufacturing process
is governed or controlled for desired output. The control plan is prepared using the
process flow and pFMEA as inputs. For every step in the process flow and pFMEA there is
an identical step in the control plan.
Important Things to Note in regards to Control
Plan Control Plans are LIVING documents.
 They are synchronized with the Flow Diagram and pFMEA. As those documents change so
does the Control plan.
 They can be prepared as a family document or by manufacturing FUNCTION or by individual
part.
Reserved.
114

Element 9: Measurement System Analysis
(MSA)
What is It?
A mathematical method of determining
the contribution of variation within the
measurement process to overall
process variability.
Purpose:
To ensure the use of the right
measurement system for running
production.
When to use:
For devices measuring data on
special characteristics and each
measurement device on all Level 3
and Level 5 submissions.
Reserved.
115

Element 10: Dimensional Results
Reserved.
116
What is It?
Verification that the component was
produced to required specifications
Purpose:
To ensure proper measurement
techniques and analysis was
performed to show conformance with
all customer requirements
When to use:
Prior to release of production
tooling/process to manufacturing
Unique Requirements for CPSD
 Must be submitted on CPSD Dimensional
Analysis template
 Measurements must be on the same
parts submitted as formal samples
 Measurements must be provided for a
minimum of three unique parts or 1
part per cavity in the instance of multi-
cavity or
multi-processing paths.
 The report must address all
dimensions and any notes that
have variable dimensions
included. Also all dimensions
on reference prints.
 The method of measurement must
be documented for every line item.
 Any non-conforming items must list
a corrective action and be covered
in the specification deviation

Element 11: Material and Performance Test Results
Reserved.
117
What is It?
A place to report all other test results
other than the dimensional results.
Purpose:
Primarily used to report conformance
of material requirements and part
functionality. Together with the
dimensional data will provide a
complete review of all product
specifications and/or part print
requirements.
When to use:
Prior to production release to confirm
part is conforming in all respects.
Material and Performance Test Result FAQs
 COA Certificate of Analysis from an
accredited lab should be used to
confirm the composition of the
material. A COC is not acceptable for
initial submission.
 Performance testing can be done
internally or externally but
must be credible and conforming
to the test requirements.
 Performance testing responsibility needs
to be agree upon prior to PPAP
submission. By default the
supplier is responsible unless
they have taken exception during the
early design requirements review
sessions or noted inabilities on
the Production Feasibility
Agreements.

Element 12: Initial Process Study (Cpk, Ppk)
Reserved.
118
What is It?
A method to determine if the
manufacturing process is repeatable
and reproducible.
Purpose:
To determine if the production process
is likely to manufacture product that
will meet requirements.
When to use:
At the start up of a new product/process
and for all special characteristics indicated
on the part print or specification.
CpK:
Cpk Vs PpK
 CpK predicts future capability
 For new or revised parts
 Used when significant changes occur
in process or material
Ppk:
 Ppk predicts past performance
 Been manufacturing item for a
significant time even if never
supplied to CPSD
Capability Thresholds:
Special Characteristics >/= 1.33 or >/= 1.67
for any safety related special characteristics.

Element 13: Qualified Laboratory Documentation
Reserved.
119
What is It?
Evidence that the lab performing
material or functional testing is
qualified to perform the test per
standard.
Purpose:
To ensure that the testing completed
to verify compliance of the component
was done by individuals competent in
the test methodology using properly
calibrated equipment.
When to use:
As part of initial submission and on
going verification of component
material and performance properties
Internal Labs:
Documentation required to be submitted
with PPAP:
 Scope of Testing
 Personnel’s competency to perform
tests
 Test Equipment used
 Calibration Certificates on equipment
External Labs:
Documentation required to be submitted
with PPAP:
 Copy of Lab’s third party accreditation
+
scope
 On company letterhead
 Name of Lab
 Date of testing
 Standards used

Element 14: Appearance Approval Report
What is It?
A method to document the cosmetic
requirements of the component.
Purpose:
To ensure that identical methodologies
and standards are used by both
supplier/customer to evaluate
subjective appearance items
When to use:
Anytime there is an expectation that the
part has to be free from contamination,
dirt, rust, etc., or it has a specific color,
gloss or texture defined on the print or
specification
ALERT!!!!!
This is one of the most overlooked areas of
any submission. Many times cosmetic
issues are not apparent until after the
product has been released for production.
All parties are cautioned to establish initial
criteria at PPAP to avoid expensive rework,
sorting or added operations that may
become required at a latter date simply
because the criteria had never been
clarified during early design requirements
review steps!
Reserved.
120

Element 15: Sample Parts
Reserved.
121
What is It?
Actual samples that reflect the parts
documented in the PPAP.
Objective or Purpose
• Confirm cosmetic or functional
part approval.
When to Use It
• Sample parts should be delivered
WITH the PPAP submission

Element 16: Master Samples
What is It?
Original part used to determine
conformance to part print/specification
retained at the manufactures site for
the life of the product
Purpose:
To allow historical benchmarking of
physical component over the course of
product life. Becomes a “Go-by”
sample for future production builds.
When to use:
Only required for Level 5 on-site PPAP’s,
usually due to it’s extreme size or
expense.
Reserved.
122

Element 17: Checking Aids
Reserved.
123
What is It?
Any tool, gage or assembly equipment
that verifies the physical or
performance requirements of a part to
print/specification.
Purpose:
To provide evidence that the checking
aids used to verify product exist and
have been properly validated.
When to use:
During component manufacturing to
certify acceptance or compliance to
specification.
Checking aids must conform to the
following requirements:
 Copy of controlled print that
documents the design of the
checking aid
 Third party certification if aid is used
to confirm form or fit
 Verification of checking aid
repeatability
For PPAP Submission:
1. Conformance to the design
print
2. Evidence of Repeatability
3. GR&R for all special
characteristics

Element 18: CPSD Specific Requirements
What is It?
CPSD has additional requirements
based on product, IP and regional
criteria that need to be addressed at
time production of the component is
approved.
Purpose:
To address CPSD specific requirements
during PPAP submission
When to use:
When Supplier Quality indicates a need to
submit on the PPAP Checklist based on
their understanding of the requirements
and program.
CPSD Specific
Requirements: Tooling
Information Form Packaging
Form
IQC Inspection Plan (ASC
only) Specification Deviation
Form Supplier PPAP Checklist
Reserved.
124

Element 18a: Tooling Form
What is It?
A method to document the condition of
any CPSD owned tooling a the start of
the program.
Purpose:
To document critical information
including, cost, dimensional, capacity
and life expectancy as well as location
of tooling.
When to use:
At time of production start-up and
anytime a tooling update or maintenance
is performed that would cause the initial
information to change.
Reserved.
125

Element 18b: Packaging Form
What is It?
A method to formally plan for the
protection of the product during
transportation from the supplier to
CPSD or our customer.
Purpose:
To pre-approve the packaging method
and materials for the supplied product.
When to use:
At time of production start-up and
anytime a product change or customer
issue is highlighted that may have been
caused by shipment handling.
Reserved.
126

Element 18c: IQC Inspection Form
What is It?
The inspection plan covers all planned
inspection(s) for a specific part for lot
sampling and is included with all
submissions originating with suppliers
located in Asia.
Purpose:
To clarify inspection requirements in a
central location that can be included
with the work instructions. This is a
common practice in China that
predates Americanized control plans.
When to use:
Only required for suppliers located in
Asia.
Reserved.
127

Element 18d: Specification Deviation Form
Reserved.
128
What is It?
The Spec Deviation form documents variations in the product from the initial
specification.
Purpose:
To highlight the variations and provide CPSD with corrective action plan(s) to
address the variations so that a full submission approval can be obtained.
When to use:
Specification Deviation forms are submitted:
1. When an existing Production Deviation is in place to document a temporary
condition.
2. When documenting issues with the PPAP requirements that are not attainable
without print changes
3. To request print changes to accommodate manufacturability issues via capability or test
results. This request for change is specifically documented on the Supplier Change
Request form, but the specific dimensions in question are noted on the Specification
Deviation Form.

Element 18e: Supplier Checklist
What is It?
An organizational/communication aid
for suppliers to use in preparing the
PPAP for submission.
Purpose:
To clearly list which elements of the
PPAP are required to be submitted in
order to gain full approval of the
component for production.
When to use:
The supplier checklist is generated
for every PPAP requested and is
required regardless of which level of
PPAP is requested.
Reserved.
129

PPAP Summary
 The Production Part Approval Process is
an extensive approval process for new or
changed designs or processes
 It is very formalized, so it inevitably causes
some administrative work
 It can be used in both manufacturing and
service industries.
 Later changes to the product or process
can be expensive and time-consuming!
Reserved.
130

Key Take Away:
• Production Part Approval Process is a game changer
across the electrical sector.
• AIAG PPAP expects the supplier to do all design
and validation activities, regardless of PPAP level
request
• Used for both Internal and External Suppliers
• Approval of PPAP submissions
• AIAG Core Tools available to suppliers
The PPAP elements are all
requirements of Eaton Quality
System. All internal suppliers
should be able to give a full level 3
submission
For External suppliers some
training may be required but early
communication facilitates this and
prevents delays to the project
Reserved.
131

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