Copy of Basic Quality infromation for maufacturing sector.pdf

5S
Place for everything and everything is in its place.
1) Seiri –Sort
2) Setion-Set in order
3) Seison-Shine
4) Seiketsu-Standardize
5) Shitsuke-Sustain
Created by Vinay (Vinaya9056@gmail.com)

KAIZEN
1) Continuouslyimprove all function.
2) Aims to eliminate waste.
3) Change for better.
4) Flow –process kaizen- Flow is material and information , Improving and make
it easy to do the production.
5) Kai –good, Zen-Change.

KANBAN
Kanbanis a visual system for managing work as it moves through a
process. ...Kanban is a concept related to lean and just-in-time (JIT)
production, where it is used as a schedulingsystem that tells you what to
produce,when to produceit, and how much to produce.

7QC Tool

PPAP (Production part approval process)
1) Design Records.
A printed copy of drawing needs to be provided. If the customer is responsiblefor
designing, this is a copy of customer drawing that is sent together with the Purchase
Order(PO). If supplieris responsiblefor designing this is a released drawing in
supplier's release system. "Each and every feature must be “ballooned”or “road
mapped” to correspondwith the inspection results (includingprint notes, standard
tolerancenotes and specifications, and anything else relevant to the design of the
part).
2) Authorized Engineering Change (note) Documents.
A document that shows the detailed description of the change. Usually this document
is called "Engineering Change Notice", but it may be covered by the customer PO or
any otherengineering authorization.

PPAP
3) Engineering Approval.
This approval is usually the Engineering trial with productionparts performed at
the customer plant. A"temporary deviation" usually is required to send parts to
customer before PPAP. Customer may require other "Engineering Approvals".
4) DFMEA
A copy of the Design Failure Mode and Effect Analysis (DFMEA), reviewed and
signed-off by supplier and customer. If customer is design responsible, usually
customer may not share this document with the supplier. However, the list of all
critical or high impact productcharacteristics should be shared with the supplier,
so they can be addressed on the PFMEA and ControlPlan.

PPAP
5) Process flow diagram.
A copy of the Process Flow, indicating all steps and sequencein the fabrication
process, includingincoming components.
6) PFMEA.
A copy of the Process Failure Mode and Effect Analysis (PFMEA), reviewed and
signed-off by supplierand customer. The PFMEA follows the Process Flow steps,
and indicates "what could go wrong" during the fabrication and assembly of each
component.
7) Control Plan.
A copy of the ControlPlan, reviewed and signed-off by supplierand customer.
The ControlPlan follows the PFMEAsteps, and provides more details on how the
"potential issues" are checked in the incoming quality, assembly process or during
inspectionsof finished products.

PPAP
8) Measurement System Analysis Studies (MSA).
MSA usually containsthe Gauge R&R for the critical or high impact
characteristics, and a confirmation that gauges used to measure these characteristics
are calibrated.
9) Dimensional Results.
A list of every dimension noted on the ballooneddrawing. This list shows the
productcharacteristic, specification, the measurement results and the assessment
showing if this dimension is "ok" or "not ok". Usually a minimum of 6 pieces is
reported per product/ process combination.
10) Records of Material / Performance Tests.
A summary of every test performed on the part. This summary is usuallyon a form
of DVP&R (Design Verification Plan and Report), which lists each individual test,
when it was performed, the specification, results and the assessment pass / fail. If
there is an Engineering Specification, usually it is noted on the print. The DVP&R
shall be reviewed and signed off by both customer and supplier engineering groups.
The quality engineer will look for a customer signature on this document.

PPAP
11) Initial Sample Inspection Report
The report for material samples which is initially inspected before the prototype is
made.
12) Initial Process Studies.
Usually this section shows all Statistical Process Control chartsaffecting the most
critical characteristics. The intent is to demonstratethat critical processes have
stable variability and that is running near the intendednominal value.
13) Qualified Laboratory Documentation.
Copy of all laboratorycertifications (e.g. A2LA, TS, NABL) of the laboratories
that performed the tests reported on section 10.
14) Appearance Approval Report.
A copy of theAAI (AppearanceApproval Inspection) form signed by the customer.
Applicablefor componentsaffecting appearanceonly.

PPAP
15) Sample Production Parts.
A sample from the same lot of initial production run. The PPAP package usually
shows a picture of the sample and where it is kept (customer or supplier).
16) Master Sample
A sample signed off by customer and supplier, that usuallyis used to train operators
on subjective inspectionssuch as visual or for noise.
17) Checking Aids
When there are special toolsfor checking parts, this section shows a picture of the
tool and calibration records, includingdimensional report of the tool.
18) Customer-Specific Requirements
Each customer may have specific requirementsto be includedon the PPAP
package. It is a good practice to ask the customer for PPAP expectationsbefore
even quotingfor a job. North American auto makers OEM (Original Equipment
Manufacturer)requirementsare listed on the IATF website.

PPAP
19) Part Submission Warrant (PSW)
This is the form that summarizes the whole PPAP package. This form shows the
reason for submission (design change, annual revalidation, etc.) and the level of
documentssubmitted to the customer. There is a section that asks for "results
meeting all drawing and specification requirements: yes/no" refers to the whole
package. If there are any deviations the supplier should noteon the warrant or
inform that PPAP cannot be submitted.
PPAP requirements are typically distinguished by level as
follows:
Level 1 – Part Submission Warrant (PSW) only submitted to the customer.
Level 2 – PSW with productsamples and limited supportingdata.
Level 3 – PSW with productsamples and complete supportingdata.
Level 4 – PSW and other requirements as defined by the customer.
Level 5 – PSW with productsamples and complete supportingdata available for
review at the supplier's manufacturinglocation. Completedocumentation

APQP
Listening to the voice of the customer is what Advanced Product Quality Planning
(APQP) is all about. Having a clear understandingof what customers want, need,
and expect in a productand then planningaccordingly will ensure customer
productexpectationsare met in every way.
5 Phases ofAPQP: The Nuts and Bolts
1) Product Planningand Quality Program Definition
2) Product Design and Development
3) Process Design and Development
4) Validation of Product and Process
5) Production Launch, Assessment, and Improvement

ISO-9001-2015
The ISO 9001 family of quality management systems (QMS) standardsis designed
to help organizationsensure that they meet the needs of customers and other
stakeholderswhile meeting statutoryand regulatory requirementsrelated to a
productor service.
The seven quality management principlesare:
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management

ISO-9001-2015
Contentsof ISO 9001:2015 are as follows:
Section 1: Scope
Section 2: Normative references
Section 3: Terms and definitions
Section 4: Context of the organization
Section 5: Leadership
Section 6: Planning
Section 7: Support
Section 8: Operation
Section 9: Performance evaluation
Section 10: ContinualImprovement
ISO/TS 16949:2009is an interpretationagreed upon by major automotive
manufacturers (American and European manufacturers); thelatest version is
based on ISO 9001:2008. After the new edition of ISO 9001:2015the ISO/TS
16949:2009was also completelyrevised and reissued by IATF (International
Automotive Task Force) IATF 16949:2016 is now a stand-alonestandard which
doesn't includethe ISO 9001:2015 requirementsbut still refer to them and works
as additionalautomotive specific requirement to ISO 9001.

ISO-14001
ISO 14001 is the international standardthat specifies requirements for an effective
environmental management system (EMS). It provides a framework that an
organization can follow, rather than establishing environmental performance
requirements.
ISO 14001 is an internationallyagreed standard that sets out the requirementsfor an
environmental management system. It helps organizationsimprove their
environmental performance through more efficient use of resources and reduction of
waste, gaining a competitive advantageand the trust of stakeholders.
Scope of the EMS (clause 4.3)
Environmental policy (clause 5.2)
Risk and opportunities to be addressed and processes needed (clause 6.1.1)
Criteria for evaluation of significant environmental aspects (clause 6.1.2)
Environmental aspects with associated environmental impacts (clause 6.1.2)
Significant environmental aspects (clause 6.1.2)
Environmental objectives and plans for achieving them (clause 6.2)
Operational control (clause8.1)
Emergency preparednessand response (clause 8.2)

8 Discipline for problem solving
Eight disciplines(8Ds)problemsolvingis a method developed at Ford Motor
Company used to approach and to resolve problems, typicallyemployed by
engineers or other professionals. Focused on product and process improvement, its
purposeis to identify, correct, and eliminate recurring problems. It establishes a
permanent corrective action based on statistical analysis of the problemand on the
origin of the problemby determining the root causes. Although it originally
comprised eight stages, or 'disciplines', it was later augmented by an initial planning
stage. 8D follows the logic of the PDCA cycle.
The disciplines are:
1) Establish problemsolving team.
2) Describe the problem.
3) Immediate containment action.
4) Root cause analysis
5) Identify the corrective action.
6) Implement corrective action.
7) Identify and implement preventive action to avoid the reoccurrence.
8) Congratulatethe team. Created by Vinay (Vinaya9056@gmail.com)

Six Sigma
Six Sigma is a set of management tools and techniquesdesigned to improve
business by reducing the likelihood of error. It is a data-driven approachwhich uses
a statistical methodology for eliminating defects.
Six Sigma has its foundationsin five key principles:
1) Focus on the customer. This is based on the popularbelief that the “customer is
the king.” The primary goal is to bring maximum benefit to the customer. For this, a
business needs to understandits customers, their needs, and what drives sales or
loyalty. This requires establishing the standard of qualityas defined by what the
customer or market demands.
2) Measure the value streamand find your problem. Map the steps in a given
process to determine areas of waste. Gather data to discover the specific problem
area that is to be addressed or transformed. Have clearly defined goals for data
collection,includingdefining the data to be collected, thereason for the data
gathering, insights expected, ensuring the accuracy of measurements, and
establishing a standardized datacollectionsystem. Ascertain if the data is helpingto
achieve the goals, whetheror not the data needs to be refined, or additional
information collected. Identify the problem. Ask questionsand find the root cause.

Six Sigma
3) Get rid of the junk. Once the problemis identified, make changes to the process
to eliminate variation, thus removing defects. Remove the activities in the process
that do not add to the customer value. If the value stream doesn’t reveal where the
problemlies, tools are used to help discover the outliers and problemareas.
Streamline functionsto achieve qualitycontrol and efficiency. In the end, by taking
out the junk, bottlenecksin the process are removed.
4) Keep the ball rolling. Involve all stakeholders. Adopta structured process where
your team contributesand collaboratestheir varied expertise for the purposesof
problem-solving. Six Sigma processes can have a great impact on an organization,
so the team has to be proficient in the principlesand methodologies used. Hence,
specialized training and knowledge are required to reducethe risk of project or re-
design failures, and ensure that the process performs optimally.
5) Ensure a flexibleand responsiveecosystem. The essence of Six Sigma is
business transformation and change. When a faulty or inefficient process is
removed, it calls for a change in the work practice and employee approach. Arobust
cultureof flexibility and responsiveness to changes in procedurescan ensure
streamlined project implementation.

Six Sigma
The Six Sigma Methodology
The two main Six Sigma methodologies are DMAIC and DMADV. Each has its
own set of recommended proceduresto be implemented for business
transformation.
DMAIC is a data-driven method, used to improve existing productsor services for
bettercustomer satisfaction. It is the acronym for the five phases: D – Define, M –
Measure, A – Analyse, I – Improve, C – Control. DMAIC is applied in the
manufacturing of a productor delivery of a service.
DMADV is a part of the Design for Six Sigma (DFSS) process, used to design or
redesign different processes of productmanufacturing or service delivery. The five
phases of DMADV are: D – Define, M – Measure, A – Analyse, D – Design, V –
Validate. DMADV is employed when existing processes do not meet customer
conditions, even after optimization, or when it is required to develop new processes.
It is executed by Six Sigma Green Belts and Six Sigma Black Belts and underthe
supervision of Six Sigma Master Black Belts. We’ll get to the beltslater.

Six Sigma
Each of the above phases of business transformation has several steps:
Define:The Six Sigma process begins with a customer-centric approach
1)The business problemis defined from the customer perspective.
2)Goals are set. What do you want to achieve? What are the resources you will use
in achieving the goals?
3)Map the process. Verify with the stakeholdersthat you are on the right track.
Measure:The second phase is focused on the metrics of the project and the tools
used in the measurement. How can you improve? How can you quantify this?
1) Measure your problemin numbers or with supporting data.
2) Define performance yardstick. Fix the limits for “Y.”
3) Evaluate the measurement system to be used. Can it help you achieve your
outcome?
Analyze: The third phase analyzes the process to discover the influencing variables.
1) Determine if your process is efficient and effective. Does the process help
achieve what you need?
2) Quantify your goals in numbers. For instance, reduce defective goods by 20%.
3) Identify variations, using historical data.

Six Sigma
Improve:This process investigates how the changes in “X” impacts “Y.” This
phase is where you identify how you can improve the process implementation.
Step 1: Identify possible reasons. Test to identify which of the “X” variables
identified in Process III influence “Y.”
Step 2: Discover relationshipsbetween the variables.
Step 3: Establish process tolerance, defined as the precise values that certain
variables can have and still fall within acceptableboundaries, for instance the
qualityof any given product.Which boundariesneed X to hold Y within
specifications? What operatingconditionscan impact the outcome?Process
tolerancescan be achieved by using toolslike robust
optimization and validation set.
Control:In this final phase, you determine that the performance objective
identified in the previous phase is well implemented and that the designed
improvements are sustainable.
Step 1: Validate the measurement system to be used.
Step 2: Establish process capability. Is the goal being met? For instance, will
the goal of reducing defective goods by 20 percent be achieved?
Step 3: Once the previous step is satisfied, implement the process.

Six Sigma
Six Sigma Techniques
The Six Sigma methodology also uses a mix of statistical and data analysis tools
such as process mapping and design, and proven qualitative and quantitative
techniques, in order to achieve the desired outcome.
1) Brain storming.
2) Root cause analysis.
3) Voice of customer.
4) 5s system.
5) Kaizen.
6) Benchmarking.
7) Poka yoke Mistake proofing.
8) Value stream mapping.

Six Sigma
The Six Sigma Tools
1) Cause and Effect Analysis
2) Flow Chart
3) Pareto Chart
4) Histogram
5) Check Sheet
6) Scatter Plot
7) Control Chart
7 Waste
1) Transportation
2) Inventory
3) Motion
4) Waiting
5) Over processing
6) Over production
7) Defect

Six Sigma
Value streammapping
Value stream mapping is a lean management tool that helps visualize the steps
needed to take from productcreation to delivering it to the end-customer. As with
other business process mapping methods, it helps with introspection(understanding
your business better), as well as analysis and process improvement.
Step #1: Decide How FarYouWantto Go
Step #2: Define the Steps
Step #3: Indicate the InformationFlows
Step #4: Gather the CriticalData
The inventory items held for each process
The cycle time (typicallyper unit)
The transfer time
The number of peopleneeded to perform each step
A number of productsthat must be scrapped
The pack or pallet size that will be used
The overall batch size that each step handles

Six Sigma
Step #5:Add Data and Time Lines to the Map
Step #6: Identify the Seven Wastes of Lean
Step #7: Create the Ideal Value Stream Map
As we’ve already mentioned, a value stream map allows you to see a top-down
overview of your business processes. Then, you can analyze the process
or workflow, identifying wastes and inefficiencies. Typically, here’s a coupleof
things you’d want to be on the lookoutfor:
Delays that hold up the process
Restraints that limit the process
Excess inventory that ties up resources unproductively
While value stream mapping is usuallyused for manufacturing processes, the same
principlescan apply to other industries too.

Six Sigma

Six Sigma
Define
Six Sigma DMAIC Process - Define Phase - Capturing Voice of Customer (VOC)
What is Voice of Customer?Voice of Customer is the customer'svoice,
expectations, preferences, comments, of a product or service in discussion. It is the
statement made by the customer on a particularproduct or service.
Kano model
1) Must be quality.
2) One dimensionalquality
3) Attractive quality
4) Indifferent quality
5) Reverse quality

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