Layered process audit

Layered Process Audits (LPA) by the Apprentiice

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Objectives• Concept of Layered Process Audit (LPA)• How manufacturing organizations can benefit by

implementing LPA• How to implement LPA

• Introduction to LPA• Benefits • Why organizations should implement LPA• Suggested Road Map• Methodology employed for Key Steps• Conclusion

Contents

Layered Process Audits (LPA) is a quality tool developed for manufacturing management.

Layered Audits represent a formalized system focusing time and energy toward insuring high risk processes and error proofing devices do not exhibit a lot of variation and are working properly.

It’s an ongoing chain of simple verification checks, which through observation, evaluation and conversations on the line, assure that key work steps are being performed properly.

LPA – answer to achieving ZERO Defects

Layer 3 – Manager & AboveMonthly Audit

Layer 2 – Engineers/ Junior managers

Weekly Audits

Layer 1 – Coordinators/ Team Leaders

Daily Audits

LPA – answer to achieving ZERO Defects

suggestive

• A Layered Process Auditing system is comprised of three critical elements:

A set of Audits focused on High-Risk Processes

Layers of Auditors from all areas of Management who perform Audits

A system of Reporting and Follow-up to ensure Containment as needed and drive Improvement

Benefits• Provides opportunities for CI & initiates actions for CI

• Prevents process errors and operator mistakes

• Lower Rework & Repair

• Reduces scrap and eliminates waste

• Improves communication

• Early detection & prevention

• Reduce customer rejects

• Improves FTC ( First time correct)

• Improves overall Quality and thus, Customer satisfaction

Primarily being used in big auto industries like GM, Ford and Chrysler etc.

• It’s not a check on people; but on process.

• Each critical process to be audited daily, weekly and monthly

• Diff check sheet at each level

• Involvement from the top is a pre-requisite

• Immediate containment, reporting and follow-up is a must

• Audit analysis and improvement actions is a must

• Non-compliance to be shared in daily meetings

• Benchmarking of Process Compliance after a Quarter of Audits

• Primarily follows PDCA, where NC & observations form basis of

improvement

Principles

Customer expectations are increasing day by day

Redirects resources from reactionary efforts to prevention activities

because LPA monitors the process, rather than the output

It will bring a step change in the organization’s Quality performance

Why Should organizations adopt LPA ?

Typical Road Map

Month 1 Month 2 Month 3 Month 4wk-1 wk-2 wk-3 wk-4 wk-5 wk-1 wk-2 wk-3 wk-4 wk-1 wk-2 wk-3 wk-4 wk-1 wk-2 wk-3 wk-4

Form the LPA teamIdentify where to beginIdentify Critical ProcessesIdentify high risk itemsDevelop audit checklist(s)Deterrmine who will conduct auditDetermine audit frequencyEstablish Management ReviewTrain auditorsCommunicate with & train workforceBegin AuditsMonior & adjust LPAsCascade throughout plant

ROAD MAP FOR LPA IMPLEMENTATION

Suggestive

Step 1: Form Team for LPA

Sponsor

Champion

Facilitator

Audit Team

Subject Matter experts

Sponsor – Provides resources

Champion – Mentor the team, remove any roadblocks in implementation

Facilitator – Schedules Audit, Analyses audit findings & keeps record of

audits & actions, works as Management Representative for LPA System

Layer 1 Auditors – Conduct Audit & take immediate actions; raise any

repetitive issue.

Layer 2& 3 Auditors– Conduct audit & update the facilitator; suggest

action for improvements

Roles of Team-members

• Typical layer 1 auditors are supervisors, maintenance and/or technicians.

• Layer 2 auditors are often Engineers or area managers.

• Layer 3 auditors might include the plant manager, and other top organization such as Engineering Manager, Quality Manager, HR Manager to name a few.

A note about auditors

• Identify where to begin

• Identify Critical Processes

• Identify High Risk Items

Step 2 to 4

• The domain experts develop the check sheet

• Different questions at different levels

• As we move from Layer 1 to Layer 3, the questions become broad

• Audit sheets to be reviewed after every six months

Step 5 : Develop Audit Check Sheets

Layer1 Check if clear tape is applied in between splicing tapes

Layer 2 Check if SOP is being followed

Layer 3 Check if Slitter Operator is trained

• Layer 1 audits must be completed every shift everyday. • Layer 2 audits may be 1 or 2 a week and given from 2

to 5 days to complete. • Layer 3 is usually scheduled once a week and given 3

to 5 days to complete. • Higher layers may be scheduled weekly, bi-weekly,

monthly, or quarterly.

Step 6: Determine audit frequency

• Management should review the LPA activities as part of their formal Management Review of all their quality systems elements at defined intervals to insure the LPA system's continuing suitability and effectiveness.• Underscore the importance of your LPA system

through active management reviews, and by utilizing a process of approving corrective actions and containment activities on a daily basis.

Step 7 : Establish Management Review

LPA auditors need to understand the philosophy of layered process auditing and your LPA system.

Training should ensure that auditors demonstrate the ability to record audit results including non-conformances, containment activities, and corrective actions.

Successful containment and the success of your LPA system depend on your auditors understanding what to do when they discover non-conformances.

Step 8 :Train Auditors

• All employees need to understand the purpose of doing layered process audits.

• Employees need to understand that Layered Process Auditing will audit the process and will not be a blaming, headhunting expedition.

Step 9: Communicate with and Train Workforce

A lot happens when the audits begin…

..

..9Train auditors

10Communicate with & train workforce11Begin Audits

Schedule AuditsConduct Audits

Observe compliance & Non-compliance Identify actionable itemsShare findings Monthly report out of

a. No. of audits conducted vs. scheduledb. No. of non-compliances noticedc. No. of actions completed against NCd. No. of Kaizens generated out of audit points

Step 10: Begin Audits

• Monitor the system for a Quarter

• Review Quality KPI’s

• Take feedback from LPA team

• Adjust LPA sheets, if required

• Adjust Frequency, if required

Monitor & Adjust LPA

• After making relevant changes, roll out in other parts of the plant

Cascade thru out the plant(s)

Get set go!!

Final Comments…

reducing wasteful, non-value-add operating overhead.

When implemented with well-written,targeted check-sheets and committedauditors, Layered Process Audit is avery effective tool to trigger action to reducevariation.

When thoughtfully planned and supported by top leadership, LPA shifts resources from inspecting product and addressing customer complaints to activities which keep the process in control

For a free online course on LPA, please visit

www.theapprentiice.com

Copyright, 2016 by “The Apprentiice” . This presentation, including the information contained herein and any associated commentary, ("Materials") is provided as a service of The Apprentiice. These Materials are based on publicly available information as well as the knowledge and experience of The Apprentiice’s employees at time of drafting; however future accuracy cannot be guaranteed. As such, these Materials should not be solely relied upon without, or used as a substitute for, future consultation with The Apprentiice. Any further use of these Materials requires the express written consent of The Apprentiice.