Applied PPAP within a Process Approach, Related Documents/Applied P… · Records shown may be in various media and in various storage ... Saleable Product Draft as of 1 Aug 05

Applied PPAP within a Process Approach,

Including Fourth Edition Updates

Jim Collins

OutlineApplied PPAP within a Process Approach,

Including Fourth Edition Updates

• Process Approach Review

• Process Model Example

• Measuring Process Performance

• PPAP, 4TH Edition

• Developing Your Process Approach

• Questions

ISO 9001:2000 Model of a Process-Based Quality Management System

Continual improvement of The quality management system

Customers

Requirements

Managementresponsibility

Measurement, analysis and improvement

Productrealization

ResourceManagement

Customers

Satisfaction

ProductInput Output

Value-adding activities

Information flow

Defining Processes

INPUTCustomer who

has a need

OUTPUTCustomer who has a need met

Input

Step

1

Step

2

Step

3

Step

“N”

Output

Critical Elements of the Process Approach

Process owner exists

Process is defined

Process is documented, as appropriate

Linkages of process established

Process monitored, analyzed and improved

Records maintained

Input:Customer wants?

Input RequirementsWhat are the inputs that determine what theprocess should produce?

Customer Specifications:

Governmental/ Regulatory:

Other:

Output:Customer need is fulfilled for?

Output RequirementsWhat output criteria are used to determine what should have been produced has been produced?

What: What are the Materials, Equipment and other Resources for the Process?Materials:

Equipment (Production, test, inspection)

Buildings:

Hardware/Software:

Who: Who applies the Resources? Process Owner (competence issues):

Personnel (competence issues):

Who is involved?

Measure: Measurement/analysis of process effectiveness.Measurement and Metric Selection:

Use of Data:

How: How is this process controlled, including use of procedures, work instructions, and methods?Support Processes (Who helps and how?)

Procedures/Control Documents

Organization’s Process

Name/Description

The Automotive Required Method for Identifying

Processes

There isn’t one

How to Identify ProcessesThe organization may use any method as long as:

•Process steps are identified

•The finished identity reflects the reality of the organization's system as defined by the organization

• The sequence and interaction of processes are clear

The following slides show an example of one way to identify processes

An Example of one Core Process’s Sub-processes

Core Processes

Process Performance

• Meaningful in terms of customer satisfaction

• Tells how well organizational goals & objectives are being met through processes & tasks

• Simple, understandable, logical, & repeatable

• Shows a trend (measures over time)

• Defined in simple and certain terms

• Data economical to collect

• Timely

• Drives “Appropriate Action”

Metrics Success Factors• management becomes more aware of their

quantitative information requirements

• work centers become process driven

• metrics are integrated into daily practices

• measures are oriented to achieve objectives

• processes are managed from the numbers

• management uses the measures to improve capability

OEM MEASURES

Core Process

Core Process

Core Process

Core Process

Process Owner

Process Owner

Process Owner

Process Owner

Core Process

Core Process

Process Owner

Process Owner

Pr oducts to Speci fi cati on

• C/100 & EPUS• Advanced QualityPlanning

• Corrective Action• PPM• Field Campaign / Containment Sp ecific ation s for Produ cts

Customer’s Critical

Measures of Supplier

Performance

(Scorecard)Supplier’s

‘Alignment’ with the

Customer’s Measures

(Scorecard)

Which internal performance measures contribute to the customer’s Critical Measures? How will these measures be cumulated?

Measurement Flow and

Interactions

Tier 1 Supplier Organization

Management Review

Additional Management

Processes

• C/100 & EPUS• Advanced QualityPlanning

• Corrective Action• PPM• Field Campaign / Containment

Sub/support processes Sub/support processes Sub/support processes Sub/support processes

Sub/support processes Sub/support processes

–

ORGANIZATION

Project Owner&

Team

Completion of PPAP

Required Items

GatherInformation

Completionof

PSW

Submission (or Resubmission)

of PPAPWarrant

CUSTOMER CUSTOMER

CustomerPurchase Order /

Customer-SpecificRequirements

CustomerSpecifications

CustomerPart Design

Requirements

CustomerProcess DesignRequirements

CustomerLogistics

Requirements

ValidatedProcess

[PSO / Run at Rate]

Customer Initiated Changes to Part ,

Specifications, etc.

Supplier InitiatedChanges

toPart / Process

Record ofApproved

PSW

ApprovedPSWPPAP Table 4.1

Records

Receipt and Approval of

Submitted PSW

Notes: 1. Activities shown will not always be present.2. Records shown may be in various media and in various storage locations.

The PPAP Process ModelAn Example

Draft as of 1 Aug 05

PPAP’s Purpose

PPAP’s purpose continues to be to provide the evidence that all customer engineering design record and specification requirements are properly understood by the organization and that the process has the potential to produce product consistently meeting these requirements during an actual production run at the quoted production rate.


ApplicabilityPPAP shall apply to internal and external organization sites (see Glossary) of bulk materials, production materials, production or service parts.

For bulk materials, PPAP is not required unless specified by the authorized customer representative.


Effective Date

The PPAP Fourth Edition obsoletes the Third Edition effective

January 1, 2006

unless otherwise specified by your customer.


TABLE OF CONTENTS• INTRODUCTION• SECTION 1 – GENERAL• SECTION 2 – PPAP PROCESS REQUIREMENTS• SECTION 3 – CUSTOMER NOTIFICATION AND SUBMISSION

REQUIREMENTS• SECTION 4 – SUBMISSION TO CUSTOMER - LEVELS OF EVIDENCE• SECTION 5 – PART SUBMISSION STATUS• SECTION 6 – RECORD RETENTION• Appendix A – Completion of the Part Submission Warrant (PSW)• Appendix B – Completion of the Appearance Approval Report• Appendix C – Production Part Approval, Dimensional Results• Appendix D – Production Part Approval, Material Test Results• Appendix E – Production Part Approval, Performance Test Results• Appendix F – Bulk Material - Specific Requirements• Appendix G – Tires - Specific Requirements• Appendix H – Truck Industry - Specific Requirements• GLOSSARY


Changes in the 4th EditionThe Fourth Edition of PPAP includes the following changes, based upon demonstrated industry consensus on the need for these changes:

• Identified issues in the application of PPAP

• Removal of QS-9000 references

• Minor edits including typographical or grammatical corrections


Changes in the 4th Edition(Continued)

• Removal of Section II of PPAP 3rd Edition (DaimlerChrysler, Ford, and General Motors Specific Instructions will be available on OEM websites and on the IAOB website, www.iaob.org)

• The Truck OEM’s are responsible for their common Industry Requirements, which were revised and moved to Appendix H



• Bulk Material retained in Section 1 and as Appendix F with some reorganization of the text

• PSW revised and re-organized


PSW Revised and Reorganized

Truck Industry Part Submission WarrantPart Name Customer Part Number Rev. ___________

If applicable

Dated

Additional Engineering Changes Dated

Shown on Drawing Number Purchase Order No. Weight (kg)

Checking Aid Number Engineering Change Level Dated

ORGANIZATION MANUFACTURING INFORMATION SUBMISSION INFORMATION

________________________________________________Organization Name and Code Customer Name/Division

Street Address Customer Contact

City State Zip Application

Note: Does this part contain any restricted or reportable substances?

Are plastic parts identified with appropriate ISO marking codes?

REASON FOR SUBMISSION (check at least one)Initial Submission Change to Optional Construction or MaterialEngineering Change(s) Sub-Supplier or Material Source ChangeTooling: Transfer, Replacement, Refurbishment, or Additional Change in Part ProcessingCorrection of Discrepancy Parts Produced at Additional LocationTooling Inactive > than 1 year Other - please specify below

SUBMISSION LEVEL (Check one)Level 1 - Warrant only (and for designated appearance items, an Appearance Approval Report) submitted to customer.Level 2 - Warrant with product samples and limited supporting data submitted to customer.Level 3 - Warrant with product samples and complete supporting data submitted to customer.Level 4 - Warrant and other requirements as defined by customer.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19(check)Level 5 - Warrant with product samples and complete supporting data reviewed at supplier's manufacturing location.

DECLARATIONI affirm that the samples represented by this warrant are representative of our parts and have been made to the applicable customerdrawings and specifications and are made from specified materials on regular production tooling with no operations other than the regularproduction process. I also certify that documented evidence of such compliance is on file and available for review.

EXPLANATION/COMMENTS

List Molds / Cavities / Production Processes

Organization Authorized Signature Date

Print Name Phone No. Fax

Title E-mail

PPAP Warrant Disposition:Comment:

Customer Signature Date

Print Name

August2005

Engineering Drawing Change LevelTool PO Number___________________

FOR CUSTOMER USE ONLY

THE-1001

Yes No

Yes No

Approved Rejected

Interim Approval

2

5

1 3

4

6

7 8 9

10 11

12

13

14

15

16

17

18

19

20

21

22



• Appendices C, D, and E forms clarified and made common

• Tire Appendix revised



• Customer notification and submission requirements modified to exclude situations where customer notifications are NOT required (I.3.3, PPAP 3rd removed)

• Glossary aligned, revised, and simplified to be consistent with the updates in the text


Glossary Aligned, Revised, and Simplified

• Deleted: Agreement; Critical Characteristic (both Ford and GM definition); Customer Product Approval Activity; Documentation; Environment;Full Approval Gage Repeatability & Reproducibility (Gage R&R); Initial Sample; Interim Approval;


Glossary Aligned, Revised, and Simplified (continued)

• Deleted (continued) Key Characteristics (All four); MSA Studies; Rejected; Remote Location; Repeatability and Reproducibility; Safety Characteristics; Self Certifying Supplier;Subcontractor; Tooling Maintenance; Tooling Refurbishment


Glossary aligned, revised, and simplified (continued)

• Revised: ApprovedAttribute DataCustomerInitial Process StudyPart Submission WarrantProcess; Process Flow Diagram;Quality Indices;Saleable Product



• Revised (continued): Significant Production Run;Site;Special Characteristics;Specification; Stable Process; Suppliers;Statistical Control;Submission Level;Variables Data



• Added:

Authorized Customer Representative(s); Black Box; Organization; Production Rate


PPAP RequirementsThe organization shall also meet all customer-specific

PPAP requirements.

1. Design Record

2. Engineering Change Documents, if any

3. Customer Engineering approval, if required

4. Design FMEA5. Process Flow Diagrams

6. Process FMEA7. Control Plan8. Measurement System Analysis

Studies9. Dimensional Results

10. Material, Performance Test Results

11. Initial Process Studies12. Qualified Laboratory

Documentation13. Appearance Approval Report

(AAR), if applicable14. Sample Product15. Master Sample16. Checking Aids17. Records of Compliance With

Customer-Specific Requirements

18. Part Submission Warrant (PSW)


APQP

APQP processes as Core Processes

Customer Expectations / Specifications

Returns, Complaints and Surveys

Approved Production Part Plan

Process Requirements /

Changes

Approved Engineering

Design

Approved Product

Assurance Plan

Product Assurance

Plan

Engineering Drawings and Specifications

Corrections to Product,

Process and System

Product or Service

Process Capability

Studies

Engineering Purchasing Manufacturing Sales Quality Shipping Marketing

Planning

Product Design

Feedback / Correction

Validation

Process Design

Production / Delivery

Input Core Process Output

PPAP

Input Process

Definition

Output

Who What

Analysis How

Input

Organization’s COP / Core

Process Name /Description:

Output

Linkages

Requirements

Process Management

Measurement and Data Analysis

Market Analysis / Customer Req’s

Organization and all Support

and Management Process

Customer Customer

Custmr

Customer

Custmr

Customer

Customer Customer

Customer

Bid / Tender

Order / Request

Product and Process Decision

Product and Process Verification & Validation

Product Production

Delivery

Payment

Warranty / Service

Post Sales / Customer Feedback

Customer

Acquire Define Plan Buy Build Support

Core Process Mapping Input Core Process

Output

Current Organizational Functions

Customer Expectations / S pecifications

Returns, Complaints and

Surveys

Approved Production Part

Plan

Process Requirements /

Changes

Approved Engineering

Design

Approved Product

Assurance Plan

Product Assurance Plan

Engineering Drawings and Specifications

Corrections to Product, Process

and System

Product or Service

Production Part Approval

Process Capability

Studies

Engineering Purchasing Manufacturing Sales and Accounting Management QualityAnd Shipping Marketing

Planning

Product Design

Feedback / Correction

Validation

Process Design

Production / Delivery

Input Process

Definition

Output

Who What

AnalysisHow

Organization

O

I

O I

O

O

I

I

COP

COP

Support Process

Support Process

Management Processes

Support ProcessSupport Process

Support ProcessSupport

ProcessSupport Process

Support Process

Support Process

Market Analysis / Customer Req’s

Organization and all Support

and Management Process

Customer Customer

Custmr

Customer

Custmr

Customer

Customer Customer

Customer

Bid / Tender

Order / Request

Product and Process Decision

Product and Process Verification & Validation

Product Production

Delivery

Payment

Warranty / Service

Post Sales / Customer Feedback

Customer

Input

Organization’s COP / Core

Process Name /Description:

Output

Linkages

Requirements

Process Management

Measurement and Data Analysis

Quality Manual

?Input? O rganization’s

CO P / Core Process Nam e /

Description:

?Output?

?Linkages? ?

?Requirem ents?

?Process

M anagem ent? ?M easurem ent and

Data Analysis?

?Input? O rganization’s

COP / Core Process Name /

Description:

?Output?

?Linkages? ?

?Requirements?

?Process

Management? ?Measurement and

Data Analysis?

Step 1 Step 2 Step 3 Step 4 Step 5

Step 1 – To analyze the organization’s system “find the processes”Components – 1) Entire organization, 2) Analytic Turtle Tool (or equivalent)Actions – Identify all of the main processes without classifying themDeliverables – Listing of all main processes

Step 2 – To define the system’s model based on work from Step 1Components – A single concept model (in this case the Octopus, which is based on the COP) Note: 2 other models are shown – 1) Value Stream model, 2) APQP modelActions – Determine modelDeliverables – A model which identifies / classifies key processes, sequence and interaction

Step 3 – To define the support and management processesComponents – 1) The actual processes 2) Analytic Turtle Tool (or equivalent), 3) LevelsActions – Identify the support and management processesDeliverables – Listing of all support and management processes to the detail appropriate to the organization

Step 4 – To adequately define and communicate the QMSComponents – 1) System documentation, 2) Communication Turtle Tool (or equivalent)Actions – Develop the documentation that can adequately communicate the systemDeliverables – Documents, tools, procedures and forms

Step 5 – To align 1st and 3rd

party audits by standardizing the analytic and communication toolsComponents – 1) Communication Turtle Tool, 2) Internal Audit, 3) Third-party Audit, 4) Analytic TurtleToolActions – Communicate system to internal and external auditorsDeliverables – 1) Picture of the system, 2) Internal audit, 3) External audit, 4) Accurateassessment of organization

Input Process

Definition

Output

Who What

AnalysisHow

“5 Steps to “5 Steps to achieving achieving expected expected Process Process

Approach Approach Improvements”Improvements”

Who is the customer?Are customer requirements understood and fulfilled?Is the process value added?What are the results of Process Performance and Effectiveness?What is the evidence of Continual Improvement?

Key Questions to Ask of Your Process Approach

Questions and Discussion