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ISO/TS16949:2002

Strategic PlanningIn this case study, Lear Corp. shares the company’s“key priorities” to achieve ISO/TS 16949:2002 implementation.

Lear Corp. focuses on integrating com-plete automotive interiors, includingseat systems, interior trim and electricalsystems. Its products are designed,engineered and manufactured by morethan 110,000 employees at 280 facili-ties in 33 countries. Because of severalacquisitions, variances in qualitysystems created opportunities for Learto achieve its goal of global registrationto ISO/TS 16949:2002.

“With our successful 2003 certifica-tion audits, we are able to sharelessons learned and provide severalkey points to organizations consideringimplementation of ISO/TS 16949:2002,” said Bill Cooper, Lear seniorquality manager of global qualitysystems.

Lear’s key points are:

Top management’s commitment

 Accredited training

Common global policy and

procedures

Transition to the processapproach

Training planning and

effectiveness

Cost of poor quality tracking

 Top Management’s “Published and  Visual”’ Commitment ISO/TS 16949:2002 implementationrequires top management’s directinvolvement. Lear’s CEO and NAO vicepresident of quality recognized itsadvantages as it allowed the company 

to evolve its quality system into a“process” driven-approach to continu-ous improvement. Lear’s CEO commu-nicated this support in a globally broadcasted e-mail, which became thecatalyst for implementation. Meetings were held with customer focus groupsand product focus groups, and divi-sional presidents committed to providetraining to their associates.

Lear recommends publicizing topmanagement’s commitment to getimplementation off to a strong start.The entire organization shares respon-sibility for the implementation of ISO/TS 16949:2002. Responsibility does not rest solely with the quality 

department.

 Accredited Training Several associates attended AIAG’s

 RAB-Accredited ISO 9001:2000 Lead 

 Auditor Training with AIAG ISO/TS 

16949:2002 Supplier Auditor 

Certification. The training enabled thecompany to present documentedoverviews to employees at its supportsites. Manufacturing sites of the com-pany’s divisions participated via tele-conference and received DVDs of the

presentation. Most NAO plants senttheir auditors and management repre-sentatives through certification cours-es, and are using the DVDs for addi-tional training. Posters at support sitesand brochures issued to attendeesreinforced the initiative.

Lear believes it’s critical for organiza-tions to prepare auditors and manage-ment representatives through AIAG’s

 ISO/TS 16949:2002 Supplier Auditor 

Certification class or AIAG’s  RAB-

 Accredited ISO 9001:2000 Lead  Auditor Training with AIAG ISO/TS 

16949:2002 Supplier Auditor Certi-

 fication. This training will enable themto plan and supervise internal audits.

Common Global Policyand ProceduresTo have common quality managementsystems within Lear’s integrated acqui-sitions, approximately six months in2002 were dedicated to writing a new 

By Karen Whitmore

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ISO/TS16949:2002 Strategic Planning

ning and effectiveness. With inputfrom cross-divisional human resourcegroups, the company linked trainingneeds with annual evaluations.

Lear suggests that organizationsinvolve and challenge their humanresource associates in the early stagesof implementation. This will aid in thedevelopment of a process that willdocument the planning and effective-ness of their company’s training.

Continued from page 27 

ISO/TS 16949:1999 Policy Manual andglobal procedures that would accom-modate each of the OEM customersand the company’s many different inte-

rior components. While writing a new policy was not difficult, developingapproximately 23 global procedures tocomply with ISO/TS 16949:1999 was achallenge. Each procedure needed tomeet the new requirements and uselessons learned to ensure preventionof known systemic issues. Although fewer procedures were

required for ISO/TS 16949:2002,because of their automotive environ-ment importance, Lear chose to keep

existing procedures in place. The nextstep was developing the ISO/TS16949:2002 processes and definingtheir interactions to work to the com-pany’s advantage.

 Transition to theProcess Approach The process approach, which alleviat-ed the need for multiple procedures,provided a fully integrated continuousimprovement approach to build uponLear’s “Management Operating System

(MOS)” and help further ensure cus-tomer satisfaction.

ISO/TS 16949:2002 requires func-tions within the organization to worktogether to define processes applicableto business activities. Lear held numer-ous cross-divisional department meet-ings to determine process interactionsand agree on their actual process andapplicable metrics. Synergy generatedfrom these meetings fueled the genesisof Lear’s quality management systems.

Lear believes that organizationsshould appreciate the incorporation of the ISO/TS 16949:2002 processapproach into their business. The useof this methodology will provide asolid basis for continuous improve-ment in quality and all other depart-ments.

 Training Planning and Effectiveness Another opportunity for improvement was to develop a common process todocument training that included plan-

The Lear Process Model is based on four direct interactions with customers: the saleof product, development of product, the production of product and delivery of product.The focus of the “Customer-Oriented Processes” is to drive customer satisfaction.

Figure 1. Lear Process Model

Customer-OrientedProcesses

Sales

LPMP

Production

Delivery

Support ProcessesKey processes in place within Lear that provide working

structure for the Customer-Oriented Process.

Management ProcessesAssess the performance of Customer-Oriented and Support Processes and

produce organization-wide decisions, objectives and/or changes.

Employee Motivation& Empowerment

Customer Negotiation

Contract Review

Planning

Prototype

Pilot

Launch

Post Launch

Purchasing

Mfg/Assy

Packaging

Design & Development

DVP&R

Supplier Development

Service Parts

DFMEA

MOS

ManagementReview

ContinualImprovement

CustomerSatisfaction

Internal Audits

Corrective ActionEducation &Development

InformationTechnology

ContingencyPlanning

Cost of Poor Quality Tracking Since tracking and continuousimprovement of the cost of poor qual-ity (COPQ) is an ISO/TS 16949:2002requirement (and the cost of quality (COQ) includes COPQ), Lear was for-tunate to have begun its COQ programin 2001. Challenged by NAO’s vicepresident of quality to develop a COQprogram, the accounting department was subsequently consulted. It was

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discovered that the current database incorporated more than 300different account labels, with each of the global facilities addinginformation every month.

To comply with Juran’s Quality Control Handbook  COQ defini-tion, approximately 130 COQ account labels were chosen. Each wasassociated with its COQ category (e.g., prevention, appraisal, inter-nal or external failures), and extensive sampling determinedassumptions for the percentage of each label to apply to the appro-priate category. After devoting 400 hours over the last three years,Lear’s COQ program has evolved to where data is now extractedfrom its financial database into a database for charting purposes.This intranet database enables global facilities to track specific COQand COPQ to their locale for continuous improvement purposes.

Many organizations may not have resources to develop a similarCOQ database. However, since tracking COPQ is a requirement, asystem is necessary. Lear suggests that an organization develop a“skeleton-like” COPQ spreadsheet to satisfy requirements.

These key priorities—top management’s commitment, training,common global policy and procedures, transition to the processapproach, training planning and effectiveness, and cost of poorquality tracking—provided a strong foundation to Lear’s successfulISO/TS 16949:2002 implementation.

Lear headquarters, as well as the NAO and European divisionoffices, passed their support sites’ portion of the ISO/TS 16949:2002audit. All plants worldwide are on track to become registeredby OEM customers’ deadlines. More than 20 NAO manufacturingfacilities are registered, and the other NAO production sites aremaintaining QS-9000 certifications until ISO/TS 16949:2002 certifica-tion is achieved. The majority of Lear’s European plants are already registered to ISO/TS 16949:1999 and working in parallel with NAOto be registered to ISO/TS 16949:2002.

“Being able to work with an excellent global quality systemsgroup, and having support from Lear associates is a great advantage when implementing changes,” said Cooper. “This is often an

arduous task!”

Making ISO/TS 16949:2002 Work to Your Benefit Cooper indicated that implementing new procedures and processesonly to obtain certification is not enough. “Utilize ISO/TS 16949:2002to provide your associates with a continuous improvement environ-ment that stimulates their desire to meet and go beyond currentcustomers’ expectations,” said Cooper. “For as we all know, the beststrategic marketing plan for increased market share is a greatquality performance record.”

 Karen Whitmore is product manager of AIAG’s quality initiatives.

“Being able to work with an excellent global

quality systems group, and having support

from Lear associates is a great advantagewhen implementing changes”