Supplier Quality Assurance Plan Guidelineu.dianyuan.com/bbs/u/38/1139568901.pdffor the Ericsson Supplier Quality Assurance Plan (SQAP). This tool is used during the development phase

SUPPLIER QUALITY ASSURANCE PLANGUIDELINE 1(62)

Uppgjord - Prepared Nr - No.

LD/ECS/CI/LM Cai Remitz CI/LQ-98:2656Dokansv/Godkänd - Doc respons/Approved Kontr - Checked Datum - Date Rev File

LD/ECS/CI/LPC Nicklas Jonsson 99-02-18 C

Supplier Quality Assurance PlanGuideline

General definitions, purposes, requirementsand expectations for the

Supplier Quality Assurance Planfor Ericsson suppliers.





Table of Contents

1 Introduction.............................................................................................................................31.1 Abstract............................................................................................................................31.2 Application.......................................................................................................................31.3 Purpose ............................................................................................................................31.4 Reading suggestions .........................................................................................................3

2 Ericsson Procured Material Quality Assurance.........................................................................42.1 The Procured Material Quality Assurance Organisation ....................................................42.2 The PMQA Organisation within Research and Development ............................................42.3 The roles at Ericsson regarding the requirements on a component .....................................52.4 The Ericsson Supplier Academy .......................................................................................62.5 Supplier Improvement Program (SIP) ...............................................................................6

3 Ericsson Quality Targets..........................................................................................................73.1 PPM levels .......................................................................................................................73.2 Yield levels ......................................................................................................................73.3 Capability levels ...............................................................................................................8

4 Supplier Quality Assurance Plan (SQAP) ................................................................................94.1 Purpose ............................................................................................................................94.2 Level and amount of work required...................................................................................94.3 Quality Requirements Planning.......................................................................................114.4 SQAP Requirements.......................................................................................................124.5 Execution and submission of the individual steps in the SQAP........................................13

5 PMQA and supplier processes in a typical high-volume project .............................................145.1 Milestone 1.....................................................................................................................145.2 Milestone 2.....................................................................................................................155.3 Milestone 3.....................................................................................................................165.4 Milestone 4.....................................................................................................................175.5 Milestone 5.....................................................................................................................185.6 Milestone 6.....................................................................................................................195.7 Milestone 7.....................................................................................................................205.8 After milestone 7 ............................................................................................................21

6 The 10 steps in the SQAP ......................................................................................................226.1 Design Producibility Review (DPR) ...............................................................................226.2 Process Failure Mode and Effect Analysis (Process FMEA)............................................246.3 Design of Experiments ...................................................................................................266.4 SPC and Inspection Plan.................................................................................................296.5 Preparation for the Serial Process Verification Run (Preparation SPVR) .........................326.6 Quality Plan for Sub-suppliers ........................................................................................366.7 Gauge Repeatability and Reproducibility ........................................................................386.8 Capability Studies...........................................................................................................426.9 Process Sample Approval (PSA).....................................................................................44

6.9.1 Dimensional check of Process Samples....................................................................456.9.2 Functionality and Reliability of Process Samples .....................................................466.9.3 Cosmetics of Process Samples .................................................................................47

6.10 Serial Process Verification Run (SPVR) .........................................................................486.10.1 The process capability study ....................................................................................496.10.2 The capacity verification..........................................................................................52

7 SPVR results and actions .......................................................................................................577.1 General requirements......................................................................................................577.2 Possible scenarios and recommended actions ..................................................................58





7.2.1 State of Chaos..........................................................................................................587.2.2 Brink of Chaos ........................................................................................................597.2.3 Threshold State........................................................................................................597.2.4 Ideal State................................................................................................................60

8 Abbreviations and Glossary ...................................................................................................61





Guideline to the Supplier Quality Assurance Planduring the development phase in the project

1 Introduction

1.1 AbstractThis document describes the general definitions, purposes, requirements and expectationsfor the Ericsson Supplier Quality Assurance Plan (SQAP). This tool is used during thedevelopment phase of a project prior to the ramp-up of custom parts and assemblies.

1.2 ApplicationThis document should be applied by all direct Ericsson BT suppliers that provide customparts and assemblies. It shall also serve as a general guideline for quality assurancerequirements placed on suppliers by the R&D Procured Material Quality Assurance(PMQA) organisation.

1.3 PurposeThe purpose of this document is to:• describe the PMQA organisation• explain Ericsson Quality Requirements• explain how a typical high-volume project is managed within Ericsson BT concerning

the requirements on the Ericsson procurement department and the suppliers• explain how the Supplier Quality Assurance Plan (SQAP) will help the supplier fulfil

the quality requirements• explain the SQAP submission process and requirements• explain the expectations of each SQAP requirement, and provide examples for each

step.

1.4 Reading suggestionsThe reader who wants a quick summary can read chapter 1.

The interested reader who wants an overview of Ericsson Quality Requirements for thesuppliers can read chapters 1, 3 and 4. For a more thorough insight, please also read chapter6.

Please note that abbreviations are explained at the end of the guideline.





2 Ericsson Procured Material Quality Assurance

2.1 The Procured Material Quality Assurance OrganisationThe Ericsson Procured Material Quality Assurance (PMQA) is a world-wide organisationwhose purpose is to assure quality in supplier processes in an overall effort to providedesign conforming and cost effective parts/assemblies to Ericsson production facilities.

The PMQA organisation is divided into three parts:The R&D organisation Responsible for securing the prototype and

volume production for new designs. Sufficientactions should be done to assure that compo-nents arriving to Ericsson production facilitieswill conform to specifications with a high yieldin a cost effective way (see chapter 2.2).

The factory organisation Responsible for:a) Incoming inspectionb) Component failure issuesc) Supplier developmentd) Upholding and verifying new capacity for

components in volume production. Sufficientactions should be done to assure thatcomponents arriving to Ericsson productionfacilities will conform to specifications witha high yield in a cost effective way.

International Procurement Operations(IPO)

Responsible for aiding the Procured MaterialQuality Engineers (PMQEs) during suppliervisits and evaluations in the vicinity of eachrespective IPO. Can also follow up issues/findings for the PMQEs.

2.2 The PMQA Organisation within Research and DevelopmentThe Ericsson R&D PMQA is the part of PMQA which takes care of the first stage of acomponent's life cycle. Since the choice of design and suppliers has a great impact on thefinal quality of supplied components to Ericsson factories there is a multitude of tasks to bedone. Ericsson has identified four processes:1. Securing the Supplier:

a) The evaluation process of potential suppliers' sites (one approval/site).2. Securing the Product:

a) Ensure that Ericsson's specifications are clear and unambiguous to all suppliers andall parts of Ericsson

b) Implement test methodsc) Correlate measurement methodsd) Training and implementation of cosmetic defect levelse) Define critical dimensions.

3. Securing the Supplier's Processes with respect to:a) Qualityb) Capacity.

4. Hand-over to the factory PMQA organisation:a) Relevant documentsb) A capacity build-up report.





The Supplier Quality Assurance Plan (SQAP) is used in the second and third processes(Securing the Product and the Supplier's Processes).

The fourth process concerns transferring the responsibility and ownership of quality issuesfor components as they enter the ramp-up and will be produced in high volumes. Theinformation required to the factory PMQA organisation must be ready so that the assignedfactory PMQEs can carry on the verifications of further tools, assembly lines, suppliers etcneeded to secure the predicted volumes.

Figure 2.1 below shows the different processes of the PMQA organisation during acomponent's lifetime.

Figure 2.1. The PMQA processes during the lifetime of a component.

2.3 The roles at Ericsson regarding the requirements on a componentThe roles at the R & D procurement office is as follows:• The procurement organisation is responsible for servicing the projects with components

for new telephone projects. The procurement organisation is also responsible for allsupplier relations.

• The buyer is responsible for supplying the project with sufficient volumes according tothe given specifications. The buyer owns the individual supplier relations and takes careof the commercial aspects (price negotiations, orders, forecasts etc).

• The procured material quality engineer (PMQE) is responsible for assuring that thesuppliers work pro-actively with their processes' stability, capability and capacity. Thetarget is to supply Ericsson with sufficient volumes (i.e. the real capacity as opposed tothe theoretical capacity that is ordered by the buyer) according to the givenspecifications.

Development

Volume productionSupplierevaluations

Securingproductspecifications

Securingsuppliers'processes

Continue securingsuppliers' processes

SupplierImprovementPrograms

Volume

Incominginspection

Monitoringsupplier

performance

Hand-overfrom R&Dto factory

Handlingcomponent

failure issues





Other roles at the R&D office at Ericsson are as follows:• The product manager is responsible for the mobile phone's functionality and

appearance (i.e. cosmetic demands) and can be said to take on the role of the customer• The project manager manages the R&D resources so that a phone can live up to the

demands of the product manager on time• The object leader is responsible for the functionality and producibility for all parts of

his/her object (examples of objects can be radio, acoustics, antennas, mechanics...)• The designer is responsible for his/her components' functionality and producibility at

Ericsson factories.

Here it can be noted that the actual requirements themselves - the demands in the specifica-tions, the tolerance widths, the cosmetic demands etc - are decided by the product managerand the designer.

2.4 The Ericsson Supplier AcademyEricsson can also support suppliers who are in need of learning more about total qualitymanagement and Ericsson's particular requirements. There are two ways that Ericsson canhelp:1) The Diploma course, which goes through Ericsson's quality philosophy and different

tools that can aid in reaching the quality requirements. This course integrates theory andpractical work, where the participants will implement their knowledge into their ownoperations.

2) Customised supplier support; all the different parts of the diploma course are offered asseparate courses. The scope and contents can here be changed to match therequirements of the supplier.

Please contact any PMQE for more information.

2.5 Supplier Improvement Program (SIP)During high volume production, factory PMQEs will run joint Supplier ImprovementPrograms towards critical suppliers. The purpose of these programs is to work systematic-ally with the suppliers to reach the quality targets (see chapter 3). The work model followsfigure 2.2 below:

Figure 2.2. The different parts of the Supplier Improvement program (SIP).

Requirements

Pro

cess

con

trol

Improvementactivities

Follow up





3 Ericsson Quality Targets

Ericsson has three main quality targets for its suppliers:

Target DemandPPM As defined for the actual component group for the current yearYield Against the yield target, defined together with the PMQE.Capability Cpk > 1,33 when starting volume production. Cpk > 1,5 during volume

production.

3.1 PPM levelsEricsson's first priority is naturally the quality delivered to the Ericsson productionfacilities. This can be defined and measured as the following:

PPM level =

The procurement management has set general PPM targets which vary slightly dependingon component group and which actual year we are discussing. The actual demands forspecific components can be obtained from the quality engineer.

3.2 Yield levelsBesides delivering correct components (including the packaging) which can be useddirectly, Ericsson requires a constant surveillance of the production yield. The definition isas follows:

Yield level =

The supplier's yield is a very important factor for Ericsson, since the components usuallyare ordered in very high volumes. A low yield (i.e. a high scrap-rate) can risk the supply ofcomponents as well as increase the risk of the supplier sending bad parts to Ericsson.Finally, a low yield indicates an unstable process. It costs money for the supplier and forEricsson.

The exact yield level requirement depends on which type of component is discussed and onhow it is made. It is not relevant to have a general requirement since it can be physicallyimpossible to reach the target depending on physical requirements in the specification ordue to production equipment. This should however be analysed thoroughly by the supplierat an early stage (see chapter 6.1). The yield requirement should be discussed with the R&Dquality engineer at Ericsson during the Preparation SPVR (step 5 in the SQAP, describedmore in chapter 6.5).

The supplier is expected to work continuously with improving the yield until it is no longerpractically or economically feasible. When the supplier has reached this conclusion, itshould be discussed with the designated factory quality engineer at Ericsson.

The supplier should at all times have a continuous monitoring of the yield rate at eachproduction process.

the amount of good components made at the supplier without reworkthe total amount of components made at the supplier

the amount of components which cannot be used directly in Ericsson factoriesthe total amount of components sent to Ericsson factories





3.3 Capability levelsThe Cpk level defines how well the product complies with the specification and it'stolerances. The initial Cpk-levels should be above 1,33 at the time when starting volumeproduction. These levels should later be improved to supersede 1,5 during volumeproduction.

General requirements as the ones stated above (Cpk > 1,33 and Cpk > 1,5) are possible tostate since the requirement depend on the accuracy of the specifications. The specificationsshould therefore be analysed very carefully by the supplier at an early stage (see chapter6.1).

Capability analyses are only valid if the processes are proven to be in statistical control.There is therefore an inherent requirement of stability for the suppliers' productionprocesses.





4 Supplier Quality Assurance Plan (SQAP)

4.1 PurposeTo ensure that suppliers take a systematic approach in order to be able to:• cope with Ericsson’s short lead times and rapid production ramp-ups.• identify potential problems before they occur and take actions to make sure that these

risks are reduced to a minimum.• understand processes, increase yields and lower costs.• assure that no non-conforming products are shipped to Ericsson.

4.2 Level and amount of work requiredThe project at Ericsson has a vast number of requirements that have to be fulfilled. Thesedemands naturally have a direct correlation on the demands on the supplier. The level ofquality requirements placed on a supplier is determined by the Procured Material QualityEngineer (PMQE) based on the:• component's functionality• component's complexity• component's requirements• volumes predicted for the component - it is for example easier to motivate a vision

camera system with a predicted volume of 10 million components/year than with 100000/year.

However, the supplier must always:• understand the Ericsson documentation system (since the documents express the

requirements on each component)• understand and use the cosmetic inspection system (when applicable for the component)• have knowledge of and utilise all quality tools required in the SQAP (Statistical Process

Control, Failure Mode Effect Analysis, Design of Experiments, Capability studies,Gauge R&R, Serial Process Verification Run) when applicable

• know and control all critical parameters in the production processes• verify new/changed tools and new/modified production equipment and supply data to

PMQA for approval.This is taken up in the Ericsson Supplier Academy mentioned in chapter 2.4.

Plan in advance and work pro-activelyThe Ericsson procurement organisation expects its suppliers to work pro-actively withquality. This statement is more than mere words. It actually means that the supplier isexpected to take a large responsibility for:• analysing what Ericsson needs and working in a structured manner to achieve this on

time• analysing risks in the supplier's own production and remedying them in a structured

manner• ensuring that risks at the sub-supplier's production are analysed and remedied in a

structured manner• informing Ericsson at an early stage when problems and risks occur together with

proposed action plans to remedy these problems• receiving information. Ericsson is a rather large and rapidly expanding organisation and

it can sometimes be difficult to know which channels to use. The supplier should not beintimidated by this - ask the procurement organisation for names to contact. The





supplier must take a more active role in asking for the information needed in order toachieve the results demanded.

Working proactively means trying to work with problems before they occur. As anexample, a pro-active supplier takes care of a potential problem ("I need this information -therefore I have to track this down myself") instead of waiting for it to become a realproblem ("I don't have the information - well, it's up to Ericsson - I'll just wait here and donothing"). It is not easy to force oneself to put more resources when things look calm, butthis is necessary in order to reduce the workload nearer to the ramp-up. There is too muchmoney at stake at the ramp-ups - both for the suppliers and for Ericsson.

In figure 4.1 we have tried to show Ericsson's experience between those suppliers whowork pro-actively and those who don't. The most noticeable difference is that the supplierswho don't work proactively usually run into a lot of "unforeseen" problems during theramp-up.

Figure 4.1 Workload during a project.The idea is to:1) foresee as many problems as possible and try to eliminate or decrease them one by one

in a systematic way.2) verify that the actions taken give the results we have wanted.

The SQAP is itself a plan which includes both further planning and verifications - in figure4.2 below, we can see these two types of actions:

SQAP = Supplier Quality Assurance Plan Plan Verify1 DPR = Design Producibility Review X2 Process FMEA X3 Design of Experiments X4 SPC and Inspection plan X5 Preparation SPVR X6 Quality plan sub-supplier X7 Gauge R & R X8 Capability studies X9 Verification Process Sample Approval X

10 Serial Process Verification Run X

Factory Prototype 1

Factory Prototype 2

Planned SPVR date

1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55

Time (week number)

wor

kloa

d

Normal project work Pro-active project work





Figure 4.2. The SQAP includes both planning and verifying.

Please note that the verification is extremely important to do in a systematic manner, sincethis really gives the proof whether the planned actions have given the desired results. Ifverifications are taken too lightly one risks rework (usually under very stressedcircumstances) as well as false knowledge and security.

The small tops before week 12 and 18 in figure 4.1 are caused by the analyses of thecapabilities of prototype samples sent to Ericsson (step 8 in the SQAP). A more pro-activesupplier uses the data obtained in the prototype runs to find possible failure modes andproblems that were not foreseen or wrongly weighted in the Process FMEA. Anotherdifference when working more proactively is that more work is done prior to the SPVR (inthis example, the SPVR is planned for week 47), i.e. carrying out the planned action plansand verifying that the carried out actions have given the desired results.

Usually there are starting problems with adjustments of tools and assembly equipment, butthe sheer amount of "unforeseen" problems can be reduced quite considerably with carefulplanning, re-occurring analyses and rigorous verifications.

Please note that the quality work during volume production does not diminish completely.The normal quality work needed to uphold the process control is naturally done. The pro-active focus shifts towards continuing to optimise the process and lower the scrap rates.

4.3 Quality Requirements PlanningThe supplier shall assure that they have received documented quality assurancerequirements from the assigned PMQE (for example regarding cosmetics). If the assignedPMQE is not known, the supplier should contact the Ericsson buyer for the name andtelephone number.

The SQAP should be submitted by the Ericsson buyer to the supplier together with therequest for quotation (RFQ). It is the responsibility of the Ericsson buyer to communicate tothe supplier when the expected dates are for the process sample approval (PSA - step no. 9in the SQAP) and the Serial Process Verification Run (SPVR - step no. 10 in the SQAP).

When the supplier responds with a quotation, the quotation should include:I. The quotation.II. The Supplier Quality Assurance Plan (SQAP) itself

a) with the relevant dates written for when each step (it is sufficient with week dates)is completed (i.e. ready to send to Ericsson)

b) signed by the person responsible at the supplier.III. The Design Producibility Review (DPR - step number one in the SQAP - as described

further in 6.1).

The reason for sending the signed SQAP is to show to the procurement department that thesupplier has thought through the different steps and planned for allocating the neededresources. The signed SQAP also is one of the PMQEs most powerful tools to ensure thatthe needed actions are done; both towards project management at Ericsson (i.e. the PMQEcan say what the supplier is doing) and towards the suppliers, since the SQAP includes thedeadlines for when the different steps should be submitted to the PMQE.





4.4 SQAP RequirementsThe SQAP is sent to all suppliers, independent of how the complex the component is tomake in volumes. The SQAP should therefore be viewed as an instrument that can be usedin part or completely, with different grades of thoroughness. The starting-point is howeverthat all steps in the SQAP are to be followed. The supplier must motivate all deviationsfrom this standpoint in written form to the PMQE who takes the decision whether this canbe acceptable.

The SQAP can be seen as a number of questions (as seen below). The grade of fulfilment isgiven by how well the supplier is able to answer the inherent questions stated for each step.The methods suggested in the accompanying steps are only to be seen as suggestions. If thesupplier has better methods to answer the questions, please use these instead. The PMQEhowever has the responsibility to assess the methods and ask for clarifications.

SQAP = Supplier QualityAssurance Plan

Questions to be answered

1 DPR = Design ProducibilityReview

Review the Ericsson specifications from a producibility aspect.What can be done better, cheaper etc. Make sure that all demands,tolerances etc can be kept. If not, tell Ericsson why they can’t bekept and your solution to solve the problem

2 Process FMEA = ProcessFailure Mode and EffectAnalysis

Focus on risks in the production processes and the transportationbetween the processes. Focus on all that is unknown and new foryou with the actual component. Make sure that you bring upexperience from problems in similar components. Make actionplans to decrease these risks.

3 Design of Experiments How do you actually know that these action plans (see above) willdecrease the risks? “Experience” is not enough. Have you defineda process window? Do you know what influences your productionprocesses?

4 SPC and Inspection plan (SPC= Statistical Process Control)

How will you control your production processes? Show this forevery process step. This step is sometimes called "QC plan".

5 Preparation SPVR Define critical parameters that are to be used in step 8 and 10 inco-operation with the assigned PMQE from Ericsson. Plan onhow you will make the SPVR on processes which are new to you.How will you simulate volume production?

6 Quality plan sub-supplier All incoming material, all production processes done by sub-suppliers – how do you know that you are getting exactly whatyou want (concerning dimensions, cosmetic requirements etc?)

7 Gauge R & R The measurement method variation should be identified8 Capability studies Should be given on all critical parameters defined in step 5 for

each factory prototype sample delivery sent to Ericsson. Here it isenough with machine capability (sample size n=50)

9 Verification PSA(PSA = Process SampleApproval)

The samples from your production that you will send togetherwith a measurement protocol to the Ericsson designer for hisverifications (dimensions, functionality, reliability and cosmetics).The samples must be representative of the process.

10 SPVR (SPVR = Serial ProcessVerification Run)

The verification that all the steps above have given the results wedesire. It includes a verification of stability, capacity andcapability, done on each process step, for at least 24 hours.Sample size 5 x 25 = 125 pcs.

Figure 4.3. The SQAP and its inherent questions.





The PMQA philosophy is to focus much more on results than on format. Ericsson prefers ifthe supplier concentrates on making the steps thoroughly instead of having to put a lot ofeffort in order to adapt to a certain format. The only step where the Ericsson format isabsolutely essential is the last step, the SPVR, and in this case the required format is just a4-page abstract. The other pages in the SPVR (containing the details of the capacity andcapability reports) can be done in the supplier's own format. Of course all the differentsubmitted steps in the SQAP must be readable and easy to understand.

The language for the final submission of all steps must be in English; this also applies forSwedish companies, since it must be possible to submit the information to PMQEs aroundthe world in an easy way. The PMQE has the possibility to accept preliminary submissionsin other languages if they can be understood by the assigned PMQE and it facilitates thework of the supplier. Please read section 4.5 below regarding the discussion of preliminaryand final submissions.

The steps in the SQAP do not even have to come in the same order as specified in theSQAP, except for that the DPR has to be first and the SPVR has to be the last step. If thesupplier feels that another order than the one specified in the SQAP is better, please submita suggestion together with a written motivation why this is better. However, please readthrough this guideline first in order to see why Ericsson has put the steps in the specificorder stated in the SQAP.

4.5 Execution and submission of the individual steps in the SQAPDeadlines for each requirement will be determined on an individual basis. The firstsuggestion is given by the supplier through the SQAP that is sent together with thequotation. The SQAP is then reviewed by the PMQE who will ask for improvements and/orclarifications when appropriate. General submission guidelines can be found in therequirement descriptions for each SQAP step in chapter 6.

The first six steps in the SQAP are reviewed several times during the development of theproject, and the final, ready results cannot be reached until volume production actuallybegins (for example the SPC and Inspection Plan is not finalised until the SPVR has beendone with acceptable results). However, the demand from the PMQE is to receive thepreliminary documents used by the supplier according to the dates given in the SQAP. Thefinal submission should be given together with the SPVR (the final step).

Every time new revisions of Ericsson specifications are sent to the supplier, it must initiatean analysis at the supplier: which steps in the SQAP must be reviewed again? Smallerchanges usually have less impact than larger changes and this correlation applies to theamount of work needed to review the steps in the SQAP.

The SQAP is a living document - changes can happen due to internal reasons withinEricsson or the supplier or due to external factors. The quality engineer must be notifiedimmediately if changes are made concerning the implementation dates given in the SQAP.This notification must include:• the changes• why the changes have occurred• what the supplier can do to avoid postponements in the future (when applicable).





5 PMQA and supplier processes in a typical high-volume project

Ericsson project managers use so-called milestones when managing projects. A milestone isan intermediate objective that defines an important and measurable event in a project orsubproject, and represents a result that must be achieved at a given point. The firstmilestone is called:

5.1 Milestone 1

Figure 5.1 PMQA and supplier processes before MS1.

At milestone 1 (MS1) the procurement department should have knowledge of the newproject, understand which technical solutions that are identified, and start searching forsuppliers that can fulfil these technical solutions while upholding the commercial andquality requirements needed to support Ericsson.

Before possible potential suppliers can be chosen a rough risk analysis must be doneregarding the potential suppliers' capabilities of producing components according to therequirements. This analysis involves:• which production processes are foreseen• if there are new suppliers involved• if possible old suppliers are planning to use new sites• if possible old suppliers are planning to use old sites to produce new kinds of

components or use new production processes.• which volume is planned for the component.

This risk analysis shows if a supplier evaluation must be done. If needed, supplierevaluations are done and the approved suppliers are then sent RFQs (request for quotation)together with the supplier quality assurance plan (SQAP).

Volume

MS1

Activity done by EricssonExplanation

RFQ

Supplierevaluations

Request for quotation sent to potential suppliers with the SQAP attached





5.2 Milestone 2


At MS2 the procurement department should have analysed and selected which suppliers towork with, based on the RFQ given back with the signed SQAP and the DesignProducibility Review (DPR).

The suppliers' input is therefore naturally very vital at this point. The quality of the workdone in the submitted RFQ, SQAP and DPR indicates how committed the supplier is to beable to fulfil the requirements that the procurement department must ensure will befulfilled.

Has the supplier for example given a:• RFQ that is broken down to a degree that the buyer can motivate price differences

between suppliers?• DPR which shows the supplier's professional competence and experience and gives

trust in that the requirements can be fulfilled while producing in high volumes?• SQAP which shows the supplier's commitment and understanding for pro-active quality

work?

Activity done by Ericsson

Activity done by supplier

ExplanationMS1 MS2

Quotations are sent back with the signed SQAP and DPRVolume

RFQ

Supplierevaluations

DesignProducibilityReview (DPR)





5.3 Milestone 3


At MS3 the procurement department should have secured the supply for the engineeringand factory prototypes (which means ordered the tools and samples needed to secure theamount needed).

The quality engineer must ensure that cosmetic specifications and test method specifica-tions are made when these are needed. The input from Ericsson factories and the suppliersare naturally very important since these matters must be correlated.

The supplier must analyse the production process more carefully; which risks are there andwhat actions can be done to make sure that these risks will be minimised? The suppliershould make a well-structured time-schedule and allocate enough resources in order tocarry out the actions according to the plan.

MS1 MS2

Supplierevaluations


Volume



ExplanationMS3

Define cosmeticspecifications

Define test methods

Risk analysisof productionprocess(ProcessFMEA)





5.4 Milestone 4


At MS4 the procurement department should have secured enough capacity at the suppliers(for example ordered production equipment) for volume production.

The quality engineer reviews the Ericsson specifications and the design is practicallyfinalised. If changes are made to the design, the PMQE and the buyer will need conse-quence analyses from the supplier regarding the:• producibility of the component• cost of the component• eventual postponements that the change will inflict.

Initial verification should be made on the factory prototypes based on the discussed anddecided verification parameters.

Securing sub-contractors



Explanation

DefineProcesswindow(DOE)

MS4MS1 MS2

Supplierevaluations


Volume

MS3


Define test methods


SPC andinspectionplan





5.5 Milestone 5


At MS5 the specification is fixed and ideally not to be changed in the future. Furtherverifications should now have been done on all sample runs - now with all parametersdecided for the SPVR and other special attention items.

All test equipment and test methods should now have been verified in the gauge R&R inorder to give credibility to the capability studies and the forthcoming SPVRs.

Continuous information concerning the quality levels of prototype samples should be sentto the PMQE, so that an analysis can be done if there is a problem with the prototypes. If nocapability analyses exists it is practically impossible to know whether problems inprototype telephones depend on the design or because the components are not according tothe specifications.

All components from the 2nd source should now be have been verified by the designdepartment.

ProcessSample

Approval




Activity done by both parts

Explanation


MS4MS1 MS2

Supplierevaluations


Volume

MS3


Define test methods



Implementing cosmeticspecification

Implementing test methods,correlate measuring equipment

PreparetheSPVR

GaugeR&R

Capability studies

MS5





5.6 Milestone 6


At MS6 the procurement department should have a volume approval for all parts for theproducts and are therefore ready to start the volume production. This indicates that thesuppliers are now ready to ramp-up their production.

The volume approval process is described further in the document ECS/CI/LQ-98:2523:"Approval for Volume Production - Mechanics and Electro-mechanics".

The SPVR, described in chapter 6.10, is the final checkpoint by the PMQE.





Explanation


MS4MS1 MS2

Supplierevaluations


Volume

MS3


Define test methods





PreparetheSPVR

GaugeR&R

Capability studies

MS5

SPVR:Verifycapability &capacity

MS6

GivenSPVR





5.7 Milestone 7


At MS7 the volume production has started and is now running with high yields. Theprocurement department at the R&D site should close the project and hand over the projectto factory procurement.





Explanation


MS4MS1 MS2

Supplierevaluations


Volume

MS3


Define test methods





PreparetheSPVR

GaugeR&R

Capability studies

MS5

SPVR:Verifycapability &capacity

MS6

Technical approval+ Process approval+ Commercial appr= Volume approval

Hand-over to factoryPMQA

SPVROK





5.8 After milestone 7

Volume

Figure 5.8 PMQA and supplier processes after MS7.

After the hand-over the factory PMQA start their activities, which include furtherverifications during the ramp-up, handling component failure issues and starting theSupplier Improvement Programs (SIP). This work however lies outside the scope of thisguideline.

Examples of when new verifications should be done is shown at the end of chapter 6.10.

Hand-overfromR&DPMQA

Verificationof additionaltools/lines

ProcessverificationSPVR

Gauge R&R- continuous checks

of test equipment

Design ofexperiments

- optimising processparameters

Capacity limit

Supplier Improvement Program (SIP)



Explanation







6 The 10 steps in the SQAP

6.1 Design Producibility Review (DPR)

Definition:A critical analysis of Ericsson’s design to see if it can be realised in volume production.

Purpose:• To assist Ericsson in finding a robust and cost effective design from a manufacturing

perspective.• To prove to the Ericsson procurement department that the supplier has the capabilities

to produce the component in volume while retaining the demanded quality levels.• To provide a structured approach for suppliers to communicate design/manufacturing

requirements.

Requirements:The DPR may be submitted in any suitable report form. It should identify design problemsand/or ambiguities that make manufacturing the part difficult/impossible/expensive in highvolumes. The report should be structured and easy to read through. Include designalternatives or modifications that address the problems/ambiguities/uncertainties found inthe design.

Some common examples of problems that can be taken up are:• Mould design • Machine capabilities • Coplanarity• Tolerance widths • Material limitations • Gating locations• Plating (durability,

solderability)• Resistance, electric

demands• Tool/cavity

identification• Finish, cosmetic demands,

colour• Measurement

requirements• Automated assembly

requirements• Total tolerance calculations • Force demands • Strength, cycle times• Test method requirements • Environmental demands • Drop test demands• Can the number of parts be

reduced?• Can the design be made

more robust?• Can the assembly be

made foolproof?

Please note that a DPR is not the same thing as a Design-FMEA (D-FMEA). The DPRconcentrates on whether the design can be realised in volumes in a cost-effective way.However, a D-FMEA can be suitable to submit when the design has been initiated by thesupplier or designed in co-operation with Ericsson.





Supplier Reproducibility Review for SIM reader RNK 860 36/01

1. We have gone through every single measurement and tolerance demand on your drawing 1301-RNK 860 36/01, PA3. All but two tolerance widths are comparable to other connectors that wehave done or are currently producing in volume. These two dimensions are:

• Dimension 7,58 ± 0,1• Dimension 8,98 ± 0,1

The difficulty is to measure these dimensions practically (see figure 1 below), since they aredefined as pressed onto the PCB (and when we make them in the production these contacts arein a rested position). We therefore suggest that we define the rest positions by correlating themto the pressed position.

Figure 1Action:Please send us 10 PCB pads so that we can evaluate with the correct friction. When we receivethem it will take 3 weeks to make a correlation study.

2. The most critical process will be the assembly line where we have identified the followingrisks:• Keeping the coplanarity of the contacts • Keeping the position of the contacts.

We will control the assembly forces directly as well as test the coplanarity and position 100% inthe assembly equipment.

3. In order to reduce the risk of sink marks on theSIM carrier we suggest that dimensions and have the same thickness (0,2) as the rest ofthe carrier.

4. All critical dimensions have already beenidentified in the different parts of the componentand have also been discussed and agreed upon withour sub-suppliers (stamping and plating).

5. We propose to use plastic material XXZ in theSIM reader body instead to increase the strength ofthe body. According to our previous experience wedo not think that the present material can withstandyour drop tests.

6. The plating between the contacts and the plating of the PCB must be discussed further in orderto avoid too rapid wear. Please give us more information regarding the PCB plating.

Figure 6.1.1. A sample of how a DPR could look like.

7,58 ± 0,1

8,98 ± 0,1

Company Example Ltd

SIMcarrier

SIM readerbody





Submission:• The report should be included with the quotation and should be directed to both the

design engineer and the assigned PMQE as specified by the Ericsson buyer.• A new DPR should be sent every time the supplier receives a new specification (or new

revision of an older specification). This must be done because of two reasons:a) the PMQE is the one who is responsible that the supplier has the latest specifica-

tion. Therefore the information that the latest specification has been received andanalysed must be sent to both the designer and the PMQE.

b) the supplier must review the specification every time a new one is received. Whatis different from the last specification? What do these changes correlate to in theproduction equipment (Or measurement equipment? Test methods?) ? If the newchanges (for example widening of tolerance widths) do not mean any difficultiesthe DPR can be reduced to a fax or e-mail with for example the followingsentence: "We have received 1301-SXA 120 7089, revision PA 7 and we accept it".The acceptance thus means that the supplier has critically analysed thespecification and feels confident to produce the component in volume according tothe specification.

Additional Suggestions:• Put some effort into this step - it is the first formal request to Ericsson and will reflect

the supplier’s level of professionalism. This is also practically the only chance that thesupplier has a realistic chance to change Ericsson's requirements, since the RFQ(Request For Quotation) comes at an early stage. It becomes increasingly difficult totake any considerations to objections and possible risks if these arrive from the supplierat later stages. The design of the telephone gradually stabilises over time: tolerancechains are set; production fixtures and equipment are built at Ericsson factories etc.

• The easiest way to do the DPR is to systematically go through every single demand inthe specification. Look at the target values and tolerances and try to correlate thesedemands to the production equipment and the prior experience that the supplier has.Does the supplier have the production equipment needed? (If not, how much experiencedoes the supplier have of buying this equipment? How does this effect the timeschedule?) If the equipment exists at the supplier, what experience does the supplierhave of fulfilling each demand in a stable state in volume production?

• The supplier must submit an action plan/suggestion on how to address each questionmark that arises. There's no point in just complaining.

• The PMQE can also ask for extra information (tolerance calculations, capabilityanalyses, samples etc) from the supplier in order to get a better picture of how thesupplier can cope with specific demands (tolerances, cosmetic demands etc).

6.2 Process Failure Mode and Effect Analysis (Process FMEA)

Definition:A risk analysis assessment performed on the entire production process, together with actionplans for the major risk modes.

Purpose:• Identify and work pro-actively with the major risks of failure at each process step (even

potential quality defects as a result of material handling, storage, inspection, etc.) Thisallows the possibilities for early process modifications and identifies improvementareas and parameters for SPC.





Process FMEAProcess

stepFailure characteristic Risk calculation

Current situationCorrective actions Risk calculation

Action resultFailure

riskFailureeffect

Cause Proba-bility

Sev-erity

Detec-tion

Sum Proba-bility

Sev-erity

Detec-tion

Sum

Mtrldelivery

Bad material Problem instamping

1) Transport carrierinsufficient

2) Have been storedtoo long atsupplier finalstorage

3

5

8

5

1

5

24

125

1) Design change ofcarrier2)Production date ondelivery note.

2

1

8

5

1

5

16

25

Incom-ing

Inspec-tion

Mixeddimensions

Assembly failureFunction failure

1) Placed in wrongstorage

2) Wrong marking

4

2

8

8

7

7

224

112

1) Colour codes on label

2) Implement double checkroutine

2

1

8

8

7

7

112

56

Plasticmould-

ing

Burrs Assembly failure 1) Tool needs to be repaired

7 4 2 56 1) Implement a continuousvisual check every quarterof an hour.2) Look over the preven-tive maintenance routine

3 4 2 24

Dimensions Assembly failureFunction failure

1) Shrinkagedifference betweenbatches

2) Wrong machineset-up

7

3

7

8

3

3

147

72

1) Implement set-upprocedure where thedifference is taken care byadjusting processparameters2) Action toward supplierto attach shrinkage testprotocol.

5

2

7

8

3

3

105

48

Auto-matic

Assem-bly

foreignparticlebetweenhousings

disturbance infeeding of

housings, event.stop of line

1) large foreign parts(sprues)

5 5 5 125 1) Preventive maintenance 2 5 3 30

not enoughhousings are

fed to carriers

stop of line 1) machineconstruction(vibrator capacity)

5 5 3 75 1) None 5 5 3 75

Packag-ing

SMD padsdamaged

coplanarity outof tolerance

1) parts are placedon sliding pathbefore enteringtape

8 4 6 192 1) Make tolerancecalculation, check on firstparts, adjust dimensions ofslide if necessary

4 4 6 96

insufficienttime to

change overfull reels

machine stop 1) no fully automatedreel-changepossible

5 6 5 150 1) Check with Ericsson:can tape be attached tocore and ended withadhesive strip?

5 6 5 150

Figure 6.2.1. A very condensed sample of how the Process FMEA could look like(in reality more failure modes are possible at each process step- don't forget to look for failure modes between process steps).

IncomingInspection

StampingPlating

Materialdelivery

Plasticmoulding

AutomaticAssembly

Packaging Delivery





Requirements:The Process FMEA should address each production process from incoming inspection toshipping and identify material handling between each process step. Please note thatsuppliers using sub-suppliers for both partial and complete components delivered toEricsson should make sure that failure modes with the corresponding action plans fromtheir sub-suppliers' processes must be identified. The easiest and best way to accomplishthis is to have the same requirements on the sub-suppliers (i.e. require that they do a riskanalysis assessment performed on the production processes used by them for the specificcomponent(s), and make correlating action plans to remedy the highest risks).

Submission:Process FMEA should be submitted following the receipt of a stable Ericsson design, butprior to the physical installation or modification of processing equipment. Once a processflow diagram can be established a process FMEA should be performed and submitted to theassigned PMQE.

Additional Suggestions:• The DPR gives the first input for the Process FMEA.• More input for the Process FMEA are the known process problems (the experience to

date) as well as exemptions and customer claim statistics on similar products.• The work gives more results if the supplier concentrates more extensively on new

processes or new combinations that the supplier has less experience of. Experience offailure modes from previous components can be drawn to a large extent from olderFMEAs (however, the solution to remedy the failure mode may differ for the newcomponent).

• The importance of the Process FMEA is not making the Process FMEA itself, but touse the results in order to eliminate/lower possible risk modes. Therefore the actionplans for every larger risk must be planned carefully. Make sure that there are adequateresources for each action plan: that there is someone responsible and that there is afinalisation date specified.

• All significant risks as specified in the Process FMEA should have a correspondingcontrol in the inspection plan. It is up to the supplier and the assigned PMQE to judgewhich risks are "significant"; general requirements on risks levels in the FMEA cannotbe made since risks are assessed differently by different companies and because thefailure modes have different effects due to which telephone it is used in.

6.3 Design of Experiments

Definition:A strategy of planning experiments so that valid and relevant conclusions may be reachedefficiently and economically.

Purpose:• To ensure that the action plans stated in the Process FMEA will give the desired results.• To better understand individual processes by identifying key process parameters and

optimal/robust settings for these parameters.• Can be used as a powerful tool if yield problems occur





Design of Experiments from Company EXAMPLE, date YYMMDD

1) State problem, Specify objectiveThe problem is the lasering of keypad XXX 111 222/3This new keypad is painted with a different colour than the ones beforeThis means a completely new set of lasering parametersThe objective is to find those new parameter settings that give good quality

2) Collect informationPeople from different parts of the company were involved: the technical -, quality -, project - and maintenancedepartments

3) Specify response variableThe quality is assessed by the following response variables:• Component variable 1 • Component variable 4• Component variable 2 • Component variable 5• Component variable 3

4) Select factors and levels• process parameter 1 • process parameter 5 • process parameter 8• process parameter 2 • process parameter 6 • process parameter 9• process parameter 3 • process parameter 7 • process parameter 10• process parameter 4

Chosen parameters: - + - +• process parameter 1 = A 10 50 • process parameter 8 = D No Yes• process parameter 4 = B 3 8 • process parameter 9 = E 1,5 4• process parameter 5 = C 1 28 • process parameter 10 = F No Yes

5) Select experimental design6 factors are considered important; the choice: 2 levels, 6-2 reduced factors => 16 settings, 2 tests per setting

6) The DOE was carried out according to the standard 6-2 order:A B C D E F AB AC AD AE AF BD BF ABD ACD

-1 -1 -1 -1 -1 -1 1 1 1 1 1 1 1 -1 -1

1 -1 -1 -1 1 -1 -1 -1 -1 1 -1 1 1 1 1

-1 1 -1 -1 1 1 -1 1 1 -1 -1 -1 1 1 -1

1 1 -1 -1 -1 1 1 -1 -1 -1 1 -1 1 -1 1

-1 -1 1 -1 1 1 1 -1 1 -1 -1 1 -1 -1 1

1 -1 1 -1 -1 1 -1 1 -1 -1 1 1 -1 1 -1

-1 1 1 -1 -1 -1 -1 -1 1 1 1 -1 -1 1 1

1 1 1 -1 1 -1 1 1 -1 1 -1 -1 -1 -1 -1

-1 -1 -1 1 -1 1 1 1 -1 1 -1 -1 -1 1 1

1 -1 -1 1 1 1 -1 -1 1 1 1 -1 -1 -1 -1

-1 1 -1 1 1 -1 -1 1 -1 -1 1 1 -1 -1 1

1 1 -1 1 -1 -1 1 -1 1 -1 -1 1 -1 1 -1

-1 -1 1 1 1 -1 1 -1 -1 -1 1 -1 1 1 -1

1 -1 1 1 -1 -1 -1 1 1 -1 -1 -1 1 -1 1

-1 1 1 1 -1 1 -1 -1 -1 1 -1 1 1 -1 -1

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

The ranking order of the test was randomised: 2, 11, 14, 1, 7, 12, 13, 8, 3, 16, 10, 15, 9, 4, 6, and 5

Figure 6.3.1. A sample of what the DOE paper could look like (part 1/2).





7) Analyse dataDisplay results graphically

88)) VVeerriiffyyTThhee ooppttiimmaall ppaarraammeetteerrss wweerree cchheecckkeedd,, wwhhiicchh ccooiinncciiddeedd wwiitthh tteesstt 1177 tthhaatt ggaavvee vveerryy ggoooodd rreessuullttss ==>> tthhee rreessuullttss aarree vvaalliidd!!

99)) DDrraaww ccoonncclluussiioonnssvvaarryyiinngg oonnee ffaaccttoorr aatt aa ttiimmee””vvaarryyiinngg aallll ffaaccttoorrss aatt aa ttiimmee””==>> iinntteerraaccttiioonn bbeettwweeeenn ffaaccttoorrss==>> rreedduuccttiioonn ooff ## ooff tteessttss

1100)) IImmpplleemmeenntt pprrooppeerr aaccttiioonnssChosen parameters: Chosen values• process parameter 1 10• process parameter 4 >3• process parameter 5 28• process parameter 8 No• process parameter 9 4• process parameter 10 No influence

Figure 6.3.2. A sample of what the DOE paper could look like (part 2/2).

Requirements:The supplier shall make pro-active studies to ensure that the action plans stated in theProcess FMEA step actually will lower the risks. So called “experience” is not enough, if itisn't described with facts. Are influential critical process parameters defined and explored ina process window?

Submission:This step should be run prior to the Process Sample Approval, in order to verify that theactions suggested in the process FMEA have given the desired results.

Design Of Experiments on Lasering Symbols

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

C E D A B ACD AC AB BD AF AD F AE BF ABD

Effects

Qua

lity

- -

++

+-





6.4 SPC and Inspection Plan

Definition:A process flow presentation that explains how the supplier controls the production.

Purpose:To show a total manufacturing concept, that describes the control mechanisms for criticaland non-critical dimensions/parameters as prescribed by Ericsson requirements, historicalproblems and/or failure analysis studies.

Requirements:There is no specific form required, however the SPC and Inspection plan should begin withthe process flow, preferably in a graphic format. It should include each process step fromincoming inspection to shipping. The plan should consist of, at a minimum, the followinginformation:• Process Step – incoming inspection, stamping, pad printing, etc.• Characteristic/Parameter being measured – force, dimension, adhesion, cosmetics etc.• Specifications/requirements – minimum/maximum requirements, cosmetic inspection

(173 13)• Test Method (if applicable) – Ericsson specified or internal• Measurement Device (include fixture number if applicable)• Measurement Responsibility – operator, QC• Sample Size• Sample Frequency• SPC Method – control chart, worksheet, etc.• Corrective actions/ reaction to out of control/specificationTo begin with, it is enough with a preliminary SPC and Inspection Plan. The importance forEricsson in the initial stage is to review the total manufacturing concept including thepreliminary inspection points included. When the SPVR (step 10 in the SQAP) is sent arevised version of the SPC and Inspection Plan should be sent, depending on the results inthe SPVR.

Submission:Submit the plans to the designated PMQE prior to the Process Sample Approval (PSA -step 9 in the SQAP), so that it is reviewed before the PSA is sent.

Additional Comments:• The results of the SPVR (step 10 in the SQAP) will give more input for which SPC

parameters that should be used for continuous improvement• Compare the total tolerance widths that you are going to use and compare them with the

measuring capabilities of your measuring method (including the measuring equipmentand the knowledge of the operators). For example, if you have a total tolerance width ofa plastic part of 0,04 mm it is not a good idea to use a sliding caliper.





• There are several philosophies for making sure that the components produced areaccording to specifications. The usual way is to inspect for quality, i.e. checking thatthe products are according to the specification in-between the process steps:

Figure 6.4.1. Inspecting for quality

Sometimes it is more efficient (and definitely more pro-active) to control quality bycontrolling the process parameters that influence the final quality. In this manner thesupplier receives information directly on what is happening in the process - wheninspecting quality (as in figure 6.4.1), the results are given after the result has beenprocessed. The risk of producing a lot of scrap is therefore higher.

Figure 6.4.2. Controlling quality

• Please note the differences between the SPC and Inspection Plan and the SPVR. TheSPC and Inspection Plan should include what the supplier thinks is relevant forcontrolling the process and assuring that the components always are according to thespecifications. The SPVR does not always include the same parameters as the SPC andInspection Plan. The purpose of the SPVR is to be the final proof to Ericsson that allcritical parameters are stable. If some parameters are found to be unstable they can beadded to the SPC and Inspection Plan.

• It is essential to include the criteria for approval/failure for each parameter.

IncomingInspection

Delivery

Plasticmoulding

Stamping Plating

Assembly Package

IncomingInspection

Delivery

Plasticmoulding

Stamping Plating

Assembly Package

Dimensions, visualinspections

Dimensions, visualinspections Thickness, visual

inspections, adhesion tests

Dimensions, mechanicaland electrical tests

Temperature, time

Force,feeding speed pH, Ampere, chemical

concentrations, speed

Force, Pressure





Test Frequency Test equipment TrainingIncoming Dimension : 5,4±0,1 3 measures/coil Sliding caliper DoneInspection Dimension : 1,2±0,02

3 measures/coil Micrometer screw Due w 916

Material analysis acc to theISO standard XXXX

1 per 10 delivery External company Certified company

Plasticmoulding

Dimension : 4,2±0,05 : 1,1±0,07 : 1,3±0,05 : 7,2±0,1

First 3 after set-up Co-ordinatemeasuring.machine

Done

SPC on dimension : 1,45±0,02 : 4,6±0,05

3 samples/hour Test fixture Due w 904

Plating Gold thickness min 1µ Au 5 measures/batch X-ray machine DonePH according to doc JJ102-35 revision B3.

Once/week pH tester Done

Width of selective platingaccording to doc JJ 102-41revision B1

5 measures/batch Sliding caliper Done

Stamping Dimension : 0,2±0,03 : 1,32±0,05

First 3 after set-up Co-ordinatemeasuring.machine

Done

SPC on critical angles:: 30° ± 15°: 30° ± 15° : 90 ± 20°

5 samples/hour Co-ordinatemeasuring.machine

Due w 910

Pressure according to docJJ 102-91 revision A1

Continuously Pressure gauge N/A (automatic)

AutomaticAssembly

SPC on dimension: 1,82 ± 0,05: 3,3 ± 0,10: 7,5 ± 0,15

5 samples/hour Test fixture Done

Coplanarity max 0,10 100% Vision system N/A (automatic)

Way-force test on eachcontact pin according todoc JJ 102-101 revision A1

100% In-line tester N/A (automatic)

Contact leg profileaccording to doc JJ 102-101 revision A1

100% Vision system N/A (automatic)

Short-cut test according todoc JJ 102-101 revision A1

100% In-line tester N/A (automatic)

Packaging Pull-off force test on tape-on-reel according to doc JJ102-111 revision B2

1/delivery Test fixture Due w 910

Figure 6.4.3. Example of an SPC and Inspection Plan

Packaging

Delivery

MaterialDelivery Company Example Ltd

IncomingInspection

Plasticmoulding

Stamping

Plating

AutomaticAssembly

All checks are monitored and analysed by the operators.





• Recognise the difference between tolerance widths of single parts and the tolerancewidth of the assembled component. In figure 6.4.4 below, it is not correct to have thesame tolerance width on the plastic housing in incoming inspection as on the totalconnector. This is because the total tolerance width also includes the tolerances of theindividual pogo-pins as well as the effect of the transport between process steps and theassembly of the pogo-pin in the plastic housing. If one uses all of the tolerance width inincoming inspection it means that one says that the rest of the production processes canhave no variation at all.

Figure 6.4.4. A pogo-pin connector illustrates that the total tolerance width of the assembled component is thesum of the individual tolerance widths together with the effects of transports and the assembly process itself.

6.5 Preparation for the Serial Process Verification Run (Preparation SPVR)

Definition:A preparation from the supplier on how the supplier will perform the SPVR together withthe supplier's suggestion of which parameters that will be considered critical.

Purpose:• To reach a consensus between Ericsson and the supplier on what should be done in the

SPVR and which critical parameters to concentrate on.

Requirements:An SPVR is always required for new processes/components/sites/materials etc. Thepreparation SPVR should begin after a stable design and process flow has been established.The general requirements in the SPVR are given by this guideline; specific requirementscan be given by the assigned PMQE.

This step begins with the supplier suggesting which parameters they think are critical(functional parameters and parameters that need to be controlled within their ownproduction), together with conditions concerning the SPVR and the goals that the supplierhas set up to achieve. The PMQE will then review these suggestions and discuss them with:• the designer (who has a more complete picture of the interface between the component

and the rest of the phone)• production engineers at the Ericsson factory (who might have critical parameters on

the component to pick and place, solder, assembly etc).The final outcome of the suggestion and the following discussion will then fix an agreementon which parameters that are critical together with the final conditions and goals.

7,0 ± 0,1 7,0 ± X1X3

+ 2 x

∅ 1,0 ± X2

X4 (transport + assembly)

= +





Proposal for SPVR

1. Process step 1: Injection moulding1.1. General conditions

• A visual check will be performed every 15 minutes, to exclude those parts that are filledincomplete, or show surface defects. If a bad part should be found, all parts produced since thelast check will be sorted out.

• For the Cp/Cpk analysis, 8 samples will be taken every hour (two samples/cavity). The SPVRwill take 16 hours of production time (normal production regime is two shifts).

• Two material batches will be used. Two tool-set-ups will be done during the SPVR.1.2. Expected yield: 99,5%

Recorded will be:1. N° of produced parts, should be 32.000 housings2. N° of bad parts (sorted per scrap cause),3. N° of samples and sampling times of production samples for Cp/Cpk-statistics,4. time needed for start-up,5. time needed for shut-down,6. down-time during run, along with cause for stop and remedy,7. total run time (from beginning of start-up to complete stop)

The ratio stand-still time/total run time (not including start-up time and shut down time), should be=1.67

Cp/ Cpk>=1.333±0,10 single dimension in housing to determine total height

02 measuring protocol,10 parts

1±0,10 single dimension in housing

03 Cm/ Cmk>=1.67 Max 0,06 Flatness of housing top04 Cm/ Cmk>=1.67

Cp/ Cpk >=1.3318±0,10 total length


15,4±0,10 length dimension


3,4±0,05 dimension in housing

07 Cm/ Cmk>=1.67Cp/ Cpk >=1.33

18,5±0,10 total width of housing


16,1±0,10 determines width of free space to slide in the SIM card

09 Cm/ Cmk>=1.67 Max 0,02 determines coplanarity of SIM reader

Figure 6.5.1. A sample of how the Preparation SPVR paper could look like (part 1/3)Please note that this sample includes which dimensions that will be included with the prototype

samples (this is when Cmk and Cpk levels are given for the same dimensions).

Company Example LtdSIM Connector SXA 104 7089





2. Process step 2: Stamping contacts2.1. General conditions

Production will run in a two-shift regime. The stamp tool produces 12 contacts per stroke within aframe. Cm, Cmk, Cp and Cpk will be measured on four contacts/frame. Two material batches will beused. 20 samples (complete frames) will be taken at the end of each produced reel (a reel contains ca.10.000 contacts). As many of these samples, evenly distributed, to attain the required 125 parts willbe retained for the statistical analysis. The SPVR will take 16 h of production time.

2.2. Expected yield: 100%Recorded will be:1. N° of produced parts, should be >=350 000 frames,2. N° of bad parts (sorted per scrap cause),3. N° and sampling times of production samples for Cp/Cpk-statistics,4. time needed for start-up,5. time needed for shut-down,6. down-time during run, along with cause for stop and remedy,7. total run time (from beginning of start-up to complete stop)

The ratio stand-still time/total run time (not including start-up time and shut down time), should be=1.67 1.45±0,05 width02 Cm/ Cmk>=1.67

Cp/ Cpk>=1.336,63 ±0,10 contact beam height in flat condition

03 Measuring protocol, 10 parts Max 0,1 height of contact tip in flat position04 Cm/ Cmk>=1.67

Cp/ Cpk>=1.330,45±0,05 height of SMD-pad,

05 Measuring protocol, 10 parts 6,63 ±0,10 length dimension, determines contact length and force06 Measuring protocol, 10 parts Max 0.02 Position 0.02 determines coplanarity

3. Process step 3: Plating contacts3.1. General conditions

All contacts produced in the SPVR for the contacts stamp will be handled to perform the SPVR. Thetime needed for start-up and shutdown will be recorded. Two material batches will be used.20 samples (complete frames) will be taken at the end of each produced reel (a reel contains ca.10.000 contacts). As many of these samples, evenly distributed, to attain the required 125 parts willbe retained for the statistical analysis.

3.2. Expected yield: 98%Recorded will be:1. N° of produced parts, should be >=366.000 frames / 16 h2. N° of bad parts (sorted per scrap cause),3. N° and sampling times of production samples for Cp/Cpk-statistics,4. time needed for start-up,5. total run time6. time needed for shut-down,7. down-time during run, along with cause for stop and remedy

The ratio down-time/total run time (not including start-up time and shut down time), should be





3.3. Significant CharacteristicsThe plating thickness will be measured according to the 1301 (rev PA 16) and 1528 (rev PA 3) (onthe SMD-foot for Ni and SnPb, on the contact beams for Ni and Au). The contact strip will bechecked for damaged springs. This will be done visually at regular intervals, during production.

4. Final assembly4.1. General conditions

A production run of 16 h will be performed. This will include two regular start-ups and shutdowns ofthe automated line. Different batches of input material will be fed to the line.6 samples will be collected each half-hour (two samples per assembly unit: six parts are produced inone stroke).

4.2. Expected yield: 96% first 4 weeks, 97% week 5-8, 98% week 9 -Recorded will be:1. N° of produced parts, should be >= 65.100 pieces2. N° of bad parts (sorted per scrap cause) detected by the in-line inspection station,3. N° of bad parts (sorted per scrap cause) detected in the production samples for Cp/Cpk analysis4. N° and sampling times of production samples for Cp/Cpk-statistics,5. time needed for start-up,6. time needed for shut-down,7. down-time during run, along with cause for stop and remedy,

The ratio down-time/ total run time (not including start-up time and shut down time), should be=1.67

Cp/ Cpk >=1.33Max 3,66 Total height

02 Cm/ Cmk>=1.67 18,5±0,10 Total width03 Cm/ Cmk>=1.67 18,0±0,10 Total length04 Cm/ Cmk>=1.67

Cp/ Cpk >=1.33Max 0,1 coplanarity

05 Cm/ Cmk>=1.67Cp/ Cpk >=1.33

Min 0,3 NMax 0,9 N

contact force (for compressed spring)

06 Cm/ Cmk>=1.67 Min 0,12 position of contact tip07 Measuring protocol 10 parts Min 0,10 stand-off of solder tails08 Cm/ Cmk>=1.67

Cp/ Cpk >=1.337,3±0,10 longitudinal position of contacts

09 Cm/ Cmk>=1.67Cp/ Cpk >=1.33

16,0±0,10 longitudinal position of contacts

Figure 6.5.3. A sample of how the Preparation SPVR paper could look like (part 3/3).Please note that this sample includes which dimensions that will be included with the prototype

samples (this is when Cmk and Cpk levels are given for the same dimensions).

RecommendationPlease use the Preparation SPVR to settle which parameters that are considered importantfor the Process Sample Approval (PSA - step 9 in the SQAP). These parameters are oftenalmost the same as the SPVR parameters. The number of samples needed to be sent to thedesigner and to Ericsson factories (for the PSA) can also be determined at this time.





Submission:In figure 6.5.4 below we see that the preparation SPVR is a crucial step, since it defineswhat should be done in later steps. It is vital to do this step as soon as possible in order toensure that the supplier is focusing on the correct critical parameters and in order to be ableto submit capability analyses on prototype samples (step 8 in the SQAP). The submission ofthe preparation SPVR should therefore be done before supplying prototypes.

Figure 6.5.4. The connection between the preparation SPVR,capability studies and the SPVR (steps 5, 8 and 10 in the SQAP).

6.6 Quality Plan for Sub-suppliers

Definition:A structured quality assurance plan covering the:• processes at sub-suppliers• transportation between the sub-suppliers' processes• transport between the sub-suppliers and the supplier.

Purpose:• To ensure similar quality standards are placed on sub-suppliers as are required of

Ericsson direct suppliers.• To shorten the lead-time of information if Ericsson has any claims during volume

production.

Requirements:It is the responsibility of Ericsson's suppliers to require all quality assurance actions anddocumentation needed to secure the overall performance of the Ericsson sub-componentsfrom their sub-suppliers. This may be approached in a manner similar to the EricssonSQAP or as a similarly structured plan. The level of detail will be dependent on the sub-supplier's products or processes, and their significance on the product supplied to Ericsson.

All the demands in the SQAP apply to the complete component delivered by the supplier.All parts manufactured by sub-suppliers are considered the supplier's full responsibility. Forexample, a Cpk demand of > 1,33 also applies to the sub-suppliers and it is up to thesupplier to prove to the PMQE that they have this control over their suppliers' processes. IfEricsson has a problem with the component it is the supplier's responsibility to have thecommunication and control over the sub-supplier so that information concerning qualitycan be assessed very quickly (within one working day). Examples of the type of

Capacity limit

Volume

PreparetheSPVR

Capability studies

SPVR:Verify

capability&

capacityCapability studies

Engineering and Factory prototypes




LD/ECS/CI/LPC Nicklas Jonsso

Documents

Supplier Quality Assurance Plan Guidelineu.dianyuan.com/bbs/u/38/1139568901.pdffor the Ericsson Supplier Quality Assurance Plan (SQAP). This tool is used during the development phase