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Preface
PREFACE
This Masters Thesis is the last part of our education in Industrial Management and
Engineering with concentration towards Quality Technology and Management at Lule
UniversityofTechnology.ThethesisisconductedatBroseSwedenABinGothenburg.
Wewould like toexpressourgratitude toour supervisorAndersEricson forgivingus the
opportunitytodoourMastersThesisatBroseSwedenAB.AndersEricsongaveusexcellent
guidanceandahelpinghandwhenneeded.
We would also like to thank Rickard Garvare, our supervisor at Lule University of
Technology, for excellent feedback and support during the project. Rickard Garvare has
followedusduringourprojectandalwaysbeenthereforusifneeded.
At lastwewould like to thank our roommates Sanna Thelin andGustafWikstrm for a
wonderful timeandmanyhilariousevenings together.Theyhavebeen there forus inour
upsanddowns,manythanks.
Gothenburg,February2007
______________________ ______________________
ClaesGustafsson AndreasPersson
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Abstract
ABSTRACT
Brose is a supplier to the automotive industry, with more than 40 vehicle brands as
customers.It isworldmarket leaders indoorsystemandwindowregulatorsandEuropean
market leader in seat system. Themanagement system in the new plant inGothenburg,
Sweden, iscertifiedaccording to ISO14001andTS16949.At theoutsetof this study the
companywasready togo towardsanewstep, fulfillingcustomerdemands fromFordand
Volvocars
to
become
certified
according
to
Q1,
which
is
astandard
for
management
sub
systemsincludingfundamentalqualityandmanufacturingdisciplines.
Brosewanted theauthors to lead the implementationwork inGothenburgand tomakea
standardizedworkmodel for other new plants. The collection of data has come through
interviewsandbrochures,whichwere thenanalysedandusedwhencreatingamodel for
implementation.Q1,TS16949and ISO14001aresimilar toanumberofotherstandards.
Wehave
gone
through
some
of
them
and
made
comparisons
in
order
to
find
ways
to
facilitatetheimplementationofQ1.
Whenworkingwithqualitysystems it isnecessary tocreateawareness for theemployees
andsetgoalsfortheimplementationwork.Thereisalsoaneedtoeducateemployeesand
builduptrustforthesystemtomake itusableforthecompany.Theimplementationwork
has tobedelegated tobeable tocreateawarenessbetween theemployeesand tomake
them feelneeded.Recurringmeetingsand learningarekeyelements tobuildasuccessful
qualitywork. The team spirit in the company comes from themanagers expressing their
gratitude to all employees and making them aware of the situation, the work towards
customersatisfaction.
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TableofContents
TABLEOFCONTENTS
1 INTRODUCTION..................................................................................................................................... 1
1.1 CORPORATEPROFILE................................................................................................................................... 1
1.2 Q1.......................................................................................................................................................... 4
1.3 PROBLEMDISCUSSION................................................................................................................................. 5
1.4PURPOSE
...................................................................................................................................................
6
2 METHODOLOGY.................................................................................................................................... 7
2.1 LITERATURERESEARCH................................................................................................................................. 7
2.2 RESEARCHSTRATEGY................................................................................................................................... 7
2.3
THE
DMAIC
IMPROVEMENT
PROCESS
............................................................................................................
8
2.4 DATACOLLECTIONMETHOD........................................................................................................................ 12
2.5 INTERVIEWS............................................................................................................................................. 12
2.6 RELIABILITYANDVALIDITY.......................................................................................................................... 13
3 THEORETICALFRAMEOFREFERENCE................................................................................................... 15
3.1 Q1REQUIREMENTSANDEXPECTATIONS........................................................................................................ 15
3.2 TS16949............................................................................................................................................... 17
3.3 ISO14001............................................................................................................................................. 18
3.4 ODETTE/MMOG..................................................................................................................................... 19
3.5QUALITYSYSTEM
......................................................................................................................................
21
3.6 TQM..................................................................................................................................................... 22
4 EMPIRICALSTUDIESANDANALYSIS..................................................................................................... 28
4 1 D 28
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TableofContents
TABLEOFAPPENDIX
BroseCustomer Appendix1
WorldMapoverBrosePlants Appendix2
InterviewGuide Appendix3
Q1ScoringThresholds Appendix4
OrganisationChart Appendix5
CustomerEndorsementLetter Appendix6
CustomerEndorsementMatrix Appendix7
HandbooktoQ1ImplementationMatrix Appendix8
Q1ImplementationMatrix Appendix9
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Introduction
1 INTRODUCTION
Thissectionstartswiththecompanypresentationandfurtheronpresentingtheproblemina
problemdiscussionthatleadstothepurposeofthereport.
1.1 CORPORATEPROFILE
The companypresentationwillguide you through the corporationofBrose, theirhistory,
theirproducts
and
their
way
to
produce.
1.1.1 HISTORYANDBACKGROUND
In 1908 Brosewas founded in Berlin byMax Brose andwas at first primarily a trading
company for automotive accessories and aircraftmaterials. Today Brose operates and is
partnertothe internationalautomotive industryandsuppliesmorethan40vehiclebrands
around theworld, see appendix: 1.With 8,800 employees at almost 40 locations in 20
countries, see appendix: 2, Brose isworldmarket leader inwindow regulators and door
systems(Brose,2006).BroseisalsotheEuropeanmarketleaderinseatsystemsandhasthe
thirdpositioninclosuresystems(Brose,2006).Becauseoftheirlargemarketsharesthereis
in factat leastoneBrose component inevery fourth vehicleproducedworldwide (Brose,
2006).During the time from1908untilnowBrosehasbeenoneof thebiggest innovative
firmsontheirmarket(Brose,2006).Amongstseveraldifferentinnovationsithasforexample
beenworld firstwithwindow regulators that couldhold the glass inanyposition (Brose,
2006). InSeptember2000Brosepresentsa seatadjustermechanismat the International
FrankfurtMotorshow,theweightisonly28grams(Brose,2006).
Inthesummerof2004theconstructionoftheBroseGroupsfirstScandinavianproduction
sitein
Gothenburg
was
started,
see
Picture
1.1.
This
plant
in
Gothenburg
is
ajust
in
sequenceplant (explained inchapter1.1.3) thatproducesapproximately5,600unitseach
weekfordoorsystems.In2006therewereabout50employees,includingthedevelopment
and customer teams for the Swedish automakers (Brose, 2006), see appendix 5 for the
currentorganisationchart.
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Introduction
1.1.2 THE PRODUCT
Brosedivides
its
products
in
two
categories,
Technology
for
doors
and
Technology
for
seats.
Thosecategoriesarefurtherdividedintocomponents,systemsandelectronics.
1.1.2.1 TECHNOLOGYFORDOORS
Brosebothdevelopsandproducesallessentialsystemandcomponentsfortheautomotive
doors.ThemainproductoftheGothenburgplantisasystemsolutionconsistingofdifferent
subcomponents, steel carrierplate, latch,window regulator, speakersandall surrounding
systems.Thesedifferentsubcomponentsareassembledontothesteelcarrierplatecreating
thesteelcarrierplatesystemsolution,seePicture1.2and1.3.(Brose,2006)
Picture1.2:Thesteelcarrierplatesystemsolution Picture1.3:Thesidedoorlatch
1.1.2.2 TECHNOLOGYFORSEATS
Brosesproducts
in
seat
technology
have
awide
range
from
manual
adjustment
component
upto18waypowercomfortseatsystems,seePicture1.4and1.5.
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Introduction
Picture1.4:Themanualseatheightadjuster Picture1.5:Thepowermultifunctionalseat
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Introduction
1.1.3 PRODUCTION
BrosesplantinGothenburgusesanextensionofjustintimethatiscalledjustinsequence
(Brose,2006). Just in sequencemeans thateach component reaches thecustomerat the
righttime, intherightsequence,andintheappropriateversion.Thiswayofproducinghas
become a necessity because of the changes in the automotive industry. Themajority of
components isnotproducedby themanufacturerbut comes instead from supplierswith
increasingnumber
of
responsibilities
in
the
production,
development
and
logistics
(SAP
AG,
2003).Asthepicture1.6shows,Broseonlygot180minutesfromgettingthesequencecall
untilthedeliveryandlinefeedingstarts.
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Introduction
improvement.Suppliersareexpected toattainacertainmark, toput the tools inplace to
maintain excellence and to improve in every area with each passing year. Q1 is also a
requirement fromFord ifyouwanttobeasuccessfulsupplier toFord (Q1secondedition,
2003).
1.3 PROBLEMDISCUSSION
Highqualityhasoftenbeenan important factorwhenmanufacturing cars,but ithas run
with
a
parallel
to
low
costs.
The
main
thing
suppliers
struggle
for
is
to
meet
or
preferably
exceed the car manufacturers needs, because of the high market competition. Car
manufacturershaveoftenbeeninthefrontlineofseekingnewwaystosolveproblemsand
leadthewaytonewqualitytools,asforexampleJustinTimeproduction(JIT)byToyotain
the1970s.
Costsofpoorqualityimpactonhowthecompaniesoftodayplantheirstrategy,partlytobe
morecompetitive
against
their
rivals
and
partly
more
obliging
to
their
customers.
A
car
manufacturer can often choose and control a supplier; they can put demands on their
supplier tohavedifferentdiplomasand certificates. In the car industry theneed forhigh
qualityhasmademanycarmakerstocreatetheirowngradelabelling.Fordnowrequiresits
supplierstobecertifiedaccordingtotheirownqualitystandard,Q1.TogetQ1statusyou
first need to be certified according to ISO 16949, 14001 and MS 9000/Odette/MMOG.
Besidesthese
ISO
certifications
Ford
has
numerous
expectations
and
demands
thats
needs
tobefulfilledtogetandkeepQ1status.
AsasuppliertoVolvo,ownedbyFord,BroseneedstohaveQ1statustobecompetitive.At
the time of this report Brosewas certified according to ISO 14001 andwas also aiming
towardsTS16949.ThisisanimportantstepforBrosewhichgoalistobecertifiedwithQ1in
thebeginningof2007.BrosehasnostandardizedwaytoimplementQ1intheirplantswhich
canlead
to
higher
costs
and
more
problems
during
the
implementation.
These
costs
and
problemsmightbeavoidedbyusingastandardizedguideonhowtoimplementQ1intheir
plants.
AmanageratBrosesaidthattheirproblemwhenimplementingnewsystemslikeISO14001
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Introduction
1.4 PURPOSE
Thepurpose
of
this
thesis
is
to
develop
an
implementation
model
for
the
customer
requirementsystemQ1,which isusableandhelpfulforBrosesnewplants,whichneedto
havetheircertificationsandcustomerstatusapprovalreadyassoonaspossible.
Theimplementationmodelissupposedtoincludethefollowing:
Timetable
with
explanations.
Responsibilityareasforalldepartments.
FocusAreas.
Allroutinesthatisexpected.
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Methodology
2 METHODOLOGY
In this section apresentation of used methodsfor the report are introduced and how the
procedureshavebeen.
2.1 LITERATURERESEARCH
According toDenscombe (2000) researchersshould startbydoinga literature research to
getagreater
understanding
about
existing
knowledge
in
the
chosen
subject.
To
get
agreater
understandingofour subjectwe started todo anexaminationof theavailable literature.
ThiswasdoneatfirstbysearchingthetwodatabasesLuciaandLibrisandcontinuedfurther
onwithEmeraldandEbsco.WordsusedascriteriastofindarticlesonoursubjectwereISO
9001, ISO 14001, Q1, implementing quality system.We also tried to use different
compositionandoperatorsof thesewords to findadditionalarticleson thesubjectas for
exampleImplementing
ISO
9001
and
ISO
14001.
There
were
some
articles
that
were
useful
andapplicableonoursubjectbuttheresultsvariedandforwrittenreportsorotherstudies
onQ1wecouldnotfindanythinghelpful.
2.2 RESEARCHSTRATEGY
Denscombe (2000) advocates that case studies are used to study things in detail and
thereforegain
valuable
and
unique
insights
about
the
research.
Denscombe
(2000)
mentions
that case studies concentrates on one or a few unitswith the purpose to get a deeper
understandingforevents,relations,experiencesorprocessesthatemergesintheparticular
unit.Denscombe(2000)alsodescribesthatthetypicalobservationischosenbecauseofthe
possibilitytoapplyresultsfromtheresearchontoothercases.Thismeansthatoneresultis
possibletogeneralizeontothewholegroup.
Denscombe(2000)claimsthatsurveystudiesareusedwhentheresearcherwantstohavea
widerangeofdatathatgivesadescriptionofthepresent.UnlikethecasestudyDenscombe
(2000)claimsthatsurveystudiespreferablyusesa largenumberofresearchunitstogeta
wide coverage of data. Further Denscombe (2000)writes that quantitativemethods like
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Methodology
ourresearchstrategy.Ourchoicetousecasestudy isalsosupportedbythe factthatcase
studiesgivetheresearcheradeeperunderstandingofeventsandprocessesintheparticular
unit,accordingtoDenscombe(2000).
According toBergman&Klefsj (2001)unwantedvariation isa very important source for
costs and unsatisfied customers. Bergman & Klefsj (2001) continues to explain that
elimination of variation can result in dramatic result enhancementswhich are the single
most important issue forSixSigma.Theyalsomean thatSixSigmagivesasystematicand
structuredway
of
working
that
often
result
in
requisite
enhancements.
Thisstatesthatwewillusethedifferentphases intheDMAICcycleandapplythemtothe
casestudyandgainthebenefitsfrombothofthesetheories.Themost importantbenefits
that we will gain is the structural way of working from DMAIC and the possibility to
generalizeourresultsfromasingleresearchunittotheotherplantsintheBrosegroup.
2.3 THEDMAIC
IMPROVEMENT
PROCESS
Sixsigmagivesasystematicproceduretobring therequisites improvements.Accordingto
Brue(2002),Foster (2003)andPande&Holpp (2001)DMAICconsistsof fivesteps:define,
measure,analyse,improveandcontrol.
2.3.1 THE DEFINEPHASE
This is the first step in the improvementprocess.According toPande&Holpp (2001) the
teamsgoalwiththe improvementsareto identifyanddefinetheproblem.Theteammust
firstansweranarrayofquestions:Whatareweworkingon?Whyareweworkingon this
particularproblem?Who isthecustomer?Whatarethecustomersrequirements?How is
thework currently beingdone?What are the benefits ofmaking the improvement? This
couldeasy
be
overviewed
in
achart
according
to
Pande
&
Holpp
(2001).
The
chart
usually
contains:
Abusinesscase:Whyisthisparticularopportunitybeingchosen?
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Methodology
Methods:theproceduresortechniquesusedindoingthework
Machines:thetechnology,suchascomputers,copiers,ormanufacturingequipment,
usedinaworkprocess.
Materials: thedata, instructions,numbersor facts, forms,and files that, if flawed,
willhaveanegativeimpactontheoutput.
Measures: faulty data resulting from measuring a process or changing peoples
actionsonthebasisofwhatsmeasuredandhow.
Mother Nature: environmental elements, from weather to economic conditions,
whichimpact
how
aprocess
or
abusiness
performs.
People:akeyvariableinhowalltheseotherelementscombinetoproducebusiness
results.
TousetherighttoolsisoneofthebigchallengesintheAnalysisstep, itdiffers,sometimes
simpletoolscansolveaproblem,asforexamplewhenanalysingqualitativedatawhileother
timesmoreadvancedtoolsisnecessary,whencalculationsmightberequired.
2.3.4 THE IMPROVEPHASE
In the improve phase new ideas to the problems have to be tested, refined and
implemented.
Sometimes
even
the
problem
has
to
be
refined
when
new
information
raises,
example fromthetesting.Agoodwayto learnnewwaysofsolvingproblems isto lookat
othercompaniesorothergroupsintheirbusinesstoseewhethertheycanborrowsolutions
orideas.Onceseveralpotentialsolutionshavebeenproposed,morecriteriacome,including
costsandlikelybenefitstodecidethemostpracticalsolution.(Pande&Holpp,2001)
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Methodology
Developingamonitoringprocesstokeeptrackofthechangestheyhavesetout.
Creatingaresponseplanfordealingwithproblemsthatmayarise.
Helping focusmanagements attention on a few criticalmeasures that give them
current information on the outcomes of the project (the Y) and key process
measures,too(theXs).
Fromthepeoplestandpoint,theteammust:
Selltheprojectthroughpresentationsanddemonstrations.
Handoff
project
responsibilities
to
those
who
do
the
day
to
day
work.
Ensuresupportfrommanagementforthelongtermgoalsoftheproject.
Whenthesolutionhasbeenimplementeditcanseemdifficulttowalkawayfromaproject,
thattheteamhasbeenworkingoninthelastsmonths.(Pande&Holpp,2001)
2.3.6 QUANTITATIVEORQUALITATIVEMETHOD
Denscombe (2000) claims that there is no clear distinction between quantitative or
qualitativeresearch,primarilybecausetheyarenotexcludingeachother.Nevertheless,the
largest distinguishing factor between these two research methods is according to
Denscombe(2000)
the
use
of
numbers
or
words
as
the
analysis
unit,
where
qualitative
researchusuallyuseswordsastheirprimaryanalysisunit.Denscombe(2000)alsodescribes
thequalitativemethod aswell suited for smallscale studies thatdescribeseventswith a
holistic view and that the researchers role in constructingdata is importantbecause the
researcheristhetoolthatinterpretsalldata.Incontrasttoqualitativeresearch,quantitative
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Methodology
2.4 DATACOLLECTION
METHOD
Insteadofjustusingliteratureasintroductiontotheresearchitcanalsohaveamorecentral
roleastheactualobjectforresearch.AccordingtoDenscombe(2000)literaturecanbeused
in research projectswhen it is used as background information or as a source for data.
Denscombe (2000) claims that there are seven different subtopics in literature as a data
sourceandoneofthemisbooksandjournals.
Denscombe (2000)writes that interviews are a very attractive alternative for researchers
because it seems easy tomaster. Although it seems easy tomaster Denscombe (2000)
describesanotherscenarioandarguesthatinterviewsarenotonlyconversations.Insteadof
a simple conversationDenscombe (2000) describes interviews as a series of assumptions
based on deep knowledgewithin the areaof the interview.He continues to explain that
interviewsare
used
when
the
researcher
needs
in
depths
information
on
the
subject.
According toDenscombe (2000) there are two questions that the researcher should ask
himselfwhendecidingondoinginterviews;
Isindepthinformationnecessaryfortheresearch?
Isit
reasonable
to
rely
on
so
few
sources?
(Interviews
cost
more
and
takes
more
time
thanforexampleaquestionnaire,thereforethesameamountisalmostneverviable)
After having considered these two questionswe came to the conclusion that comparing
existingliteraturewithinterviewsofkeypersonalforimplementationofQ1wouldprobably
be thebestdatacollectionmethod.Wealsorealized thatwehadassumptionsonhow to
solveour
problem
that
needed
to
be
confirmed
by
someone
who
had
existing
knowledge.
Theassumptionswehadonhowtosolvetheproblemwere:
To divide the expectations so that it should be more clear
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Methodology
wantstobeflexiblewhenitcomestonicheanddevelopinavisualpurpose.Theinterviews
wheresupportedwiththehelpfromourinterviewguidesinAppendix3.
Trost (2005)accountsthatthere isoftenbetter thatthe interviewerworks inapar ifthey
ensembles.Theycansupporteachotherunder the interviewwhile itbecomesbetterand
more information is usable. Trost (2005) continues to explain that on the other side the
interviewee perhaps feels under pressure if the interviewer is two,when the subject is
personal, while if the interviewer represent his business it can be polite if it is two
interviewer.
We
decided
both
to
be
there
at
all
interviews,
easier
to
remember
information
andagreatteamtogetherexceedsthedisadvantages.
Wedeterminedtonotuseataperecorderduringtheinterviews.AccordingtoTrost,(2005)
ataperecorderisforexampleusefulifyouarealoneasaninterviewerorifyouareapoor
handwriter.Wedecided instead thatoneofusshouldwritedownnotesandat thesame
timetrytosupportactiveintheinterview.
Tobestcomplywiththepurposeofthisresearchwechosetointerviewpersonsinvolvedin
somehow with Q1 implementation, they should be at different positions or different
companiestogetabetteranddeeperunderstandingandmanypointofviews.
BroseintroducedustoQ1andtheprojectbyhelpingustofindthebrochureaboutQ1and
by showingus theSIM system,which isusedby the supplier to report to theVolvoSTA.
Brosealso
helped
us
with
names
at
Volvo
and
other
supplier
with
Q1
status
that
we
could
contact.Theythen letusfindourownwaytohelpthem.Brosewantedustogathermore
informationonhowtheimplementationworks,includingtipsandpitfalls.
2.6 RELIABILITYAND VALIDITY
Abigaspect inscientificresearches istoachieveabigagreementaspossiblebetweenthe
theoriesand
the
empirical.
(Andersen,
1998)
Bell
(2000)
claims
that
validity
is
ameasure
on
how a specific question describes or measures the same as it refers to. Befring (1994)
describes it as whether the result is agreed with the desired result or if it has been
influencedbyotherfactors.Bell(2000)describesreliabilityasameasuretowhatextentan
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Methodology
data.Afterwardswediscussedtheanswerandtypedtheresultof itsothatwebothhada
completeawarenessoftheanswers.
Wehaveall the timebothbeen awareofwhat thenext step is supposed tobe.A close
discussionhavemadeitclearforbothofus,wethereforehavehadthechancetoachievea
betterwork and concentrate our skills on themost important, to create a fullyworking
matrix.
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TheoreticalFrameofReference
3 THEORETICALFRAMEOF REFERENCE
Inthissectionourusedtheoreticalframeisbeingpresented.Thesetheorieswillbeusedlater
andwillbethebasefortheanalysisandtheresult.
3.1 Q1 REQUIREMENTS AND EXPECTATIONS
ToreceiveandkeepQ1status therearenumerousofrequirementsandexpectations that
haveto
be
fulfilled.
Key
areas
are
capable
systems
and
manufacturing
site
assessment,
besides these two keyareas there are alsoongoingperformance, customerendorsement
andcontinuousimprovement.
3.1.1 CAPABLESYSTEMS
Toevenbeconsidered forQ1 status suppliersneed tohave thirdpartycertification inTS
16949orQS9000andtheISO14001environmentalstandard.Suppliersalsoneedtoshow
compliancetoMS9000,OdetteorMMOG(Q1secondedition,2003).Theselfassessmentof
MS9000,OdetteorMMOGmustbeenteredviaGSDBonlineby1stofAugusteachyear.If
anyofthesecertificationsarerevokedtheQ1statuswillbeinjeopardy.
3.1.2 ONGOINGPERFORMANCE
Ford measures ongoing performance with scoring thresholds and five key performance
metrics.Dependingonthesiteperformancetheygainorlosepointsaccordingtothescoring
threshold, see appendix: 4. Every newQ1 supplier starts ofwith 1000Q1 points, these
pointsarethenrecalculatedandreportedinSIMeachmonthbasedonthemostrecentsix
month performance. In addition to these metrics manufacturing site assessment and
warrantyperformancearealsotaken inconsiderationwhencalculatingthemonthlyscore.
The five key metrics are listed below but manufacturing site assessment and warranty
performanceisexplainedinthefollowingchapters.
Fieldserviceactions;hasFordbeenforcedto intervenebecauseofsupplierfailure?
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TheoreticalFrameofReference
locations, in proper quantity andwith the right information? (Q1 second edition,
2003)
Violationsoftrust;hastheSupplierTechnicianAssistancebeeninformedofchanges
in the production, changes in equipment, supplier or subsupplier changes? (Q1
secondedition,2003)
Ongoing
performance
does
not
need
to
be
in
consideration
during
the
implementation,
but
it is one of the most important part when achieved Q1 status. Although ongoing
performanceisnotgradedduringtheimplementationyoustillneedtohavesixmonthofa
cleanPPMrecord.
3.1.3 MANUFACTURINGSITEASSESSMENT
Themanufacturing
site
assessment
defines
Fords
quality
requirements
and
is
akey
component of Q1. The meaning of the manufacturing site assessment is to evaluate
suppliers quality system and how well the site performs and plans for manufacturing
process capability. In order to achieve and keepQ1 status the site need to demonstrate
evidenceforthesefundamentals.Foraspecificlistoftheexpectationsonthemanufacturing
siteassessmentseeappendix:9.
TobeabletoreceiveandkeepQ1statussuppliersneedtobeableto listevidenceofeach
specificexpectation to theirSTAon themanufacturingsiteassessment.TheSTAwillhave
thepossibilitytobasetheirdecisionontheselfassessmentthatarereported inSIMorby
doinganonsiteassessmentofallpoints.
3.1.4 WARRANTYPERFORMANCE
WarrantyperformanceissomethingthatwillbeimplementedinQ1lateronbutasfornow
itisnotimplementedinthescoringthresholdoftheQ1system.
3.1.5 CUSTOMER ENDORSEMENT
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TheoreticalFrameofReference
Recognition;Q1isasignthatyourfacilitystandssidebysidewiththebestsuppliers
inthe
world
(Q1
second
edition,
2003).
Publicityandadvertisingprivileges;Q1statusallowyoutopublicizeyourcompany
withtheprestigiousQ1flag(Q1secondedition,2003).
Self certification; As a Q1 supplier, you will be eligible,with Supplier technician
assistance concurrence, to selfcertify to the Production Part Approval Process
requirementsofQS9000andTS16949(Q1secondedition,2003).
World excellence award; asQ1 supplier youwill be eligible forworld excellence
award,whichacknowledgethebestofthebest(Q1secondedition,2003).
PreferredstatuswithFord;thismightbethemostimportantbenefitfromhavingQ1
status.Preferred statuswithFordgives your facility thepossibility to comeunder
consideration fordevelopment and sourcingofnewproducts (Q1 secondedition,
2003).
3.2 TS16949
Prior to 1996 the automotive industry had asmany quality standards as therewere car
producers. Suppliers could supply severalof these carproducers at the same timeand it
couldbeveryproblematictocomplywithallofthesedifferentqualitystandardsatthesame
time. This problem came to the automotive industries attention and The International
Automotive Task Forcewas created in 1996 to resolve this problem. IATF Togetherwith
representatives from ISOTC 176 started developments towards the new standard
ISO/TechnicalSpecification 16949startedandtodaytheyaretryingtoadeptISO/TS16949
to ISO9001. Thequality standards thatwereused todevelop ISO/TS16949 can herebe
seen:(Bergman&Klefsj,2001).
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TheoreticalFrameofReference
VDA 6.1 (Verband der Automobilindustrie) represents the German automotive
industry
EAQF (Rfrential dEvaluation dAptitude Qualit Fournisseurs) represents the
Frenchautomotiveindustry
AVSQ (ANFIA Evaluation of Quality Systems) represents the Italian automotive
industry
(A)QS9000representstheAmericanautomotiveindustry
3.3 ISO14001
The Environmental Management Systems is an activity system for companies and
organisations who want to run an affective and structured environmental work. The
ManagementSystemconstitutesavoluntarytoolthatshouldmaketheworkeasier,andthe
standards give a work model for constant improvements (Morris 2004)
VDA6.1
EAQF
AVSQ
AQS9000
TS16949
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TheoreticalFrameofReference
can for example be environmental certified, assumed that the production fulfils the
requirementsforthecertification.(Morris,2004)
3.4 ODETTE/MMOG
One areawith significant development progress ismaterialmanagement. As automotive
originalequipmentmanufacturersseektobalanceproductionwithdemand,itisparamount
thatrightsupplierareattherightplantattherighttimeforproductiontostayonschedule.
For automotive suppliers that argue delivery performance must be perfect. If supplier
deliveryperformanceisfaultypenaltiesareappointed.
Industry collaboration has delivered standardized rules for material management which
intendedtoimproveefficiencyandaccuracy,aswellasreducecostsfromerrorsandwaste.
Insightsfromearlyadopterssuggestthatthesestandardsservetheirpurpose,andmore.For
example it was recognized that effective and efficient materials management can help
minimizesupply
related
risk,
from
overstocking
to
getting
the
wrong
components.
To
get
a
handle on material management Ford motor company created materials system
requirementsandVolvoputlogisticsevaluationdocumentsinplace.
AutomotiveIndustryActionGroupinNorthAmericaandOdetteInternationalinEuropetook
noteoftheserulesandguidelines thatwerecreated,andthe fact thateachmanufacturer
haddifferentsetofrulesandguidelines.These tradegroups tookon the task toestablish
materialmanagement
standards
for
their
respective
regions.
In2004 these tradegroups took the standardizationa step furtherand compileda single
standard issue: the joint global Materials Management Operations Guideline/Logistics
Evaluation(MMOG/LE).TodayGlobalMMOG/LEprinciplesarebeingusedbytheautomotive
industrytohelpensureeffectiveandefficientmanagementofmaterialsthatsavestimeand
costs.
The
Global
MMOG/LE
uses
a
self
assessment
help
identify
what
process
adjustments
thatareneededforworldclassfunction.Theselfassessmentisalsomandatorytobeableto
applyforQ1asasupplierforVolvo.Seepicture:3.1.
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Picture3.1:SupplierAuditPolicy.
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3.5 QUALITYSYSTEM
A quality system is a tool to use to control and improve the quality on the companys
products.Thequalitysystemincludeseverythingfrommethodsandroutinestoorganisation
andresponsibledistribution.Thecommondenominator isthattheycontrolandaffect the
quality.(Berggren,Grubb,Hollnder,Kinde,Mellby,SeverinssonSkog,2001)
Tosecure
the
quality
in
the
company
products
the
quality
system
must
include
and
control
alltheessentialpartsofthebusiness.Customerandauthoritiesoftenputsademandonthe
suppliersproductandthequalitysystemcontentandfunction.Thecompanymanagement
have the responsibility to have an updated, effective and an affective quality system.
(Berggrenetal.2001)
Whenimplementingaqualitysysteminacompanyasystematiclongtermworkisnecessary
to achieve a good result. In the beginning of the implementation an overview over
fundamentalquestionsaboutthecompanyactivityandthestructureisessential.Whenthe
qualitysystemisintroducedacontinuousworkisrequiredtocomplementandimprovethe
system.Thesystemrequiresdocumentationasfaritpossibleandshouldbeasupportinthe
dailybusiness;itcouldalsoworkasabasefortheaudits.(Berggrenetal.2001)
Acertification
for
acompany
quality
system
means
that
an
independent
accredit
organisation makes an assessment about the requirements in for example ISO 9001.
(Berggrenetal.2001)
Acompanysmaintaskistoproducegoodsandservicesandtofulfilthecustomersneeds,
demandsandexpectations.Allcompanyshaveamainprocessthatgoesfromidentification
of customerneeds to a completeproduct.Thismainprocess canoftenbedivided into a
systemof
processes
that
is
depended
on
each
other.
(Berggren
et
al.
2001)
Whenaqualitysystemisimplementeditisimportanttoidentifythecompanyprocessesand
toestablish the order and collaborationbetween the processes. You also have to decide
which criteria and methods that needs to make sure that the processes can be controlled
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3.6 TQM
DaleandBunney (1999)describeTotalQualityManagement (TQM)asveryhard todefine
becauseof thevariousdefinitions thatexist.AlthoughTQM isveryhard todefine there is
commongroundbetweenthesedefinitions.
Systemsforimprovingqualityandqualitymanagementhasimprovedrapidlyduringthelast
decades,from
simple
inspections
to
refined
versions
of
quality
control
and
quality
assurance, and now most companies are working towards TQM according to Dale and
Bunney(1999).
TotalQualitymanagement requires that the principles of qualitymanagement should be
appliedineverybranchandateverylevelintheorganization.Itisacompanywideapproach
toquality,improvementsundertakenoncontinuousbasisbyeveryoneintheorganization.
3.6.1 KEYELEMENTS OF TQM
Despite all different views onwhat constitutes TQM, there are key elements in various
definitionsthatneedtobesummarized.DaleandBunney(1999).
3.6.1.1 COMMITMENTAND
LEADERSHIP
OF
SENIOR
MANAGEMENT
Without the totalcommitmentof the seniormanagement,nothingmuchwillhappenand
anythingthatdoeswillnotbepermanent.Theseniormanagementhastobetheonesthat
provides directions and exercises a forceful leadership.Although the seniormanagement
usesaforcefulleadershipnothingshouldbeforced,everythingshouldcomenaturally.Dale
andBunney(1999).
3.6.1.2 PLANNINGANDORGANIZATION
Planningandorganization is featured inanumberofareasofa continuous improvement
process as listed below:
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Putting quality assurance procedures into place which facilitate closed loop
correctiveaction.
Planning the approach to be taken for the effective use of quality systems,
proceduresandtoolsandtechniques,inthecontextoftheoverallstrategy.
Developing the organization and infrastructure to support the improvement
activities.
Pursuing standardization, systematization and simplification ofwork instructions,
proceduresandsystems.
Dale
and
Bunney
(1999)
3.6.1.3 USINGQUALITYMANAGEMENTTOOLSANDTECHNIQUES
Tosupportanddevelopaprocessofcontinuous improvementanorganizationwillneedto
useaselectionoftoolsandtechniques.Thetoolsandtechniquesshouldbeintegratedinto
theroutineoperationofthebusinessandthetoolsandtechniquesthatareintendedtobe
usedshould
be
presented
in
aroute
map.
Dale
and
Bunney
(1999).
Examples
of
recommendedtoolsare:
Benchmarking
FMEA(FailureModeandEffectsAnalysis)
Flowcharts
( l l )
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To ensure the general awareness of qualitymanagement, skills and attitudes employees
shouldhavetherightleveloftrainingandeducation.Aformalprogrammeofeducationand
trainingneeds
to
be
planned
and
provided
on
atimely
and
aregular
basis
to
ensure
the
generalawarenessofqualityamongsttheemployees.DaleandBunney(1999).
3.6.1.5 INVOLVEMENT
Theremustbeacommitmenttothedevelopmentofemployees,withrecognitionthatthey
are an asset whichwill be appreciated over time. To achieve broad employee interest,
commitmentandcontribution to thecontinuous improvementprocessallavailablemeans
fromsuggestionschemes tovarious formsofteamworkmustbeconsidered.Forexample,
partof theTQMprocess is toensure thateveryemployee isawareofwhat isrequiredof
themandhowtheirprocessaffectsthebusinessasawhole.DaleandBunney(1999).
3.6.1.6 TEAMWORK
Teamworkisoneofthekeyelementsofemployeeinvolvementandwithoutteamworkitwill
bedifficult to gain commitment andparticipationofpeople throughout theorganization.
There are several different types of teamswith different operating characteristics, all of
whichcanactasawaytogetpeople involved in improvementactivities.DaleandBunney
(1999).
Teamshave
anumber
of
objectives
to
fulfil
as
acomponent
of
the
continuous
improvement
process.DaleandBunney(1999).Forexamples:
AidthecommitmentofpeopletotheprinciplesofTQM.
Provide
the
means
and
possibility
for
people
to
participate
in
decision
making.
Helptodeveloppeopleandencourageleadershiptraits.
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Measurementneedstobemadecontinuallyagainstaseriesofkeyresultsorperformance
indicators internal and external. The approvedmeasurements and indicators should be
developedfrom
existing
processes
and
customers.
By
using
already
existing
processes
and
customer certain checkpointcanbedevelopedbyusinga roadmapwithbelongingaction
plansthatisusedtocorrectfaultyvalues.DaleandBunney(1999).
3.6.1.8 WORKINGTOGETHER
It is very important to create an organizational environment that is beneficial for the
continual improvementprocessandwhereeveryonecanparticipate.Bychangingpeoples
behaviour, attitudes and working practice there will be possible to integrate quality
assuranceintoallofanorganizationsprocessesandfunctions.Althoughitisveryimportant
tochangepeoplesbehaviourandattitudes itwillbeoneofthehardesttasksthatthere is
withinacompany.DaleandBunney(1999).
3.6.2 TOWARDSTQM
Joseph Juranadvocates that reducing thecostofquality isamust tobe successful in the
length.Juranstenpointplanisamilestonetowardsreducedcostofqualityandtotalquality
success.DaleandBunney(1999).Jurans10pointsare:
1. Buildawareness
of
the
need
and
opportunity
for
improvement
2. Setgoalsforimprovement
3. Organizetoreachthegoals
4. Providetraining
5. Carryoutprojectstosolveproblems
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TheoreticalFrameofReference
businesses.ThefigureisdesignedonthebasisofJonesandSasser (1995).
Makingthe
first
sale
to
acustomer
is
often
very
expensive.
It
takes
alot
of
time,
advertising
andpromotions.Abigmistaketoomanybusinessesmakeisfocusingonsellingmoretofirst
timebuyersratherthantrytobuildupsaleswithexistingcustomers.Jones&Sasser(1995).
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EmpiricalstudiesandAnalysis
4 EMPIRICALSTUDIESANDANALYSIS
This chapter describes how theproject was carried out. The chapter is divided up into the
differentphasesoftheDMAICcycleasdescribedintheprevioustheorychapter.Thefactand
informationcomesfrominterviewsmadebytheauthors.
PeopleinterviewedintheDefineandtheMeasurephase:
STAmanager
at
Volvo
cars
STAatVolvocars
ManageratanautomotivesupplierthathasQ1status
ManagersatBrose,seeorganisationchartinappendix5
STASupplierTechnicalAssistance
4.1 DEFINE
AttheinterviewwiththeSTAmanageratVolvocars,hetoldusthathisearlierassignment
was todevelop suppliers toa level that is capable to continuousbusiness,whereQ1 isa
receipt.Oneoftheassignmentswastocollectdatafromsupplierstoaglobalsystem,SIM,in
Ford. For amonth ago he changedwork to onlyworkwith large cars, and is then the
responsiblepvpSTAandistheretobethedrivingforcetoaccomplishsolutions.
Aninterview
with
aSTA
at
Volvo
cars
began
with
adescription
on
how
to
succeed
with
the
implementationwork;youneedtowork inateamwithqualityasthedrivingforce.As for
example the logistics work with their responsibilities and everyone in the team has
knowledge for their work. When the third part certification is close it should not be
necessary for an alarm to complete the action plan
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WarrantySpikes,incasethatasupplierhascausedanerroronthefield,theyhave
not
been
sticking
to
their
agreement.
Fieldserviceaction,asforexampleifyouareforcedtocallbackthecarsaninputto
systemisnecessary.
Stopshipment.Ifthesuppliercausesastopintheproductionaninputtothesystem
isnecessary.
Violationoftrust,ifitshouldcomeforwardthatthesupplierwithholdsinformation
aninputtothesystemisnecessary.
TheSTAmanagercontinuoustotellthattheexpectationthatQ1hasistogivesupporttothe
supplier so itwillbeeasier to solveproblems, if the supplier cant supportFordorVolvo
whenaproblemoccurstheywillloosetheQ1status.Partnershipandknowledgeaboutand
withthesupplier ishighlyprioritised. IfthesuppliershouldbedisqualifiedtheSIMsystem
showsthatthesupplierisrevoked.AnotherproblemthatasuppliercanloosetheQ1status
by is that theyhaveawrongattitude thatcant keepupwith levelofquality.Before the
suppliergetsrevokedadialoguebetweenthemselvesaremadetoseeifthereisasolution.
TheautomotivesupplierhasfulfilledtheQ1statussince2002accordingtothemanager,the
relationshiphasnotbeenbetteraftertheautomotivesupplier implementedQ1.Sincethe
beginningof theproduction towardsVolvo therelationshiphasgone fromapersonaland
closerelationshiptoamoredistantrelationshipthatenduresmorenumbers.
Whenthemanageratanautomotivesupplierstartedwiththe implementationofQ1they
startedto
go
through
the
MSA
together
with
the
STA
to
evaluate
all
the
expectations
and
to
see if they had to change anything, Themanager at an automotive supplier had already
fulfilledmanyoftheexpectationsalreadysincebefore,sotheydidnotneedtochangethat
much.
E i i l di d A l i
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zerowrong.Thenextstepthattheyhavetoachieve istoestablishaplanwiththecoming
workthatisnecessarytoachieveQ1status.
TheSTAmanagersaysthatthemanagementteamagreeswhichpartthatcanbescheduled
todriveparallel,fromthattheQualitymanagermakesaplan.Tomaketheworkwithagood
performanceitisnecessarythatthecontinuousworkisapartofthedailyworkandapartof
themanagementagenda,QOS.
TheSTAsaysthatbeforeyoubegin towardsQ1theCapableSystems,TS16949, ISO14000
andOdette
is
expected
to
be
completed.
Odette
is
arate
in
SIM.
The
Focus
is
then
towards
theMSA,TheSTAsaysthatifthisiscompletedtherestwillbecovered.
TheSTAimpliedwiththefactthatTS16949andQ1MSAhasmanysimilarexpectations,itis
easytofollowthesimilarityinTS16949.
TheSTAmanagersaysthatqualityisasmuchassensitivethatitisasignificantoutputfrom
allthose
involved,
from
operators
all
the
way
up
to
the
management.
An
operator
that
has
beenmisledby instructionscaneasilymakeamistakewhich thenwillhaveaneffect that
influenceagreatpartoftheproduction,whichthenalsowilleffectthequality.
TheSTAmanagersaysthenwhenthesupplierhasimplementedthesystemstheyneed,they
thenwillhavetoshowthattheycanandareusingit,bothbyworkingandcommunicatingat
therightwayandbyahighprecisionindeliveryandoutput.
IftheSTAfindssomethingthatismismatchedfromtheexpectationstheywillnotrevokethe
supplierimmediately,theywillletthesupplierfixtheirproblemsfromactionplans.TheSTA
pointsoutthatitismuchbettertoraisethesupplierwithpositivestagesthancuttingthem
attheirfeets.
TheSTAsaysthatforthemostthesupplierworksbythemselveswhiletheSTAcomesatthe
endandchecksifeverythinghasgoneasplanned,theSTAwalksaroundintheplantandsee
howeveryoneworks.ThemostworkliesintheMSA,bothfortheSTAandthesupplier.The
STAlikestotakearandomsamplethathasbeenbroughtuponthemanagementmeetings.
h h d h l h f ll h
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The STA manager continuous by explaining a few tips regarding implementing, the
expectationsneedstobemoreprecisetogoalsthatcanmemeasured,andthatitcanbea
goodplan
to
cross
through
different
sites,
benchmarking.
A
view
between
the
plan
and
the
reality isnecessaryforasuccess,andthatthecoworkersfeelfortheirworkandthatthey
areconsciousandthattheirselvescanhelpiftheydorightandcauseiftheydowrong.
TheSTAmanagersaysthatatip istostartwithyourselvesandyourdailyworktoseehow
much time that isputtingonquality.Does themanagementworkon the rightway? It is
enoughtogo intoQOStosee if itsqualityoreconomicontheagenda. Itshouldalsobea
clear connectionbetweenquality,production and the coworkers.What is the subjectof
speech in the mornings? The rate or first time through. The operators have a big and
important responsibilitywhen they thenhave the final assignment to carry through their
workattherightway.
TheSTAmentionsthatitisimportantifyouwanttokeepQ1,complementedimprovements
shouldbe
acontinuously
force
all
the
way
from
the
management
to
the
operators.
TheSTAmanagersaysthatanimprovementthatsometimesisawishfromthecustomeris
when the supplier gets stressed and is short of time it is easy to loose communication
betweenthesuppliercustomer, it is importanttokeep itonahigh level. It isnecessaryto
have parameters of control and to be able to transfer the verbal that is coming up to
measurablegoalsandthenhaveaplanaboutwhoisdoingwhat.
TheSTAsaysthatwhenQ1statushasbeenproven,thestabilityinthePPMlightsupwhere
youareandishighlyimportant.
Themanager at an automotive supplier says that theirPPMhasbeendiscussedover the
yearsandifithasdeviateoutsidethelimitsithasbeendiscussedwiththeSTAatVolvo;the
discussionhasbeenabouttryingtosolvetheactualproblemandfutureproblems.
TheSTAsaysthatthesupplierhasbeendividedintoagroupfromonetofour,dependenton
whattheyproduceandhowimportant itistothecustomer,alsotheirhistoryofproducing
influence, if theyhavegoodPPM.This isdone tocontrolhow thesupplierworkswith the
MSA
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theyhaveslightlyhigherPPMthangroupnumber4.
4:HavecontrolonceayearfromtheSTA,characteristicsforthesesuppliers isthat
theyhavesmallarticlesandagoodPPM.
The STA says that work instructions are highly strict and are in line with the actual
productionandwork.Anactionplanthathascontrolovertheprocessisnecessary.
TheSTA
continuous
to
say
that
at
the
end
the
final
product
is
most
important
and
if
the
supplier uses FMEA and has good PPM it is often a good start, especially from a small
supplier.ForanexampletheSTAmentionsasmallcompanywhereheisSTA,theyhavehad
alotoftroubleformanyyears,buthasfinallycomedownto3PPMafterimplementednew
systems suchasFMEA.Aneasyway tosee if theproduction is running smoothlyand the
workersisfollowingtheinstructionscanbemadebyfollowingtheproductionfromscratch,
oneproduct
from
the
start
of
the
assembly
to
the
end,
go
through
every
point
in
the
line
untilithasreachedthefinalstage.
The STA says thatmistakes thateasily andoften ismissedwhen implementingQ1 is the
contactwith the sub supplier, the gage calibration,PPM and FMEA. If it is ahigh lackof
frequencybytheworkers, it is importanttobeabletohaveeducationwiththeemployees
tomakethemstaysotheycanusetheircompetence.Abigmistakethateasily ismissed is
thecontinuous
work
from
the
management
meetings,
where
updates
are
made
and
the
baseforallworkcomesfrom.
4.3 ANALYSIS
When implementinganewsystem therehave tobeanunderstandingofwhy this isdone
throughouttheemployees.Anengagementfromalldepartmentsneedstobemadeandan
understandingofwhatiscrucialtobeaccomplishedforasuccessfulbusiness.Meetingsand
presentationsarenecessarytouseto informtheemployeesandtomakeQ1an important
issue.Awarenessissoimportantandcrucialtosucceedwithasystemimplementation,that
continuousmeetings and follow ups ismost likely to be arranged everyweek or every
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DaleandBunney(1999)agreethattheimplementationworkneedstostartatthemanagers
showingthatthisisanimportantsteptoabetterfutureinthebusiness.Q1isatooltouse
tocontrol
yourself
and
acertification
to
show
your
customer
that
you
follow
their
expectationsonhowtowork.Ifalltheemployeeshaveanunderstandingofwhatthismeans
andhasaworkingplanonhowtheyshouldworkwithactionsplansandwork instructions
they are well prepared for the customers expectations. It needs to be clear that the
responsibility does not lie at the Quality manager; every department has their own
responsibilitytomakeQ1workandsucceedinthecompany.
Continuous improvementsareanongoingprocessandQ1 istheretocontrolandhelpthis
process towork. TheSTA is supposed tobeahelpfulhand through theprocessandalso
checks and controls if the expectations are followed. In the beginning the STA and the
suppliertogethergatherinformationonwhattheyneedtofulfilandchangeifnecessaryto
applywiththeexpectations.
Therequirements
or
certifications
that
need
to
be
completed
to
achieve
Q1
status
are
TS
16949, ISO 14001 and Odette. The most important thing in the implementation work
towardsQ1besidethecertifications istoworkaccordingtotheMSAandhaveaPPMthat
fulfils thedemands.Q1andTS16949aresimilaraccording tosomeaspects; thosewillbe
presented in next chapter.A goodway towork is trying to combine the implementation
workof ISO16949andQ1becausetheyarerelatedtoeachotherandtheybothgiveand
takefromoneanother.
Q1 isademand fromthecustomertothesuppliertoraisethecorporationbetweenthem
both, to build a greater bond between them. In theory there are many demands and
expectationsthatthesupplierneedstofollow,whowilllooseQ1statusifnotfollowed,and
thepossibilitytokeepproducingnewproductstothecustomer.AccordingtoEdvardssonet
althisisawaytobuildupcustomerloyalty.InpracticetheSTAinsteadofrevokingthemhe
triesto
communicate
with
the
supplier
to
solve
certain
issues,
it
is
almost
always
better
to
helpandtrysolveproblemsandfindsolutionsratherthantocancelarelationship.Inmost
casestheexistingsupplier isbettertodeliverright insteadoftryingtofindanewsupplier.
ThisisalsosupportedbyDaleandBunney(1999).
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mistakeatthemanagersaremade itwilloftentake longeruntiltheeffect isseenthrough
thecompany.
WhenQ1hasbeenproventhemostimportantfactorisPPM,itlightsupwhereyouareand
iseasy tomeasure and to control for the customer. If the goals isnt fulfilledaproblem
solutiondiscussionwiththecustomerisnecessarytomakeanoverviewofwhatisneededto
bechanged.
At theendcertificationsanddiplomaswillnotautomaticallycreateagoodproduct,but it
canhelp
by
implementing
control
processes,
for
example
by
using
FMEA
when
finding
failures inaproductorDMAICwhenworkingonaproject.Certificationsareboth for the
supplierandthecustomer.Positive forthesupplier isthathegetsmorecontrolovertheir
productionandprocesseswhen implementingnewcertificationswithaudits.Thecustomer
getsareceiptorcertificationfromthesupplierthatthesupplierworkstowardsconsistently
improvements,notonlyattheproductionbutevenatthemanagers.
Asystemthat iscreated fromthecustomerthat issupposedtobe forusebythesupplier
ofteninvolveshighcostsandeffortinformofmanpowerfromthesupplier.Itisnotalwaysa
systemlikethisisgoodforabusiness,thefocusisoftennotatthemainprocessandinstead
itcanbeatmaterialhandlingormeetingsdiscussingirrelevantforms,thefocusneedtobe
clearandunderstoodfromallparts,whichalsoisaccordingtoDaleandBunney(1999).
4.4 IMPROVEMENT
In the improvement phase we will discus the problem areas and a solution for these
problems.
4.4.1 IDENTIFIEDPROBLEMAREAS
Earlierwork
towards
Q1
within
Brose
has
according
to
our
research
and
knowledge
several
problemareas.TheseproblemareasarenotonlybecauseoffaultyroutinesfromBrosebut
alsolackofinformationfromVolvo.Wediscoveredthefollowingproblemareas:
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p y
WebelievethatourworkandtheworkwithourguidewillgiveBrosesavingsaround42,000
52,500EURduringaperiodof10years.Aswebelieve thereshould takeapproximately
oneemployee
at
least
1
2months
of
part
time
work
to
get
the
understandings
about
Q1
thatarenecessary tobeable to implementQ1 ina successfulway.Aprojectgroup,one
fromeachdepartmentneedstospendabout128hours together intoQ1 implementation;
we have approximately saved them halfof theirwork,64 hours.And becauseBrose is a
successfulcompanythathasgreatpotentialwebelievethattheywillhaveapproximately4
5newFordsites thatneeds tohaveQ1status inaperiodof10years.Thisassumption is
basedon
the
success
of
Volvo,
the
reorganisation
of
Ford
and
the
very
likely
growth
of
Brose.Our guide should reduce theworkload of the personwhom is responsible forQ1
implementationwithabout11.5monthsparttimework.Thisgivesthecalculationforour
potentialsavings:
OnepersonworkingparttimewithQ1for11.5months 4,000EUR
ProjectGroup,timesaved64hours 3,500EUR
Othercosts(suchastravellingexpenses,telephonecallsetc) 2,000EUR
TroubleshootingandRework 1,000EUR
Summary 10,500EUR
These cost savingswillbedoneateachnew site thatwillbe required tohaveQ1 status
whichaccordingtoourbelievesthereshouldbeabout45sites.
4sites*10,500EUR=42,000EUR
5sites*10.500EUR=52,500EUR
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4.5 CONTROL
The work from our implementation matrix and our way of working during the
implementationtowardsQ1hasbeensuccessfullyapprovedbytheSTAatVolvocars.There
were no drawbacks or changes that needed to bemade. Thereforewe can say that the
matrix and the comparison between TS 16949, ISO 14001 and Q1 has made the
implementationwork lessdemanding for theplant, thenextplantsdontnotneed togo
throughall
points
in
Q1
because
it
has
similarities
in
the
other
systems.
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5 CONCLUSIONS
Inthischapterourconclusionsandmostimportantrecommendationsarestated.
WebelievethatourmatrixandthisreportwillbeagreatassetforallBrosesitesthatmust
beQ1 certified in the future.Ourbiggest expectation from thematrix is that the similar
routineswiththeTS16949andtheISO14001arepointedoutwhichthenmakeslessdouble
work inthe future.Thetimetableandtheeasystepbystephandbookwillalsobeaguide
throughQ1
in
asimple
way.
By
this
report
we
state
out
that
Q1,
TS
16949
and
ISO
14001
can
beimplementedatthesametime,itwillbothsavetimeandmoney.
Coming intotheautomotive industrywebelievedthateverythingregardingqualitywould
be taken very seriously, and most quality issues were. But when we increased our
knowledgeaboutQ1,TS16949andISO14001weactuallybecameastonishedwhenseeing
all the correspondence between Q1, TS 16949 and ISO 14001. Because of all the
correspondenceroutines
between
Q1
and
TS
16949
we
asked
ourselves
what
the
meaning
ofQ1was.
Afterhavingperformedinterviews,meetingsanda lotof literaturestudieswecametothe
conclusionthatQ1willnotgainsuppliersinanywaybesidesthoseadvantagesthatFordhas
statedintheirbrochureaboutQ1:seeourTheorychapterforfurtherinformation.
Recognition
Publicityandadvertisingprivileges
Selfcertification
Worldexcellenceaward
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Discussion
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6 DISCUSSION
Inthischapterwewilldiscussaboutourreport,whatcouldhavebeendonedifferent?
Thereporthasbeenourfinalprojectattheuniversitywhilethereforewewantedtouseour
knowledge ina real lifeproject.Ourpurposewas tohelpBrosewith the implementation
workoftheFordsupplierrequirement,Q1.WithjustonlyonebrochureaboutQ1wehadto
interview a few people to getmore knowledge togetherwith tips and tricks to have as
smoothimplementation
as
possible.
Thepersons thatwe interviewedatVolvo, theSTAs,hadaverypositiveattitude towards
Q1,therefeelingthatthiswasaworkingsystemforthesupplierandaneededstatusmight
havehadanaffectonus.Whenwediscussed itwithasupplierhehadadifferentviewon
thesystemandsaidthattheirrelationshipwithVolvohadbeen lesspersonalsincetheQ1.
Q1 is a required status for a supplier while therefore at the moment is a necessary
implementationfor
afactory.
The reliability and validity have been a concerned regarding the people we have been
interviewing.Sometimestheyhaddifferentopinionsandfacts.Wecouldhavesolvedthisby
interviewingmoresuppliersandmoreSTAs,butthetimeframedidnotallowthattogether
withnonecooperatingsupplierstoVolvo.
Weneed
to
highlight
that
our
compared
points
with
Q1,
TS
16949
and
ISO
14001
might
not
havetheexactsimilaritybutithasthesamemeaningandsignificance.
Asa finalword for thisprojectwewould like topointout thatwe think if thehandbook
togetherwith ourMatrix is used; the time and cost effortwill be very positive for the
factory.
References
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7 REFERENCES
Inthissectionapresentationofusedreferencesforthereportwillbeintroduced.
Andersen,I.(1998).Denuppenbaraverkligheten Valavsamhllsvetenskapligmetod.Lund:
Studentlitteratur.
Befring,E.(1994).Forskningsmetodikochstatistik.Lund:Studentlitteratur.
Bell,J.
(2000).
Introduktion
till
forskningsmetodik.
Lund:
Studentlitteratur.
Berggren,Grubb,Hollnder,Kinde,Mellby,Severinsson&Skog.(2001)9000Godard att
byggaettkvalitetssystemifretag.Mlndal:IVF.
Bergman,B.&Klefsj,B.(2001).Kvalitetfrnbehovtillanvndning.Lund:Studentlitteratur.
Brue,G.(2002)SixSigmaforManagers.Blacklick,OH,USA:McGrawHillProfessional.
Dale&Bunney.(1999).Totalqualitymanagementblueprint.Oxford:Blackwell.
Denscombe,M.(2000).ForskningshandbokenFrsmskaligaforskningsprojektinom
samhllsvetenskaperna.Lund:Studentlitteratur.
Ford.(2003).Q1secondedition.
Foster,T.(2003).Managingquality:anintegrativeapproach.UpperSaddleRiver,N.J;Great
Britain:PrenticeHall.
Jones&Sasser.(1995).Whysatisfiedcustomersdefect.HarvardBusinessReview.
Morris,AlanS.ISO14000EnvironmentalManagementStandards:EngineeringandFinancial
Aspects.
Hoboken,
NJ,
USA:
John
Wiley
&
Sons,
Incorporated,
2004.
Odette.se. Global Materials Management Standard Charts a Course for Industry Advantage .
Pande&Holpp.(2002).WhatIsSixSigma?.Blacklick,OH,USA:McGrawHillProfessional.
Appendix
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APPENDIX1:BROSECUSTOMER
Appendix
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APPENDIX2:WORLDMAPOVERBROSEPLANTS
Appendix
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APPENDIX3:INTERVIEWGUIDE
STAManager
1. CanyoudescribeyourrollintheQ1work?
2. CanyouinshortdescribewhatQ1is?
3. Canyou
describe
anormal
implementation
process
to
reach
Q1?
4. Canyoulistthemostcommonproblem?
5. CouldyougivesometipstofutureQ1companies?
STA
1. Howwouldyoustarttheworktowardsasuccessfulimplementation?
2. CanyourecommendawaytoworkforBrosetoachieveandkeepQ1status?
3. WhatMSApointsdoyouseeasmostimportant?
4. Howdoes
the
Q1
scoring
work?
5. IsitcorrectthatmanyoftheQ1MSApointsexistinTS16949?
6. Whatisthebiggestmistakeacompanymakesduringtheimplementationwork?
Manageratanautomotivesupplier
1. CouldyoudescribeyourwaytoimplementQ1inyourcompany?
Appendix
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APPENDIX4:Q1SCORINGTHRESHOLDS
Appendix
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Appendix
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APPENDIX5:ORGANISATIONCHART
Weitergabe sow ie Vervielfltigung
dieser vertraulichen Unterlage(n),
Verwertung und Mitt eilung ihres
Inhalts ist nicht ohne unsere vor-
herige schriftli che Genehmigung
gestattet. Zuwiderhandlungen
verpflichten zu Schadenersatz.
Alle Rechte f r d en Fall der Patent -
erteilung oder Gebrauchsmuster-
Eintragung vorbehalten.
Thecopying, use, distr ibution or
disclosureof the confidential and
proprietary information contained in
thisdo cument(s) is strictly
prohib itedw ithout pr iorwr it ten
consent. Any breach shall subject
the infringing party to remedies.
Theowner reserves all r ights in the
event of the grant of a patent or the
registration of a utility modelor
design.
Source: Brose Fahrzeugteile GmbH & Co. Kommanditgesellschaft
Organization Chart
Appendix
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APPENDIX6:CUSTOMERENDORSEMENTLETTER
This
appendix
contains
the
original
Customer
Endorsement
letter.
Appendix
R f C E d
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RequestforCustomerEndorsement
(ProForma)
To: Date:
From: Q1Candidate SupplierCode:___________
Subject: Q1EndorsementoftheFacility/Organization
The
(Company/Division/Operating
Group)
is
petitioning
for
Q1.
SinceyourFacility/OrganizationisacustomerofthepetitioningFacility/Organization,your
endorsementisrequired.Pleasereturnyourcompletedendorsementwithin30days.
Thescopeofyourevaluationshouldbethemostrecent___months,withanyexceptions
identified.Anyadditionalinformationordetailthatyouwishtoprovidewouldalsobe
appreciated.
DoyouendorsethisFacility/OrganizationforQ1? Yes_____ No_____
Ifno,pleasedetailanyissues/concernswhichrequireresolutioninordertoassistusin
continuousimprovementofourabilitytosatisfyyourrequirements.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_______________________________________________________________
Appendix
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APPENDIX7:CUSTOMERENDORSEMENTMATRIX
Plant name
or division
Name Title Address Tel e-mail
Buyer Volvo Cars
Torslanda
David
Rohman
Logistic Manager VCT Volvo Car Corporation
Dept 79000
Geo loc TVKV
S-405 31 Gteborg
+46-31-597006 [email protected]
STA Eng Volvo Cars
Torslanda
Jimmy Sj STA Volvo Personvagnar
Dept. 53240 Geo Plac.
PVH-55 Ljusgrd40531 Gteborg
+46-31-3253382 [email protected]
Appendix
APPENDIX 8 HANDBOOK TO Q1 IMPLEMENTATION
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APPENDIX8:HANDBOOKTOQ1IMPLEMENTATION
HandbooktoQ1implementation
1. Setupaprojectgroup.
a. GoodifitisthesameasTS16949andISO14001.
2. Checkthetimeplanandseeifyouareabletoputtheeffortasnecessary.
a. Readthe
steps
and
look
for
the
explanation.
b. SetupDeadlines.
3. Theprojectleaderappointsmeetingsforeverydepartment.
4. Go through the points in Q1 implementation matrix and see if any point is
completed.Atthesametimeyouwillhaveafastoverviewoverwhatisnecessaryto
bemade.
a. Including:
i. CapableSystems
ii. WarrantyPerformance
iii. ManufacturingSiteAssessment
iv. CustomerEndorsement
5. Send Customer endorsement letters in time; itmight take up to threeweeks to
receivethem.
6. Keepacontinuous
contact
with
your
STA.
Appendix
APPENDIX 9: Q1 IMPLEMENTATION MATRIX
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APPENDIX9:Q1IMPLEMENTATIONMATRIX
This appendix contains the Q1 implementation Matrix that was used by us during the
implementation work including Time plan, Capable Systems, Warranty and the
ManufacturingSiteAssessment.TheMatrixhasbeenadjustedtofitinsidethethesis.
Q1 Time Table
R Denotes responsibledepartment
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departmentS Denotes supportive
department
Index Process
Gene
ralPlantManager
Quality&Environment
Projectd
evelopmentsTK5
P
roductionSystem
Commerc
ialAdministration
H
umanResources
Logistics
Assembly
P
roductionFacility
Actionstobetaken
ActionstakentoDate
Requiredcompletiondate
Actua
lcompletiondate
Status
Explanation
T.1. Time TableT.1.1 Contact Ford
STAR 2006-11-06 2006-11-07 Completed By Contacting the Ford STA site
engineer you will be guided through thenecessary steps before you can do aformal Q1 application.
T.1.2 Q1 metricshistory
R 2007-01-01 Completed Your STA engineer will use your recentsix months of key performance metricsthat are reported in SIM as one of theelements for his final recommendation
Q1 t t Th fi
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on Q1 status. There are fiveperformance metrics, Field serviceaction, Stop shipments, PPMperformance, Delivery performance andViolation of trust.
Be sure to check your performancemetrics and be ready to explain eventualproblems at the on site assesment.
T.1.3 Working withexpectations
R R R R R R R R R 2006-12-01 Completed The manufacturing site assessment is akey component to Q1. Be ready to show
compliance for each expectation that ispresented in the manufacturing siteassessment matrix at the "on siteevaluation".
T.1.4 Warranty (exp) R 2006-12-01 Completed The warranty expectations is a necesarycomponent in the evaluation of Q1status. A supplier can gain or lose Q1points depending on demonstratedwarranty performance.
T.1.5 CapableSystems
R R 2006-12-01 Completed Work towards third-party certifications inTS-16949 and ISO-14001. Also worktoward compliance according to MS-9000/Odette/MMOG. (because ISO-14001 and TS-16949 already isimplemented, the timeplan only takesOdette, MS-9000 and MMOG in toconsideration)
T.1.6 Self Evaluation R 2006-12-08 Completed Your facility will conduct a self-evaluationto ensure that you meet Q1 criteria. Thisself evaluation will concern Working withexpectations. More specific explanationon expectations are supplemented in theManufacturing site assessment page.
T.1.7 Self Correction R 2006-12-15 Completed After the Self Evaluation you might haveseen missing or missled information thatdoes not meet the Q1 criteria. Here youhave time to take action.
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T.1.8 CustomerEndorsement
R 2006-12-19 Completed Once you believe your facility is ready,based on the site performance reported
in SIM and the manufacturing siteassessment expectations the next step isto obtain the necessary customerendorsements. These endorsements willbe valid for six months from the date ofthe signature.
Be sure to gather all endorsements fromall your Ford customers.
T.1.9 FormalApplication
R 2006-12-20 Completed Send a formal Q1 application to FordSTA along with documentation of yourcertification to TS 16949 (or QS-9000until December 14, 2006) and ISO14001, and compliance with MMOG (orMS-9000 or Odette).
T.1.10 On Site
Evaluation
R 2006-11-05 Completed Q1 on-site evaluation may be scheduled
to review your qualifications for Q1 byFord STA. The on site evaluation willdiscuss, demonstrated site capabilities,performance metrics, manufacturing siteassessment and the overall Q1 pointsmaintained during the prior six months ofdata.
T.1.11 Finalrecommendation
R 2007-01-08 A final recommendation about your Q1status by Ford STA will be presented.
Q1 Capable Systems
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R Denotes responsible department
S Denotes supportive department
Index Process GeneralPlantM
anager
Quality&Enviro
nment
Projectdevelop
mentsTK5
ProductionSystem
CommercialAdministration
HumanResourc
es
Logistics
Assembly
ProductionFacility
Actionstobeta
ken
Actionstakento
Date
Requiredcompletiondate
Actualcompleti
ondate
Status
Explanation
C.1. Capable Systems
C.1.1 Third Part Certification:
ISO 14001 - Environmental Management System
R 2006-12-01 Completed
C.1.2 Third Part Certification:
QS-9000 - Quality Management SystemTS 16949 - Supplier Quality System
R 2006-12-01 2006-11-02 Completed
C.1.3 Compilance According to:
MS 9000 - Material Management SystemRequirementsMMOG - Material Management OperationGuidelineOdette
R 2006-12-01 In progress
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Q1 ExpectationsCompleted
98% x.x.x.x CorrespodI
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ndenceroutine
Inprogress 3%
*= Denotes focus area R Denotes responsible department Behindschedule NoCorrespondenceS Denotes supportive department Critical
Index Process GeneralPlantManager
Quality&Environ
ment
Projectdevelopm
entsTK5
ProductionSystem
CommercialAdministration
HumanResources
Logistics
Assembly
ProductionFacilit
y
Actionstobetake
n
ActionstakentoD
ate
Requiredcomplet
iondate
Actualcompletion
date
Status
Explanation
TS-16949Routine
s
ISO-14001Routines
I.1. Quality procedures/QS-9000/TS 16949/QOS R
I.1.1 Supplier's quality system is third-party certified tothe QS-9000 or TS 16949 (full compliance to TS16949 by December 14, 2006) requirements.
R 2006-12-01
2006-11-07
Completed
I.1.2 Existing Supplier's environmental system will becertified to ISO 14001 by July 1, 2003. Non- Q1suppliers must comply to ISO 14001 requirementsprior to Q1 award or Q1 reinstatement.
R 2006-12-01
2006-11-07
Completed
I.1.3 Supplier's quality manual contains processes for all
areas of the site assessment. The quality manual isupdated as needed to drive statistically validcontinual improvements in the quality system.Supplier's Senior Management Team includingrepresentatives from Manufacturing, Quality,Engineering and Human Resources perform thesereviews.
R 2006-
12-01
2006-
11-07
Completed Finished
for theTS-16949audit.
4.2.2
I.1.4 Non-conformances identified in internal audits arenot repeated.
R 2006-12-31
Inprogress
Finishedfor theTS-16949audit.
8.2.2
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I.1.5 Supplier has a document process to identify andregularly update customer expectations, objectives
and requirements.
R 2006-12-01
2006-11-07
Completed Finishedfor the
TS-16949audit.
5.2,5.4.1.1,
7.2.1,8.2.1
I.1.6 Supplier has a document process to identify andregularly update internal expectations, objectivesand requirements.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949audit.
8.2.1
I.1.7 Supplier has a documented process to identify and
regularly update internal expectations, objectivesand requirements into QOS measurable.
R 2006-
12-01
2006-
11-07
Completed Finished
for theTS-16949audit.
8.2.1
I.1.8 Supplier has a documented process to assigntargets and objectives to each QOS measurable.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949audit.
5.4.1
I.1.9 Supplier has a documented process to assignchosen measurable to appropriate managementlevels for review, follow-up and improvements.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949audit.
5.4.1
I.1.10 Supplier utilizes action plans to drive statisticallyvalid continual improvements of chosen metricsand are a tracked at QOS review meetings.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949
audit.
8, 8.4
I.1.11 Supplier's management team holds monthly QOSperformance review meetings with representativesfrom Manufacturing, Quality, Engineering andHuman Resources. Improvements actions aretaken by cross-functional teams that include levelsof the organization.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949audit.
5.6.1
I.1.12 QOS reviews include a review of all applicableFord SIM metrics, key process metrics andcustomer satisfaction metrics.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949audit.
8.2.1.1
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I.1.13 Metrics monitoring customer satisfaction that arerelated to supplier manufacturing are understood
and tracked.
R 2006-12-01
2006-11-07
Completed Finishedfor the
TS-16949audit.
5.2,8.2.1
I.2. FMEAs/Control Plans* R
I.2.1 All Ford parts have documented design andprocess failure mode and effects analysis (DFMEA,PFMEA and Control Plans (or DCPs)). There is arobust process in place for these documents.
R 2006-12-01
2006-11-21
Completed Finishedfor theTS-16949
audit.
7.3.1.1,7.3.3.1,7.3.3.2
I.2.2 FMEAs are reviewed annually or as issues arise. APareto is used to focus on 1) severity 2) theproduct of severity and occurrence, and 3) toidentify high RPNs in order to prioritize actions todrive improvements.
R 2006-12-01
2006-11-21
Completed Reviewed onregularbasis
7.5.1.1
I.2.3 All error detection areas are reviewed and plansexist to move to error prevention devices (pokejoke), where feasible.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
7.3
I.2.4 Supplier, in cooperation with their customers, hasidentified Significant Characteristics (SCs) andHigh Impact Characteristics (HICs), whereapplicable, on their PFMEAs and Control Plans forevery Ford part or family of Ford parts.
R 2006-12-01
2006-11-21
Completed Finishedfor theTS-16949audit.Coincides with TSroutine
7.3.2.3
7.3.2.3
I.2.5 Supplier works with Ford (i.e., Program VehicleTeams (CRT), Supplier Technical Assistance (STA)to establish final agreement of SCs and HICs.Suppliers obtain specific agreement from Ford forany parts not having SCs or HICs.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
I.2.6 Supplier ensures that all print dimensions and call-out notes on the engineering drawing are alwaysmet through Control Plans, work instructions, job
set-up instructions and receiving inspection.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
I.2.7 Supplier verifies pass-through characteristics andensures that zero defects are at Vehicle Operations(VO) and final customer.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
7.1.2
I.2.8 Control Plan is a result of appropriate qualityplanning and includes clear linkage between
R 2006-12-01
2006-11-21
Completed Finishedfor the
7.5.1.1
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planning and includes clear linkage betweenDFMEA and PFMEA.
12 01 11 21 for theTS-
16949audit.I.2.9 Control Plans contain the following elements:
Operation number/namePart Name/Part NumberInspection RequirementsSpecificationsControl MethodsSC, CC, HIC (where applicable) and EngineeringSpecifications (ES) requirements are identifiedSC, CC, HIC (where applicable) and ES ControlMethods (in-process checks, process gaging, andpart gaging) are appropriateError-proofing methodsIn-process control methodsSample size and frequencyRequired tools, gages and other equipmentReaction plans must clearly direct the operator onhow to act when a process begins to go out ofcontrol, or a product fails an inspection or test
R 2006-12-01
2006-11-21
Completed Finishedfor theTS-16949audit.
7.3.2.3,7.3.3
I.3. Employee Readiness/Training Review R 4.4.2
I.3.1 Supplier is responsible for assessing the skillsrequired to perform all activities that affect productquality.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949
audit.
6.2.2
I.3.2 Employees have had a skills assessment, atraining plan and evidence of training.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-16949audit.
6.2.2
I.3.3 Supplier ensures that only trained and qualifiedpersonnel are involved in all aspects of themanufacturing of Ford parts.
R 2006-12-01
2006-11-07
Completed Finishedfor theTS-
16949audit.
6.2.1
I.4. APQP/Launch/PPAP/Run-at-Rate Review* R
I.4.1 Supplier has a APQP tracking mechanism in place. R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
I 4 2 Supplier has a system to manage new vehicle R 2006- 2006- Completed Reviewe
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I.4.2 Supplier has a system to manage new vehicleprogram launches.
R 200612-01
200611-21
Completed Reviewed prior to
TS auditI.4.3 Supplier has a process in place to support Ford
prototype and pre-production build events in atimely manner.
R 2006-12-01
2006-11-21
Completed Finishedfor theTS-16949audit.
7.3.6.2
I.4.4 Supplier has a process to continuously monitor andimprove launch performance.
R 2006-12-01
2006-11-21
Completed Finishedfor theTS-
16949audit.
7.5.1.1
I.4.5 All PPAP documentation must contain theinformation per the PPAP manual published by theAutomotive Industry Action Group ( AIAG) - thisinformation must also be available for Ford review.Suppliers in North America have a process in placeto comply with Phased PPAP initial run-at-rate,production verification and capacity verification.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
I.4.6 Suppliers require sub-suppliers to have a processin place that effectively satisfies all PPAPrequirements regardless of sub-supplier businessrelationship with Ford.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
I.4.7 Run-at-rate must be completed and support thestated program requirements (at full-volumeproduction levels) for all Ford parts.
R 2006-12-01
2006-11-21
Completed
I.4.8 Run-at rate must include the following elements
and be performed on the entire process or theslowest operation (process bottleneck): machineavailable hours, shifts, days, machine downtime(planned and unplanned), machine change-over,breaks, and quality or scrap.
R 2006-
12-01
2006-
11-21
Completed
I.4.9 Supplier monitors capacity has a process to ensureongoing sufficient capacity on all Ford parts.
R 2006-12-01
2006-11-21
Completed
I.5. Manage the Change R
I.5.1 Supplier has a documented process to effectivelyimplement post - Job 1 design changes, processchanges or volume changes.
R 2006-12-01
2006-11-21
Completed Reviewed prior toTS audit
I.5.2 Supplier effectively reviews and updates its qualitysupporting documentation for these changes.
R 2006-12-01
2006-11-21
Completed Finishedfor the
4.2.4
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Examples of documents that may require changes:Process Flow Diagrams, FMEAs, Control Plans,Operator Instructions, Visual Aids and PPAPdocumentation.
TS-16949audit.
I.5.3 Supplier follows a documented process to ensurethat proper Ford approvals are gained prior tomaking process changes. The approval processwill include use of Supplier Request forEngineering Approvals (SREAs), ChangeRequest/Concern Report (CR/CR) in Worldwide
Engineering Release System (WERS),Management Alerts and revised PPAPdocumentation, as appropriate
R