apqp secrets to success qsg aras 070613

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Aras CorporationHeritage Place

439 South Union StreetLawrence, MA 01843

[978] 691-8900www.aras.com

Copyright © 2007 Aras Corporation All Rights Reserved Aras Confidential

Solutions for Performance Driven CompaniesMicrosoft Enterprise Open Source

APQPSecrets to Success


June 2007

Featured Speaker

Angelo ScangasPresident, QSG

www.QualitySupportGroup.com

aras.comCopyright © 2007 Aras Corporation All Rights Reserved Aras Confidential

Featured Speaker

Angelo Scangas [email protected]

President, QSG www.QualitySupportGroup.com

Specializes in consulting & training for:Quality process improvementLean six sigmaISO/TS certificationAdvanced product quality planning (APQP)CAPA & problem solvingFMEA & risk managementInternal auditingProject managementSPC

Angelo is a member of the ASQ Quality Management and Automotive Divisions, as well as AIAG, serving as a Certified AIAG, IAOB and RAB-Lead Auditor.

Angelo Scangas

President, QSG

webcast


Business: Product Development & Quality ComplianceOpen Source Enterprise Solutions for:► APQP, FMEA, CAPA, ISO Documents► PLM New Product Introduction► Project Program Management► Configuration & Change Management

Technology: Microsoft Enterprise Open Source[i.e. No Charge / FREE Software]

Established in: 2000

Offices: Massachusetts (HQ), Michigan, California

“Proven Solutions used by Leading Companies”

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200620062006

Most AdvancedTechnology Companies

Aras Overview


New Era Ohio, LLC

Recent DownloadsRecent Downloads

Advanced Product Quality Planning

Angelo G. ScangasPresident

Quality Support Group, Inc.Peabody, MA 01960

978-430-7611 [email protected]

[email protected] - QSG -Copyright © 2007 All Rights Reserved

6

Session Objectives

• By the end of the web cast the participant should be able to;– Identify the phases of APQP – Understand the inputs and outputs from

each phase– Start developing an APQP program


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About the product development process…

Advanced Product Quality Planning (APQP) was designed to help deliver benefits to the entire supply chain– “Promote early identification of required changes”– “Avoid late changes”– “Provide quality product on time at lowest cost”– “..Designed to be a ‘before-the-event’ action, not an

‘after-the-fact’ exercise”


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Product APQP Timing Chart

ConceptConceptInitiation/ApprovalInitiation/Approval

ProgramProgramApprovalApproval PrototypePrototype PilotPilot LaunchLaunch

Planning

Product Design and Dev.

Process Design and Development

Product and Process Validation

Production

Planning

Feedback Assessment and Corrective Action

Plan andPlan andDefineDefine

ProgramProgram

ProductProductDesign andDesign and

DevelopmentDevelopment

ProductProductand Processand Process

ValidationValidation

ProcessProcessDesign andDesign and


FeedbackFeedbackAssessment andAssessment andCorrective ActionCorrective Action


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The 5 Phases of APQP

1. Plan and Define the Program2. Product Design and Development3. Process Design and Development4. Product and Process Validation5. Feedback, Assessment and Corrective Action


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1.0 Plan and Define Program



Planning



ProgramProgram



ProductProductand Processand ProcessValidationValidation



FeedbackFeedbackAssessment andAssessment and

Corrective ActionCorrective Action


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Phase 1Plan and define the program

• Form a cross functional team

– The first step in planning the program is to define who will make up the cross functional team. Cross functional team does not mean one(1) person doing everything!

– Typical members of a cross functional team may include:

• Engineering, Production, Quality, Sales,Costing, Manufacturing, Marketing, Purchasing etc.


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Plan and define the program

• Personnel within the design activity should be qualified in the following/or other skills, as appropriate

– Geometric Dimension and Tolerance (GD&T)– Quality Function Deployment (QFD)– Design for Manufacture/Assembly (DFM/DFA)– Value Engineering (VE)– Design of Experiments (Taguchi & Classical)– Failure Mode and Effects Analysis - Design and Process– Finite Element Methods (FEM)– Solid Modelling– Simulation techniques– Computer Aided Design/Engineering (CAD/CAE)– Reliability Engineering plans– etc


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• Determine customer requirementsCustomer requirements are typically determined by any or

all of the following:– Market research– Quality Function Deployment– Warranty history from similar products– Supplier Quality Reports– Team Experience


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• Business plan The Business plan is a strategic document which may place some constraints on the development of the proposed product.

Examples of Constraints:Project timing, cost of investment in technology, machinery and human resources, quality requirements, manufacturing capabilities, government regulations


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• Benchmark data - Process & Product

At this stage of the program Benchmark data should be obtained for the process and product as appropriate.Benchmark data may be used to establish the “GAP”between your current product or process and that of the “World Best”.

Corrective action plans should be developed to close the “GAP” with the focus on becoming “World Best”.


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• Product and Process assumptionsList all of the current product and process assumptions. Examples may be:– Material Characteristics and Performance– Reliability assessments– Machine capabilities– Management Structure


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Plan and define the program• At the completion of this stage the following

aspects should be defined;

• Design goals• Reliability goals• Quality targets• Preliminary Bill of Material (BOM)• Preliminary process flow chart• Preliminary listing of special characteristics• Any governmental, environmental or safety regulations


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2.0 Product Design & Development



Planning




ProgramProgram









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Phase 2Product Design and Development

The Product Design and Development phase begins with the generation of a Design FMEA

• Design Failure Mode and Effects Analysis


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Product Design and Development

• Design output shall be the result of a process that includes the following;– Efforts to simplify, optimize, innovate and

reduce waste with methods such as:• Critical To Quality (CTQs)• Design for Manufacture/Assembly (DFM/DFA)• Design of Experiment• Tolerance studies (GD&T)• Analysis of costs/performance/risks trade offs• Use of feedback from testing, production and the field• Use of Design FMEA’s


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• Plan and Conduct Design verification at appropriate stages of designThe purpose of the design verification is to ensure that the design output is meeting the planned design input as defined in phase 1, Plan and Define the program.

Example:Phase 1: Design Input - Hole locations +/- 1.0 mmPhase 2: Design Output - Engineering Drawings stipulating the Hole locations at the tolerance of +/- 1.0 mm


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• Plan and Conduct Design reviews (formal documented review)Design reviews are conducted to monitor the progress of the project relative to customer requirements. The reviews are conducted by a cross functional team and the results of each review must be documented.

Typically, the Design reviews might cover; Design FMEA, Design verification progress, reliability tests and studies, computer simulation results, benchmark data and overall progress relative to time constraints


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• Finalization of:– Engineering drawings including CAD data– Engineering specifications– Material specifications

At this stage the cross functional team should have reviewed and approved all drawings, engineering specifications and material specifications.

– New equipment, tooling and facilitiesDuring the design review the cross functional team may determinethat new equipment, tooling and facilities will be required. These details must be addressed and included in the overall timing plan. Emphasis must be placed on ensuring that new equipment, tooling and facilities are completed on time.


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• Finalization of any new inspection, measuring and test equipment device

– Any new inspection, measuring and test equipment is required.

– If the equipment is required, this should be recorded into the overall timing plan and progress towards the acquisition be monitored.



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• Team Feasibility statement

At this time the cross functional team must be satisfied that the proposed design can be manufactured to the customer’s requirements.

Once satisfied, the cross functional team members must sign off the Team Feasibility Statement.



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3.0 Process Design & Development



Planning





ProgramProgram









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Phase 3Process Design and Development

The Process Design and Development phase requires the following aspects to be defined and/or documented;

• Customer packaging and labelling standardsGenerally, the customer will provide documented packaging and labelling guidelines. These documents should be followed. When no guidelines are available, the cross functional team is responsible for developing guidelines to ensure integrity of the packaged product.


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• Review of the current Quality Management System to ensure its suitability for the prospective product and associated processesThe cross functional team should review the manufacturing sites Quality Manual to ensure the current Quality Management System addresses all of the requirements to design and manufacture the product under consideration.Any additional controls and/or procedural changes should be used to improve the Quality Management System in operation


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• Finalization of the process flow chartThe finalized process flow chart is a schematic representation of the process flow. This chart is used to detect any potential bottlenecks, such as, material flow problems and manpower.This chart also serves as a starting point when conducting the Process Failure Mode and Effects Analysis.


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• Floor plan layout with an emphasis on minimising material travel

The floor plan should be developed to determine the acceptability of inspection points, control chart locations, visual aid locations, rework area(s) and storage areas.When developing the process and subsequent floor plan an emphasis must be placed on utilising floor space for value added activities.


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• Completion of the Process Failure Mode and Effects Analysis (FMEA)The Process FMEA should be conducted prior to production commencing.The process FMEA is a structured and detailed study performed by a cross functional team on a process to determine how potential external and internal factors could impact a process. Once potential problems are established, preventive actions are developed to control all such problems.


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APQP Links to PFMEA

Work InstructionsPFMEA

Change in detection

Change in occurence

Change in severity

Control Plan

Design Change Other Action

or

or

oror


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• Completion of the Pre-launch Control PlanThe Pre-Launch control plan provides a description of the dimensional measurements and functional test that occur after prototype and prior to full production. The pre-launch control plan typically includes additional product/process controls until the production process is validated.


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• Measurement systems analysis plan to encompass all of the inspection measuring and test equipment designated on the control planAll inspection, measuring and test equipment utilized to measure product or process characteristics as defined in the Control plan must under go a Measurement Systems Analysis. The analysis should not be just restricted to Gauge Repeatability and Reproducibility but should also include studies on, linearity, and accuracy, as appropriate.


35


• Process Monitoring and Operator Instructions -these shall typically include or reference as follows:

– Operation Name and number keyed to process flow chart

– Part Name and Number– Current Engineering level/date– Required tools, gages and other equipment– Material identification and disposition instructions– Customer and supplier designated special

characteristics– SPC requirements– Relevant Engineering and manufacturing standards– Inspection and test instructions– Corrective action instructions– Revision date and approvals– Visual aids– Tool change intervals and set up instructions


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Link Between the Documents

Process Flow

Operation Number

Product/ProcessCharacteristic

Incoming Sourcesof Variation

PFMEA Control Plan

Variation Class

Work Instructions


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• Preventative maintenanceThe cross functional should identify key process equipment and develop an preventative maintenance system. At a minimum the system must include;– A procedure that describes planned maintenance

activities– Scheduled maintenance activities– Predictive maintenance methods

• Review of Manufacturers recommendations• Tool wear• Fluid Analysis• Vibration Analysis

– Availability of replacement parts for key manufacturing equipment


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4.0 Product & Process Validation



Planning






ProgramProgram









39


The Product and Process validation phase requires the following aspects to be defined and/or documented;

• Production trial run as stipulated in the Control Plan - typically the results from this trial production run are used for;– Preliminary process capability studies– Measurement systems analysis (Gauge R&R)– Process review– Product validation testing (Functional fit)– Production Part Approval– Packing evaluation– Quality Planning signoff– Finalization of Production Control Plan


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• Production Part ApprovalProduction Part Approval is required to validate that the product manufactured meets all customer requirements.

• Production Validation TestingProduction Validation testing refers to Engineering tests that validate the production process as meeting all of the customer requirements, particularly, Engineering requirements.


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• Packaging EvaluationValidating the packaging to ensure product is protected to the point of delivery is an integral phase of Product and Process Validation.In addition the cross functional team representatives should ensure that the type of packaging will allow the end user to handle the product in a safe and efficient manner.

• Production Control PlanThe production control plan describes the systems for controlling the entire process. The production control plan is a living document that must reflect the current flow of production. Any addition or deletions of process, inspection activities etc.. must be reflected in the control plan.


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APQP Links to Control Plan

First/Last Piece

Mistake Proofing

Control Plan

Yearly Layout

P/M Checklist

Quality Checklist


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• Quality Planning Sign-offThe Quality planning sign off is typically is typically conducted by the cross functional team once the control plan accurately reflects the entire process, process instructions are satisfactory, FMEAs are complete and Measurement System Studies have been completed.The form which is typically used for sign off is referred to as the Product Quality Planning Summary and Sign Off Report.


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5.0 Feedback, Assessment & Corrective ActionConceptConcept

Initiation/ApprovalInitiation/ApprovalProgramProgramApprovalApproval PrototypePrototype PilotPilot LaunchLaunch

Planning




Production

Planning



ProgramProgram









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Feedback, Assessment and Corrective Action

• Based on the output of phase 4, more specifically the– Production trial run– Measurement Systems Analysis– Preliminary process capability study– Production part approval– Production validation testing– Packaging Evaluation– Customer concerns


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the results(feedback) are assessed and corrective action is instigated with a focus on;

CONTINUOUS IMPROVEMENT



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• Additionally, the following three aspects need to be continually assessed;

• VariationControl charts or other statistical techniques should be utilized to identify process variation. This should be assessed and corrective action taken if required



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• Customer Satisfaction The supplier in conjunction with the customer must continually assess the performance of the end product in its operating environment. This may be done by product audits, warranty analysis, customer complaints, benchmark details etc…This information should be assessed and if required corrective action taken.



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• Delivery and Service Delivery and service is an integral part of quality. The delivery performance of suppliers must be focussed on achieving 100% delivery on time. The supplier must assess its delivery performance and service and if appropriate take the required corrective action.



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5.0 Feedback, Assessment & Corrective ActionConceptConcept

Initiation/ApprovalInitiation/ApprovalProgramProgramApprovalApproval PrototypePrototype PilotPilot LaunchLaunch

Planning




Production

Planning



ProgramProgram









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Update the PFMEA & Control Plans

Process Flow

PFMEA Control Plan

Work Instruction

Scrap, Rework Data

Warranty & Assembly Plant Data

After the 8-D is completed, the PMEA and the control plan should be revised and updated as applicable


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CONTINUAL IMPROVEMENT !!

Thank you!

Angelo G. ScangasPresident

Quality Support Group, Inc.Peabody, MA 01960

978-430-7611 [email protected]

Case Study

Advanced Product Quality PlanningLeading ApproachesFreudenberg-NOK

www.aras.comCopyright © 2007 Aras Corporation All Rights Reserved

• $7.5 billion in total annual sales, with global automotive sales of ~$4 billion• One of only 8 in the top 100 OE automotive suppliers that has global

balance in each of the three major automotive markets - Asia, Europe and North America - Automotive News

• Offers world-class product development and manufacturing at 57 automotive operations in 27 countries - facilities include:

25 in North and South America21 in Europe11 in the Pacific Rim

• One of the world's largest non-tire rubber fabricators,annually produces 10 billion components worldwide

The Freudenbergand NOK Group


• Sealing packages for engines, transmissions, brakes, axles and steering

• Complete noise, vibration and harshness (NVH) reduction components and packages

• All rubber, plastic and PTFE components for suspension, electrical and fuel systems

Automotive Products


Freudenberg-NOKBest Practices Leadership

Lean Thinking Case StudyAggressive Six Sigma ProgramSupply Chain & Outsourcing InitiativesProduct Development Best Practices LeaderProgressive Approach to APQP & Compliance


• Typically ~300+ Active New Product ProjectsMany individual projects drawing on common resourcesCoordination, collaboration, and control challenges

• Product Development Process

APQP compliance required by ISO/TS-16949

OE & Tier 1 customers require additional APQP deliverables

Product Development at Freudenberg-NOK

Program Volume Increasing

700

400

Mar

ket P

rese

nce

Vehicle Models

1999 2010

Program Volume Increasing

700700

400400

Mar

ket P

rese

nce

Vehicle Models

1999 2010

Roland Berger – Automotive Supplier Trend StudyLife cycle assumption 6 years in 1999, 5 years in 2010

Laun

ches

/ Ye

ar 14067

Laun

ches

/ Ye

ar 1401406767

• # New Products IncreasingSignificantly in Auto Industry


• Several Kaizens held in 2002 toQuantify Product Development Issues

Customer Expectations Not being Met» No standardization across plants» Programs were not launching on time» Key QS9000 / TS-16949 compliance deliverables

not being completed for each project

Internal Expectations Not being Met» No Internal Performance Metrics» No Executive Visibility

Product DevelopmentIssues in 2002


APQP Plan

• Project Team Directives» Identify & pilot standard process» Identify a standard enterprise software solution» Implement the standard process in solution» Measure launch performance

• Standardized on APQP asProduct Development Process Structure

• Focus on broad, phase-based product development with emphasis on high level tasks and deliverables

» Tried to avoid having our solution deployment stagnate into an “engineering only” system


Competitive PracticesAPQP Context

In ApprovalDraft Approved

LifecycleIn ApprovalDraft ApprovedIn ApprovalDraft Approved

Lifecycle

Phase 1 - Plan & Define Program

Phase 2 - Product Design & Development Verification

Phase 3 - Process Design & Development Verification

Phase 4 - Product and Process Validation

Phase 5 - Feedback Assessment & Corrective Action

APQP

Concept Design Development Launch Manufacture

CompanyProprietary

Deliverables

1 23a3b

4 5

Workflow

1 23a3b

4 51 23a3b

4 5

Workflow

DCXFord

Toyota

Customer / PlantSpecific Templates


Incorporated Lean Deliverables & Triggers intoStandardAPQPChecklist

APQP & Lean

Value EngineeringLean Processes

Value Analysis

(DPTP) Design To Production Transition

(DFSS) Design for Six Sigma

3P

Poka Yoke(Mistake Proofing)

Standard Work

Takt time


Able toDrill Downto Actual Activitiesto take Actionif Needed

Use DashboardApproach

Program Dashboard


Freudenberg-NOKFlawless Launch Program

Executive ScorecardsMeasure• Customer Satisfaction• Plant Launch PerformanceTrack

QualityServiceReadinessTimelinessProfitability

KPI MetricsKPI Metrics

KPI Metrics


Summary

• Standardizing APQP has improvedQualityCustomer SatisfactionProduct Launch Performance

• APQP like Lean is a Process not a Project

• Helps to view APQP as ‘the’ Product Development process and have a system that everyone uses that supports the process overall


Questions?

aras.com

Aras CorporationHeritage Place

439 South Union StreetLawrence, MA 01843

[978] 691-8900www.aras.com

Copyright © 2007 Aras Corporation All Rights Reserved Aras Confidential

Solutions for Performance Driven CompaniesMicrosoft Enterprise Open Source



June 2007

Featured Speaker

Angelo ScangasPresident, QSG

www.QualitySupportGroup.com