Download - AQP Critical Tasks November2011
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1. What do we consider to be a critical AQP Task?
2. Identify the critical AQP tasks associated with fourprimary AQP activities
3. Review each critical AQP task and what is expected
when managing them4. Review case studies / real world examples
What happened?
How was it managed?
What couldhave prevented it?
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PPAP Post V1 - Causal Factors
Late Design Release
Late Design Changes
ManufacturingFeasibilitySupplier Program
Management
Total Case Studies: 25Product Teams: Truck/SRT, Minivan/MUV, SUV
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PSO/PDR
Step 3Verification of
Process (VP)
Pre Volume
Production
(PVP)Job 1 Offline Commercial
Launch
Tooling PPAP
LATE DESIGN
RELEASE
PSO/PDRTooling PPAP
LATE DESIGN
CHANGE
PSO/PDR PPAP
Step 5
MANUFACTURING
FEASIBILITY
PSO/PDR PPAP
Tooling
Tooling
SUPPLIER PROGRAM
MANAGEMENT
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Late Design Release leads to late Tooling Kickoff
Tooling has the largest impact on downstream deliverables
Prototype tooling is a poor substitute!
Late Design Changes
Many late design changes can be traced back to a lack of, or
failure during, DV Testing
Manufacturing Feasibility
Supplier unable to meet requirements
Supplier Program ManagementMany reasons; one common one is inability to meet line
speed requirements
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For SQ purposes, we would consider any AQP Task as
critical if it:1. Has a major impact on downstream deliverables and
other tasks
2. Ensures the part, as designed, meets requirements3. Ensures the part, as manufactured, meets
requirements
4. Ensures the process can meet our production needs
5. What else?
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SUPPLIER:
SUPPLIER CODE: MY/VEHICLE FAMILY:
PART NUMBER(S):
REVISION:
PART NAME(S): REVISION DATE:
AQP MEETING DATE:
PART RISK (H/M/L): AQP MEETING LOCATION:
VPPVPJob 1
BEGIN
PLAN ACT PLAN ACT
SQE -
SQE -
SQE 1
SQE -
ENG -
SQE -
SQE -
SQE -
SQE -
SQE -
SQE -
SQVL -
ENG 2
ENG -
ENG -
ENG -
ENG -
ENG -
SQE -
ENG -
ENG 3
ENG 4
SQE -
ENG -
SQE 5
SQE 6
SQE 7
SQE 7.8
SQE: Supplier Quality Engineer SQVL: SQ Vehicle Lead Major milestones Secondary milestones RECOMMENDED EVENT / DELIVERABLEENG: Release Engineer MET: Metrology Center ACTUAL
DO: Design Office CURRENTDAY
Month-Date STATUS
# of
Days
Review CNs and IAAs (including associated Risk)TAG Review (Chrysler-purchased tooling only)
Confirm composition and commitment of Core
AQP Team Members
Part Development Plan Complete
Status of Open Issues from Technical Review Risk
Assessment (FIAT parts only)
END
If status is 1, 2, or 3 (Red
or Yellow), you must
provide a Risk Mitigation
PlanEnter 1-5
Process Flow Diagram & Mfg. Floor Plan
CUSTOMER
LEAD
PSO
Element
Control Plan and Process Monitoring
Supplier Quality Risk Assessment (SQRA)
Month-Date Month-Date
Production Tooling Complete (PTC)
SUPPLIER
RESPONSIBLE
# of
Veh
AQP ACTIVITIES
eCIMS / Lessons Learned Master PFMEA
Reviewed
Advance Quality Planning
Build
NameMRD
Design Review - Customer Perception targets
Manufacturing Feasibility Assessment (MFA)
DV Testing Complete
Month-Date Month-DateMonth-Date
ADVANCE QUALITY PLANNING (AQP)
TIMING CHART
Month-DateMonth-Date
YEAR
Month-DateMonth-Date
#NUM!FIAT PROGRAM
REVIEW STATUS #NUM!CHRYSLER AQP
STATUS
RISK MITIGTION PLAN
KEY MATERIAL/BUILD DATES
Build DateMonth-DateMonth-Date Month-Date
Source Package Review
Test Sample Sizes and Frequencies
YEAR
Confirm Supplier PPAP Self-Certification status
Volume, ramp-up curve, and product mix verified
and capable - CPV, P.O, SP
Design FMEA
Verify deliverables timing to CPCP timing
Process FMEA
Part Inspection Standard
Prior PSO Review (similar products)
Initial Risk Evaluation (IRE)
Supplier Tooling Kick-Off (TKO)
Verify Tooling Capacity and Required Station CycleTime / Line Speed Plan
Part Number, Description, and Change Level
Design Model Status Review
Part I/S Parts, 8 weeksbefore VP
All Other
Program &StyleApproval
EF EFEF
Step 2StyleFreeze
Step 3ToolingKickoff
EF
Verification ofProcess
VP EF
Pre VolumeProduction
PVP EF
Job 1Offline
EF
CommercialLaunch
EF
Step 5 Prod.DesignsComplete
EF
Draft Final
0
0
Identify -22 weeks prior to VP MRD
Part Sourced + 2 weeks
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VPPVP
Job 1
BEGIN
P LAN ACT PLAN ACT
SQE -
SQE 1
SQE -
ENG -
SQE -
SQE -
SQE -
SQE -
SQE -
PTS -
ENG -
ENG -
ENG -
SQE -
ENG -
ENG 3
ENG 4
SQE -
Review CNs and IAAs (including associated Risk)TAG Review (Chrysler-purchased tooling only)
Confirm composition and commitment of Core
AQP Team Members
Part Development Plan Complete
Status of Open Issues from Technical Review Risk
Assessment (FIAT parts only)
Supplier Quality Risk Assessment (SQRA)
CUSTO
MER
LEAD
PSO
Element
END
Build
NameMRDBuild Date
Production Tooling Complete (PTC)
SUPPLIER
RESPONSIBLE
# of
Veh
AQP ACTIVITIES
eCIMS / Lessons Learned Reviewed
Advance Quality Planning
Design FMEA
Test Sample Sizes and Frequencies
# of
Days
Design Review - Customer Perception targets
Initial Risk Evaluation (IRE)
Source Package Review
Confirm Supplier PPAP Self-Certification status
KEY MATERIAL/BUILD DATES
Verify deliverables timing to CPCP timing
Prior PSO Review (similar products)
Volume, ramp-up curve, and product mix verified
and capable - CPV, P.O, SP
1. Item or activity title
Key AQP tasks and SQ deliverables(IRE, Production Tools Complete,IMDS, PPAP)
All PSO Elements
2. Tracks Supplier responsibilityfor each item, with begin/end
dates
3. Key build/MRD dates
4. Details Chrysler lead for eachitem
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If status is 1, 2, or 3 (Redor Yellow), you must
provide a Risk Mitigation
PlanEnter 1-5
STATUS RISK MITIGTION PLAN
9
5 6
5. Indicate the status of the task.
6. Brief description of the risk mitigationplan (or reference to a more detailedaction plan)
Score Chrysler Definition
1
Not present / not started and: Very late to required milestone and will cause other required
deliverables to be late to their required milestone/vehicle launch
Risk Mitigation Plan does not exist
Extremely High Risk to milestone/vehicle launch (certain to cause
delay in milestone/vehicle launch)
2
Incomplete and:
Late to required milestone and may cause other deliverables to be
late to their required milestone/vehicle launch
Risk Mitigation Plan exists but is not acceptable or requires
unrealistic timing to meet milestone High Risk to milestone/vehicle launch (may cause delay in
milestone/vehicle launch)
3
Incomplete and:
Late to required milestone
Risk Mitigation Plan exists and is acceptable
Low Risk to milestone/vehicle launch
4Incomplete and:
Progressing according to required milestone timing
No Risk to milestone/vehicle launch
5 Complete and approved
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Tooling Design & Development
Tasks involved withmanaging the proper
design and on-time kick-
off and construction of
production tooling
Capacity Verification
Tasks involved withensuring the process will
meet (or exceed)
Chryslers volume
requirements
Testing
Tasks involved with ensuring
the part, as designed andmanufactured, functions as
intended and meets
requirements
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What is impacted by Tooling?
Process FMEA
Control Plan
Set-up Instructions
Work Instructions Error / Mistake Proofing
Layered Process Audit
Preventive Maintenance Plans
Part Qualification Process
Supplier Readiness Evaluation
PV Testing
PSO On-Site Visit
Production Demonstration Run
Initial Process Study /Capability
Appearance Approval
Color Harmony / Match
PPAP What Else?
Red = Key Performance Indicators
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AQP Tasks directly related to managing Tooling
Design & Development: Design FMEA
Design Model Status Review
Supplier Tooling Kick-Off (TKO) Production Tooling Complete
TAG Review
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Design FMEA
Expectations: Supplier-designed parts require a DFMEA developed by the
Supplier with Chrysler Engineering input & approval
Should include evidence that Lessons Learned from previous /
similar designs have been considered Highest risk items should have action plans
Items with Severity of 8 or higher should have Error /MistakeProofing planned for the tooling and assembly equipment
DFMEA should be complete early enough to allow for toolingdesign
If no DFMEA exists for a Chrysler-designed part, we need to askthe question Why?
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Managing the DFMEA task
DFMEA does not exist (Supplier-design) DFMEA incomplete prior to TKO
No input from the Chrysler Engineer or
No evidence of Lessons Learned
No Error/Mistake Proofing for Severity 8+ or
Risk Mitigation
Focus should be on completing the DFMEA before TKO.
High risk or high severity items should have actions plan with afocus on total prevention of errors.
Chrysler Engineer should review and approve.
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Design Model Status Review
Expectations: Supplier has latest design model
Design model release occurs in time for TKO
Latest CN revisions are incorporated into the tool design
Managing the Design Model Status Review task Design Model will not be complete in time for TKO or TKO
occurs without a finalized design
Proposed design changes result in late tool completion or
Risk Mitigation Focus should be on completion of Design Model before TKO
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Supplier Tooling Kickoff (TKO)
Expectations: Ensure all production part and tooling POs are written and
released, prior to the TKO process start.
Assist Engineer to ensure the Supplier understands the TKO
process and their role, and help address roadblocks. TKO should occur by CAD Step 3; should be enough time to
complete production tools by VP!
Attend the Form Signing event Form Signing: The Chrysler internal team level event where the checklist
will be reviewed and approved by the individual lead responsibleapprovers.
TKO is the start of tooling, not tooling design or ordering
material!
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Managing the Supplier TKO task
TKO starts without a complete design or TKO starts without completed POs or
TKO takes place late (post Step 3) or less (depends on how
late this makes tooling)
TKO form is signed, but Supplier verbally told not to beginconstruction of tools or less
Risk Mitigation
Focus should be on completion of all deliverables before TKO
Target should be Production Tools Complete by VP
TKO should not be signed until tooling is ready to start
construction
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Production Tooling Complete
Expectations:
Tooling should be scheduled for completion by the Verification of
Process milestone (VP)
Ensure timing takes potential transit time into account (both forcompletion and CN activity)
Identify potential issues with tool makers (e.g., long distance,
poor quality, etc.)
Review the ongoing status of tooling at each AQP meeting(completion status)
Ensure tool makers are aware of design changes and have the
latest revision level
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Managing the Production Tooling Complete task
Tooling Completion expected after VP or less Tooling Completion expected after PVP (or later) or less
Concerns with effectiveness / quality of tool maker
Tooling Completion timing beginning to slip
Risk Mitigation
Focus should be on completion of tooling by VP
Plans will often rely on using prototype tooling longer than
intendedensure process controls equal or exceed intended
production levels!
Ensure backup tools are capable of producing the quantity of
parts required, both daily and in total
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3
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TAG Review
Expectations: TAG follows some tooling (Chrysler-built)
Hold regular reviews with the TAG SQE to follow status of
tooling
Managing the TAG Review task Same as for Production Tooling Complete
Risk Mitigation Same as for Production Tooling Complete
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What could happen when a Supplier is unable to
meet our releases?
Expedited parts shipments
Hiring of new or temporary personnel w/o process knowledge
Unapproved process changes or rework/repair Skipping time-consuming steps (like inspections)
Turning off Error/Mistake-Proofing
Running the process 24/7 (no PM, 1st Piece Approval, etc.)
Expedited construction of new tools
What else?
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AQP Tasks related to Capacity Verification:
Volume, ramp-up curve, and product mix verified andcapable - CPV, P.O., SP
Verify Tooling Capacity and Required Station Cycle Time
/ Line Speed Supplier Readiness Evaluation
Production Demonstration Run
Part Delivery Plan Review (for VP, PVP, V1, etc.)
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Volume, ramp-up curve, and product mix verified
and capable - CPV, P.O., SP
Expectations:
Review program volume requirements, planned product mix, and
planned launch ramp-up curve. Ensure the Source Package details the required information and
that the Supplier understands the requirements.
Ensure the Purchase Order is complete by the required timing
and that it correctly lists Daily Tooling Capacity, Capacity PlanningVolume, and Shift Pattern
Buyer and Supply/Logistics should be at the meetings to discuss
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Managing the Volume, ramp-up curve task
Volume requirements or product mix unknown Purchase Order incomplete or showing incorrect volumes or
Tooling as designed cannot meet volume assumptions
Volumes increase after beginning of tooling or less
Risk Mitigation
Focus should be on ensuring volumes are correct and the
Supplier understands what they are.
Additional focus on understanding volumes prior to TKO
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3
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Verify Tooling Capacity and Required Station Cycle
Time / Line SpeedExpectations:
Ensure the Daily Tooling Capacity is sufficient to meet Chrysler'sneeds and meets or exceeds the Capacity Planning Volume.
Review the shift pattern (shifts/hours/days) to ensure that itsupports production and allows enough time for PM activities.
2/8/5 is the standard; if it exceeds this, why?
Verify shift pattern on a regular basis; if it changes, why? Is there stillenough time for maintenance and similar activities?
Verify whether or not the part(s) are included in a CommonProcess Group (CPG)
Calculate the line speed required for the PDR and extrapolaterequired Station Cycle times for the SRE.
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Managing the Verify Tooling Capacity task
Daily Tooling Capacity less than Capacity Planning Volume Operating shift pattern does not leave adequate time for PM or
similar activities or
Calculated required line speed or station cycle times exceeds
what the Supplier expects to be able to produce or less Shift pattern increases from initial plan or less
Risk Mitigation
Plan should be to meet volume requirements without sacrificingquality activities
Identify situations when additional tooling is necessary
Purchasing and Supply/Logistics included on actions
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3
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Supplier Readiness Evaluation & Production
Demonstration RunExpectations:
Verify required line speed and station cycle times required for
both runs
Verify the number of pieces to be run for each
SRE should run enough to verify cycle time, FTC, and provide parts for PV
testing
PDR is minimum of 300 pieces or 2 hours (whichever is more)
Determine if an Extended Run PSO will be done (Appendix D ofthe AQP/PSO Manual 7th Edition)
Identify separate PDR dates for Stepped Tooling Plans
SRE should be before VP, PDR prior to PVP
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Part Delivery Plan Review (for VP, Pre Series, V1, etc.)
Expectations:
Review the Supplier's plan for part delivery for all pilot builds and
launch
Verify the plan has the latest quantities and timing/MRDs for
each applicable build and build phase
Ensure Tool completion date is sufficient to meet MRDs
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Managing the Part Delivery Plan task
Supplier is unaware of requirements for pilot builds Tooling completion timing requires parts to be delivered to plant in
multiple shipments (for the same build phase)
Prototype material will have to be swapped out of the plant
Prototype tooling to be used for VP or later or less
Risk Mitigation
Plan should be made to provide correct build quantities to Supplier
Plan should also minimize any material built off of prototype
tooling (i.e., staggered shipments are preferable to swapping
material out of the plant)
Ensure prototype parts, if used are properly marked and identified
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3
3
2
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What can happen when we dont fully test the
product design or function?
Plant pilot build issues
Late design changes / CNs
Failure to meet regulatory or governmental regulations PRIs / Yardholds
High Warranty / Safety Office campaigns
What else?
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Lack of DV Testing /
DV Testing
incomplete
Pilot Build
IssueLate CN
Abbreviated
TestingQuality Spill
High
Warranty
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AQP Tasks related to Testing:
Test Sample Sizes and Frequencies
DV Testing Complete
Production Validation Testing Complete
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Test Sample Sizes and Frequencies
Expectations: Prior to DV / PV Testing start, review the DV / PV Test plan with
the Supplier and Engineer: verify specific test method, sample
sizes / frequencies, and timing for each DV / PV test (Engineering
sign-off required) Engineering to verify which PV Tests are required by VP
If DV Testing will not be performed, discuss as a team and
determine if this is the right decision!
Review Continuing Conformance testing plan (test method,sample sizes / frequencies)
Review the Suppliers Annual Validation plan and adherence
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Managing the Test Sample Sizes and Frequencies task
DV Testing will not be performed or less unless team agrees DV or PV Testing begins without Engineering review of the plan
DV or PV Testing timing late to VP or PVP or less
Supplier has not considered Continuous Conformance testing in
their test plan or Control Plan or less Supplier has not adhered to Annual Validation requirements
Risk Mitigation
Recovery plan should ensure all testing is performed (e.g., larger
sample sizes, additional test equipment, etc.), not skipping tests.
Failed parts require corrective action and repeating the full test, not
just replacing the failed part.
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DV Testing Complete
Expectations: Review DV Testing results with the Supplier and Engineer
(Engineering sign-off required)
Review all test failures and verify corrective actions have been
implemented and successfully retested
Successful DV Testing is required before PV Testing can begin,
unless waived in writing by the engineer
If PV Testing will begin before a DV Test failure is retested
(requires Engineering waiver), discuss the reason; is this thecorrect decision?
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Managing the DV Testing Complete task
PV Testing to begin without successful DV Testing or less No corrective actions in place for DV Test failures
Risk Mitigation
Plan should require corrective actions for DV Test failures.
If PV will be used to validate corrective actions for DV Test failures,
ensure enough time exists (and backup plan is in place) to retest in
the event of another failure
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1
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PV Testing Complete
Expectations: PV Testing timing should identify PV Tests required by VP
PV Testing timing should allow for PPAP by PVP
BSR/NVH should be accounted for in the PV Test plan (as
applicable)
Review the status of the PV Testing start date (still on-track,
slipping, etc.)
Review plan and status of Chrysler-responsible testing
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Managing the PV Testing Complete task
Start date begins to slip or less PV Testing required by VP will be late or less
PV Testing timing will result in late PPAP or less
PV Test failure or less
Risk Mitigation
Corrective actions for testing failures implemented and re-tested
Actions should not reduce or skip tests; to compress timing, focus
should be on testing larger sample sizes
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Case Study #1
Component: Roof RacksIssue: Part does not fit to sheet metal; the sheet metal
was not to print (supplied from an internal stamping
plant). Late tooling changes were required which pushed
tooling completion, and therefore PDR & PPAP, late.
What risk mitigation activities should be taken?
What could have been done to catch this earlier?
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Case Study #2
Component: SpoilersIssue: Deficiencies in the tool design and ergonomic issues
at the Chrysler Assembly Plant required a late design
change.
What risk mitigation activities should be taken?
What could have been done to catch this earlier?
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Case Study #3
Component: HVAC Control HeadIssue: Part could not meet the Daily Tooling Capacity
requirements (most recent PDR was short by 5 pieces per
hour). Primary issue was excessive machine downtime.
What risk mitigation activities should be taken?
What could have been done to catch this earlier?
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All AQP Tasks are important; some require special
attention Tasks that directly impact deliverables / timing
Tasks that directly affect part ability to function andmeet requirements
Tasks that impact the Supplier meeting productioncapacity needs
Use the AQP/PSO Scoring system to raise the red flag(or the yellow one)
Risk mitigation plans when a deliverable is late / at risk(yellow and red)
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