managing suppliers

8/3/2019 Managing Suppliers

1/70

This guideline is for training purposes only; Not ISO controlled

Supply Chain

ManagementManaging Suppliers In A

Global Environment


2/70

Managing the Global Supply Chain

The Quality in Asia is not as good as that inthe USA.True or False?

To get competitive and lower overall costs,

we must go overseas.True or False?

Managing suppliers overseas requires

double the resources.True or False?


3/70

Basic Data

77% of all US companies are looking atsourcing Internationally to take advantage oflower costs and increased productioncapacity

44% of those looking at Internationalsourcing are planning on spending up to 25%of their supply chain budget on Internationalsourcing

19% plan on spending from 50% to 100%


4/70


5/70

Price is not the onlycontributor to supplychain cost

Global costs are

distributed differentlythan domestic expenses

Managing the globalsupply chain requires amore technicalapproach

0

10

20

30

40

50

60

70

global Domestics

PriceQuality

Logistics


6/70


What Do We Need To

Know To Be Successful?

Supply Chain

Management


7/70

Supply Chain Management

Supply Chain content percentages continueto grow

Content from suppliers can reach 70% of TotalProduct Value

With no end in sight of this trend,relationship and communication with thesupply chain is vital for program success

How do we proceed?


8/70

Supply Chain Management

As content increases, the importance of the Supply Chain

Management business process also increasesMore risk to the business is introduced when suppliers are

involvedTherefore, risk provides a platform to measure and mitigate

the potential of failure in Supply Chain Management

Risk determinesWhoWhatWhereWhen

How MuchHow Often


9/70This guideline is for training purposes only; Not ISO controlled

Supply Chain

ManagementSupply Chain

Management Process


10/70

Supply Chain Management Process

The SCM business process recognizes key activitieswhich help reduce the risk of failure

A five phase approach is offered

The 5 Phases are:

SCM Strategy and Planning

Supply Chain Engagement

Supply Chain Collaboration

Supply Chain Demonstration

Supply Chain Development / Replication


11/70


SCM

Strategy

Engagement

CollaborationDemonstration

Replication


12/70


Each phase is made up of multiple subprocesses supported by disciplines andtechniques / tools

Each Phase is measured as the processcontinues


13/70This guideline is for training purposes only; Not ISO controlled

Supply Chain

ManagementStrategy and Planning


14/70

Strategy and Planning

Developing a strategy for Supply Chain development

assumes that all supply chains or the links in the chain arenot equal Engagement with various suppliers (internal and external)

that make up the supply chain is different Strategic Planning assures that the proper resources are

applied to obtain the desired benefits Elements of Strategy include:

Safety and Regulatory ImpactPrice to Cost Target PlanningValue Driven Activity = Benefit / Cost

History and LegacyNew Innovation ExpectationsEarly Sourcing PlanningNegotiation


15/70

Risk Based Approach

The impact of failure is greater when anInternational supplier is involvedThere is a disproportionate amount of resources

applied in detection and reaction related toInternational suppliers

This is costly as expenses increase exponentially thelonger it takes to find a failure (mode)

A failure in this context relates to:Cost

Quality

Delivery / Logistics


16/70

Failure Mode Creation

N

umberoffailuresfound

0Strategy Production/ReplicationDemonstrationCollaborationEngagement

1 Failure Mode Creation

Cost of developingCounter-measure

2 Failure Mode Discovery(3 Counter Measureadopted)

too much time

Numberofcounter-measures

A hi i h Id l S


17/70

Numberoffailuresfound

0

Strategy Production/ReplicationDemonstrationCollaborationEngagement

1 Failure Mode Creation

2 Failure Mode Discovery(3 Counter Measure adopted)

timeminimized Cost of developing

Counter-measure

Numberofco

unter-measures

Achieving the Ideal State


18/70

Latitudetotake

counter-measures

#

failuremod

es

found

Hard to find, easy to fixEasy to find, hard to fix

Time

Address Failure Modes Early

Engagement

timing


19/70

Address Failure Modes Early

Applying the philosophy of preventing failuresearly drives us to classify the level of risk eachsupplier may pose to your success

The level of risk is a function of:

Design RiskSupplier Risk

Risks are determined for

Cost

Quality

Delivery / Logistics

Supply Chain Risk Management


20/70

Supplier

Risk Matrix

Define Level of Control

Level 1 Risk

APQP/Quality System Mentoring

Level 5 PPAP / PSO

Level 2 Risk

Limited APQP/Quality System

Mentoring

Level 4 PPAP with High Scrutiny

Level 3 Risk

Level 4 PPAP with Med Scrutiny

Level 4 Risk

Level 4 PPAP with Low Scrutiny

Supply Chain Risk Management

QMS

Capability

Delivery

Defect

PPM

Design Risk

Matrix

Design

ChangesSafety /

Regulatory

Technology

/ Materials

5

4

3

2

1

1 2 3 4 5

Supplied Product Risk

Assessment

Supplier Risk

DesignRisk

D i Ri k A t C it i


21/70

Design Risk Assessment Criterion

High Medium LowSafety /

Regulatory

Safety / Regulatory

System/Sub-system/Component

none none

PerformanceCritical

High PerformanceCritical, High Severityranking (7-8)

Medium PerformanceItem, Severity ranking (5-7)

none

Appearance Key Appearance Item,High Customer Visibility

Moderate AppearanceItem, Moderate Customer

Visibility

Low CustomerVisibility

Basic Function Key FunctionalComponent

Moderate Functional Item Low Functional Item

InterfaceComplexity

High Number of CriticalInterfaces (Physical,Electrical, Data Exchange)

Moderate Number ofCritical Interfaces(Physical, Electrical, DataExchange)

Low Number of CriticalInterfaces (Physical,Electrical, DataExchange)

Robustness /Noise Sensitivity

Lack of Robustnessagainst Environmentaland User Noise factors

Somewhat Robust againstEnvironmental and UserNoise factors

Very Robust againstEnvironmental andUser Noise factors

Design Maturity New Design Design Changes fromCurrent EstablishedDesign

Carry-Over Designs

C


22/70

Design Risk Assessment Criterion

High Medium LowTechnologyComplexity

Heavy Automation, HighScrap Rates, HighMaintenance

Some Automation,Moderate Scrap Rates,Moderate Maintenance

Low Automation, LowScrap rates, TypicalMaintenance

Technology

Experience

New Technology with little

Industry Experience

Industry Established

Technology; New to yourbusiness

Industry Established

Technology w/ businessExperience

MaterialsExperience

New Materials with littleIndustry experience

Materials in use inIndustry; New to yourbusiness

Materials in use inIndustry w/ businessExperience

A i t f D i Ri k


23/70

Assignment of Design Risk

5

4

3

2

1

1 2 3 4 5

Supplied Component

Risk Assessment

Supplier Risk

DesignRisk

Priority Translated

to Risk Level

RiskSeverity

Seatsub-system

Exhaust

Steeringsub-system

BrakeSub-system

Frame

Wheels

Engine

Electrical

FuelTank

RearSuspension

Pedals

FrontSuspension

Instruments

Carborator

Direction of Improvement

Design

RiskCriterion

DesignHistory

Safety/Regulatory

Performance

Critical

Appearance

Basic Functional

InterfaceComplexityRobu stness/NoiseSensitivity

Design Maturity

Technology/

Materials

TechnologyComplexity

TechnologyExperience

MaterialsExperience

Weighted Importance

Relativ e Importance

F F F F

H F F H F F F H

F F

F H G H F G F H H H G H H H

F G F H G F H G H H F H G G

H H F G H F H F G G G H G G

F F H F F H G F H H G G G G

H H F H H F G G G H H H F F

H F G H H H F F H H G G G G

9

5

3

1

9

5

3

9

5

3

267

245

237

231

215

207

191

187

167

141

129

123

119

107

Design Risk

System /

Sub-System /

Component

Design Risk

Criteria

S d d D i S li Ri k C i i


24/70

Standard Domestic Supplier Risk Criteria

High Medium Low

Delivery Performance Delivery Performance less than80%

Delivery Performance 80-90% Delivery Performance 90-100%

Defect PPM PPM >100 PPM 25 - 100 PPM


25/70

Global Supply Chain Additions

Elements of Supply Chain Risk for Internationalsourcing are similar but not the same as Domestic(NA)

Additional items to consider are:Distance

Response time (time zones)

Language

Culture

Financial ConditionResources for evaluation may not be available (D&B)

Currency Stability and Fluctuation

Assignment of Supplier Risk


26/70

Assignment of Supplier Risk

5

4

3

2

1

1 2 3 4 5

Supplied Component

Risk Assessment

Supplier Risk

DesignRisk

Priority Translatedto Risk Level

RiskSeverity

System/Sub-System/Component

ABCWheels

XYZSteering

ConnectorElectrical

ExhaustSupplier

SeatsareUs

FramesIncorporated

Springstogo

LeesBrakes

ABCIncorporated

Instruments

ShocksInc.

Carborator

FuelTankSupplier

PedalsSupplier

Direction of Improve ment

SupplierRiskCrite

ria

Past

Performance Delivery

Defect PPM

CAR Response

SystemCapability QM S

Use of QualityTools

EstablishedFacilit

Resources

Weighted Importance

Relative Importance

F F F H H H H G H G G G G G

F F H H H H H G H G G G H G

F F G H H G F H H H H G G G

H H F F F F G F G G H G H G

H G F F H H G H F G H G H G

F H H H G H F H G F H H G H

F F G H H H H H G F H F G H

5

5

3

5

5

3

3

201

173

165

147

111

111

103

97

95

83

67

59

59

41

Supplier Risk(Sorted)

Suppliers

Supplier Risk

Criteria

Risk Assessment


27/70

5

43

2

1

1 2 3 4 5

Risk Assessment

Supplier Risk

Level 1 Risk

Level 2 Risk

Level 3 Risk

Level 4 Risk

Supplied Product RiskPriority Matrix

Low Risk High Risk

S l Ch i Ri k M t


28/70

Supply Chain Risk Measurement

Understanding what risks we need to measure isthe start to a successful Supply Chain StrategyMeasures to consider:

QualityQualitative

Quantitative

CostPrice

Expense

LogisticsTime to Market

Delivery Performance

I t ti l S l Ch i Ri k


29/70

International Supply Chain Risks

Caution should be exercised when thefollowing are indicated as risk factors:

Safety and Regulatory

Shelf-life Limitations

Inventory Costs vs. Bulk Buys (logisticspurposes)

Size and Mass

Intellectual Property


30/70

Impact of Distance on Risk


31/70

Impact of Distance on Risk

Distance issues:

Communication is impactedBody LanguageMeanings of Words (slang or interpretation)

Example: The word DifficultHow do we interpret the word when spoken by our Japanese or

Chinese partners?Example: You may never get a no

The avoidance of using the word no gives the impression that thesupplier understands, when in fact they do not

Experiences of those companies who use international

suppliers indicate a 3X increase in communication isnecessary to compensate for distanceMust include this extra expense in overall cost estimates


32/70

Mitigation Strategies for Risk


33/70

Mitigation Strategies for Risk

Well written requirements are not enough

Assumptions on how to (specifications) may not beclearly defined

Leaving it to interpretation can have dire circumstances

Example: Pet food incident

An ingredient (melamine) was added to achieve arequired level of protein which met the requirementsdocument

Who or what was at fault in this incident?

QFD Requirements Cascade


34/70

Examples ofStandard Work

QFD Requirements Cascade

Special

Characteristics

Matrix

Product

Planning

MFG

Planning

Critical Requirements

Design

Planning

Focus Process Quality

On High Risk Items

Technical Specifications

= Design Parameters

= DFMEA Functions

Production

Planning

Daily

Activities

Focus Process Planning

On High Risk ItemsProcess Parameters

On High Risk Items

34


35/70


Supply ChainManagement

Engagement

Engagement


36/70

Engagement

Engaging the right supplier at the right time

Desired benefits of collaboration There are multiple levels of engagement which require

different resourcing levels These levels can be adjusted to achieve best value and stay

within budget vs. risk

Elements of EngagementCommunication and Relationship BuildingProgram and Project Management PlanningSupply Chain Risk AssessmentAPQP (Requirements and Specifications)

Concept Designs and ProcessesRefined Negotiation of Price and Cost

Communication in Engagement


37/70


One basic rule exists in engagement thatmust be followed regardless of topic:

In Communication, it is the deliverer(purchaser) who bears all of the responsibility if

the receiver (supplier) does not understand ormisinterprets the message

This one point is the primary reason for poor

quality / not to specification, and total highercosts



38/70


Determine the level of and types ofcommunication based on risks and develop awritten plan for:

Points of communication

When the communication must occuraccording to process

Types of communicationtechnical data vs. non-quantifiable concepts

Interpretation Verification and ValidationUse a Product Assurance Plan



39/70


5

4

3

2

1

1 2 3 4 5

Supply Chain Risk

Design

Risk

Design Risk

Matrix

Supply Chain

Risk Matrix

Supply Chain

ManagementTasks Defined

Project

Timeline

Task

ResponsibilityMatrix

Supply Chain

Mentoring

-APQP

-QMS

PPAP

-Level?

-SupplyChain/SDE

Ratio?

Ongoing Supply

ChainMonitoring

Standard Process

FMEAs

-failure modes

-causesStandard Control

Plans

-methods

-frequencies-sample sizes

Supply Chain PPAP

-Warrant

-FMEA-Control Plan

-Dimensional/Lab data

Legacy Info.

Supply Chain

Development

Supply

Chain/Product

Risk Assigned.

Best PracticesMatrices

-Failure Mode

-Cause

-Controls



40/70


PPAP

-Level?

Supply Chain APQP

Mentoring

-Special Process (APQP)

-Standard process (APQP)

Standard Process

Failure Mode/ Cause

-Heavy Fab

Standard Process

Failure Mode/ Cause

Cause & Effect

CustomerImportance

Direction ofImprov ement

Relative Importance

Characteristic &

Parameter

Matrices

QMS Mentoring

On-going

Performance

Monitoring

Feedback Loop


41/70

Assessment ProcessQuestionnaire.

1.1 VOC / CCRs

0.6 Understand Requirements

1.2 Business Plan/MarketStrategy

1.3 Product ProcessBenchmark Data reviewed

1.1.1 Market Research (Regulations)

1.1.2 History (If possible)

1.1.3 Team Experience

1.5 Product Reliability Studies

1.7 Design Goals

1.4 Product/ProcessAssumptions

Phase 1

What is the overall Project Risk?How can we help?

Assessment of key processes andrequirements

REQUIREMENTS ASSESSMENT

PRODUCT ASSURANCE PLAN

PRELIMINARY PRODUCT/PROCESS CHARACTERISTICS

1.9 Preliminary Bill OfMaterials

1.10 Preliminary ProcessFlow Chart


42/70

Phase 2

DFA/DFM

2.1 Design FMEA

2.11 REFINE LIST OF SPECIALCHARACTERISTICS

3.5 CHARACTERISTIC MATRIX

3.10 PRELIMINARY PROCESSCAPABILITY STUDY PLAN

( AS APPLICABLE)

1.11 PRELIMINARY PRODUCT/

PROCESS CHARACTERISTICS

REQUIREMENTS -

Technical Specifications

ROBUSTNESS

3.7 Pre-LaunchControl Plan

2.4 DVP&R1.10 Preliminary Process

Flow Diagram

3.3 Process Flow Diagram


43/70

Phase 3

3.5 Characteristic Matrix(Process/Links)

Capability Calculations

3.6 Process FMEA( Special Characteristics Only )

3.7 Pre-Launch Control Plan

( Pilot )

3.8 Process Instructions

3.3 Process Flow Diagram 2.1 DFMEA2.11 Special Characteristics

3.10 Preliminary ProcessCapability Study Plan

3.9 Measurement Systems

Analysis Plan

Mitigation Strategy for Risks


44/70


Mitigation of risks for engagementDevelop a Communication Plan

How to communicate

Frequency of communication

The verification of communicationConnectivity and data transfer

Develop a technical product assurance plan

Add resources (3 X normal) for distance

Avoid sourcing proprietary technologyRemember todays partners are tomorrows competitors


45/70



Collaboration

Collaboration


46/70

Collaboration

Collaboration permits the engaged parties the opportunity

to design the product and process simultaneously Considerations in CPPD include cost, timing, ease of

assembly and manufacturing and reliability planning

Elements of Collaboration include but are not limited to:

Design ReviewsProject Management

Technical Risk Assessments and Mitigation

Test Planning Verification and Validation

Collaborative Product and Process Design (CPPD)

Design for Assembly and ManufacturingCost Optimization

Collaboration


47/70

Collaboration

Collaboration is the concurrent communication

process of developing a product and processsimultaneouslyCPPD is best deployed in:

Design for Six Sigma (specific high value activities)

Product Development Processes (overall deliveryactivities)

In CPPD, risk is a substitute for actual failureFailure is to avoided, not experiencedRisk is uncovered by utilizing linked reliability anddesign tools combined with discipline

Collaboration


48/70

Collaboration

Collaboration must be applied in order toassure the process capability and designperformance are matched with the lowestcost

The value equation must be applied duringcollaboration

Any change in quality (design / process ) must becompared to cost and delivery; change in cost

compared to quality and delivery; change indelivery compared to cost and quality

Collaborative Product Development

1.0 Plan & Define the Project


49/70

RegulationsInput

1.1 QFDRequirementsSpecifications

1.7 Design Goals

1.1 FMAQuality History

DevelopConceptDesigns

1.10 PreliminaryProcess Flow

2.6 Product2.7 Design

3.3 ProcessFlow

3.5

CharacteristicsMatrix

2.11 Special

Characteristics2.1 DFMEAPath 1 & 2

3.6 PFMEA

-

Special CharacteristicsError/Mistake ProofCollaborationImproved StatisticalCapability

2.1 DFMEA

Path 3Test Development

3.7 Pre LaunchControl Plans

1.1 VOC

TIME

4.3 PreliminaryProcess/Capability

Studies

2.0 Design &Develop

3.0 ProcessDesign & Develop

2.2 DFA/ M

-New Requirements

-Wants/Needs/Desires

1.11 PreliminaryList of SpecialCharacteristics

2.6 EngineeringDrawing. DesignTooling Drawing

4.0 Product & Process Validation

4.1 ProductionTrial Run

4.7 ProductionControl Plan

ProcessInstructions

As Required:

1.2 Business/Market Plan

1.3 Product/Process Bench Data

1.0

Planning

2.0ProductD

esign&Development

3.0ProcessD

esign&

Development

4.0Product&ProcessValidation

DF(x)

DVP&R

Robust



50/70


Design Review Formalized and Scheduled

Agenda and Action follow-upProject Management Discipline

Measures prompt actions to improveCost, Quality, Delivery

Value equation used relentlesslyAPQP Tools Linkage (Product Assurance Plan)

Design FMEA and Process FMEA linkageDesign for Manufacturing and Assembly

Preliminary Process Methods agreed upon andCapability (Impact of Variation) assessed


51/70



Demonstration

Demonstration


52/70

Demonstration

New Products are often a challenge forProcess Applications

This is magnified if the process is on anothercontinent

The primary purpose of Demonstration is toincrease confidence

Achieve desired Reliability throughTechnical Evidence

Created prior to ever running one piece whenpossible

Demonstration


53/70

Demonstration

Demonstration and Validation activities focus on the evidence that riskis reduced in design, technology, cost, manufacturing and assembly

Evidence is first gathered with a Prevention (virtual and proactive)focus and then Detection (physical and measured)

Elements of Demonstration are:Readiness ReviewsComputer Aided Engineering and Simulation

Statistical Studies and CapabilityControl StrategyValue EngineeringValue Stream MappingProcess Failure Mode and Effects AnalysisMeasurement Systems Analysis

Problem Resolution ProcessPPAP Submission

Conformance of Product


54/70

Conformance of Product

How do we measure parts for

conformance?Gauging and Measurement SystemsAgreement

Gage R&R often not completed

Identical Gage Procurement

Different methods of inspection translate todisagreement as to acceptance

Process Capability


55/70

Process Capability

Cp & Cpk > 1.67

Compare Cp (Pp) & Cpk (Ppk) forTargeting Implication

6 Sigma Strategy

Capability Study Example


56/70

p y y p


57/70

Packaging Evaluation


58/70

g g

Is material received at point of use

according to the plan?Correct Packaging (returnable's,dedicated trays, etc.)

Correct Purchase LevelCorrect Sequencing with othercomponents

Delivered to Right Location


59/70



60/70

g gy

Risks at this point are converted to actual failure

Prevention of Failure is Success

Prior to this point we have measured risk as asubstitute for quality, cost and delivery

The Demonstration phase gave us our first actual data ofperformance

PPAP or First Article

The use of Eight Disciplines of Problem Solving

(8D) or other methods are used to find root causesand solutions as soon as possible


61/70



Replication

Replication


62/70

p

Taking what you have learned and applying it has the benefit of nothaving to relearn

Legacy and Replication keeps moves the Supply Chain forward andincreases velocity for the next iteration

Failure and Continuous Process Improvement must also be addressedin the Replication phase to assure that we do not repeat them

Elements of Replication:

Warranty ReturnCPI / Six SigmaRapid Improvement Processes (Lean)Variation ReductionDelivery Performance Improvement

Relentless Pursuit of Continuous Improvement

Failure Mode Avoidance

FMA Example


63/70

p

ITEM

No.

PAST FAILURE / ISSUE

DESCRIPTION

SIMS

QIS

HVC-RWA

RDS

CDIM-CPI

SIMS

HVC-RWA

SIMS

HVC-RWA

QIS-Prod.Quality

QIS-SPCCapability

data

HVC-CDIM

PERG

1 CYLINDER LINER > DEFECTIVE X

2 OIL DRAIN PLUG RING > DAMAGED X

3 OIL DRAIN PLUG RING > OMITTED X

4 PISTON RING > ASSEMBLED WRONG X

5 PISTON RING > BROKEN X

6 PISTON RING > CONTAMINATED X

7 PISTON RING > DAMAGED X

8 PISTON RING > DAMAGED WHEN ASSEMBLED X

9 PISTON RING > DEFECTIVE X

10 PISTON RING > OMITTED X

11 PISTON RING > OMITTED PART X

Rec al l o r Ca mp ai gn Wa rra nty Past CPI

Issues

Mfg and

AssyTest Data

MAGNITUDE

(Number of failures, warranty

cost, etc.)

10

Data Source(s) of Past Failure Information

ACTIONS TAKEN

TO ELIMINATE ROOT CAUSE

10

Add Vision System STA-S010Operator Error

10

5 9

5

SEVERITY

(use ratings from

DFMEA Severity

Chart)

ROOT CAUSE

of ISSUE / FAILURE MODE

10

1

1

42

5

1

21

1

6

60

, Cracked, Cross Hatched, Oversized, Too Smoot ,

ign, Operator Error, Supplier, Material Handling, T

Add Vision System STA-S010

Add Vision System STA-S010

FMA Data Flow Overview


64/70

Product

Definition /Specification

FPA

Product

Components

QFDProduct

Specification

BoundaryDiagram

P-Diagram

FailureLegacy

Matrix

Failure Modes

Severity

Failure

Modes

Product

Specification

Product Components /

Scope of Analysis

Failure Modes

Noise Factors

Controls

Design

FMEA

Functions

Failure Modes

Severity

Causes

Priority of Analysis

Scope of Analysis

Historical

Failures

Product

Components /

Scope of Analysis

FMA Outputs


65/70

p

Requirements /

Functions Failure Mode Severity/Impact

EngineBraking

Excessivebackpressure

CylinderPressure

ThermalLoading/powerdensity

PistonSpeed

Cold

Starts

CGI

Operation/status/rate

PistonAcceleration

Fails to seal gas due t o ring breakage 9 3 1 1

Fails to seal combustion gas 9 1 2 1 1

Prevents oil transport in combustion chamber Oil in combustion chamber 9 1 1 2 2 1

Conform to piston ring groove Fails to conform to piston ring groove 9 2 1

Conform to the cylinder liner Fails to conform to cylinder liner 9 2 2

Accommodate ring thermal expansion and bore size

variation

Fails to accommodate ring thermal expansion and bore

size variation 9 3 3 1

Provide clearance to ring groove Fails to provide clearance to ring groove 9 2 2

Provide acceptable wear life Wear life not acceptable 9 2 2 3 2 2 4 2

Accommodate expansion for as sembly Fai ls to ac commodate expansion for as sembly 9

TopRing

Seals combustion gas from crankcase

Operating Conditions

Supplier

ITEM

No.

PAST FAILURE / ISSUE

DESCRIPTION

SIMS

QIS

HVC-RWA

RDS

CDIM-CPI

HVC-CDIM

PERG

Q-NET

1 CYLINDER LINER > DEFECTIVE X

2 OIL DRAIN PLUG RING > DAMAGED X

3 OIL DRAIN PLUG RING > OMITTED X

4 PISTON RING > ASSEMBLED WRONG X

5 PISTON RING > BROKEN X

6 PISTON RING > CONTAMINATED X

7 PISTON RING > DAMAGED X

1

1

42

5

1

21 10

5 9

5

10

SEVERITY

(use ratings from

DFMEA Severity

Chart)

MAGNITUDE

(Number of failures, warranty

cost, etc.)

Test Data

Data Source(s) of Past Failure Information

Recall or Campaign

P-Diagram

Severity

FailureModes

Plan Do Study Act


66/70

y

Legacy Knowledgedrives Velocity


67/70


Quality AssociatesInternational Inc.

Summary

Summary of Key Points


68/70

Have a Plan for Supply Chain Business Processes

Focus on Strategy and EngagementRisk-based Supply Chain ProcessCommunication Plan

DistanceCulture and Customs

LanguageInterpretation

Business ProcessFinancial StabilityCurrency Fluctuation

LogisticsIntellectual Property

Summary of Key Points


69/70

Collaboration

APQP / Product Quality PlanTools use (FMEA Design and Process)

DemonstrationMeasurement Systems

CapabilityProcess ValidationControl Plan StrategyPPAP / First Article

ReplicationFailure Mode Avoidance



70/70

SCM

Engagement

CollaborationDemonstration

Replication

Strategy

managing suppliers

Documents