20)Quality+Management+1.ppt

1、1,Quality Management - to get a general idea -,2,Content: Quality definition Continental Tire Division Quality System Customer expectations concerning our Quality System Process orientation Basic Principles of Quality Tools Basic Principles of Quality Assurance and Control,3,What means Quality to yo

2、u? What means Quality Management to you?,4,Which of this timekeeper has a higher quality?,5,First example of possible company quality definition:,6,Who is your customer ? Could be: - external OE (FORD, DC, GM,) - internal (several contact persons in your organization) - end-users,By the way:,7,Secon

3、d example of possible company quality definition:,8,9,The Quality System of a Company is comparable with our skeleton. Even with strong muscles you could not walk without it.,10,Continental AG quality definition - our quality policy global organization:,11,Continental Tire Divisions ROW are certifie

4、d according ISO/TS 16949:2002 since the year 2004,Please keep in mind: Nearly all our external OE-customers require a valid certification from us ! Certification is not “nice to have”, it is a precondition for our business.,12,Historical review of ISO 9000-standard-family development,1963MIL Q 9858

5、(Military, USA) 1969AQAP (Allied Quality Assurance Publications, NATO) 1975CAN Z 299 (CDN) 1979BS 5750 (UK) Nov. 1979E DIN 55 355 Grundelemente fr Qualittssicherungssysteme June 1983E DIN 55 350 Teil 16 Begriffe zu Qualittssicherungssystemen June 1986ISO 8402 Quality - Vocabulary March 1987ISO 9000,

6、 9001, 9002, 9003, 9004 (DIN ISO) May 1990EN 29 000 ff. including ISO 9000 ff.(DIN ISO) July 1994ISO 9000-1, 9001, 9002, 9003, 9004-1 (DIN EN ISO) March 1995ISO 8402 (DIN EN ISO 8402 Qualitymanagement - definitions) Dec. 2000ISO 9000, 9001, 9004 (DIN EN ISO) March 2002ISO/TS 16949:2002,13,ISO/TS 169

7、49:2002 Implementation,Advantages of ISO/TS 16949,14,What is the ISO/TS 16949?,The ISO/TS 16949 is a technical specification which contains particular requirements for automotive production and relevant service part organizations and was prepared by the International Automotive Task Force (IATF) and

8、 Japan Automobile Manufacturers Association (JAMA). It contains the ISO 9001:2000 in its entirety.,15,Advantages of ISO/TS 16949,Goals in implementing ISO/TS 16949 are (e.g.): world-wide standardized certification process one method, accepted by allcustomers cost reduction, compared to combination a

9、udits VDA 6.1/ QS-9000 beside our internal benefit !,16,What is behind this certification?,A strategic decision !,Continental AG works with a quality system according ISO/TS 16949:2002. This means in general: 1.Customer orientation 2.Management responsibility 3.Process orientation 4.System orientate

10、d management 5.Continual improvement 6.Involvement of persons (employees) / Human resources 7.Cooperation with suppliers 8.Pertinent approach for decisions (e.g. with statistical tools/methods),17,Contents of the ISO/TS 16949:2002,Introduction 1Scope 2Normative reference 3Terms and definitions 4Qual

11、ity management system 4.1General requirements 4.2Documentation requirements 5Management responsibility 5.1Management commitment 5.2Customer focus 5.3Quality policy 5.4Planning 5.5Responsibility, authority and communication 5.6Management review 6Resource Management 6.1Provision of resources 6.2Human

12、resources 6.3Infrastructure 6.4Work environment 7Product realization 7.1Planning of product realization 7.2Customer-related processes 7.3Design and development 7.4Purchasing 7.5Production and service provision 7.6Control of monitoring and measuring devices,8Measurement, analysis and improvement 8.1G

13、eneral 8.2Monitoring and measurement 8.3Control of nonconforming product 8.4Analysis of data 8.5Improvement Annex A (normative) Control plan,18,Management responsibility (5.6.1),19,Process Orientation,Process Turtle,20,Extended turtle diagram,21,Process Map Headquarter Level,In revision:,22,Process

14、Map Plant Level,In revision:,23,Quality ladder:,24,What is about yourself?,Are you well trained for your job? Do you know which are your tasks? Who has to be informed from you in which case? Do you know your quality objectives? How do you measure the success of your job? Do you have all necessary to

15、ols, equipment, etc. for your tasks? Will a successor or substitute find everything necessary in your records, procedures, tools, etc.? . . . . . .,25,WhatWhenWhereReference StatisticsQuality Planning All ProcessesQMD (SPCManufacturingSelected ProcessesQMD) AuditsParallelAll ProcessesQMD FMEADevelop

16、mentProduct & Process DesignIntranet (and other processes)QMD PPAPProduct approvalNew ProductsQMD PROMT / APQPProduct RealizationNew Products QMD 8DProblem SolvingOrigin of Customer ComplaintQM / KAM Six Sigma Quality Planning Business Processesextern QFDPlanningNew Products extern DoE (e.g. Taguchi

17、)Product realizationAll Processesextern Poka YokeMistake proofManufacturing Processesextern IshikawaProblem solvingAll ProcessesSCRAR 5WProblem solvingAll ProcessesSCRAR KVP & KaizenContinualAll AreasQMD,Tools,26,Audits Independent and systematic evaluation to determine if activities and related res

18、ults are according with the planned measures and to check if these measures were efficiently implemented and are adequate to reach the objectives. used as improvement tool can be classified as: Certification (or 3rd Party) Customer (or 2nd Party) Internal (or 1st Party) gives the status of the proce

19、ss at a time checks the process according to defined standards, objectives and all requirements (external and/or internal) checks for conformity. Looks for improvement potential internal benchmarking results should be agreed, and actions followed by management resources (people) MUST be available,To

20、ols,27,Potential Failure Mode and Effects Analysis (P-FMEA) A preventive method which structured analytical technique for design or process to: identify functions in respect to a customer recognize and evaluate in which mode such a function may potentially not be fulfilled and what the effects are f

21、rom the customers point of view ( = potential failure mode and effect) ( failure = Versagen, Fehlfunktion) identify and address actions which could eliminate or reduce the chance of the potential failure occurring and/or reduce the severity of the effects,Tools,28,Every APQP team must conduct a risk

22、 assessment as soon as possible. The purpose of the risk assessment is to determine if all the elements of the APQP process must be completed. The team must evaluate 4 major areas of risk: 1) Quality History of similar tires, e.g. adjustment rates 2) so called Supplier Profile, e.g. new manufacturin

23、g location 3) Engineering Profile, e.g. new manufacturing techniques 4) Performance versus Targets, e.g. program timing is compressed, cost targets are aggressive If the product is low risk, certain APQP elements may be skipped.For example, if the tire is a carryover with minor changes, existing con

24、trol plans can be used.,Decision in PROMT (Project Management - VDA) Start-up on required APQP (Advanced Product Quality Planning - QS9000) elements:,Tools,29,Expectations are that Design Reviews are regularly scheduled. They must include development and other affected areas provide a mechanism to m

25、onitor progress and report to management. Minimum expectation: report and review the feasibility to resolve all potential concerns / problems in time to hold the committed dates the engineering evaluations and tests required to establish that the designed product is fit for use (Unanticipated failur

26、e modes encountered during testing shall be addressed in the Design Potential Failure Mode and Effect Analysis) the progress towards achieving quality and cost targets If any of these three topics is not relevant in a given review, this has to be mentioned.,Tools,30,How to ensure a living central sy

27、stem ?,Rules will be set up by a 341 team ( three groups for one product ),Representatives of the different plants meet with central departments on a regularly basis: to ensure know exchange to discuss open questions to approve new rules,31,Continuous market observation,In case of OEM-related topics

28、 Key Account Management for OEM will be involved.,4 levels of compilation and condensation,Focus Meeting First Adjustment Meeting Product Performance Meeting Quality Review Meeting,32,Control of documents (4.2.3),33,Control of documents,Was mssen Dokumente leisten?,Control of documents - section 4.2

29、.3: A documented procedure shall be established to define the controls needed a) to approve documents for adequacy prior to issue, b) to review and update as necessary and re-approve documents, c) to ensure that changes and the current revision status of documents are identified, d) to ensure that r

30、elevant versions of applicable documents are available at points of use, e) to ensure that documents remain legible and readily identifiable, f) to ensure that documents of external origin are identified and their distribution controlled, and g) to prevent the unintended use of obsolete documents, a

31、nd apply suitable identification to them if they are retained for any purpose,34,Please note old auditor wisdom: No date No sign No good !,What makes a document valid?,35,Customer Specific Requirements,36,Customer Specific RequirementsWhat is behind this topic?,Major non- conformity NAFTA,Minor non-

32、 conformity EU / ROW,Conclusion from audit results 2004: We have an undeniable lack in our system - WW !,37,iPoint system since August 2005 running for some KAM/AE OE Teams (FORD, GM, DC, ). For all OE customers with a supplier page in the internet possible - ongoing,38,KAM / AE organization is main

33、taining the Lotus based Doclib CSR.,39,The QMD Procedure 37494 “ Customer Specific Requirements (CSR)” is released.,40,Process description for the control of customer specific requirements.,41,Any further questions or remarks?,42,Thank you for your attention.,43,Back-up,44,Focus Meeting,Monitoring o

34、f incoming complaints Visual inspection of complaint tires Decision on owner for action, i.e. plant QM, R&D further analysis Sort tires by actions from plant or R&D Send samples to owner with request for action or information New / rare / untypical cases prepared for First Adjustment Meeting Custome

35、r Service/Consumer Relations Product Review QM Tire Analysis min. 2 / month,Objective: Main Tasks: Participants: Frequency:,45,First Adjustment Meeting,46,Product Performance Meeting,Review product performance in the market: by tire line, customer, or specific product (whatever applies) Check & bala

36、nce process: customer service - R&D - QM Decision on action if necessary Follow up on actions taken Report to the markets Customer Service/Consumer Relations Product Review R&D: Director of Development QM: Director Marketing: Director 1 / quarter,Objective:,Frequency:,Participants:,Main Tasks:,47,Qu

37、ality Review Meeting,Review all Q-relevant factors- Customer response market- OE customer response- Internal benchmark data- Plant related data Information overview Steering of Q-process in affected units Commitment to corrective actions Follow up on actions taken Decision on long-term preventive ac

38、tions Customer Service: Director Product Review R&D: Senior Vice President Quality Management: Director CTD / CTNA Executive Board Member Director Corporate Quality 2 / year,Objective:,Frequency:,Participants:,Main Tasks:,48,General remarks: We use as indicators: individual tire condition, severity,

39、 complaint-rate, market reaction, We consider amongst other indicators complaint-rate plus incoming law process understanding design changes market feedback customer understanding We consider the average rate for individual conditions and compare the performance of individual tire samples, e.g. size

40、, line, to this as one piece of information. Specific tire and market expertise is necessary to evaluate the relevant trends. The system presented has to be considered as the safety net with its standard procedures. In case of urgent need we act directly.,49,Tools,50,Tools,51,Tools,52,Tools,53,Tools

41、,54,Tools,55,Tools,56,Tools,57,Tools,58,Tools,59,Tools,60,61,Tools,62,Tools,63,Tools,64,Tools,65,Tools,66,Tools,67,Production Part Approval Process (PPAP) Process to obtain commercial approval of product at the customer. Name valid for the Big three and adopted by other automobile manufactures with

42、adaptations. Includes 23 points (similar to a check list) that must be fulfilled for the product to be approved at the customers. Some points can be waived Items vary from source decision to manufacturing capability studies to team feasibility commitment to final release by PSW. Is coordinated by AE

43、. It is like a photo of the current production/development status Changes in design, process, tooling that influences the performance or function MUST be informed to the customer,Tools,68,Team orientated problem solving process,The 8-D method can be started when causes of a problem are unknown !,The 8-D method performs three complementing tasks:,Tools,69,SIX SIGMA INITIATIVE Transfer of Philosophy,The p