Advanced Product Quality Planning APQP

Transcription

1 ASQ Portland Section September 9 th PDX Section 607 Meeting Advanced Product Quality Planning APQP Roderick A. Munro, Ph.D. ASQ Fellow - CQE, CQA, CMQ/OE; Fellow CQI CQP; IRCA QMS Lead Auditor September 9,

2 Learning Event Purpose To Outline The Basic Method/Approach For Establishing The APQP Process Within An Organization By: Sharing The Payback To Ford For Initializing APQP And A Major Tier One Supplier Looking At Benchmark Data From Automotive Highlighting The Critical Tools That Must Be Incorporated Identifying The Key Personnel Involved 2

3 What Does Planning Mean? Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal. Planning involves the creation and maintenance of a plan. As such, planning is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans; that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. An important, albeit often ignored aspect of planning, is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like. The counterpart to planning is spontaneous order. 3

4 Old Planning Adages? Murphy's Law - Anything That Can Go Wrong, Will Go Wrong! Churchill - Failing to Plan Is Planning to Fail Crosby - Quality Is Free Deming - If you can t describe what you are doing as a process, you don t know what you re doing. Juran - Without a standard there is no logical basis for making a decision or taking action. 4

5 Why Are We Where We Are? CHANGES CREEP UP ON US WEEK BY WEEK, A LITTLE BIT AT A TIME. OVER A YEAR OR TWO, THERE ARE 50 OR 100 OF THESE BITS, WHICH AMOUNTS TO QUITE A BIT. THE SKILLS OF THE MEN HAVE NOT NECESSARILY KEPT PACE, AND WE WAKE UP TO THE EXISTENCE OF A WIDE GAP. J. M. Juran 1964 Managerial Breakthrough page 343 5

6 Example: Quality Professional Deming - Every body doing his best is not the answer. It is first necessary that people know what to do. Profound Knowledge in your job? ASQ G Advancement to Fellow Membership Technical Competence Occupational Responsibility Publications ASQ Activities Professional Affiliations Other Than ASQ Teaching 6

7 Quality Planning Processes 7

8 Recent History of AQP Feigenbaum 2 nd TQC 1961 & Juran 2 nd Hdbk 1962 Quality Planning & Analysis Juran 1970, 1980, 1988, 1993, 2001, 2005, 2007 Advanced Quality Planning ASQC Auto Div 1988 Planning for Quality Ford 1990 Advanced Product Quality Planning AIAG 1994 Advanced Quality Planning Stamatis

9 Feigenbaum Total Quality Control Pages : The act of planning is thinking out in advance the sequence of actions to accomplish a proposed course of action in doing work to accomplish certain objectives. In order that the planner may communicate his plan to the person or persons expected to execute it, the plan is written out with necessary diagrams, formulas, tables, etc. 9

10 Juran QC Handbook Section 4 definition page 4-2 (27 pages) Planning, as used here, comprises the preparations necessary to carry out objectives. Planning has no end in itself it is solely a means for carrying out objectives. Planning commences with clear objectives and ends when all is in readiness for execution. 10

11 Quality Planning Juran Quality planning and analysis; from product development through usage Author: J M Juran; Frank M Gryna Publisher: New York, McGraw- Hill [1970]

12 Ford s Supplier Quality Improvement Benchmark with Mazda in mid-1980 s SQI started in mostly engineers By 1993 Cut the number of Things Gone Wrong (TGW) at launch by ½ for external supply base. Internal manufacture remain unchanged. SQI Merged with SQA To Form STA 12

13 Ford Planning for Quality Forerunner to APQP Product P Was Meant for the Product Engineers versus Quality Department 13

14 AIAG APQP Team Members 1994 Team 2008 Team 14

15 Other Automotive Documents Plus a Series of CQI Booklets 15

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17 Advanced Product Quality Planning 17

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19 Planning Define Program Concept / Initial Approval Program Approval 19

20 Product Design & Development 20

21 Process Design & Development 21

22 Product & Process Validation 22

23 Significant Production Run Change from a Trial Run to Significant Run 23

24 Feedback, Assessment & CA Automotive Tier One Launch Headliner with Three Styles and 68 Part Numbers 2007 Launch Customer SQA High Focus Launch Three Months Prior to Launch SQA Management Designated Supplier as Being Better Prepared Thank Most Suppliers at One Year After Launch 24

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26 Add Lessons Learned / Best Practices 26

27 How To Create an AQP What Has Been The History of Quality In Your Organizations? What Are The Standards / Goals? Who Are The Customers? What Are The Risks? Does One Size Fit All? What Support Structure Is Available? 27

28 How To Create an AQP What Is The Time Frame To Work Toward? How Will Management Be Involved? How Will Results Be Reported? What Quality Tools Are Already In Place? 28

29 Venn Diagram for PI 29

30 Plan Standardize Act PDSA Do Act SDCA Do Study Check 30

31 The Changing Quality Philosophy LSL USL LSL USL No the Target Area outside the specification limits represent quality losses. Conformance to Specifications Goal Post Mentality Old Philosophy of Quality Deviation from the target represents quality losses. Taguchi s Loss Function Average Loss = k[s 2 + (y - T) 2 ] Variation is Evil - Some Production Guy New Philosophy of Quality

32 W. EDWARDS DEMING A SYSTEM OF PROFOUND KNOWLEDGE APPRECIATION FOR A SYSTEM KNOWLEDGE ABOUT VARIATION THEORY OF KNOWLEDGE PSYCHOLOGY 32

33 Things to Work On Elimination of Waste in the Organization Standardized Work Check Sheets Run Charts Variation Reduction Error Reductions Customer Satisfaction (Internal & External) Use All Improvement Tools in Your System 33

34 Cost of Current Quality Cost of Quality Cost of Poor Quality Prevention - costs associated with preventing quality nonconformance such as product defects, service errors, etc. Example: quality inspections, process analysis, data collection, reporting. Appraisal - costs associated with determining compliance within specified quality requirements. Example: testing and associated activities. Internal Failure - costs associated with identifying quality nonconformance in house (before product delivery to customers). Example: Defect management, rework, retesting. External Failure - costs associated with dealing with quality nonconformance detected by the customer (after product delivery to customers). Example: customer service, technical support, returns, warranties

35 Time The Next Dimension of Quality Before Process Improvement Waste Value Add Productive Work Ineffective Work Necessary Work After Process Improvement Waste Value Add Productive Work Available Work Time Available Work Time 35

36 Reporting Results to Management Monitor The Ongoing Process Dashboards or Similar Communication Formal Informal Presentations Management Reviews Internal Company Newsletters 36

37 Effectiveness Effectiveness means the capability of producing an effect. In heat transfer, effectiveness is a measure of the performance of a heat exchanger In medicine, effectiveness relates to how well a treatment works in practice... In management, effectiveness relates to getting the right things done. Peter Drucker reminds us that effectiveness is an important discipline which can be learned and must be earned. In human computer interaction, effectiveness is defined as the accuracy and completeness of users tasks while using a system. 37

38 Potential Waste 7+ & 5S Stock/Inventories Beyond the Absolute Minimum Motion of Employees Waiting Overuse of Services Underuse of Services Processing and Complexity Transportation or Movement Defects / Correction of Problems Underutilization of People Sort Set-in-Order Shine Standardize Sustain 38

39 What Will You Do Next Benchmark Your Organization For Advanced Quality Planning Processes Benchmark Your Suppliers To See What Their Capabilities Are Currently Establish/Modify Your Companies Process For Future Improvements 39

40 Summary What is Quality Planning? What Should You and Your Organization Be Doing? Getting Started Set A Supplier Standard Develop Your Suppliers Benchmark AIAG APQP 40

41 RAM Q Universe, Inc. For the ASQ Portland Section APQP Thank You for Your Participation

42 Suttons Bay, MI 42