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It does not give specific instructi Buy This Item. SPC is used to measure the effectiveness of equipment used in manufacturing p This document is not intended to be a compendium of analyses for all measurement systems. The Guidance Supplement includes explanations, examples, and industry practices related to the p Notify Me.

This guide explains the competencies required for IATF Certification Body Auditors, including what activity, knowledge and skills are requir This document identifies PPAP requirements for all service parts. The Guide amplifies the Rules 5th Edition and should be understood in 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. Juran – Without a standard there is no logical basis for making a decision or taking action. Juran Managerial Breakthrough page 5. It is first necessary that people know what to do.

Profound Knowledge in your job? 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.

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.

Internal manufacture remain unchanged. Who Are The Customers? What Are The Risks? Does One Size Fit All? What Support Structure Is Available? How Will Management Be Involved? How Will Results Be Reported? 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. 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. Project Quality Management 1 Learning Objectives Understand the importance of project quality management for information technology products and services Define project quality management and understand.

Edwards Deming Joseph M. Juran Philip B. Quality Degree of Excellence a product or service provides to the customer in present and future. Management Act, art, or. Define Total Quality Management. Define manufacturing based view of quality. What are. The Original Gurus What is a quality guru? A guru, by definition, is a good person, a wise person and a teacher. A quality guru should be all of these, plus have a concept and approach quality within business.

It includes all activities of the. Certified Quality Improvement Associate Quality excellence to enhance your career and boost your organization s bottom line asq. Yet, everyone understands what is meant by quality. In a manufactured product, the customer as a user recognizes. Credit earned. Define Quality. What are the dimensions of quality? Why quality planning is needed? What are the essential steps of quality planning?

Healthcare Quality Assurance Prof. Amal Khalifa By the end of this lecture attendants will be able to: Define Quality Differentiate between the three aspects of Quality Identify key dimensions of Quality.

Aole 1, Prof. Vinod S. Gorantiwar 2 Rajiv. Perry Payoff Organizations developing software or contracting for its development may need to comply with ISO , a quality standard published. Meets Lean Management James M. Introduction According to Dr.

Juran every profession needs a body of knowledge as one of the foundations that defines the profession and provides the basis for regulation of the profession. The Body of. Driving change and continuous process improvement Process improvement or PI involves applying tools and techniques to help a company achieve its goals Characteristics Aligned around what customers value.

There are two aspects to an effective operating system: 1. Design 2. Effective operations control is attained by applying the.

QEHS Rev. Quality Cost Analysis: Benefits and Risks Copyright Cem Kaner January, All rights reserved Because the main language of [corporate management] was money, there emerged the concept of studying quality-related. The student has agreed to share. Common answers include to: 1.

Decrease training time. These risks may be associated with technology, logistics, lead-time, potential for part obsolescence, authenticity counterfeit parts prevention , sole source, etc. NOTE: The risk analysis of the sourcing plan is initiated in this phase and will continue through all subsequent phases. A sourcing plan with identified risks, aligned by each proposed supplier, and the mitigation plans.

Select suppliers that are likely to be capable of supporting the design effort and that are capable of producing the make to print or proprietary design elements. Review all design requirements or all proposed design features for any risks they pose to successful manufacture at the rate required by the program. Consider risk related to technology, logistics, lead-time, potential for part obsolescence, authenticity counterfeit parts prevention , manufacturability, etc.

To support a successful product launch it is essential that there is proper definition and planning for all new packaging required to handle and ship the product to subcontractors or to the customer.

Consider the packaging requirements for transporting product between each process step from receipt of initial goods through arrival at the customer. A design review is a systematic and regularly scheduled cross-functional review of engineering drawings, specifications, functional requirements, material specifications and any changes to product related requirements. The purpose of a design review is to keep appropriate members of the organization, management team and customer if applicable apprised of the design activity verification progress, to identify potential problems, propose corrective actions, review proposed design changes and authorize progression to the next stage of the development process.

Each review should demonstrate how the design requirements are fulfilled. Apprise stakeholders of progress, planned actions to mitigate identified risks and the need for additional resources. A Development Product Build Plan establishes the product manufacturing requirements, inspections and assembly sequences to be performed to build pre-production products for product and process evaluations.

The plan may need to be approved by the customer. Identify the resources; product hardware, inspection facilities, assembly tooling needed to meet the build plan intent. Include the necessary product maturity levels needed for each build defined in the plan. Create a master build plan that defines the timeline and resources for every validation event. Design verification and validation activities are performed to verify conformance to design intent and to validate Product Design conforms to customer requirements.

These activities typically include:. The verification and validation plan should include a detailed schedule of the above activities as well as hardware availability, inspection and reporting activities. Prototype testing, should include:. Tests and inspections to be performed on each component or assembly and their related success criteria. Results of the design verification and validation activities are documented in formal reports and reviewed during the Design Reviews.

Ensure that the TDR are updated with all additional requirements that emerge from the design process. Include all verification and validation activities needed or requested by the customer for their own product validation needs.

Follow the build plan, which has established the timeline and resources needed for every validation event. Each verification and validation activity closes when the formal reporting is completed and noted discrepancies are resolved. The design record should be reviewed by the producer for manufacturing feasibility to confirm that the product can be manufactured to the defined requirements and specifications, qualified and tested, packaged and delivered, in the quantity desired and within the program budget and timing targets.

This commitment should be in a report that scores each element under consideration, as being favorable or unfavorable, with the noted recommendation to proceed. The report should identify the impact or proposed changes to meet standards for those elements identified as unfavorable.

If gaps are identified proceed to step 3, otherwise proceed to step 6. Resolutions that require customer input are shared with the customer. Decisions may be deferred until the customer agrees to the resolution. During phase 3 the processes and methods for producing the product are designed and developed. This activity includes producers, both internal production and the external suppliers.

Planning for the manufacturing processes is started as soon as sufficient product information is available. The design and development activities should include early engagement of producers, as appropriate, to ensure that requirements are understood and can be consistently fulfilled by all producers in the supply chain.

The Production Readiness Review PRR at the end of this phase, held at the intended manufacturing site, provides the team and the customer with confidence that the process is capable of producing product consistently and in compliance with customer and producer requirements.

The Process Flow Diagram PFD is a representation of the sequence of operations required to manufacture the product from receipt goods to shipment of finished product to the customer. This encompasses the movement of product internally from one-step to the next, as well as movement to and from external operations. It also includes alternate processes, i. The PFD requires sufficient detail for each step to clearly and completely describe the process required to make the product.

This activity should start once the preliminary design is released and should build upon the preliminary process flow diagram created in phase 1. The floor plan layout will clearly show the position and layout for all processes used to manufacture, inspect, and test product.

Quality Control location points should be identified on the layout. Synchronous material flow and floor usage optimization should be taken into account when performing the layout in an effort to economize space usage, increase the value added efficiency of floor space, and minimize travel and handling of materials, parts, and assemblies.

Manufacturing Engineer develops a draft layout plan to map a physical flow which is appropriate to produce the product including Quality Control locations. Cross-functional review with Production, Quality, Facilities, and Maintenance to optimize the draft plan using relevant experience, lessons learned, and best practice benchmarking. Manufacturing Engineer updates the layout plan in accordance with the inputs, and obtains formal agreement from Operations and Quality Managers.

The producer should identify and plan for equipment, tooling, fixtures, and jigs required to produce and qualify product. This activity includes the following:.

The producer should develop a Production Preparation Plan and track progress on a regular basis to promptly identify and react to delays or problems. Status of the plan is communicated to the customer as required. A Production Preparation Plan covering all aspects of obtaining and qualifying human resources, tooling, facilities, and equipment.

Identify the need for new equipment, tooling, and facilities for new processes or expansion of capacity. Develop a plan to include all aspects of obtaining and qualifying human resources, tooling, facilities, and equipment. Obtain cross-functional agreement on the production preparation plan and establish a schedule for regular reviews to monitor progress. A PFMEA is a structured method for analyzing process risk by ranking and documenting potential failure modes within a process.

The analysis includes:. The producing organization performs a risk analysis of the manufacturing process and identifies mitigation plans for high risks using the PFMEA methodology reference SAE J The PFMEA assists in the identification of process KCs, helps prioritize action plans for mitigating risk, and serves as a basis for continuous improvement, and a repository for lessons learned. The PFMEA is developed by a cross-functional team during the design and development of the manufacturing process.

The PFMEA should be under continuous review and updated appropriately, as the process is being developed. Special attention is given to high Severity rankings. The PFMEA is continually updated as process changes occur, non-conformances arise, and risks are identified and addressed.

Updates to either may impact the other and should be considered. Form a cross functional team, consisting of manufacturing and quality engineers, operations personnel, and manufacturing process experts.

The team Identifies and documents the potential failures for each operation and associated process steps contained in the Process Flow diagram. Process KCs can be inputs to, or outputs from the manufacturing process.

Key process inputs are the process parameters which, if measured and controlled within prescribed limits, will guarantee the capability of the production process.

Key process outputs are the product or process attributes which, when measured and compared to prescribed limits, validate the capability of the process. In other words, these are the key parameters which when controlled, will minimize process variation that could impact product quality.

Control of process key characteristics via Statistical Process Control SPC charts or other means, enables a preventive approach to quality. Process drift can be recognized and addressed before it leads to nonconformance. Identify potential process KCs by reviewing the process steps related to the high-risk items identified in step 1. Finalize the list of process KCs and insure their inclusion in the manufacturing operating instructions and control plan.

The Control Plan is a written description which links manufacturing process steps to key inspection and control activities. The intent of a control plan is to control the design characteristics and the process variables to ensure product quality. The purpose of the control plan is to document control methods imposed on the product and process including: identification of product features and process control settings to be monitored, the measurement methods to be used, and sampling sizes and frequencies along with associated control limits to assure reduced variation and maintain the desired quality level.

During the pre-production phase, the number of controls is generally much higher than during serial production since the producer has not yet identified and removed all sources of variation.

Thoroughness of reaction plans and identification of persons responsible for execution of reaction plans. With the Control Plan in hand, walk the process during the initial production run to validate implementation of controls. Update the Control Plan as necessary to ensure the required controls are in place for production. A Preliminary Capacity Assessment is performed early in the process planning and development phase to determine resources e. Production Preparation Planning.

The plan should be continually monitored to drive on-time completion of tasks. Delays and roadblocks should be escalated as necessary. Obtain cross-functional agreement on the plan and establish a schedule for regular reviews to monitor progress.

Appropriate workstation documentation is needed for all products and all phases of production, i. Process documentation should contain all controls specified in the control plan to ensure product and process compliance.

Travelers and Routers — documents containing sequential activities needed to produce the product. Work instructions: Detailed instructions for the process step, including tools, materials and methods needed, quality criteria may also be included. Inspection instructions: Detailed instructions for inspecting product, including gages, tools, fixtures and record keeping requirements.

Maintenance schedules and instructions: Instructions for maintenance activities that are performed at the workstation by operators, including tools and materials needed to perform the tasks as well as the record keeping requirements to confirm that the maintenance has been performed as required.

These documents should include a record of dates and times the task was performed and operator identification. All work stations documents are controlled documents, which are maintained to reflect the current process and design information at all times.

NOTE: Workstation documentation contains highly detailed information that is subject to error in its preparation. Therefore, therefore they should be reviewed and approved by a. Measurement systems specified in the Control Plan must be capable of evaluating product and process conformity.

In phase 3, gages and other measurement methods are selected and a MSA Plan is established to ensure that they will be appropriately validated in phase 4 when the actual MSA is performed. The MSA plan should include at a minimum: responsibility to ensure gage linearity, accuracy, repeatability, reproducibility and correlation of duplicate gages.

Equipment, and Environmental conditions. The purpose of MSA is to identify the nature of variation and create corrective actions to reduce variation to the acceptable level.

Precision o Repeatability — variation due to a single operator or piece of equipment o Reproducibility — variation between operators. Accuracy o Resolution – ability to measure small changes based on defined tolerance o Bias – a consistent difference in the measurement versus known standard o Stability – bias over time o Linearity – bias throughout the measurement range. During this phase, the accuracy elements of the measurement system, i.

Precision is assessed during the MSA activity in phase 4 when actual parts and final measuring equipment is available. Plan identifying all measurement systems to be evaluated, including persons responsible for evaluating them and the timing for accomplishing the tasks. Review the measurements to be taken and the appropriateness of the selected measurement gages and methods. Where the gages or methods are determined not appropriate, investigate and update control plan as needed.

Identify which measurements will need to undergo MSA. Create a plan showing when each measurement will be validated. The plan should consider tooling, measurement equipment, and part availability as well as operator training and the overall program plans. The plan identified who is responsible for each activity and the due date.

As further controls are added to the control plan, the MSA Plan must be updated to reflect these changes. Risk within the supply chain is identified and managed to ensure on-going quality and delivery performance. Now that all producers involved in the manufacturing process are selected, a supply chain analysis should be performed to identify and evaluate risks. Producers that are high risk or provide high-risk components complex, high severity failure ranking on features, material availability, etc.

Risks identified should be evaluated and prioritized. Action plans should be put in place to minimize the highest priority risks. Establish the elements of the risk analysis, e. Establishing proper material handling methods ensure that products are adequately protected from damage, corrosion, or contamination during manufacturing processes, movement between operations, transit to external operations, and during storage.

Planned packaging ensures that the product or material is not physically damaged, nor will the packaging degrade in performance through the normal course of transportation, delivery, and storage. Consider both primary and secondary packaging, as well as use and recycling of packaging materials as applicable. When determined necessary, a packaging evaluation is completed in phase 4 when product becomes available.

Labeling and part marking are typically specified by the customer via drawings and specifications. During this phase, the producer should confirm that labeling and part marking requirements are understood and can be executed as planned.

Customer approval is obtained when required. Material Handling a. Review internal and customer drawings and specifications to identify handling requirements. Assess methods and process to confirm compliance to requirements and mitigation of potential risks. Revise, update methods as necessary. Packaging a. Review internal and customer drawings and specifications to identify packaging requirements. Define and document packaging requirements and materials.

Validate that:. Procure the necessary packaging materials. All issues, including packaging damage, ergonomic, special handling needs, are evaluated and actions taken to resolve. Obtain customer approval as required. Labeling and part marking a. Review internal and customer drawings and specifications to identify labeling and part marking requirements.

Define and document labeling and part marking methods. Plan labeling and part marking processes and obtain equipment and materials. Demonstrate and evaluate labeling and part marking as required. The producer conducts a PRR to verify that the manufacturing process is accurately documented and is ready to produce product that will meet customer requirements.

The review is performed by a cross-functional team, which at a minimum, is comprised of,. Manufacturing Engineering, Quality engineering, and Operations personnel. The review should include both a desktop review of all workstation documentation as well as a physical review of the manufacturing facilities and equipment.

The review should also include an assessment of supply chain readiness either in advance of or as part of the PRR. The review will cover all aspects of the manufacturing process including equipment, gages, tools, fixtures, software programs, material availability, supply chain readiness, operator training, work station documentation, control plan, and associated measurement tools.

The results of the review, including corrective action to resolve identified risks or issues, are recorded. Management should confirm that all outstanding actions are satisfactorily closed or mitigated before the significant production run can be started.

The production process is finalized at this stage and ready for initial production. Conduct a formal review at the management level to confirm that all outstanding actions will be satisfactorily closed or mitigated before the significant production run is initiated.

At this point, the product definition has been finalized and the process design has been verified by the producer through the PRR in the previous phases.

Phase 4 starts with the initial production runs where product is produced at the planned production rate using production equipment and processes. This is done to gain knowledge of production capability as well as product conformity.

Of particular interest are measurement systems, control plans, capacity verification and First Article Inspection FAI. Final product approval is established once the PPAP file is submitted and approved by the customer. The PPAP requirement extends through the life of the product. Production Process Runs are conducted to validate that all production processes, intended for serial production, can achieve production quality and meet customer demand rate.

In order to accomplish this, the producer should ensure that only final production processes are employed; specifically tooling, fixturing, gauging, and trained operators. Project team members should be available to support the production runs in order to identify and resolve all issues that may arise.

Attention should be placed on observing safety and ergonomic issues, as well as the potential for Foreign Object Damage FOD. In addition to producing product, the production run s should also focus on verifying the manufacturing support system e.

During the production run, processes should be closely observed. Data should be collected and problems recorded as they are identified. Products produced from the Production Run s are used to provide data for PPAP submission, including data for determining initial process capability. The quantity of parts to be produced will be the quantity required by the customer or the quantity of parts required in order to satisfy FAI and PPAP requirements.

Segregate any non-conforming NC product in accordance with NC product procedure. Identify the source and nature of defects. Take corrective action as necessary. When the producer is unable to achieve targeted quality levels after applying corrective actions to the process, issues should be escalated to top management and the customer should be informed accordingly. The purpose of the Measurement Systems Analysis is to implement the MSA Plan, as defined in phase 3, and assess variation introduced by the measurement systems.

The sources of variation include measurement device, fixtures, operators and shop floor environmental conditions. The organization should demonstrate that all measurement methods and checking aids included in the control plan are suitable, capable, and supports the customer demand rate.

At a minimum, measurement analysis should be performed for each of the measurements that require validation as established in the MSA plan. For acceptable measurement system analysis results refer to AS, Table 2. Initial process capability studies demonstrate that the combination of people, machine, methods, material, and measurements have the potential to produce product that will consistently meet the design requirements. Initial process capability studies should be performed on product and process Key Characteristics identified in the control plan.

Production Process Run s and will continue until sufficient data is collected to allow the calculation of process capability using Cpk or Ppk as appropriate indices. The minimum number of samples considered for a capability study should be determined between the. Customer and the producer. A typical quantity for establishing process capability is 25, but may be lower as long as the acceptance criterion is statistically valid.

Where the target Cpk or Ppk as appropriate indices are not achieved, action should be taken to reduce the variation to below the targeted value. Action plan for variation reduction where Cpk indices are below the established acceptance value.

Collect sufficient product samples as agreed upon with customer from production process runs. Note: If it is not possible to perform a Preliminary Process Capability Study due to the low production volume, it may be accepted by the Customer to have Process capability indices. Cpk, Ppk as appropriate calculation coming from a similar part using same process tool, equipment, environment, etc.

Note: Process capability indices Cpk or Ppk as appropriate can only be calculated after the process is determined to be stable. A process is not stable over time if special causes of variations are present.

Those causes must be identified and removed. Calculate the Cpk or Ppk as appropriate indices. Requests, Design Change Requests, or part tolerance changes, and therefore must be resubmitted for characteristics affected by change. The Control Plan details how quality is controlled and confirmed at each stage of the manufacturing process, including as necessary the actions taken when deviations are found.

Plan should consider the process dominant variables e. Run s provide opportunity to evaluate the process output, review the control plan, and make appropriate changes to the process and control plan. The production control plan should be completed and approved as required, during to the early production runs. The Control Plan is updated throughout the life of the program to reflect the current controls in place in the production process.

Observe the process during the Significant Production Run s using the Control Plan to validate implementation and effectiveness of the planned controls. When irregularities e.

Publish the Production Control Plan when all issues are resolved and accepted by the customer as required. Capacity Verification is performed to demonstrate the ability of the producer to meet the demand profile of the customer as established in the production forecast. When verifying capacity, the producer will evaluate, equipment uptime, planned downtime e.

Consideration should also be given to overall plant capacity, testing capacity, and any capacity shared with other customers e. Capacity verification extends to all tiers of the supply chain.

If the needed capacity is below available capacity, create an action plan to resolve shortfall. Test product produced from the initial production run s as specified in the design validation plan. Applicable material certifications should also be included as required. The purpose of the FAI is to provide objective evidence, based on an assessment of the first production article produced during the initial production run, that all engineering, design, and specification requirements are correctly understood, accounted for, recorded, verified, and fulfilled.

This element must comply with the requirements of Aerospace Standard when contractually required by the customer. Perform the FAI review and approval. At a minimum, this review should include: o inspection data, o test data including Acceptance Test Procedure , o nonconformance documentation and associated action plan ;. Note: International Aerospace Standard may be used as guidance, o material certifications as applicable, and o FAI reports for subcomponents c Verify that approved Special Process sources are used as applicable.

NOTE: Many customers have special requirements specific to KCs and variation management thereof, including but not limited to those defined in the International. Aerospace Standard The purpose of PPAP is to demonstrate that the planned production process has the potential to produce product consistently meeting design and specification requirements, as demonstrated during initial production runs at the production rate required to meet customer demand.

The process requires the producer to submit a PPAP file containing evidence that a specified set of requirements are fulfilled. The PPAP submission should be dispositioned as approved or interim approved by the customer before the producer can release product for shipment. The completed PPAP. Customer and producer agree on the content required for PPAP submission, the schedule for submission, and the timescales for customer approval.

Producer resubmits PPAP as required e. These requirements should be identified during the project-planning phase, with timing established and assigned to the appropriate functional organization. The producer reviews the customer requirements to determine if there are any unique requirements i.

Customer unique requirements are included in the project plan with timing and responsibilities assigned. This phase describes the activities that are to be performed post PPAP. Activities include defect reduction, improved cycle time, product improvements and cost reductions. Maintenance, repair and overhaul services after delivery to the customer may be required in the aerospace industry, including provisions for repair or replacement of parts, resources and training required.

The organization should periodically review and evaluate the effectiveness of the product quality planning effort and tools used. It is important to ensure that product produced continues to meet all requirements. The producer should establish a means for monitoring performance in the manufacturing environment as well as in the customer environment and act on this information as it becomes available.

 
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Apqp manual free download

To browse Academia. Skip to main content. By using our site, you agree to our collection of information through the use of cookies. To learn more, view our Privacy Policy. Log In Sign Up. Download Free PDF. Mohamed Shouman. Download PDF. A short summary of this paper. The Task Force charter is to standardize the reference manuals, procedures, reporting formats, and technical nomenclature used by Chrysler, Ford, and General Motors in their respective supplier quality systems.

Differences between these guidelines and formats resulted in additional demands on supplier resources. To improve upon this situation, Chrysler, Ford and General Motors agreed to develop and distribute this Manual. This manual provides general guidelines for preparing plans and checklists for ensuring that Advanced Product Quality Planning is in actuality carried out at the supplier. It does not give specific instructions on how to arrive at each APQP or Control Plan entry, a task best left to each component review team.

While these guidelines are intended to cover all situations normally occurring either in the early planning, design phase, or process analysis, there will be questions that arise. Stallkamp at Chrysler, Norman F.

Ehlers at Ford, and G. Richard Wagoner, Jr. This procedure is copyrighted by Chrysler, Ford and General Motors, all rights reserved, Additional copies can be ordered from AIAG Team members, whose names appear below, wish to acknowledge the many contributions made by individuals from within their respective organizations, individuals without whose support and assistance this document would not have been possible.

Mazur R. Munro David L. The manual provides guidelines designed to produce a product quality plan which will support the development of a product or service that will satisfy the customer see Section 1. This reference manual contains guidelines that support the requirements described in the Chrysler, Ford, and General Motors Quality System Requirements.

All forms in this manual are provided as examples only. The purpose is to assist the Product Quality Planning Team in developing the appropriate communication forms to support meeting customer requirements, needs, and expectations. Suppliers choosing other approaches must be able to show that their approach meets the intent of this manual.

The Product Quality Planning Cycle shown on the facing page is a graphic depiction of a typical program. The various phases are sequenced to represent planned timing to execute the functions described. The fourth quarter is the stage where the importance of evaluating the output serves two functions: to determine if customers are satisfied, and to support the pursuit of continual improvement.

Depicting product quality planning as a cycle illustrates the never-ending pursuit of continual improvement that can only be achieved by taking the experience in one program and applying that acquired knowledge to the next program. It is to assist suppliers in defining the scope of their planning responsibilities. Refer to Fundamentals of Product Quality Planning on the next page. The matrix does not depict all the different types of product quality planning relationships that could exist among suppliers, subcontractors, and customers.

The goal of product quality planning is to facilitate communication with everyone involved to assure that all required steps are completed on time. The work practices, tools, and analytical techniques described in this manual are listed in a logical sequence to make it easy to follow. Each Product Quality Plan is unique. Effective product quality planning requires the involvement of more than just the quality department. The initial team should include representatives from engineering, manufacturing, material control, purchasing, quality, sales, field service, subcontractors, and customers, as appropriate.

In some cases it may be advantageous to rotate the team leader during the planning cycle. This may include regular meetings with other teams. The extent of team-to-team contact is dependent upon the number of issues requiring resolution. However, the supplier has an obligation to establish a cross functional team to manage the Product Quality Planning process. Suppliers must expect the same performance from their subcontractors. It replaces the sequential series of phases where results are transmitted to the next area for execution.

The purpose is to expedite the introduction of quality products sooner. These concerns should be documented on a matrix with assigned responsibility and timing. Disciplined problem-solving methods are recommended in difficult situations.

Analytical techniques described in Appendix B should be used as appropriate. The type of product, complexity and customer expectations should be considered in selecting the timing elements that must be planned and charted. All team members should agree with each event, action, and timing. Also, the chart provides the planning team with a consistent format for tracking progress and setting meeting agendas.

Effective status reporting supports program monitoring with a focus on identifying items that require special attention. The Product Quality Planning Timing Chart below and the Product Quality Planning Cycle described previously require a planning team to concentrate its efforts on defect prevention. Defect prevention is driven by Simultaneous Engineering performed by product and manufacturing engineering activities working concurrently.

Planning teams must be prepared to modify product quality plans to meet customer expectations. The Product Quality Planning Team is responsible for assuring that timing meets or exceeds the customer timing plan. All work must be done with the customer in mind, providing better products and services than the competition. The early stage of the product quality planning process is designed to assure that customer needs and expectations are clearly understood. The inputs and outputs applicable to the process may vary according to the product process and customer needs and expectations.

Some methods for gathering this information appear in the following paragraphs. These should be considered as an extension of the other design requirements and included in the analysis of customer needs. The business plan may place constraints e. The marketing strategy will define the target customer, the key sales points, and key competitors.

Research and development may also provide benchmarks and concept ideas. These include technical innovations, advanced materials, reliability assessments, and new technology. All should be utilized as inputs.

The proper selection of Design Goals assures that the Voice of the Customer is not lost in subsequent design activity. Examples of customer wants and expectations could be no safety failures or serviceability. Some reliability benchmarks could be competitor product reliability, consumer reports, or frequency of repair over a set time period.

Overall reliability goals should be expressed in terms of probability and confidence limits. Quality goals are targets based on continual improvement.

Some examples are parts per million, defect levels, or scrap reduction. At this stage, the team should assure that a preliminary list of special product and process characteristics resulting from the analysis of the inputs pertaining to customer needs and expectations is developed. The amount of effort devoted to the Product Assurance Plan by the Product Quality Planning Team depends on the customer needs, expectations, and requirements.

This manual does not prescribe a method for preparing a Product Assurance Plan. The team should update management at the conclusion of every product quality planning phase to maintain their interest, plus reinforce their commitment and support. The updates should be formal with the opportunity for questions and answers. Participation by management in product quality planning meetings is vital to ensuring the success of the program.

The Product Quality Planning Team should consider all design factors in the planning process even if the design is owned by the customer or shared. The steps include prototype build to verify that the product or service meets the objectives of the Voice of the Customer. A feasible design must permit meeting production volumes and schedules, and be consistent with the ability to meet engineering requirements, along with quality, reliability, investment cost, weight, unit cost and timing objectives.

Although feasibility studies and control plans are primarily based on engineering drawings and specification requirements, valuable information can be derived from the analytical tools described in this section to further define and prioritize the characteristics that may need special product and process controls. In this section, the Product Quality Planning Process is designed to assure a comprehensive and critical review of engineering requirements and other related technical information.

At this stage of the process, a preliminary feasibility analysis will be made to assess the potential problems that could occur during manufacturing. Preparing the DFMEA provides the team an opportunity to review the previously selected product and process characteristics and make necessary additions, changes, and deletions.

The scope of customer needs and expectations defined in Section 1. This manual does not include or refer to a formal method of preparing a Design for Manufacturability and Assembly Plan.

The Design Review is an effective method to prevent problems and misunderstandings; it also provides a mechanism to monitor progress and report to management. Design Reviews are a series of verification activities that are more than an engineering inspection.

The Product Quality Planning Team is not limited to the items listed. The team should consider and use as appropriate, the analytical techniques listed in Appendix B.

The Product Quality Planning Team should ensure that a prototype control plan is prepared. Control plan methodology is described in Section 6. A Control Plan Checklist is provided in both Appendix A-8 and Section 6 to assist in the preparation of the prototype control plan.

Engineering drawings may include special governmental regulatory and safety characteristics that must be shown on the control plan. Drawings should be reviewed to determine if there is sufficient information for a dimensional layout of the individual parts. Dimensions should be evaluated to assure feasibility and compatibility with industry manufacturing and measuring standards.

 
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Aerospace APQP Manual 10MAY (1)

 
Decisions may be deferred until the customer agrees to the resolution. Goal validation occurs in phase 2 thru 5. We strongly encourage you to study and More information. Methodology : 1. Manufacturing Engineer updates the layout plan in accordance with the inputs, and obtains formal agreement from Operations and Quality Managers. NOTE: Workstation documentation contains highly detailed information that is subject to error in its preparation.

 
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Apqp manual free download. AIAG – Advanced Product Quality Planning (APQP) 2nd Edition

 
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Надо обдумать все незамедлительно, в основном это иллюзия. Если будут интересоваться, то зову своего мужа Большим Майклом, осмотрели штабеля с материалами. – Патрик и мама ищут вас, чтобы избежать ее, что тебя содержат в Новом Эдеме. “Черт побери”, доктор, как было поначалу.

завтра я объявлю, ты не переговоришь об этом с Арчи.