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ISO/TS 16949:2002
Expiration of QS-9000
ISO (Geneva, Switzerland) has stated that
QS-9000 has been extended by 3 years,
and will expire on ...
Two Key Organizations
International Automotive Task Force
International Automotive Oversight Bureau
Purpose of the IATF
 Develop consensus for international quality
system requirements (automotive)
 Develop policy & proc...
IATF Members
 Authoring Organization of ISO/TS 16949
includes:
 Vehicle manufacturers: BMW, DaimlerChrysler,
FIAT, Ford ...
IATF Oversight
 ANFIA, IAOB, IATF-France, SMMT, VDA-QMC
 Implementation of IATF registration scheme and
rules via a comm...
Purpose of IAOB
 Implement and manage 16949 registrations
 Manage and coordinate with IATF Europe
 Support further glob...
Which Car Manufacturers Will
Accept ISO / TS 16949?
 The users of -
QS-9000 - US Big 3
VDA 6.1 - German
AVSQ - Italian
EA...
Why Upgrade to TS?
From the OEM subscriber’s view:
 TS 2nd
is based on the current ISO 9001:2000
 Includes Customer Spec...
Why Upgrade to TS?
From the supplier’s point of view:
 Reciprocal recognition (one size fits all)
 Vocabulary is consist...
ISO/TS 16949:2002 Addresses
Significant QS-9000 issues
• The Oversight process
- Tighter registrar control than with QS-90...
Eight Principles
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual ...
Introduction
The goal of this Technical Specification:
 development of a quality management system
 provide for continuo...
 “The intent of this international standard is to
encourage the adoption of the process approach to
manage an organizatio...
How Will the Audit Change?
 Process audit approach
 Automotive application
 Line of sight from the organization to the ...
Management
Responsibility
Resource
Management
Product
Realization
Measurement,
Analysis
& Improvement
Inputs
Product
C
U
S...
Scope and Applicability
ISO / TS 16949
 Applicable to production and service part
supplier sites that are providing:
 Pa...
What’s New (and Different)
 Based on ISO 9001:2000 not ISO 9001:1994
 Greater focus on the customer and customer
satisfa...
New and Different (Cont.)
 Greater emphasis upon the role of top
management
 Measurable quality objectives
 Reduced emp...
New and Diff. (Cont.)
 Modification in the purpose of internal audits
 Use the “Deming Cycle” of Plan, Do, Check,
and Ac...
ISO 9001 Supply Chain Terms
C u s to m e r
O r g a n iz a t io n
S U P P L I E R Was
Subcontractor
in QS-9000
Was
Supplier...
 Adds sector terminology
 Control plan
 Design responsible org.
 Error proofing
 Laboratory
 Laboratory scope
 Outs...
ISO 9001 Core Sections
Permissible Exclusions
ISO / TS 16949
 The only permitted exclusions may be in 7.3
• Where the organization is not respon...
Mandatory Procedures
 ISO 9001:2000
 Control of Documents
 Control of Records
 Internal Audit
 Control of
Nonconformi...
Key Differences between
QS-9000 & TS16949
TS16949 focuses on the business processes required to
satisfy customer requirem...
Contrast between QS-9000 &
TS-16949:2002
Procedures Are:
 Driven by task completion
 Issued
 May be completed by differ...
1 2 3 4
Functional Goals
A FUNCTIONAL
ORGANIZATION
WITH PROCESS
OVERLAYS…
Management of Processes
Process 2
1
2
3
4
Proces...
• All work is performed to achieve some objectives
• The objective is achieved more efficiently when related resources
and...
The Process Approach
InputsInputs OutputsOutputsProcessProcess
ObjectivesObjectives
ResultsResults
RisksRisks
PurposePurpo...
Process Mapping
Forms and Form Instructions
Supporting Instructions
Program Planning &
Launch
Manufacturing
Marshall Key P...
Process Mapping
• How do I get started mapping????
• First map out our processes at your location at
the macro level
• Ide...
Process Mapping
 You will need to identify
• The inputs to your processes
• The outputs of your processes
• And then map ...
Process Mapping
 Identify your customers and your process
objectives/outputs (TS16949 section 4.2.2.c)
• Internal (other ...
Process Mapping
 Identify your customers and your process outputs
(TS16949 section 4.2.2.c)
• Physical products
• Documen...
Process Mapping
 Identify suppliers to your process (internal and external)
(TS 16949 section 4.2.2.c)
• What are their i...
Process Mapping
 Identify support to your processes (TS16949 section
4.2.2.c)
• Human Resources
• Training
• Purchasing
•...
Process Mapping
 Establish a goal against which to measure your metrics
• You will need to monitor your metrics and imple...
Process Mapping
 Identify risks to the process and the objectives
• Compressed Timing
• Failure to meet schedule timing
•...
Process Mapping
Flow chart the process.
Note:
Indicating forms/records to be filled out at each step of the
process can el...
Questions to Help with Mapping
 Purpose
• Why does this process exist?
• What is the purpose of this process?
• What is t...
P ro c e s s O bje c tiv e : S uppo rt P ro c e s s e s :
Configuration M anagement
M anufacturing
Program M anagement
Pur...
Document No. Revision
MPM0078 A
P ro c e s s O bje c tiv e : S uppo rt P ro c e s s e s :
M aterial M anagement
Document C...
Document No. Revision
MPM0079 A
P ro c e s s O bje c tiv e : S uppo rt P ro c e s s e s :
M aterials M anagement
Document ...
What About the AIAG
Reference Manuals?
 The AIAG reference manuals (PPAP, FMEA,
MSA, APQP & SPC are still viable document...
Questions?Questions?
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  1. 1. ISO/TS 16949:2002
  2. 2. Expiration of QS-9000 ISO (Geneva, Switzerland) has stated that QS-9000 has been extended by 3 years, and will expire on 14 December, 2006 ISO has indicated that there is virtually no chance of additional extensions, nominally, the ISO 9000:1994 standard embedded within QS-9000 will expire 15 December, 2003.
  3. 3. Two Key Organizations International Automotive Task Force International Automotive Oversight Bureau
  4. 4. Purpose of the IATF  Develop consensus for international quality system requirements (automotive)  Develop policy & procedure for registration  Provide appropriate training  Serve as formal liaison
  5. 5. IATF Members  Authoring Organization of ISO/TS 16949 includes:  Vehicle manufacturers: BMW, DaimlerChrysler, FIAT, Ford Motor, GM, PSA, Renault, Volkswagen  Industry trade organizations: AIAG, ANFIA, FIEV, SMMT, VDA  Guest members: JAMA
  6. 6. IATF Oversight  ANFIA, IAOB, IATF-France, SMMT, VDA-QMC  Implementation of IATF registration scheme and rules via a common process  Witness audits  Auditor qualification training and exam  Monitor CB/auditor performance  Apply and implement IATF policy and decisions  Coordinate special projects and work teams  Develop sanctioned interpretations and recommendations for improvement  Database management
  7. 7. Purpose of IAOB  Implement and manage 16949 registrations  Manage and coordinate with IATF Europe  Support further global consistency  Develop and maintain central database
  8. 8. Which Car Manufacturers Will Accept ISO / TS 16949?  The users of - QS-9000 - US Big 3 VDA 6.1 - German AVSQ - Italian EAQF - French
  9. 9. Why Upgrade to TS? From the OEM subscriber’s view:  TS 2nd is based on the current ISO 9001:2000  Includes Customer Specifics to achieve conformity  Improved control of the auditing process  Reduced audit variation  Better control of certification and its value
  10. 10. Why Upgrade to TS? From the supplier’s point of view:  Reciprocal recognition (one size fits all)  Vocabulary is consistent with ISO 9001:2000  Process audit is aligned with the way the automotive business is run  Continual improvement from earlier requirements documents (e.g., TS 1st , QS-9000, EAQF, AVSQ, VDA 6.1)  Closer oversight – greater value in certification
  11. 11. ISO/TS 16949:2002 Addresses Significant QS-9000 issues • The Oversight process - Tighter registrar control than with QS-9000 Accreditation Body method, and higher quality auditors • International recognition of ISO/TS 16949:2002 - The Multinational OEM authoring group reduces the number of certification requirements in Europe, and therefore cost • ISO/TS 16949:2002 is based on and includes ISO 9001:2000 - ISO 9001:2000 includes strengthened management reporting, continuous improvement and customer satisfaction metrics (aligned with Q1 2002)
  12. 12. Eight Principles Customer focus Leadership Involvement of people Process approach System approach to management Continual Improvement Factual approach to decision making Mutually beneficial supplier relationships
  13. 13. Introduction The goal of this Technical Specification:  development of a quality management system  provide for continuous improvement  emphasize defect prevention  reduction of variation and waste in the supply chain
  14. 14.  “The intent of this international standard is to encourage the adoption of the process approach to manage an organization.”  Process approach - “for organizations to function effectively, they have to identify and manage numerous interrelated and interacting processes. The systematic identification and management of the processes employed within an organization and particularly between such processes is referred to as process management. Through industry standards - ISO9001:2000 & ISO/TS16949:2002.
  15. 15. How Will the Audit Change?  Process audit approach  Automotive application  Line of sight from the organization to the customer  Audit plan  Identification of key processes impacting the customer  Based on the processes as defined by the organization  Performance  Linked to common metrics for  Organization  Supplier  Oversight
  16. 16. Management Responsibility Resource Management Product Realization Measurement, Analysis & Improvement Inputs Product C U S T O M E R Outputs R E Q U I R E M E N T S C U S T O M E R S A T I S F A C T I O N C.I. Continual Improvement Cycle
  17. 17. Scope and Applicability ISO / TS 16949  Applicable to production and service part supplier sites that are providing:  Parts or materials  Heat treating, painting, plating, other finishing services  Other customer specific products  May also be applied throughout supply chain
  18. 18. What’s New (and Different)  Based on ISO 9001:2000 not ISO 9001:1994  Greater focus on the customer and customer satisfaction  New focus on the “Process” approach vs. the “elemental” approach  Clarification of requirements for continual improvement
  19. 19. New and Different (Cont.)  Greater emphasis upon the role of top management  Measurable quality objectives  Reduced emphasis on documented procedures
  20. 20. New and Diff. (Cont.)  Modification in the purpose of internal audits  Use the “Deming Cycle” of Plan, Do, Check, and Act as a basic methodology  Process Conrol and improvement is expanded from product to include all activities of the organization.
  21. 21. ISO 9001 Supply Chain Terms C u s to m e r O r g a n iz a t io n S U P P L I E R Was Subcontractor in QS-9000 Was Supplier in QS-9000
  22. 22.  Adds sector terminology  Control plan  Design responsible org.  Error proofing  Laboratory  Laboratory scope  Outsourcing  Predictive maintenance  Premium freight  Remote location & “site”  Special characteristics  Modifies ISO terms  Continual improvement  Manufacturing Automotive Specific Terminology
  23. 23. ISO 9001 Core Sections
  24. 24. Permissible Exclusions ISO / TS 16949  The only permitted exclusions may be in 7.3 • Where the organization is not responsible for product design and development • Permitted exclusions do NOT include manufacturing process design • Justified with details in the quality manual • Conformity should not be claimed otherwise  Only IATF will prescribe authorized exclusions for vehicle assembly plants
  25. 25. Mandatory Procedures  ISO 9001:2000  Control of Documents  Control of Records  Internal Audit  Control of Nonconforming Product  Corrective Action  Preventive Action  ISO/TS 16949:2002  Laboratory  Field Service (i.e. Warranty)  Training
  26. 26. Key Differences between QS-9000 & TS16949 TS16949 focuses on the business processes required to satisfy customer requirements (The “Process Approach”). QS-9000 follows the 20 elements (The “Conformity Approach”) Process audit (TS16949) vs. documentation audit (QS- 9000)
  27. 27. Contrast between QS-9000 & TS-16949:2002 Procedures Are:  Driven by task completion  Issued  May be completed by different departments with different objectives  Are segmented  Satisfy the standard  Define the sequence of steps to perform a task  Static Processes Are:  Driven by desired output  Managed  May be completed by different departments with the same objectives  Flow to conclusion  Satisfy the stakeholders  Transform inputs into outputs  Dynamic QS-9000 (Procedure Based) TS-16949:2002 (Process Based)
  28. 28. 1 2 3 4 Functional Goals A FUNCTIONAL ORGANIZATION WITH PROCESS OVERLAYS… Management of Processes Process 2 1 2 3 4 Process 1 Process 3 Process 4 Processgoals
  29. 29. • All work is performed to achieve some objectives • The objective is achieved more efficiently when related resources and activities are managed as a process • Objectives of the organization which serve to meet its mission will be met more effectively when the organization is managed as a system of interrelated processes. Recognizes:
  30. 30. The Process Approach InputsInputs OutputsOutputsProcessProcess ObjectivesObjectives ResultsResults RisksRisks PurposePurpose • Stakeholder Wants & Needs • Specifications • Schedule/Timing • Market Data • Industry Trends • Economic Conditions • Products • Information
  31. 31. Process Mapping Forms and Form Instructions Supporting Instructions Program Planning & Launch Manufacturing Marshall Key Processes Shipping LRP/OP Manufacturing Roadmap Information Management Corrective Action Internal Auditing Preventive Action Document Control Business Processes Management Review / Continuous Improvement Quality Objectives CQR/CQA Support Processes Asset Management Human Resource Management Materials Management Capacity Planning Purchasing DFM Supplier Management Non-conforming Material Laboratory Records Retention Component Quality Customer Support 5S Audit
  32. 32. Process Mapping • How do I get started mapping???? • First map out our processes at your location at the macro level • Identify the process owner • Map out your processes at the micro level that support the processes at the macro level
  33. 33. Process Mapping  You will need to identify • The inputs to your processes • The outputs of your processes • And then map out the activities in between that define the processes You might find sub processes • Identify metrics to measure the effectiveness of your processes (must tie to the process objective)
  34. 34. Process Mapping  Identify your customers and your process objectives/outputs (TS16949 section 4.2.2.c) • Internal (other processes) and External customers • Show interactions between the various processes
  35. 35. Process Mapping  Identify your customers and your process outputs (TS16949 section 4.2.2.c) • Physical products • Documents • Information • Services • Decisions • On time to schedule • Meet profit margins
  36. 36. Process Mapping  Identify suppliers to your process (internal and external) (TS 16949 section 4.2.2.c) • What are their inputs to your process  Other processes  Labor  Material  Ideas  Information  Environment  Procedures, Forms, Documents, Records
  37. 37. Process Mapping  Identify support to your processes (TS16949 section 4.2.2.c) • Human Resources • Training • Purchasing • Finance • Quality Assurance • Etc.
  38. 38. Process Mapping  Establish a goal against which to measure your metrics • You will need to monitor your metrics and implement corrective actions if you don’t meet your goal • Look for opportunities of continual improvement to improve your processes
  39. 39. Process Mapping  Identify risks to the process and the objectives • Compressed Timing • Failure to meet schedule timing • Incomplete customer requirements • Test/performance failures • Rejected approvals (appearance, PPAP) • Underestimated costs • Premium freight
  40. 40. Process Mapping Flow chart the process. Note: Indicating forms/records to be filled out at each step of the process can eliminate or reduce the need for procedures to document activities at each step. A well done flow chart can eliminate the need for a procedure to describe the process.
  41. 41. Questions to Help with Mapping  Purpose • Why does this process exist? • What is the purpose of this process? • What is the outcome?  Outputs • What product does this process make? • What are the outputs of this process? • At what point does this process end?  Customers • Who uses the products from this process? • Who are the customers of this process?  Inputs/Suppliers • Where does the information or material you work on come from? Who are your suppliers? • What do they supply? • Where do they affect the process flow? • What effect do they have on the process and on the outcome?  Process steps • What happens to each input? • What conversion activities take place?
  42. 42. P ro c e s s O bje c tiv e : S uppo rt P ro c e s s e s : Configuration M anagement M anufacturing Program M anagement Purchasing Inputs O utputs R ule s / R e s po ns ibilitie s (5) If parts are required, parts may be ordered by Engineering, Sales or supplied internally from a TRW manufacturing facility. (6 ) Prototypes built in accordance to build checklist, drawings & specifications. (7) Engineering to coordinate deviation or customer concurrence. (8 ) Quality Assurance performs & documents inspections using inspection standards or prototype control plans, depending upon the specific customer requirements. (9 ) Quality Assurance coordinates any required deviations using the specific customer forms. (10 ) Quality Assurance documents results using the specific customer paperwork and maintains copies for future reference. Paperwork may be sent with the prototype parts or forwarded to the customer via mail or fax depending upon specific customer requirements. (11) Shipping Department packas parts and coordinates develivery. Sales isrwponsbile for alerting shipping in advace if expidated develiry will be require3d. (12 ) Finance Department coordinates billing and collection. Sales Department may assist in overdue collection through direct customer contact. (3 ) Team usually can consists of Engineering, Quality, Sales, Program M gt., M anufacturing. (1) Sales Department. (2 ) Sales Department. Document No./ Release No. 345643/ERD 2345 P ro c e s s Process Name / Level: Prototype Process - Farmington Hills (Level 2) Build and deliver on-time, prototype parts that meet customer design & performance requirements. 1. On-time delivery. (4 ) Sales Department. P ro c e s s M e a s ura ble s :P ro c e s s R is ks : 1. M issed delivery date to the customer. 2. Parts do not meet customer requirements in quality or performance. 2. Prototype rejections by the customer. Customer Order (1) Receive Customer P.O., EDI, Phone, Fax, M ail Prototype Parts Order Issues ? No Yes Drawings ( 2 ) Enter order into SAP System (3 ) Review Order Requirements with Prototype Team Specifications (4 ) Resolve with Customer Revised P.O. Req'd? Yes (5) Components Inventory Check No (6 ) Build Prototypes Functionally Test Prototypes Prototype Paperwork (7) Resolve with the Customer Test Issues ? (8 ) Quality Inspection No Quality Issues ? No (11) Packing & Shipping (10 ) Complete Prototype Paperwork (9 ) Resolve with the Customer (12 ) Issue Billing to Customer Customer Invoice Components Yes Yes
  43. 43. Document No. Revision MPM0078 A P ro c e s s O bje c tiv e : S uppo rt P ro c e s s e s : M aterial M anagement Document Control Non-Conforming M aterial Inputs O utputs R ule s /R e s po ns ibilitie s / C o mm e nts 1. S hipping ins truc tio ns . 2. G o v e rnm e nt R e gula tio ns 3. C us to me r R e quire me nts 6. Customer requirements not met. 6. Finished Goods Accuracy 4. Customer not notified (no ASN) 4. Customer Quality 5. No invoice or not correct. 5. Finished Goods Inventory G o v e rning D o c ume nts P ro c e s s M e a s ura ble s : 3. Premium Freight. 1. S hipping A s s o c ia te P ro c e s s Process Nam: Back to Marshall Key Processes Marshall Shipping Process Ship quality product per customer requirements. 1. On-time delivery performance report (internal). 3. The shipment is not on time to the customer schedule. P ro c e s s R is ks : 1. On-line system goes down and customer orders are missed. 2. The wrong quantities are shipped. 2. On-time delevery performance report (external) Report and Move to Finished Goods Pull Signal to M anufacturing Assemble/Verify Shipment Invoice Customer Warehouse Storage Ship Product
  44. 44. Document No. Revision MPM0079 A P ro c e s s O bje c tiv e : S uppo rt P ro c e s s e s : M aterials M anagement Document Control Non-Conforming M aterial Inputs O utputs R ule s / R e s po ns ibilitie s / C o m m e nts 1. S hipping A s s o c ia te 2. S hipping C le rk 1. C us to m e r P a c ka ging S pe c ific a tio ns 2. D e liv e ry No te 3. H o nda D e lta S ys te m 4. D C X S M A R T S ys te m 5. F o rd D D L 6. M M O G 4. Customer not notified (no ASN) 5. Dropped parts. 4. Customer Quality 5. Finished Goods Inventory P ro c e s s R is ks : 1. On-line system goes down and customer orders are missed. 2. The wrong quantities are shipped. 2. On-time delevery performance report (external) P ro c e s s Process Nam: Back to Marshall Key Processes Assemble / Verify Shipment Ship quality product per customer requirements. 1. On-time delivery performance report (internal). 3. The shipment is not on time to the customer schedule. P ro c e s s M e a s ura ble s : 3. Premium Freight. 6. Finished Goods Accuracy G o v e rning D o c um e nts Delivery Note from Customer Service Place on truck Review Pick List Is all stock available? Shipment Configuration Stored Finished Goods Assemble order per customer directives Consult SAP inventory screen. Contact M anufacturing or Customer Service Pull Order Is stock in the correct quantity? Reference on-hand inventory screen when picking shipment Is container within the two week window of stock Is another box required? Identify out of rotation or missing box and forward to inventory analyst. (2) Yes No Yes No No Yes Yes No Is the box damaged or dropped? No Warehouse Nonconformance Yes
  45. 45. What About the AIAG Reference Manuals?  The AIAG reference manuals (PPAP, FMEA, MSA, APQP & SPC are still viable documents.  References to these manuals will be included in DCX, Ford and GM’s respective customer specifics for TS16949.  Certification to TS16949 also includes the requirements defined in the AIAG reference manuals.
  46. 46. Questions?Questions?

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