Turtle Sample
Turtle Sample
Turtle Sample
The fourth edition of the AIAG PPAP manual was issued in March 2006.
The requirements become effective from the 1st June 2006.
Changes to the fourth edition includes the following:
• Identified issues in the application of PPAP
• Removal of QS-9000 references
• Necessary edits including typographical or grammatical corrections
• Removal of OEM customer specifics
• Some rearrangement of clauses to improve flow
The change bring into line the PPAP requirements with the ISO/TS16949
process approach, and now includes an example process flow:
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There is also more emphasis in keeping the customer notified of any proposed
changes that may trigger the need for re-submission.
Customer specific requirements for PPAP can be found on relevant websites. For
example on www.iaob.org, you can find the PPAP customer specific
requirements for Daimler Chrysler and GM, which were updated in May 2006.
FMEA
The FMEA third edition manual is currently under review but no date for a
revised version has yet been established. Watch this space!
As at the end of May 2006 22727 organisations had been registered against the
requirements of ISO/TS16949: 2002.
As the deadline date for the end of QS-9000 approaches the growth in
registrations is set continue, and early indications is that many organisations will
not meet the deadline and hence will loose their automotive approvals.
25000
22727
20000
15000
10000
5000
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J - J - A - S - O - N - D - J - F- M - A - M - J - J - A - S - O - N - D - J - F - M - A - M -
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SMMT IF 2006 course programme
For full details of SMMT IF open and in-house course programmes visit
www.industryforum.co.uk
The course focuses on using the process approach to develop and audit an
integrated system
Currently may organizations ISO14001 systems are based upon the clauses of
the standard, and auditing is purely linked to compliance, and in many cases not
focused on the effectiveness of the system to meet the legal and regulatory
requirements, and the organizations objectives and targets.
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The following diagram shows an example for the goods receiving and storage
process:
The diagram shows the process, and the link to the relevant key performance
indicators (linked to objectives and targets)
Once processes are defined, processes can be auditing utilizing the process
approach using turtle diagrams to plan the audits:
Process Audit Preparation "Turtle Diagram" Manufacturing
With What? - (Materials / Equipment) With Who? - (Competence / Skills / Training)
ISO/TS16949 ISO14001 ISO/TS16949 ISO14001
Plant and machinery (6.3) Operational control (4.4.6) Competence criteria (6.2.1) Environmental policy (4.2)
Process equipment (6.3) Monitoring and measurement (4.5.1) Induction/ training records (6.2.2) Resources, roles, responsibility and
Measuring equipment (7.6)
Agency/ Contract labour (6.2.2.3) authority (4.4.1)
Tooling (7.5.1.5)
Job responsibilities/ authorities (5.5) Competence, training and
Maintenance (7.5.1.4)
Training effectiveness (6.2.2) awareness (4.4.2)
Packaging/labelling (7.5.5)
SPC awareness (8.1.2) Communication (4.4.3)
Cleanliness of premises (6.4.2)
Personnel safety (6.4.1)
Customer property (7.5.4)
Awareness of policy/ objectives (6.2.2.4)
Transportation (6.3)
Support Processes: IT, Human resources, Logistics, Sales, Quality, Preventive maintenance
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To find out more visit www.industryforum.co.uk
This course is applicable for organizations in the automotive supply chain that
are not eligible for ISO/TS16949: 2002 certification, but want to understand and
implement the process approach to quality management and auditing.
If you have any questions related to any of the above courses, please visit our
website, or contact Karen Smith on 121 717 6614.
Auditors often ask how the finance/accounts function can be audited within the
context of a quality management system, as there is little reference to cost within
ISO/TS16949: 2002
Firstly 7.2.2 requires that an organization reviews the customer contract and
resolves any issues prior to acceptance.
This should include verification of product and shipping costs.
Some recent audits have shown that in some organizations the process to ensure
the customer is invoiced the correct price is not robust, and the link between the
relevant functions involved in the process is not effective.
This can cause customer dissatisfaction, maybe resulting in wasted time and
credit/debit notes, or internal issues related to efficiency (the customer may not
complain if not charged enough!)
Given this situation it may be worth auditing this utilizing the process approach.
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ISO/TS16949: 2002 also requires and organization to verify the effectiveness
(customer satisfaction) and efficiency (organization or stakeholder satisfaction)
Efficiency could be reviewed by looking at the costing process and asking the
question “ are we making any money from the sale of the product?”
Quality Policy
External auditors are encouraged to focus more on the organization policy, how
it is linked to the organizations objectives and how it is effectively deployed
through the organization.
Verify that any statements made are objective, and can be linked to the
organizations objectives:
Maybe by asking such questions this will encourage top management to review
the policy for continued suitability and effectiveness.
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Production scheduling
The first part of the requirement focuses on having a scheduling system that is
geared up to meet customer requirements.
The next part intimates that it should be possible through a system (note this
does not say an electronic system) to find out the status of work in
progress/finished stock.
The last part states that the process is order driven.
Internal audits should focus on auditing this as a process (which may cut across
several departments in an organization) to ensure the process is effective to meet
customer requirements and efficient to meet the organizations requirements.
Funding
SMMT Industry Forum has access to several programmes that provide funding
to SME’s in the West Midlands area.
If your organization would like to investigate this further, or if you have any
suppliers that may be interested in such funding, please contact Paul Hardiman
on [email protected] or on 07790 771230 and we can
investigate possible options.