aqp critical tasks november2011

7/30/2019 AQP Critical Tasks November2011

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1. What do we consider to be a critical AQP Task?

2. Identify the critical AQP tasks associated with fourprimary AQP activities

3. Review each critical AQP task and what is expected

when managing them4. Review case studies / real world examples

What happened?

How was it managed?

What couldhave prevented it?


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3

4

9

2

10

PPAP Post V1 - Causal Factors

Late Design Release

Late Design Changes

ManufacturingFeasibilitySupplier Program

Management

Total Case Studies: 25Product Teams: Truck/SRT, Minivan/MUV, SUV


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4

PSO/PDR

Step 3Verification of

Process (VP)

Pre Volume

Production

(PVP)Job 1 Offline Commercial

Launch

Tooling PPAP

LATE DESIGN

RELEASE

PSO/PDRTooling PPAP

LATE DESIGN

CHANGE

PSO/PDR PPAP

Step 5

MANUFACTURING

FEASIBILITY

PSO/PDR PPAP

Tooling

Tooling

SUPPLIER PROGRAM

MANAGEMENT


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Late Design Release leads to late Tooling Kickoff

Tooling has the largest impact on downstream deliverables

Prototype tooling is a poor substitute!

Late Design Changes

Many late design changes can be traced back to a lack of, or

failure during, DV Testing

Manufacturing Feasibility

Supplier unable to meet requirements

Supplier Program ManagementMany reasons; one common one is inability to meet line

speed requirements


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For SQ purposes, we would consider any AQP Task as

critical if it:1. Has a major impact on downstream deliverables and

other tasks

2. Ensures the part, as designed, meets requirements3. Ensures the part, as manufactured, meets

requirements

4. Ensures the process can meet our production needs

5. What else?


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SUPPLIER:

SUPPLIER CODE: MY/VEHICLE FAMILY:

PART NUMBER(S):

REVISION:

PART NAME(S): REVISION DATE:

AQP MEETING DATE:

PART RISK (H/M/L): AQP MEETING LOCATION:

VPPVPJob 1

BEGIN

PLAN ACT PLAN ACT

SQE -

SQE -

SQE 1

SQE -

ENG -

SQE -

SQE -

SQE -

SQE -

SQE -

SQE -

SQVL -

ENG 2

ENG -

ENG -

ENG -

ENG -

ENG -

SQE -

ENG -

ENG 3

ENG 4

SQE -

ENG -

SQE 5

SQE 6

SQE 7

SQE 7.8

SQE: Supplier Quality Engineer SQVL: SQ Vehicle Lead Major milestones Secondary milestones RECOMMENDED EVENT / DELIVERABLEENG: Release Engineer MET: Metrology Center ACTUAL

DO: Design Office CURRENTDAY

Month-Date STATUS

# of

Days

Review CNs and IAAs (including associated Risk)TAG Review (Chrysler-purchased tooling only)

Confirm composition and commitment of Core

AQP Team Members

Part Development Plan Complete

Status of Open Issues from Technical Review Risk

Assessment (FIAT parts only)

END

If status is 1, 2, or 3 (Red

or Yellow), you must

provide a Risk Mitigation

PlanEnter 1-5

Process Flow Diagram & Mfg. Floor Plan

CUSTOMER

LEAD

PSO

Element

Control Plan and Process Monitoring

Supplier Quality Risk Assessment (SQRA)

Month-Date Month-Date

Production Tooling Complete (PTC)

SUPPLIER

RESPONSIBLE

# of

Veh

AQP ACTIVITIES

eCIMS / Lessons Learned Master PFMEA

Reviewed

Advance Quality Planning

Build

NameMRD

Design Review - Customer Perception targets

Manufacturing Feasibility Assessment (MFA)

DV Testing Complete

Month-Date Month-DateMonth-Date

ADVANCE QUALITY PLANNING (AQP)

TIMING CHART

Month-DateMonth-Date

YEAR

Month-DateMonth-Date

#NUM!FIAT PROGRAM

REVIEW STATUS #NUM!CHRYSLER AQP

STATUS

RISK MITIGTION PLAN

KEY MATERIAL/BUILD DATES

Build DateMonth-DateMonth-Date Month-Date

Source Package Review

Test Sample Sizes and Frequencies

YEAR

Confirm Supplier PPAP Self-Certification status

Volume, ramp-up curve, and product mix verified

and capable - CPV, P.O, SP

Design FMEA

Verify deliverables timing to CPCP timing

Process FMEA

Part Inspection Standard

Prior PSO Review (similar products)

Initial Risk Evaluation (IRE)

Supplier Tooling Kick-Off (TKO)

Verify Tooling Capacity and Required Station CycleTime / Line Speed Plan

Part Number, Description, and Change Level

Design Model Status Review

Part I/S Parts, 8 weeksbefore VP

All Other

Program &StyleApproval

EF EFEF

Step 2StyleFreeze

Step 3ToolingKickoff

EF

Verification ofProcess

VP EF

Pre VolumeProduction

PVP EF

Job 1Offline

EF

CommercialLaunch

EF

Step 5 Prod.DesignsComplete

EF

Draft Final

0

0

Identify -22 weeks prior to VP MRD

Part Sourced + 2 weeks


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VPPVP

Job 1

BEGIN

P LAN ACT PLAN ACT

SQE -

SQE 1

SQE -

ENG -

SQE -

SQE -

SQE -

SQE -

SQE -

PTS -

ENG -

ENG -

ENG -

SQE -

ENG -

ENG 3

ENG 4

SQE -

Review CNs and IAAs (including associated Risk)TAG Review (Chrysler-purchased tooling only)

Confirm composition and commitment of Core

AQP Team Members

Part Development Plan Complete

Status of Open Issues from Technical Review Risk

Assessment (FIAT parts only)

Supplier Quality Risk Assessment (SQRA)

CUSTO

MER

LEAD

PSO

Element

END

Build

NameMRDBuild Date

Production Tooling Complete (PTC)

SUPPLIER

RESPONSIBLE

# of

Veh

AQP ACTIVITIES

eCIMS / Lessons Learned Reviewed

Advance Quality Planning

Design FMEA


# of

Days

Design Review - Customer Perception targets

Initial Risk Evaluation (IRE)

Source Package Review

Confirm Supplier PPAP Self-Certification status

KEY MATERIAL/BUILD DATES

Verify deliverables timing to CPCP timing

Prior PSO Review (similar products)


and capable - CPV, P.O, SP

1. Item or activity title

Key AQP tasks and SQ deliverables(IRE, Production Tools Complete,IMDS, PPAP)

All PSO Elements

2. Tracks Supplier responsibilityfor each item, with begin/end

dates

3. Key build/MRD dates

4. Details Chrysler lead for eachitem

1

2

3

4


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If status is 1, 2, or 3 (Redor Yellow), you must

provide a Risk Mitigation

PlanEnter 1-5

STATUS RISK MITIGTION PLAN

9

5 6

5. Indicate the status of the task.

6. Brief description of the risk mitigationplan (or reference to a more detailedaction plan)

Score Chrysler Definition

1

Not present / not started and: Very late to required milestone and will cause other required

deliverables to be late to their required milestone/vehicle launch

Risk Mitigation Plan does not exist

Extremely High Risk to milestone/vehicle launch (certain to cause

delay in milestone/vehicle launch)

2

Incomplete and:

Late to required milestone and may cause other deliverables to be

late to their required milestone/vehicle launch

Risk Mitigation Plan exists but is not acceptable or requires

unrealistic timing to meet milestone High Risk to milestone/vehicle launch (may cause delay in

milestone/vehicle launch)

3

Incomplete and:

Late to required milestone

Risk Mitigation Plan exists and is acceptable

Low Risk to milestone/vehicle launch

4Incomplete and:

Progressing according to required milestone timing

No Risk to milestone/vehicle launch

5 Complete and approved


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Tooling Design & Development

Tasks involved withmanaging the proper

design and on-time kick-

off and construction of

production tooling

Capacity Verification

Tasks involved withensuring the process will

meet (or exceed)

Chryslers volume

requirements

Testing

Tasks involved with ensuring

the part, as designed andmanufactured, functions as

intended and meets

requirements


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What is impacted by Tooling?

Process FMEA

Control Plan

Set-up Instructions

Work Instructions Error / Mistake Proofing

Layered Process Audit

Preventive Maintenance Plans

Part Qualification Process

Supplier Readiness Evaluation

PV Testing

PSO On-Site Visit

Production Demonstration Run

Initial Process Study /Capability

Appearance Approval

Color Harmony / Match

PPAP What Else?

Red = Key Performance Indicators


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AQP Tasks directly related to managing Tooling

Design & Development: Design FMEA


Supplier Tooling Kick-Off (TKO) Production Tooling Complete

TAG Review


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Design FMEA

Expectations: Supplier-designed parts require a DFMEA developed by the

Supplier with Chrysler Engineering input & approval

Should include evidence that Lessons Learned from previous /

similar designs have been considered Highest risk items should have action plans

Items with Severity of 8 or higher should have Error /MistakeProofing planned for the tooling and assembly equipment

DFMEA should be complete early enough to allow for toolingdesign

If no DFMEA exists for a Chrysler-designed part, we need to askthe question Why?


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Managing the DFMEA task

DFMEA does not exist (Supplier-design) DFMEA incomplete prior to TKO

No input from the Chrysler Engineer or

No evidence of Lessons Learned

No Error/Mistake Proofing for Severity 8+ or

Risk Mitigation

Focus should be on completing the DFMEA before TKO.

High risk or high severity items should have actions plan with afocus on total prevention of errors.

Chrysler Engineer should review and approve.

1

2

2

1

2

2

3


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Expectations: Supplier has latest design model

Design model release occurs in time for TKO

Latest CN revisions are incorporated into the tool design

Managing the Design Model Status Review task Design Model will not be complete in time for TKO or TKO

occurs without a finalized design

Proposed design changes result in late tool completion or

Risk Mitigation Focus should be on completion of Design Model before TKO

2

2 3


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Supplier Tooling Kickoff (TKO)

Expectations: Ensure all production part and tooling POs are written and

released, prior to the TKO process start.

Assist Engineer to ensure the Supplier understands the TKO

process and their role, and help address roadblocks. TKO should occur by CAD Step 3; should be enough time to

complete production tools by VP!

Attend the Form Signing event Form Signing: The Chrysler internal team level event where the checklist

will be reviewed and approved by the individual lead responsibleapprovers.

TKO is the start of tooling, not tooling design or ordering

material!


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Managing the Supplier TKO task

TKO starts without a complete design or TKO starts without completed POs or

TKO takes place late (post Step 3) or less (depends on how

late this makes tooling)

TKO form is signed, but Supplier verbally told not to beginconstruction of tools or less

Risk Mitigation

Focus should be on completion of all deliverables before TKO

Target should be Production Tools Complete by VP

TKO should not be signed until tooling is ready to start

construction

1 2

2 3

3

3


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Production Tooling Complete

Expectations:

Tooling should be scheduled for completion by the Verification of

Process milestone (VP)

Ensure timing takes potential transit time into account (both forcompletion and CN activity)

Identify potential issues with tool makers (e.g., long distance,

poor quality, etc.)

Review the ongoing status of tooling at each AQP meeting(completion status)

Ensure tool makers are aware of design changes and have the

latest revision level


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Managing the Production Tooling Complete task

Tooling Completion expected after VP or less Tooling Completion expected after PVP (or later) or less

Concerns with effectiveness / quality of tool maker

Tooling Completion timing beginning to slip

Risk Mitigation

Focus should be on completion of tooling by VP

Plans will often rely on using prototype tooling longer than

intendedensure process controls equal or exceed intended

production levels!

Ensure backup tools are capable of producing the quantity of

parts required, both daily and in total

2

3

3

3


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TAG Review

Expectations: TAG follows some tooling (Chrysler-built)

Hold regular reviews with the TAG SQE to follow status of

tooling

Managing the TAG Review task Same as for Production Tooling Complete

Risk Mitigation Same as for Production Tooling Complete


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What could happen when a Supplier is unable to

meet our releases?

Expedited parts shipments

Hiring of new or temporary personnel w/o process knowledge

Unapproved process changes or rework/repair Skipping time-consuming steps (like inspections)

Turning off Error/Mistake-Proofing

Running the process 24/7 (no PM, 1st Piece Approval, etc.)

Expedited construction of new tools

What else?


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AQP Tasks related to Capacity Verification:

Volume, ramp-up curve, and product mix verified andcapable - CPV, P.O., SP

Verify Tooling Capacity and Required Station Cycle Time

/ Line Speed Supplier Readiness Evaluation

Production Demonstration Run

Part Delivery Plan Review (for VP, PVP, V1, etc.)


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and capable - CPV, P.O., SP

Expectations:

Review program volume requirements, planned product mix, and

planned launch ramp-up curve. Ensure the Source Package details the required information and

that the Supplier understands the requirements.

Ensure the Purchase Order is complete by the required timing

and that it correctly lists Daily Tooling Capacity, Capacity PlanningVolume, and Shift Pattern

Buyer and Supply/Logistics should be at the meetings to discuss


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Managing the Volume, ramp-up curve task

Volume requirements or product mix unknown Purchase Order incomplete or showing incorrect volumes or

Tooling as designed cannot meet volume assumptions

Volumes increase after beginning of tooling or less

Risk Mitigation

Focus should be on ensuring volumes are correct and the

Supplier understands what they are.

Additional focus on understanding volumes prior to TKO

2

32

1

3


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Verify Tooling Capacity and Required Station Cycle

Time / Line SpeedExpectations:

Ensure the Daily Tooling Capacity is sufficient to meet Chrysler'sneeds and meets or exceeds the Capacity Planning Volume.

Review the shift pattern (shifts/hours/days) to ensure that itsupports production and allows enough time for PM activities.

2/8/5 is the standard; if it exceeds this, why?

Verify shift pattern on a regular basis; if it changes, why? Is there stillenough time for maintenance and similar activities?

Verify whether or not the part(s) are included in a CommonProcess Group (CPG)

Calculate the line speed required for the PDR and extrapolaterequired Station Cycle times for the SRE.


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Managing the Verify Tooling Capacity task

Daily Tooling Capacity less than Capacity Planning Volume Operating shift pattern does not leave adequate time for PM or

similar activities or

Calculated required line speed or station cycle times exceeds

what the Supplier expects to be able to produce or less Shift pattern increases from initial plan or less

Risk Mitigation

Plan should be to meet volume requirements without sacrificingquality activities

Identify situations when additional tooling is necessary

Purchasing and Supply/Logistics included on actions

2

21

2

3


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Supplier Readiness Evaluation & Production

Demonstration RunExpectations:

Verify required line speed and station cycle times required for

both runs

Verify the number of pieces to be run for each

SRE should run enough to verify cycle time, FTC, and provide parts for PV

testing

PDR is minimum of 300 pieces or 2 hours (whichever is more)

Determine if an Extended Run PSO will be done (Appendix D ofthe AQP/PSO Manual 7th Edition)

Identify separate PDR dates for Stepped Tooling Plans

SRE should be before VP, PDR prior to PVP


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Part Delivery Plan Review (for VP, Pre Series, V1, etc.)

Expectations:

Review the Supplier's plan for part delivery for all pilot builds and

launch

Verify the plan has the latest quantities and timing/MRDs for

each applicable build and build phase

Ensure Tool completion date is sufficient to meet MRDs


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Managing the Part Delivery Plan task

Supplier is unaware of requirements for pilot builds Tooling completion timing requires parts to be delivered to plant in

multiple shipments (for the same build phase)

Prototype material will have to be swapped out of the plant

Prototype tooling to be used for VP or later or less

Risk Mitigation

Plan should be made to provide correct build quantities to Supplier

Plan should also minimize any material built off of prototype

tooling (i.e., staggered shipments are preferable to swapping

material out of the plant)

Ensure prototype parts, if used are properly marked and identified

3

3

3

2


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What can happen when we dont fully test the

product design or function?

Plant pilot build issues

Late design changes / CNs

Failure to meet regulatory or governmental regulations PRIs / Yardholds

High Warranty / Safety Office campaigns

What else?


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Lack of DV Testing /

DV Testing

incomplete

Pilot Build

IssueLate CN

Abbreviated

TestingQuality Spill

High

Warranty


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AQP Tasks related to Testing:


DV Testing Complete

Production Validation Testing Complete


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Expectations: Prior to DV / PV Testing start, review the DV / PV Test plan with

the Supplier and Engineer: verify specific test method, sample

sizes / frequencies, and timing for each DV / PV test (Engineering

sign-off required) Engineering to verify which PV Tests are required by VP

If DV Testing will not be performed, discuss as a team and

determine if this is the right decision!

Review Continuing Conformance testing plan (test method,sample sizes / frequencies)

Review the Suppliers Annual Validation plan and adherence


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Managing the Test Sample Sizes and Frequencies task

DV Testing will not be performed or less unless team agrees DV or PV Testing begins without Engineering review of the plan

DV or PV Testing timing late to VP or PVP or less

Supplier has not considered Continuous Conformance testing in

their test plan or Control Plan or less Supplier has not adhered to Annual Validation requirements

Risk Mitigation

Recovery plan should ensure all testing is performed (e.g., larger

sample sizes, additional test equipment, etc.), not skipping tests.

Failed parts require corrective action and repeating the full test, not

just replacing the failed part.

3

2

3

2

3


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DV Testing Complete

Expectations: Review DV Testing results with the Supplier and Engineer

(Engineering sign-off required)

Review all test failures and verify corrective actions have been

implemented and successfully retested

Successful DV Testing is required before PV Testing can begin,

unless waived in writing by the engineer

If PV Testing will begin before a DV Test failure is retested

(requires Engineering waiver), discuss the reason; is this thecorrect decision?


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Managing the DV Testing Complete task

PV Testing to begin without successful DV Testing or less No corrective actions in place for DV Test failures

Risk Mitigation

Plan should require corrective actions for DV Test failures.

If PV will be used to validate corrective actions for DV Test failures,

ensure enough time exists (and backup plan is in place) to retest in

the event of another failure

3

1


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PV Testing Complete

Expectations: PV Testing timing should identify PV Tests required by VP

PV Testing timing should allow for PPAP by PVP

BSR/NVH should be accounted for in the PV Test plan (as

applicable)

Review the status of the PV Testing start date (still on-track,

slipping, etc.)

Review plan and status of Chrysler-responsible testing


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Managing the PV Testing Complete task

Start date begins to slip or less PV Testing required by VP will be late or less

PV Testing timing will result in late PPAP or less

PV Test failure or less

Risk Mitigation

Corrective actions for testing failures implemented and re-tested

Actions should not reduce or skip tests; to compress timing, focus

should be on testing larger sample sizes

3

3

4

3


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Case Study #1

Component: Roof RacksIssue: Part does not fit to sheet metal; the sheet metal

was not to print (supplied from an internal stamping

plant). Late tooling changes were required which pushed

tooling completion, and therefore PDR & PPAP, late.

What risk mitigation activities should be taken?

What could have been done to catch this earlier?


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Case Study #2

Component: SpoilersIssue: Deficiencies in the tool design and ergonomic issues

at the Chrysler Assembly Plant required a late design

change.




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Case Study #3

Component: HVAC Control HeadIssue: Part could not meet the Daily Tooling Capacity

requirements (most recent PDR was short by 5 pieces per

hour). Primary issue was excessive machine downtime.




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All AQP Tasks are important; some require special

attention Tasks that directly impact deliverables / timing

Tasks that directly affect part ability to function andmeet requirements

Tasks that impact the Supplier meeting productioncapacity needs

Use the AQP/PSO Scoring system to raise the red flag(or the yellow one)

Risk mitigation plans when a deliverable is late / at risk(yellow and red)


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aqp critical tasks november2011

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