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QA Network Manual



1.2.

3.

4.

Attention

The contents of the textbooks are strictly confidential and need special care for handling.1.DENSO affiliated company internal use only.

2.Disclosure to outside is strictly prohibited.3.Copy and/or reproduction is prohibited.

4.Must be returned when the textbook become unnecessary.



[Table of Contents]

Releasing of QA Network Manual

1. What is QA Network?

1-1 Purpose

1-2 Application Example

1-3 Effect of the QA Network

2. How QA Network is Utilized at Denso

2-1 Concept

2-2 Why is QA Network Necessary?

2-3 Applications and Methods

2-4 Participating Members

2-5 How the Target Assurance Rank Should be Viewed

2-6 Applying the Concept to Suppliers & Customers

2-7 Effect of QA Network

2-8 Cautionary Points at Implementation

3. Implementing QA Network

3-1 Procedures for Implementation

3-2 Key-points for Implementation and How to Fill Out (example)

[Procedure 1] Preparation before implementation

[Procedure 2] Process Names, Part Number Description

[Procedure 3] Evaluation Standards, Target Ranks, establishing Overall judging Chart

[Procedure 4] Organization of Processes and Description

[Procedure 5] Selection and Description of Production Assurance Items, Function (quality),and Critical Control Designation

[Procedure 6] Selection and Description of Previous defects

[Procedure 7] Extraction of Problematic Processes and Use of Legend “ ”

[Procedure 8] Selection of Process for Escape (defect) Prevention and Use of Legend “ ”[Procedure 9] Examine and Document the Rank for Current Defect Prevention & “Escape Prevention”

[Procedure 10] Examine and Document the Target Assurance Rank

1

3

9



What is QA Network?

1-1 Purpose

The QA Network is a tool that illustrates the relation of assurance items/production assurance

items (or defect item) and production processes in a matrix format, by which the ranking

evaluation (to evaluate assurance level) for defect and escape prevention is done against the

production assurance items (or defect item). The purpose is to allow you to foresee potential

defects which may occur during production stage and to find out weak areas (where assurancelevel is low) that may allow defects to escape to the following processes, including customers.

This will make the proper control/management and process Kaizen possible.

A general format used for the QA Network is shown in Fig1-1.

Building thickness on Core

Annealing defect

Slotting measurementPerformance

Drop

PerformanceDrop

StartFailure

PerformanceDrop

PerformanceDrop

StartFailure

StartFailure

PerformanceDrop

1

1

1

1

1

1

1

1

1

1

1

Groove measurement

Internal Processes

F u n c t i o n s ( C h a r a c

t e r i s t i c s )

Production

AssuranceItems

P r e v i o u s D e f e c t s ( M t h / D a y )

S h a f t C u t t i n g ( # 1 )

S h a f t C u t t i n g ( # 2 )

A s s e m b l y I n s p e c t i o )

T a r g e t A s s u r a n c e R a n k

C u r r e n t A s s u r a n c e R a n k

Contents Due

Date

Countermeasure

A s s u r a n c e R a n k ( A f t e r K

a i z e n )

Processes

Rank Evaluation

Fig. 1-1 QA Network

Kaizen

Action

1-2 Application Examples

The following are the situations where QA Network is most often utilized:

(1) When Assuring New Processes and Modifying Processes

Wh bli hi (li ) ki d i h h li d fi h i

QA Network Manual



(2) Improving the Level of Existing Processes

For the processes (line) that are already established, check the assurance level of those processes

vs. production assurance items (or potential defect items). The QA Network can be used to screen

out some of the weak areas in the processes where assurance level is low.

Through this activity, you will be able to perform process diagnosis on A-rank quality items and

other production assurance items (quality items). Not only does it prompt for Kaizen that

improves the process level, but also prevents the same type of quality problems from recurring.

1-3 Effect of the QA Network

(1) The types of defects that occur during production (condition in which the assurance items

are not satisfied), assurance level of the processes themselves, and the processes that will

prevent defects from escaping, will be defined, so that escaping of defects are prevented

beforehand.

(2) Using the Assurance Rank Chart to evaluate the quality assurance level of the process(line) objectively will make you realize which items need Kaizen effort.

(3) Getting Production Dept. (Parts Production Dept.) involved for the development of QA

Network will allow Production members to realize their roles, in terms of process quality.

This will also help you realize what the key-points are, in the aspect of management and

equipment maintenance. In addition, it could improve awareness of operators regarding

quality.

(4) To make it easier to understand, previously, we were relying on the know-how of process

engineers and experience of operators, so some oversight was inevitable. Use of matrix

will help reduce those incidents and allow members to conduct study more easily.

(5) Since it allows you to examine each Production Assurance Item through the entire

processes, you can find redundancy that may exist in the Inspection Processes (for Escape

Prevention), reduce number of inspections, and bring the processes to more reasonable

level.

QA Network Manual



2. How QA Network is Utilized at Denso

2-1 Concept

As for the QA Network, previously, the matrix (for Production Assurance Items & processes) used to bedeveloped only for problematic processes. Evaluating the assurance level of the processes, whereProduction Assurance Items apply, we will be able to set up “the net” so we can catch defects escaping tothe following processes.

On the other hand, our company has expanded the area of QA Network (the Quality Assurance Net), so wecan apply it from suppliers (who supplies necessary parts to us to build our products) to customers where

products are delivered. Furthermore, utilize a system diagram to define the flow of parts that go through

each of these phases, and then, define cause-and-effect relations of Production Assurance Items amongvarious different processes (suppliers, upstream processes, targeted process, downstream processes). Byestablishing such a network, you will be able to provide assurance on the Production Assurance Items from

beginning to the end.

Supplier Process

Sub-Assy Process

Supplier Process

Assembly Process

Customer

Part ProcessPart Process

Part Process

Supplier Process

Supplier Process

Supplier Process

Sub-Assy Process

Process

Process

Process

Process

Process

ProcessProcess

Process

Process

Process

Process

Q u a l i t y

A s s u r a n c e I t e m

Q u a l i t y


Q u a l i t y


Q u a l i t y


Q

u a l i t y

A

s s u r a n c e I t e m Q

u a l i t y


Q u a l i t y


Q u a l i t y


Q u a l i t y


Q u a l i t y


Q u a l i t y


3rd Tier Supplier 2nd Tier Supplier 1st Tier Supplier Denso Customer

SupplierA-a-aProcess Method

Supplier C-a-aProcess Method

Supplier A-aProcess Method

Supplier A-bProcess Method

Supplier B-aProcess Method

Supplier C-aProcess Method

Supplier D-aProcess Method

Supplier AProcess Method

Supplier BProcess Method

Supplier CProcess Method

Supplier DProcess Method

Part(Part#)

Part(Part#)

Part(Part#)

Part(Part#)

Part(Part#)

(1) Parts Flow on the System Diagram

(2) Assuring the “Production Assurance Items” Through QA Network From Beginning to End

QA Network Manual



* For example, we had an incident at Fuel Hose Manufacturing Process. The steps of Initial ControlSystem (from development stage to initial control stage) were followed and the Process FMEA wasintroduced as a preventive activity before the start of volume production. However, when time cameto predict defects, a wrong judgment was made. The judgment was that the threads used to reinforcethe hose could only break during the knitting process. Thus, no one could detect the fact that the broken threads problem still existed in the following processes: Conveyance, Adhesive Application,and Drying Process. Subsequently, this misjudgment led to a major quality problem.

Conversely, the QA Network allows you to examine every aspect in the whole manufacturing processes (from supplier to Receiving) especially where there are possibility for defects. Thus, it is

fairly easy to find defects even if they do not have the direct link to that particular process.In short, the Process FMEA focuses on examining quality concerns while building quality, whereasthe QA Network helps you examine the whole aspects, including any possibility for negative effectson quality, though criteria had already been met.From what we have discussed, it is essential to utilize not only the QA Network, but also ProcessFMEA when trying to attain certain quality criteria during the process designing stage.

“Improving the Quality Assurance Level by Utilizing ‘The Assurance Net’” by Yasuhiko Seki,The 30th Q-S National Convention for Collection of Works Pg. 95 through Pg., Japan StandardsAssociation, May 15 through 16, 1996.

2-3 Applications and Methods

In Chapter 1, two different cases were discussed to explain how the QA Network is typically utilized.At our company, we are recommending to introduce both the QA Network and Process FMEA whenthe volume production starts to show some stability as the diagram 2-2 shows. These tools are moreeffective at this point. In other words, when setting up or changing the processes for new parts, theProcess FMEA is introduced and the processes are set up at an early stage of the production preparation to build quality, then the QA Network is introduced once the actual processes have been

physically established. At this time, closely observe the manufacturing flow and check the process tosee if the defects are not escaping to the following processes. Conduct Kaizen activities to make surethat the defects are fully contained.

Fig. 2-2 How QA Network is Used

StepDesign

Proto

Production Preparation

Process

Planning

Process

DesigningPilot Run

Volume

Production

1st Quality

Assurance

2nd Quality

AssuranceProcess

FMEA

Process

Control Chart

Work & Check

Instruction Sheet

QA Network

QA Network Manual



2-5 How the Target Assurance Rank Should be Viewed

At our company, we have classified Critical Ranks for quality control, in order to prevent major

defects from occurring, using DDS1308 (Critical Control Manual).

Based on this concept, the Target Assurance Ranks on the QA Network’s production assurance ranks

are classified into three different ranks as Table 2-1 illustrates.

Furthermore, ranks of the Critical Control Symbol (other than above) can be determined by first

examining the company standards, and the responsible department establishes the ranks.

Table 2-1 Target Rank Table

Classification Rank

S E F

S E F Critical

General

A

B

C

*As for “S”, it gets the highest priority in trying to meet the target rank.

2-6 Applying the Concept to Suppliers & Customers

(1) Applying the Concept to Suppliers

As discussed previously, the purpose of the QA Network is to evaluate the whole manufacturing

processes (from suppliers to customers).

Here, we are going to discuss how the concept of QA Network can be introduced to suppliers, as

well as customers.

In order to ensure overall product quality, which includes suppliers’ quality, our company also needs

to check and make sure that quality is maintained well, and the escape prevention is put in place at

supplier side. Thus, we are strongly encouraging our suppliers to also utilize the QA Network the

ti th t hi h l l f lit d ti b f th t th d

QA Network Manual



Now, in order to completely eliminate defects at the time of delivery (@Finished Vehicle Inspection)

at customer site, we need to define the inspections items, as well as the defect types together with

Engineering and QA Department. Then, any contributing factors have to be eliminated (Root-cause)

As part of QA Network, in order for anyone to understand the relation of inspection items and

Production Assurance Items, which are used at Finished Vehicle Inspection, “O”is placed. Also, to

make assurance level clear for each inspection item, the item that received the worst rank in the

current assurance ranks (from Production Assurance Items) is selected as the assurance level for that

inspection item. (Fig. 2-5)

For defects found at Receiving of Finished Vehicle Inspection, most are functional defects and

likely to directly impact the vehicle performance. Thus, we need to set and control the target rank

as “A-rank” with the premise that not one defect will be allowed.

B

Production Assurance Items

Assurance Items

Assurance Items

FollowingProcesses

I

n s p e c t i o n I t e m a

T a r g e t A s s u r a n c e

R a n k

C u r r e n t A s s u r a n c e

R a n k

I

n s p e c t i o n I t e m b

I

n s p e c t i o n I t e m c

Put “O” on related item

Fill out the worst value from CurrentAssurance Rank that might have impacton the evaluation of inspection items.

A

BNo Need to

C Improve

Target

Assurance Rank

Defect Prevention Rank

1 2 3 4

Need to

Improve

Table 2-2

QA Network Manual



*By making cause-and-effect relation among Production Assurance Items through the whole

processes (from suppliers to customers), you will be able to maintain the standardized Target

Assurance Rank through the entire processes (suppliers to customers).

*Not only is the QA Network developed through the whole processes, but also all members

involved will have to discuss how all Production Assurance Items are tied into each other, so it

actually fosters a good communication among all members and it allows them to check for any

overlook that exists, in terms of Production Assurance Items.

*A key-point in QA Network is how one can select Production Assurance Items, and how well one

can grasp how Production Assurance Items are all tied into each other. Therefore, it is important

that all departments work closely, and those who participate have a strong expertise in this area.

*Rank evaluation standards should cover (apply) to all types of work, in order to eliminate

qualitative judgment by the members implementing this program.

*To be able to evaluate the assurance level of target process and to implement Kaizen through the

QA Network, we have to have a good balance between “hardware” (equipment Kaizen) and

“soft”/intangible (operator training). In short, if Kaizen were to take substantial amount of cost or

take a lot of time due to technical aspect, set the target completion date first and provide operator

training, prepare Standardized Work Sheet, so we could attain high quality level.

*Occasionally, since defects do escape to the following processes due to poor trouble shooting

(unordinary work), though the process itself is satisfying the assurance level, it is necessary to

examine the methods/procedure for trouble-shooting beforehand, and the same can be said for

unordinary work.

*When any changes have been made to the processes, make sure to go back to the QA Network

and confirm the assurance level.

2-8 Cautionary Points at Implementation

QA Network Manual

QA N k M l



Prepare to implement.

Process names, description of representative part number.

Evaluation standards, target ranks, and establishment of overall judgment chart.

Organize the processes and document what was done

3-1 Procedures for ImplementationImplementation steps of QA Network vary depending on the situation in which it is used, and the type ofmanifest that is utilized. The following flowchart (Fig 3-1) illustrates the typical procedure that is used in our

company. Key points are explained according to each step in the procedure.

PreparationProcedure 1

Procedure 2

Procedure 3

Evaluation

of Process

Assurance

Level

Procedure 4

Procedure 5

Procedure 6

Procedure 7

Procedure 8

Procedure 9

Procedure 10

Procedure 11

Procedure 12

Procedure 13

Any overlook in the study?

Re-evaluation

by examining

the overall

flow

Production assurance items, functions(characteristics), select critical control designation anddocument.

Make a list of past defects and document them.

Find where defects occur (problematic process) and fill out circle ( ).

Select process for escape prevention and fill out .

Fill out current prevention method and determine the ranks from the aspect of escape prevention,then document.

Determine the target assurance ranks and document them.

Determine the current assurance ranks and document them.

Study the type of impact to the following processes, and document them.

Re-examine the QA Network.

3 Implementing QA Network

QA Network Manual

QA N t k M l



3-2 Key-point for Implementation & How to Fill Out (example)

[Procedure 1] Preparation Before Implementation

There are few items that need to be prepared beforehand, in order to develop QA Network and evaluate process

assurance level. Unless this preparation is done thoroughly, not only will it take a lot of time, but the goal will not be

achieved sufficiently.

(1) Understanding of Parts

First, the following contents need to be thoroughly understood through product design FMEA, and drawings.

1) How are parts connected with each other which make up SUB-ASSY parts?

2) In order for the parts to function per the spec., to what extent should SUB-ASSY parts be expected to perform?

3) What level of expectations do we have for the parts, in terms of reliability?

(2) Grasp the Target Lines (Processes)

At a complex line, there are a numerous factors that can be overlooked, even though you might think that you know

everything about the process. Thus, it is necessary to develop an organization chart and Process FMEA, so that you

can very well understand the functions that are expected for that particular process, as well as what kind of process is

used to build parts. In addition, do some investigation on past incidents regarding the delivery troubles that occurred

at similar processes.

(3) Grasp the upstream processes (suppliers) and following processes(customers)

As parts become more complex, it becomes more difficult to know who supplies each of those parts. To know the

suppliers for all of these parts is not an easy task. To establish the Net (for quality assurance) on all concerned

suppliers, it might be helpful to prepare a chart as shown below. Also, if you are developing the QA Network for

products’ Final Line, you should know how the parts are handled once customer receives them, and what sort of

inspections are going to be performed for finished vehicles (inspection items).

VCT

229800-0261, 229810-0060

, 229815-0010

229826-0010

229816-0060

NOK

Primary Suppliers

VCT

229800-0261229810-0060

229815-0010

229826-0010

229816-0060NOK

Cutting

SakakibaraPrecision

Secondary Suppliers

Molding, heat processing

Tokai Spring

TogoManufacturing

Shipping InspectionWinding, Heat Process, Grinding

Aiba Spring Industry

O-ring

HericalAssy Part Name

Assy Part#

Shaft, spline

Disc, spring

Spring, retard

Ring, seal, housing

QA Network Manual

QA Network Manual



(4) Developing the QA Network Sheet

Figure 3-3 illustrates the basic manifest that is used for QA Network.

F u n c t i o n s ( C h a r a c t e r i s t i c s )

C r i t i c a l C o n t r o l

D e s i g n a t i o n

P r o d u c t i o n

A s s u r a n c e I t e m s

P a s t D e f e c t s

Supplier PreviousProcesses

CorrespondingProcess

FollowingProcesses

T a r g e t A s s u r a n c e R a n k s

C u r r e n t A s s u r a n c e R a n k s Kaizen Items Control

Manifest

I m p a c t t o t h e f o l l o w i n g

p r o c e s s e s

Fig 3-3 Basic Manifest for QA Network

[Procedure 2] Process Names, Part Number Description

Develop the QA Network and select the line to be targeted. Then, document the line (Process) name, as well as

the main part number, which is produced at this particular line. Furthermore, the QA Network should be

basically developed for each “Kanketsu” (Complete Process) line; however, when there are many parts on the

same line that require preparation by part number, then study should be done for each part number and develop

QA Network should be developed

[Procedure 3] Evaluation Standards, Target Ranks, Establishing Overall Judging ChartWhen developing the Rank Evaluation Standards for Defect Prevention, be sure to have a thorough discussion

with Production Engineering Department, Production, Quality Assurance and Inspection Group.

The Ranking Evaluation Standards for defect prevention and escape prevention allow you to make a judgment

objectively. Since judgment can vary, depending on who makes them, it would be ideal to come up with

judgment based on Work Element (See table 3-1, 3-2), that is the basic concept (Stamping, welding, caulking,

etc.).

When judgment is difficult to make, it might be helpful if you go back to “The Basic Concept” under Ranking.

Table 3-1 Example: Evaluation Standards for Defect Prevention Rank

Basic Concept

Ranks (1) (2) (3) (4)

*Equipment alone can prevent

defects and is also capable of

detecting them.

*Quality still has to be assured(partially) by members.4M is standardized and mostdefects are prevented in theordinary work condition.

*Relying on human labor greatly;however does not have to rely on theelement of intution or method ofindividualIt is not sufficient for prevention ofoccurrence with equipment;However process capability exists

*Difficult to adhere to thestandards*Process capability notsufficient from equip. aspect*Team members rely on knuck

S e c u r i n g

W r o n g p a r t

M i s s i n g P a r t

m b l y

*Assure torque lower limit+

prevention for secure overlook

(Impact wrench with torque

gauge+interlock, QL

wrench+interlock)

*Assure torque lower limit (Impact

wrench w/o torquegauge+interlock, QL wrench)

*No assurance for torque. T/Mrelies on his “gut feeling”.

But, there is process capability.(Impact wrench w/o torquegauge)

*No assurance for torque.T/M relies on his “gut feeling”.Process capability is notsufficient.

*T/M checks if he picks up the

correct part (Detection device

for part picking+interlock)

*There is a automatic

mechanism by which a T/M

can just pick a part by

following instruction (lamp

and voice instruction)

*T/M uses his memory and selects

two types of parts

*There is a clear labeling that one

can definitely tell what he is picking

(Engine part# is placed in the rack)

*Based on what T/M

remembers, he selects more

than 3 types of parts

QA Network Manual

QA Network Manual



Table 3-2 Example: Evaluation Standard for Escape Prevention Ranking

Rank

B a s i c

C o n c e p t

A s s y

P r o c e s s i n g

(1) (2) (3) (4)

*Defect prevention is equipment

wise. Also, capable of knowing

equipment breakdown

*Assurance is partially provided bymembers. During normaloperation, 4M is standardized andescape prevention is sufficientlydone

*Largely relying on members.Standardization and adherence ofstandard is questionable.Equipment wise, escape preventionis not perfect

*Lack of standards, or not adheredas they are supposed to.*It is likely to have defects escape,equipment wise

*All defects are caught and a larm

will go off

*Possible to detect defects 100%

*Check-Kanbans are used for double

check and doing “marking-check”.

*Check is done using instrument

*Double check or marking check *Assembly member visually checks theitems that are easy to detect.*Maybe possible to detect beforeleaving the plant (abnormal noise check)

*Assembly members visuallychecks that are easy tooverlook

*All parts are checked by equip. Ifdefect is found, the line will stop.Also, checking detection capability.*Gauge is used to check all defectsusing the sampling frequency thatcontains defects before leaving the process

*Gauge is used to check all defectsusing the sampling frequency thatwill contain defects before leavingthe plant.*Responsible person checks (bysenses) all items.

*Inspection is performed usinggauge (other than what’s describedin the left column)

*Inspection by senses (touch,feel, see etc.) Except forwhat’s listed on the left.

When establishing the target assurance rank and overall judgment of assurance rank, Table 3-3 and 3-4 are used as a rule.

Table 3-3 Target Assurance Rank Chart Table 3-4 Overall Judgment Chart for Assurance Rank

B

C

A

Defect Prevention Rank

2

3

4

A

E s c a p e p r e v e

n t i o n R a n k

[Procedure 4] Organization of Processes and Description

By referring to Process Organization chart, classify the line by process as an independent unit (Unit used in theProcess Control Detail Chart)and document, in the order of previous processes (including suppliers), targeted

processes, and the following processes (customers). (Fig 3-4)

For suppliers, be sure to document the name of suppliers and the part description. For following processes(customers), document all inspection items that are related to each part from the categories of Conveyance,Storage or Final Inspection Process.

As for parts built by suppliers and previous processes (Sub-Assy), develop the QA Network independently andevaluate the Process Assurance Level.

1 2 3 4

B A B

A B C D

A C D D

B D D D

QA Network Manual

QA Network Manual



[Procedure 5] Selection and Description of Production Assurance Items (or defect items), Function

(quality), and Critical Control Designation

Refer to the Process FMEA defect mode, drawings (Request form to designating certain area as Quality Control

Point), design FMEA, and previous defects, then further discuss with all departments involved to come up with a list

of production related defects that would affect product quality. When done with this process, document them in the

column under Production Assurance Items (or defect items).

Also, document which function of product that the Production Assurance Items may affect, as well as how the

Critical Control Designation items are set for those items. When documenting above, please take into account not

only the drawing, but the impact caused by Process FMEA defects.

Part Number 028200-686*

Process Name R2.0 Starter Armature Line

Supplier PreviousProcess

Armature Process

F u n c t i o n s

( C h a r a c t e r i s t i c s )

C

r i t i c a l C o n t r o l D e s i g n a t i o n

Production’s Assurance Items

P r e v i o u s D e f e c t s

L e a d w i r e

( D a i i c h i D e n k o )

S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g

f o r m r o l l i n g

Fig 3-5 Description of Process Assurance Items

Make sure slotting

measurement is correct

Make sure the measurement

for spot facing is correct

Performance

Drop

Performance

Drop

[Procedure 6] Selection and Description of Previous Defects

In order to prevent reccurrence, make sure of document dates on all defects if they had past history (occurrence).

Also, investigate all similar defects, or if defects occurred at a similar process, then document them.




Armature Process

F u n c t i o n s


C

r i t i c a l C o n t r o l D e s i g n a t i o n

Production’s Assurance Items


L e a d w i r e


S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g


Fig 3-6 Description of Past Defects

Make sure slotting




Performance

Drop

Performance

Drop

[Procedure 7] Extraction of Problematic Processes and Use of Legend “O”

QA Network Manual

QA Network Manual



When problematic processes are found in multiple locations, put “O” to all such processes.

If, however, problematic processes are found in upstream/previous processes (including suppliers), write down thecurrent assurance rank, which corresponds to Production Assurance Items from the QA Network that is for the

upstream processes.




Armature Process

F u n c t i o n s

( C

h a r a c t e r i s t i c s )


D e s i g n a t i o n Production’s Assurance Items

P r e v

i o u s D e f e c t s

L e a d

w i r e


S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g

f o r m

r o l l i n g

Fig 3-7 Documenting the Process Where Defect Occurred

Make sure slotting




Performance

Drop

Performance

Drop

Performance

Drop

C

C Make sure the measurement

(outer diameter)for spot facing

is correctB

[Procedure 8] Selection of Process for Escape (defect) Prevention and Use of Legend “ ”

For each Production Assurance Item, use Process FMEA as a reference, and figure out where the “Escape Prevention

Process” should be set up, and put “ ”.




Armature Process

F u n c t i o n s





L e a d w i r e


S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g


Fig 3-8 Description of “Escape (defect) Prevention Process”

Make sure slotting


Performance

Drop

Performance

Drop

C



is correctB

QA Network Manual

QA Network Manual



[Procedure 9] Examine and Document the Rank for the Current Defect Prevention & “Escape Prevention”

Examine the status of the current defect prevention, as well as escape prevention effort, and put down the rankingvalue inside of the legend and after cross-checking with the Evaluation Standard that was developed in

Procedure 3.




Armature Process

F u n c t i o n s


C r i t i c a

l C o n t r o l

D e s i g n

a t i o n Production’s Assurance Items


L e a d w

i r e


S h a f t 1

W

S h a f t c

u t t i n g ( # 1 )

S h a f t c

u t t i n g ( # 2 )

K n u r l i n g


Fig 3-9 Description of “Escape (defect) Prevention Process”

Make sure slotting


Performance

Drop

Performance

Drop

C



is correctB

C = Critical

…

1 11

1

1


Based on the Target Assurance Rank Table, which was established in the Procedure 3, write down the rank of target

assurance. During the study, refer to Critical Control Designation, or Function (characteristics).




Armature Process

F u n c t i o n s





L e a d w i r e


S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g


Fig 3-10 Description of Target Assurance Rank

Make sure slotting


Performance

Drop

Performance

Drop

C



is correctB

C = Critical

…1

1

1

1


B

B

1

Q

QA Network Manual



Furthermore, when there are previous processes (including suppliers’ processes), make a comparison between the

current assurance rank of the targeted process and the assurance rank of the previous processes. Basically, whichever one (rank) that is more problematic should be documented.




Armature Process

F u n c t i o n s


C

r i t i c a l C o n t r o l

D

e s i g n a t i o n Production’s Assurance Items


L e a d w i r e


S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K

n u r l i n g

f o

r m r o l l i n g

Fig 3-11 Description of the Current Assurance Rank

Make sure slotting


Performance

Drop

Performance

Drop

C



is correctB

C = Critical

…1

1

1

1


B


B

B

In order to see the whole flow from upstream processes to the downstream processes, it is necessary to define the

relation from every step of manufacturing process, such as upstream processes, your own process, and downstream

process (cause and effect relation).

For this reason, which of the production assurance item of the QA Network is related to which production assurance

item, is described in “Impact to the Following Processes”.When conducting study, make sure to have a detailed discussion with members from the following processes and

make it clear before you start documenting the cause and effect relation.


A



F u n c t i o n s




Production’s

Assurance Items


Make sure slotting

measurement is

correct

C

Make sure thePerformance C

PreviousProcess

Armature Process Kaizen ItemsControlManifest

S h a f t 1

W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g

f o r m

r o l l i n g

T a r g e t A

s s u r a n c e R a n k

C u r r e n t

A s s u r a n c e R a n k

C o n t e n t s

D u e P

o s t K a

i z e n R a n k

I m p a c t t o t h e f o l l o w i n g p r o c e s s e s

Torque

Performance

Drop

I n s p e c t i o n s h e e t f o r c h e c k i n s t r u m e n t

S t a n d a r d i z e d W

o r k S h e e t

1

1 B

BB

1

1

1B

1

QA Network Manual



When additions or errors are found, make a correction accordingly.



F u n c t i o n s




Production’s

Assurance Items


Make sure groove’s

measurement is

correct

C

Make sure themeasurement(outer diameter)forspot facing iscorrect

Performance

Drop

C

PreviousProcess


S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )

K n u r l i n g f o r m

r o l l i n g



C o n t e n t s

D u e P

o s t K a i z e n R a n k

I m p a c t t o t h e

f o l l o w i n g

p r o c e s s e s

Torque

Defect

Performance

Drop

I n s p e c t i o n

s h e e t f o r c h e c k i n s t r u m e n t

S t a n d a r d i z e d W o r k S h e e t

How does this relate to

previous processes?

How does this relate to

following processes?

Fig 3-13 Reconsidering QA Network

[Procedure 14] Examining & Documenting Kaizen Items (proposal)

For items whose current assurance rank are not meeting the target assurance rank, conduct Kaizen study and come

up with the details and due dates.

Make sure to include in Kaizen proposal (during the study stage) whether the countermeasure is for defect

prevention or escape prevention, and also how their ranks varies.

When it requires some time to implement Kaizen from cost and technical aspect, first establish the target completion

date for Kaizen and start the following, in order to meet quality target: operator training, preparation of standardized

work sheet, implementation of countermeasure through software.

If the countermeasure is done by means of software, make sure to put “+” in the current assurance rank, so that you

will be able measure the effect of the countermeasure.(Example: B+ means that the current assurance level is B rank when considering all tangible aspects, but it is only

given when the process is deemed A-rank equivalent, which is achieved through some Kaizen and training for team

members.)

B



F u n c t i o n s




Production’s

Assurance Items



measurement is

correct

C

PreviousProcess

Armature Process Kaizen Items

S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )


r o l l i n g

T a r g e t A s s u r a n c e

R a n k


C o n t e n t s

D u e P


Performance

Drop

1

1

1

1

1B A

B B

1

1 1A

B

QA Network Manual



[Procedure 15] Writing Down the Assurance Rank After Kaizen

B

1B



F u n c t i o n s




Production’s

Assurance Items



measurement is

correct

C


Performance

Drop

C

PreviousProcess

Armature Process Kaizen Items

S h a f t 1 W

S h a f t c u t t i n g ( # 1 )

S h a f t c u t t i n g ( # 2 )


r o l l i n g



C o n t e n t s

D u e P


Performance

Drop

Fig 3-15 Document Rank After Kaizen

[Procedure 16] Documenting on Control Manifest and Checking

In order to keep up with the process assurance rank, which was achieved after the QA network evaluation

and Kaizen effort, it is essential that the contents are also documented properly for the control purpose. In

the case where the production assurance items are controlled from the aspects of defect and escape

prevention, then document if a check sheet (for check instrument) that allows you to perform periodic

inspection has been prepared. However, if the equipment alone cannot contain defects, or prevent defects

from escaping to the following processes, check to see if they are controlled through the Work Instruction

sheet and write down this Work Instruction Control Number.

B

B B

1



F u n c t i o n s




Production’s

Assurance Items



measurement is

correct

C


Performance

Drop

C

PreviousProcess


S h a f t 1 W

S

h a f t c u t t i n g ( # 1 )

S

h a f t c u t t i n g ( # 2 )

K

n u r l i n g f o r m

r o l l i n g



C

o n t e n t s

D u e P


I m p a c t t o t h e

f o l l o w i n g p r o c e s s e s

Torque

Defect

Performance

Drop

I n s p e c t i o n s h e e t f o r c h e c k i n s t r u m e n t

S t a n d a r d i z e d W o r k S h e e t

1

11

1

B

A

B

B

1

1

1

1

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