ts!16949!/!vda!6.1!the!standard! …_-_clemens... · +...
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TS 16949 / VDA 6.1 The Standard
In the Automo8ve Industry
Helmond, 21.06.2012
Introduc)on
+ Clemens van den Berghe (clemens.vandenberghe@pq-‐partner.com) + Physics and Business Economics + Philips Semiconductors, European Space Agency, Kema, Dekra, + Currently Director of PQ+ Netherlands B.V. together with Max van Vriesland
+ Acted as: + Customer + Supplier + Cer8fica8on Body + Cer8fica8on Auditor + Consultant
+ In the consumer, automo8ve, space industry
+ Present with two collegues: + Hans van Beek (hans.vanbeek@pq-‐partner.com) + Herman Ahrens (herman.ahrens@pq-‐partner.com)
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+ Founded 2005 + By experienced former Daimler Execu8ves
+ Focus on Implementa8on and Delivery
+ First Projects with Philips and Vishay + Dutch branch since 2008 – PQ+ Netherlands
+ Unique through Proprietary Technology
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How PQ+ started: Philips APM
+ Automo8ve Excellence Program required by Customer Siemens + Strong implementa8on approach led by Max van Vriesland (Philips) + Concise Program suppor8ng key elements of future successful programs
+ Top-‐down KPIs followed through by top management + „War Room“ for project management + Cross-‐site teams with specific team charters
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IMPLEMENTATION SUPPORT: HANDS ON COOPERATION AND CONTINOUS VISUALIZATION (EXAMPLE)
E xit Criterion 1 – F lawless Launch of DVD M 3.5
P roject KP I’s (1)
J .W.B.cw515- Consultant support extentet- Addtional ECP ass is tant requested- Task fore team established
Address red ECOs2.1
A.W.cw515Involve consultantsKPIs not defined2.2
B. M.cw515Contact Philips Nijmegen Involve supplier(PAT & BIN)
3.1
M.v.V.cw515Most suitable SW Database to be ordered Pending firs t measurement1.1
Resp.Due DateCorrective ActionIs sueProject
J .W.B.cw515- Consultant support extentet- Addtional ECP ass is tant requested- Task fore team established
Address red ECOs2.1
A.W.cw515Involve consultantsKPIs not defined2.2
B. M.cw515Contact Philips Nijmegen Involve supplier(PAT & BIN)
3.1
M.v.V.cw515Most suitable SW Database to be ordered Pending firs t measurement1.1
Resp.Due DateCorrective ActionIs sueProject
What does the Automo)ve Industry need? + If you (supplier) develop something new you should release the new product in a proper
way (Problem preven8on through thorough design and process risk iden8fica8on and process control resul8ng in high quality and low PPM from day 1).
+ If you (supplier) change something you should prove that it is beder than the old product/process (less PPM).
+ If there is a problem they (customer) want quick resolu8on and no re-‐occurrence.
+ Compliance to the standard will only provide a good baseline. + But: + They (customer) will s8ll want proof of effec8ve implementa8on and use for each product
they buy. This means prove of beder innova8on, improved produc8vity, etc.
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What is ISO/TS 16949?
+ ISO/TS is a Technical Specifica8on prepared by a technical commidee of the Interna8onal Organiza8on for Standardiza8on.
+ A Technical Specifica8on represents an agreement between the members of a technical commidee and is accepted for publica8on if it is approved by 2/3 of the members.
+ ISO/TS 16949 was prepared by the Interna8onal Automo8ve Task Force (IATF). + IATF consist of
+ nine OEM’s + BMW, Chrysler, Daimler, Fiat, Ford, GM, PSA, Renault, VW
+ Five na8onal associa8ons + ANFIA (IT), AIAG (US), FIEV (FR), SMMT (UK) and VDA (DE)
+ ISO/TS 16949 defines the quality management system requirements for the design and development, produc8on and, when relevant, installa8on and service of automo8ve-‐related products.
+ Only manufacturing sites where produc8on and/or service parts are manufactured and supplied to customers subscribing to ISO/TS 16949 are eligible for cer8fica8on.
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What is VDA 6.1/6.2/6.3/6.4/6.5/6.6?
+ VDA – Verband der Automobilindustrie e.V. + VDA 6.1 is a German quality management system standard. It was ini8ated by the
automobile industry. + BMW, Daimler, VW + Fagro, Kloeckner-‐Moeller, Johann A. Krause Maschinenfabrik, KUKA Schweissanlagen,
August Laepple, Mannesmann Dema8c, Schenk Rotec, Schuler Pressen, Schuler Werkzeuge, Sealed Power Europe, Siemens, VDMA, Veder Inject System, ZVEI
+ Based on TS 16949. + The VDA standard is broken into parts:
+ Part 1; Quality System Audit + Part 2; Quality System Audit Services + Part 3; Process Audit + Part 4; Quality System Audit Produc8on Means + Part 5; Product Audit + Part 6; Services Audit
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How do you (supplier) get a cer)ficate?
+ TS 16949 + Comply to the requirements of the standard + Knowledge and implementa8on of Quality Tools + 3rd Party Audit by CB (Cer8fying Body) + Non-‐conformity Management -‐ comple8on + Cer8ficate of Compliance + Cer8ficate
+ VDA + Comply to the requirements of the standard + Ques8ons of the standard need to be implemented and proven to be effec8ve + 3rd Party Audit -‐ Auditor is registered as a Lead Auditor with the VDA. + Each ques8on will be rated and awarded with a percentage of compliance + All ques8ons together will result in a percentage of compliance + A VDA 6.1 Cer8ficate Supplement to an ISO 9001 cer8ficate is awarded at an overall
level of compliance exceeding 90%.
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What is cer)fica)on?
+ A Lead Auditor will check if you have implemented the standard effec8vely + Check a sample of your processes + Internal Audit + Management Review
+ Cer8fica8on Manager + Checks the audit program + Checks the audit report + Checks the resolu8on of non-‐conformi8es + Takes decision on cer8fica8on
+ Dekra, SGS, DNV, etc. + Makes a quota8on for cer8fica8on + Assigns cer8fica8on manager
+ RvA Raad voor Accredita8e + Audits Dekra, SGS, DNV, etc. and give authority to cer8fy (cer8fying body CB)
+ EL&I in the Netherlands + RvA is a ZBO (Zelfstandig bestuursorgaan) under the responsibility of the minister
+ RvA is audited by a team of experts from RvA’s of different countries
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Why is cer)fcia)on a lot of work?
+ You (supplier) have to prove connec8on between all your processes
+ Example: + Complaint Handling -‐ Development + Field problem – improved design
+ 8D, PFMEA, Control Plan, DFMEA
+ Example: + Change – Low PPM + Move to another factory – produc8on proces
+ PFMEA, Control Plan, MSA, proof of low PPM
+ Example: + Development -‐ Opera8ons + New design – transfer to produc8on – prove of concept – design for low ppm – lessons
learnt
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What does cer)fica)on cost?
+ Rough Guess -‐ €100.000,-‐ / € 150.000,-‐ + 1 to 2 man-‐year of work + Some SW tooling to support Quality Tools + External Support & Training + Cer8fica8on Cost
+ Cer8fica8on Cost are depending on size of the organiza8on + Example for recer8fica8on
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Employees Audit Days 1-14 2.0
15-28 2.5 29-49 3.0 50-80 3.5 etc. ect.
Why do organiza)ons fail cer)fica)on?
Topics osen not sufficiently covered before cer8fica8on: ① Management Responsibility and involvement
a) Understand the connec8on between processes b) Know how to organize for this c) Understand why your Quality Management System is (not) delivering low PPM
② Management understanding of root causes of problems/complaints
③ Understanding the purpose of Quality Tools and how they are connected a) DFMEA, PFMEA, control plan, etc.
④ Understanding con8nuous improvement a) Automo8ve needs con8nuous improvement
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Why is cer)fica)on not perfect?
+ You can have a perfect product with zero PPM without this standard.
+ You can have a product with low quality and high PPM with this standard.
+ But: + It provides a common base line in the industry. + Provides a common language between supplier and customer. + Helps to improve and achieve higher quality levels.
+ And: + The automo8ve industry has a good track record using these standards.
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Accredited cer)fica)on delivers real added value, May 2012 by IAF Communica)ons and Marke)ng Commi^ee
+ To gain a clearer understanding of the ‘value’ of accredited cer8fica8on, IAF carried out a survey of businesses in 40 different economies. The survey aimed to clarify the drivers for seeking cer8fica8on, the factors involved in choosing a cer8fica8on body, and the extent of any benefit derived from the cer8fica8on process.
+ Over 4,000 responses were received from businesses of all sizes opera8ng across a diverse range of industries.
+ The real value of cer)fica)on + Over 80% of all respondents reported that cer8fica8on had added value to their
organiza8on. As a more quan8fiable measure, around half of all par8cipants have seen an increase in sales as a direct result of the cer8fica8on.
+ Internal business improvement was given by nearly half of all par8cipants as the main driver for seeking cer8fica8on.
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Discussion
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