APQP

APQP Reference Guide
Fundamentals of APQP
Computer-Based Training Program
QualityTrainingPortal
www.QualityTrainingPortal.com
from
Resource Engineering, Inc.
The APQP Reference Guide is offered as a complementary component of the

Fundamentals of APQP computer-based training program developed by
Resource Engineering delivered through its QualityTrainingPortal.com
operating division. For more information contact:
Phone: 800-810-8326 (North America only) or 802-496-5888
e-mail: sales@reseng.com
First Edition 2010
Copyright 2010 Resource Engineering, Inc.
All rights reserved. No part of this Guide covered by the copyright hereon may
be reproduced or used in any form or by any meansgraphic, electronic, or
mechanical, including photocopying, recording, taping, or information storage
and retrieval systemswithout prior written permission of the publisher.
The Fundamentals of APQP course complies with the Advanced Product
Quality Planning (APP) and Control Plan Manual, Second Edition produced
by AIAG. Selected sections of the Fundamentals of APQP course use sections
of the AIAG APQP Manual with permission from AIAG. For the APQP source
documents, go to www.aiag.org.
Printed in the United States of America
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www.qualitytrainingportal.com
ISBN 1-882307- 43-2
Contents
Overview of the Fundamentals of APQP CBT Program ..................................... 1
Course Objectives: Fundamentals of APQP ........................................................ 2
Overview Lesson: Fundamentals of APQP ......................................................... 3
Lesson on Phase 1: Plan & Define the Program .................................................. 5
Lesson on Phase 2: Product Design & Development........................................... 8
Lesson on Phase 3: Process Design & Development......................................... 11
Lesson on Phase 4: Product & Process Validation ............................................ 14
Lesson on Phase 5: Feedback, Assessment & Corrective Action ...................... 16
Lesson on Control Plans .................................................................................... 18
List of Appendices ............................................................................................. 20
Appendix 1: Outputs of the 5 Phases of APQP ................................................. 21
Appendix 2: Quality Function Deployment....................................................... 23
Appendix 3: Benchmarking ............................................................................... 24
Appendix 4: Failure Mode and Effects Analysis ............................................... 25
Appendix 5: DFMEAs versus PFMEAs ............................................................ 26
Appendix 6: Design Verification Plan and Report ............................................ 27
Appendix 7: Design of Experiments (DOE) ...................................................... 28
Appendix 8: Engineering Change Requests....................................................... 29
Appendix 9: Team Feasibility Commitment Checklist ...................................... 30
Appendix 10: Product/Process Quality System Review .................................... 31
Appendix 11: Types of Flowcharts.................................................................... 32
Appendix 12: The Seven Wastes ....................................................................... 36
Appendix 13: Characteristics Matrix ................................................................. 37
Appendix 14: Measurement Systems Analysis.................................................. 38
Appendix 15: Process Capability Formulas....................................................... 40
Appendix 16: The PPAP Package...................................................................... 41
Appendix 17: Quality Planning Team Sign-Off ................................................ 42
Appendix 18: Control Plans............................................................................... 43
Appendix 19: Control Chart Formulas............................................................... 44
Appendix 20: Control Chart Factors.................................................................. 45
Appendix 21: Glossary of Terms ....................................................................... 46
Using Your Training .......................................................................................... 54
WBT vs. LAN vs. CD-ROM Delivery Formats ................................................ 56
QualityTrainingPortal & LeanTrainingMachine................................................ 58
APQP Reference Guide 1
Overview of the Fundamentals of APQP

CBT Program
The Fundamentals of APQP course consists of seven lessons and
a self-assessment test (called a Challenge.)
The initial lesson is an overview of the APQP process. The five
phases of APQP are covered in the next five lessons. The final and
last lesson is on Control Plans.
APQP stands for Advanced Product Quality Planning. The
methodology was developed by the Automotive Industry Action
Group (www.aiag.org).
The Advanced Quality Planning Process was originated to provide
a common, standardized process for planning, developing and
communicating the requirements and status of new products and
services between suppliers and their customers. The
Fundamentals of APQP course is intended to help practitioners
understand the APQP process and apply it to the development of
new products and their corresponding processes.
2 APQP Reference Guide
Course Objectives
After completing this course, you should be able to:
Explain the purpose of the APQP process.
Describe the five phases of the APQP process.
List the steps necessary to prepare for an APQP effort.
Be aware of techniques used to identify the VOC (Voice of the

Customer.)
Understand how Design-FMEAs can help reduce risks in the

design phase and Process-FMEAs can help reduce process
related risks.
Be familiar with a Design Verification Plan and Report.
Understand the sequential progress of Control Plans from

Prototype to Pre-Launch to Production Phases.
Understand how Engineering Change Requests generate vital

documentation.
Be familiar with a Team Feasibility Checklist (to conclude Phase

2.)
Select appropriate flowcharting and process mapping techniques

to aid in design of the process.
Be familiar with a Characteristics Matrix to plot the relationship

between product parameters and operational steps of the process.
Know the importance of Measurement System Analyses and a

Preliminary Process Capability studies in evaluating the process
and product output.
Be familiar with the Production Part Approval Process.
Be acquainted with a Quality Planning Sign-Off (that confirms

completion of Phases 1 through 4.)
Know about tools and techniques that are used to continuously

improve both the product its corresponding process.
Overview Lesson:
APQP creates a roadmap for developing new products

complete with time-based milestones and decision points
along the way.
A major objective of APQP is to provide a vehicle for suppliers

and with customers to work together when developing a new
product. This helps assure that the product is delivered on time
and with the highest added-value.
New Product Introductions (NPIs) have a greater success rate

when the principles of the APQP approach are followed.
APQP has five formal phases. (See Appendix 1 for more

information.)
Each phase is connected to and triggers the next. APQP is not a

use what I like and ignore the rest approach. It represents a
continuum in which each phase builds upon the next.
Some organizations precede the official five phases with a

Phase 0 that includes forming a team, defining the scope of the
project, conducting an initial assessment of the projects
feasibility and establishing documentation and communication
protocols.
While a Control Plan is not a formal APQP phase, it should be

one of the main outcomes of an APQP process.
APQP Phase 1: Plan and Define the Program
APQP Phase 2: Product Design & Development
During the first phase of the APQP approach, the information

and data is compiled to build a business case. The output of
Phase 1 defines specifically what product will be studied.
The design of the product is fleshed out in Phase 2. The design
is verified, a prototype is built, specifications are developed and
inputs for the process design are generated.
APQP Phase 3: Process Design & Development
In Phase 3, the manufacturing process for the product is

designed. Major outcomes include development of the process
flow and layout. Additionally, a Characteristics Matrix, PFMEA,
Pre-Launch Control Plan and Process Instructions are developed.
APQP Phase 4: Product & Process Validation
In Phase 4, both the process and the product design are validated.
The significant production run would typically be from one
hour to perhaps one shift of product using production tooling,
gages, process settings and operators.
The output product from the production run is used to evaluate

the measurement system and check the process capability.
APQP Phase 5: Feedback, Assessment & Corrective Action
Launching a product is not the end of a quality planning process

but rather the start of a cycle of continuous improvement.
Control charts can be used to identify special causes of variation,

capability studies and the use of design of experiments can help
reduce common cause variation.
This is the time for the supplier to work with the customer to
ensure the product fully meets customers needs and to retarget
some of the product characteristics if need be.
The Control Plan (Unofficial Phase 6)
A Control Plan is a compilation of control factors, control points

and control methods for a product and its corresponding
manufacturing process.
A Control Plan should be comprehensive in scope, covering the

entire manufacturing process from raw material receiving to inprocess operations to final testing, packaging and shipping. A
Reaction Plan detailing what to do if a failure occurs at any point
in the process is a vital part of a Control Plan.
A word of caution:
An APQP effort is not an insignificant undertaking. The effort

will require a sizable expenditure of resources.
With management support, those resources should yield a major

return on the investment made and ensure the product under
study will have a successful launch.
APQP Phase 1:
Plan & Define the Program
The overall objective of Phase 1 is to define a program that

translates customer needs and expectations into a valueadded (and competitive) offering.
This phase establishes the overall direction and objectives of the

planning process.
Inputs entail both informal and formal information gathering.
The (combined) list of Phase 2 outputs represents a conceptual

solution to the design objective.
Phase 1 Inputs:
Voice of the Customer (VOC)

The VOC generally sets the stage for the project as
customers needs and expectations drive the reason for the
project to exist.
Identifying the VOC involves a well researched assessment
of the current state employing market research, historical
(quality and warranty) information and experience to
formulate a potential future state.
Quality Function Deployment (QFD), benchmarking and
leveraging best practices are some of the techniques used.
(See Appendix 2 for more information.)
Business Plan/Marketing Strategy

Checking the product plan against the direction specified
by the Business Plan and Marketing Strategy keeps the
product approach grounded.
Product/Process Benchmark Data

It is helpful to know what the current best-in-class similar
products are.
Benchmarking should generate stretch performance targets.
Product/Process Assumptions
Recording and cataloging all assumptions about the product
and process creates a critical historical document and helps
assure that important ideas arent forgotten as product or
process development gets underway.
Product Reliability Studies

Reliability studies evaluate the frequency of
repair/replacement of components over time and provide a
target for product life cycles.
A product that meets the design purpose initially but fails
before a reasonable use period is not a solution that will
satisfy customers.
Customer Inputs
Inputs from the external or eventual end customer are
necessary as a product is being designed.
Do not forget to work with the supply chain links in place
prior to the end user; concerns and corresponding
recommendations from the supply chain may be vital inputs
to the long term success of the product and the viability of
the overall process.
Phase 1 Outputs:
Design Goals
Design goals should convert concepts and data compiled
from the market research, historical information and
experience into tangible, measurable objectives.
Customers musts and wants plus the relationships between
Benefits and Features identified by QFD studies are
important starting points for developing design goals.
Reliability & Quality Goals

Quantifying quality and reliability performance introduces
tangible measures to evaluate the outcome of the program
against the goals.
Reliability goals are often based on benchmarks or industry
standards. Quality performance goals are frequently
triggered by improvement targets from experience with
similar, existing products.
Preliminary Bill of Material

A projection of the bill of material opens up potential
supply issues that must be explored.
There is no sense in introducing a new product if the supply
base may not be dependable or if the variability of the raw
material leads to excessive product variation.
Preliminary Process Flowchart

An initial draft of a detailed process flow acts as the
starting point for establishing the eventual flow of the
process, the layout of the workflow and a map of the value
stream of the process.
Preliminary Listing of Special Product & Process Characteristics

A special characteristic may be a product attribute or an
aspect of the process.
Special characteristics are usually a blend of characteristics
important to the customer and those important to the
organization developing the product or process.
Product Assurance Plan

While APQP requires a Product Assurance Plan, it does not
require the plan to follow a specific format for a Product
Assurance Plan.
The role of the Product Assurance Plan is to translate the
design goals into design requirements.
Management Support
Management commitment will be fleeting without interprogram coordination and timely, effective communication
of the teams progress.
The program team is responsible for ensuring that work
between related programs is coordinated and that
communication with management takes place.
APQP Phase 2:
Product Design & Development
In Phase 2, the conceptual product direction from Phase 1 is

formalized with a detailed design including engineering
specifications and design features.
The compiled outputs of Phase 2 form the basis for a solid
product design as well as the foundation for a
comprehensive design of the process.
Phase 2 outputs are:
Design Failure Mode and Effects Analysis (DFMEA)

Failure Mode and Effects Analyses look at the potential
risks and prioritizes each relative to all of the other
potential risks. (See Appendices 4 and 5 for more
information.)
A Design-FMEA (DFMEA) is a bottom-up analysis of all
of the items or components of the design.
One output of the analysis, the Risk Priority Number, helps
focus attention on potential risks with the highest exposure.
Design for Manufacturability & Assembly (DFM/DFA)

Use of DFM/DFA helps ensure that the product can be
made both effectively and efficiently.
A promising product designed in a manner that is not
repeatable or reproducible to manufacture is not a
successful design.
Design Verification
Design Verification Plan and Report (DVP&R) is an
effective way to document verification results that the
product as designed will meet the product requirements
established in Phase 1.
Once formatted for the specific product, the DVP&R serves
both as a verification checklist and as a trigger for
corrective action if failures are found. (See Appendix 6 for
more information.)
Design Reviews
Regularly scheduled reviews of the progress of the design
help ensure the design does not drift from intended
objectives.

Design Review sessions are good forums to reset targets
that are found to be either too aggressive or not aggressive
enough and to confirm that the design process remains both
on schedule and on budget.
Prototype Build Control Plan

A prototype of the product can help everyone fully
understand the product.
It is often difficult to visualize a conceptual design even
detailed engineering drawings. An actual prototype makes
it easier to develop a preliminary but comprehensive
Prototype Control Plan.
Engineering Drawings
Even the most simple product designs require a drawing or
multiple drawings.
While a conceptual sketch may suffice for Phase 1 needs,
Phase 2 work requires true engineering drawing complete
with dimensional details and datum references.
Engineering Specifications
When engineering specifications are established, answers to
what must be tested, how large the sample size should be
and when the test are to be run should be provided along
with acceptance criteria.
It may be necessary to run experiments to determine which
characteristics or factors significantly impact the ability to
meet the specification. Use of Design of Experiments
(DOE) is often helpful in determining which characteristics
or factors most impact the product. (See Appendix 7 for
more information.)
Material Specifications
An evaluation of input materials as well as the product
itself may indicate that some materials require special
handling or conditioning.
Noting those needs or Special Characteristics as part of the
Material Specifications helps ensure that they will not be
overlooked.
Drawing & Specification Changes

Drawing or specification changes can derail an otherwise
successful product launch if the changes are not
communicated, evaluated and documented.

Adopting a formal Engineering Change Request (ECR) or
Change Notice procedure will ensure that all changes are
promptly dealt with. (See Appendix 8 for more
information.)
New Equipment, Tooling & Facilities Requirements

While the actual equipment, tooling and facilities
requirements may not be known until Phase 3 work is done,
an initial look at those requirements in Phase 2 generates a
heads-up if new equipment is projected.
Special Product & Process Characteristics

Early identification of Special Characteristics is helpful.
Special Characteristics are highlighted in Design-FMEAs
and Control Plans; the earlier they are identified, the more
that can be learned about them without rework to retarget
a process component or process step.
Gages/Testing Equipment Requirements

Testing products according to specifications is a given.
While most tests generally include the use of standard test
equipment and test methods, sometimes test equipment or
testing methods new to the facility are called for.
If new equipment, custom equipment or specialized test
methods are needed, recognize that the lead time to procure
the test equipment and/or validate the testing protocol can
be long.
Team Feasibility Commitment & Management Support

Once Phase 2 work is complete, it will often become
evident if the program is feasible or not.
Consider the use of a Team Feasibility Checklist to
document findings. (See Appendix 9 for more
information.)
Phase 2 also represents a go/no-go decision point for the

program; if the product design is not considered feasible,
the program can and should be halted. If the program is
feasible, Phase 2 outputs become the inputs for Phase 3.
APQP Phase 3:
Process Design & Development
Phase 3 inputs define the design of the product; they

provide the information and data needed to develop a
detailed design of the process.
The detailed process design represented by the outputs of
Phase 3 will lead to Phase 4, Product and Process
Validation. Phase 4 is anchored by a significant production
run of the product using the process defined in Phase 3.
Packaging Standards & Specifications

Delivering a product to a customer usually involves
packaging the product; packaging protects the product in
storage and in-transit.
To ensure packaging does not create new problems, make
sure applicable packaging standards are followed and take
care not to use packaging that adds to waste streams or
compounds environmental issues.
Product/Process Quality System Review

A review of the product plan against the sites current
quality system has two objectives.
First, determine if any additional controls or changes to the
plan are needed to meet the requirements spelled out by the
sites Quality Management System.
Second, assess whether any enhancements are needed to the
Quality Management System to meet APQP requirements.
See Appendix 10 for more information.
Process Flowchart
A flowchart shows the sequence of steps within a process
in a pictorial form. This is another case were the old adage
a picture is worth a thousand words holds true.
Trying to use text to explain how a process flows is much
more difficult than using a picture or diagram to do the
same thing. There are several types of formats for
constructing a flowchart; any of them will prove to be
useful. (See Appendix 11 for more information.)
Floor Plan Layout

Effective process flow and floor plan layout are at the heart
of efficient manufacturing.
Good flow patterns arrange the process steps in a natural
flow order, link process steps to minimize cycle time and
travel distance, eliminate crossover points, and simulate a
continuous flow process by putting internal customers and
suppliers next to each other.
Characteristics Matrix
A Characteristics Matrix shows the relationship between
product parameters and steps of the process operation.
Understanding the relationship between part features or
dimensions and process components helps clarify which
process steps should receive a greater level of scrutiny and
may need a greater level of process control. (See Appendix
13 for more information.)
Process Failure Mode and Effects Analysis (PFMEA)

PFMEAs are used to identify potential process failures, the
effects of a failure and the relative probability of the failure
occurring.
The severity or impact of each failure is rated, the potential
that a specific failure may actually occur is factored in and
the probability that the failure can be prevented or at least
detected is considered. The result, the RPN, helps identify
which potential risks are unacceptable and must be dealt
with.
Pre-Launch Control Plan

Pre-launch Control Plans build upon the Prototype Control
Plan and serve as a starting point for the Production Control
Plan.
Pre-launch Control Plans often include more inspection
points, a greater frequency of inspection and more
extensive statistical evaluations than the Production Control
Plan.
Process Instructions
Process instructions document how the process should be
operated. The instructions should provide adequate detail
for an operator to set-up and operate the process.
The use of pictures (whether they are digital photographs or
even video) to document the process is helpful. Online
documentation can ensure the documentation is current.
Measurement Systems Analysis (MSA) Plan

The analysis of a measurement system involves studying its
accuracy, repeatability, reproducibility, stability and
linearity.
With too much measurement system variation, we don't
know what the process output really is.
GR&R studies are a vital part of a MSA plan; GR&Rs look
at the repeatability of the measurement device and
reproducibility of measurement results between appraisers.
In most measurement systems, repeatability and
reproducibility issues contribute significantly more
variation than other types of measurement uncertainties.
Preliminary Process Capability Study Plan

Process capability is a statistical measure used to determine
whether the process can make product that meets
customers requirements.
In a production environment, Cpk is typically used as the
process capability measure. However, in a pre-production
environment, there is rarely enough data to calculate the
Cpk. The preliminary process capability, Ppk, can be used
to provide an early snapshot of the process output before
enough data are available to determine the Cpk. (See
Appendix 15 for more information.)
Management Support
When completing each APQP Phase, conduct a formal
review with members of the management team. This is a
good time to not only update management on the findings
todate but to have the management team recommit their
support of the effort.
APQP Phase 4:
Product & Process Validation
In Phase 3, the process to manufacture the product was

designed. In Phase 4, that process will be put through its
paces, as both the manufacturing process and the product
made will be validated.
Any major shortcoming must be addressed before Phase 4 is

completed.
Significant Production Run

The focal point of Phase 4 is a significant production run.
Samples from the production run allow evaluation of both
the measurement system and the capability of the process.
The run must be conducted in a production environment.
Measurement Systems Evaluation

Without a good measurement system, there is no way of
knowing what the output of a process really is. GR&R
Studies are the most widely accepted set of techniques for
evaluating the level of variation in a measurement system
and determining if it is acceptable for use.
Characteristics that need to be measured can be found on
the Control Plan.
Preliminary Process Capability Study

Ppk is a convenient and early estimate or indicator of the
process capability of a process during its initial production
runs. Once the process is in full operation, a Cpk (full
Process Capability) study should be conducted.
Before calculating Ppk, ensure that the distribution is stable
and nearly normal. If the process output is not stable,
tackle the causes of instability first.
Production Part Approval

The Production Part Approval Process (or PPAP) is
intended to demonstrate that the supplier has converted the
conceptual design to a viable product and has developed a
manufacturing process capable of producing products that
will meet customer's requirements. (See Appendix 16 for
more information.)

Production Part Approval typically involves the submittal
of a PPAP Package along with samples of the part. A
PPAP Package is a series of documents showing results that
validate to the customer the (suppliers) ability of the
manufacturing process to produce products that meet the
design goals; the PPAP Package has 18 elements or
components.
Production Validation Testing

To validate the production process, test products using enduse operating conditions. Validation is needed for each
intended use.
If any validation tests fail to meet the requirements, process
corrections should be investigated, planned and
implemented
Packaging Evaluation
The product packaging must add value, meaning that
product is adequately protected during storage and transport
without adding unnecessary cost or environmental waste to
the overall transaction.
Special requirements such as temperature limits, vibration
limitations, electrostatic discharge or UV protection must
be considered and tested.
Production Control Plan

The Production Control Plan is based on the Pre-Launch
Control Plan. Modify the pre-launch version by adding,
modifying and deleting items based on production
experience.
The Production Control Plan is a vital document; it is
crucial to keep it updated as the process evolves.
Quality Planning Sign-Off & Management Support

A Product Quality Planning Sign-Off Summary
summarizes and confirms completion of all major aspects
of the APQP process for the specified product and
production process and helps ensure continued
management support and commitment for the initiative.
With the successful completion of Phase 4, the product and

process are both ready for full scale production. However,
APQP does not end with the start-up of a production ready
process. Phase 5, ensures that ongoing product and process
improvements will be pursued.
APQP Phase 5:
Feedback, Assessment & Corrective

Action
Phase 5 focuses the organization on improving the product

and process. By using feedback from customers and
assessing both product and process performance measures,
inadequacies and recurring problems and/or annoyances can
be addressed.
The outputs for Phase 5 are:
Reduced Variation
Variation in the process output is a function of the variation
in input materials and processes components.
Variation exists in all processes. At issue is whether the
variation in the process output is acceptable to the customer
and the next step in the value stream.
If it is not, clearly, variation must be reduced. If the range
of variation is acceptable, the question shifts to whether
reduced variation can lead to a stronger, more robust value
stream.
Improved Customer Satisfaction

With Phases 1 through 4 completed, a product that meets
established requirements and specifications has most likely
been produced.
The issue now shifts to whether the customer is satisfied or
not. Perhaps the product as specified and designed does
work but not quite as anticipated.
By proactively addressing customer satisfaction (or
instances of dissatisfaction), a supplier-customer
relationship can potentially grow into a working
partnership.
Improved Delivery and Service

Producing a good (or even breakthrough) product is not
enough; it must be delivered on-time and in the correct
quantities. However, even that is not enough.
Delivery related issues such as correct labeling,
documentation of quality parameters and proper invoicing
must accompany the shipment for the transaction to be
considered right as far as the customer is concerned.
Effective Use of Lessons Learned/Best Practices

Sharing lessons learned with similar processes in the
organization makes good business sense.
If you think of the effort to find and implement a solution
to a problem as an investment, then the return on the
investment multiplies each time that solution is put to use.
Phase 5 reinforces the need for ongoing efforts to reduce

common cause variation, address customer satisfaction
issues and improve customer-supplier relations by working
on delivery and service issues and leveraging lessons
learned.
APQP Unofficial Phase 6:
Control Plans
Control Plans document the system to be used to monitor

and control parts and processes.
Control Plans:
Identify process and product characteristics that must be

controlled.
Define test methods to control the characteristics.
Stipulate specifications and allowed tolerances.
Indicate the sampling (testing) plan.
Communicate the Reaction Plan to follow if something goes

wrong.
Control Plans are not replacements for Work Instructions,

Operating Instructions or Standard Operating Procedures;
they complement them.
Components of a Control Plan can be broken into five
sections: Identifiers, Descriptors, Characteristics, Evaluation
Methods and the Reaction Plan. (See Appendix 18 for more
information.)
Identifiers
The Identifiers section is the header of the Control Plan;
the Control Plan tracking number, information about the
part, the team completing the Control Plan and the
customer are included along with Control Plan approval
requirements.
Descriptors
The Descriptors section keys each row of the Control
Plan to a specific process component or step and the
function accomplished during that step.
Characteristics
Product Characteristics relate to properties of the product,
such as dimensions, viscosity, fit or appearance. Process
Characteristics related to properties of the process operation
that impact the product such as speed, feed rates, pressure
and temperature.
Evaluation Methods
The Methods section describes how the process operation
or part feature will be evaluated against its specification
covering the Specification & Tolerance, the Measurement
Technique, the Sample Size/Frequency and the Control
Method.
Reaction Plan
The Reaction Plan usually spells out an interim
containment measure, defining how out-of-tolerance
product can be contained or how to compensate for a
process failure.
While a Control Plan is not a formal APQP phase, it should

be one of the main outcomes of an APQP process. A wellconstructed Control Plan identifies the control points and
methodology needed to ensure that process and resulting
product characteristics are properly monitored and specifies
what to do if a failure occurs.
List of Appendices
The following Appendices are useful references for APQP
practitioners.
1. Outputs of the 5 Phases of APQP
2. Quality Function Deployment
3. Benchmarking
4. Failure Mode and Effects Analysis
5. DFMEAs versus PFMEAs
6. Design Verification Plan and Report
7. Design of Experiments (DOE)
8. Engineering Change Requests
9. Team Feasibility Commitment Checklist
10. Product/Process Quality System Review
11. Types of Flowcharts
12. The Seven Wastes
13. Characteristics Matrix
14. Measurement Systems Analysis
15. Process Capability Formulas
16. The PPAP Package
17. Quality Planning Team Sign-Off
18. Control Plans
19. Control Chart Formulas
20. Control Chart Factors
21. Glossary of Terms
APPENDIX 1
Outputs of the 5 Phases of APQP

Phase 1 Inputs: Plan & Define the Program
1.1
1.2
1.3
1.4
1.5
1.6
Voice of the Customer

Business Plan/Marketing Strategy
Product/Process Benchmark Data
Product/Process Assumptions
Product Reliability Studies
Customer Inputs
Phase 1 Outputs: Plan & Define the Program

1.7
1.8
1.9
1.10
1.11
1.12
1.13
Design Goals
Reliability & Quality Goals
Preliminary Bill of Material
Preliminary Process Flowchart
Preliminary Listing of Special Product & Process
Characteristics
Product Assurance Plan
Management Support
Phase 2 Outputs: Product Design & Development

2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
Design Failure Mode and Effects Analysis (DFMEA)

Design for Manufacturability & Assembly (DFM/DFA)
Design Verification
Design Reviews
Prototype Build Control Plan
Engineering Drawings
Engineering Specifications
Material Specifications
Drawing & Specification Changes
New Equipment, Tooling & Facilities Requirements
Special Product & Process Characteristics
Gages/Testing Equipment Requirements
Team Feasibility Commitment & Management Support
Phase 3 Outputs: Process Design & Development

3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
Packaging Standards & Specifications

Process Flowchart
Floor Plan Layout
Process Failure Mode and Effects Analysis (PFMEA)
Pre-Launch Control Plan
Process Instructions
Measurement Systems Analysis (MSA) Plan
Preliminary Process Capability Study Plan
Management Support
Phase 4 Outputs: Product & Process Validation

4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
Significant Production Run

Measurement Systems Evaluation
Preliminary Process Capability Study
Production Part Approval
Production Validation Testing
Packaging Evaluation
Production Control Plan
Quality Planning Sign-Off & Management Support
Phase 5 Outputs: Feedback, Assessment &

Corrective Action
5.1
5.2
5.3
5.4
Reduced Variation
Improved Customer Satisfaction
Improved Delivery and Service
Effective Use of Lessons Learned/Best Practices
NOTE: This recap of Phase-by-Phase APQP outputs is reprinted with

permission from Advanced Product and Quality Planning (APQP) and
Control Plan, Reference Manual, Second Edition, July 2009 Manual with
permission of Chrysler Group LLC, Ford and GM Supplier Quality
Requirements Task Force.
APPENDIX 2
Quality Function Deployment

QFD matches the Benefits with the Features and then helps identify
the relationships between the two.
QFD focuses the organization on how Features lead (or do not lead) to
Benefits as perceived by the customer.
A recap of the QFD process is:
Establish a clear Objective.

Define the Benefits.
Identify the related Features.
Assess the relationships between Features and Benefits.
Determine the Importance Rating (a relative scale of how
Features influence the Benefits.)
Assess how the offering compares to competitive products.
Identify interrelationships between Features.
APPENDIX 3
Benchmarking
Steps of the Benchmarking Process are:
Select the benchmarking team
Clarify the benchmarking objective
Find the target to benchmark
Identify performance gaps
Develop and implement the improvement plan
Evaluate and adjust
Spider charts are a useful way to display and analyze multiple measures
from a benchmarking exercise.
Ideally, benchmarking will uncover best-in-class performance targets and

provide ideas for substantial improvements or enhancements.
APPENDIX 4
Failure Mode and Effects Analysis

Failure Mode and
Effects Analyses (or
FMEAs) look at the
potential risks and
prioritizes each relative
to all of the other
potential risks.
A Design-FMEA is a
bottom-up analysis of all
of the items or
components of the
design.
One output of the
analysis, the RPN or
Risk Priority Number,
helps focus attention on
potential risks with the
highest exposure.
APPENDIX 5
DFMEAs versus PFMEAs

While both Design and Process FMEAs focus on identifying risks, conducting a
Design-FMEA and a Process-FMEA differ in several ways.
Process-FMEAs are used to uncover process problems related to the

manufacture of a product or a series of products. When conducting a ProcessFMEA, you need to think about how failures from the many process inputs or
causes can affect process outputs such as product quality, processing efficiency
and safety.
APPENDIX 6
Design Verification Plan and Report

A DVP&R is an effective way to document verification results that the
product as designed will meet the product requirements established in
Phase 1.
Once formatted for the specific product, the DVP&R serves both as a
verification checklist and as a trigger for corrective action if failures are
found.
APPENDIX 7
Design of Experiments (DOE)

DOE (Design of Experiments) represents a family of experimental
designs that can help identify the product and process factors that
impact specific product outputs.
The hierarchy of use of DOEs can be expressed as follows:

Screening Experiments often yield enough information so that the
use of other designs are not needed. Both Plackett-Burman
matrices and Taguchi designs are Screening Experiments.
In depth investigations can be conducted with Full or Fractional
Factorial designs.
RSA (Response Surface Analysis) or EVOP (Evolutionary
Operations) optimization methods can be used.
(When formulating a chemical compound or mixture, Mixture
Experiments may be needed.)
APPENDIX 8
Engineering Change Requests

Drawing or specification changes can derail an otherwise successful
product launch if the changes are not communicated, evaluated and
documented. For document control, use a formal Engineering Change
Request (ECR) or Change Notice procedures.
Adopting a formal Engineering Change Request or Change Notice

procedure will ensure that all changes are promptly dealt with.
APPENDIX 9
Team Feasibility Commitment Checklist

The use of a Feasibility Checklist at the completion of Phase 2
represents another Go/No-Go decision point for the program.
If the program is deemed as not feasible, document the reasons for the
concerns with potential remedies; customers may be willing to consider a
revision to a specification to address feasibility concerns. If it is feasible,
it may be necessary to resolve open issues before moving on to Phase
3.
APPENDIX 10

A review of the product plan against the sites current quality system has
two objectives. First, determine if any additional controls or changes to
the plan are needed to meet the requirements spelled out by the sites
Quality Management System. Second, assess whether any
enhancements are needed to the Quality Management System to meet
APQP requirements.
APPENDIX 11
Types of Flowcharts
Flowcharts capture and communicate the breadth and depth

of a process.
Flowcharts document the details of the process.
Activities and tasks are mapped; decision points, wait periods,

feedback loops and rework loops are documented.
Four of the most common forms of flowcharting families

are explored. While each has its pros and cons, any
approach will help explore and analyze complex workflows.
Process Flowcharts
Process Flowcharts (also called Workflow Flowcharts or
Detailed Flowcharts) are perhaps the most commonly used
flowcharting method.
They map
workflows from
the start to the
end by showing
the order that
activities and
decisions occur.
Directional arrows indicate the flow paths of the workflow.
Functional Flowcharts (a.k.a Swim Lanes)
Based on a matrix of
who (the person or
function) does what.
The matrix resembles
lanes in a swimming
pool with each
function contained in
one lane hence the
oft used term "swim
lanes."
Functional
Flowcharts often trigger initial questions such as Why
does this function even exist?.
Top-Down Flowcharts
Top-Down Flowcharts organize the workflow by major
step. The detailed activities (or sub-steps) are flowcharted
under the major step.
If the process flow contains with many sub-steps, the
flowchart can easily be divided into manageable pieces.
Each major step can be flowcharted independently of the
other major steps.
The top-level major steps provide perspective of how the
major step and its associated sub-steps fit into the overall
workflow.
SIPOC Diagrams
A SIPOC diagram provides another way to look at a
process flow. With a SIPOC Diagram, the bounds and
elements of a process are defined in terms of five
components: the Suppliers, Inputs to the process, the
Process itself, the Output of the process, and the Customers
of that process, hence the acronym SIPOC.
In some cases, it is helpful to add Requirements (of the
Customers) to the end of the SIPOC (SIPOCR) to further
define CTQ (Critical to Quality) characteristics.
A SIPOC often incorporates a Top-Down Flowchart to
highlight the P (Process) of SIPOC.
Value Stream Maps evaluate workflows from the customer's

perspective with the objective being to rid the process of
waste.
A value stream is another term for a process that has inputs,

performs work on those inputs, and generates an output that has
added-value.
The basic premise of a value stream is that value is added as

goods or services stream through the process.
Unfortunately, for most value streams, some actions, tasks and

activities do not add-value (at least from the customers
perspective.)
Waste is any activity or task that does not add-value through the
eyes of the customer.
Waste can be grouped into seven categories: Waiting,

Transportation, Extra Processing, Motion, Poor Quality,
Inventory and Overproduction.
Two categories of Value Stream Maps are Current State Maps

and Future State Maps.
A Current State Map establishes a baseline of the workflow,

as-is.
Once the Current State has been mapped, a team review of the
map should prompt many questions about the existing workflow
leading to ideas for improving existing procedures and practices
and sometimes even questioning the need for whole process
steps.
This is the time for revolutionary and even bizarre ideas; explore
what if scenarios and their improvement implications.
A Future State Map envisions the to-be condition.
The objective is to ensure that all workflow elements add-value.
Use the Future State Map to trigger improvement projects.
APPENDIX 12
The Seven Wastes

Non-value-adding activities are classified as waste. The seven waste
categories are an effective way of studying value streams to tackle and
eliminate non-value-adding activities.
The 7 Wastes
1. Overproduction
2. Transporting
3. Inventory
4. Waiting
5. Processing
6. Motion
7. Quality
Explanations
Producing more than is needed, faster
than is needed or before it is needed.
Any material movement that does not
directly support immediate production.
Any supply in excess of process or
demand requirements.
Idle time that occurs when codependent events are not
synchronized.
Redundant effort (production or
communication) which adds no value
to a product or service.
Any movement of people which does
not contribute added value to the
product or service.
Any repair or rework of a product or
service conducted to fulfill customer
requirements.
Elimination of waste starts with the identification of sources of waste

generation. In a broad sense, waste can be considered as any activity or
resource in an organization that does not add-value to an external
customer.
APPENDIX 13
A Characteristics Matrix shows the relationship between product
parameters and steps of the process operation. The more relationships
there are between a parameter (dimension or feature) and a process
step (operation number), the more important it is to have adequate
controls for that step.
APPENDIX 14
Measurement Systems Analysis
Not every organization is aware of the importance of

understanding and quantifying the variation in measurement
systems. Without a good measurement system, there is no
real way of knowing what the output of a process really is!
Process owners may think that they are producing good
parts based on measurements made only to find out that the
parts are seriously defective or out-of-tolerance because the
measuring device used is inaccurate, out-of-calibration or
not stable.
GR&R Studies are the most widely accepted techniques for
evaluating the level of variation in a measurement system
and determining if the evaluated measurement system is
acceptable for use.
The key to a good GR&R study lies in the upfront planning;
a GR&R study can be planned using the following 5 steps:
1.
Define the objective of the study.
2.
Define the components of the study.
3.
Make the measurements.
4.
Calculate the %GR&R.
5.
Take action to improve the measurement process.
Step 1: Define the objective of the GR&R study:
This step involves defining both what instrument (or family of

instruments) will be studied as well as the product or product
features to be studied.
Step 2: Define the components of the study:
The components to consider include the people (testers or

appraisers), the (test) method, the materials (or samples to test),
the (testing) equipment, and the environment (such as
conditioning requirements and the ambient temperature).
Use 2 or 3 people who routinely conduct the test as the

appraisers; do not replace the typical users with engineers or
quality professionals.
The test method used should be exactly as documented. Do not

add new steps or precautions.
Regarding test samples, if a non-destructive test will be used, at

least 5 samples (and typically 10 samples) will be needed.
Be sure to use actual production parts.
Parts should be well marked.
Ensure that the test equipment has adequate discrimination for

the job. The equipment used should, of course, be the measuring
device normally used without special repairs or adjustments.
The environmental aspects of the study include taking into

account special conditioning, temperature, and/or relative
humidity considerations.
Step 3: Make the measurements:
It is best for each appraiser to take all the measurements

(including replicate measurements) for the study before having
the next appraiser start taking measurements.
The samples measured should be randomly selected and

preferably anonymous to the appraiser to reduce bias.
Step 4: Calculate the %GR&R:
This is the heart of the GR&R study. There are several

techniques for calculating the %GR&R. Part of the planning
involves deciding what type of analysis technique will be used.
Five common R&R Analysis techniques are:

Analysis for Non-Destructive Measurements.
Analysis using ANOVA.
Analysis for Destructive Measurements.
Analysis for Attribute Measurements.
Analysis Using Graphical Techniques.
The %GR&R will tell us if the measurement system is good or

if it is poor and must be improved.
APPENDIX 15
Process Capability Formulas

Cpk
The lower of the Cpu and the Cpl
Cpl
C pl
Cpu
C pu
( USL X )
3s
R
s
d2
X
X
k
X
X
n
Estimated Sample Standard

Deviation (used for Cpk)
Grand Average
Mean
Range
Sample Standard Deviation
(used for Ppk)
Ppk
Ppl
Ppu
(X LSL)
3s
R = highest point - lowest point

s
(X X)
n 1
The lower of the Ppu and the Ppl

X LSL
3s
USL X
3s
Ppl
Ppu
APPENDIX 16
The PPAP Package

The Production Part Approval Process (or PPAP) is intended to
demonstrate that the supplier has converted the conceptual design to a
viable product and has developed a manufacturing process capable of
producing products that will meet customer's requirements.
The PPAP Package consists of 18 elements that provide evidence that
the product meets requirements and that the manufacturing process is
capable of producing products on an on-going basis.
APPENDIX 17
Quality Planning Team Sign-Off

The Quality Planning Team Sign-Off signals that appropriate (Phase 1
through 4) AQPQ activities and tasks have been successfully completed.
Following the Sign-Off, the team should review the program status with
management to reinforce their commitment and gain their support for the
action taken.
APPENDIX 18
Control Plans
Control Plans are a compilation of the control methods used to minimize
(and monitor) process and product variation.
Control Plans:
Identify process and product
characteristics that must be
controlled.
Define test methods to control the

characteristics.
Stipulate specifications and allowed

tolerances.
Indicate the sampling (testing) plan.

Specify the Reaction Plan to follow
if something goes wrong.
As a product progresses from prototype to pre-launch and then to the

production stage of its life cycle, the Control Plan is amended to reflect
the needs of that stage. Once the product is in production, the Control
Plan must not be allowed to become static. As processes and product
attributes are modified, the changes must be reflected in the Control
Plan as well.
APPENDIX 19
Control Chart Formulas

Chart
Type
Centerline
Upper
Lower
Control Limit Control Limit
X
k
X A2 R
X A2 R
R
k
D4 R
D3 R
IX
IX
IX
n
IX E 2 MR
IX E 2 MR
MR
MR
D 4 MR
D 3 MR
MR
k 1
np
100%
N
p3
p(100% p)
n
np
np
np
k
c
k
c3 c
u
k
u3
np 3 np(1
np
)
n
u
n
p3
p(100% p)
n
np 3 np(1
c3 c
u 3
u
n
Definition of Symbols
= sum
c = number of defects
k = number of subgroups
np = number defective
n = number of observations in the
subgroup
p = percent defective
R = range
u = number of defects per unit
x = observation
N = total number of observations
np
)
n
APPENDIX 20
IX
Subgroup
Size
Control Chart Factors

R & MR
Factors for
Estimating
Sample
Standard
Deviation
Factors for
X Chart
Control
Limits
Factors for
IX Chart
Control
Limits
Factors for
the Lower
Control
Limits
Factors for
the Upper
Control
Limits
d2
A2
E2
D3
D4
1.128
1.880
2.660
3.267
1.693
1.023
1.772
2.574
2.059
0.729
1.457
2.282
2.326
0.577
1.290
2.114
2.534
0.483
1.184
2.004
2.704
0.419
1.109
0.076
1.924
2.847
0.373
1.054
0.136
1.864
2.970
0.337
1.010
0.184
1.816
10
3.078
0.308
0.975
0.223
1.777
11
3.173
0.285
0.946
0.256
1.744
12
3.258
0.266
0.921
0.283
1.717
APPENDIX 21
Glossary of Terms
% Contribution
The percentage of the total variation that is contributed by the

measurement system variation.
%GR&RTolerance
A calculation that indicates what percentage of the total tolerance is

taken up by the measurement system variation. This might also be
reported at %R&RTolerance.
%GR&RTV
A calculation that indicates what percentage of the total variation is

taken up by the measurement system variation. This might also be
reported at %R&RTV.
%R&RTolerance
%R&RTV
A2
See %GR&RTolerance
See %GR&RTV
A factor used to calculate limits for control charts.
ANOVA
Analysis of Variance. This design of experiments technique is used

to determine whether statistically significant changes occur in a
process output as a result of planned changes in variable levels.
APQP
APQP stands for Advanced Product Quality Planning. The

methodology was developed by the Automotive Industry Action
Group (www.aiag.org). APQP was originated to provide a common,
standardized process for planning, developing and communicating
the requirements and status of new products and services between
suppliers and their customers.
Appraiser
Attribute Data
AV
Bell-Shaped
Curve
Benchmarking
Bimodal
Distribution
A person using a measurement instrument or device; a tester or

test equipment operator.
Data that can be counted or classified as GO/NOGO data.
Appraiser Variation. The measurement system variation attributable
to the people making the measurements. Also known as sA.
A pattern of variation known as the normal curve.
The process of comparing one's business processes and
performance metrics to best in class and/or best practices from
other industries.
A pattern of variation that has two or more peaks, or modes. This
indicates the process is out-of-control.

c Chart
A type of attribute control chart used to track the total number of

defects for a given sample size.
Capable
If the process is stable and the process spread (six standard

deviations) is less than the customers specification range (T.T.)
with room to spare (industries today typically require 25%), the
process is capable. Capable only means the process can fit within
the specification. However, it may not fall within the specification.
Ideally we want a process to be both capable and centered.
Capable and
Centered
A process that is capable of meeting the specification and is

operating in the approximate center of the specification; it has a Cp
approximately equal to the Cpk and the Cpk is equal to or greater
than 1.33.
Cell
Centerline
Characteristics
Matrix
Common Cause
Variation
Confidence
Limits
For a histogram, an increment of potential data values on the xaxis.

The historical average of the characteristic the chart is monitoring.
For a range chart, it would be the mean range for the process. For
an X chart, it would be the process mean. For a p chart, it would
be the mean percent defective.
Shows the relationship between product parameters and steps of
the process operation.
The variation in a process that is due to common causes or
variables that are always present in the process.
Statistical limits that show how much certainty there is in a
statistical analysis or calculated result. Many times confidence
limits are set at 95%.
Control Plan
Control Plans document the system to be used to monitor and

control parts and processes. Control Plans apply to the Prototype,
Pre-Launch and Product stages of a product/process life cycle.
Cp
The process capability index = T.T./6s. If the Cp is 1.0, the process

is producing exactly within the specification with no room to allow
for process shifts. A Cp is like a bowling score - the higher the
better.
Cpk
The Cpk is the best measure of process capability because it not

only tells you if the process is capable, but also whether it is
centered. Cpk = minimum of {Cpu, Cpl}. The Cpu measures the
capability of the top half of the process and the Cpl measures the
capability of the lower half of the process. The Cpk is like a bowling
score - the higher the better. In order for a process to be
considered capable, the Cpk should be at least 1.33.

Cpl
The capability of the lower half of the process as measured against

the LSL. Cpl = ( X -LSL)/3s
Cpu
The capability of the upper half of the process as measured against

the USL. Cpu = (USL - X )/3s
Cr
The process capability ratio. The Cr tells us what percentage of the

specification the process output takes up. The Cr does not tell us
how well centered the process is. The Cr is like a golf score - the
lower the better. Cr = [6s/(USL-LSL)} x 100%
d2
The control chart factor used with R-bar to estimate the sample
standard deviation, s. You must use the d2 factor that corresponds
to the subgroup size for your data and to the type of measurement
system variation being analyzed.
D3
The control chart factor which when multiplied by R will determine

the lower control limit for an R Chart. You must use the D3 factor
that corresponds to the subgroup size for your data.
D4
The control chart factor which when multiplied by R will determine

the upper control limit for an R Chart. You must use the D4 factor
that corresponds to the subgroup size for your data.
Design of
Experiments
(DOE)
A family of statistically based techniques and methods to conduct

organized experimentation in order to obtain the maximum amount
of information on a process with the minimum time and the least
cost expenditure.
Design
Verification Plan
& Report
(DVP&R)
Destructive
Testing
Dispersion
DOE
Engineering
Change Request
(ECR)
Effectiveness
A documentation of the results that indicate the product as

designed will meet the product requirements established.
Testing where the part or sample being tested is consumed or

degraded as a result of the measurement process.
Another term for variation in a process.
The acronym for design of experiments.
A formal document control approach to deal with drawing,
specification, procedural or processing changes.
A determination of how well an attribute measurement system sorts
out bad parts or samples and passes good parts or samples.

EV
Four-Sigma
Quality
Frequency
Equipment Variation. The measurement system variation

attributable to the measurement equipment itself. Also known as sE.
A process with a Cpk of 1.33.
The number of times a value or event occurs.
F-test
The test of significance that looks at whether the variances of two

samples indicate that they are or are not from the same population.
GR&R
A measurement system study that looks at the variation due to the

measurement equipment (repeatability) and the appraisers
(reproducibility); called a Gage Repeatability and Reproducibility
Study.
Grand Average
Histogram
Hypothesis
In-Control
In-Specification
Interaction
IX Chart
IXd Chart
The average of the averages, or X .

A graph that shows the pattern of variation.
A mathematical supposition about the mean or variance of a
population or populations that will be tested using a statistical test
of significance such as a t-test or F-test.
A process that is stable with its output following a normal
distribution and with no special causes of variation present.
A process or data point in a process that falls within the
specification limits.
A relationship between two or more variables where their combined
effect on the process output is significantly different than the effect
of each of the variables independently.
A control chart of individual values.
A control chart of individuals in which the individual value is
adjusted by the nominal value.
LCL
Lower control limit of a control chart.
LSL
The lower limit of a specification.
Mean
The arithmetic average for a group of values. Also known as the

x or X-bar.
Mode
The peak in a distribution with the highest frequency of values or

data points.
MR
The moving range between two or more sequential samples or

subgroups.
Nominal
The value the customer ideally wants for a product parameter.

Non-destructive
Testing
Normal
Distribution
np Chart
NPI
Outlier
Testing where the measurement process does not affect the part or
sample being tested.
A pattern of variation of a stable process in which the distribution
looks like a bell-shaped curve.
A type of attribute control chart used to track the number of
individual components in a sample that are defective.
The acronym for New Product Introduction. NPI should be a
structured process; APQP is intended to provide that structure.
A point that falls outside of the normal distribution. A special cause
of variation.
Out-ofSpecification
A process or data point from a process that falls outside of the

specification.
Out-of-Control
A process that is not stable due to special causes of variation.
p Chart
A type of attribute control chart used to track the percentage of

individual components in a sample that are defective.
PFA
The probability of a false alarm where an attribute measurement

system rejects a good part or sample.
PMiss
The probability of an attribute measurement system missing a bad

component.
Population
All of the output of a process over a defined period of time.
Pp, Ppk
Called both Preliminary Process and Process Performance indices.

Similar to Cp & Cpk. For Pp and Ppk, s is calculated from all of the
values in a sample. For Cp and Cpk, s is calculated using the range
values from subgroups taken over a period of time.
PPAP
The acronym for Production Part Approval Process. PPAP is

intended to demonstrate that the supplier has converted the
conceptual design to a viable product and has developed a
manufacturing process capable of producing products that will meet
customer's requirements.
Process
Capability
A measure used to determine if a process is capable of meeting the

process specification.
Process
Capability Index
Also known as Cp. The process capability index = T.T./6s. If the

Cp is 1.0, the process is producing exactly within the specification
with no room to allow for process shifts. A Cp is like a bowling
score - the higher the better.

Process
Capability Ratio
Also known as Cr. The process capability ratio = (6s/T.T.)x100%.

The Cr tells us what percentage of the specification the process
output takes up. The Cr does not tell us how well centered the
process is. The Cr is like a golf score - the lower the better.
PV
Parts Variation. The variation within parts or samples themselves.

When combined with the Equipment Variation (EV) and the
Appraiser Variation (AV), this gives the Total Variation (TV).
Quality Function
Deployment
(QFD)
A systemic approach that translates Benefits (Customer

Requirements) into Features (Technical Requirements.)
Range. A measure of the dispersion, or variation, in our data.
The mean, or average, of a set of range values.
Range
s
sA
Sample
Scatter Plot
sE
Also known as R. The highest value in a group of numbers minus

the lowest value in the same group. Describes the dispersion in
our data.
Sample standard deviation.
The standard deviation that indicates the variation between
appraisers; also known as AV.
A representative subset of data randomly taken from a population
of data.
A distant relative of a Scatter Diagram used as a graphical
measurement system analysis to show how consistent appraisers
are relative to each other and how consistent they are in measuring
the same part/sample.
The standard deviation that indicates the variation from the
measurement equipment itself; also known as EV.
Seeding
A method for evaluating attribute measurement systems where

known bad parts or samples are fed to the measurement system
anonymously. A good measurement system should pick the
seeded parts or samples out from the good ones.
Signal Detection
Method
A method for evaluating attribute measurement systems where the

region that the measurement system performs poorly is compared
with the total variation to get a %GR&R.
Significant
Production Run
In APQP parlance, a run must be conducted in a production

environment using production equipment, tooling and gauging
staffing the process with production operators and operating the
process at production level rates. The production run triggers the
Production Part Approval Process commonly called PPAP.

Six Sigma
Quality
Theoretically, a process with a Cpk of 2.0 and 2 ppb defects.

However, when used to describe Six-Sigma as used by many
companies today for Six-Sigma Quality, it refers to 3.4 ppm
quality and not 2 ppb. The reason for this difference is that the SixSigma community accounts for long-term process drift that some
statisticians have estimated to be approximately 1.5s. Thus a
distribution that has 6s within the specification and then drifts
1.5s actually has its mean at 4.5s from one of the specification
limits at times. Looking only at that tail of the normal curve as
being outside the specification gives us the 3.4 ppm ( of 6.8 ppm
in a 4 .5s) quality level.
Skewed
Distribution
A pattern of variation that is non-normal; it appears pushed over

to one side.
Special Cause of
Variation
A cause of variation that is unpredictable and makes the process

unstable.
Stable Process
A process that is in-control with only common causes of variation

present.
Standard
Deviation
A calculation on a set of data that shows how much variation there

is in the data and how the data cluster around the mean.
Subgroup
A small grouping of samples. For control charts, subgroups sizes

usually range from 2 to 5 depending on the variation in the process.
Sum of Squares
Method
T.T.
Three Sigma
Quality
t-test
TV
u Chart
The method for determining statistical significance in ANOVA and

other design of experiments analyses.
Total tolerance of a specification, or the USL minus the LSL.
A process with a Cpk of 1.0.
The test of significance that looks at whether the mean of a sample
indicates it is from a known population or if the means of two
samples indicate that they are from the same population.
Total Variation. The overall variation from the parts or samples
(PV), the Equipment Variation (EV), and the Appraiser Variation
(AV).
A type of attribute control chart used to track the average number
of defects per unit.
UCL
Upper control limit on a control chart.
USL
Upper limit of a specification.
Variable Data
Data that are measured on a continuous scale.

Variation
The difference between similar items or things.
Voice of the
Customer (VOC)
The process of accumulating and analyzing data to identify and

understand customer needs and requirements.
Western Electric
Rules
A series of 18 patterns of variation for use with control charts that

indicate the process has likely gone out-of-control. Many
organizations use only the 4 major Western Electric Rules.
Whiskers Chart
A graphical technique used in measurement system analysis to

show how consistent each appraiser is in measuring the same part
or sample; also used to look at consistency between appraisers.
X
X-Axis
X
An individual datapoint or observation.

The horizontal axis on a graph.
The arithmetic average for a group of values. Also known as the
mean. Pronounced as X-bar.
Xd
The average of a subgroup of X d values.
Xd
A sample value minus the nominal value.
Y-Axis
The grand average or the average of the averages. Pronounced as

X-double-bar.
The vertical axis on a graph.
Using Your Training

System Requirements
Information on system requirements can be found at:

www.qualitytrainingportal.com/support and selecting
System Requirements from the Support Options.
License
Complete License Agreement
For CD-ROM and Network (LAN) versions of the courseware, a

copy of the license agreement was shipped with the product and
it can also be accessed from the CD-ROM disk in the Important
Docs/License folder.
The license for all versions (CD-ROM, LAN and Web-Based)

can be accessed on-line at:
www.qualitytrainingportal.com/support and selecting License
Agreement from the Support Options.
CD-ROM Version
LAN Version
The program is licensed to be used on one computer.

The LAN version is licensed by the number of concurrent users
at one physical site.
WBT Version
Each learner is assigned a unique username with a corresponding

password. One, and only one, learner is licensed to access the
WBT program using the username/password combination.
Installation
CD-ROM and LAN Versions
For CD-ROM and Network versions of the courseware, the

installation instructions were shipped with the product; they can
also be accessed from the CD-ROM disk in the Important
Docs/Installation folder.
The installation instructions for CD-ROM and LAN versions can

be accessed on-line at www.qualitytrainingportal.com/support
and selecting Installation Guide from the Support Options.
WBT Version
No installation is necessary. WBT learners access the program

from a computer connected to the Internet using their login
information.
To check your systems compatibility with WBT requirements,

go to www.qualitytrainingportal.com/support and run the
Browser Test.
Technical Support
Using this CBT program should be easy, but if you experience any
problems, were here to help. Before you call our technical
support line, please check the following:
Confirm that your system has the minimum requirements

necessary to run the CBT program. If not, you will need to
upgrade your equipment.
Shut down your system and restart it again. Sometimes this
can fix the problem.
Go to www.qualitytrainingportal.com/support and select the
Knowledge Base to review known technical problems and
fixes to those problems.
If you are still experiencing problems, try to determine if it is a

hardware problem before contacting us. We will not be able to
help you with hardware issues.
If you have gone through the above steps and are still having
problems, e-mail us at support@qualitytrainingportal.com or call
our technical support line at (800) 810-8326 or (802) 496-5888.
WBT vs. LAN vs. CD-ROM Delivery

Formats
Resource Engineering offers all programs in three delivery
formats: WBT (web-based training), LAN (local-area network)
and CD-ROM. The best option for an organization depends on
their objectives and structure. The advantages of each option are
recapped below:
Web-Based Training (WBT)
Access anytime, anywhere.
Unlimited concurrent users.
Pay by use.
Access all courses without a large initial investment.
Centralized training records across many sites.
LAN-Based Training
Use on any LAN computer at the physical site.
Train multiple people at the same time with additional concurrent

users.
Fixed investment with optional maintenance and support.
Centralized training records for the site.
CD-ROM-Based Training
Lowest fixed cost

investment with
optional maintenance
and support.
Train unlimited
employees.
The more you train,

the lower your
training costs.
In summary:
WBT
LAN
The WBT approach is the most effective approach for

organizations with many locations providing learners with
training on a variety of subjects.
A LAN solution is best suited for organization with many
people to train on one program (or a limited number of
programs) at one site.
CD-ROM
A CD-ROM is the best option if an organization has a

limited number of learners to train on a limited number of
subjects.
CD-ROM delivery may also be an effective approach for

organizations that use a training center with dedicated
computers for training.
All approaches:
Provide documentation of
training.
Include competency testing.

Build a database of learners
performance on the tests.
ABOUT:
QualityTrainingPortal &
LeanTrainingMachine
QualityTrainingPortal.com and LeanTrainingMachine.com are
both training solutions sites from Resource Engineering. Both
sites offer a comprehensive suite of training developed to help
improve quality and productivity for manufacturing organizations.
All Resource Engineering courses:
Include assessment tests.
Provide learners with certificates (including CEUs) upon

completion of the course.
Provide documentation of training and, for organizations using a

subscription, build a database of learners progress and
performance.
Master Courses:
These comprehensive, in-depth courses are designed to be the

equivalent of a two-day instructor-led classroom course.
The typical course takes 7-hours to complete; some are a little

shorter and others are longer depending on the breadth of the
topic.
Targeted Training Topics:
Designed to be the equivalent of a half-day instructor-led

classroom course, learners can usually complete the course,
including the assessment, in 2 hours.
Check out:
www.QualityTrainingPortal.com
&
www.LeanTrainingMachine.com
to see all of the courses available!

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APQP Reference Guide

Resource Engineering, Inc.

The APQP Reference Guide is offered as a complementary component of the

APQP Reference Guide 1

Overview of the Fundamentals of APQP

2 APQP Reference Guide

After completing this course, you should be able to:

Explain the purpose of the APQP process.

Describe the five phases of the APQP process.

List the steps necessary to prepare for an APQP effort.

Be aware of techniques used to identify the VOC (Voice of the

Understand how Design-FMEAs can help reduce risks in the

Be familiar with a Design Verification Plan and Report.

Understand the sequential progress of Control Plans from

Understand how Engineering Change Requests generate vital

Be familiar with a Team Feasibility Checklist (to conclude Phase

Select appropriate flowcharting and process mapping techniques

Be familiar with a Characteristics Matrix to plot the relationship

Know the importance of Measurement System Analyses and a

Be familiar with the Production Part Approval Process.

Be acquainted with a Quality Planning Sign-Off (that confirms

Know about tools and techniques that are used to continuously

APQP Reference Guide 3

APQP creates a roadmap for developing new products

A major objective of APQP is to provide a vehicle for suppliers

New Product Introductions (NPIs) have a greater success rate

APQP has five formal phases. (See Appendix 1 for more

Each phase is connected to and triggers the next. APQP is not a

Some organizations precede the official five phases with a

While a Control Plan is not a formal APQP phase, it should be

APQP Phase 1: Plan and Define the Program

APQP Phase 2: Product Design & Development

During the first phase of the APQP approach, the information

APQP Phase 3: Process Design & Development

In Phase 3, the manufacturing process for the product is

4 APQP Reference Guide

APQP Phase 4: Product & Process Validation

The output product from the production run is used to evaluate

APQP Phase 5: Feedback, Assessment & Corrective Action

Launching a product is not the end of a quality planning process

Control charts can be used to identify special causes of variation,

The Control Plan (Unofficial Phase 6)

A Control Plan is a compilation of control factors, control points

A Control Plan should be comprehensive in scope, covering the

An APQP effort is not an insignificant undertaking. The effort

With management support, those resources should yield a major

APQP Reference Guide 5

Plan & Define the Program

The overall objective of Phase 1 is to define a program that

This phase establishes the overall direction and objectives of the

Inputs entail both informal and formal information gathering.

The (combined) list of Phase 2 outputs represents a conceptual

Voice of the Customer (VOC)

Business Plan/Marketing Strategy

Product/Process Benchmark Data

6 APQP Reference Guide

Product Reliability Studies

Reliability & Quality Goals

Preliminary Bill of Material

APQP Reference Guide 7

Preliminary Process Flowchart

Preliminary Listing of Special Product & Process Characteristics

Product Assurance Plan

8 APQP Reference Guide