Improving APQP Process

for
Effective Program
Execution
Dele Awofala
Director of
Quality Vehicle
Group, N.A.
Date: Sept 23rd
2015
Overview of Eaton

Combining our strengths

Accelerating our growth
Eaton
Sales $22B
Employees 102,000
Countries 175+
Year Founded 1911
Patents 10,463
2
Overview of Eaton

We provide reliable, efficient, safe and

sustainable power management for

Public and private sectors Eaton Business Units

Buildings Electrical Products
Transportation Electrical Systems & Service
Industrial and Machinery Aerospace Group
Information Technology Hydraulic Group
Infrastructure Vehicle Group
Energy and Utilities

3
Vehicle Group Customer Landscape

4
 Vehicle Solutions

Technologies engineered for passenger car,

SUV and light and heavy duty trucks

Supercharger Valve train Torque Control Fuel Emissions Fluid Light-duty

& Powertrain Conveyance Transmission
Controls & Plastics

Heavy-duty Clutches
Transmission

5
My Axle Program Manager Story

Year & Month: 2006, April

Plant: Detroit Axle Plant
Role: Program Manager
Program: 2007 Jeep Liberty Axle

6
 Growth and Opportunities
Automotive industry continues to grow .

2020
light vehicle sales

Global new vehicle launches

2018
161
2014
Source: IHS.ocm pressroom, Nov 2014.
115 7
Challenges and Opportunities
Consumer expectation continues to drive

1. New technologies and innovation.

.. More complex programs

2. Global competitive landscape

. Increasing pressure for flawless launches

3. Shorter product life cycles

.. More frequent program launches

4. Global product platforms

. Challenges for global program teams

5. Global supplier network

. Increasing complexity of supplier launches

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 Notable Big Program Launches
. Current APOP Process may not be sufficient

Project: FCA New 9- Project: Boeing 787

speed transmission Dreamliner.
program.

Delayed vehicle launch for several
months.
Synopsis:
Many new technologies. Software issues.
Supplier Challenges:
Changing OEM requirements.
Conflicting development information.
Product complexity
Cost increase from $5B to $12B (2013)
3 years delay in completion and budget
overrun.
Synopsis:
Changing requirements & scope.
Complexity of managing large supply
chain.
Complexity of new manufacturing
processes

9
Top Reasons For Poor Program Execution

Resources: Lack of resources, resource conflicts, turnover, poor

planning

Requirements / Scope Changes: Unclear, lack

of priority, ambiguous, contradictory

Complexity: Too complex, Not managed, Unfamiliar

technology or system used

Planning / Schedules: Too tight, unrealistic, delays,

insufficient details, poor estimates

Knowledge Sharing: Lack of right info, insufficient data,

inefficient communication, inefficient transfer of best practices.

Source: Strategies for project recovery, pmsolutions Inc, 2011 10

Overview of APQP Process

PLANNNIG

11
Output of Each APQP Phase

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Gaps In APQP Process

1 Resource Planning and Monitoring.

2 Complexity Assessment

3 Change Review Process

4 Work Activities Review and Approval Process

13
Improving APQP Process

1 Resource Planning and Monitoring.

2 Complexity Assessment

3 Change Review Process

4 Work Activities Review and Approval Process

14
1 Resource Planning Challenges

Frequent changes in key resources during life of programs.

Un-coordinated monitoring of resources allocated to single or

multiple programs.

Long delays in filling open positions within a program team.

The level of resource time engaged not managed.

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1 Resource Planning and Monitoring

Name for each role required is defined early in the APQP process
and reviewed frequently

Approving manager or director is also defined in the resource matrix.

Resource plan and level of engagement reviewed at each program

gate.

Ensures adequate level of resources are assigned and gaps

addressed quickly.
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
Gate Review Target Dates
Team Roster Name Title Name Title Name Title Name Title Name Title Name Title Name Title
Program Manager 0 0 0 0 0 0
Sales\Marketing 0 0 0 0 0 0 0 0 0 0 0 0
Lead Design Engineer 0 0 0 0 0 0 0 0 0 0 0 0
SCM / Purchasing 0 0 0 0 0 0 0 0 0 0 0 0
Supplier Development Engineer 0 0 0 0 0 0 0 0 0 0 0 0
APQP Engineer 0 0 0 0 0 0 0 0 0 0 0 0
Advanced Mfg.Engineer 0 0 0 0 0 0 0 0 0 0 0 0
Financial Analyst 0 0 0 0 0 0 0 0 0 0 0 0
HR Representative 0 0 0 0 0 0 0 0 0 0 0 0
Manufacuting Plant Engineer 0 0 0 0 0 0 0 0 0 0 0 0
Plant Quality 0 0 0 0 0 0 0 0 0 0 0 0
Systems Engineer 0 0 0 0 0 0 0 0 0 0 0 0
Software Engineer 0 0 0 0 0 0 0 0 0 0 0 0
Reliability Engineer 0 0 0 0 0 0 0 0 0 0 0 0
Other 0 0 0 0 0 0 0 0 0 0 0 0

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

Gate Review Target Dates
Work Package Approvers Name Title Name Title Name Title Name Title Name Title Name Title Name Title
Product Director 0 0 0 0 0 0 0 0 0 0 0 0
Sales / Marketing Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
Engineering Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
SCM Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
SDE Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
Regional Quality Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
Advanced Mfg. Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
Financial Controller 0 0 0 0 0 0 0 0 0 0 0 0
HR Manager or Director 0 0 0 0 0 0 0 0 0 0 0 0
Director of Operations 0 0 0 0 0 0 0 0 0 0 0 0
Plant Manager 0 0 0 0 0 0 0 0 0 0 0 0
Business Unit President 0 0 0 0 0 0 0 0 0 0 0 0
Others 0 0 0 0 0 0 0 0 0 0 0 0

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Improving APQP Process

1 Resource Planning and Monitoring.

2 Complexity Assessment

3 Change Review Process

4 Work Activities Review and Approval Process

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2 Complexity Assessment
Product range: Single component to complex system

Supercharger
Class 8 transmission

Engine Valve
Cylinder De-Activation System

Understanding the complexity of technology, manufacturing process and

supply chain is critical to having an effective APQP process.

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2 Complexity Assessment Matrix

categories:
90

Five 80
Alien to organization

70 High Complexity
Marketing 60
(Stranger)

Technology 50 Medium Complexity

(Major Repeater)

40
Supply Chain 30 Low Complexity

(Minor Repeater)
Manufacturing 20

10
Project Management 0
Runner

Marketing Technology Supply Chain Manufacturing Project

Management

Weighted score of all elements in each category to a scale of 0 100

Highest ranking in the Assessment Matrix determines the complexity of the
program
Complexity drives the level of management focus and attention to the
APQP process

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Improving APQP Process

1 Resource Planning and Monitoring.

2 Complexity Assessment

3 Change Review Process

4 Work Activities Review and Approval Process

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3 Challenge with Change Management

Changes emerging after design and development is completed (Gate 3)

and before production validation creates significant risk to flawless
launch.
Manufacturing and supplier equipment are in development/tryout.
Drives supplier cost higher BOM cost.
Drives higher manufacturing cost.

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3 Eaton Change Review Process

Gate 3 Change Review Board

Impact / Release &

Change Approve / Assess
Benefit Implement
Request Reject Result
Analysis Change

Supply Chain Manufacturing

Management
Quality
Engineering
Program
Management

Initiated after Gate 3

Changes after gate 3 go through a change review board consisting of cross-
functional reps design, supply chain, mfg., quality and finance
Results in lower BOM and manufacturing cost
Minimize unplanned manufacturing reaction and enables flawless launch
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Improving APQP Process

1 Resource Planning and Monitoring.

2 Complexity Assessment

3 Change Review Process

4 Work Activities Review and Approval Process

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4 Work Activities Review and Approval

Product Design / Process Design & Tooling &

Customer Development Development Equipment Build
Requirement /
Spec
Production
DFMEA PFMEA
Validation

Product Print Gage design /

Key Build / MSA Control Plan
CTQ/Special characteristics

Linkage between each work activity is critical to the transfer Process Checks
of customer requirements into finished product
Inconsistent cascading of special characteristics throughout Finished Product
the APQP process
Gaps in translation of customer requirements into
controlled dimensions and features in production.
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4 Eaton Work Activities Review and
Approval Process

Gate1 Gate2 Gate3 Gate4 Gate5

Concept / Plan and Product Design Product &

Process Design Productio
Initial Define & Process
& Development n / Launch
Analysis Program Development Validation

Work activities review and approval prior to gate review.

Reviewer: Functional manager or Director
Ensures complete and correct information/requirements flows downstream
Evaluates the quality of work within the work packages.
Validates conformance to applicable standards and procedures.
Provides information @ gate review that supports moving (or not) to
the next phase.
Reduces the level of changes through the program life cycle.

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Putting It All Together
Improved APQP Framework .

Resource plan
reviews
Change Reviews
Work Activities
Resource plan Review
Complexity
Assessment
Work Activities
Review
Resource plan
reviews Change Reviews
Change Reviews Work Activities
Work Activities Review
Resource plan Review
reviews
Complexity Resource plan
Assessment reviews
Work Activities Change Reviews
Review Work Activities
Review

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Illustration / Benefits

Product: Cylinder De-Activation system

for automotive engines
Launch date: June 2015 SOP

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Conclusion

APQP Process is widely adopted for new product development and

launch.
Current process is necessary but in-sufficient to achieve flawless
launch
Additional activities to improve current APQP process;
Resource Planning and Monitoring.
Complexity Assessment
Change Review Process
Work Activities Review and Approval Process
Benefits of improved APQP process include;
Lower program cost
On-time launch
Minimized launch issues
Higher customer satisfaction

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Remember

29
Questions

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Presenter: Dele Awofala, PhD
Contact: delaw@outlook.com
Number: 734-717-1401