APQP Secrets To Success QSG Aras 070613

Solutions for Performance Driven Companies
Microsoft Enterprise Open Source
APQP
Secrets
Secrets to
to Success
Success
June 2007
Featured Speaker
Angelo Scangas
President, QSG
Aras Corporation
www.QualitySupportGroup.com
Heritage Place
439 South Union Street
Lawrence, MA 01843
[978] 691-8900
www.aras.com
Copyright © 2007 Aras Corporation All Rights Reserved Aras Confidential aras.com
Featured Speaker
Angelo Scangas Angelo@QualitySupportGroup.com
President, QSG www.QualitySupportGroup.com
Specializes in consulting & training for:

9 Quality process improvement
9 Lean six sigma
Angelo Scangas
President, QSG 9 ISO/TS certification
9 Advanced product quality planning (APQP)
webcast
9 CAPA & problem solving

9 FMEA & risk management
9 Internal auditing
9 Project management
9 SPC
Angelo is a member of the ASQ Quality Management and

Automotive Divisions, as well as AIAG, serving as a Certified AIAG,
IAOB and RAB-Lead Auditor.
Copyright © 2007 Aras Corporation All Rights Reserved Aras Confidential Slide 2 aras.com
Aras Overview
Business: Product Development & Quality Compliance

Open Source Enterprise Solutions for:
► APQP, FMEA, CAPA, ISO Documents
► PLM New Product Introduction
► Project Program Management
► Configuration & Change Management
Technology: Microsoft Enterprise Open Source Most Advanced

[i.e. No Charge / FREE Software] Technology Companies
2006
Established in: 2000
2005
Offices: Massachusetts (HQ), Michigan, California
“Proven Solutions used by Leading Companies”

New Era Ohio, LLC
Recent Downloads
Advanced Product Quality Planning
Angelo G. Scangas
President
Quality Support Group, Inc.
Peabody, MA 01960
978-430-7611
Angelo@QualitySupportGroup.com
Session Objectives
• By the end of the web cast the participant
should be able to;
– Identify the phases of APQP
– Understand the inputs and outputs from
each phase
– Start developing an APQP program
Angelo@QualitySupportGroup.com - QSG - 6
Copyright © 2007 All Rights Reserved
About the product development process…
Advanced Product Quality Planning (APQP) was designed

to help deliver benefits to the entire supply chain
– “Promote early identification of required changes”
– “Avoid late changes”
– “Provide quality product on time at lowest cost”
– “..Designed to be a ‘before-the-event’ action, not an
‘after-the-fact’ exercise”
Product APQP Timing Chart
Concept Program
Initiation/ApprovalApproval Prototype Pilot Launch
Planning
Planning
Product Design and Dev.
Process Design and Development
Product and Process Validation
Production
Feedback Assessment and Corrective Action
Plan and Product Process Product Feedback

Define Design and Design and and Process Assessment and
Program Development Development Validation Corrective Action
The 5 Phases of APQP
1. Plan and Define the Program
2. Product Design and Development
3. Process Design and Development
4. Product and Process Validation
5. Feedback, Assessment and Corrective Action
1.0 Plan and Define Program
Concept Program
Initiation/Approval Approval Prototype Pilot Launch
Planning

Phase 1
Plan and define the program
• Form a cross functional team
– The first step in planning the program is to
define who will make up the cross functional
team. Cross functional team does not mean
one(1) person doing everything!
– Typical members of a cross functional team
may include:
• Engineering, Production, Quality,
Sales,Costing, Manufacturing, Marketing,
Purchasing etc.
• Personnel within the design activity should be qualified in the
following/or other skills, as appropriate
– Geometric Dimension and Tolerance (GD&T)
– Quality Function Deployment (QFD)
– Design for Manufacture/Assembly (DFM/DFA)
– Value Engineering (VE)
– Design of Experiments (Taguchi & Classical)
– Failure Mode and Effects Analysis - Design and Process
– Finite Element Methods (FEM)
– Solid Modelling
– Simulation techniques
– Computer Aided Design/Engineering (CAD/CAE)
– Reliability Engineering plans
– etc
• Determine customer requirements
Customer requirements are typically determined by any or
all of the following:
– Market research
– Quality Function Deployment
– Warranty history from similar products
– Supplier Quality Reports
– Team Experience
• Business plan
The Business plan is a strategic document which may
place some constraints on the development of the
proposed product.
Examples of Constraints:
Project timing, cost of investment in technology,
machinery and human resources, quality requirements,
manufacturing capabilities, government regulations
• Benchmark data - Process & Product
At this stage of the program Benchmark data should be
obtained for the process and product as appropriate.
Benchmark data may be used to establish the “GAP”
between your current product or process and that of the
“World Best”.
Corrective action plans should be developed to close the

“GAP” with the focus on becoming “World Best”.
• Product and Process assumptions
List all of the current product and process assumptions.
Examples may be:
– Material Characteristics and Performance
– Reliability assessments
– Machine capabilities
– Management Structure
• At the completion of this stage the following
aspects should be defined;
• Design goals
• Reliability goals
• Quality targets
• Preliminary Bill of Material (BOM)
• Preliminary process flow chart
• Preliminary listing of special characteristics
• Any governmental, environmental or safety regulations
2.0 Product Design & Development
Concept Program
Planning

Phase 2
Product Design and Development
The Product Design and Development phase begins with the
generation of a Design FMEA
• Design Failure Mode and Effects Analysis
• Design output shall be the result of a

process that includes the following;
– Efforts to simplify, optimize, innovate and
reduce waste with methods such as:
• Critical To Quality (CTQs)
• Design for Manufacture/Assembly (DFM/DFA)
• Design of Experiment
• Tolerance studies (GD&T)
• Analysis of costs/performance/risks trade offs
• Use of feedback from testing, production and the field
• Use of Design FMEA’s
• Plan and Conduct Design verification at appropriate

stages of design
The purpose of the design verification is to ensure that the
design output is meeting the planned design input as defined
in phase 1, Plan and Define the program.
Example:
Phase 1: Design Input - Hole locations +/- 1.0 mm
Phase 2: Design Output - Engineering Drawings stipulating
the Hole locations at the tolerance of +/- 1.0 mm
• Plan and Conduct Design reviews (formal documented

review)
Design reviews are conducted to monitor the progress of the
project relative to customer requirements. The reviews are
conducted by a cross functional team and the results of each
review must be documented.
Typically, the Design reviews might cover; Design FMEA,

Design verification progress, reliability tests and studies,
computer simulation results, benchmark data and overall
progress relative to time constraints
• Finalization of:
– Engineering drawings including CAD data
– Engineering specifications
– Material specifications
At this stage the cross functional team should have
reviewed and approved all drawings, engineering
specifications and material specifications.
– New equipment, tooling and facilities
During the design review the cross functional team may determine
that new equipment, tooling and facilities will be required. These
details must be addressed and included in the overall timing plan.
Emphasis must be placed on ensuring that new equipment, tooling
and facilities are completed on time.
• Finalization of any new inspection, measuring and test

equipment device
– Any new inspection, measuring and test equipment is

required.
– If the equipment is required, this should be recorded into
the overall timing plan and progress towards the
acquisition be monitored.
• Team Feasibility statement
At this time the cross functional team must be satisfied that the
proposed design can be manufactured to the customer’s
requirements.
Once satisfied, the cross functional team members must sign

off the Team Feasibility Statement.
3.0 Process Design & Development
Concept Program
Planning

Phase 3
The Process Design and Development phase requires the following
aspects to be defined and/or documented;
• Customer packaging and labelling standards

Generally, the customer will provide documented packaging and
labelling guidelines. These documents should be followed. When no
guidelines are available, the cross functional team is responsible for
developing guidelines to ensure integrity of the packaged product.
• Review of the current Quality Management System to

ensure its suitability for the prospective product and
associated processes
The cross functional team should review the manufacturing sites
Quality Manual to ensure the current Quality Management
System addresses all of the requirements to design and
manufacture the product under consideration.
Any additional controls and/or procedural changes should be
used to improve the Quality Management System in operation
• Finalization of the process flow chart

The finalized process flow chart is a schematic representation
of the process flow. This chart is used to detect any potential
bottlenecks, such as, material flow problems and manpower.
This chart also serves as a starting point when conducting the
Process Failure Mode and Effects Analysis.
• Floor plan layout with an emphasis on minimising material

travel
The floor plan should be developed to determine the

acceptability of inspection points, control chart locations, visual
aid locations, rework area(s) and storage areas.
When developing the process and subsequent floor plan an
emphasis must be placed on utilising floor space for value
added activities.
• Completion of the Process Failure Mode and

Effects Analysis (FMEA)
The Process FMEA should be conducted prior to
production commencing.
The process FMEA is a structured and detailed
study performed by a cross functional team on a
process to determine how potential external and
internal factors could impact a process. Once
potential problems are established, preventive
actions are developed to control all such problems.
APQP Links to PFMEA
PFMEA Control Plan Work Instructions
Change in detection
or
Change in occurence
Change in severity
or
or or
Design Change Other Action
• Completion of the Pre-launch Control Plan

The Pre-Launch control plan provides a description of the
dimensional measurements and functional test that occur
after prototype and prior to full production. The pre-launch
control plan typically includes additional product/process
controls until the production process is validated.
• Measurement systems analysis plan to encompass

all of the inspection measuring and test equipment
designated on the control plan
All inspection, measuring and test equipment utilized to
measure product or process characteristics as defined
in the Control plan must under go a Measurement
Systems Analysis. The analysis should not be just
restricted to Gauge Repeatability and Reproducibility
but should also include studies on, linearity, and
accuracy, as appropriate.
• Process Monitoring and Operator Instructions -

these shall typically include or reference as
follows:
– Operation Name and number keyed to process flow
chart
– Part Name and Number
– Current Engineering level/date
– Required tools, gages and other equipment
– Material identification and disposition instructions
– Customer and supplier designated special
characteristics
– SPC requirements
– Relevant Engineering and manufacturing standards
– Inspection and test instructions
– Corrective action instructions
– Revision date and approvals
– Visual aids
– Tool change intervals and set up instructions
Link Between the Documents
Process Flow PFMEA Control Plan
Operation Number
Product/Process
Characteristic
Incoming Sources Variation Class

of Variation
Work Instructions
• Preventative maintenance
The cross functional should identify key process equipment
and develop an preventative maintenance system. At a
minimum the system must include;
– A procedure that describes planned maintenance
activities
– Scheduled maintenance activities
– Predictive maintenance methods
• Review of Manufacturers recommendations
• Tool wear
• Fluid Analysis
• Vibration Analysis
– Availability of replacement parts for key
manufacturing equipment
4.0 Product & Process Validation
Concept Program
Planning

The Product and Process validation phase requires the
following aspects to be defined and/or documented;
• Production trial run as stipulated in the Control

Plan - typically the results from this trial production
run are used for;
– Preliminary process capability studies
– Measurement systems analysis (Gauge R&R)
– Process review
– Product validation testing (Functional fit)
– Production Part Approval
– Packing evaluation
– Quality Planning signoff
– Finalization of Production Control Plan
• Production Part Approval
Production Part Approval is required to validate that the
product manufactured meets all customer requirements.
• Production Validation Testing

Production Validation testing refers to Engineering tests
that validate the production process as meeting all of the
customer requirements, particularly, Engineering
requirements.
• Packaging Evaluation
Validating the packaging to ensure product is protected to
the point of delivery is an integral phase of Product and
Process Validation.
In addition the cross functional team representatives should
ensure that the type of packaging will allow the end user to
handle the product in a safe and efficient manner.
• Production Control Plan

The production control plan describes the systems for
controlling the entire process. The production control plan is
a living document that must reflect the current flow of
production. Any addition or deletions of process, inspection
activities etc.. must be reflected in the control plan.
APQP Links to Control Plan
Control Plan
Quality Checklist
First/Last Piece
Yearly Layout
Mistake Proofing
P/M Checklist
• Quality Planning Sign-off

The Quality planning sign off is typically is typically
conducted by the cross functional team once the
control plan accurately reflects the entire process,
process instructions are satisfactory, FMEAs are
complete and Measurement System Studies have
been completed.
The form which is typically used for sign off is referred
to as the Product Quality Planning Summary and Sign
Off Report.
5.0 Feedback, Assessment & Corrective Action
Concept Program
Planning
Planning
Production

Feedback, Assessment and Corrective Action
• Based on the output of phase 4, more specifically the

– Production trial run
– Measurement Systems Analysis
– Preliminary process capability study
– Production part approval
– Production validation testing
– Packaging Evaluation
– Customer concerns
the results(feedback) are assessed and corrective action is

instigated with a focus on;
CONTINUOUS IMPROVEMENT
• Additionally, the following three aspects need to be

continually assessed;
• Variation
Control charts or other statistical techniques should be
utilized to identify process variation. This should be assessed
and corrective action taken if required
• Customer Satisfaction
The supplier in conjunction with the customer must continually
assess the performance of the end product in its operating
environment. This may be done by product audits, warranty
analysis, customer complaints, benchmark details etc…
This information should be assessed and if required corrective
action taken.
• Delivery and Service

Delivery and service is an integral part of quality. The delivery
performance of suppliers must be focussed on achieving 100%
delivery on time. The supplier must assess its delivery
performance and service and if appropriate take the required
corrective action.
5.0 Feedback, Assessment & Corrective Action
Concept Program
Planning
Planning
Production

Update the PFMEA & Control Plans
Scrap, Rework Data
Process PFMEA Control Work

Flow Plan Instruction
Warranty & Assembly Plant Data
After the 8-D is completed, the PMEA and the control plan should be revised and updated as
applicable
CONTINUAL IMPROVEMENT !!
Thank you!
Angelo G. Scangas
President
Quality Support Group, Inc.
Peabody, MA 01960
978-430-7611
Angelo@QualitySupportGroup.com
Case Study
Advanced Product Quality Planning

Leading Approaches
Freudenberg-NOK
The Freudenberg
and NOK Group
• $7.5 billion in total annual sales, with global automotive sales of ~$4 billion
• One of only 8 in the top 100 OE automotive suppliers that has global
balance in each of the three major automotive markets - Asia, Europe and
North America - Automotive News
• Offers world-class product development and manufacturing at 57 automotive
operations in 27 countries - facilities include:
9 25 in North and South America
9 21 in Europe
9 11 in the Pacific Rim
• One of the world's largest non-tire rubber fabricators,
annually produces 10 billion components worldwide
www.aras.com Slide 54
Copyright © 2007 Aras Corporation All Rights Reserved
Automotive Products
• Sealing packages for engines,

transmissions, brakes, axles and
steering
• Complete noise, vibration and
harshness (NVH) reduction
components and packages
• All rubber, plastic and PTFE
components for suspension,
electrical and fuel systems
Freudenberg-NOK
Best Practices Leadership
9 Lean Thinking Case Study

9 Aggressive Six Sigma Program
9 Supply Chain & Outsourcing Initiatives
9 Product Development Best Practices Leader
9 Progressive Approach to APQP & Compliance
Product Development at
Freudenberg-NOK
• # New Products Increasing Program Volume Increasing
Significantly in Auto Industry Vehicle Models
• Product Development Process 700
Market Presence
9 APQP compliance required by ISO/TS-16949
400
9 OE & Tier 1 customers require additional APQP

deliverables 1999 2010
Launches /
• Typically ~300+ Active New Product Projects 140
Year
9 Many individual projects drawing on common
67
resources
9 Coordination, collaboration, and control challenges Roland Berger – Automotive Supplier Trend Study
Life cycle assumption 6 years in 1999, 5 years in 2010
Product Development
Issues in 2002
• Several Kaizens held in 2002 to
Quantify Product Development Issues
9 Customer Expectations Not being Met
» No standardization across plants
» Programs were not launching on time
» Key QS9000 / TS-16949 compliance deliverables
not being completed for each project
9 Internal Expectations Not being Met

» No Internal Performance Metrics
» No Executive Visibility
APQP Plan
• Project Team Directives
» Identify & pilot standard process
» Identify a standard enterprise software solution
» Implement the standard process in solution
» Measure launch performance
• Standardized on APQP as
Product Development Process Structure
• Focus on broad, phase-based product development
with emphasis on high level tasks and deliverables
» Tried to avoid having our solution deployment stagnate into an
“engineering only” system
Competitive Practices
APQP Context
Concept Design Development Launch Manufacture
Company
Proprietary
Lifecycle
Deliverables
Draft In Approval Approved

APQP Phase 1 - Plan & Define Program
1 2
3a
4 5
3b
Phase 2 - Product Design & Development Verification
Phase 3 - Process Design & Development Verification
Workflow
Phase 4 - Product and Process Validation
Phase 5 - Feedback Assessment & Corrective Action
Customer / Plant
Specific Templates
Toyota
Ford
DCX
APQP & Lean
Lean Processes
Incorporated Value Engineering
Value Analysis
Lean
(DPTP) Design To
Production Transition
Deliverables &
(DFSS) Design for
Triggers into Six Sigma
3P
Standard
Poka Yoke
APQP (Mistake Proofing)
Standard Work
Checklist Takt time
Program Dashboard
Use Dashboard
Approach
Able to
Drill Down
to Actual
Activities
to take Action
if Needed
KPI Metrics
Freudenberg-NOK
Flawless Launch Program
Executive Scorecards
Measure
• Customer Satisfaction
• Plant Launch Performance
Track
9 Quality KPI Metrics
9 Service
9 Readiness
9 Timeliness
9 Profitability
Summary
• Standardizing APQP has improved

9 Quality
9 Customer Satisfaction
9 Product Launch Performance
• APQP like Lean is a Process not a Project
• Helps to view APQP as ‘the’ Product Development

process and have a system that everyone uses that
supports the process overall
Questions?
Solutions for Performance Driven Companies
Microsoft Enterprise Open Source
APQP
Secrets
Secrets to
to Success
Success
June 2007
Featured Speaker
Angelo Scangas
President, QSG
Aras Corporation
www.QualitySupportGroup.com
Heritage Place
439 South Union Street
Lawrence, MA 01843
[978] 691-8900
www.aras.com
Copyright © 2007 Aras Corporation All Rights Reserved Aras Confidential aras.com

APQP Secrets To Success QSG Aras 070613

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Solutions for Performance Driven Companies

Microsoft Enterprise Open Source

Angelo Scangas Angelo@QualitySupportGroup.com

President, QSG www.QualitySupportGroup.com

Specializes in consulting & training for:

9 CAPA & problem solving

Angelo is a member of the ASQ Quality Management and

Business: Product Development & Quality Compliance

Technology: Microsoft Enterprise Open Source Most Advanced

“Proven Solutions used by Leading Companies”

Advanced Product Quality Planning (APQP) was designed

Product Design and Dev.

Process Design and Development

Product and Process Validation

Feedback Assessment and Corrective Action

Plan and Product Process Product Feedback

Feedback Assessment and Corrective Action

Plan and Product Process Product Feedback

Corrective action plans should be developed to close the

Product Design and Dev.

Feedback Assessment and Corrective Action

Plan and Product Process Product Feedback

• Design Failure Mode and Effects Analysis

• Design output shall be the result of a

• Plan and Conduct Design verification at appropriate

• Plan and Conduct Design reviews (formal documented

Typically, the Design reviews might cover; Design FMEA,

• Finalization of any new inspection, measuring and test

– Any new inspection, measuring and test equipment is

Once satisfied, the cross functional team members must sign

Product Design and Dev.

Process Design and Development

Feedback Assessment and Corrective Action

Plan and Product Process Product Feedback

• Customer packaging and labelling standards

• Review of the current Quality Management System to

• Finalization of the process flow chart

• Floor plan layout with an emphasis on minimising material

The floor plan should be developed to determine the

• Completion of the Process Failure Mode and

• Completion of the Pre-launch Control Plan

• Measurement systems analysis plan to encompass

• Process Monitoring and Operator Instructions -

Incoming Sources Variation Class

Product Design and Dev.

Process Design and Development

Product and Process Validation

Feedback Assessment and Corrective Action

Plan and Product Process Product Feedback

• Production trial run as stipulated in the Control

• Production Validation Testing

• Production Control Plan

• Quality Planning Sign-off

Product Design and Dev.

Process Design and Development

Product and Process Validation

Feedback Assessment and Corrective Action

Plan and Product Process Product Feedback

• Based on the output of phase 4, more specifically the

the results(feedback) are assessed and corrective action is

• Additionally, the following three aspects need to be

• Delivery and Service