APQP/PPAP is part of the

requirement that defines the

fundamental quality system
expectations of Chrysler, Ford,
General Motors, truck
manufacturers and other
subscribing companies for internal
and external suppliers of production,
service parts and materials.
• The major differences from QS-9000, as determined by the OEMs, are listed below by paragraph number:
• 1.2 Application - Only some of the sections of 7.3 Design and Development can be deemed "Not Applicable" all other requirements of
the standard apply. 5.5.1.1 Responsibility for quality – all shifts must be staffed with personnel delegated with “quality
responsibility.”5.6.6.1 Quality management system performance - Quality Costs now must be considered.7.1.4 Change control - A
verification and validation is required for all changes that occur in section 7Product realization7.3.2.1 Product design input (also 7.3.3.1,
7.3.3.2, 8.2.3.1) - R&M data is now a requirement 7.3.3.2 Manufacturing process design output - Manufacturing Process Layouts are
required 7.3.6.3 Product approval process - Must apply PPAP to suppliers7.3.7 Control of design and development changes -
Design changes now include all changes through out the products life7.4.3.2 Supplier monitoring - Supplier performance requirements
are a lot more specific7.5.1.1 - Control Plans - Must have for system, subsystem, component/ material level. Now must have pre-launch
in addition to production control plans. 7.5.2.1 Validation of processes for production and service provision - Supplemental -
Validation is now a requirement for all processes for production and service, not just special processes.8.2.1.1 Customer satisfaction -
Supplemental - Customer satisfaction criteria is now specified 8.2.2.2 Manufacturing process audit - Each manufacturing process is
audited to determine efficiency.What about the QS-9000 Standard? Will it still be around? At this time, the standard is still in use. It
will be up to the individual organizations and your customers to determine if they want certification under QS-9000 or TS 16949. The
OEMs have no plans to update QS-9000 to meet the new ISO 9001:2000 standard and in December 2006 QS-9000 will be eliminated.
• ISO/TS 16949:1999 certificates will remain valid until December 15, 2003, which corresponds to the end of the transition period for
moving to ISO 9001:2000.
• What about all those AIAG manuals? Hang on to them, PPAP and MSA is to be used if the customer does not specify otherwise. The
remaining manuals are for reference (still have FMEA and SPC requirements).
• What about Registration to ISO/TS 16949? A number of Registrations to ISO/TS 16949 have already occurred however not all
Registrars are capable of registering a company to ISO/TS 16949, for information on registrars contact Eagle Group USA.
• Intent
• The intent is to expand principles and objectives established with QS-9000 by the AIAG to all automotive industry use on a worldwide
basis.
• Applicability
• ISO/TS 16949 applies to the same supplier organizations that QS-9000 applied to with expanded global coverage.
• Customer Focus – Customer expectations and Customer
Satisfaction
• Business Planning (objectives setting and deployment) and
Management Review
• Training/Competency/job descriptions/ employee satisfaction
• Product Realization – program planning, Design tools
(DFMEA/DVP&R/Design Reviews); Process tools (Process
Flow/PFMEA/Control Plan/Work Instructions); Product Realization
minus ERP
• Supplier Development and Measurement System Analysis including
calibration
• Measurement including customer satisfaction, internal auditing,
processes and products, Analysis, and Continual Improvement
Processes
How Does the Enterprise Operate
in Documentation? (cont’d)
1 BMS Manual

2 Common

Customer Specific Supplier

Documentation Documentation
3 Common

Specific

4 Common

Specific

Additional Levels
- Reference Documents
- Marketing Information
- Uncontrolled documents
- CAD Drawings
- Business Metrics
- PPAP
- Customer Specific Information
- Measurement Systems
- Audit Information
Process Focus versus Department
Focus
s s e s  ­  ­    
r o c e n t s  
Customer Satisfaction Metrics P
e p a rtme e
not D erformanc
 P
Drive
General Management

Purchasing Human Design & Operations Accounting Sales

Resources Development

Process Variation Outputs

• Customers, objectives, performance
measurement and continual improvement
• Customer expectations, company objectives,
personal objectives, teams and continual
improvement
• Products, new product development, FMEAs,
control plans and work instructions
• Products, gages, and calibration and
measurement systems analysis
• Process maps, process flows, process
measurables and improvement
Customer Expectations to
Business Improvement Customer Expectations

Objectives

Result Measurable

Processes

Process Metrics

Teams

Continual Improvement
Objectives Deployment and
Employee Evaluations Customer Expectations

Objectives

Deployed Objectives
Functions/ Departments

Teams

Deployed Objectives
Personnel

Continual Improvement

Process Metrics

Performance
Measurement
 Product Linkages
Product Family Product

Program Management

Design Reviews Process Flow

DFMEA PFMEA

Characteristics

DVP&R Control Plan

Work Flow
 Product Linkages
Product Family Product

Program Management

Design Reviews Process Flow

DFMEA PFMEA

Characteristics

DVP&R Control Plan

Work Flow
 Product to Gages
Product Family

Product

Gage

Gage Type

Calibration

Performance Reports

MSA
 Focus on Improvement

• Data availability
• Data analysis
• Continual Improvement
 Data Availability
• All the data is in one place
– Types of data include
• Product data
• Process Metric data
• Process FMEA, Control Plans
• Rework and customer complaints
• Internal audit
– Personnel with authorization should be able
to access the data with a minimum of three
clicks
Integration of ERP and EwQMS

Enterprise-wide
Enterprise Quality
Resource Management
System
Planning
(EwQMS)

One integrated system

Companies need both ERP and EwQMS

 EwQMS Linkages
• Customers, objectives, performance measurement
and continual improvement
• Customer expectations, company objectives,
personal objectives, teams and continual
improvement
• Products, new product development, FMEAs, control
plans and work instructions
• Products, gages, and calibration and measurement
systems analysis
• Process maps, process flows, process measurables
and improvement
• Exchanges Data between EwQMS and legacy
systems