Apqp aiag

ADVANCEDPRODUCT QUALITY PLANNING (APQP)

AND CONTROL PLAN

Reference Manual

Issued June 1994, Second Printing February 1995 (new cover only)Copyright© 1994, © 1995

Chrysler Corporation, Ford Motor Company, and General Motors Corporation

FOREWORD

This Reference Manual and Reporting Format were developed by the Advanced ProductQuality Planning (APQP) and the Control Plan teams that were sanctioned by Chrysler, Ford,General Motors Supplier Quality Requirements Task Force.

The Task Force charter is to standardize the reference manuals, procedures, reporting formats,and technical nomenclature used by Chrysler, Ford, and General Motors in their respectivesupplier quality systems. Accordingly, this manual and format, approved and endorsed byChrysler, Ford and General Motors, should be used by suppliers implementing APQPtechniques into their design/manufacturing processes.

In the past, Chrysler, Ford, and General Motors each had their own guidelines and formats forensuring supplier APQP compliance. Differences between these guidelines and formatsresulted in additional demands on supplier resources. To improve upon this situation,Chrysler, Ford and General Motors agreed to develop and distribute this Manual. The workgroup responsible for this Manual was led by Mike Mazur of Ford Motor Company.

This manual provides general guidelines for preparing plans and checklists for ensuring thatAdvanced Product Quality Planning is in actuality carried out at the supplier. It does not givespecific instructions on how to arrive at each APQP or Control Plan entry, a task best left toeach component review team.

While these guidelines are intended to cover all situations normally occurring either in theearly planning, design phase, or process analysis, there will be questions that arise. Thesequestions should be directed to your customer’s Supplier Quality activity. If you are uncertainas to how to contact the appropriate activity, contact your buyer in your customer’s Purchasingoffice.

The Task Force gratefully acknowledges: the leadership and commitment of Vice PresidentsThomas T. Stallkamp at Chrysler, Norman F. Ehlers at Ford, and G. Richard Wagoner, Jr. ofGeneral Motors; the assistance of the AIAG in the development, production, and distributionof this manual; and the guidance of Task Force Principals Russell Jacobs (Chrysler), RadleySmith (Ford), and Dan Reid (General Motors).

This procedure is copyrighted by Chrysler, Ford and General Motors, all rights reserved, 1994.Additional copies can be ordered from AIAG 810-358-3003. Suppliers of the AutomotiveIndustry have permission to copy any forms and/or checklists.

June 1994

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ACKNOWLEDGEMENT

This document, which includes a reference manual and reporting format, represents the consensusof the members of the Advanced Product Quality Planning and Control Plan teams sanctioned bythe Chrysler, Ford, General Motors Supplier Quality Requirements Task Force. Team members,whose names appear below, wish to acknowledge the many contributions made by individualsfrom within their respective organizations, individuals without whose support and assistance thisdocument would not have been possible.

Advanced Product Quality Planning Team Members

Chrysler Ford General Motors

Robert Roush Michael A. Mazur R. Dan ReidAndy Kucharski Roderick A. Munro David L. Kraush

Suppliers

Paul Anglin ITT AutomotiveBrenda Dusek Harvard IndustriesCharles R. Dykstra Inverness CastingDonald Geis Federal Mogul CorporationAl Walton United Technologies

Control Plan Team Members

Frederick N. Baz FordBrenda Dusek Harvard IndustriesRebecca French General MotorsGary Hoyt ChryslerMary Ann Raymond Robert Bosch Corporation

Additional Assistance

Bea Anderson Chrysler

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Table of Contents

Introduction 1Product Quality Planning Responsibility Matrix 2Fundamentals of Product Quality Planning 3Product Quality Planning Timing Chart 5

1.0 Plan and Define Program 61.1 Voice of the Customer 7

1.1.1 Market Research 81.1.2 Historical Warranty and Quality Information 81.1.3 Team Experience 8

1.2 Business Plan/Marketing Strategy 91.3 Product/Process Benchmark Data 91.4 Product/Process Assumptions 91.5 Product Reliability Studies 91.6 Customer Inputs 91.7 Design Goals 101.8 Reliability And Quality Goals 101.9 Preliminary Bill of Material 101.10 Preliminary Process Flow Chart 101.11 Preliminary Listing of Special Product and Process Characteristics 101.12 Product Assurance Plan 111.13 Management Support 11

2.0 Product Design and Development 122.1 Design Failure Mode and Effects Analysis (DFMEA) 142.2 Design for Manufacturability and Assembly 142.3 Design Verification 152.4 Design Reviews 152.5 Prototype Build – Control Plan 152.6 Engineering Drawings (Including Math Data) 162.7 Engineering Specifications 162.8 Material Specifications 162.9 Drawing and Specification Changes 162.10 New Equipment, Tooling and Facilities Requirements 172.11 Special Product and Process Characteristics 172.12 Gages/Testing Equipment Requirements 172.13 Team Feasibility Commitment and Management Support 17

3.0 Process Design and Development 183.1 Packaging Standards 203.2 Product/Process Quality System Review 203.3 Process Flow Chart 203.4 Floor Plan Layout 20

TABLE OF CONTENTSPage No.

Page No.

iv

3.5 Characteristics Matrix 203.6 Process Failure Mode and Effects Analysis (PFMEA) 213.7 Pre-Launch Control Plan 213.8 Process Instructions 213.9 Measurement Systems Analysis Plan 223.10 Preliminary Process Capability Study Plan 223.11 Packaging Specifications 223.12 Management Support 22

4.0 Product and Process Validation 244.1 Production Trial Run 254.2 Measurement Systems Evaluation 264.3 Preliminary Process Capability Study 264.4 Production Part Approval 264.5 Production Validation Testing 264.6 Packaging Evaluation 274.7 Production Control Plan 274.8 Quality Planning Sign-Off and Management Support 27

5.0 Feedback, Assessment and Corrective Action 285.1 Reduced Variation 295.2 Customer Satisfaction 305.3 Delivery and Service 30

6.0 Control Plan Methodology 316.1 Table of Contents 326.2 Overview 336.3 Control Plan Column Descriptions 376.4 Process Analysis 466.5 Supplements 47

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Table of Contents

Page No.

Appendix A – Product Quality Planning Checklists 63A-1 Design FMEA Checklist 64A-2 Design Information Checklist 65A-3 New Equipment, Tooling and Test Equipment Checklist 69A-4 Product/Process Quality Checklist 71A-5 Floor Plan Checklist 75A-6 Process Flow Chart Checklist 77A-7 Process FMEA Checklist 78A-8 Control Plan Checklist 79

Appendix B – Analytical Techniques 81Assembly Build Variation Analysis 81Benchmarking 81Cause and Effect Diagram 81Characteristics Matrix 81Critical Path Method 82Design of Experiments (DOE) 82Design for Manufacturability and Assembly 82Design Verification Plan and Report (DVP&R) 83Dimensional Control Plan (DCP) 83Dynamic Control Plan (DCP) 83Mistake Proofing (Poka-Yoke) 84Process Flow Charting 84Quality Function Deployment (QFD) 84System Failure Mode and Effects Analysis (SFMEA) 85

Appendix C – Special Characteristics Symbols 87

Appendix D – Reference Material 89

Appendix E – Team Feasibility Commitment 91

Appendix F – Product Quality Planning Summary and Sign-off 93

Appendix G –Ford’s Powertrain Dynamic Control Planning 95

Appendix H –Glossary 103

Appendix I – Acronyms 107

Appendix J – Bibliography 109

Appendix K –Alphabetic Index 111

Appendix L – Forms 113

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PRODUCT QUALITY PLANNING CYCLE

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Introduction

INTRODUCTION

The purpose of this manual is to communicate to suppliers (internal and external) and subcontractors,common Product Quality Planning and Control Plan guidelines developed jointly by Chrysler, Fordand General Motors. The manual provides guidelines designed to produce a product quality planwhich will support the development of a product or service that will satisfy the customer (see Section1.6). The term “product” will be used throughout this manual and is meant as either product orservice. The term “supplier” will also be used throughout this manual and is meant to apply tosuppliers and subcontractors. Some of the expected benefits in using these guidelines are:

• A reduction in the complexity of product quality planning for the customers and suppliers.

• A means for suppliers to easily communicate product quality planning requirements tosubcontractors.

This reference manual contains guidelines that support the requirements described in the Chrysler,Ford, and General Motors Quality System Requirements.

All forms in this manual are provided as examples only. The purpose is to assist the Product QualityPlanning Team in developing the appropriate communication forms to support meeting customerrequirements, needs, and expectations.

The words “shall,” “will” and “must” indicate mandatory requirements. The word “should” indicates apreferred approach. Suppliers choosing other approaches must be able to show that their approachmeets the intent of this manual. Where the words “typical” and “examples” are used, the appropriatealternative for the particular commodity or process should be chosen.

The Product Quality Planning Cycle shown on the facing page is a graphic depiction of a typicalprogram. The various phases are sequenced to represent planned timing to execute the functionsdescribed. The purpose of the Product Quality Cycle is to emphasize:

• Up-front planning. The first three quarters of the cycle are devoted to up-front product qualityplanning through product/process validation.

• The act of implementation. The fourth quarter is the stage where the importance of evaluating theoutput serves two functions: to determine if customers are satisfied, and to support the pursuit ofcontinual improvement.

Depicting product quality planning as a cycle illustrates the never-ending pursuit of continualimprovement that can only be achieved by taking the experience in one program and applying thatacquired knowledge to the next program.

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PRODUCT QUALITY PLANNING RESPONSIBILITY MATRIX

The matrix shown below depicts the Product Quality Planning Functions for three types of suppliers.It is to assist suppliers in defining the scope of their planning responsibilities. Refer to Fundamentalsof Product Quality Planning on the next page. The matrix does not depict all the different types ofproduct quality planning relationships that could exist among suppliers, subcontractors, and customers.

*ServiceSupplier

i.e. Heat Treat,Warehousing,

Transportation,etc.

*DesignResponsible

*ManufacturingOnly

Define the Scope X X X

Plan and Define XSection 1.0

Product Design and Development XSection 2.0

Feasibility X X XSection 2.13

Process Design and Development X X XSection 3.0

Product and Process Validation X X XSection 4.0

Feedback, Assessment and Corrective Action X X XSection 5.0

Control Plan Methodology X X XSection 6.0

* Refer to the Chrysler, Ford, and General Motors Quality System Requirements introduction sectionunder “applicability” to determine the appropriate sections of the manual that apply.

FUNDAMENTALS OF PRODUCT QUALITY PLANNING

Product Quality Planning is a structured method of defining and establishing the steps necessary toassure that a product satisfies the customer. The goal of product quality planning is to facilitatecommunication with everyone involved to assure that all required steps are completed on time.Effective product quality planning depends on a company’s top management commitment to the effortrequired in achieving customer satisfaction. Some of the benefits of Product Quality Planning are:

• To direct resources to satisfy the customer.

• To promote early identification of required changes.

• To avoid late changes.

• To provide a quality product on time at the lowest cost.

The work practices, tools, and analytical techniques described in this manual are listed in a logicalsequence to make it easy to follow. Each Product Quality Plan is unique. The actual timing andsequence of execution is dependent on customer needs and expectations and/or other practical matters.The earlier a work practice, tool, and/or analytical technique can be implemented in the ProductQuality Planning Cycle, the better.

ORGANIZE THE TEAM

The supplier’s first step in Product Quality Planning is to assign responsibility to a cross functionalteam. Effective product quality planning requires the involvement of more than just the qualitydepartment. The initial team should include representatives from engineering, manufacturing, materialcontrol, purchasing, quality, sales, field service, subcontractors, and customers, as appropriate.

DEFINE THE SCOPE

It is important for the Product Quality Planning Team in the earliest stage of the product program toidentify customer needs, expectations, and requirements. At a minimum, the team must meet to:

• Select a project team leader responsible for overseeing the planning process. (In some cases it maybe advantageous to rotate the team leader during the planning cycle.)

• Define the roles and responsibilities of each area represented.

• Identify the customers - internal and external.

• Define customer requirements. (Use QFD if applicable, as referenced in Appendix B.)

• Select the disciplines, individuals, and/or subcontractors that must be added to the team, and thosenot required.

• Understand customer expectations, i.e., design, number of tests.

• Assess the feasibility of the proposed design, performance requirements and manufacturing process.

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Introduction

• Identify costs, timing, and constraints that must be considered.

• Determine assistance required from the customer.

• Identify documentation process or method.

TEAM-TO-TEAM

The Product Quality Planning Team must establish lines of communication with other customer andsupplier teams. This may include regular meetings with other teams. The extent of team-to-teamcontact is dependent upon the number of issues requiring resolution.

TRAINING

The success of a Product Quality Plan is dependent upon an effective training program thatcommunicates all the requirements and development skills to fulfill customer needs and expectations.

CUSTOMER AND SUPPLIER INVOLVEMENT

The primary customer may initiate the quality planning process with a supplier. However, the supplierhas an obligation to establish a cross functional team to manage the Product Quality Planning process.Suppliers must expect the same performance from their subcontractors.

SIMULTANEOUS ENGINEERING

Simultaneous Engineering is a process where cross functional teams strive for a common goal. Itreplaces the sequential series of phases where results are transmitted to the next area for execution.The purpose is to expedite the introduction of quality products sooner. The Product Quality PlanningTeam assures that other areas/teams plan and execute activities that support the common goal or goals.

CONTROL PLANS

Control Plans are written descriptions of the systems for controlling parts and processes. SeparateControl Plans cover three distinct phases:

• Prototype - A description of the dimensional measurements and material and performance teststhat will occur during Prototype build.

• Pre-launch - A description of the dimensional measurements and material and performance teststhat will occur after Prototype and before full Production.

• Production - A comprehensive documentation of product/process characteristics, process controls,tests, and measurement systems that will occur during mass production.

CONCERN RESOLUTION

During the planning process, the team will encounter product design and/or processing concerns.These concerns should be documented on a matrix with assigned responsibility and timing.Disciplined problem-solving methods are recommended in difficult situations. Analytical techniquesdescribed in Appendix B should be used as appropriate.

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PRODUCT QUALITY TIMING PLAN

The Product Quality Planning Team’s first order of business following organizational activities shouldbe the development of a Timing Plan. The type of product, complexity and customer expectationsshould be considered in selecting the timing elements that must be planned and charted. All teammembers should agree with each event, action, and timing. A well-organized timing chart should listtasks, assignments, and/or other events. (The Critical Path Method may be appropriate; referenceAppendix B.) Also, the chart provides the planning team with a consistent format for trackingprogress and setting meeting agendas. To facilitate status reporting, each event must have a “start” anda “completion” date with the actual point of progress recorded. Effective status reporting supportsprogram monitoring with a focus on identifying items that require special attention.

PLANS RELATIVE TO THE TIMING CHART

The success of any program depends on meeting customer needs and expectations in a timely mannerat a cost that represents value. The Product Quality Planning Timing Chart below and the ProductQuality Planning Cycle described previously require a planning team to concentrate its efforts ondefect prevention. Defect prevention is driven by Simultaneous Engineering performed by product andmanufacturing engineering activities working concurrently. Planning teams must be prepared tomodify product quality plans to meet customer expectations. The Product Quality Planning Team isresponsible for assuring that timing meets or exceeds the customer timing plan.

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Introduction

PRODUCT QUALITY PLANNING TIMING CHART

ConceptInitiation/Approval

ProgramApproval Prototype Pilot Launch

PLANNINGPLANNING

PRODUCT DESIGN AND DEV.

PROCESS DESIGN AND DEVELOPMENT

PRODUCT AND PROCESS VALIDATION

PRODUCTION

FEEDBACK ASSESSMENT AND CORRECTIVE ACTION

PLAN ANDDEFINE

PROGRAM

PRODUCTDESIGN AND

DEVELOPMENTVERIFICATION

PROCESSDESIGN AND

DEVELOPMENTVERIFICATION

PRODUCTAND PROCESS

VALIDATION

FEEDBACKASSESSMENT AND

CORRECTIVE ACTION


1.0 PLAN AND DEFINE PROGRAM

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PLANNINGPLANNING




PRODUCTION


OUTPUTS:• Design Goals

• Reliability and Quality Goals

• Preliminary Bill of Material

• Preliminary Process Flow Chart

• Preliminary Listing of Special Product and Process Characteristics

• Product Assurance Plan

• Management Support

INTRODUCTION

This section describes how to determine customer needs and expectations in order to plan and define aquality program. All work must be done with the customer in mind, providing better products andservices than the competition. The early stage of the product quality planning process is designed toassure that customer needs and expectations are clearly understood.

The inputs and outputs applicable to the process may vary according to the product process andcustomer needs and expectations. Some recommendations discussed in this section are as follows:

INPUTS

• Voice of the Customer

- Market Research

- Historical Warranty and Quality Information

- Team Experience

• Business Plan/Marketing Strategy

• Product/Process Benchmark Data

• Product/Process Assumptions

• Product Reliability Studies

• Customer Inputs

OUTPUTS (Become inputs for Section 2.0.)

• Design Goals







1.1 VOICE OF THE CUSTOMER

The “Voice of the Customer” encompasses complaints, recommendations, data and informationobtained from internal and/or external customers. Some methods for gathering this information appearin the following paragraphs.

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Plan and Define Program

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1.1.1 MARKET RESEARCH

The Product Quality Planning Team may need to obtain market research data and informationreflecting the Voice of the Customer. The following sources can assist in identifying customerconcerns/wants and translating those concerns into product and process characteristics:

• Customer interviews

• Customer questionnaires and surveys

• Market test and positioning reports

• New product quality and reliability studies

• Competitive product quality studies

• Things Gone Right (TGR) reports

1.1.2 HISTORICAL WARRANTY AND QUALITY INFORMATION

A list of historical customer concerns/wants should be prepared to assess the potential for recurrenceduring the design, manufacture, installation and use of the product. These should be considered as anextension of the other design requirements and included in the analysis of customer needs.

Many of the following items can assist the team in identifying customer concerns/wants andprioritizing appropriate resolutions.

• Things Gone Wrong (TGW) reports

• Warranty reports

• Capability indicators

• Supplier plant internal quality reports

• Problem resolution reports

• Customer plant returns and rejections

• Field return product analysis

1.1.3 TEAM EXPERIENCE

The team may use any source of any information as appropriate, including the following:

• Input from higher system level or past Quality Function Deployment (QFD) projects

• Media commentary and analysis: magazine and newspaper reports, etc.

• Customer letters and suggestions

• TGR/TGW reports

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• Dealer comments

• Fleet Operator’s comments

• Field service reports

• Internal evaluations using surrogate customers

• Road trips

• Management comments or direction

• Problems and issues reported from internal customers

• Government requirements and regulations

• Contract review

1.2 BUSINESS PLAN/MARKETING STRATEGY

The customer business plan and marketing strategy will set the framework for the product quality plan.The business plan may place constraints (e.g., timing, cost, investment, product positioning, researchand development (R&D) resources) on the team that affect the direction taken. The marketing strategywill define the target customer, the key sales points, and key competitors.

1.3 PRODUCT/PROCESS BENCHMARK DATA

The use of Benchmarking (referenced in Appendix B) will provide input to establishing product/process performance targets. Research and development may also provide benchmarks and conceptideas. One method to successful benchmarking is:

• Identify the appropriate benchmarks.

• Understand the reason for the gap between your current status and the benchmark.

• Develop a plan to either close the gap, match the benchmark, or exceed the benchmark.

1.4 PRODUCT/PROCESS ASSUMPTIONS

There will be assumptions that the product has certain features, design, or process concepts. Theseinclude technical innovations, advanced materials, reliability assessments, and new technology. Allshould be utilized as inputs.

1.5 PRODUCT RELIABILITY STUDIES

This type of data considers frequency of repair or replacement of components within designatedperiods of time and the results of long-term reliability/durability tests.

1.6 CUSTOMER INPUTS

The next users of the product can provide valuable information relating to their needs andexpectations. In addition, the next product users may have already conducted some or all of the

aforementioned reviews and studies. These inputs should be used by the customer and/or supplier todevelop agreed upon measures of customer satisfaction.

1.7 DESIGN GOALS

Design goals are a translation of the Voice of the Customer into tentative and measurable designobjectives. The proper selection of Design Goals assures that the Voice of the Customer is not lost insubsequent design activity.

1.8 RELIABILITY AND QUALITY GOALS

Reliability goals are established based on customer wants and expectations, program objectives, andreliability benchmarks. Examples of customer wants and expectations could be no safety failures orserviceability. Some reliability benchmarks could be competitor product reliability, consumer reports,or frequency of repair over a set time period. Overall reliability goals should be expressed in terms ofprobability and confidence limits. Quality goals are targets based on continual improvement. Someexamples are parts per million, defect levels, or scrap reduction.

1.9 PRELIMINARY BILL OF MATERIAL

The team should establish a preliminary bill of material based on product/process assumptions andinclude an early subcontractor list. In order to identify the preliminary special product/processcharacteristics it is necessary to have selected the appropriate design and manufacturing process.

1.10 PRELIMINARY PROCESS FLOW CHART

The anticipated manufacturing process should be described using a process flow chart developed fromthe preliminary bill of material and product/process assumptions.

1.11 PRELIMINARY LISTING OF SPECIAL PRODUCT AND PROCESSCHARACTERISTICS

Special product and process characteristics are identified by the customer in addition to those selectedby the supplier through knowledge of the product and process. At this stage, the team should assurethat a preliminary list of special product and process characteristics resulting from the analysis of theinputs pertaining to customer needs and expectations is developed. This listing could be developedfrom but is not limited to the following:

• Product assumptions based on the analysis of customer needs and expectations.

• Identification of reliability goals/requirements.

• Identification of special process characteristics from the anticipated manufacturing process.

• Similar part FMEAs.

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1.12 PRODUCT ASSURANCE PLAN

The Product Assurance Plan translates design goals into design requirements. The amount of effortdevoted to the Product Assurance Plan by the Product Quality Planning Team depends on the customerneeds, expectations, and requirements. This manual does not prescribe a method for preparing aProduct Assurance Plan. The Product Assurance Plan can be developed in any understandable formatand should include, but is not limited to the following actions:

• Outlining of program requirements.

• Identification of reliability, durability, and apportionment/allocation goals and/or requirements.

• Assessment of new technology, complexity, materials, application, environment, packaging,service, and manufacturing requirements, or any other factor that may place the program at risk.

• Development of Failure Mode Analysis (FMA) (referenced in Appendix H).

• Development of preliminary engineering standards requirements.

The Product Assurance Plan is an important part of the Product Quality Plan.

1.13 MANAGEMENT SUPPORT

One of the keys to the Product Quality Planning Team’s success is the interest, commitment andsupport of upper management. The team should update management at the conclusion of everyproduct quality planning phase to maintain their interest, plus reinforce their commitment and support.Updates and/or requests for assistance can occur more frequently as the team requires. The updatesshould be formal with the opportunity for questions and answers. A functional goal of the ProductQuality Planning Team is to maintain management support by demonstrating that all planningrequirements have been met and/or concerns documented and scheduled for resolution. Participationby management in product quality planning meetings is vital to ensuring the success of the program.

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2.0 PRODUCT DESIGN AND DEVELOPMENT

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PLANNINGPLANNING




PRODUCTION


OUTPUTS BY DESIGNRESPONSIBLE ACTIVITY

• Design Failure Mode and EffectsAnalysis (DFMEA)

• Design For Manufacturabilityand Assembly

• Design Verification

• Design Reviews

• Prototype Build

• Engineering Drawings(Including Math Data)

• Engineering Specifications

• Material Specifications

• Drawing and Specification Changes

OUTPUTS BY ADVANCED PRODUCTQUALITY PLANNING TEAM

• New Equipment, Tooling andFacilities Requirements

• Special Productand Process Characteristics

• Prototype Control Plan

• Gages/Testing Equipment Requirements

• Team Feasibility Commitment &Management Support

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Product Design and Development

INTRODUCTION

This section discusses the elements of the planning process during which design features andcharacteristics are developed into a near final form. The Product Quality Planning Team shouldconsider all design factors in the planning process even if the design is owned by the customer orshared. The steps include prototype build to verify that the product or service meets the objectives ofthe Voice of the Customer. A feasible design must permit meeting production volumes and schedules,and be consistent with the ability to meet engineering requirements, along with quality, reliability,investment cost, weight, unit cost and timing objectives. Although feasibility studies and control plansare primarily based on engineering drawings and specification requirements, valuable information canbe derived from the analytical tools described in this section to further define and prioritize thecharacteristics that may need special product and process controls.

In this section, the Product Quality Planning Process is designed to assure a comprehensive and criticalreview of engineering requirements and other related technical information. At this stage of theprocess, a preliminary feasibility analysis will be made to assess the potential problems that couldoccur during manufacturing.

The inputs and outputs applicable to this section are as follows:

INPUTS (Derived from the outputs of Section 1.0)

• Design Goals







OUTPUTS BY DESIGN RESPONSIBLE ACTIVITY (Become inputs for Section 3.0)

• Design Failure Mode and Effects Analysis (DFMEA)

• Design for Manufacturability and Assembly


• Design Reviews

• Prototype Build - Control Plan

• Engineering Drawings (Including Math Data)


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OUTPUTS BY PRODUCT QUALITY PLANNING TEAM (Becomes Inputs for Section 3.0)

• New Equipment, Tooling and Facilities Requirements

• Special Product and Process Characteristics


• Team Feasibility Commitment and Management Support

2.1 DESIGN FAILURE MODE AND EFFECTS ANALYSIS (DFMEA)

The DFMEA is a disciplined analytical technique that assesses the probability of failure as well as theeffect of such failure. A form of DFMEA is a Systems Failure Mode and Effects Analysis (SFMEA).A DFMEA is a living document continually updated as customer needs and expectations require.Preparing the DFMEA provides the team an opportunity to review the previously selected product andprocess characteristics and make necessary additions, changes, and deletions. The Chrysler, Ford andGeneral Motors Potential Failure Mode and Effects Analysis reference manual should be used for theacceptable method of preparing a DFMEA. The Design FMEA Checklist in Appendix A-1 should alsobe reviewed to assure that the appropriate design characteristics have been considered.

2.2 DESIGN FOR MANUFACTURABILITY AND ASSEMBLY

Design for Manufacturability and Assembly is a Simultaneous Engineering process designed tooptimize the relationship between design function, manufacturability, and ease of assembly. The scopeof customer needs and expectations defined in Section 1.0 will determine the extent of the supplier’sProduct Quality Planning Team involvement in this activity. This manual does not include or refer to aformal method of preparing a Design for Manufacturability and Assembly Plan. At a minimum, theitems listed here should be considered by the Product Quality Planning Team:

• Design, concept, function, and sensitivity to manufacturing variation

• Manufacturing and/or assembly process

• Dimensional tolerances

• Performance requirements

• Number of components

• Process adjustments

• Material Handling

The Product Quality Planning Team’s knowledge, experience, the product/process, governmentregulations, and service requirements may require other factors to be considered.

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2.3 DESIGN VERIFICATION

Design Verification verifies that the product design meets the customer requirements derived from theactivities described in Section 1.0.

2.4 DESIGN REVIEWS

Design Reviews are regularly scheduled meetings led by the supplier’s design engineering activity andmust include other affected areas. The Design Review is an effective method to prevent problems andmisunderstandings; it also provides a mechanism to monitor progress and report to management.

Design Reviews are a series of verification activities that are more than an engineering inspection. Ata minimum Design Reviews should include evaluation of:

• Design/Functional requirement(s) considerations

• Formal reliability and confidence goals

• Component/subsystem/system duty cycles

• Computer simulation and bench test results

• DFMEA(s)

• Review of the Design For Manufacturability and Assembly effort

• Design Of Experiments (DOE) and assembly build variation results (Refer to Appendix B.)

• Test failures

• Design Verification progress

A major function of Design Reviews is the tracking of design verification progress. The suppliershould track design verification progress through the use of a plan and report format, referred to asDesign Verification Plan and Report (DVP&R) by Chrysler and Ford. The plan and report is a formalmethod to assure:

• Design verification

• Product and process validation of components and assemblies through the application of acomprehensive test plan and report.

The Product Quality Planning Team is not limited to the items listed. The team should consider anduse as appropriate, the analytical techniques listed in Appendix B.

2.5 PROTOTYPE BUILD - CONTROL PLAN

Prototype Control Plans are a description of the dimensional measurements and material andfunctional tests that will occur during prototype build. The Product Quality Planning Team shouldensure that a prototype control plan is prepared. Control plan methodology is described in Section 6.A Control Plan Checklist is provided in both Appendix A-8 and Section 6 to assist in the preparation ofthe prototype control plan.

The manufacture of prototype parts provides an excellent opportunity for the team and the customer toevaluate how well the product or service meets Voice of the Customer objectives. All prototypes thatare the Product Quality Planning Team’s responsibility should be reviewed to:

• Assure that the product or service meets specification and report data as required.

• Ensure that particular attention has been given to special product and process characteristics.

• Use data and experience to establish preliminary process parameters and packaging requirements.

• Communicate any concerns, deviations, and/or cost impact to the customer.

2.6 ENGINEERING DRAWINGS (Including Math Data)

Customer designs do not preclude the planning team’s responsibility to review engineering drawings inthe following manner. Engineering drawings may include special (governmental regulatory and safety)characteristics that must be shown on the control plan. When customer engineering drawings arenonexistent, the controlling drawings should be reviewed by the planning team to determine whichcharacteristics affect fit, function, durability and/or governmental regulatory safety requirements.

Drawings should be reviewed to determine if there is sufficient information for a dimensional layout ofthe individual parts. Control or datum surfaces/locators should be clearly identified so that appropriatefunctional gages and equipment can be designed for ongoing controls. Dimensions should beevaluated to assure feasibility and compatibility with industry manufacturing and measuring standards.If appropriate, the team should assure that math data is compatible with the customer’s system foreffective two-way communications.

2.7 ENGINEERING SPECIFICATIONS

A detailed review and understanding of the controlling specifications will help the Product QualityPlanning Team to identify the functional, durability and appearance requirements of the subjectcomponent or assembly. Sample size, frequency, and acceptance criteria of these parameters aregenerally defined in the in-process test section of the Engineering Specification. Otherwise, thesample size and frequency are to be determined by the supplier and listed in the control plan. In eithercase, the supplier should determine which characteristics affect or control the results that fulfillmeeting functional, durability, and appearance requirements.

2.8 MATERIAL SPECIFICATIONS

In addition to drawings and performance specifications, material specifications should be reviewed forSpecial Characteristics relating to physical properties, performance, environmental, handling, andstorage requirements. These characteristics should also be included in the control plan.

2.9 DRAWING AND SPECIFICATION CHANGES

Where drawing and specification changes are required, the team must ensure that the changes arepromptly communicated and properly documented to all affected areas.

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2.10 NEW EQUIPMENT, TOOLING AND FACILITIES REQUIREMENTS

The DFMEA, Product Assurance Plan and/or Design Reviews may identify new equipment andfacilities requirements. The Product Quality Planning Team should address these requirements byadding the items to the Timing Chart. The team should ensure that the new equipment and tooling iscapable and delivered on time. Facilities progress should be monitored to assure completion to surpassplanned production tryout. Refer to the New Equipment, Tooling and Test Equipment Checklist inAppendix A-3.

2.11 SPECIAL PRODUCT AND PROCESS CHARACTERISTICS

In the stage of quality planning described in Section 1.0, the team identified preliminary specialproduct and process characteristics resulting from understanding the Voice of the Customer. TheProduct Quality Planning Team should build on this listing and reach consensus during the review anddevelopment of design features through the evaluation of the technical information. Appendix Ccontains a table describing the symbols Chrysler, Ford and General Motors use to denote SpecialCharacteristics. The consensus is to be documented on the appropriate Control Plan. The Control PlanSpecial Characteristics and Data Point Coordinates forms referenced in Section 6, Supplements K andL, are recommended methods to document and update Special Characteristics, as required, to supportthe Prototype, Pre-Launch, and Production Control Plans. The supplier can use any form thataccomplishes the same documentation requirement. Customers may have unique approvalrequirements. Refer to Chrysler, Ford, and General Motors Quality System Requirements, Section IIIfor details.

2.12 GAGES/TESTING EQUIPMENT REQUIREMENTS

Gages/testing equipment requirements may also be identified at this time. The Product QualityPlanning Team should add these requirements to the Timing Chart. Progress will then be monitored toassure that required timing is met.

2.13 TEAM FEASIBILITY COMMITMENT AND MANAGEMENT SUPPORT

The Product Quality Planning Team must assess the feasibility of the proposed design at this time.Customer design ownership does not preclude the supplier’s obligation to assess design feasibility. Theteam must be satisfied that the proposed design can be manufactured, assembled, tested, packaged, anddelivered in sufficient quantity, at an acceptable cost to the customer on schedule. The DesignInformation Checklist in Appendix A-2 allows the team to review its efforts in this section and makean evaluation of its effectiveness. This checklist will also serve as a basis for the open issues discussedin the Team Feasibility Commitment, Appendix E. The team consensus that the proposed design isfeasible should be documented along with all open issues that require resolution and presented tomanagement for their support. The Team Feasibility Commitment form shown in Appendix E is anexample of the type of written record recommended.

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3.0 PROCESS DESIGN AND DEVELOPMENT



PLANNINGPLANNING




PRODUCTION


OUTPUTS:

• Packaging Standards

• Product/Process QualitySystem Review

• Process Flow Chart

• Floor Plan Layout

• Characteristics Matrix

• PFMEA

• Pre-Launch Control Plan

• Process Instructions

• Measurement SystemsAnalysis Plan

• Preliminary Process CapabilityStudy Plan

• Packaging Specifications


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Process Design and Development

INTRODUCTION

This section discusses the major features of developing a manufacturing system and its related controlplans to achieve quality products. The tasks to be accomplished at this step of the product qualityplanning process depend upon the successful completion of the prior stages contained in the first twosections. This next step is designed to ensure the comprehensive development of an effectivemanufacturing system. The manufacturing system must assure that customer requirements, needs andexpectations are met.

The inputs and outputs applicable to the process step in this section are as follows:

INPUTS (Derived from the outputs of Section 2.0.)

• Design Failure Mode and Effects Analysis (DFMEA)

• Design for Manufacturability and Assembly


• Design Reviews

• Prototype Build - Control Plan

• Engineering Drawings (Including Math Data)




• New Equipment, Tooling and Facilities Requirements

• Special Product and Process Characteristics


• Team Feasibility Commitment and Management Support

OUTPUTS (Become inputs for Section 4.0.)


• Product/Process Quality System Review




• Process Failure Mode and Effects Analysis (PFMEA)



• Measurement Systems Analysis Plan

• Preliminary Process Capability Study Plan



3.1 PACKAGING STANDARDS

The customer will usually have packaging standards that should be incorporated into any packagingspecifications for the product. If none are provided, the packaging design should ensure productintegrity at point of use.

3.2 PRODUCT/PROCESS QUALITY SYSTEM REVIEW

The Product Quality Planning Team should review the manufacturing location’s Quality SystemManual. Any additional controls and/or procedural changes required to produce the product should beupdated in the Quality System Manual and should also be included in the manufacturing control plan.This is an opportunity for the Product Quality Planning Team to improve the existing quality systembased on customer input, team expertise, and previous experience. The Product/Process QualityChecklist provided in Appendix A-4 can be used by the Product Quality Planning Team to assist in itsevaluation.

3.3 PROCESS FLOW CHART

The process flow chart is a schematic representation of the current or proposed process flow. It can be usedto analyze sources of variations of machines, materials, methods, and manpower from the beginning to endof a manufacturing or assembly process. It is used to emphasize the impact of sources of variation on theprocess. The flow chart helps to analyze the total process rather than individual steps in the process. Theflow chart assists the Product Quality Planning Team to focus on the process when conducting the PFMEAand designing the Control Plan. The Process Flow Chart Checklist in Appendix A-6 can be used by theProduct Quality Planning Team to assist in its evaluation.

3.4 FLOOR PLAN LAYOUT

The floor plan should be developed and reviewed to determine the acceptability of inspection points,control chart location, applicability of visual aids, interim repair stations, and storage areas to containdefective material. All material flow should be keyed to the process flow chart and control plan. TheFloor Plan Checklist in Appendix A-5 can be used by the Product Quality Planning Team to assist in itsevaluation.

3.5 CHARACTERISTICS MATRIX

A characteristics matrix is a recommended analytical technique for displaying the relationship betweenprocess parameters and manufacturing stations. See Analytical Techniques in Appendix B for furtherdetail.

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3.6 PROCESS FAILURE MODE AND EFFECTS ANALYSIS

A PFMEA should be conducted during product quality planning and before beginning production. Itis a disciplined review and analysis of a new/revised process and is conducted to anticipate, resolve, ormonitor potential process problems for a new/revised product program. A PFMEA is a livingdocument and needs to be reviewed and updated as new failure modes are discovered.

For further information on the creation and maintenance of PFMEAs refer to Chrysler, Ford andGeneral Motors Potential Failure Mode and Effects Analysis (FMEA) reference manual. The ProcessFMEA Checklist in Appendix A-7 can be used by the Product Quality Planning Team to assist in itsevaluation.

3.7 PRE-LAUNCH CONTROL PLAN

Pre-launch Control Plans are a description of the dimensional measurements and material andfunctional tests that will occur after prototype and before full production. The pre-launch control planshould include additional product/process controls to be implemented until the production process isvalidated. The purpose of the pre-launch control plan is to contain potential nonconformances duringor prior to initial production runs. Examples are:

• More frequent inspection

• More in-process and final check points

• Statistical evaluations

• Increased audits

For further information on the creation and maintenance of control plans refer to Section 6. TheControl Plan Checklist in Appendix A-8 can be used by the Product Quality Planning Team to assist inits evaluation.

3.8 PROCESS INSTRUCTIONS

The Product Quality Planning Team should ensure that understandable process instructions providesufficient detail for all operating personnel who have direct responsibility for the operation of theprocesses. These instructions should be developed from the following sources:

• FMEAs

• Control plan(s)

• Engineering drawings, performance specifications, material specifications, visual standards andindustry standards

• Process flow chart

• Floor plan layout

• Characteristics matrix

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• Process parameters

• Producer expertise and knowledge of the processes and products

• Handling requirements

• Operators of the Process

The process instructions for standard operating procedures should be posted and should include set-upparameters such as: machine speeds, feeds, cycle times, etc., and should be accessible to the operatorsand supervisors. Additional information for process instruction preparation can be found in theChrysler, Ford, and General Motors Quality System Requirements.

3.9 MEASUREMENT SYSTEMS ANALYSIS PLAN

The Product Quality Planning Team should ensure that a plan to accomplish the required measurementsystems analysis is developed. This plan should include, at a minimum, the responsibility to ensuregage linearity, accuracy, repeatability, reproducibility, and correlation for duplicate gages. Refer to theChrysler, Ford, and General Motors Measurement Systems Analysis Reference Manual.

3.10 PRELIMINARY PROCESS CAPABILITY STUDY PLAN

The Product Quality Planning Team should ensure the development of a preliminary process capabilityplan. The characteristics identified in the control plan will serve as the basis for the preliminaryprocess capability study plan. Reference the Chrysler, Ford, and General Motors Production PartApproval Process manual and Chrysler, Ford, and General Motors Fundamental Statistical ProcessControl Reference Manual for further definition.

3.11 PACKAGING SPECIFICATIONS

The Product Quality Planning Team should ensure that individual product packaging (includinginterior partitions) is designed and developed. Customer packaging standards or generic packagingrequirements should be used when appropriate. In all cases the packaging design must assure that theproduct performance and characteristics will remain unchanged during packing, transit, andunpacking. The packaging should have compatibility with all material handling equipment includingrobots.

3.12 MANAGEMENT SUPPORT

The Product Quality Planning Team is required to schedule the formal review designed to reinforcemanagement commitment at the conclusion of the process design and development phase. Thepurpose of this review is to inform upper management of program status and gain their commitment toassist in resolution of any open issues.

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4.0 PRODUCT AND PROCESS VALIDATION



PLANNINGPLANNING




PRODUCTION


OUTPUTS:

• Production Trial Run

• Measurement Systems Evaluation

• Preliminary Process Capability Study

• Production Part Approval

• Production Validation Testing

• Packaging Evaluation

• Production Control Plan

• Quality Planning Sign-Off and Management Support

INTRODUCTION

This section discusses the major features of validating the manufacturing process through anevaluation of a production trial run. During a production trial run, the Product Quality Planning Teamshould validate that the control plan and process flow chart are being followed and the products meetcustomer requirements. Additional concerns should be identified for investigation and resolution priorto regular production runs.

The inputs and outputs applicable to the process steps in this section are as follows:



• Product/Process Quality System Review




• Process Failure Mode and Effects Analysis (PFMEA)



• Measurement Systems Analysis Plan

• Preliminary Process Capability Study Plan



OUTPUTS (Become inputs for Section 5.0)









4.1 PRODUCTION TRIAL RUN

The production trial run must be conducted using production tooling, equipment, environment(including production operators), facility, and cycle time. The validation of the effectiveness of the

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Product and Process Validation

manufacturing process begins with the production trial run. The minimum quantity for a productiontrial run is usually set by the customer but can be exceeded by the Product Quality Planning Team.Output of the production trial run (product) is used for:

• Preliminary process capability study

• Measurement systems evaluation

• Final feasibility

• Process review

• Production validation testing

• Production part approval

• Packaging evaluation

• First time capability (FTC)

• Quality planning sign-off

4.2 MEASUREMENT SYSTEMS EVALUATION

The specified measurement devices and methods should be used to check the control plan identifiedcharacteristics to engineering specification and be subjected to measurement system evaluation duringor prior to the production trial run. Refer to the Chrysler, Ford, and General Motors MeasurementSystems Analysis Reference Manual.

4.3 PRELIMINARY PROCESS CAPABILITY STUDY

The preliminary process capability study should be performed on characteristics identified in thecontrol plan. The study provides an assessment of the readiness of the process for production. Referto the Chrysler, Ford, and General Motors Production Part Approval Process reference manual andChrysler, Ford, and General Motors Fundamental Statistical Process Control Reference Manual fordetails concerning the preliminary process capability study.

4.4 PRODUCTION PART APPROVAL

The intent of production part approval is to validate that products made from production tools andprocesses meet engineering requirements. Refer to the Chrysler, Ford, and General Motors ProductionPart Approval Process reference manual.

4.5 PRODUCTION VALIDATION TESTING

Production validation testing refers to engineering tests that validate that products made fromproduction tools and processes meet engineering standards. Refer to the Chrysler, Ford, and GeneralMotors Quality System Requirements for specific requirements.

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4.6 PACKAGING EVALUATION

All test shipments (where feasible) and test methods must assess the protection of the product fromnormal transportation damage and adverse environmental factors. Customer-specified packaging doesnot preclude the Product Quality Planning Team involvement in evaluating the packaging method.

4.7 PRODUCTION CONTROL PLAN

The production control plan is a written description of the systems for controlling parts and processes.The production control plan is a living document and should be updated to reflect the addition/deletionof controls based on experience gained by producing parts. (Approval of the procuring organization(s)may be required.) The production control plan is a logical extension of the pre-launch control plan.Mass production provides the producer the opportunity to evaluate output, review the control plan andmake appropriate changes. Section 6 and Appendix A-8 present Control Plan Methodology and achecklist to assist the producer in this review. There can be other types of control plans. An exampleis the Ford Dynamic Control Plan (DCP) described in Appendix B and detailed in Appendix G.

4.8 QUALITY PLANNING SIGN-OFF AND MANAGEMENT SUPPORT

The Product Quality Planning Team should ensure that all control plans and process flow charts arebeing followed. It is suggested that the Product Quality Planning Team performs its review at themanufacturing location(s) and coordinates a formal sign-off. A review of the following items prior tofirst production shipment is required:

• Control Plans. Control plans should exist and be available at all times for all affected operations.

• Process Instructions. Verify that these documents contain all the Special Characteristics specifiedin the control plan and that all PFMEA recommendations have been addressed. Compare theprocess instructions and process flow chart to the control plan.

• Gage and Test Equipment. Where special gages, fixtures, or test equipment are required per thecontrol plan, verify gage repeatability and reproducibility (GR&R) and proper usage. (Refer toAppendix D for Measurement Systems Analysis reference manual information.)

Management support is necessary prior to the quality planning sign-off. The team should be able toshow that all planning requirements are met or concerns documented and schedule a managementreview. The purpose of this review is to inform upper management of program status and gain theircommitment to assist in any open issues. The Product Quality Planning Summary and Sign-Off reportshown in Appendix F is an example of the documentation required to support an effective qualityplanning sign-off.

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Product and Process Validation

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5.0 FEEDBACK, ASSESSMENT AND CORRECTIVE ACTION



PLANNINGPLANNING




PRODUCTION


OUTPUTS:

• Reduced Variation

• Customer Satisfaction

• Delivery and Service

INTRODUCTION

Quality planning does not end with process validation and installation. It is the componentmanufacturing stage where output can be evaluated when all special and common causes of variationare present. This is also the time to evaluate the effectiveness of the product quality planning effort.The production control plan is the basis for evaluating product or service at this stage. Variable andattribute data must be evaluated. Appropriate actions as described in the Chrysler, Ford, and GeneralMotors Fundamental Statistical Process Control Reference Manual must be taken. It is the obligationof all suppliers to meet customer requirements on all characteristics. Special Characteristics mustmeet the indices specified by the customer.

The inputs and outputs applicable to the process step in this section are as follows:










OUTPUTS

• Reduced Variation

• Customer Satisfaction

• Delivery and Service

5.1 REDUCED VARIATION

Control charts and other statistical techniques should be used as tools to identify process variation.Analysis and corrective actions should be used to reduce variation. Continual improvement requiresattention not only to the special causes of variation but understanding common causes and seekingways to reduce these sources of variation. Proposals should be developed including costs, timing, andanticipated improvement for customer review. Often the reduction or elimination of a common causeresults in lower costs. Suppliers should not be reluctant to prepare proposals based on value analysis,reduction of variation, etc. The decision to implement, negotiate, or progress to the next product

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Feedback, Assessment and Corrective Action

design level is the customer’s prerogative. Refer to the Chrysler, Ford, and General MotorsFundamental Statistical Process Control Reference Manual for details on long-term capability, specialand common causes of variation.

5.2 CUSTOMER SATISFACTION

Detailed planning activities and demonstrated process capability of a product or service do not alwaysguarantee customer satisfaction. The product or service must perform in the customer environment.The product usage stage requires supplier participation. It is in this stage where the most can belearned by both the supplier and customer. The effectiveness of the Product Quality Planning effortscan be evaluated in this stage. The supplier and customer must be partners in making the changesnecessary to correct deficiencies to achieve customer satisfaction.

5.3 DELIVERY AND SERVICE

The delivery and service stage of quality planning continues the supplier/customer partnership insolving problems and continual improvement. The customer’s replacement parts and serviceoperations always merit the same consideration in quality, cost, and delivery. Failure to correct aproblem the first time always damages the supplier’s reputation and customer partnership. It isimportant that both supplier and customer listen to the Voice of the Customer.

The experience gained in this stage provides the customer and supplier with the necessary knowledgeto recommend price reductions achieved by reducing process, inventory, and quality costs and toprovide the right component or system for the next product.

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Control Plan Methodology

6.0 CONTROL PLAN METHODOLOGY

Control Plan NumberPrototype ProductionPre-launch

Part Number/Latest Change Level

Part Name/Description

Supplier/Plant Supplier Code

Core Team

Supplier/Plant Approval/Date

Other Approval/Date (If Req’d)

Key Contact/Phone

Customer Engineering Approval/Date (If Req’d)

Customer Quality Approval/Date (If Req’d)

Other Approval/Date (If Req’d)

Date (Orig.) Date (Rev.)

Part/ProcessNumber

Machine,Device,

Jig, ToolsFor Mfg.

Process Name/Operation

Description

Characteristics Methods

No. Product Process

SpecialChar.Class.

Product/ProcessSpecification/

Tolerance

Evaluation/Measurement

Technique

Sample

Size Freq.

Control Method Reaction Plan

Page ofCONTROL PLAN

6.2 Overview 33

6.3 Control Plan Column Descriptions 371) Prototype, Pre-Launch, Production 372) Control Plan Number 373) Part Number/Latest Change Level 374) Part Name/Description 375) Supplier/Plant 376) Supplier Code 377) Key Contact/Phone 378) Core Team 379) Supplier/Plant Approval/Date 3710) Date (Orig.) 3911) Date (Rev.) 3912) Customer Engineering Approval/Date 3913) Customer Quality Approval/Date 3914) Other Approval/Date 3915) Part/Process Number 3916) Process Name/Operation Description 3917) Machine, Device, Jig, Tools for Manufacturing 39Characteristics 3918) Number 3919) Product 4120) Process 4121) Special Characteristic Classification 41Methods 4322) Product/Process Specification/Tolerance 4323) Evaluation/Measurement Technique 4324) Sample Size/Frequency 4325) Control Method 4326) Reaction Plan 45

6.4 Process Analysis 46

6.5 Supplements 47A) Equipment: Set-Up Dominant Process Control Plan Example 47B) Equipment: Machine Dominant Process Control Plan Example 48C) Equipment: Fixture/Pallet Dominant Process Control Plan Example 49D) Equipment: Tooling Dominant Process Control Plan Example 50E) People: Operator Dominant Process Control Plan Example 52F) Material: Material or Component Dominant Process Control Plan Example 53G) Methods: Preventative Maintenance Dominant Process Control Plan Example 54H) Environment: Climate Dominant Process Control Plan Example 55I) Control Plan Form 56J) Control Plan Checklist 57K) Control Plan Special Characteristics Worksheet 59L) Data Point Coordinates 61

Page No.

6.1 TABLE OF CONTENTS

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6.2 OVERVIEW

The purpose of this Control Plan methodology is to aid in the manufacture of quality productsaccording to customer requirements. It does this by providing a structured approach for the design,selection and implementation of value-added control methods for the total system. Control Plansprovide a written summary description of the systems used in minimizing process and productvariation. The intent of the Control Plan form displayed in this section is to provide an example ofhow this information can be documented. An alternate format may be used as long as it contains thesame information, as a minimum. The Control Plan does not replace the information contained indetailed operator instructions. This methodology is applicable to a wide range of manufacturingprocesses and technologies. The Control Plan is an integral part of an overall quality process and is tobe utilized as a living document. Therefore this section should be used in conjunction with otherrelated documents.

An important phase of the process for quality planning is the development of a Control Plan. AControl Plan is a written description of the system for controlling parts and processes. A singleControl Plan may apply to a group or family of products that are produced by the same process at thesame source. Sketches, as necessary, may be attached to the Control Plan for illustration purposes. Insupport of a Control Plan, process monitoring instructions should be defined and used continually.

In effect, the Control Plan describes the actions that are required at each phase of the process includingreceiving, in-process, out-going, and periodic requirements to assure that all process outputs will be ina state of control. During regular production runs, the Control Plan provides the process monitoringand control methods that will be used to control characteristics. Since processes are expected to becontinually updated and improved, the Control Plan reflects a strategy that is responsive to thesechanging process conditions.

The Control Plan is maintained and used throughout the product life cycle. Early in the product lifecycle its primary purpose is to document and communicate the initial plan for process control.Subsequently, it guides manufacturing in how to control the process and ensure product quality.Ultimately, the Control Plan remains a living document, reflecting the current methods of control, andmeasurement systems used. The Control Plan is updated as measurement systems and control methodsare evaluated and improved.

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For process control and improvement to be effective, a basic understanding of the process must beobtained. A multi-disciplined team is established to develop the Control Plan by utilizing all theavailable information to gain a better understanding of the process, such as:

• Process Flow Diagram

• System/Design/Process Failure Mode and Effects Analysis

• Special Characteristics

• Lessons Learned from Similar Parts

• Team’s Knowledge of the Process

• Design Reviews

• Optimization Methods (e.g., QFD, DOE, etc.)

The benefits of developing and implementing a Control Plan include:

Quality: The Control Plan methodology reduces waste and improves the qualityof products during design, manufacturing, and assembly. This structureddiscipline provides a thorough evaluation of the product and process.Control Plans identify process characteristics and help to identify theirsources of variation (input variables), which cause variation in productcharacteristics (output variables).

Customer Satisfaction: Control Plans focus resources on processes and products related tocharacteristics that are important to the customer. The proper allocationof resources on these major items helps to reduce costs withoutsacrificing quality.

Communication: As a living document the Control Plan identifies and communicateschanges in the product/process characteristics, control method, andcharacteristic measurement.

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Indicate the appropriate category.• Prototype - A description of the dimensional

measurements material and performance testsoccurring during Prototype build.

• Pre-Launch - A description of the dimensionalmeasurements, material and performance teststhat will occur after Prototype and before normalProduction.

• Production - A comprehensive documentation ofproduct/process characteristics, process controls,tests, and measurement systems occurringduring normal production.

Enter the control plan document number usedfor tracking, if applicable. For multiple controlpages, enter page number (page___of___).

Enter the number of the system, subsystem or componentbeing controlled. When applicable, enter the latest engineeringchange level and/or issue date from the drawing specification.

Enter the name and description of the product/processbeing controlled.

Enter the name of the company and the appropriatedivision/plant/department preparing the control plan.

Enter the identification number (Duns, Z-Code, GSDB...)as requested by the procuring organization.

Enter the name and telephone number of the primary contactresponsible for the control plan.

Enter the name(s) and telephone number(s) of theindividual(s) responsible for preparing the ControlPlan to the latest revision. It is recommendedthat all of the team members’ names, phone numbers,and locations be included on an attached distribution list.

Obtain the responsible manufacturing plant approval (if required).

6.3 CONTROL PLAN COLUMN DESCRIPTIONS

1) PROTOTYPE,PRE-LAUNCH,PRODUCTION

2) CONTROL PLANNUMBER

3) PART NUMBERLATEST CHANGELEVEL

4) PART NAME/DESCRIPTION

5) SUPPLIER/PLANT

6) SUPPLIER CODE

7) KEY CONTACT/PHONE

8) CORE TEAM

9) SUPPLIER/PLANT

APPROVAL/DATE

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Enter the date that the original control plan was compiled.

Enter the date of the latest Control Plan updates.

Obtain the responsible engineering approval (if required).

Obtain the responsible supplier quality representativeapproval (if required).

Obtain any other agreed upon approval (if required).

This item number is usually referenced fromthe Process Flow Chart. If multiple part numbersexist (assembly), list the individual part numbersand their processes accordingly.

All steps in the manufacturing of a system,subsystem, or component are described in aprocess flow diagram. Identify the process/operationname from the flow diagram that best describesthe activity being addressed.

For each operation that is described, identify theprocessing equipment, e.g., machine, device, jig,or other tools for manufacturing, as appropriate.

10) DATE (ORIG.)

11) DATE (REV.)

12) CUSTOMERENGINEERINGAPPROVAL/DATE

13) CUSTOMERQUALITYAPPROVAL/DATE

14) OTHERAPPROVAL/DATE

15) PART/PROCESSNUMBER

16) PROCESS NAME/OPERATIONDESCRIPTION

17) MACHINE, DEVICE,JIG, TOOLS FORMANUFACTURING

CHARACTERISTICS A distinguishing feature, dimension or property of a process or itsoutput (product) on which variable or attribute data can be collected. Use visual aids where applicable.

Enter a cross reference number from all applicable documentssuch as, but not limited to, process flow diagram, numberedblue print, FMEAs, and sketches (computer generated orotherwise), if required.Optional example work sheets and explanation of thesework sheets are located in Supplements K and L of this section.

18) NUMBER

-40-

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

er

Mac

hine

, Dev

ice,

Jig,

Too

lsFo

r M

fg.

Pro

cess

Nam

e/O

per

atio

nD

escr

iptio

n

Cha

ract

eris

tics

Met

hod

s

No.

Pro

duc

tP

roce

ss

Sp

ecia

lC

har.

Cla

ss.

Pro

duc

t/P

roce

ssS

pec

ifica

tion/

Tole

ranc

e

Eva

luat

ion/

Mea

sure

men

tTe

chni

que

Sam

ple

Siz

eFr

eq.

Con

trol

Met

hod

Rea

ctio

n P

lan

Pag

e

of

CO

NT

RO

L P

LAN

1

2 3 4 5

7 8 9 146

10 12 13 14

11

1516

1718

1920

2122

23

24

2526

-41-


Product Characteristics are the features orproperties of a part, component or assembly thatare described on drawings or other primary engineeringinformation. The Core Team should identifythe Special Product Characteristics thatare a compilation of important Product Characteristicsfrom all sources. All Special Characteristics mustbe listed on the Control Plan. In addition, themanufacturer may list other Product Characteristicsfor which process controls are routinely trackedduring normal operations.

Process Characteristics are the processvariables (input variables) that have a causeand effect relationship with the identifiedProduct Characteristic. A Process Characteristiccan only be measured at the time it occurs.The Core Team should identify ProcessCharacteristics for which variation mustbe controlled to minimize product variation.There could be one or more Process Characteristicslisted for each Product Characteristic. In someprocesses one Process Characteristic may affectseveral Product Characteristics.

Use the appropriate classification as required by theOEM, to designate the type of special characteristic or thisfield can be left blank for other undesignated characteristics.Customers may use unique symbols to identify importantcharacteristics, such as those that affect customersafety, compliance with regulations, function, fit,or appearance. These characteristics are variouslytermed, “Critical,” “Key,” “Safety,” or “Significant.”Appendix C provides a cross reference to these symbolsand descriptive terms.

19) PRODUCT

20) PROCESS

21) SPECIALCHARACTERISTICCLASSIFICATION

-42-

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

er

Mac

hine

, Dev

ice,

Jig,

Too

lsFo

r M

fg.

Pro

cess

Nam

e/O

per

atio

nD

escr

iptio

n

Cha

ract

eris

tics

Met

hod

s

No.

Pro

duc

tP

roce

ss

Sp

ecia

lC

har.

Cla

ss.

Pro

duc

t/P

roce

ssS

pec

ifica

tion/

Tole

ranc

e

Eva

luat

ion/

Mea

sure

men

tTe

chni

que

Sam

ple

Siz

eFr

eq.

Con

trol

Met

hod

Rea

ctio

n P

lan

Pag

e

of

CO

NT

RO

L P

LAN

1

2 3 4 5

7 8 9 146

10 12 13 14

11

1516

1718

1920

2122

23

24

2526

-43-


A systematic plan using procedures and other tools to control a process.

Specifications/tolerance may be obtained from variousengineering documents, such as, but not limited to,drawings, design reviews, material standard, computer-aided design data, manufacturing, and/or assemblyrequirements.

This column identifies the measurement system being used.This could include gages, fixtures, tools, and/or testequipment required to measure the part/process/manufacturingequipment. An analysis of the linearity, reproducibility, repeatability,stability and accuracy of the measurement systemshould be done prior to relying on ameasurement system and improvementsmade accordingly.

When sampling is required list the correspondingsample size and frequency.

This column contains a brief description of how theoperation will be controlled, including procedurenumbers where applicable. The control methodutilized should be based on effective analysis of theprocess. The control method is determined by the type ofprocess that exists. Operations may be controlled by,but are not limited to, Statistical Process Control,inspection, attribute data, mistake-proofing,(automated/non-automated), and sampling plans.Refer to the examples for how typical processesare controlled. The Control Plan descriptions shouldreflect the planning and strategy being implementedin the manufacturing process. If elaborate controlprocedures are used, the plan will typically referencethe procedure document by a specific identification nameand/or number.

The method of control should be continually evaluatedfor effectiveness of process control. For example, significantchanges in the process or process capability should lead to anevaluation of the control method.

METHODS

22) PRODUCT/PROCESSSPECIFICATION/TOLERANCE

23) EVALUATION/MEASUREMENTTECHNIQUE

24) SAMPLE SIZE/FREQUENCY

25) CONTROLMETHOD

-44-

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

er

Mac

hine

, Dev

ice,

Jig,

Too

lsFo

r M

fg.

Pro

cess

Nam

e/O

per

atio

nD

escr

iptio

n

Cha

ract

eris

tics

Met

hod

s

No.

Pro

duc

tP

roce

ss

Sp

ecia

lC

har.

Cla

ss.

Pro

duc

t/P

roce

ssS

pec

ifica

tion/

Tole

ranc

e

Eva

luat

ion/

Mea

sure

men

tTe

chni

que

Sam

ple

Siz

eFr

eq.

Con

trol

Met

hod

Rea

ctio

n P

lan

Pag

e

of

CO

NT

RO

L P

LAN

1

2 3 4 5

7 8 9 146

10 12 13 14

11

1516

1718

1920

2122

23

24

2526

-45-


The reaction plan specifies the corrective actionsnecessary to avoid producing nonconforming productsor operating out of control. The actions should normally bethe responsibility of the people closest to the process, theoperator, jobsetter, or supervisor, and be clearlydesignated in the plan. Provisions should be madefor documenting.

In all cases, suspect and nonconforming productsmust be clearly identified and quarantined, anddisposition made by the responsible person designatedin the reaction plan. This column may also refer to aspecific reaction plan number and identify theperson responsible for the reaction plan.

26) REACTION PLAN

-46-

6.4 PROCESS ANALYSIS

Different types of processes present challenges and opportunities for control and reduction of variation.The process types can be related to their most common sources of variation or the dominant factors indetermining the quality of the product. There are many effective methods of performing processanalysis. It is up to the supplier to determine the best method to analyze the process. Examples are:

• Fault Tree Analysis

• Design of Experiments

• Cause and Effect (see Figure 1)

Figure 1

Figure 1 organizes the types of processes into the cause and effect model, where the primary groupingsare: People, Materials, Equipment, Methods and Systems, and Environment. Examples describemanufacturing and assembly situations with a corresponding Control Plan to show a typical documentas depicted in the following pages. The key to successful development of cost effective processes isidentification of the sources of variation and appropriate control methods.

Materials Equipment

CustomerRequirements

CustomerSatisfaction

Environment Methods &Systems

Continual Improvement Loop

People

Teamwork • Continual Improvement

Teamwork

Communications

Training/Knowledge

Operation Variation

Humidity

Lighting

AmbientTemperature

Cleanliness

Set-up

Instructions

MeasurementSystems

Ergonomics

PreventiveMaintenance

Metallurgy

Chemistry

Dimensions

Machine

Material Holding

Fixture

Tooling

-47-

SUPPLEMENT A

6.5

SU

PP

LEM

EN

TS

EQ

UIP

ME

NT

: SE

T-U

P D

OM

INA

NT

PR

OC

ESS

:T

he p

roce

ss i

s hi

ghly

cap

able

and

sta

ble,

the

refo

re s

et-u

p is

maj

or v

aria

ble

impa

ctin

g pr

oduc

t va

riat

ion.

Aut

omob

ile g

rills

are

pro

duce

d on

pla

stic

inje

ctio

n m

oldi

ng m

achi

nes.

Aft

er s

et-u

p of

the

mol

d, th

e m

achi

ne m

ust b

e ad

just

ed to

pro

duce

a d

imen

sion

ally

-cor

rect

par

t.Pa

rts

mus

t als

o be

fre

e of

ble

mis

hes,

flo

w li

nes

and

sink

mar

ks o

n th

e su

rfac

e. T

he m

oldi

ng m

achi

ne is

hig

hly

repe

atab

le b

ecau

se a

ll pa

ram

eter

s ar

e co

mpu

ter

cont

rolle

d.A

set

-up

card

pro

vide

s sp

ecif

icat

ions

for

set

ting

all

cont

rols

on

the

mac

hine

. A

fter

set

ting

the

mac

hine

to

the

spec

ific

atio

ns a

sam

ple

par t

is

prod

uced

. T

his

part

is

chec

ked

for

the

key

cont

rol d

imen

sion

s fo

r m

ount

ing

hole

s an

d pe

rim

eter

fit,

and

vis

ually

insp

ecte

d.•

The

set

-up

is t

he c

ritic

al v

aria

ble

in t

his

type

of

proc

ess.

C

apab

ility

stu

dies

on

the

prod

uct

char

acte

rist

ics

sho w

tha

t w

hen

prop

erly

set

up,

the

ope

ratio

n is

hi

ghl y

capa

ble

and

stab

le.

The

set

-up

spec

ific

atio

ns b

ecom

e th

e pr

oces

s ch

arac

teri

stic

s th

at a

f fec

t the

pro

duct

cha

ract

eris

tic.

•Ty

pes

of c

ontr

ols

for

the

proc

ess

char

acte

rist

ic in

clud

e f i

rst p

iece

che

ck p

roce

dure

s, a

nd v

erif

icat

ion

that

mac

hine

set

tings

are

cor

rect

to a

utho

rize

d se

t-up

car

ds.

•Pr

oduc

t ch

arac

teri

stic

s ar

e m

easu

red

to i

nsur

e th

e se

t-up

is

cor r

ect

and

that

no

unus

ual

spec

ial

caus

e ha

s oc

cur r

ed.

In s

ome

case

s lo

t co

ntro

l m

ay b

e ap

prop

riat

ebe

twee

n ch

ecks

.

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

X

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

er

Mac

hine

, Dev

ice,

Jig,

Too

lsFo

r M

fg.

Pro

cess

Nam

e/O

per

atio

n D

escr

iptio

n

Cha

ract

eris

tics

Met

hod

s

No.

Pro

duc

tP

roce

ss

Sp

ecia

lC

har.

Cla

ss.

Pro

duc

t/P

roce

ssS

pec

ifica

tion/

Tole

ranc

e

Eva

luat

ion/

Mea

sure

men

tTe

chni

que

Sam

ple

Siz

eFr

eq.

Con

trol

Met

hod

Rea

ctio

n P

lan

Pag

e 4

of 2

3

CO

NT

RO

L P

LAN

*Ref

eren

ce A

pp

end

ix C

EX

AM

PL

ES

AR

E F

OR

RE

FE

RE

NC

E O

NL Y

. R

EF

ER

TO

SP

EC

IFIC

CU

ST

OM

ER

RE

QU

IRE

ME

NT

S.

3P

last

ic I

njec

tion

Mol

ding

Mac

hine

No.

1-5

Mac

hine

No.

1-5

Mac

hine

No.

1-5

Mac

hine

No.

1-5

Fix

ture

#10

18 19 20 21 22Se

t-up

of

mol

dm

achi

ne

Per

imet

er f

it

Dim

ensi

on

Mou

ntin

g ho

lelo

c.

No

blem

ishe

s

App

eara

nce

* * * *

flow

lines

Fre

e of

ble

mis

hes

Hol

e “X

” lo

cati

on

sink

mar

ks

25 ±

1m

m

Gap

3 ±

.5m

m

Gap

3 ±

.5m

m

See

atta

ched

set

-up

card

1st

piec

e bu

y-of

f

Vis

ual i

nspe

ctio

n

Fix

ture

#10

1st

piec

e bu

y-of

f

Fix

ture

#10

Che

ck g

ap t

o fi

xtur

e4

loca

tion

s

Rev

iew

of

set-

upca

rd a

nd m

achi

nese

ttin

gs

100%

1st

piec

e

1st

piec

e

5 pc

s

5 pc

s

Con

tinu

ous

buy-

off

per

run

hr

buy-

off

per

run

hr

Eac

h se

t-up

Adj

ust/

re-c

heck

Not

ify

supe

rvis

or

Adj

ust/

re-c

heck

Adj

ust/

re-c

heck

Adj

ust

and

rech

eck

Qua

rant

ine

and

adju

st

Adj

ust

and

rese

tm

achi

ne

Qua

rant

ine

and

adju

st

Insp

ecto

r ve

rifi

esse

ttin

gs

1st

Pie

ce b

uy-o

ff

x_ -R c

hart

Che

ck s

heet

x_ -R c

hart

Che

ck s

heet

Che

ck s

heet

Che

ck s

heet

100%

insp

ecti

on

001

J. D

avis

/313

-555

-555

5

Pro

duct

Dev

elop

men

t Tea

m (

E01

) -

See

Lis

t

1-26

-92

2-2-

92

2252

1211

/G 1

1-2-

92

Pla

stic

Inj

ecti

on M

olde

d G

rill

4-B

Gri

ll C

o. P

lant

#3

0123

EQ

UIP

ME

NT

: M

AC

HIN

E D

OM

INA

NT

PR

OC

ESS

: M

achi

ne p

aram

eter

s ar

e th

e va

riab

les

affe

ctin

g th

e pr

oces

s ou

tput

.

A s

uppl

ier

man

ufac

ture

s a

circ

uit

boar

d w

ith e

lect

roni

c co

mpo

nent

s so

lder

ed o

n th

e bo

ard.

Pr

oper

ly s

olde

red

conn

ectio

ns a

re t

he m

ajor

pro

duct

cha

ract

eris

tics.

Tw

om

ajor

pro

cess

cha

ract

eris

tics

for

the

wav

e so

lder

mac

hine

, are

sol

der

leve

l and

flu

x co

ncen

trat

ion.

An

auto

mat

ed f

eede

r co

ntro

ls th

e so

lder

leve

l by

sens

ing

the

leve

l of

sold

er a

nd f

eedi

ng i

n ad

ditio

nal

sold

er a

s th

e le

vel

is r

educ

ed.

The

flu

x m

ust

be s

ampl

ed a

nd t

este

d fo

r th

e co

ncen

trat

ion

leve

l. T

he S

peci

al P

rodu

ct C

hara

cter

istic

is

mea

sure

d 10

0% b

y ch

ecki

ng e

lect

rica

lly f

or c

ontin

uity

.

•M

achi

ne s

ettin

gs a

re t

he v

aria

bles

tha

t ha

ve t

he m

ajor

eff

ect

on t

he o

utpu

t fo

r th

is t

ype

of p

roce

ss.

The

se p

roce

ss c

hara

cter

istic

s ar

e th

e va

riab

les

that

nee

d to

be

cont

rolle

d an

d m

easu

red

to e

nsur

e th

at a

ll pr

oduc

ts m

eet t

he c

usto

mer

’ s re

quir

emen

ts.

• Ty

pes

of c

ontr

ols

incl

ude

self

-adj

ustin

g de

vice

s on

the

para

met

ers

and

stat

istic

al m

easu

rem

ents

take

n on

the

proc

ess

para

met

ers

and

reco

rded

on

cont

rol c

hart

s (i

.e. x_ -

bar

R c

hart

s).

•Pr

oduc

t cha

ract

eris

tics

are

mea

sure

d us

ing

erro

r pr

oofi

ng m

etho

ds o

r st

atis

tical

sam

plin

g to

insu

re th

at a

ll pr

oduc

ts m

eet t

he c

usto

mer

’ s re

quir

emen

ts.

-48-

SUPPLEMENT B

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

X

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Par

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ssN

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hine

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ice,

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fg.

Pro

cess

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iptio

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Cha

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ecia

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Mea

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lan

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CO

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L P

LAN

*Ref

eren

ce A

pp

end

ix C

EX

AM

PL

ES

AR

E F

OR

RE

FE

RE

NC

E O

NL Y

. R

EF

ER

TO

SP

EC

IFIC

CU

ST

OM

ER

RE

QU

IRE

ME

NT

S.

2So

lder

ing

conn

ecti

ons

Wav

e so

lder

mac

hine

Flu

xco

ncen

trat

ion

*

Stan

dard

#30

2B

2.0 ±

0.2

5mc

Tes

t sa

mpl

ing

lab

envi

ronm

ent

Sens

or c

onti

nuit

ych

eck

100%

4 ho

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Segr

egat

e an

dre

set

x-M

R c

hart

002

T. S

mit

h/31

3-55

5-55

55

See

atta

ched

1-1-

932-

20-9

2

Cir

cuit

10/

8

Ele

ctro

nic

Cir

cuit

Boa

rd

AC

R C

ontr

ol43

9412

Con

tinu

ous

1 pc

Aut

omat

edin

spec

tion

(er

ror

proo

fing

)A

djus

t an

d re

test

Wav

e so

lder

heig

ht

EQ

UIP

ME

NT

: FI

XT

UR

E/P

AL

LE

T D

OM

INA

NT

PR

OC

ESS

: Fi

xtur

e-to

-fix

ture

var

iatio

n ca

uses

pro

duct

var

iatio

n.

Met

al c

astin

gs a

re lo

aded

on

a se

ven-

stag

e ro

tary

mac

hine

with

sev

eral

fix

ture

s w

hich

rot

ary

mac

hine

rot

ates

und

er a

cut

ting

head

. E

ach

part

has

a m

achi

ned

surf

ace

onw

hich

per

pend

icul

arity

and

dep

th o

f cu

t ar

e cr

itica

l. T

he d

epth

of

cut

and

perp

endi

cula

rity

are

maj

or p

rodu

ct c

hara

cter

istic

s.

Bes

ides

the

cut

ting

tool

, the

rem

oval

of

debr

is a

nd p

rope

r ad

just

men

t of

the

fixt

ures

can

sig

nifi

cant

ly a

ffec

t the

spe

cial

pro

duct

cha

ract

eris

tic.

•T

he p

roce

ss c

hara

cter

istic

inc

lude

s va

riat

ion

betw

een

fixt

ures

or

palle

ts.

The

dim

ensi

onal

dif

fere

nces

bet

wee

n fi

xtur

es o

r pa

llets

and

par

t lo

catio

n co

ntri

bute

to

prod

uct v

aria

tion.

In

addi

tion,

deb

ris

accu

mul

ated

on

the

f ixt

ure

can

caus

e fi

xtur

e-to

-fix

ture

var

iatio

n of

par

t loc

atio

n.

•Ty

pes

of c

ontr

ols

for

f ixt

ure/

palle

t pro

cess

cha

ract

eris

tics

are

driv

en b

y lo

adin

g pr

oced

ures

, fix

ture

/pal

let a

djus

tmen

ts a

nd m

aint

enan

ce (

i.e. c

lean

ing)

.

•Pr

oces

s ch

arac

teri

stic

s ar

e of

ten

diff

icul

t to

mea

sure

in

f ixt

ure/

palle

t do

min

ant

proc

esse

s.

The

refo

re,

freq

uent

sta

tistic

al p

rodu

ct s

ampl

ing

ma y

be

requ

ired

for

Spec

ial P

rodu

ct C

hara

cter

istic

s.

-49-

SUPPLEMENT C

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

X

Par

t N

umb

er/L

ates

t C

hang

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vel

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ame/

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crip

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plie

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ode

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e Te

am

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plie

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lant

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pro

val/D

ate

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er A

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ne

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tom

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ngin

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pp

rova

l/Dat

e (If

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ualit

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pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

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e (If

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Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

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hine

, Dev

ice,

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lsFo

r M

fg.

Pro

cess

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e/O

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atio

n D

escr

iptio

n

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ract

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tics

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hod

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duc

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ecia

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ifica

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sure

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ple

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Rea

ctio

n P

lan

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NT

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L P

LAN

*Ref

eren

ce A

pp

end

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EX

AM

PL

ES

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E F

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IRE

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NT

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3M

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Rot

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fix

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#10

51 53

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Dep

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Fix

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Dep

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ach

cycl

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rant

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Eng

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AB

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ompa

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52H

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Vis

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nspe

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erfi

xtur

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1 pc

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hart

Qua

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adju

st a

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eset

EQ

UIP

ME

NT

: T

OO

LIN

G D

OM

INA

NT

PR

OC

ESS

: To

ol li

fe a

nd d

esig

n ch

arac

teri

stic

s ar

e th

e v a

riab

les

affe

ctin

g th

e pr

oces

s ou

tput

.

A s

heet

met

al s

tam

ping

die

is u

sed

to f

orm

a s

teel

bra

cket

that

has

sev

eral

ang

les

and

a pi

erce

d ho

le.

The

pie

rced

hol

e di

amet

er w

ill n

ot v

ary

sign

ific

antly

; the

refo

re it

isno

t m

arke

d as

a S

peci

al C

hara

cter

istic

. T

he p

rese

nce

of t

he h

ole

is c

ritic

al t

o th

e pa

rt.

The

ang

les

on t

he p

art

are

criti

cal

and

two

angl

es a

re m

arke

d as

Spe

cial

Cha

ract

eris

tics.

H

isto

rica

lly,

brok

en h

ole

punc

hes

are

a pr

oble

m w

ith t

his

type

of

tool

ing.

Fu

rthe

r, m

ovin

g pa

rts

in t

he t

ool

can

vary

whe

n fo

rmin

g th

e an

gles

in

the

brac

ket.

•T

he p

roce

ss c

hara

cter

istic

is

the

tool

ing.

Too

ls c

an h

ave

deta

ils t

hat

brea

k or

mov

ing

part

s th

at i

nter

mitt

ently

/per

man

ently

fai

l to

mov

e. T

ools

can

als

o w

ear

or b

ere

pair

ed in

corr

ectly

. T

he p

rodu

ct c

hara

cter

istic

s ar

e af

fect

ed b

y th

ese

tool

ing

prob

lem

s.

•Ty

pes

of c

ontr

ols

for

tool

ing

dom

inan

t pr

oces

ses

are

mai

nly

seen

in

the

prod

uct.

Fir

st p

iece

che

ck c

an v

erif

y th

at a

too

l ha

s be

en p

rope

rly

repa

ired

. W

hen

inop

erat

ion

a to

ol f

ailu

re m

ay g

o un

notic

ed e

xcep

t in

the

part

, the

refo

re lo

t con

trol

is a

ppro

pria

te.

Er r

or p

roof

ing

tech

niqu

es th

at c

heck

for

hol

es o

r a

dim

ensi

on a

re a

lso

need

ed.

•Pr

oduc

t cha

ract

eris

tics

are

a ve

ry im

port

ant m

easu

re o

f pr

oper

tool

life

per

for m

ance

.

-50-

SUPPLEMENT D

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

X

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

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Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

er

Mac

hine

, Dev

ice,

Jig,

Too

lsFo

r M

fg.

Pro

cess

Nam

e/O

per

atio

n D

escr

iptio

n

Cha

ract

eris

tics

Met

hod

s

No.

Pro

duc

tP

roce

ss

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ecia

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ss.

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ifica

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Mea

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trol

Met

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Rea

ctio

n P

lan

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CO

NT

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L P

LAN

*Ref

eren

ce A

pp

end

ix C

EX

AM

PL

ES

AR

E F

OR

RE

FE

RE

NC

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NL Y

. R

EF

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SP

EC

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IRE

ME

NT

S.

4Fo

rm m

etal

bra

cket

Stam

ping

die

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rese

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ole

Lig

ht b

eam

/ligh

tse

nsor

100%

004

A. C

Bro

wn/

206-

555-

1234

See

atta

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list

9-9-

922-

4-93

4321

234/

E

Seat

Bra

cket

Ace

Sta

mpi

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456N

ongo

ing

Aut

omat

edin

spec

tion

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ror

proo

fing

)6

Segr

egat

e an

dre

plac

e ho

lepu

nch

-51-

SUPPLEMENT D

EQ

UIP

ME

NT

: T

OO

LIN

G D

OM

INA

NT

PR

OC

ESS

: To

ol li

fe a

nd d

esig

n ch

arac

teri

stic

s ar

e th

e va

riab

les

affe

ctin

g th

e pr

oces

s ou

tput

.

A b

roac

h is

use

d to

for

m th

e in

tern

al s

plin

e te

eth

on a

ste

el p

rops

haft

yok

e. T

he p

itch

diam

eter

of

inte

rnal

spl

ine

teet

h is

the

Spec

ial P

rodu

ct C

hara

cter

istic

.

•T

he s

harp

ened

tool

is c

heck

ed o

n a

visu

al c

ompa

rato

r fo

r co

rrec

t pitc

h di

amet

er a

nd r

elie

f an

gle

prio

r to

bei

ng a

ppro

ved

for

prod

uctio

n.

•Fi

rst p

iece

of

a pr

oduc

tion

run

is c

heck

ed f

or s

harp

ness

of

cut a

nd c

orre

ct p

itch

diam

eter

.

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

X

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

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plie

r/P

lant

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plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Par

t/P

roce

ssN

umb

er

Mac

hine

, Dev

ice,

Jig,

Too

lsFo

r M

fg.

Pro

cess

Nam

e/O

per

atio

n D

escr

iptio

n

Cha

ract

eris

tics

Met

hod

s

No.

Pro

duc

tP

roce

ss

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ecia

lC

har.

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ss.

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duc

t/P

roce

ssS

pec

ifica

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ranc

e

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luat

ion/

Mea

sure

men

tTe

chni

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ple

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eq.

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trol

Met

hod

Rea

ctio

n P

lan

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CO

NT

RO

L P

LAN

*Ref

eren

ce A

pp

end

ix C

EX

AM

PL

ES

AR

E F

OR

RE

FE

RE

NC

E O

NL Y

. R

EF

ER

TO

SP

EC

IFIC

CU

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QU

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30B

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tern

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plin

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B-7

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pc

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hom

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234

See

atta

ched

list

3-7-

93

9873

245/

A

Yok

e P

rops

haft

Key

Mac

hine

1753

2B

buy-

off

per

run

Rep

air

tool

and

rech

eck

Set-

up s

heet

Too

l con

trol

che

cksh

eet

Con

tain

par

ts,

repl

ace

tool

and

rech

eck

2 pc

sea

ch s

hift

Spec

ial d

ial

indi

cato

r T

-037

5

-52-

SUPPLEMENT EPE

OPL

E:

OPE

RA

TO

R D

OM

INA

NT

PR

OC

ESS

: T

he s

yste

m is

sen

sitiv

e/de

pend

ent u

pon

oper

ator

kno

wle

dge

and

cont

rol.

Hea

dlam

p ai

m is

one

of

the

fina

l ope

ratio

ns d

urin

g ca

r an

d tr

uck

asse

mbl

y. A

n ai

min

g de

vice

, whi

ch c

onta

ins

two

bubb

le le

vels

, atta

ches

to th

e he

adla

mp.

The

ope

rato

rad

just

s th

e he

adla

mps

by

turn

ing

aim

ing

scre

ws

until

the

bub

bles

cen

ter

in t

he l

evel

. Pr

oper

hea

dlam

p ai

m i

s an

FM

VSS

req

uire

men

t an

d th

eref

ore

a Sp

ecia

l Pr

oduc

tC

hara

cter

istic

. T

he S

peci

al P

roce

ss C

hara

cter

istic

is

oper

ator

kno

wle

dge

and

cont

rol,

ensu

ring

the

tw

o bu

bble

lev

els

cent

er d

urin

g ai

min

g.

The

Spe

cial

Pro

duct

Cha

ract

eris

tic is

mea

sure

d by

shi

ning

the

head

lam

ps o

n a

head

lam

p ai

m b

oard

that

mea

sure

s be

am p

atte

rn.

Con

trol

Pla

n N

umb

er

Pro

toty

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Pro

duc

tion

Pre

-lau

nch

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t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

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tion

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plie

r/P

lant

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plie

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am

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plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

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l/Dat

e (If

Req

’d)

Key

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/Pho

ne

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SUPPLEMENT F

MA

TE

RIA

L:

MA

TE

RIA

L O

R C

OM

PON

EN

T D

OM

INA

NT

PR

OC

ESS

: C

hara

cter

istic

s or

mat

eria

ls/c

ompo

nent

s ar

e th

e va

riab

les

affe

ctin

g th

e pr

oces

s ou

tput

.

An

auto

mob

ile h

ood

is m

ade

of S

MC

. SM

C i

s a

mol

ding

com

poun

d th

at i

s te

mpe

ratu

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ensi

tive,

has

a s

peci

fic

shel

f lif

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nd f

or w

hich

mix

ing

is c

ritic

al.

The

par

tspr

oduc

ed f

rom

this

mat

eria

l can

bec

ome

britt

le w

hen

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mat

eria

l is

impr

oper

ly m

ixed

, han

dled

, or

rota

ted.

A f

orce

spe

cifi

catio

n on

one

end

of

the

brac

ket i

s a

Spec

ial

Prod

uct

Cha

ract

eris

tic.

The

Spe

cial

Pro

cess

Cha

ract

eris

tics

are

the

prop

er f

orm

ulat

ion,

sto

rage

, an

d us

e of

mat

eria

l da

te c

ontr

ol.

The

cus

tom

er r

equi

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a la

bora

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repo

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poun

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d th

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re d

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per

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ater

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or

com

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are

the

proc

ess

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acte

rist

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this

pro

cess

. T

he v

aria

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foun

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the

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eria

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r co

mpo

nent

s w

ill a

f fec

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out

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pes

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incl

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v ari

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cont

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f ica

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on t

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lab

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ET

HO

DS:

PR

EV

EN

TIV

E M

AIN

TE

NA

NC

E D

OM

INA

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PR

OC

ESS

: E

quip

men

t mai

nten

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is th

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ain

v ari

able

that

aff

ects

the

proc

ess

outp

ut.

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aint

ing

oper

atio

n fo

r de

cora

tive

part

s re

quir

es c

lean

equ

ipm

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nd a

dir

t-fr

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ork

area

. D

irt-

free

pai

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a S

peci

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rodu

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hara

cter

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riod

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lean

ing

of th

epa

int e

quip

men

t and

pai

nt r

oom

pre

vent

s th

e pr

oble

m o

f di

rt in

the

pain

t. T

he p

roce

ss c

hara

cter

istic

is a

sch

edul

ed r

outin

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eani

ng, r

epai

r, an

d re

plac

emen

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riod

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aint

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ce i

s th

e pr

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arac

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here

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aria

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repl

acin

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orn

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part

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cal

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mus

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cont

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thes

e pr

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arac

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n N

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SUPPLEMENT H

EN

VIR

ON

ME

NT

: C

LIM

AT

E D

OM

INA

NT

PR

OC

ESS

: C

limat

e va

riab

les

such

as

tem

pera

ture

, hum

idity

, noi

se, v

ibra

tions

, hav

e m

ajor

impa

ct o

n th

e pr

oces

s ou

tput

s.

Hum

idity

adv

erse

ly a

ffec

ts t

he f

unct

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last

ic i

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tion

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ding

mac

hine

s.

Plas

tic m

ater

ial

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pnes

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he a

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ausi

ng d

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n th

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d pa

rt.

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eria

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ers

are

inst

alle

d on

the

mol

ding

mac

hine

s to

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inat

e th

e pr

oble

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nctio

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drye

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proc

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char

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rist

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hav

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proc

ess

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orm

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f co

ntro

l for

this

pro

cess

cha

ract

eris

tic is

a p

lann

ed, p

erio

dic

chec

k to

mak

e su

re th

e dr

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is tu

rned

on

and

perf

orm

ing

prop

erly

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•Pr

oduc

t cha

ract

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tics

are

chec

ked

by v

isua

l exa

min

atio

n du

ring

fir

st p

iece

che

ck a

nd b

y su

bseq

uent

per

iodi

c ch

ecks

.

Con

trol

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n N

umb

er

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toty

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duc

tion

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-lau

nch

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t N

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pp

end

ix C

-57-

SUPPLEMENT J

CO

NT

RO

L P

LAN

CH

EC

KLI

ST

Cus

tom

er o

r In

tern

al P

art

No.

1W

as th

e co

ntro

l pla

n m

etho

dolo

gy r

efer

ence

d in

Sec

tion

6 u

sed

in p

repa

ring

the

cont

rol p

lan?

2H

ave

all k

now

n cu

stom

er c

once

rns

been

iden

tifi

ed to

fac

ilit

ate

the

sele

ctio

n of

spe

cial

prod

uct/

proc

ess

char

acte

rist

ics?

3A

re a

ll s

peci

al p

rodu

ct/p

roce

ss c

hara

cter

isti

csin

clud

ed in

the

cont

rol p

lan?

4W

ere

SF

ME

A, D

FM

EA

, and

PF

ME

A u

sed

topr

epar

e th

e co

ntro

l pla

n?5

Are

mat

eria

l spe

cifi

cati

ons

requ

irin

g in

spec

tion

iden

tifi

ed?

6D

oes

the

cont

rol p

lan

addr

ess

inco

min

g(m

ater

ial/

com

pone

nts)

thro

ugh

proc

essi

ng/a

ssem

bly

incl

udin

g pa

ckag

ing?

7A

re e

ngin

eeri

ng p

erfo

rman

ce te

stin

gre

quir

emen

ts id

enti

fied

?8

Are

gag

es a

nd te

st e

quip

men

t ava

ilab

le a

sre

quir

ed b

y th

e co

ntro

l pla

n?9

If r

equi

red,

has

the

cust

omer

app

rove

d th

eco

ntro

l pla

n?10

Are

gag

e m

etho

ds c

ompa

tibl

e be

twee

n su

ppli

eran

d cu

stom

er?

Rev

isio

n D

ate

Pg.

1 o

f 1

Pre

par

ed B

y:

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

-58-

SUPPLEMENT J

-59-

SUPPLEMENT K

The

Con

trol

Pla

n Sp

ecia

l Cha

ract

eris

tics

Wor

kshe

et (

Supp

lem

ent

K)

The

Des

crip

tion

/Rat

iona

le c

olum

n in

clud

es a

ll s

peci

al p

roce

ss a

nd p

rodu

ct c

hara

cter

isti

cs a

gree

d up

on b

y th

e cr

oss

func

tion

al t

eam

. A

sequ

enti

al N

umbe

r (N

o.)

is a

ssig

ned

to e

ach

char

acte

rist

ic l

iste

d to

ens

ure

none

are

ove

rloo

ked

by t

he s

uppl

ier

whe

n th

e C

ontr

ol P

lan

(Par

t 2)

is

com

plet

ed.

Dev

elop

a r

atio

nale

for

eac

h sp

ecia

l ch

arac

teri

stic

and

add

thi

s in

form

atio

n to

the

lis

t fo

r cl

arif

icat

ion.

W

hen

cons

ider

ed n

eces

sary

, a

Sup

plem

enta

l Fo

rm (

Sup

plem

ent

L)

wil

l de

pict

mea

sure

men

t po

ints

and

coo

rdin

ates

. T

his

form

, w

hen

used

,w

ill b

e co

nsid

ered

an

exte

nsio

n of

the

Con

trol

Pla

n.

-60-

SUPPLEMENT K

Con

trol

Pla

n N

umb

er

Pro

toty

pe

Pro

duc

tion

Pre

-lau

nch

Par

t N

umb

er/L

ates

t C

hang

e Le

vel

Par

t N

ame/

Des

crip

tion

Sup

plie

r/P

lant

Sup

plie

r C

ode

Cor

e Te

am

Sup

plie

r/P

lant

Ap

pro

val/D

ate

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Key

Con

tact

/Pho

ne

Cus

tom

er E

ngin

eerin

g A

pp

rova

l/Dat

e (If

Req

’d)

Cus

tom

er Q

ualit

y A

pp

rova

l/Dat

e (If

Req

’d)

Oth

er A

pp

rova

l/Dat

e (If

Req

’d)

Dat

e (O

rig.)

Dat

e (R

ev.)

Pag

e

of

CO

NT

RO

L P

LAN

SP

EC

IAL

CH

AR

AC

TE

RIS

TIC

S (O

PT

ION

AL)

No

.D

escr

ipti

on/

Rat

iona

leS

pec

ifica

tio

n/To

lera

nce

Cla

ss.

Illus

trat

ion/

Pic

tori

al

-61-

SUPPLEMENT L

Pag

e

of

DA

TA P

OIN

T C

OO

RD

INA

TE

S (O

PT

ION

AL)

Co

ntro

l Pla

n N

o.

Cus

tom

er:

Dat

e (O

rig

.):D

ate

(Rev

.):

Cha

r.N

o.

Po

int

Ind

ent.

XY

ZC

har.

No

.P

oin

tIn

den

t.X

YZ

Cha

r.N

o.

Po

int

Ind

ent.

XY

Z

-62-

SUPPLEMENT L

-63-

Appendix A

APPENDIX A - PRODUCT QUALITY PLANNING CHECKLISTS

A-1 Design FMEA Checklist

A-2 Design Information Checklist

A-3 New Equipment, Tooling and Test Equipment Checklist

A-4 Product/Process Quality Checklist

A-5 Floor Plan Checklist

A-6 Process Flow Chart Checklist

A-7 Process FMEA Checklist

A-8 Control Plan Checklist

-64-

A-1

DE

SIG

N F

ME

A C

HE

CK

LIS

T

Cus

tom

er o

r In

tern

al P

art

No.

1W

as th

e S

FM

EA

and

/or

DF

ME

A p

repa

red

usin

gth

e C

hrys

ler,

Ford

and

Gen

eral

Mot

ors

Pote

ntia

lFa

ilur

e M

ode

and

Effe

cts

Ana

lysi

s (F

ME

A)

refe

renc

e m

anua

l?2 3 4 5 6 7 8

Rev

isio

n D

ate

Pg.

1 o

f 1

Pre

par

ed B

y:

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Hav

e hi

stor

ical

cam

paig

n an

d w

arra

nty

data

been

rev

iew

ed?

Hav

e si

mil

ar p

art D

FM

EA

s be

en c

onsi

dere

d?D

oes

the

SF

ME

A a

nd/o

r D

FM

EA

iden

tify

Spe

cial

Cha

ract

eris

tics

?H

ave

desi

gn c

hara

cter

isti

cs th

at a

ffec

t hig

h ri

skpr

iori

ty f

ailu

re m

odes

bee

n id

enti

fied

?H

ave

appr

opri

ate

corr

ectiv

e ac

tion

s be

enas

sign

ed to

hig

h ri

sk p

rior

ity

num

bers

?H

ave

appr

opri

ate

corr

ectiv

e ac

tion

s be

enas

sign

ed to

hig

h se

veri

ty n

umbe

rs?

Hav

e ri

sk p

rior

itie

s be

en r

evis

ed w

hen

corr

ectiv

e ac

tion

s ha

ve b

een

com

plet

ed a

ndve

rifi

ed?

-65-

Appendix A

A-2

DE

SIG

N IN

FOR

MA

TIO

N C

HE

CK

LIS

T

Cus

tom

er o

r In

tern

al P

art

No.

1•

New

mat

eria

ls?

3 4 5 6 7 8 9

Rev

isio

n D

ate

Pg.

1 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Has

ass

embl

y bu

ild

vari

atio

n an

alys

is b

een

cons

ider

ed?

Has

Des

ign

of E

xper

imen

ts b

een

cons

ider

ed?

Is th

ere

a pl

an f

or p

roto

type

s in

pla

ce?

Has

a D

FM

EA

bee

n co

mpl

eted

?

Has

a D

FM

A b

een

com

plet

ed?

Hav

e se

rvic

e an

d m

aint

enan

ce is

sues

bee

nco

nsid

ered

?H

as th

e D

esig

n V

erif

icat

ion

Pla

n be

enco

mpl

eted

?

2•

Spe

cial

tool

ing?

10 11

If y

es, w

as it

com

plet

ed b

y a

cros

s fu

ncti

onal

team

?A

re a

ll s

peci

fied

test

s, m

etho

ds, e

quip

men

t and

acce

ptan

ce c

rite

ria

clea

rly

defi

ned

and

unde

rsto

od?

12H

ave

Spe

cial

Cha

ract

eris

tics

bee

n se

lect

ed?

A. G

ener

al

Doe

s th

e de

sign

req

uire

:

-66-

A-2

DE

SIG

N IN

FOR

MA

TIO

N C

HE

CK

LIS

T -

CO

NT

INU

ED

Cus

tom

er o

r In

tern

al P

art

No.

A. G

ener

al -

Con

tinu

ed

Rev

isio

n D

ate

Pg.

2 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Is b

ill o

f m

ater

ial c

ompl

ete?

Are

Spe

cial

Cha

ract

eris

tics

pro

perl

ydo

cum

ente

d?

Hav

e di

men

sion

s th

at a

ffec

t fit

, fun

ctio

n an

ddu

rabi

lity

bee

n id

enti

fied

?A

re r

efer

ence

dim

ensi

ons

iden

tifi

ed to

min

imiz

ein

spec

tion

layo

ut ti

me?

Are

suf

fici

ent c

ontr

ol p

oint

s an

d da

tum

sur

face

sid

enti

fied

to d

esig

n fu

ncti

onal

gag

es?

Are

ther

e an

y re

quir

emen

ts s

peci

fied

that

cann

ot b

e ev

alua

ted

usin

g kn

own

insp

ecti

onte

chni

ques

?

B. E

ngin

eeri

ng D

raw

ings

Are

tole

ranc

es c

ompa

tibl

e w

ith

acce

pted

man

ufac

turi

ng s

tand

ards

?

C. E

ngin

eeri

ng P

erfo

rman

ce S

peci

fica

tion

sH

ave

all s

peci

al c

hara

cter

isti

cs b

een

iden

tifi

ed?

Is te

st lo

adin

g su

ffic

ient

to p

rovi

de a

ll c

ondi

tion

s,i.e

., pr

oduc

tion

val

idat

ion

and

end

use?

Hav

e pa

rts

man

ufac

ture

d at

min

imum

and

max

imum

spe

cifi

cati

ons

been

test

ed?

Wil

l all

pro

duct

test

ing

be d

one

in-h

ouse

?

Can

add

itio

nal s

ampl

es b

e te

sted

whe

n a

reac

tion

pla

n re

quir

es it

, and

sti

ll c

ondu

ctre

gula

rly

sche

dule

d in

-pro

cess

test

s?

If n

ot, i

s it

don

e by

an

appr

oved

sub

cont

ract

or?

13 14 15 16 17 18 19 20 21 22 23 24 25

-67-

Appendix A

A-2

DE

SIG

N IN

FOR

MA

TIO

N C

HE

CK

LIS

T -

CO

NT

INU

ED

Cus

tom

er o

r In

tern

al P

art

No.

26Is

the

spec

ifie

d te

st s

ampl

ing

size

and

/or

freq

uenc

y fe

asib

le?

28 29 30 31 32

Rev

isio

n D

ate

Pg.

3 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Are

spe

cial

mat

eria

l cha

ract

eris

tics

iden

tifi

ed?

Are

spe

cifi

ed m

ater

ials

, hea

t tre

at a

nd s

urfa

cetr

eatm

ents

com

pati

ble

wit

h th

e du

rabi

lity

requ

irem

ents

in th

e id

enti

fied

env

iron

men

t?A

re th

e in

tend

ed m

ater

ial s

uppl

iers

on

the

cust

omer

app

rove

d li

st?

Wil

l mat

eria

l sup

plie

rs b

e re

quir

ed to

pro

vide

cert

ific

atio

n w

ith

each

shi

pmen

t?H

ave

mat

eria

l cha

ract

eris

tics

req

uiri

ngin

spec

tion

bee

n id

enti

fied

?If

so,

27If

req

uire

d, h

as c

usto

mer

app

rova

l bee

nob

tain

ed f

or te

st e

quip

men

t?

33 34

• Wil

l cha

ract

eris

tics

be

chec

ked

in-h

ouse

?

36W

ill o

utsi

de la

bora

tori

es b

e us

ed?

C. E

ngin

eeri

ng P

erfo

rman

ce S

peci

fica

tion

s -

Con

tinu

ed

D. M

ater

ial S

peci

fica

tion

• Is

test

equ

ipm

ent a

vail

able

?

35• W

ill t

rain

ing

be r

equi

red

to a

ssur

eac

cura

te r

esul

ts?

Due

Dat

e

37A

re a

ll la

bora

tori

es u

sed

accr

edit

ed (

ifre

quir

ed)?

-68-

A-2

DE

SIG

N IN

FOR

MA

TIO

N C

HE

CK

LIS

T -

CO

NT

INU

ED

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

4 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

D. M

ater

ial S

peci

fica

tion

- C

onti

nued

•Han

dlin

g?

Due

Dat

e

Hav

e th

e fo

llow

ing

mat

eria

l req

uire

men

ts b

een

cons

ider

ed:

•Sto

rage

?

38 39

•Env

iron

men

tal?

40

Pre

par

ed B

y:

-69-

Appendix A

A-3

NE

W E

QU

IPM

EN

T, T

OO

LIN

G A

ND

TE

ST

EQ

UIP

ME

NT

CH

EC

KLI

ST

Cus

tom

er o

r In

tern

al P

art

No.

1•F

lexi

ble

syst

em, e

.g. c

ell m

fg.?

3 4

Rev

isio

n D

ate

Pg.

1 o

f 2

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

•Vol

ume

fluc

tuat

ions

?

•Mis

take

pro

ofin

g?

2•Q

uick

cha

nge?

8 9

• New

equ

ipm

ent?

11W

ill a

pre

lim

inar

y ca

pabi

lity

stu

dy b

e co

nduc

ted

at th

e to

olin

g an

d/or

equ

ipm

ent m

anuf

actu

rer?

Has

tool

and

equ

ipm

ent d

esig

n pr

ovid

ed f

or:

• New

tool

ing?

10• N

ew te

st e

quip

men

t?

Due

Dat

e

12H

as te

st e

quip

men

t fea

sibi

lity

and

acc

urac

ybe

en e

stab

lish

ed?

Hav

e li

sts

been

pre

pare

d id

enti

fyin

g:

6 7

• New

tool

ing?

• New

test

equ

ipm

ent?

5• N

ew e

quip

men

t?

Has

acc

epta

nce

crit

eria

bee

n ag

reed

upo

n fo

r:

13Is

a p

reve

ntiv

e m

aint

enan

ce p

lan

com

plet

e fo

req

uipm

ent a

nd to

olin

g?14

Are

set

up in

stru

ctio

n fo

r ne

w e

quip

men

t and

tool

ing

com

plet

e an

d un

ders

tand

able

?

-70-

A-3

NE

W E

QU

IPM

EN

T, T

OO

LIN

G A

ND

TE

ST

EQ

UIP

ME

NT

CH

EC

KLI

ST

- C

ON

TIN

UE

D

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

2 o

f 2

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Wil

l cap

able

gag

es b

e av

aila

ble

to r

unpr

elim

inar

y pr

oces

s ca

pabi

lity

stu

dies

at t

heeq

uipm

ent s

uppl

ier’s

fac

ilit

y?

Due

Dat

e

Wil

l pre

lim

inar

y pr

oces

s ca

pabi

lity

stu

dies

be

run

at th

e pr

oduc

ing

plan

t?H

ave

proc

ess

char

acte

rist

ics

that

aff

ect s

peci

alpr

oduc

t cha

ract

eris

tics

bee

n id

enti

fied

?

Pre

par

ed B

y:

Wer

e sp

ecia

l pro

duct

cha

ract

eris

tics

use

d in

dete

rmin

ing

acce

ptan

ce c

rite

ria?

Doe

s th

e m

anuf

actu

ring

equ

ipm

ent h

ave

suff

icie

nt c

apac

ity

to h

andl

e fo

reca

sted

prod

ucti

on a

nd s

ervi

ce v

olum

es?

15 16 17 18 19

Is te

stin

g ca

paci

ty s

uffi

cien

t to

prov

ide

adeq

uate

test

ing?

20

-71-

Appendix A

A-4

PR

OD

UC

T/P

RO

CE

SS

QU

ALI

TY

CH

EC

KLI

ST

Cus

tom

er o

r In

tern

al P

art

No.

1 3 4

Rev

isio

n D

ate

Pg.

1 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

2 8• P

robl

em r

esol

utio

n an

alys

is?

Due

Dat

e

Are

ther

e su

ffic

ient

per

sonn

el id

enti

fied

to c

over

:

6 7

• Lay

out i

nspe

ctio

n?

• Eng

inee

ring

per

for m

ance

test

ing?

5• C

ontr

ol p

lan

requ

irem

ents

?

Is th

ere

a do

cum

ente

d tr

aini

ng p

rogr

am th

at:

Is th

e as

sist

ance

of

the

cust

omer

’s q

uali

tyas

sura

nce

or p

rodu

ct e

ngin

eeri

ng a

ctiv

ity

need

ed to

dev

elop

or

conc

ur to

the

cont

rol p

lan?

Has

the

supp

lier

iden

tifi

ed w

ho w

ill b

e th

equ

alit

y li

aiso

n w

ith

the

cust

omer

?H

as th

e su

ppli

er id

enti

fied

who

wil

l be

the

qual

ity

liai

son

wit

h it

s su

ppli

ers?

Has

the

qual

ity

syst

em b

een

revi

ewed

usi

ng th

eC

hrys

ler,

Ford

, and

Gen

eral

Mot

ors

Qua

lity

Sys

tem

Ass

essm

ent?

9• I

nclu

des

all e

mpl

oyee

s?

10• L

ists

who

se b

een

trai

ned?

11• P

rovi

des

a tr

aini

ng s

ched

ule?

12• S

tati

stic

al p

roce

ss c

ontr

ol?

Has

trai

ning

bee

n co

mpl

eted

for

:

TH

IS C

HE

CK

LIS

T I

S N

OT

IN

TE

ND

ED

TO

RE

PL

AC

E T

HE

CH

RYS

LE

R, F

OR

D A

ND

GE

NE

RA

L M

OT

OR

S Q

UA

LIT

Y S

YS

TE

M A

SS

ES

SM

EN

T.

-72-

TH

IS C

HE

CK

LIS

T I

S N

OT

IN

TE

ND

ED

TO

RE

PL

AC

E T

HE

CH

RYS

LE

R, F

OR

D A

ND

GE

NE

RA

L M

OT

OR

S Q

UA

LIT

Y S

YS

TE

M A

SS

ES

SM

EN

T.

A-4

PR

OD

UC

T/P

RO

CE

SS

QU

ALI

TY

CH

EC

KLI

ST

- C

ON

TIN

UE

D

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

2 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Has

trai

ning

bee

n co

mpl

eted

for

: - C

onti

nued

•Pro

blem

sol

ving

?

•Mis

take

pro

ofin

g?

•Cap

abil

ity

stud

ies?

Do

insp

ecti

on in

stru

ctio

ns in

clud

e:

Are

vis

ual a

ids:

Is e

ach

oper

atio

n pr

ovid

ed w

ith

proc

ess

inst

ruct

ions

that

are

key

ed to

the

cont

rol p

lan?

Are

sta

ndar

d op

erat

or in

stru

ctio

ns a

vail

able

at

each

ope

rati

on?

Wer

e op

erat

or/t

eam

lead

ers

invo

lved

inde

velo

ping

sta

ndar

d op

erat

or in

stru

ctio

ns?

•Oth

er to

pics

as

iden

tifi

ed?

• Eas

ily u

nder

stoo

d en

gine

erin

gpe

rfor

man

ce s

peci

fica

tion

s?• T

est f

requ

enci

es?

• Sam

ple

size

s?

• Rea

ctio

n pl

ans?

• Doc

umen

tati

ons?

• Eas

ily u

nder

stoo

d?

• Ava

ilab

le?

13 15 1614 18 1917 21 2220 23 24 25 26

-73-

Appendix A

A-4

PR

OD

UC

T/P

RO

CE

SS

QU

ALI

TY

CH

EC

KLI

ST

- C

ON

TIN

UE

D

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

3 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Hav

e pr

ovis

ions

bee

n m

ade

to p

lace

the

foll

owin

g at

the

mon

itor

ed o

pera

tion

:

Is th

ere

a pr

oced

ure

to im

plem

ent,

mai

ntai

n,an

d es

tabl

ish

reac

tion

pla

ns f

or s

tati

stic

alco

ntro

l cha

rts?

34• I

nspe

ctio

n ga

ges?

35• G

age

inst

ruct

ions

?

Hav

e re

quir

ed m

easu

rem

ent s

yste

m c

apab

ilit

y st

udie

s be

en:

TH

IS C

HE

CK

LIS

T I

S N

OT

IN

TE

ND

ED

TO

RE

PL

AC

E T

HE

CH

RYS

LE

R, F

OR

D A

ND

GE

NE

RA

L M

OT

OR

S Q

UA

LIT

Y S

YS

TE

M A

SS

ES

SM

EN

T.

Are

vis

ual a

ids:

- C

onti

nued

28 29

•App

rove

d?

•Dat

ed a

nd c

urre

nt?

27•A

cces

sibl

e?

30

Hav

e pr

ovis

ions

bee

n m

ade

to p

lace

the

late

stdr

awin

gs a

nd s

peci

fica

tion

s at

the

poin

t of

insp

ecti

on?

32

Is th

ere

an e

ffec

tive

root

cau

se a

naly

sis

syst

emin

pla

ce?

31

Are

for

ms/

logs

ava

ilab

le f

or a

ppro

pria

tepe

rson

nel t

o re

cord

insp

ecti

on r

esul

ts?

33 36• R

efer

ence

sam

ples

?

37• I

nspe

ctio

n lo

gs

38H

ave

prov

isio

ns b

een

mad

e to

cer

tify

and

rout

inel

y ca

libr

ate

gage

s an

d te

st e

quip

men

t?

Due

Dat

e

39• C

ompl

eted

?

-74-

TH

IS C

HE

CK

LIS

T I

S N

OT

IN

TE

ND

ED

TO

RE

PL

AC

E T

HE

CH

RYS

LE

R, F

OR

D A

ND

GE

NE

RA

L M

OT

OR

S Q

UA

LIT

Y S

YS

TE

M A

SS

ES

SM

EN

T.

A-4

PR

OD

UC

T/P

RO

CE

SS

QU

ALI

TY

CH

EC

KLI

ST

- C

ON

TIN

UE

D

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

4 o

f 4

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Hav

e re

quir

ed m

easu

rem

ent s

yste

m c

apab

ilit

y st

udie

s be

en: -

Con

tinu

ed:

•Acc

epta

ble?

Are

layo

ut in

spec

tion

equ

ipm

ent a

nd f

acil

itie

sad

equa

te to

pro

vide

init

ial a

nd o

ngoi

ng la

yout

of

all d

etai

ls a

nd c

ompo

nent

s?Is

ther

e a

proc

edur

e fo

r co

ntro

llin

g in

com

ing

prod

ucts

that

iden

tifi

es:

•Cha

ract

eris

tics

to b

e in

spec

ted?

•Fre

quen

cy o

f in

spec

tion

?

• Sam

ple

size

?

• Des

igna

ted

loca

tion

for

app

rove

dpr

oduc

t?• D

ispo

siti

on o

f no

ncon

form

ing

prod

ucts

?Is

ther

e pr

oced

ure

to id

enti

fy, s

egre

gate

and

cont

rol n

onco

nfor

min

g pr

oduc

ts to

pre

vent

ship

men

t?A

re r

ewor

k/re

pair

pro

cedu

res

avai

labl

e?

Is th

ere

a pr

oced

ure

to r

equa

lify

repa

ired

/rew

orke

d m

ater

ial?

Is th

ere

an a

ppro

pria

te L

ot T

race

abil

ity

syst

em?

Are

per

iodi

c au

dits

of

outg

oing

pro

duct

spl

anne

d an

d im

plem

ente

d?A

re p

erio

dic

surv

eys

of th

e qu

alit

y sy

stem

plan

ned

and

impl

emen

ted?

Has

the

cust

omer

app

rove

d th

e pa

ckag

ing

spec

ific

atio

n?

40 41 42 43 44 45 46 47 48 49 50 51 52 53

Pre

par

ed B

y:

-75-

Appendix A

A-5

FLO

OR

PLA

N C

HE

CK

LIS

T

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

1 o

f 2

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Are

pro

cess

and

insp

ecti

on a

reas

:4

•Of

adeq

uate

siz

e?

9A

re in

spec

tion

poi

nts

logi

cally

loca

ted

topr

even

t shi

pmen

t of

nonc

onfo

r min

g pr

oduc

ts?

Hav

e cl

earl

y m

arke

d ar

eas

for

all

mat

eria

l, to

ols,

and

equi

pmen

t at e

ach

oper

atio

n be

enco

nsid

ered

?

2

Doe

s th

e fl

oor

plan

iden

tify

all

req

uire

d pr

oces

san

d in

spec

tion

poi

nts?

1

Has

suf

fici

ent s

pace

bee

n al

loca

ted

for

all

equi

pmen

t?3 5

• Pro

perl

y li

ghte

d?

Do

insp

ecti

on a

reas

con

tain

nec

essa

ryeq

uipm

ent a

nd f

iles

?6

Are

ther

e ad

equa

te:

7• S

tagi

ng a

reas

?

8• I

mpo

und

area

s?

10H

ave

cont

rols

bee

n es

tabl

ishe

d to

eli

min

ate

the

pote

ntia

l for

an

oper

atio

n, in

clud

ing

outs

ide

proc

essi

ng, t

o co

ntam

inat

e or

mix

sim

ilar

prod

ucts

?11

Is m

ater

ial p

rote

cted

fro

m o

verh

ead

or a

irha

ndli

ng s

yste

ms

cont

amin

atio

n?

Due

Dat

e

-76-

A-5

FLO

OR

PLA

N C

HE

CK

LIS

T -

CO

NT

INU

ED

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

2 o

f 2

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Are

con

trol

s ad

equa

te to

pre

vent

mov

emen

t of

nonc

onfo

rmin

g in

com

ing

mat

eria

l to

stor

age

orpo

int o

f us

e?

Pre

par

ed B

y:

13

Hav

e fi

nal a

udit

fac

ilit

ies

been

pro

vide

d?12

-77-

Appendix A

Pre

par

ed B

y:

A-6

PR

OC

ES

S F

LOW

CH

AR

T C

HE

CK

LIS

T

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

1 o

f 1

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Wer

e al

l the

app

ropr

iate

FM

EA

s (S

FM

EA

,D

FM

EA

) av

aila

ble

and

used

as

aids

to d

evel

opth

e pr

oces

s fl

ow c

hart

?

2

Doe

s th

e fl

ow c

hart

illu

stra

te th

e se

quen

ce o

fpr

oduc

tion

and

insp

ecti

on s

tati

ons?

1

Doe

s th

e fl

ow c

hart

des

crib

e ho

w th

e pr

oduc

tw

ill m

ove,

i.e.

, rol

ler

conv

eyor

, sli

de c

onta

iner

s,et

c.?

4

Is th

e fl

ow c

hart

key

ed to

pro

duct

and

pro

cess

chec

ks in

the

cont

rol p

lan?

3

Has

the

pull

sys

tem

/opt

imiz

atio

n be

enco

nsid

ered

for

this

pro

cess

?5

Hav

e po

tent

ial q

uali

ty p

robl

ems

due

to h

andl

ing

and

outs

ide

proc

essi

ng b

een

iden

tifi

ed a

ndco

rrec

ted?

7

Hav

e pr

ovis

ions

bee

n m

ade

to id

enti

fy a

ndin

spec

t rew

orke

d pr

oduc

ts b

efor

e be

ing

used

?6

-78-

A-7

PR

OC

ES

S F

ME

A C

HE

CK

LIS

T

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

1 o

f 1

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Hav

e al

l ope

rati

ons

affe

ctin

g fi

t, fu

ncti

on,

dura

bili

ty, g

over

nmen

tal r

egul

atio

ns a

nd s

afet

ybe

en id

enti

fied

and

list

ed s

eque

ntia

lly?

Pre

par

ed B

y:

Was

the

proc

ess

FM

EA

pre

pare

d us

ing

the

Chr

ysle

r, Fo

rd, a

nd G

ener

al M

otor

s gu

idel

ines

?

Wer

e si

mil

ar p

art F

ME

As

cons

ider

ed?

Hav

e hi

stor

ical

cam

paig

n an

d w

arra

nty

data

been

rev

iew

ed?

Hav

e ap

prop

riat

e co

rrec

tive

acti

ons

been

plan

ned

or ta

ken

for

high

ris

k pr

iori

tynu

mbe

rs?

Hav

e ap

prop

riat

e co

rrec

tive

acti

ons

been

plan

ned

or ta

ken

for

high

sev

erit

y nu

mbe

rs?

Wer

e ri

sk p

rior

itie

s nu

mbe

rs r

evis

ed w

hen

corr

ectiv

e ac

tion

was

com

plet

ed?

Wer

e hi

gh s

ever

ity

num

bers

rev

ised

whe

n a

desi

gn c

hang

e w

as c

ompl

eted

?D

o th

e ef

fect

s co

nsid

er th

e cu

stom

er in

term

s of

the

subs

eque

nt o

pera

tion

, ass

embl

y an

dpr

oduc

t?

21 3 4 5 6 7 8 9

Was

war

rant

y in

form

atio

n us

ed a

s an

aid

inde

velo

ping

the

Pro

cess

FM

EA

?W

ere

cust

omer

pla

nt p

robl

ems

used

as

an a

id in

deve

lopi

ng th

e P

roce

ss F

ME

A?

Hav

e th

e ca

uses

bee

n de

scri

bed

in te

rms

ofso

met

hing

that

can

be

fixe

d or

con

trol

led?

10 11 12

Whe

re d

etec

tion

is th

e m

ajor

fac

tor,

have

prov

isio

ns b

een

mad

e to

con

trol

the

caus

e pr

ior

to th

e ne

xt o

pera

tion

?

13

-79-

Appendix A

Pre

par

ed B

y:

A-8

CO

NT

RO

L P

LAN

CH

EC

KLI

ST

Cus

tom

er o

r In

tern

al P

art

No.

Rev

isio

n D

ate

Pg.

1 o

f 1

Que

stio

nYe

sN

oC

omm

ent/

Act

ion

Req

uire

dPe

rson

Res

pons

ible

Due

Dat

e

Hav

e al

l kno

wn

cust

omer

con

cern

s be

enid

enti

fied

to f

acil

itat

e th

e se

lect

ion

of s

peci

alpr

oduc

t/pr

oces

s ch

arac

teri

stic

s?

2

Was

the

cont

rol p

lan

met

hodo

logy

ref

eren

ced

inS

ecti

on 6

use

d in

pre

pari

ng th

e co

ntro

l pla

n?1

Wer

e S

FM

EA

, DF

ME

A, a

nd P

FM

EA

use

d to

prep

are

the

cont

rol p

lan?

4

Are

all

spe

cial

pro

duct

/pro

cess

cha

ract

eris

tics

incl

uded

in th

e co

ntro

l pla

n?3

Are

mat

eria

l spe

cifi

cati

ons

requ

irin

g in

spec

tion

iden

tifi

ed?

5

Are

eng

inee

ring

per

form

ance

test

ing

requ

irem

ents

iden

tifi

ed?

7

Doe

s th

e co

ntro

l pla

n ad

dres

s in

com

ing

(mat

eria

l/co

mpo

nent

s) th

roug

hpr

oces

sing

/ass

embl

y in

clud

ing

pack

agin

g?

6

Are

gag

es a

nd te

st e

quip

men

t ava

ilab

le a

sre

quir

ed b

y th

e co

ntro

l pla

n?8

If r

equi

red,

has

the

cust

omer

app

rove

d th

eco

ntro

l pla

n?9

Are

gag

e m

etho

ds c

ompa

tibl

e be

twee

n su

ppli

eran

d cu

stom

er?

10

-81-

Appendix B

APPENDIX B - ANALYTICAL TECHNIQUES

ASSEMBLY BUILD VARIATION ANALYSIS

An assembly build variation analysis is an analysis that simulates the buildup of an assembly andexamines tolerance accumulation, statistical parameters, sensitivity, and “what if ” investigation.

BENCHMARKING

Benchmarking is a systematic approach to identifying standards for comparison. It provides input tothe establishment of measurable performance targets, as well as ideas for product design and processdesign. It can also provide ideas for improving business processes and work procedures.

Product and process benchmarking should include the identification of world class or best-in-classbased on objective performance measures and research into how this performance was achieved.Benchmarking should provide a stepping stone for developing new designs and processes that exceedthe capabilities of the benchmark companies.

CAUSE AND EFFECT DIAGRAM

The “cause and effect” diagram is an analytical tool to indicate the relationship between an “effect”and all possible “causes” influencing it. This is sometimes referred to as fishbone diagram, Ishikawadiagram, or feather diagram.

CHARACTERISTICS MATRIX

A characteristics matrix is a display of the relationship between process parameters and manufacturingstations. The recommended method of developing the characteristics matrix is to number thedimensions and/or features on the part print and each manufacturing operation. All manufacturingoperations and stations appear across the top, and the process parameters are listed down the left-handcolumn. The more manufacturing relationships there are, the more important the control of acharacteristic becomes. Regardless of matrix size, the upstream relationships of characteristics areevident. A typical matrix is shown.

-82-

CRITICAL PATH METHOD

The critical path method can be a Pert or Gantt Chart that shows the chronological sequence of tasksthat require the greatest expected time to accomplish. It can provide valuable information as to:

– Interrelationships

– Early Forecast of Problems

– Identification of Responsibility

– Resource Identification, Allocation and Leveling

DESIGN OF EXPERIMENTS (DOE)

A design experiment is a test of sequence of tests where potential influential process variables aresystematically changed according to a prescribed design matrix. The response of interest is evaluatedunder the various conditions to: (1) identify the influential variables among the ones tested, (2)quantify the effects across the range represented by the levels of the variables, (3) gain a betterunderstanding of the nature of the causal system at work in the process, and (4) compare the effectsand interactions. Application early in the product/process development cycle can result in: (1)improved process yields, (2) reduced variability around a nominal or target value, (3) reduceddevelopment time, and (4) reduced overall costs.

DESIGN FOR MANUFACTURABILITY AND ASSEMBLY

Design for Manufacturability and Assembly is a Simultaneous Engineering process designed tooptimize the relationship between design function, manufacturability, and ease of assembly. The

CHARACTERISTICS MATRIX(EXAMPLE)

DIM. DESCRIPTION TOLERANCE 05 10 20 30NO.

1 ID X C X2 FACE X C C3 X L L4 X5 X6 OD X

OPERATION NOS.

C = Characteristic at an operation used for clamping

L = Characteristic at an operation used for locating

x = Characteristic created or changed by this operation should match the process flow diagram form

-83-

Appendix B

enhancement of designs for assembly and manufacturing is an important step. Plant representativesshould be consulted early in the design process to review components or systems and provide input onspecific assembly and manufacturing requirements. Specific dimensional tolerances should bedetermined based on the like process. This will assist in identifying the equipment required and anyprocess changes necessary.

DESIGN VERIFICATION PLAN AND REPORT (DVP&R)

The Design Verification Plan and Report (DVP&R) is a method to plan and document testing activitythrough each phase of product/process development from inception to ongoing refinement. Thismethod is used by Chrysler and Ford.

An effective DVP&R provides a concise working document that aids engineering personnel in thefollowing areas:

• Facilitates the development of a logical testing sequence by requiring the responsible areas tothoroughly plan the tests needed to assure that the component or system meets all engineeringrequirements.

• Assures product reliability meets customer-driven objectives.

• Highlights situations where customer timing requires an accelerated test plan.

• Serves as a working tool for responsible area(s) by:

– Summarizing functional, durability, and reliability testing requirements and results in onedocument for ease of reference.

– Providing the ability to easily prepare test status and progress reports for Design Reviews.

Detailed instructions can be obtained from the appropriate Chrysler and Ford Quality or Engineeringareas.

DIMENSIONAL CONTROL PLAN (DCP)

See Dynamic Control Plan.

DYNAMIC CONTROL PLAN (DCP)

Ford Motor Company is currently using a DCP (Dynamic Control Plan) process in some operations.The basis for this process is the Characteristics Matrix described previously in this Appendix. It is astructured methodology that integrates the control plan, FMEA and the Gage R&R information toensure that customer expectations in the form of product design requirements are understood,deployed, and controlled in the manufacturing and assembly process. DCP is a systematic,comprehensive methodology for implementing total production process planning. Refer to AppendixG for an explanation of the Dynamic Control Planning Process.

-84-

MISTAKE PROOFING (POKA-YOKE)

Mistake proofing (Poka-Yoke) is a technique to eliminate errors often referred to as “fail-safeing.”Mistake proofing should be used as a preventive technique to control repetitive tasks or actions. Thistechnique is designed to reduce customer concerns.

PROCESS FLOW CHARTING

Process flow charting is a visual approach to describing and developing sequential or related workactivities. It provides both a means of communication and analysis for planning, developmentactivities, and manufacturing processes.

Since one goal of quality assurance is to eliminate defects and improve the eff iciency ofmanufacturing and assembly processes, advance product quality plans should include illustrations ofthe controls and resources involved. These process flow charts should be used to identifyimprovements and to locate significant or critical product and process characteristics that will beaddressed in control plans to be developed later.

QUALITY FUNCTION DEPLOYMENT (QFD)

QFD is a systematic procedure for translating the Voice of the Customer into technical requirementsand operational terms, displaying and documenting the translated information in matrix form. QFDfocuses on the most important items and provides the mechanism to target selected areas to enhancecompetitive advantages.

Depending upon the specific product, the technique of QFD may be used as a structure for the qualityplanning process. In particular, QFD Phase I - Product Planning translates customer requirements, i.e.,Voice of the Customer, into counterpart control characteristics or design requirements. QFD providesa means of converting general customer requirements into specified final product and process controlcharacteristics.

A. ASPECTS OF QFD

The two dimensions of QFD are:

• Quality Deployment: Translation of Customer Requirements into Product Design Requirements.

• Function Deployment: Translation of Design Requirements into appropriate Part, Process andProduction Requirements.

B. BENEFITS OF QFD

Several benefits of QFD are that it:

• Increases the assurance of meeting the Voice of the Customer.

-85-

Appendix B

• Reduces number of changes due to engineering knowledge.

• Identifies conflicting design requirements.

• Focuses various company activities on customer-oriented objectives.

• Reduces product development cycle time.

• Reduces costs of engineering, manufacturing, and service.

• Improves quality or product and services.

SYSTEM FAILURE MODE AND EFFECTS ANALYSIS (SFMEA)

An SFMEA is an analytical technique that is used to identify potential weaknesses in an overall systemdesign. It is a “top-down” functional analysis. It is used to analyze system weaknesses in the earlyconcept stage before hardware has been defined. The SFMEA focuses on potential failures associatedwith the functions performed at the system, subsystem, and lower functional levels. The SFMEA alsofocuses on the interaction between systems, between subsystems, and the interface between systemelements.

-87-

Appendix C

APPENDIX C - SPECIAL CHARACTERISTICS SYMBOLS

Chrysler, Ford and General Motors Special Characteristics and Symbols

GENERAL MOTORS FORD MOTOR CO. CHRYSLERDefinition:

Non-KeyCharacteristic

“Standard”

Is a product characteristicfor which reasonablyanticipated variation isunlikely to significantlyaffect a product’s safety,compliance withgovernment regulations,fit/function.

Definition:

Key Characteristic(Not Relating toSafety or LegalConsiderations)

A product characteristicfor which reasonablyanticipated variation islikely to significantlyaffect customer satisfac-tion with a product (otherthan S/C) such as its fits,function, mounting orappearance, or the abilityto process or build theproduct.

Definition:

Key Characteristic(With Safety

or LegalConsiderations)

Is a product characteristicfor which reasonableanticipated variation couldsignificantly affect theproduct’s safety or itscompliance withgovernment regulations(such as: flammability,occupant protection,steering control, braking,etc. . .), emissions, noise,radio frequencyinterference, etc. . . .

Nomenclature

Symbol

Nomenclature

Symbol

Nomenclature

Symbol

STANDARD

NONE

NOT USED NOT USED

The characteristics thatare important to thecustomer and that mustbe included on the ControlPlan.

Identifies specific criticalcharacteristics that areprocess driven (controlled)and therefore require SPCto measure processstability, capability, andcontrol for the life of thepart.

Is limited to highlightingCritical characteristics on(Production) partdrawings, tools andfixture, and tooling aidprocedures whereverification is mandatory,but where ongoing processcontrol is not automatical-ly mandated.

FIT/FUNCTION - <F/F> SIGNIFICANT/CHARACTERISTIC - S/C

NONE

DIAMOND - <D> PENTAGON - <P>

Are those productrequirements (Dimen-sions, SpecificationsTests) or processparameters which canaffect compliance withgovernment regulations orsafe Vehicle/ProductFunction and whichrequire specific producer,assembly, shipping ormonitoring actions andinclusion on the ControlPlan.

Safety characteristics aredefined as engineeringdesignated specifications orproduct requirements applicableto component material,assembly operation(s) whichrequire special manufacturingcontrol to assure compliancewith governmental vehiclesafety, emissions, noise, or theftprevention requirements.

SAFETY/COMPLIANCE- <S>

CRITICALCHARACTERISTIC - CC

SHIELD - <S>

∆∆

�

◊ ◊

-89-

Introduction

APPENDIX D - REFERENCE MATERIAL

CHRYSLER, FORD, AND GENERAL MOTORS FUNDAMENTAL STATISTICAL PROCESSCONTROL REFERENCE MANUAL

This is a reference manual prepared by quality and supplier assessment personnel from Chrysler, Ford,and General Motors. The manual presents a unified reference for statistical process control. Copies ofthis manual can be obtained from the Automotive Industry Action Group (AIAG) at (810) 358-3570.

CHRYSLER, FORD, AND GENERAL MOTORS MEASUREMENT SYSTEMS ANALYSISREFERENCE MANUAL

A reference manual developed by Chrysler, Ford, and General Motors that describes common methodsof evaluating measurement system variation. Copies of this manual can be obtained from AIAG at(810) 358-3570.

CHRYSLER, FORD, AND GENERAL MOTORS POTENTIAL FAILURE MODE ANDEFFECTS ANALYSIS (FMEA)

This manual introduces the topic of potential Failure Mode and Effects Analysis (FMEA) and givesgeneral guidance in the application of techniques. The joint consensus on the contents of thisreference manual was effected through task team members from Chrysler, Ford, General Motors,Bosch, Goodyear, and Kelsey-Hayes. Copies of this manual can be obtained from AIAG at (810) 358-3570.

CHRYSLER, FORD, AND GENERAL MOTORS PRODUCTION PART APPROVALPROCESS

This procedure was developed by the Quality and Part Approval staffs at Chrysler, Ford, and GeneralMotors. The procedure covers generic requirements for production part approval for all productionand service commodities. Customer specific instructions are also included. Copies of this manual canbe obtained from AIAG at (810) 358-3570.

CHRYSLER, FORD, AND GENERAL MOTORS QUALITY SYSTEM REQUIREMENTS

This quality system requirement defines the expectations of Chrysler, Ford, and General Motors forinternal and external suppliers. These three companies recognize ISO 9001 as the foundation for thisstandard. Copies of this manual can be obtained from AIAG at (810) 358-3570.

ZERO QUALITY CONTROL: SOURCE INSPECTION AND THE POKA-YOKE SYSTEM,SHIGEO SHINGO, CAMBRIDGE, MA: PRODUCTIVITY PRESS, 1986

This book describes the techniques of mistake proofing developed by Shigeo Shingo.

-91-

Introduction

APPENDIX E - TEAM FEASIBILITY COMMITMENT

Date:

Customer: Part Name:

Part Number:

Feasibility Considerations

Our product quality planning team has considered the following questions, not intended to be all-inclusive inperforming a feasibility evaluation. The drawings and/or specifications provided have been used as a basis foranalyzing the ability to meet all specified requirements. All “no” answers are supported with attached com-ments identifying our concerns and/or proposed changes to enable us to meet the specified requirements.

YES NO CONSIDERATION

Is product adequately defined (application requirements, etc.) to enable feasibilityevaluation?

Can Engineering Performance Specifications be met as written?

Can product be manufactured to tolerances specified on drawing?

Can product be manufactured with Cpk’s that meet requirements?

Is there adequate capacity to produce product?

Does the design allow the use of efficient material handling techniques?

Can the product be manufactured without incurring any unusual:

• Costs for capital equipment?

• Costs for tooling?

• Alternative manufacturing methods?

Is statistical process control required on product?

Is statistical process control presently used on similar products?

Where statistical process control is used on similar products:

• Are the processes in control and stable?

• Are Cpk’s greater than 1.33?

Conclusion

Feasible Product can be produced as specified with no revisions.

Feasible Changes recommended (see attached).

Not Feasible Design revision required to produce product within the specified requirements.

Sign-Off

Team Member/Title/Date



Team Member/Title Date



-93-

Appendix F

APPENDIX F - PRODUCT QUALITY PLANNING SUMMARY AND SIGN-OFF

PRODUCT NAME:

CUSTOMER:

PART NUMBER:

MANUFACTURING PLANT:

DATE:

REQUIRED ACCEPTABLE PENDING*

QUANTITY


QUANTITY

CHARACTERISTICSPER SAMPLE

APPROVED: YES/NO* DATE APPROVED


QUANTITY


QUANTITY


PACKAGING APPROVAL

SHIPPING TRIALS

6. PACKAGING/SHIPPING

5. PROCESS MONITORING

PROCESS MONITORING INSTRUCTIONS

PROCESS SHEETS

VISUAL AIDS

4. GAGE AND TEST EQUIPMENT MEASUREMENT SYSTEM ANALYSIS

SPECIAL CHARACTERISTIC

1. PRELIMINARY PROCESS CAPABILITY STUDY

Ppk - SPECIAL CHARACTERISTICS

2. CONTROL PLAN APPROVAL (If Required)

3. INITIAL PRODUCTION SAMPLES CHARACTERISTIC CATEGORY

DIMENSIONAL

VISUAL

LABORATORY

PERFORMANCE

7. SIGN-OFF

TEAM MEMBER/TITLE/DATE



*REQUIRES PREPARATION OF AN ACTION PLAN TO TRACK PROGRESS.




QUANTITY

-94-

PRODUCT QUALITY PLANNING SUMMARYAND SIGN-OFF – INSTRUCTIONS

SECTION

1 Under “required,” for each item indicate the number of characteristics required.

Under “acceptable,” for each item indicate the quantity that was accepted per Chrysler,Ford, and General Motors Production Part Approval Process manual or customerrequirements.

Under “pending,” for each item indicate the quantity not accepted. Attach action plan foreach item.

2 Indicate if control plan has been approved by the customer (if required) by circling yes orno.

If yes, indicate date approved. If no, attach action plan.

3 Under “samples,” indicate the quantity of samples inspected for each item.

Under “characteristics per sample,” for each item indicate the number of characteristicsinspected on each sample for each category.

Under “acceptable,” for each item indicate the quantity of characteristics acceptable on allsamples.

Under “pending,” for each item indicate the quantity of characteristics not accepted. Attachaction plan for each item.

4 Under “required,” for each item indicate the number of characteristics required.

Under “acceptable,” for each item indicate the quantity acceptable per Chrysler, Ford andGeneral Motors Measurement Systems Analysis Reference Manual.

Under “pending,” for each item indicate quantity not accepted. Attach action plan for eachitem.

5 Under “required,” for each item indicate the quantity required.

Under “acceptable,” for each item indicate the quantity accepted.

Under “pending,” for each time indicate quantity not accepted. Attach action plan for eachitem.

6 Under “required,” for each item indicate yes or no to indicate if item is required.

Under “acceptable,” for each item indicate yes or no to indicate acceptance.

Under “pending,” if answer under “acceptable” is no – attach action plan.

7 Each team member should sign form and indicate title and date of signature.

-95-

Appendix G

APPENDIX G - FORD’S POWERTRAIN DYNAMIC CONTROL PLANNING

Description of Ford Powertrain Dynamic Control Planning (DCP)

Definition

DCP is a team approach to the step-wise understanding and control of manufacturing processes.

Team experience, analysis tools, and planning skills are used to produce a cohesive system ofknowledge. Process controls are developed and implemented from the system of knowledge. The goalof DCP is to develop a manufacturing process able to produce high quality products, at a competitivecost, on a timely schedule.

Expectations

All processes must produce all characteristics to specification on a production basis. If theseexpectations are not met, there must be a plan to correct the problem and protect the customer.Significant Characteristics (SCs) must be in a state of statistical control with Ppk >_ 1.67 and Cpk >_1.33. DCP is applied to all characteristics, not just SCs.

Scope

Who does DCP? Cross-functional teams of hourly and salary personnel carry out the DCP process.DCP is required of all Ford Powertrain Operations (PTO) plants and all PTO suppliers. Other Fordoperations also use DCP and request it of their suppliers.

Who approves a Control Plan? The control plan must be signed/approved by a DCP teamrepresentative, the Product Engineer, the SQE Engineer (for suppliers), and with an opportunity forapproval by the using plant.

When is the Control Plan implemented? Initial DCP implementation must coincide with theProduction Part Approval Process (PPAP). The team exists for the life of the product. DCP update andimprovement is an ongoing task of the team.

Vision

• Production people are the primary DCP customers. Successful DCP results in useful jobinstructions, effective control methods, and reliable reaction plans.

• Teamwork is crucial. The DCP team consists of production people, product engineers,manufacturing engineers, customers, suppliers, and any others needed by the team. Strong upper-management support is required to ensure team success.

• DCP is manufacturing-process focused, from raw materials through assembly. Product andprocess characteristics are considered together for each manufacturing operation. DCP works forboth the development of new manufacturing processes and the optimization of existing processes.

• DCP is content driven. The team strives to build and effectively use knowledge. DCP documentsare simply the way the knowledge is recorded and shared.

-96-

The DCP JourneyA Four-Stage Process Supported by the DCP Elements

The Elements of DCP

• DCP Team

• Question Log

• Support Information

• Process Flow Diagram

• Measurement Systems

• Process Capability

• Characteristic Matrix

• Characteristic Type

• Operational Importance

• Process FMEA

• Control Factors

• Control Classifications

• Control Methods

• Illustrations and Instructions

-97-

Appendix G

Stage I. Understand the Manufacturing Process. (Steps 1 through 8)

The most important task a DCP team undertakes isgaining and documenting a deep understanding of theirmanufacturing process.

All other DCP tasks depend upon the success of thisactivity.

The team must:

• Establish a Question Log.

• Gather important reference documents such as theDesign Failure Mode and Effects Analysis (FMEA)and System FMEA.

• Define how process and product characteristics flowtogether.

• Establish measurement systems to supportknowledge-gap investigation.

• Establish targets and tolerances.

• Identify variation sources.

It is important that the team considers variation pathsand works to fill knowledge gaps.

Stage II. Establish Capability. (Steps 9 through 15)

True process understanding demands capablemeasuring systems and processes.

The team must:

• Establish measurement capability.

• Use the measurement system to check processoutput.

• Assess whether each step will perform to the targetand within the tolerance the team has specified.

• Make corrections to process capability problems orestablish countermeasures.

• Assure that when a single production processproduces a family of parts that the process iscapable over the entire range of parts in the family.

The complete flowis on page 99.

1.Form Team

2.Question Log

3.Support

Information

4.Flow

DiagramSymbols

5.Characteristics

6.Knowledge

Gaps?

7.Sources

ofVariation

8.Knowledge

Gaps?

6.1Measurements

OK?

6.3Fill

KnowledgeGaps

6.4Change Flow?

Go toStep

4

6.2Fill

MeasurementGap

No

NoNo

YesYes

Yes

NoYes

9.Measurement

Inventory

10.InventoryComplete?

11.Measurement

Capability

12.Measurement

Capability OK?

Go toStep

4

14.1Corrections or

Counter-measures

12.1Measurement

CapabilityCorrections

13.Process

Capability

14.Process

Capability OK

15.Change Flow?

No

Yes

Yes

Yes

No

NoNo

Yes

-98-

Stage III. Develop Process Controls. (Steps 16 through 27)

Effective process controls are based on:

• Relationships between characteristics and processsteps.

• Measurement and process capability.

• Characteristic effects from conditions both withinand outside of specification.

• Control Methods that address variation/targetmovement within specification and/or causes offailure.

• Current Controls that prevent and/or detect failuremodes.

• Illustrations, instructions, and Reaction Plans thatreally work.

Stage IV. Implement and Improve. (Steps 28 through 31)

The DCP vision is to provide value-added, user-friendlyinformation to all levels of the plant.

To successfully provide this information, the DCP teammust:

• Carefully plan and execute implementation ofcontrols, illustrations, and instructions.

• Monitor and respond to product changes, processchanges and innovations.

DCP is an important tool for managing change. Theteam must continue to meet regularly to respond tochange.

16.Characteristic

Matrix

18.Characteristic

Type

19.OperationalImportance

20.PFMEA

21.Change Flow?

No

17.Change Flow?

22.ControlFactors

Go toStep

4

Go toStep

4

Yes

No

Yes

27.Do they work?

26.Illustrations

&Instructions

25.ControlMethods

24.Change Flow?

23.Control

Classification

Go toStep

4

YesNo

27.1Change

Illustrations &Instructions

No

Yes

31.Make

Changes

30.Revisions or

Improvements?

No

29.Maintain &Periodically

Review

Yes

28.Implement

-99-

Appendix G

The DCP JourneyA Focuson the

Manufacturing Process

1.Form Team

2.Question Log

3.Support

Information

4.Flow

DiagramSymbols

5.Characteristics

6.Knowledge

Gaps?

7.Sources

ofVariation

8.Knowledge

Gaps?

9.Measurement

Inventory

10.InventoryComplete?

Yes

No

Yes

No

Yes

NoNo

6.1Measurements

OK?

6.2Fill

MeasurementGap

11.Measurement

Capability

6.4Change Flow?

6.3Fill

KnowledgeGaps

Go toStep

4

12.Measurement

Capability OK?

13.Process

Capability

12.1Measurement

CapabilityCorrections

14.1Corrections or

Counter-measures

Go toStep

4

14.Process

Capability OK?

15.Change Flow?

16.Characteristic

Matrix

Go toStep

4

Go toStep

4

17.Change Flow?

21.Change Flow?

18.Characteristic

Type

19.OperationalImportance

20.PFMEA

22.ControlFactors

23.Control

Classification

24.Change Flow?

Go toStep

4

Yes

No

Yes

No

Yes

No

25.ControlMethods

26.Illustrations

&Instructions

27.Do they work?

27.1Change

Illustrations &Instructions

28.Implement

29.Maintain &Periodically

Review

31.Make

Changes

30.Revisions or

Improvements?

Yes

No

Yes

No

= Action

= Decision

Yes

Yes

No

No

No

Yes

Yes

No Yes

-100-

Dyn

amic

Co

ntro

l Pla

nM

aste

r C

op

y

Com

pany

/Pla

nt:

Dep

artm

ent:

Ope

rati

on:

Stat

ion:

Par

t N

ame:

Con

trol

pla

n re

visi

on d

ate:

Pag

e:

o

f:P

roce

ss:

Mac

hine

:P

art

Num

ber:

Pro

cess

she

et r

evis

ion

date

:B

/P r

evis

ion

date

:

Char #

Char

acte

ristic

Desc

riptio

n

(Pro

duct

&Pr

oces

s)

Spec

T y p e

I m p

Failu

reM

ode

Effe

cts

ofFa

ilure

Caus

esof

Failu

re

Curr

ent

Cont

rols

O C C

S E V

D E T

R P N

Reco

m.

Actio

nsAr

eaRe

spon

.&

Dat

e

Actio

nsTa

ken

S E V

R P N

D E T

O C CPrev

ious

Ctrl.

Fact

.Co

ntro

lM

etho

dGa

ge, d

esc,

mas

ter,

deta

il

GR&R

& D

ate

Cp/C

pk(ta

rget

)&

Dat

e

Reac

tion

Plan

sT o o l

C l a s s

-101-

Appendix G

Dyn

amic

Co

ntro

l Pla

nO

per

ato

r C

op

y

Dep

artm

ent:

Ope

rati

on:

Par

t N

ame:

Con

trol

pla

n re

visi

on d

ate:

Pag

e:

o

f:P

roce

ss:

Mac

hine

:P

art

Num

ber:

Pro

cess

she

et r

evis

ion

date

:B

/P r

evis

ion

date

Cha

r#

Cha

ract

eris

tic

Des

crip

tion

Spec

C l a s s

Con

trol

Met

hod

Cur

rent

Con

trol

sG

age

desc

,m

aste

r,de

tail

Rea

ctio

nP

lans

-103-

Appendix H

APPENDIX H - GLOSSARY

Apportionment: Referred to in this manual as a part of Reliability Engineering. Synonymous withthe term Reliability Apportionment, which is the assignment of reliability goals from system to sub-system in such a way that the whole system will have the required reliability.

Benchmark Data: The results of an investigation to determine how competitors and/or best-in-classcompanies achieved their level of performance.

Bill of Material: Total list of all components/materials required to manufacture the product.

Characteristics Matrix: An analytical technique for displaying the relationship between processparameters and manufacturing stations.

Design Failure Mode and Effects Analysis (DFMEA): An analytical technique used by a designresponsible engineer/team as a means to assure, to the extent possible, that potential failure modes andtheir associated causes/mechanisms have been considered and addressed.

Design for Manufacturability and Assembly: A simultaneous engineering process designed tooptimize the relationship between design function, manufacturability, and ease of assembly.

Design Information Checklist: A mistake proofing checklist designed to assure that all importantitems were considered in establishing design requirements.

Design Reviews: A proactive process to prevent problems and misunderstandings.

Design Validation: Testing to ensure that product conforms to defined user needs and/or require-ments. Design validation follows successful design verification and is normally performed on thefinal product under defined operating conditions. Multiple validations may be performed if there aredifferent intended uses.

Design Verification: Testing to ensure that all design outputs meet design input requirements. Designverification may include activities such as:

• Design Review

• Performing Alternate Calculations

• Understanding Tests and Demonstrations

• Review of Design Stage Documents Before Release

Durability: The probability that an item will continue to function at customer expectation levels, atthe useful life without requiring overhaul or rebuild due to wearout.

Failure Modes Analysis (FMA): A formal, structured procedure used to analyze failure mode datafrom both current and prior processes to prevent occurrence of those failure modes in the future.

-104-

Feasibility: A determination that a process, design, procedure, or plan can be successfullyaccomplished in the required time frame.

Finite Element Analysis: A technique for modeling a complex structure. When the mathematicalmodel is subjected to known loads, the displacement of the structure may be determined.

Kaizen: Taken from the Japanese words kai and zen where kai means change and zen means good.The popular meaning is continual improvement of all areas of a company not just quality.

Maintainability: The probability that a failed system can be made operable in a specified interval ordowntime.

Packaging: A unit that provides protection and containment of items plus ease of handling by manualor mechanical means.

Preliminary Bill of Material: An initial Bill of Material completed prior to design and print release.

Preliminary Process Flow Chart: An early depiction of the anticipated manufacturing process for aproduct.

Process Failure Mode and Effects Analysis (PFMEA): An analytical technique used by amanufacturing responsible engineer/team as a means to assure that, to the extent possible, potentialfailure modes and their associated causes/mechanisms have been considered and addressed.

Product Assurance Plan: A part of the Product Quality Plan. It is a prevention-oriented managementtool that addresses product design, process design, and when applicable software design.

Production Trial Run: Product made using all production tools, processes, equipment, environment,facility, and cycle time.

Quality Planning Sign-Off: A review and commitment by the Product Quality Planning Team that allplanned controls and processes are being followed.

Reliability: The probability that an item will continue to function at customer expectation levels at ameasurement point, under specified environmental and duty cycle conditions.

Reliability Apportionment: See Apportionment.

Simulation: The practice of mimicking some or all of the behavior of one system with a different,dissimilar system.

Simultaneous Engineering: A way of simultaneously designing products, and the processes formanufacturing those products, through the use of cross functional teams to assure manufacturabilityand to reduce cycle time.

Special Characteristics: Product and process characteristics designated by the customer, includinggovernmental regulatory and safety, and/or selected by the supplier through knowledge of the productand process.

-105-

Appendix H

Subsystem: A major part of a system which itself has the characteristics of a system, usuallyconsisting of several components.

System: A combination of several components or pieces of equipment integrated to perform aspecific function.

Team Feasibility Commitment: A commitment by the Product Quality Planning Team that thedesign can be manufactured, assembled, tested, packaged, and shipped in sufficient quantity at anacceptable cost, and on schedule.

Timing Plan: A plan that lists tasks, assignments, events, and timing required to provide a productthat meets customer needs and expectations.

Value Engineering/Value Analysis: A planned, clean sheet approach to problem solving, focusing onspecific product design and process characteristics. Where value analysis is employed to improvevalue after production has begun, value engineering is employed to maximize value prior toexpenditures of facilities and tooling money.

Voice of the Customer: Customer feedback both positive and negative including likes, dislikes,problems and suggestions.

Voice of the Process: Statistical data that is feedback to the people in the process to make decisionsabout the process stability and/or capability as a tool for continual improvement.

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Appendix I

APPENDIX I - ACRONYMS

AIAG Automotive Industry Action Group

CFT Cross Functional Team

DCP Dynamic Control Plan (Dimensional Control Plan)

DFMEA Design Failure Mode and Effects Analysis

DOE Design of Experiments

DVP&R Design Verification Plan and Report

FMA Failure Mode Analysis

FMEA Failure Mode and Effects Analysis

FTC First Time Capability

GR&R Gage Repeatability and Reproducibility

PFMEA Process Failure Mode and Effects Analysis

PQP Product Quality Planning

PQPT Product Quality Planning Team

QFD Quality Function Deployment

QSR Quality System Requirements

SFMEA System Failure Mode and Effects Analysis

TGR Things Gone Right

TGW Things Gone Wrong

VE/VA Value Engineering/Value Analysis

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Appendix J

APPENDIX J - BIBLIOGRAPHY

Duncan, A. J. (1974). Quality Control and Industrial Statistics (4th Ed.). Homewood, IL: Richard D.Irwin, Inc.

Feigenbaum, A. V. (1991). Total Quality Control (3rd Ed. Revised). New York: McGraw – Hill.

Grant, E. L. & Leavenworth, R. S. (1980). Statistical Quality Control, New York: McGraw – Hill.

Ishikawa, K. (1971). Guide to Quality Control, White Plains, NY: Asian Productivity Organization.

Juran, J. M. (1988). Juran’s Quality Control Handbook, New York: McGraw – Hill.

Kane, V. E. (1989). Defect Prevention: Use of Simple Statistical Tools, New York: Marcel Dekker, Inc.

Shewhart, W. A. (1931). Economic Control of Quality of Manufactured Product, New York: D. VanNostrand Company.

Western Electric Company (1956). Statistical Quality Control Handbook. Indianapolis: Author.

The Chrysler, Ford and GM documents published byAIAG currently available are:

• Measurement Systems Analysis

• Fundamental Statistical Process Control

• The Production Part Approval Process

• Failure Mode and Effects Analysis

Planned for publication during the life of thisdocument:

• Quality System Requirements

Ordering information is available from theAutomotive Industry Action Group by calling810-358-3003.

AIAG Publications

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Appendix K

APPENDIX K - INDEX

AAssembly Build Variation, 15, 65, 81

BBenchmarking, 9, 81

Bill of Material, 10, 66, 103, 104

Business Plan/Marketing Strategy, 7, 9

CCause and Effect Diagram, 81

Characteristics Matrix, 19, 20, 21, 25, 81, 82, 103

Concern Resolution, 4

Control Plan, 1, 2, 4, 13, 15, 16, 17, 19, 20, 21, 22, 25,26, 27, 29, 31, 32, 33, 35, 37, 39, 41, 43, 46, 47, 48,49, 50, 51, 52, 53, 54, 55, 56, 57, 59, 60, 61, 71, 72,77, 79, 83, 84, 87, 93, 94

Critical Path Method, 5, 82

Customer and Supplier Involvement, 4

Customer Inputs, 7, 9

Customer Satisfaction, 3, 10, 29, 30, 35, 87

Customers, 1, 2, 3, 7, 9, 17, 41

DDefine the Scope, 2, 3

Delivery, 30

Delivery and Service, 29, 30

Design Failure Mode and Effects Analysis (DFMEA),13, 14, 15, 17, 19, 103, 107

Design for Manufacturability and Assembly, 13, 14, 15,19, 82, 103

Design Goals, 7, 10, 11, 13

Design Information Checklist, 65, 66, 67, 68, 103

Design of Experiments, 15, 46, 82, 107

Design Responsible, 2, 13, 103

Design Reviews, 13, 15, 17, 19, 35, 43, 83, 103

Design Verification, 13, 15, 19, 103

Design Verification Plan and Report, 83, 107

Dimensional Control Plan, 83, 107

Drawing and Specification Changes, 14, 16, 19

Durability, 9, 11, 16, 66, 67, 78, 83, 103

Dynamic Control Plan, 27, 83, 95, 107

EEngineering Drawings, 13, 16, 19, 21, 66

Engineering Specifications, 13, 16, 19

FFacilities Requirements, 14, 17, 19

Failure Mode and Effects Analysis (FMEA), 10, 21, 39,64, 77, 78, 83, 89, 107

Feasibility, 2, 3, 13, 16, 26, 69, 91, 104

Floor Plan, 19, 20, 21, 25, 75, 76

GGages/Testing Equipment Requirements, 14, 17, 19

HHistorical Warranty and Quality Information, 7, 8

MMaintainability, 96

Management Support, 7, 11, 13, 14, 17, 19, 20, 22, 25,27, 29

Manufacturing Only, 2

Market Research, 7, 8

Marketing Strategy, 9

Material Specifications, 14, 16, 19, 21, 57, 67, 79

Measurement Systems Analysis Plan, 20, 22, 25

Measurement Systems Evaluation, 25, 26, 29

Mistake Proofing, 69, 72, 84, 89, 103

NNew Equipment, Tooling and Facilities Requirements,

14, 17, 19

OOrganize the Team, 3

PPackaging Evaluation, 25, 26, 27, 29

Packaging Specifications, 20, 22, 25, 74

Packaging Standards, 19, 20, 25

Plans Relative To The Timing Chard, 5

Pre-Launch Control Plan, 19, 21, 25, 27

Preliminary Bill of Material, 7, 10, 13, 104

Preliminary Listing of Special Product and ProcessCharacteristics, 7, 10, 13

Preliminary Process Capability Plan, 22

Preliminary Process Capability Study, 25, 26, 29, 70, 93

Preliminary Process Flow Chard, 7, 10, 13, 104

Prevention, 5, 87, 104

Process Capability, 30, 43

Process Failure Mode and Effects Analysis (PFMEA),19, 21, 25, 27, 35, 79, 104, 107

Process Flow Chart, 10, 19, 20, 21, 25, 27, 39, 84

Process Instructions, 19, 21, 25, 27

Product Assurance Plan, 11, 13, 17, 104

Product Quality Planning Cycle, 1, 3, 5

Product Quality Timing Plan, 5

Product Reliability Studies, 7, 9

Product/Process Assumptions, 7, 10

Product/Process Benchmark Data, 7, 9

Product/Process Quality System Review, 19, 20, 25

Production Part Approval, 25, 26, 29, 89

Production Trial Run, 25, 26, 29, 104

Production Validation Testing, 25, 26, 29

Prototype Build – Control Plan, 13, 15, 19

QQuality Function Deployment, 8, 84, 107

Quality Planning Sign-Off, 25, 26, 27, 29, 104

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RReduced Variation, 29

Reliability Goals, 10, 103

SService, 1, 3, 7, 9, 11, 13, 14, 16, 29, 30, 85, 89

Service Supplier, 2

Similar Part FMEA, 10, 78

Simulation 15, 104

Simultaneous Engineering, 4, 5, 14, 82, 103, 104

Special Product and Process Characteristics, 7, 10, 13,14, 16, 17, 19

System Failure Mode and Effects Analysis (SFMEA),14, 85, 107

TTeam Experience, 7, 8

Team Feasibility Commitment, 14, 17, 19, 91, 105

Team-To-Team, 4

Testing Equipment Requirements, 14, 17, 19

Timing Chart, 5, 6, 12, 17, 18, 24, 28

Training, 4, 67, 71, 72

VValidation, 1, 2, 15, 24, 25, 66, 103

Variation, 15, 20, 29, 33, 35, 41, 46, 47, 49, 53, 65, 81,87, 89

Voice of the Customer, 7, 8, 10, 13, 16, 17, 30, 84, 105

WWarranty Quality Information (See Historical

Warranty and Quality Information)

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Appendix L

APPENDIX L - FORMS

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TEAM FEASIBILITY COMMITMENT

Date:

Customer: Part Name:

Part Number:

Feasibility Considerations

Our product quality planning team has considered the following questions, not intended to be all-inclusive inperforming a feasibility evaluation. The drawings and/or specifications provided have been used as a basis foranalyzing the ability to meet all specified requirements. All “no” answers are supported with attached com-ments identifying our concerns and/or proposed changes to enable us to meet the specified requirements.

YES NO CONSIDERATION

Is product adequately defined (application requirements, etc.) to enable feasibilityevaluation?

Can Engineering Performance Specifications be met as written?

Can product be manufactured to tolerances specified on drawing?

Can product be manufactured with Cpk’s that meet requirements?

Is there adequate capacity to produce product?

Does the design allow the use of efficient material handling techniques?

Can the product be manufactured without incurring any unusual:

• Costs for capital equipment?

• Costs for tooling?

• Alternative manufacturing methods?

Is statistical process control required on product?

Is statistical process control presently used on similar products?

Where statistical process control is used on similar products:

• Are the processes in control and stable?

• Are Cpk’s greater than 1.33?

Conclusion

Feasible Product can be produced as specified with no revisions.

Feasible Changes recommended (see attached).

Not Feasible Design revision required to produce product within the specified requirements.

Sign-Off







PRODUCT QUALITY PLANNING SUMMARY AND SIGN-OFF

PRODUCT NAME:

CUSTOMER:

PART NUMBER:

MANUFACTURING PLANT:

DATE:


QUANTITY


QUANTITY

CHARACTERISTICSPER SAMPLE

APPROVED: YES/NO* DATE APPROVED


QUANTITY


QUANTITY


PACKAGING APPROVAL

SHIPPING TRIALS

6. PACKAGING/SHIPPING

5. PROCESS MONITORING

PROCESS MONITORING INSTRUCTIONS

PROCESS SHEETS

VISUAL AIDS

4. GAGE AND TEST EQUIPMENT MEASUREMENT SYSTEM ANALYSIS

SPECIAL CHARACTERISTIC

1. PRELIMINARY PROCESS CAPABILITY STUDY

Ppk - SPECIAL CHARACTERISTICS

2. CONTROL PLAN APPROVAL (If Required)

3. INITIAL PRODUCTION SAMPLES CHARACTERISTIC CATEGORY

DIMENSIONAL

VISUAL

LABORATORY

PERFORMANCE

7. SIGN-OFF




*REQUIRES PREPARATION OF AN ACTION PLAN TO TRACK PROGRESS.




QUANTITY

Apqp aiag

Business

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