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Layered Process Audits

Layered Process Audits. Tommy Beheler Quality Manager The Timken Company’s Gaffney Bearing Plant. Background. Mandated by DaimlerChrysler for all tier 1 suppliers Strongly recommended by General Motors and Ford The Timken Company has been utilizing Layered Process Audits since 2004 .

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Layered Process Audits

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  1. Layered Process Audits Tommy Beheler Quality Manager The Timken Company’s Gaffney Bearing Plant

  2. Background • Mandated by DaimlerChrysler for all tier 1 suppliers • Strongly recommended by General Motors and Ford • The Timken Company has been utilizing Layered Process Audits since 2004

  3. LPA’s Like Preflight Checklist. Is Everything Ready for Take-off Definition • An ongoing system of process checks that verify proper methods, settings, tools, gages, operator craftsmanship, error proofing devices, and other important inputs are in place in order to achieve optimal results. • Redundant process checks to make sure everything is right. • Ensure multiple eyes looking at the process to ensure the key work steps are being performed properly.

  4. Requirements for LPA’s • LPA’s shall be conducted for high risk elements at a minimum of once per shift. • Checklist of high risk items can be established using reference items such as, customer complaints, warranty issues, PFMEA, etc. • Audit items should be unambiguous and specific. • LPA results should be recorded and posted and reaction plans for non-conformances found during audit shall be documented.

  5. Requirements for LPA’s • Non-conformances should be corrected immediately. • Audit results shall be summarized and reviewed by plant leadership (non-conformance database) • Successive levels of plant leadership shall perform the exact same audit as the first level auditors and insure that first level audits are being done.

  6. Requirements for LPA’s • LPA items can be added and taken away. An audit item should not be deleted, unless the risk is eliminated and verified. • LPA items should be limited to those items critical to the process or the plant’s objectives. Avoid putting too many items on the audit. • Continuously improve the audit process (living document). 20% Scrap Reduction Goal

  7. Benefits of LPA’s • Multiple layers verifying critical processes are ready to go. (Rib Angle) • Gives management a reason to be on the floor. Makes management presence on floor commonplace. • Ensures problem solving solutions (corrective actions) stay in place. • Identifies problems upstream, before issue reaches customer. • Generates continuous improvement opportunities. 20% Scrap Reduction Goal

  8. Roadblocks to LPA’s • Culture shift in some cases to have associates do audits each shift and have management looking over their shoulder. • Too many items on LPA, makes it impossible task • Can become rubber stamp process. • Managers get busy and don’t follow through on audit, undermining audit importance. 20% Scrap Reduction Goal

  9. Roadblocks to LPA’s • Nothing done with the data • Verification of LPA item not clear to everyone (different interpretation of OK) 20% Scrap Reduction Goal

  10. Questions 20% Scrap Reduction Goal

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