ISO/TS 16949:2002
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ISO/TS 16949:2002. Expiration of QS-9000. ISO (Geneva, Switzerland) has stated that QS-9000 has been extended by 3 years, and will expire on 14 December, 2006

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Iso ts 16949 2002

ISO/TS 16949:2002


Expiration of qs 9000

Expiration of QS-9000

  • ISO (Geneva, Switzerland) has stated that QS-9000 has been extended by 3 years, and will expire on 14 December, 2006

  • ISO has indicated that there is virtually no chance of additional extensions, nominally, the ISO 9000:1994 standard embedded within QS-9000 will expire 15 December, 2003.


Iso ts 16949 2002

Two Key Organizations

  • International Automotive Task Force

  • International Automotive Oversight Bureau


Iso ts 16949 2002

Purpose of the IATF

  • Develop consensus for international quality system requirements (automotive)

  • Develop policy & procedure for registration

  • Provide appropriate training

  • Serve as formal liaison


Iatf members

IATF Members

  • Authoring Organization of ISO/TS 16949 includes:

    • Vehicle manufacturers: BMW, DaimlerChrysler, FIAT, Ford Motor, GM, PSA, Renault, Volkswagen

    • Industry trade organizations: AIAG, ANFIA, FIEV, SMMT, VDA

    • Guest members: JAMA


Iatf oversight

IATF Oversight

  • ANFIA, IAOB, IATF-France, SMMT, VDA-QMC

    • Implementation of IATF registration scheme and rules via a common process

      • Witness audits

      • Auditor qualification training and exam

      • Monitor CB/auditor performance

    • Apply and implement IATF policy and decisions

    • Coordinate special projects and work teams

    • Develop sanctioned interpretations and recommendations for improvement

    • Database management


Iso ts 16949 2002

Purpose of IAOB

  • Implement and manage 16949 registrations

  • Manage and coordinate with IATF Europe

  • Support further global consistency

  • Develop and maintain central database


Iso ts 16949 2002

Which Car Manufacturers Will Accept ISO / TS 16949?

  • The users of -

    QS-9000 - US Big 3

    VDA 6.1 - German

    AVSQ - Italian

    EAQF - French


Why upgrade to ts

Why Upgrade to TS?

From the OEM subscriber’s view:

  • TS 2nd is based on the current ISO 9001:2000

    • Includes Customer Specifics to achieve conformity

  • Improved control of the auditing process

  • Reduced audit variation

  • Better control of certification and its value


Why upgrade to ts1

Why Upgrade to TS?

From the supplier’s point of view:

  • Reciprocal recognition (one size fits all)

  • Vocabulary is consistent with ISO 9001:2000

  • Process audit is aligned with the way the automotive business is run

  • Continual improvement from earlier requirements documents (e.g., TS 1st,QS-9000, EAQF, AVSQ, VDA 6.1)

  • Closer oversight – greater value in certification


Iso ts 16949 2002 addresses significant qs 9000 issues

ISO/TS 16949:2002 Addresses Significant QS-9000 issues

  • The Oversight process

    • Tighter registrar control than with QS-9000 Accreditation Body method, and higher quality auditors

  • International recognition of ISO/TS 16949:2002

    • The Multinational OEM authoring group reduces the number of certification requirements in Europe, and therefore cost

  • ISO/TS 16949:2002 is based on and includes ISO 9001:2000

    • ISO 9001:2000 includes strengthened management reporting, continuous improvement and customer satisfaction metrics (aligned with Q1 2002)


Iso ts 16949 2002

Eight Principles

Customer focus

Leadership

Involvement of people

Process approach

System approach to management

Continual Improvement

Factual approach to decision making

Mutually beneficial supplier relationships


Iso ts 16949 2002

Introduction

The goal of this Technical Specification:

  • development of a quality management system

  • provide for continuous improvement

  • emphasize defect prevention

  • reduction of variation and waste in the supply chain


Iso ts 16949 2002

Through industry standards - ISO9001:2000 & ISO/TS16949:2002.

  • “The intent of this international standard is to encourage the adoption of the process approach to manage an organization.”

  • Process approach - “for organizations to function effectively, they have to identify and manage numerous interrelated and interacting processes. The systematic identification and management of the processes employed within an organization and particularly between such processes is referred to as process management.


How will the audit change

How Will the Audit Change?

  • Process audit approach

    • Automotive application

    • Line of sight from the organization to the customer

  • Audit plan

    • Identification of key processes impacting the customer

    • Based on the processes as defined by the organization

  • Performance

    • Linked to common metrics for

      • Organization

      • Supplier

  • Oversight

    • Adherence to the “Rules” and Common Global Process


Iso ts 16949 2002

Continual Improvement Cycle

Management

Responsibility

R

E

Q

U

I

R

E

M

E

N

T

S

S

A

T

I

S

F

A

C

T

I

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C

U

S

T

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M

E

R

C

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S

T

O

M

E

R

Resource

Management

Measurement,

Analysis

& Improvement

C.I.

Product

Realization

Inputs

Outputs

Product


Scope and applicability

ISO / TS 16949

Scope and Applicability

  • Applicable to production and service part supplier sites that are providing:

    • Parts or materials

    • Heat treating, painting, plating, other finishing services

    • Other customer specific products

  • May also be applied throughout supply chain


What s new and different

What’s New (and Different)

  • Based on ISO 9001:2000 not ISO 9001:1994

  • Greater focus on the customer and customer satisfaction

  • New focus on the “Process” approach vs. the “elemental” approach

  • Clarification of requirements for continual improvement


New and different cont

New and Different (Cont.)

  • Greater emphasis upon the role of top management

  • Measurable quality objectives

  • Reduced emphasis on documented procedures


New and diff cont

New and Diff. (Cont.)

  • Modification in the purpose of internal audits

  • Use the “Deming Cycle” of Plan, Do, Check, and Act as a basic methodology

  • Process Conrol and improvement is expanded from product to include all activities of the organization.


Iso 9001 supply chain terms

ISO 9001 Supply Chain Terms

Was Subcontractor in QS-9000

Was Supplier in QS-9000


Automotive specific terminology

Adds sector terminology

Control plan

Design responsible org.

Error proofing

Laboratory

Laboratory scope

Outsourcing

Predictive maintenance

Premium freight

Remote location & “site”

Special characteristics

Modifies ISO terms

Continual improvement

Manufacturing

Automotive Specific Terminology


Iso ts 16949 2002

ISO 9001 Core Sections

4.0 Quality Management System

5.0 Management Responsibility

6.0 Resource Management

7.0 Product Realization

8.0 Measurement, Analysis & Improvement


Permissible exclusions

ISO / TS 16949

Permissible Exclusions

  • The only permitted exclusions may be in 7.3

    • Where the organization is not responsible for product design and development

    • Permitted exclusions do NOT include manufacturing process design

    • Justified with details in the quality manual

    • Conformity should not be claimed otherwise

  • Only IATF will prescribe authorized exclusions for vehicle assembly plants


  • Mandatory procedures

    ISO 9001:2000

    Control of Documents

    Control of Records

    Internal Audit

    Control of Nonconforming Product

    Corrective Action

    Preventive Action

    ISO/TS 16949:2002

    Laboratory

    Field Service (i.e. Warranty)

    Training

    Mandatory Procedures


    Key differences between qs 9000 ts16949

    Key Differences between QS-9000 & TS16949

    • TS16949 focuses on the business processes required to satisfy customer requirements (The “Process Approach”).

    • QS-9000 follows the 20 elements (The “Conformity Approach”)

    • Process audit (TS16949) vs. documentation audit (QS-9000)


    Iso ts 16949 2002

    Contrast between QS-9000 & TS-16949:2002

    TS-16949:2002

    (Process Based)

    QS-9000

    (Procedure Based)

    • Processes Are:

    • Driven by desired output

    • Managed

    • May be completed by different departments with the same objectives

    • Flow to conclusion

    • Satisfy the stakeholders

    • Transform inputs into outputs

    • Dynamic

    • Procedures Are:

    • Driven by task completion

    • Issued

    • May be completed by different departments with different objectives

    • Are segmented

    • Satisfy the standard

    • Define the sequence of steps to perform a task

    • Static


    Iso ts 16949 2002

    1

    2

    3

    4

    Process 1

    Process 2

    1

    Process 3

    Process goals

    Process 4

    2

    3

    4

    Functional Goals

    Management of Processes

    A FUNCTIONAL ORGANIZATION

    WITH PROCESS OVERLAYS…


    Iso ts 16949 2002

    So what is the process

    approach to management?

    Recognizes:

    • All work is performed to achieve some objectives

    • The objective is achieved more efficiently when related resources and activities are managed as a process

    • Objectives of the organization which serve to meet its mission will be met more effectively when the organization is managed as a system of interrelated processes.


    The process approach

    The Process Approach

    Purpose

    Objectives

    Risks

    Inputs

    Outputs

    Process

    • Stakeholder Wants & Needs

    • Specifications

    • Schedule/Timing

    • Market Data

    • Industry Trends

    • Economic Conditions

    • Products

    • Information

    Results


    Iso ts 16949 2002

    Process Mapping


    Process mapping

    Process Mapping

    • How do I get started mapping????

      • First map out our processes at your location at the macro level

      • Identify the process owner

      • Map out your processes at the micro level that support the processes at the macro level


    Process mapping1

    Process Mapping

    • You will need to identify

      • The inputs to your processes

      • The outputs of your processes

      • And then map out the activities in between that define the processes

        • You might find sub processes

      • Identify metrics to measure the effectiveness of your processes (must tie to the process objective)


    Process mapping2

    Process Mapping

    • Identify your customers and your process objectives/outputs (TS16949 section 4.2.2.c)

      • Internal (other processes) and External customers

      • Show interactions between the various processes


    Process mapping3

    Identify your customers and your process outputs (TS16949 section 4.2.2.c)

    Physical products

    Documents

    Information

    Services

    Decisions

    On time to schedule

    Meet profit margins

    Process Mapping


    Process mapping4

    Process Mapping

    • Identify suppliers to your process (internal and external) (TS 16949 section 4.2.2.c)

      • What are their inputs to your process

        • Other processes

        • Labor

        • Material

        • Ideas

        • Information

        • Environment

        • Procedures, Forms, Documents, Records


    Process mapping5

    Process Mapping

    • Identify support to your processes (TS16949 section 4.2.2.c)

      • Human Resources

      • Training

      • Purchasing

      • Finance

      • Quality Assurance

      • Etc.


    Process mapping6

    Process Mapping

    • Establish a goal against which to measure your metrics

      • You will need to monitor your metrics and implement corrective actions if you don’t meet your goal

      • Look for opportunities of continual improvement to improve your processes


    Process mapping7

    Process Mapping

    • Identify risks to the process and the objectives

      • Compressed Timing

      • Failure to meet schedule timing

      • Incomplete customer requirements

      • Test/performance failures

      • Rejected approvals (appearance, PPAP)

      • Underestimated costs

      • Premium freight


    Process mapping8

    Process Mapping

    Flow chart the process.

    Note:

    Indicating forms/records to be filled out at each step of the process can eliminate or reduce the need for procedures to document activities at each step.

    A well done flow chart can eliminate the need for a procedure to describe the process.


    Questions to help with mapping

    Questions to Help with Mapping

    • Inputs/Suppliers

      • Where does the information or material you work on come from? Who are your suppliers?

      • What do they supply?

      • Where do they affect the process flow?

      • What effect do they have on the process and on the outcome?

    • Process steps

      • What happens to each input?

      • What conversion activities take place?

    • Purpose

      • Why does this process exist?

      • What is the purpose of this process?

      • What is the outcome?

    • Outputs

      • What product does this process make?

      • What are the outputs of this process?

      • At what point does this process end?

    • Customers

      • Who uses the products from this process?

      • Who are the customers of this process?


    What about the aiag reference manuals

    What About the AIAG Reference Manuals?

    • The AIAG reference manuals (PPAP, FMEA, MSA, APQP & SPC are still viable documents.

    • References to these manuals will be included in DCX, Ford and GM’s respective customer specifics for TS16949.

    • Certification to TS16949 also includes the requirements defined in the AIAG reference manuals.


    Iso ts 16949 2002

    Questions?


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