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
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.

Two Key Organizations

International Automotive Task Force

International Automotive Oversight Bureau

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
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
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

Purpose of IAOB

Implement and manage 16949 registrations

Manage and coordinate with IATF Europe
Support further global consistency
Develop and maintain central database

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?

From the OEM subscribers 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 TS?

From the suppliers 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
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)

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

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

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?

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

Continual Improvement Cycle

C
U
S
T
O
M
E
R

R
E
Q
U
I
R
E
M
E
N
T
S

Management
Responsibility

Resource
Management

Inputs

C.I.

Product
Realization

Measurement,
Analysis
& Improvement

Product

Outputs

C
U
S
T
O
M
E
R

S
A
T
I
S
F
A
C
T
I
O
N

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

Whats 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.)

Greater emphasis upon the role of top
management
Measurable quality objectives
Reduced emphasis on documented
procedures

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

S U P P L IE R
O r g a n iz a tio n
C u s to m e r

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

ISO 9001 Core Sections

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

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 (QS9000)

Contrast between QS-9000 &

TS-16949:2002
QS-9000

TS-16949:2002
(Process Based)

(Procedure Based)

Procedures Are:

Processes Are:

Driven by task completion

Driven by desired output

Issued

Managed

May be completed by different

departments with different objectives

May be completed by different

departments with the same objectives

Are segmented

Flow to conclusion

Satisfy the standard

Satisfy the stakeholders

Define the sequence of steps to

perform a task

Transform inputs into outputs

Static

Dynamic

Management of Processes

Process 2

Process 3
Process 4

Functional Goals

3
4

es
s

Pr
oc

Process 1

go

als

A FUNCTIONAL
ORGANIZATION
WITH PROCESS
OVERLAYS

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

Purpose

Objectives

Inputs
Stakeholder Wants & Needs
Specifications
Schedule/Timing
Market Data
Industry Trends
Economic Conditions

Risks

Process

Outputs
Products
Information

Results

Process Mapping
Marshall Key Processes

Program Planning &

Launch

Manufacturing

Shipping

Support Processes

Business Processes

LRP/OP

Manufacturing
Roadmap

CQR/CQA

Component Quality

Information
Management

Document
Control

Asset Management

Human Resource
Management

Non-conforming
Material

Materials
Management

Capacity Planning

Purchasing

DFM

Supplier
Management

Customer Support

Laboratory

Records Retention

5S Audit

Corrective
Action

Internal Auditing

Management
Review / Continuous
Improvement

Quality
Objectives

Supporting Instructions
Forms and Form Instructions

Preventive Action

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 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 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 Mapping
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
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 Mapping
Identify support to your processes (TS16949 section
4.2.2.c)
Human Resources
Training
Purchasing
Finance
Quality Assurance
Etc.

Process Mapping
Establish a goal against which to measure your metrics
You will need to monitor your metrics and implement
corrective actions if you dont meet your goal
Look for opportunities of continual improvement to
improve your processes

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 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

Purpose

Inputs/Suppliers

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?

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?

Process Name / Level:

Document No./ Release No.

Prototype Process - Farmington Hills (Level 2)

P ro cess Objective:
Build and deliver on-time,
prototype parts that meet
customer design &
performance requirements.

345643/ERD 2345

P ro cess R isks:

P ro cess M easurables:

Suppo rt P ro cesses:

1. M issed delivery date to the customer.

1. On-time delivery.

Configuration M anagement

2. Parts do not meet customer requirements in quality or performance.

2. Prototype rejections by the customer.

M anufacturing
ProgramM anagement
Purchasing

Inputs

P ro cess

(1) Receive
Customer P.O.,
EDI, Phone, Fax,
M ail

Customer
Order

Outputs

Test
Issues ?

(3) Review Order

Requirements with
Prototype Team

Specifications

(7) Resolve
with the
Customer

(6) Prototypes built in accordance to build checklist,

drawings & specifications.

(8) Quality Assurance performs & documents inspections

using inspection standards or prototype control plans,
depending upon the specific customer requirements.
(9) Quality Assurance coordinates any required deviations
using the specific customer forms.

No

Quality
Issues ?

No

(5) Components
Inventory Check

Components

Drawings

(5) If parts are required, parts may be ordered by

Engineering, Sales or supplied internally froma TRW
manufacturing facility.

(8) Quality
Inspection

(4) Resolve with

Customer

No

(4) Sales Department.

Y es

(7) Engineering to coordinate deviation or customer

concurrence.

Y es

Revised
P.O.
Req'd?

(2) Sales Department.

(3) Team usually can consists of Engineering, Quality, Sales,
ProgramM gt., M anufacturing.

No

Y es

(1) Sales Department.

Functionally Test
Prototypes

(2) Enter order

into SAP System

Order
Issues ?

R ules/R espo nsibilities

(6) Build
Prototypes

(10) Quality Assurance documents results using the specific

customer paperwork and maintains copies for future reference.
Paperwork may be sent with the prototype parts or forwarded
to the customer via mail or fax depending upon specific
customer requirements.

Y es

(9) Resolve
with the
Customer

(11) Shipping Department packas parts and coordinates

develivery. Sales isrwponsbile for alerting shipping in advace
if expidated develiry will be require3d.

(10) Complete
Prototype
Paperwork

Prototype
Paperwork

(11) Packing &

Shipping

Prototype
Parts

(12) Issue
Billing to
Customer

Customer
Invoice

(12) Finance Department coordinates billing and collection.

Sales Department may assist in overdue collection through
direct customer contact.

Back to Marshall Key Processes

Process Nam:

Marshall Shipping Process

Document No.

Revision

MPM0078

P rocess Objective: P rocess Risks:

P rocess M easurables:

Support P rocesses:

Ship quality product per 1. On-line system goes down and customer orders are missed.
customer requirements. 2. The wrong quantities are shipped.
3. The shipment is not on time to the customer schedule.
4. Customer not notified (no ASN)
5. No invoice or not correct.
6. Customer requirements not met.

1. On-time delivery performance report (internal).

2. On-time delevery performance report (external)
3. P remium Freight.
4. Customer Quality
5. Finished Goods Inventory
6. Finished Goods Accuracy

M aterial M anagement

Inputs

P rocess

Document Control
Non-Conforming M aterial

Outputs

R ules/R esponsibilities/C omments

1. Shipping A ssociate

Report and
M ove to
Finished Goods

Warehouse
Storage

Invoice
Customer
Assemble/Verify
Shipment
Pull Signal to
M anufacturing

Governing Documents
Ship Product

1. Shipping instructions.
2. Government R egulations
3. C ustomer R equirements

Back to Marshall Key Processes

Process Nam:

Assemble / Verify Shipment

Document No.

Revision

MPM0079

P rocess Objective: P rocess R isks:

P rocess M easurables:

Support P rocesses:

Ship quality product per 1. On-line system goes down and customer orders are missed.
customer requirements. 2. The wrong quantities are shipped.
3. The shipment is not on time to the customer schedule.
4. Customer not notified (no ASN)
5. Dropped parts.

1. On-time delivery performance report (internal).

2. On-time delevery performance report (external)
3. P remium Freight.
4. Customer Quality
5. Finished Goods Inventory
6. Finished Goods Accuracy

M aterials M anagement
Document Control
Non-Conforming M aterial

Inputs

P rocess

Delivery Note
fromCustomer
Service

Outputs

1. Shipping A ssociate
2. Shipping C lerk

Review Pick List

Stored Finished
Goods

R ules/R esponsibilities/C omments

Consult SAP
inventory screen.

Reference on-hand inventory screen

when picking shipment

Is container
within the two
week window
of stock

Identify out of rotation or missing box

and forward to inventory analyst. (2)

No

Warehouse
Nonconformance
Y es

Y es

Is all stock
available?

Y es

No

Is the box
damaged or
dropped?

No

Is another box
required?

Shipment
Configuration

Is stock in
the correct
quantity?

3. Honda Delta System

Contact
M anufacturing or
Customer Service

Y es
No

4. DC X SM A R T System
5. Ford DDL
6. M M OG

No

Y es

Pull Order

Assemble order
per customer
directives

Governing Documents
1. C ustomer P ackaging Specifications
2. Delivery Note

Place on truck

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 GMs respective customer
specifics for TS16949.
Certification to TS16949 also includes the
requirements defined in the AIAG reference
manuals.

Questions?