AUTOMOTIVE CORE

TOOLS;
SPC, MSA, FMEA,
APQP/CONTROL PLAN
CQI Wessex - 11 December 2012
John Skinner
rdaconsultancy.com

AUTOMOTIVE PROGRESS
SINCE 1990
Best selling car in the UK in 1990
Ford Fiesta sold in EU
1.4, 1.6 CVH engines were very harsh and
had early failures (valve guide wear,
dropping valve seats damaging the engine).
Rust was still a problem, though better
than the 1970s & 80s.
Radio-cassette, some speaker adjustments, maybe electric windows. No a/c
and definitely no climate control. No airbags, little in the way of crumple
zones. Central locking on higher end models. Door mirrors had remote
adjustment on top models. Security was very poor cars like the XR2 were
being stolen by joyriders on a regular basis (epidemic levels in some areas).
Car insurance costs on hot models went through the roof. No ABS, stability
control etc.
Cost around 8500 roughly equivalent to 15000 in todays prices

WHAT CHANGED?
Improvements demanded by legislation (emissions,

safety), safety (NCAP), competition (i.e. VW/Audi),

consumer demand (phone compatibility, convenience
features etc.)
A thorough focus on improved product quality achieved
through; computer modelling/simulation, enhanced
testing techniques (bench and road), consumer feedback
(JD Power), supplier capability, effective corrective action
(8D)
Increased use of electronics (particularly powertrain)
Need to improve product reliability (reducing warranty/
product recall costs)
Application of ISO/TS16949 and mandated use of
Automotive Core Tools ?

ISO/TS16949

Initiated as QS9000 in 1995, based on the

requirements of ISO9001, but adds many

automotive industry specific requirements (though
only one additional documented procedure from
ISO9001)
Produced and controlled by the International
Automotive Task Force (IATF)
Members include; Ford, GM, VW/Audi, PSA, BMW,
Chrysler, Renault, Daimler and major trade
organisations across the globe
Recognised and required as a prerequisite for
becoming an approved supplier to the respective
automotive customers

AUTOMOTIVE
APQP; Advanced Product Quality Planning
REQUIREMENTS
FMEA; Failure Mode & Effect Analysis
Control Plan
SPC; Statistical Process Control
MSA; Measurement System Analysis
These require a team approach (cross functional

teams with management commitment)

Automotive Industry Action Group (AIAG)
manuals define basic requirements for application
There are other requirements, based on the
customer

Advanced Product Quality

Planning (APQP)
ISO9001 requires Planning of Product
Realisation;
The Automotive industry goes further;
Some customers refer to project management
or APQP as a means to achieve product
realization. APQP embodies the concepts of
error prevention and continual improvement
as contrasted with error detection and is
based on a multidisciplinary approach.
(extract from ISO/TS)

Advanced Product Quality

Planning
Why plan?
What gets in the way of planning?

Concept
Initiation
/Approval

Product Quality
Planning Timing
Chart

Program
Approval Prototype Pilot Launch

Planning

Planning

Product design
Process design
Validation
Production
Feedback assessment & corrective action

Plan & Define

Programme

Product Design
& Development
Verification

Product &
Process
Validation

Feedback Assessment
& Corrective Action

APQP Project Scope

2011 model year Range Rover minor

changes

APQP Project Scope

2012/13 model year Range Rover - major

project.
New design, technologies, material aluminium,
using self piercing rivets and aerospace sourced
epoxy adhesive

Advanced Product Quality

Planning (APQP)

Advantages;
Thorough planning and improved decision making
Shorter development timescales
Simultaneous engineering (design & manufacturing)
Early procurement of long lead time tooling/facilities
Defined objectives, measured as project stages are

achieved
Defined project gateways, with key deliverables
Improved use of resources
Significant cost savings (known impact on company
finances)
Effective feedback & corrective action (enhanced with
use of computer systems)

Failure Mode & Effect

Analysis (FMEA)
Typically used at design (DFMEA) and manufacturing

process planning (PFMEA) stages

FMEA - a systematic set of activities intended to:

a)Recognise and evaluate the potential failure of a

product/process and the consequential effects of

failure (risk management)
b)Identify actions that could eliminate or reduce the
chance of the potential failure occurring
(improvement)
c)Document the entire process
d)Needs a team approach to be successful

DFMEA

DFMEA

DFMEA

DFMEA
Ignores manufacturing issues; i.e. manufacturing

producing/using parts that are to specification

Can direct design effort to critical/significant
characteristics and improve design validation/
verification testing results, avoiding late design changes
Identifies special characteristics that need to be
controlled in manufacturing to assure product quality
Provides a documented record of the analysis which can
be used into the future (many vehicle recalls could have
been prevented by effective DFMEA)
Needs to be maintained as a live document; continual
improvement

PFMEA
A PFMEA will follow the stages defined for the

manufacturing route from material receipt,

through the manufacturing stages to despatch
Typically the manufacturing route will be
defined on a process flow diagramme,
including locations, machines, operation
sequences etc.

PFMEA

PFMEA

PFMEA

Focuses on potential for non-conforming product (in

use and impact on manufacturing process including

employee safety) and mistake proofing techniques
Identification/prioritisation of potential failure modes
and implementation of preventive/corrective action
Focus on special characteristics
Continual improvement
Assumes product as designed will meet intent
Should be extended to other areas; receiving, storage,
transport, despatch etc. (complete process)
Provide feedback to design (mistake proofing features
etc.)

Control Plan
A documented description of the systems and

processes required for controlling product

This is a key output once the DFMEA and
PFMEA analysis has been completed
Applies to distinct stages; Prototype, Prelaunch and Production.
Each part must have a control plan, but family

control plans can be used where justified (e.g.

a foundry producing many different castings)

Control Plan
Control Plan
Part #:

Part Name/Description:

N/A

Prepared By:

Wheel Hub / new design

Core Team:

xxxx
xxx, xxx, aaa,
bbb, ccc

Latest Change Level:

#REF!

Supplier/Plant App./Date:

Vendor ID:

#REF!

Other Approval/Date:

Supplier Plant/Code:

#REF!

Oper. #

Process Description

Machine/Device/Jig/Tools

70

OP 70; Finish
machine
bearing bores
(CNC)

XXX CNC machining

centre

Characteristics
Item#

Product

Notes:

CC

Process

SC

Bearing Inner Finish

Bore diameter machine;

CC

Production Control Plan

Process/Pdt. Spec./Tolerance

G.ID

75 +0.008 -0.000 mm
0.003 mm run out max

In cycle
gauging.

25mm/min,
CBN tip
(XYZ)

Control Plan

Date (Original):

xxxxx

Customer Engg. Appr./Date (Opt):

Cust. Quality Appr./Date (Opt):

Other Approval/Date (Optional):

Control Plan No.:

CP001

Methods

Eval. Mst. Technique

Sample Size

Sample Frequency

Control Method

Reaction Plan

In cycle gauging.

100%

100% Machine control

datalogger

Lock out; setter informed, machine checked

and re-set. Suspect material quarantined;
(Corrective Action Report - CAR)

Control Plan
Identifies the controls required to ensure

product quality with a focus on special

characteristics
Defines the reaction plans required to be
implemented where non-conformance is
identified (containment of product, 100%
inspection to ensure process becomes stable
and capable)
Is an output from the FMEA process

Statistical Process
Control
Traditional inspection techniques (patrol

inspection, batch sampling etc.) rely on

detection, which is wasteful as time and
resources are put into producing parts that are
not always useable
Prevention verses detection; i.e. not producing
the non-conforming parts in the first place is an
obvious preferred situation
If we can predict the process output, then we
may be able to ensure conforming parts
Statistical techniques can be used for process
control

Process Control System Model

with Feedback
Statistical Process
Control (SPC)

People
Equipment
Materials
Methods
Environment

Product

Manufacturing
Process

Customers

Identifying
changing
expectations;
direct feedback
on product quality

Inputs
Feedback from Customers

Goals of SPC

To achieve a state of statistical control (stability)

To maintain a state of statistical control (stability over

time; prevention verses detection)

To improve process capability

Statistical Process
Control
Taking action on the result of the output of a

process (traditional inspection techniques)

permits waste rejected/reworked product,
wasted resources, potential for rejects to
escape the process
Understanding the variation of the process
and applying statistical techniques allows for
predictable process output (capability)
To do this, we need to understand the types of
variation present in the process

Statistical Process
Control
Machining process;

part dimensions
vary from each other
Size

If the output is stable

(only common cause
variation), the results
form a pattern that can
be described as
distribution

Size

Statistical Process
Control
Common cause variation; inherent in the process

backlash/clearances, coolant feed, machine

tolerances

Special cause
variation (or
assignable cause)
machine set up,
material change,
environment

Special Cause Variation

Target line

Predictable ?

Time

Size

If special causes of variation are present, the process

output is not stable over time and is not generally
predictable; we cannot always use sampling and SPC to

Common Cause Variation

Target line

Time

Size

If only common causes of variation are present, the

output of a process forms a distribution that is stable
over time and is predictable; we can then monitor
the process using sampling and SPC charts

Statistical Process
Control

_
X Range Control chart

(AIAG SPC manual)

General Rules for

A point outside a control limit
Interpretation

7 points in a row on one side of the

centreline
6 points in a row steadily increasing or
decreasing
2 out of 3 points more than 2 standard
deviations from the centreline (same side)
4 out of 5 points less than one standard
deviation from the centreline (same side)

Process Capability
Capability indices are able to summarise

process performance as a number to reflect

how well the process will meet customer
requirements (specification).
They will indicate;

How variable the process is (i.e. spread of

results)
-

Where the process output is in relation to

the specification limits.

Process Capability
Upper
specification

Lower
specification

Process variation
or spread
Tolerance

Capability Indices

Process capabilities are an index produced by

comparing the observed process variation or

spread against the required tolerance. Examples
include;

Capability Index Cp = USL - LSL

6 (process variation)

_
_
Capability Index Cpk = USL x OR x - LSL

(largest of)

i.e. Worst case result

Cpk will indicate the position of the process relative to

the specification (i.e. centering)

Capability Indices
If the process data has a normal distribution, the

following can be used to interpret C pk:

Cpk
spec

Approximate proportion out of

1.33

63/1,000,000

1.67

0.6/1,000,000

2.0

0.02/1,000,000

(Where the process is centred between the

specification limits)

Attribute Charting
Attribute data is the result of inspection or

testing that produce a fixed result and cannot

be measured using measurement equipment
e.g. number of paint defects on a door panel,
number of rejected units from a functional test
batch, number of weld failures on a floor-pan
assembly
Attributes can also be monitored using control

charts with control limits to determine long

term stability

What are the Benefits of

SPC?
Properly used, control charts and SPC can:

Distinguish special from the common causes of

variation, as an aid to improvement in capability
Enable the process perform consistently and
predictably
Provide a common language for discussing the
performance of the process (capability indices)
Be used by employees for on-going control of a
process

Measurement System Analysis

As measurement data is often used to make decisions with
(MSA)
regard to manufacturing (and test) activities then the
quality of this data needs to be assured
No measurement system is perfect (i.e. measures exactly
with reference to known standards each time); some
variation will be evident in all systems, including human
influences
A series of analytical techniques can be used to ensure
that the inherent variation in measurement systems can
be determined and the effects understood i.e. possibility
for accepting bad parts and rejecting good parts
In essence, we need to understand the variation and
limitations of the measurement systems we are using to
enable confidence in those results (for equipment on the
control plan)

Measurement System
Analysis

Variable Gauge R&R

study

Gauge repeatability and reproducibility data sheet used for

the numerical analysis of the study data (MSA software is

also available).
10 parts used to represent variability of the process; 3

appraisers.
Typically 3 trials per appraiser
Complete the study using usual equipment and individuals

(random presentation of parts to avoid influence on the

results)

Gauge R&R

Extract from the AIAG MSA manual

Variable Gauge R&R

study
The study estimates the variation and

percentage of process variation for the

measurement system (Gauge R&R) and its
components

- Repeatability
- Reproducibility
- Part to part variation (how representative
the parts are; this will influence the results).

Gauge R&R
Acceptable Gauge R&R% results;
Up to 10% - generally acceptable
10 to 30% - may be acceptable based on

importance of measurement feature, cost of better

equipment, cost of refurbishment/repair of
equipment, OR the skill level of the appraisers
Over 30% - would be considered un-acceptable and
improvement is required
Where results are not acceptable, check the data,

calculations etc. to determine if there are any errors

Use of Graphical
Techniques
There are many different methods for

presenting data for analysis

A picture paints a thousand words.
The AIAG MSA manual strongly recommends

the use of both calculated methods and

graphical techniques.
Other methods are available for specific

situations and where more detail is required

Analysis of Variance (ANOVA), gauge
performance curves, regression analysis etc.

Attribute Studies
Go/No-go gauging systems (acceptance

gauging, gap gauges etc.)

A series of comparative techniques are

available to evaluate the effectiveness of

attribute gauging systems, again using
several appraisers and trials

Product Part Approval

Process (PPAP)
The intent of PPAP is to validate that products

made from production tools/processes meet

engineering requirements (specifications),
that the processes are capable (C pk, SPC data)
and are capable of producing acceptable
product consistently over time.
The type and format of submission will

depend on the customer requirements, but

the AIAG PPAP manual has defined formats

PPAP

To support this, appropriate data has to be completed

and be made available for review by the customer;

Part Submission Warrant (PSW), DFMEA, PFMEA,
Control Plan, MSA data, initial process capability
results, material certification, marked up drawing/
dimensional results, engineering change documents,
material/performance test results, qualified
laboratory documentation, appearance approval
report (if applicable), sample product
Approval may require full or partial submission of the

information (invariably depending on supplier

approval status) reviewed at the customer location or
supplier site

PPAP
Acceptance of the PPAP detail is key for

several possible events;

Authority to ship production parts
Meeting customer timing requirements for the

project
Support the supplier approval rating (i.e. PSW
submission on time)
Trigger tooling payments to the supplier
(tooling will typically be owned by the
customer)

AUTOMOTIVE PROGRESS
SINCE 1990
Best selling car in the UK 2012 (to date) Ford Fiesta

ex. Zetec 1.2 - 12495 OTR price 3 year warranty,

plus breakdown cover sold in EU & USA
Airbags x2, side airbags, knee airbag, anti-whiplash head restraints,
optional curtain airbags
ABS, brake force distribution, stability control, traction assist, auto brake
assist, auto hazard warning lights
High strength steels, active seat belts, anti-submarine seats, Halogen
projector head lights
Immobiliser/alarm, deadlock doors
Heated, electric remote door mirrors, auto wipers with rain sensor, alloy
wheels
Radio/CD,, AUX connection for phones, IPODs, A/C etc.
4 way adjustable front seats
Electronic power assist steering, advanced engines up to 85 mpg possible
with some models

Summary
In truth, many factors have influenced the

improvement in product quality over the past

20 odd years, but the use of APQP and core
tools have provided a focus on improved
process capability and product quality/
reliability throughout the automotive supply
chain.
The aerospace industry are now utilizing many

of these tools to improve supplier performance

Questions
Thank you