Iso ts-implementation-webinar5-17-05

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Iso ts-implementation-webinar5-17-05

  1. 1. ISO/TS 16949:2002 Implementation Challenges and Key Trends WEBINAR – May 17, 2005
  2. 2. Agenda <ul><li>17 Transitional Challenges </li></ul><ul><ul><li>Process Focus </li></ul></ul><ul><ul><li>Customer Focus </li></ul></ul><ul><li>Automotive Approach to Process Auditing </li></ul><ul><ul><li>What this means? </li></ul></ul><ul><li>Registrar Audit Key Changes </li></ul><ul><li>Customer Specific Requirements and Core Tools </li></ul><ul><li>Planning the Transition </li></ul>
  3. 3. Transitional Challenges
  4. 4. 17 Transitional Challenges * * from The ISO/TS Implementation Guide , © Chad Kymal 2004
  5. 5. 17 Transitional Challenges * * from The ISO/TS Implementation Guide , © Chad Kymal 2004
  6. 6. 17 Transitional Challenges * * from The ISO/TS Implementation Guide , © Chad Kymal 2004
  7. 7. Process Focus <ul><li>Becoming process-focused involves implementing four tools or methodologies: </li></ul><ul><li>Process map </li></ul><ul><li>Process list </li></ul><ul><li>Alignment charts </li></ul><ul><li>Business control plans </li></ul><ul><li>Chapter 3 in the Book </li></ul>
  8. 8. Customer Focus <ul><li>Becoming customer-focused means four things: </li></ul><ul><li>1. There is a process for customer/interested party needs and expectations that gathers and analyzes what customers want . </li></ul>
  9. 9. Customer Focus <ul><li>Becoming customer-focused means : </li></ul><ul><li>2. There is a matrix of customer needs and expectations linking objectives, processes, plans/projects, and management review </li></ul>
  10. 10. Customer Focus <ul><li>Becoming customer-focused means: </li></ul><ul><li>There is a BMS control plan and an alignment chart (These link customer focus and process focus). </li></ul>
  11. 11. Customer Focus <ul><li>Becoming customer-focused means: </li></ul><ul><li>4. The organization has updated the process list with processes that satisfy customer needs and expectations. </li></ul>
  12. 12. Automotive Approach to Process Auditing What does this mean? Are you doing this?
  13. 13. Automotive Process Approach Auditing <ul><li>An Automotive Process Audit is FIVE STEPS: </li></ul><ul><li>Identification of the organization’s processes: </li></ul><ul><li>Provided by the organization during the Readiness Review </li></ul><ul><ul><li>Process maps, diagrams, etc. </li></ul></ul><ul><ul><li>Look for sequence and interactions, especially where remote/supporting functions exist. </li></ul></ul><ul><ul><ul><li>Examples include: ISO/TS 16949:2002 clauses 4.1(a), 4.1(b) and 4.2.2(c). </li></ul></ul></ul><ul><ul><li>Evidence from the organization that all the requirements of ISO/TS 16949:2002 are addressed by their processes </li></ul></ul><ul><ul><li>See Automotive Certification Scheme for ISO/TS 16949:2002 1.11(d) </li></ul></ul>
  14. 14. Automotive Process Approach Auditing <ul><li>2. Analysis of the organization’s processes according to: </li></ul><ul><li>Products and/or services provided to the customer </li></ul><ul><ul><li>Only those that meet ISO/TS 16949:2002 applicability </li></ul></ul><ul><li>Risks to the customer </li></ul><ul><ul><li>Use customer complaints, rejections, scorecards, quality reports, etc. </li></ul></ul><ul><li>Interfaces (inputs/outputs) </li></ul><ul><ul><li>The #1 weakness in organization is process definition </li></ul></ul><ul><ul><li>Drives the audit plan, especially with respect to remote/support functions </li></ul></ul><ul><li>Identification of group processes for an economical and effective audit </li></ul><ul><ul><li>Where can you visit an area only once? </li></ul></ul>
  15. 15. Automotive Process Approach Auditing <ul><li>3. Prioritization of audit activities considering: </li></ul><ul><li>Customer requirements </li></ul><ul><ul><li>Includes customer-specific QMS requirements </li></ul></ul><ul><li>Follow-up issues of previous audits </li></ul><ul><ul><li>Previous certification body external audits </li></ul></ul><ul><ul><li>Customer second party audits/visits </li></ul></ul><ul><ul><li>Client internal audit results </li></ul></ul><ul><li>Customer satisfaction and complaints status, including customer reports and scorecards </li></ul><ul><ul><li>If there are any issues, these should drive the audit </li></ul></ul><ul><ul><li>If there are no issues, then the audit plan will spend more time handling the general review of the processes </li></ul></ul><ul><ul><li>Verify the client’s corrective actions for all significant customer rejections </li></ul></ul>
  16. 16. Automotive Process Approach Auditing <ul><li>(cont’d) Prioritization of audit activities considering: </li></ul><ul><li>Key indicator trends for the previous 12 months (minimum) </li></ul><ul><ul><li>What the client uses to manage their business </li></ul></ul><ul><li>Value (add) to the organization </li></ul><ul><ul><li>Issues with customer satisfaction always represent areas of potential value to the client </li></ul></ul>
  17. 17. Automotive Process Approach Auditing <ul><li>4. Finalization of the audit plan including: </li></ul><ul><li>Sequence/process steps </li></ul><ul><ul><li>Sequence of the audit activity </li></ul></ul><ul><ul><li>How does it audit the client process steps? </li></ul></ul><ul><li>Timing </li></ul><ul><ul><li>At least the minimum number of audit days </li></ul></ul><ul><ul><li>Do not focus upon all things equally, but follow the prioritization you have just completed </li></ul></ul><ul><li>Interview partners </li></ul><ul><ul><li>From the site, you should interview top management to hourly workers </li></ul></ul><ul><li>Application of the Rules for Achieving IATF Recognition </li></ul><ul><li>See Automotive Certification Scheme for ISO/TS 16949:2002 section 2 – Audit Process </li></ul>
  18. 18. Automotive Process Approach Auditing <ul><li>5. Conducting the audit considering: </li></ul><ul><li>The organization’s definition of their processes, including their sequence and interactions </li></ul><ul><ul><li>The #1 weakness in the organization process definition is interactions </li></ul></ul><ul><ul><li>Audits generally follow any weakness in the organization’s definition </li></ul></ul><ul><ul><li>Auditors need to investigate these weaknesses, even if the organization definition is poor </li></ul></ul>
  19. 19. Automotive Process Approach Auditing <ul><li>(cont’d) Conducting the audit considering : </li></ul><ul><li>Where practical, the auditor shall examine processes where they occur </li></ul><ul><ul><li>No conference room audits! The auditor should go where the activity takes place </li></ul></ul><ul><ul><li>No large crowds following the auditor! The auditee should be in their natural, typical environment; if the auditee doesn’t usually work with a senior management of a crowd ‘looking over their shoulder’, then they should not be present during the audit </li></ul></ul><ul><li>Objective evidence of both compliance and noncompliance with requirements shall be recorded </li></ul><ul><ul><li>This is a requirement of Guide 62 3.1.4.e (5) </li></ul></ul><ul><ul><li>Audit notes reviewed during office assessments often lack evidence of compliance and only list evidence of nonconformities </li></ul></ul>
  20. 20. Automotive Process Approach Auditing <ul><li>During the creation of the audit plan, also consider: </li></ul><ul><li>Using tools such as: </li></ul><ul><ul><li>Customer-oriented processes </li></ul></ul><ul><ul><li>The “octopus” and “turtle” models </li></ul></ul><ul><ul><li>The worksheet in the IATF Guidance to ISO/TS 16949:2002 </li></ul></ul><ul><li>To verify the completeness of the audit, use the Annex 5 reference table or equivalent </li></ul><ul><ul><li>List the organization’s processes </li></ul></ul><ul><ul><li>Mark where the audit of that process addressed the ISO/TS 16949:2002 clauses as presented </li></ul></ul><ul><ul><ul><li>This purposely does not go to the sub sub-clause level and becomes part of the audit records </li></ul></ul></ul>
  21. 21. Registrar Audit Key Changes
  22. 22. Audit Steps <ul><li>Stage 1 – Readiness Review </li></ul><ul><ul><li>Customer Results, Policy, Performance Objectives and Targets </li></ul></ul><ul><ul><li>Documentation Review and Process Focus </li></ul></ul><ul><ul><li>Suspect Processes (Processes suspected of poor performance based on customer and performance data analysis) </li></ul></ul><ul><ul><li>Process Analysis </li></ul></ul><ul><ul><li>Prioritized Audit Plan </li></ul></ul><ul><ul><li>Customized Checklist </li></ul></ul><ul><li>Stage 2 – On site Audit </li></ul><ul><ul><li>Conducting the Process Audit </li></ul></ul>
  23. 23. Stage 2 Audit Expectations <ul><li>Performance-based audit plan </li></ul><ul><li>Evidence of conformance </li></ul><ul><li>Samples of implementation and effectiveness of practice </li></ul><ul><li>Audit a cross section of employees from top management to engineers to hourly </li></ul>
  24. 24. Stage 2 Audit Expectations (Cont’d) <ul><li>Examination of Processes to Determine: </li></ul><ul><li>“ The stage 2 audit shall cover an examination of the organization’s processes which address at least the following: </li></ul><ul><li>Information and evidence about conformity to all requirements of the applicable normative document; </li></ul><ul><li>Performance monitoring, measuring, reporting and reviewing against key performance objectives and targets </li></ul><ul><li>The system organization and performance as regards legal compliance; </li></ul><ul><li>Operational control; </li></ul><ul><li>Internal auditing and management review; </li></ul><ul><li>Management responsibility for the client organization’s policies; </li></ul><ul><li>Links between policy, performance objectives and targets.”* </li></ul>* Source: IATF Automotive Certification Scheme for ISO/TS 16949:2002
  25. 25. Documentation Expectations <ul><li>This may be the biggest change in the Rules Document which became effective in Dec. 31, 2004 – </li></ul><ul><ul><ul><li>“ Evidence that all the requirements of ISO/TS 16949:2002 (Omnex – including Customer Specific Requirements) are addressed by the organization’s processes.” </li></ul></ul></ul>
  26. 26. Results and Effectiveness Expectations <ul><li>ISO/TS 16949:2002 audits trace “Performance Issues” and will increasingly become results-oriented </li></ul>
  27. 27. Nonconformance Close Outs <ul><li>Another area of high expectations- </li></ul><ul><ul><li>Non-conformances need to have root cause, corrective action, and system corrective action </li></ul></ul><ul><ul><li>Increasingly, nonconformance corrective actions are becoming similar to 8-D exercises </li></ul></ul>
  28. 28. Customer Specific Requirements
  29. 29. 8 Subscribing OEMs <ul><li>GM </li></ul><ul><li>Ford </li></ul><ul><li>DCX </li></ul><ul><li>Volkswagen </li></ul><ul><li>Renault </li></ul><ul><li>Fiat </li></ul><ul><li>Peugot </li></ul>
  30. 30. Top 25 Tier Ones <ul><li>Aisin Seiki Co. Ltd. </li></ul><ul><li>Autoliv, Inc. </li></ul><ul><li>Bridgestone/Firestone, Inc. </li></ul><ul><li>Continental AG </li></ul><ul><li>Dana Corporation </li></ul><ul><li>Delphi Automotive Systems </li></ul><ul><li>Denso Corporation </li></ul><ul><li>DuPont </li></ul><ul><li>Eaton Corporation </li></ul><ul><li>Faurecia </li></ul><ul><li>GKN PLC UK </li></ul><ul><li>Johnson Controls, Inc. </li></ul><ul><li>Lear Corporation </li></ul><ul><li>Magna International, Inc. </li></ul><ul><li>Magneti Marelli S.p.A. </li></ul><ul><li>Mannesmann AG </li></ul><ul><li>Michelin Group </li></ul><ul><li>Robert Bosch GmbH </li></ul><ul><li>ThyssenKrupp Automotive AG </li></ul><ul><li>TRW, Inc. </li></ul><ul><li>Valeo SA </li></ul><ul><li>Visteon Corporation </li></ul><ul><li>Yazaki Corporation </li></ul><ul><li>ZF Friedrichshafen AG </li></ul>
  31. 31. Website and Customer Specific Requirements
  32. 32. Do you Know your Customer Specific Requirements? Do your processes “address” the Customer Specific Requirements?
  33. 33. Planning the Transition <ul><li>Phase I - Planning </li></ul><ul><ul><li>Scope of the Implementation </li></ul></ul><ul><ul><li>Performance Analysis and Performance Issues </li></ul></ul><ul><ul><li>Opportunities for Improvement </li></ul></ul><ul><ul><ul><li>Process and Customer Focus </li></ul></ul></ul><ul><ul><ul><li>Customer Satisfaction </li></ul></ul></ul><ul><ul><ul><li>Customer Issues </li></ul></ul></ul><ul><ul><ul><li>Quality, Cost, and Delivery Improvements </li></ul></ul></ul><ul><ul><li>Implementation Plan and Top Management Presentation </li></ul></ul>
  34. 34. Planning the Transition <ul><li>Phase II - Implementation </li></ul><ul><ul><li>Process Focus </li></ul></ul><ul><ul><li>Customer Focus </li></ul></ul><ul><ul><li>Process Documentation Teams </li></ul></ul><ul><ul><ul><li>Process Flow and Process Analysis </li></ul></ul></ul><ul><ul><li>Process Review and Layered Audits </li></ul></ul><ul><ul><li>Problem Solving Push </li></ul></ul>
  35. 35. Planning the Transition <ul><li>Phase III – Roll Out, Audit & Standardization </li></ul><ul><ul><li>Company-wide Rollout </li></ul></ul><ul><ul><li>Train Internal Auditor in Automotive Process Approach to Audits </li></ul></ul><ul><ul><li>Conduct Audits </li></ul></ul><ul><ul><ul><li>Corrective Action </li></ul></ul></ul><ul><ul><li>Conduct Management Review </li></ul></ul><ul><ul><li>Finishing Audit </li></ul></ul><ul><ul><li>Conduct Registration Audit </li></ul></ul>
  36. 36. Automotive Organizations Key Challenges <ul><li>Improvement! Improvement! Improvement! </li></ul><ul><ul><li>ISO/TS 16949:2002 and ISO 14001:2004 Deadlines </li></ul></ul><ul><ul><li>Customer Issues and Improvement of Problem Solving Process including Problem Solving Approach </li></ul></ul><ul><ul><li>Plant Floor Controls – Process Review and Layered Audits </li></ul></ul><ul><ul><li>Six Sigma and Lean Methodologies in Business Processes and Manufacturing </li></ul></ul><ul><ul><li>Process Focus and Customer Specific Requirements </li></ul></ul><ul><ul><li>Core Tools Implementation </li></ul></ul>
  37. 37. Webinar Summary <ul><li>Customer Focus and Process Focus represent the biggest transitional challenges (out of 17) in organizations implementing ISO/TS 16949:2002 </li></ul><ul><li>The Automotive Process Approach to Auditing emphasizes performance auditing and process auditing </li></ul><ul><li>Processes need to address “ISO/TS” requirements and Customer Specific Requirements </li></ul><ul><li>We finally, discussed implementing ISO/TS so that organizations can derive value from their implementations </li></ul>

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