Executive briefing 18.3.2015

Copyright 2014 © DWI
Automotive Quality Management System
ISO/TS 16949:2009
THE
EXECUTIVE
BRIEFING

WHAT WE WILL
PRESENT TO YOU?
Mengenal secara
garis besar
sistem manajemen mutu untuk
industri otomotif
dan rantai suplainya :
ISO/TS 16949:2009
Latar belakang, proses sertifikasi
serta persyaratan,
serta pengembangannya”

Enjoy The showEnjoy The show
Tighten the seat belt, pleaseTighten the seat belt, please

TENTANG INDUSTRI OTOMOTIF
About Automotive Industry worldwideAbout Automotive Industry worldwide

Copyright 2014© DWI
TOTAL REVENUE
TAHUN 2010 :
US$ 1,184.6
BILLIONS
TOTAL REVENUE
TAHUN 2015 :
US$ 1,563.7
BILLIONS
WITH CAGR :
6.9%
FOR 2010-2015

IF ALL OEM AND
THEIR SUPPPLY CHAIN
UNITED AND
DEVELOPED
COUNTRY –
IT COULD BE :

Key Regional Markets—BRI, MISTA (N5) and the Stan and Jan After the BRI
and MISTA economies, OEMs will focus on the Stan and Jan countries which
are considered the next frontier.
2.3%
4.9%
6.4%
16.1%
8.1%
10.2%
0.9%
4.1%
9.1%
3.9%
7.8%
2.3%
5.1%
11.8%
India
Brazil
Russia
Indonesia
S.Korea
Thailand
Mexico
Turkey
Argentina
Poland
Ukraine
Kazakhstan
Czech…
Slovakia
Brazil
India
Russia
S.Korea
Thailand
Indonesia
Mexico
Argentina
Turkey
Poland
Ukraine
Czech…
Kazakhstan
Slovakia
1
2
3
4
5
6
7
8
9
10
11
12
13
14
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Note: All figures are rounded; the base year is 2013. Sources: LMC Automotive, Frost & Sullivan.
Light Vehicle Sales, BRI, MISTA, Stan and Jan, 2013 and 2020
3,573K
2,927K
2,762K
1,504K
1,278K
1,094K
1,067K
893K
834K
330K
229K
176K
159K
70K
7,225K
5,003K
3,604K
1,846K
1,604K
1,508K
1,403K
1,147K
1,051K
601K
501K
315K
269K
119K
Ranking
CAGR
‘13-’20

The Outlook
INDONESIAINDONESIA
AUTOMOTIVEAUTOMOTIVE
INDUSTRYINDUSTRY

2010 • Manufacture of engine, transmission for MPV and Light
Commercial Truck.
• Supplier of component for MPV and Light Commercial Truck.
• MPV, Light Commercial Truck.
• 80% design of motor cycle.
• Manufacture of engine, transmission for Commercial Truck up to 24 ton, SUV and small economical
sedan .
• Supplier of component for Commercial Truck up to 24 ton, SUV and small size sedan.
•MPV, Commercial Truck s/d 24 ton, SUV and small
economical sedan.
• 80% design of 4W motor vehicle for MPV and Light
commercial truck.
• MPV, SUV, Small economical sedan,
Commercial truck > 24 ton, Medium
size sedan, Hybrid car.
• 80% design of 4W motor vehicle for sedan and SUV.
• Hybrid engine, ECU integration system.
• Commercial truck component > 24 ton, Medium size sedan, Hybrid car.
• MPV, SUV, Small economical sedan, Commercial truck > 24 ton,
Medium size sedan, Hybrid car and Luxury car.
• 80% design of 4W motor vehicle for medium size sedan.
• Manufacture of luxury car quality component.
• Supplier of luxury car quality component.
2025
2015
2020
Area of Cooperation :
1. Green Car Industry
2. Base Production for certain Model of Vehicle
Indonesia Automotive Industry Long Term Master Plan
sumber : KEBIJAKAN DAN STRATEGI PEMBANGUNAN INDUSTRI NASIONAL DALAM RANGKA
MENINGKATKAN DAYA SAING – MENTERI INDUSTRI – AGUSTUS 2011

The
players

OEM Platform
Etios /EFC 74,000 (started in Dec
2011)
66,000 (started in march 2013)
Small Low 108,000
(hatch/sedan)
Also Produced in India 120,000 (with Daihatsu : wait the
regulation only in year 2013)
Small Low 120,000 (with Toyota: wait the
regulation only in year 2013)
Brio/GSP 71,000 (Sept
2011)
73,000 (Sept 2011) 17,000 (SOP : Feb 2014)
Brio Satya
Mirage 148,000 (Jan
2012)
Swift 48,000 (Mar 2012) 164,000 (Aug 2011) 48,000 (Mar 2012)
Global small 72,000
(SOP : Jul 2013)
75,000 (sedan)
(SOP : Jan 2014)
24,000
(SOP : Jul 2013)
March/Micra
– A Platform
107,000
(Jan 2010 )
126,000
(Sept 2011)
19,000 (Sept 2010)
K2- datsun Go+ : 24,000 (SOP
2014)
Ke/B2-
Platform
16,000
(Jul-2014)
154,000
(Jan-2014)
Geographic Breadth
Low Cost Subcompact/Mini Cars –Launch of
common models

DOMESTIC AUTO
PRODUCTION
By Category : 2006 -2013
Source : Indonesia Automotive Industry: Report on 2013 Auto
Market – by Gaikindo : APEC 20th Automotive Dialogue Beijing, China 22-25 April 2014
2014 :
1,298,523 units
Increment : 8 %

DOMESTIC AUTO MARKET &
EXIM
By Category : 2006 -2013
2014 :
1,208,019 units
REDUCE : 2 %

DOMESTIC MARKET AND
PRODUCTION
2013
Market – by Gaikindo : APEC 20th Automotive Dialogue Beijing, China
22-25 April 2014

DOMESTIC MARKET &
FORECAST
2013-2016

GREAT LEAP OF NEXT DECADEGREAT LEAP OF NEXT DECADE
ASEAN AUTOMOTIVE INDUSTRYASEAN AUTOMOTIVE INDUSTRY
OUTLOOKOUTLOOK

POTENSI ASEAN
DI INDUSTRI OTOMOTIF

“Great Leap of Next Decade”
for ASEAN Automotive Industry

Updated for year 2014
capacity installed : 1,998,131

“Great Leap of Next Decade”
for ASEAN Automotive Industry
Growth
Factors of
ASEAN
Market
Growth
Factors of
ASEAN
Market
Source: Automotive Summit ( TAPMA) as of June 20, 2013

Strong Cluster &
Supply Chain
Structure
Parts manufacturers (450,000 workers)
Supporting industries (100,000 workers)
SUPPORTING INDUSTRY
(Machinery, Equipment & Devices, Mold& Die, Jig & Fixture)
SERVICE
INDUSTRY
-Distribution
(W/H)
-Finance
-Testing
-Consulting
-Logistics
-Banking/
Leasing
SERVICE
INDUSTRY
-Distribution
(W/H)
-Finance
-Testing
-Consulting
-Logistics
-Banking/
Leasing
UPSTREAM INDUSTRY (Steel, Plastics, Rubber, Electronics, Glass,
Textiles, Leather, Chemicals, Oil, Coating, and Galvanized Metal)
POLICY&
SUPPORTING BODY
-Government
-Associations/
Institutes
-Universities/
Technical Colleges
POLICY&
SUPPORTING BODY
-Government
-Associations/
Institutes
-Universities/
Technical Colleges

Strong Network in ASEAN and ASEAN+6
Parts Sourcing for ASEAN+ Dialogue PartnerParts Sourcing for ASEAN+ Dialogue Partner
Source: ASEAN Automotive Federation(Automotive Summit 2013) as of June 24, 2013

ASEAN Automotive Industry Master Plan

FUTURE AUTOMOTIVE INDUSTRYFUTURE AUTOMOTIVE INDUSTRY

CONSOLIDATION, THY NAME IS
THE GLOBAL AUTOMOTIVE INDUSTRY

Key 2014 Powertrain Market Trends Global emissions norms (Euro 6/7,
EPA, 2020 ACEA) and fuel economy standards (CAFE, CAFC)
constantly encouraging OEMs and the automotive value chain to
innovate and adopt varying global powertrain strategies
Turbo Engine
Downsizing
Alternative
Fuels
Powertrain
Modularity and
Lightweighting
High Speed
Transmissions
Dual Clutch
Transmissions
Powertrain
Electrification
Emission
reduction & Fuel
Efficient ICE
technologies
2- and 3-cylinder engines,
Reduced engine displacement,
Downspeeding
High speed DCT, 8/9/10-Speed
Aluminium, Modular
construction, parts
commonality
Wet and Dry clutch DCT PHEVs, Diesel hybrids,
transmission electrification,
EVs, Range Extenders
Ethanol, LPG, CNG, Hydrogen
Fuel Cell, gas plants
DI, VVT, SCR, EGR, LNT,
Start-Stop, Cylinder
Deactivation, GPF
Drivers: Euro6, ACEA,EPA,
CAFE
Fuels,
Lubricants and
Engine Oils
Low Viscous Oils – 0W
Low-SAPS
Enhanced Additives

GLOBAL QUALITYGLOBAL QUALITY
FOR GLOBAL PROBLEM :FOR GLOBAL PROBLEM :
COULD BECOULD BE
ANYWHERE,ANYWHERE,
ANYPLACE,ANYPLACE,
ANYHOWANYHOW

The Automotive Supply Base
has changed dramatically
• Suppliers have responded to global competition and significant economic
challenges : Setiap pemasok harus siap menghadapi persaingan global dan perubahan
kondisi ekonomi sewaktu-waktu
• The global footprint reflects the dynamic changes : Secara global
perubahan terjadi secara dinamis

ISO/TS 16949:2009
Automotive Quality Management System

1994-19991994-1999 2000-20022000-2002 2008-20092008-2009
The Development of ISO/TS 16949:2009
Dipersiapkan oleh International Automotive Task Force (IATF) +
Japan Automobile Manufacturers Assoc. (JAMA)
2015?2015?
SMMT ANFIAFIEVIAOB VDA
NEW TS
Rule 4th
.,
Edition
1.4.20141.4.2014

IATF today –
refer to new TS rule 4th
., edition

StrengtheningStrengthening
The value andThe value and
Credibility of TS 16949Credibility of TS 16949
“Raising the Bar”“Raising the Bar”
Dari produk yang dikirimkan ke
OEM serta pelaksanaan dari
sertifikasi ISO/TS
Dipertanyakan efektifitasDipertanyakan efektifitas
dari sistem sertifikasidari sistem sertifikasi
ISO/TS 16949ISO/TS 16949: Untuk bisa
diandalkan sebagai jaminan
kualiatas mata rantai suplai
industri otomotif

The IATF established five Oversight
offices, commonly referred to as
IATF Global Oversight, to implement
and manage its ISO/TS 16949
Certification Scheme.
IATF today –
refer to new TS rule 4th
., edition – 1.10.2013 is :

World distribution of ISO/TS 16949 certificates in 2013

Evolution of ISO/TS 16949
certificates in Indonesia

Tata cara sertifikasi
Harus dipatuhi oleh semua
yang terkait dalam sertifikasi
Bisa menjadi alasan memberikan temuan
(minor/major) dan membatalkan sertifikat
yang diberikan
Rules for achieving and maintaining
IATF recognition –
4th Edition for ISO/TS 16949

Customer specific requirements
Review, learnt and implemented
• Tanda penting pada gambar produk
• Persyaratan mutu dalam quality manual
untuk pemasok.
• Kebijakan pelanggan : just in time
delivery
• Hazardous material control
• Green Procurements
• Peraturan dan perundang-undangan

Market Drivers – OEM requirements
OEM ISO/TS 16949:2009 or ? Customer Specific Requirements
Audi/Volkswagen ISO/TS 16949:2009 or VDA 6 [ Quality Cap. Suppliers 4th
Ed ]
BMW Contact customer [ Supplied Parts Quality Mgmt ]
Mercedez Benz ISO/TS 16949:2009 [ Daimler Customer specific Requirements for use with ISO/TS
16949: 2009 ]
Chrysler ISO/TS 16949:2009 [ Chrysler Customer specific Requirements for use with ISO/TS
16949: 2009 ]
Ford Motor Co. ISO/TS 16949:2009 (QS 9000 / Q1) [ Ford Customer specific Requirements for use with ISO/TS 16949:
2009 ]
General Motors ISO/TS 16949:2009 [ GM Customer specific Requirements for use with ISO/TS 16949:
2009 ]
Honda Contact customer – some case request
ISO/TS 16949:2009
[ Honda Supplier Quality Manual ]
Isuzu Contact customer [ Supplier Quality Manual ]
Mazda Contact customer (Ford affiliate) Contact customer
Mitsubishi Contact customer (Mitsubishi Fuso
belong to Mercedez)
[ SMITQA-003 ]
Nissan Contact customer [ Supplier Quality Manual / Alliance Supplier Guide ]
PSA Peugeot-Citroën ISO/TS 16949:2002 Contact customer
Renault ISO/TS 16949:2002 Contact customer
Rover Contact customer [ RG2000 Supplier Management System ]
Saab Contact customer Contact customer
Subaru Contact customer [ Subaru Supplier Manual ]
Toyota Contact customer [ Supplier Quality Assurance Manual ]

The Customer Representative
Ditetapkan sebagai perwakilan pelanggan di perusahaan
• Memastikan semua syarat pelanggan
diterapkan
• Memastikan pelatihan apa saja yang
dibutuhkan untuk implementasi syarat
pelanggan
• Memastikan target perusahaan bersesuaian
dengan target pelanggan
• Memastikan tindakan terhadap keluhan
pelanggan yang terjadi
• Memastikan persiapan produksi dari produk
baru yang dikerjakan

SKEMA SERTIFIKASI
ISO/TS 16949:2009

Taken from :
IATF Auditor Guide for ISO/TS 16949 First Edition April 2009
All rights reserved © 2009 ANFIA, © 2009 IATF France, © 2009 IAOB, © 2009 SMMT, © 2009 VDA.

EGIBILITY FOR TS
CERTIFICATION
“ISO/TS 16949 defines the quality management system
requirements for a client providing design and development,
production and, when relevant, assembly, installation, and
services of automotive-related products.”
• Pabrikan
• Pelayanan/services : Welding, Coating,
Painting, Heat treatment.

"Automotive" shall be understood to include the following:
Passenger Cars, Light Commercial Vehicles, Heavy Trucks,
Buses, Motorcycles, and to exclude the following: Industrial,
Agricultural, Off-Highway (Mining, Forestry, Construction,
etc.). Aftermarket parts are excluded.
“Aftermarket parts” shall be understood as replacement
parts not procured or released by the OEM for service part
applications that may or may not be produced to original
equipment specifications. Sites manufacturing only aftermarket
parts are not eligible for ISO/TS 16949 certification.

Strengthening The value and
Credibility of TS 16949
“Raising the Bar”
Two expected outcomes:
1. Supply Base
performance and TS
Certification are
aligned
2. Eliminate the
perception that
“Everyone gets a
Certificate”

Pelanggan OEM harus memiliki
keyakinan bahwa TS kegiatan sertifikasi
16949 TS 16949 memenuhi kriteria untuk
membuat keputusan sourcing yang
mengurangi risiko yang berhubungan
dengan kemampuan sistem manajemen
mutu dan kinerja aktual dari produk
yang dikirimkan ke pelanggan (OEM
atau TIER)
• Confidence
• Reduces Risk
• Capable QMS System
• Meets Criteria
• Actual Performance
Strengthening The value and Credibility of TS 16949
“Raising the Bar”

ISO/TS
CERTIFICATION
STAGE 2 AUDIT

standar internasional dan spesifikasi teknis
yang mengandung persyaratan untuk
membangun dan memelihara sistem
manajemen mutu untuk desain dan
pengembangan, produksi, dan ketika instalasi
dan pelayanan produk mobil terkait yang
relevan.
Spesifikasi teknis adalah semua syarat
pelanggan automotive yang disuplai
Standar international adalah semua syarat
dalam QMS – ISO 9001
SISTEM MANAJEMEN
MUTU OTOMOTIF
ISO/TS 16949

Sasaran dari
sistem manajemen mutu ISO/TS
Pengembangan sistem Kualitas mendasar yang
menyediakan perbaikan terus-menerus,
menekankan pencegahan cacat dan pengurangan
variasi dan potensi serta timbulnya pemborosan
dalam rantai pasokan.

AUDITAUDIT
OBJECTIVEOBJECTIVE
The objectives of this audit
were to confirm that the
management system:
•conforms with all the
requirements of
ISO/TS16949:2009
•Confirms with
applicable Customer
Specific Requirements –
Including their
satisfaction level
fulfilled
•of the organisation has
been effectively
implemented
•is capable of achieving the
organisation’s policy
objectives
“The goal of this specification is the development
of a quality management system that provides for;
•continual improvement,
•emphasizing defect prevention and
•the reduction of variation and waste in the
supply chain.”

Continual improvement
of the Quality Management System
Resource
management
Measurement,
analysis and
improvement
Management
responsibility
Product
Shareholders
Shareholders
Satisfaction
Shareholders
Shareholders
Requirements
Input Output
Product
realisation
Model of process-based QMS
Value adding activities
Information flow

Plan-Do-Check-Act cycle &
continual improvement
Act
• How to improve
next time?
Take actions to continually
improve process performance –
effectiveness and efficiency
Plan
• What to do
• How to do it
Establish objectives
necessary to deliver
results in accordance
with customer
requirements
and the organisation's
policies
Check
• Did things happen
according to plan?Monitor and measure
processes and product
against policies, objectives
and requirements
Do
• Do what was
planned
Implement the
processes

Plan-Do-Check-Act cycle
& continual
improvement

Plan-Do-
Check-Act
cycle
&
continual
improvement

Plan-Do-Check-Act cycle &
continual improvement

Typical network of
interrelated or
interacting processes
PDCA
Process A
PDCA
Process B
PDCA
Process C
PDCA
Internal
Customer
Process F
PDCA
Internal
Customer
Process D
PDCA
Process E
PDCA
Customers&stakeholdersCustomers&stakeholders
Customers&Customers&
stakeholdersstakeholders

Kontrol Proses
bukan Kontrol Produk

Automotive
Production Process Cycle

DESIGN PRODUCT
RESPONSIBILITY
• All TS Requirements
shall be addressed in
Quality Mgt System
• Design Responsible
shall be defined by
customer or by
organization

Outsourcing
Process Management
• Semua proses outsourcing
yang berpengaruh kepada
mutu produk harus
dikendalikan
• Pabrikan Supplier komponen
yang akan digunakan harus
tersertifikasi ISO 9001
• Evaluasi dengan kriteria wajib :
quality, pengiriman, premium
freight case serta kasus klaim
pelanggan yang timbul karena
part yang disuplai

SERTIFIKASI
• Sertifikasi hanya untuk pabrikan
• Supporting remote site harus ikut dalam sertifikasi – meski demikian
sertifikasi hanya perlu sekali untuk scope supporting yang sama untuk
semua pabrikan yang disupport

Automotive Process
Approach

“MACHINE”
To create value
Activities
People
Resources
Information and material flow
Management
Deliverables
Contribution
to results
Customer
Shareholders
Personnel
Society
(strategic and operational
objectives)
Output >> shall be reflected of
customer satisfaction objectives
Internal customer satisfaction
objectives from the
departments/sections
If the process supplies the
right product at the first
time and at the right place
it is EFFECTIVE
If the process supplies the
right product at the first
time and at the right place
it is EFFECTIVE
If the right first time minimum cost
and/or used resources as a planned it
is EFFECIENT
If the right first time minimum cost
and/or used resources as a planned it
is EFFECIENT
MANAGING WITH INDICATORS

TOP MANAGEMENT ROLES

ENHANCE THE CUSTOMER
SATISFACTION
ISO/TS 16949:2009 : Top Management Roles

Those concerned to
ensure the success
and longevity of the
company
Concern to develop,
motivation employment,
health and safety
Delight those whom value
is added and pay
Concerned to profitability,
company development, new
markets and the business
environment respect to statutory
and regulatory; beneficial
relationship

Business Plan and theirBusiness Plan and their
measurable objectivemeasurable objective
deploymentdeployment
Clear definition ofClear definition of
responsibilitiesresponsibilities
Enhance the customerEnhance the customer
satisfactionsatisfaction
Plant Lay out ReviewPlant Lay out Review
Quality Mgt System EffectivenessQuality Mgt System Effectiveness

Business Plan; Strategic
Plan and Their review
Top management involvement
including;
1. Define the business plan
2. Strategic management and their
deployment
3. Implementing a business plan
linked to defined measurable quality
objectives
4. Effectiveness Review
5. Continual Improved

PERAN MANAJEMEN

RISK IDENTIFIED, MITIGATED
AND CONTROLLED

RISK MANAGEMENT THROUGH
FEASIBILITIES
MANUFACTURING STUDY
• Technical Risk
• Process capability Risk
• Capacity Risk
• Timing Risk
• Investment Risk
- and many more risk could be considered
Risk does not mean necessarily to be
avoided - but the risk is recognized from the
beginning to anticipate with appropriate
policies, strategy and effective plan

POTENTIAL FAILURE PROCESS
MAPPING AND PREVENTION
Risk does not mean necessarily to be
avoided - but the risk is recognized from the
beginning to anticipate with appropriate
policies, strategy and effective plan
Potential Failure of design and process that caused :
quality; environmental and safety shall be planned to be reviewed
and prevented for both :
• Internal process
• External process (sub contract process)

Delivery Contingency Plan
Effective plan to ensure delivery performance to customer for
following possible caused :
• Re-Call the product
• Material supplied problem
• Man Power Problem
• Production Facilities breakdown
• Force Major

Tujuan
Review
Hasil Review
Waktu
Review
Agenda
Review

Tujuan Management Review:
PDCA mechanism cycle

Management Review Agenda:
Input & Output Review

Production process efficiency
Apparent Efficiency vs. True Efficiency
Taiichi Ohno illustrated the common confusion
between apparent efficiency and true efficiency
with an example of 10 people producing 100
units daily. If improvements to the process
boost output to 120 units daily, there is an
apparent 20 percent gain in efficiency. But this
is true only if demand also increases by 20
percent. If demand remains stable at 100 the
only way to increase the efficiency of the
process is to figure out how to produce the
same number of units with less effort and
capital. (Ohno 1988, p. 61.)
Total Efficiency vs. Local Efficiency
Toyota also commonly distinguishes between
total efficiency, involving the performance of an
entire production process or value stream, and
local efficiency, involving the performance of
one point or step within a production process or
value stream. It emphasizes achieving
efficiency in the former over the latter.

Management Review
Agenda:
1.Potential Quality accident
2.Potential Safety accident
3.Potential Environment
accident

Material movement – plant lay out

Management Review:
Bisa terdiri dari berbagai jenis review dan laporan

REVIEW TO EVALUATE THE
PRODUCTION EFFICIENCY

Focus on potential quality, safety,
environment accidents

Focus on Continual Improvement
and their review :

Perusahaan/Organisasi memiliki
kemampuan untuk bisa
berkomunikasi sesuai dengan
permintaan/cara pelanggan

MANAGING WITH INDICATORS

QUALITY MANAGEMENT SYSTEM
PERFORMANCE
MASIH SESUAIKANSISTEMMANAJEMENMUTUUNTUKKONDISI
PERUSAHAANSAAT INIDANKEBUTUHANDIMASAMENDATANG?

STANDARD
DOCUMENTATION

7 Mandatory Procedures
Training
Internal Quality Audit
NC product Handling
Corrective Action
Document Control
Quality records Control
Preventive Action

Quality
Manual
Procedures
S O P
Form,
Checksheet,
Record
Company
Association
Chart
Departement
Association
Chart
Plant One
year policy
Quality
Objective
Quality
Objective
Quality
Policy
Departement
Activity Plant
Strategy
Plan
Long term
Business
Plan
Model Klasik
Keterkaitan
Policy Deployment
dengan
Sistem Mutu
Groups/Corporate
Company

FORM/
CHECK
SHEET
Pedoman operasi Sistem Manajemen
Mutu yang ditujukan bagi seluruh level
Penjabaran dari kebijakan dalam
Quality Manual, dalam bentuk
pemberian tanggung jawab dan
wewenang utk melaksanakan suatu
aktivitas.
kebijakan dalam Quality Manual
dibuat Prosedur.
Daftar Prosedur terdapat dalam
Lampiran Quality manual.
Penjelasan yang lebih detail tentang
suatu prosedur
Dalam melaksanakan prosedur atau
SOP, agar aktivitas yang dilakukan
dapat terdokumentasi dan
dipertanggungjawabkan disediakan
form atau checksheet.
QUALITY
MANUAL
PROSEDUR
S O P
ISO/TS 16949
FORM/ CHECK SHEET
S O P
PROSEDUR
QUALITY MANUAL
Model Jaminan Mutu
dalam Produksi,
Pemasangan dan
Pelayanan.
20 Pasal, terdiri dari 19
pokok persyaratan.
DOKUMENTASI
SISTEM MUTU

PENGENDALIAN DOKUMEN
• Menjamin kerahasiaan dokumen untuk kepentingan
bisnis internal dan pelanggan
• Pengendalian dokumen milik pelanggan

• Format dokumen sesuai dengan persyaratan
pelanggan -
• Perubahan hanya bisa dilakukan atas persetujuan
pelanggan

• Menentukan masa
simpan sesuai
dengan syarat
pelanggan
• Pengendalian
sesuai dengan sifat
dokumen : hard
copy atau elektronik

Penyediaan
Sumber daya

Sumber daya
adalah
Kemampuan untuk
menghasilkan produk dan
servis seperti yang diminta
pelanggan
– Pra sarana poduksi
– Pra sarana pendukung
– Finansial
– Personel yang handal
– Manajemen support

Organization
Knowledge
Keahlian
Organisasi
“ Organisasi harus
menetapkan keahlian
apa yang harus dimiliki
agar bisa memberikan
kepuasan kepada
pelanggan “

Menjamin
kompetensi
personil

Authority &
responsibility
• Quality Management Representative &
Customer Representative with concern to
– Quality management system maintenance &
development
– Customer requirements
– Managerial capabilities & Authorities
– Quality decision and quality product approval

Authority & responsibility
• Clear definition of responsibilities including;
– Authority to stop production to correct
quality problems
– Setiap shift harus jelas siapa yang akan menjadi
pengambil keputusan apabila terdapat masalah
produksi/mutu

Ahli desain produk
Menetapkan keahlian untuk mereka
yang akan melakukan desain
produk
Termasuk internal auditor yang
melakukan audit desain produk

Ahli desain produk dan/atau proses
Menetapkan keahlian untuk mereka yang akan melakukan desain
proses
Termasuk internal auditor yang
melakukan audit desain proses

On the job training

On the job training
• The organization shall
provide on-the-job
training for personnel in
any new or modified job
affecting product quality,
including contract or
agency personnel.
• Karyawan baru mengikuti
standar pelatihan sebelum
melakukan pekerjaan di
jalur produksi – berlaku
untuk pekerja harian
dan/atau pekerja dari
pihak luar
http://www.bls.gov/green/electric_vehicles/image4.jpg

Memetakan
kebutuhan
pelatihan
Merencanakan
pelatihan berdasarkan
kebutuhan untuk
membangun keahlian
dari organisasi untuk
memuaskan
pelanggan
Training Needs Analysis

Training
Needs
Analysis

Training Needs Analysis

Setiap karyawan mengerti perannya untuk
mencapai target perusahaan
Pemberdayaan dan peningkatan
motivasi karyawan

“ organisasi harus
memiliki program untuk
memberdayakan
karyawan serta
meningkatkan
motivasinya
Serta memiliki cara
bagaimana mengukur
keberhasilan program
tersebut“
Pemberdayaan dan peningkatan
motivasi karyawan

Training is also part of improvement

Effectiveness
evaluation of
Training
“ pelatihan adalah cara
organisasi
meningkatkan
kemampuannya untuk
menjamin kepuasan
pelanggan“
Training is also part of improvement

and their review

DESAIN PRODUK

Automotive Development
Process Cycle

Product Design
Shall Controlled
• Bisa diabaikan
hanya jika dilakukan
oleh pelanggan.
• Design site bisa
menunjang lebih
dari 1 pabrikan –
dan hanya perlu
diaudit 1 kali dalam
proses sertifikasi
• Bisa dikerjakan oleh
pihak ke-3. tetapi
tetap harus
diaudit/termasuk
dalam sertifikasi

Product
Design
Shall
Controlled
• Design Tooling bukan desain
produk
• Membuat sample bukan
berarti membuat prototype

PERSIAPAN
PRODUKSI MASSAL

PERSIAPAN
PRODUKSI
MASSAL
• Project Manajemen dengan multy
disiplin team/bagian/departemen
• Setiap OEM memiliki model
manajemen proyek yang unik/berbeda
satu-sama lain
• APQP : GM; Ford; Mercedez
• ANPQP : Nissan, Renault

PERSIAPAN
PRODUKSI
MASSAL
• Memiliki pola yang sama untuk
semua OEM/ATPM :
• Masukan/inputan persiapan
produksi
• Target
• Jadwal
• Standard dokumen
• Audit persiapan
• Pembuatan tooling dan pra
sarana produksi
• Pelatihan
• Pengendalian perubahan
• Pengujian
• Evaluasi kemampuan proses
dan stabilitas proses
• Sample untuk pengesahan
• Verifikasi dan Validasi
• Kontrol lot awal produksi

PERSIAPAN PRODUKSI MASSAL:
OBEYA : PROJECT MANAGEMENT VISUAL CONTROL
DARI TOYOTA

PERSIAPAN PRODUKSI MASSAL
NISSAN-RENAULT : ANPQP

Product Quality Planning
since beginning

PROSES YANG
NYARISNYARIS
SEMPURNA
UNTUK JAMINAN
PRODUK YANG
NYARISNYARIS
SEMPURNA PULA

APQP’S WAY OF THINKING :
BEST IN-CLASS STRATEGIESBEST IN-CLASS STRATEGIES
Requirements Design Implem-
entation
Unit
Test
Test Release
NUMBER
OF
DEFECTS
DEFECT
PREVENTION
EARLY
DEFECT
DETECTION
(80-90% before Test)
• Reference: “A Software Quality Strategy for Demonstrating Early ROI”, Olson, 1995

APQP’S WAY OF THINKING :
Early Defect Detection Shortens the Schedule
RESOURCES
$
Without Early Defect Detection
SCHEDULE
• Adapted from Fagan, M. “Advances in Software Inspections”, IEEE
Transactions on Software Engineering, July 1986
Requirements Design Implementation ReleaseTest
With Early Defect Detection

MENGENDALIKAN PROSES :
MENYIAPKAN PROSES YANG BISA DIPREDIKSIMENYIAPKAN PROSES YANG BISA DIPREDIKSI
HASILNYAHASILNYA

• Process capabilities
review and their
maintenance through
implementation Statistic
Process Control
– Internal process
– Supplier production
process
• Quality Product process
through Advanced Product
Quality Planning and Quality
Control

Special Characteristics

PENGENDALIAN
PERUBAHANPERUBAHAN
PROSES

PENGENDALIAN
PERUBAHAN
PROSES
Setiap perubahan harus dipastikan
terlebih dahulu sebelum produksi
bisa diteruskan.
Perubahan proses bisa diperlukan
harus memberitahukan terlebih
dahulu kepada pelanggan untuk
mendapatkan pengesahan –
sebelum bisa dilakukan – sesuai
dengan persyaratan pelanggan
yang ditetapkan

PENGENDALIAN PERUBAHAN
PROSES

PENGENDALIAN
PERUBAHAN
PROSES
• Respon terhadap
pertanyaan mengenai
perubahan engineering dari
pelanggan harus dibawah
14 hari kerja.
• Pelaksanaan perubahan
engineering sesuai dengan
persyaratan pelanggan
• Perubahan dan
pembaharuan dari standard
harus dilakukan untuk
perubahan engineering yang
dilakukan

“Improvements in quality always,
and automatically, results in cost
and lead time reduction, increase
productivity, increase market
shares, and hence increase profits.”
MR.W.Edwards Deming
As reference :
ISO 9004:2009
Clause : 8.2.1.1.; 8.2.3.1.; 8.2.4.1.; 8.2.2.
COST OF POOR
QUALITY,
COPQ

“Improvements in quality always, and automatically, results in cost and lead time
reduction, increase productivity, increase market shares, and hence increase profits.
MR.W.Edwards Deming
COST OF POOR QUALITY

I want my
money
back!
I want my
money
back!
Cost of Quality (COQ)Cost of Quality (COQ)
PreventionPrevention AppraisalAppraisal
Internal
Failure
Internal
Failure
External
Failure
External
Failure
$$

Examples of Prevention Expense
 Quality Planning
 Training and Education
 Process Definition
 Customer Surveys
 Preproduction Reviews
 Technical Manuals
 Detailed Product
Engineering
 Early Approval of Product
 Specifications
 Purchase Cost Targets
 Process Capability
 Studies
 Preventive Maintenance
 Supplier Qualification
 Job Descriptions
 Housekeeping
 Zero-Defect Program

 Supplier Certification
 Employee Surveys
 Security Checks
 Safety Checks
 Reviews:
– Operating Expenditures
– Product Costs
– Financial Reports
– Capital Expenditures
Examples of Appraisal Expense
 Test
 Inspection
 Process Controls
 Train QA Personnel
 Product Audits
 Quality Systems Audits
 Customer Satisfaction
 Surveys and Audits
 Prototype Inspection
 Accumulating Cost Data

 Supplier Problems
– Scrap and rework
– Late deliveries
– Excess inventory
 Equipment Downtime
 Accidents, Injuries
 Absenteeism
 Unused Reports
 Missed Schedule Cost
 Lost Sales (any cause)
Examples of Internal Failure Costs
 Substandard Product
 Scrap or Rework
 Re-inspection
 Redesign/Engineering
Change
 Process Modifications
 Payroll Errors
 All Expediting Costs
 Off-Spec/Waiver
 Abandoned Programs

Examples of External Failure Costs
 Product Recall
 Handling Complaints
 Customer Service
Caused by Errors
 Products Returned
 Analysis of Returns
 Evaluation of Field Stock
 Late Payments and
Bad Debts
 Lawsuits
 Reports
– Sales and service
– Returns and allowances
– Failure
Lost Sales Because of Customer Dissatisfaction!

Non-value Added Work
• Common activities that provide no benefit to customers.
– Some result from internal or external failure
– Some are unnecessary inspection
 Examples
– Rarely used information systems
– Memos never read
– Financial reports not used
– Irrelevant procedures
– Meetings with no objectives or outcomes
Definition

NILAI BISANILAI BISA
DIRENCANAKANDIRENCANAKAN DANDAN DIHASILKANDIHASILKAN
TIDAK TIMBUL DENGAN SENDIRINYATIDAK TIMBUL DENGAN SENDIRINYA

waste
value
HARDER
SMARTER
Working smarter and Working Harder
waste
value
value
More
work
waste

ApaApa
nilai tambahnilai tambah
Dari garis yang dibuatDari garis yang dibuat
tidak lurus?tidak lurus?
http://fijiboardexiles.yuku.com/topic/5345#.Tpz5rJsQj35

http://2.bp.blogspot.com/-O__O9QUFNrA/Tbwm-IXL_XI/AAAAAAAAAAQ/Ib4AGOA-GdE/s1600/IMG0423A.jpg
Boros bisa tidak terasa :Boros bisa tidak terasa :
Panjang antrean : 20 orang, setiap prosesPanjang antrean : 20 orang, setiap proses
butuh waktu 5 menit : maka waktu orang ke-20butuh waktu 5 menit : maka waktu orang ke-20
akan dilayani pada menitakan dilayani pada menit ke : 100ke : 100
BAGAIMANA BILA INI SETIAP HARI ?BAGAIMANA BILA INI SETIAP HARI ?

http://www.google.co.id/imgres?
q=tempat+kerja+berantakan&hl=id&sa=X&gbv=2&biw=1536&bih=801&tbm=is
ch&tbnid=UtfU67zN1dfuJM:&imgrefurl=http://jerman90.multiply.com/journal
%3F%26page_start%3D60&docid=FbWG0i4K5Zp
Boros dianggap biasa :Boros dianggap biasa :
Coba tanya ada apaCoba tanya ada apa
didalam kardus ?didalam kardus ?

AJI MUMPUNG:AJI MUMPUNG:
ADALAH PROSES YANG MENGUTAMAKANADALAH PROSES YANG MENGUTAMAKAN
NILAINILAI KETIMBANG PEMBOROSANKETIMBANG PEMBOROSAN

The Hidden Organization
“Theoretical Cycle Time: The back-to-back process time
required for a single unit to complete all stages of a task
without waiting, stopping, or setups.”
Product
Step
1
Step
2
Floor SpaceFloor Space Floor SpaceFloor Space
Floor SpaceFloor Space
Value Added
Non-Value Added
Philip R. Thomas, Competitiveness
Through Total Cycle Time. McGraw-
Hill (1990)
The Hidden Factory
Analyze
Fix
Test
Analyze
Fix
Test

COPQ Process & Soft / Employee
Which supplier would you choose?
Supplier A
Price
2,30 USD
Price
2,30 USD
Supplier B
Price
2,45 USD
Price
2,45 USD
Supplier C
Price
1,99 USD
Price
1,99 USD

Cost of Poor Quality

COPQ Product
Example Module Production
ProductProduct
Customer returns (claims)
Inspection cost
Trouble shooting / analysis
Lack of producibility
Scrap
Repair & Rework
Cost for test
INCOMING INSPECTION
SCRAP
ASSEMBLY ASSEMBLY INSPECTIONTEST TEST
TROUBLE SHOOTING
REPAIR / REWORK
SMAAOI AOI INSPECTIONPRINTING
CUSTOMER
RETURNS
INTERNAL
CLAIMS

TRADITIONAL COST OF POOR
QUALITY(4-5% of Sales)
When quality costs are initially determined, the categories
included are the visible ones as depicted in the iceberg
below.
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls

Cost of Poor Quality
As an organization gains a broader definition of poor quality,
the hidden portion of the iceberg becomes apparent.
Late Paperwork High CostsPricing or
Billing Errors
Excessive Field
Services Expenses
Incorrectly Completed
Sales OrderLack of Follow-up
on Current Programs
Excessive
Employee Turnover Planning Delays Excess Inventory
Excessive
System CostsOverdue Receivables
Complaint
Handling
Unused Capacity
Time with
Dissatisfied Customer
Excessive Overtime
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls
Development Cost of Failed Product
Hidden COPQ: The
costs incurred to
deal with these
chronic problems
Premium Freight Costs
Customer Allowances
COPQ ranges
from 15-25%
of Sales

PREMIUM FREIGHT = WASTE COST OF
DELIVERY

and their review :
• Performance monitoring
(performance dashboard)
• Effectiveness improvement
evaluation

5. Production
Performance
2. Maintenance
provision
Short term equipment
breakdown analysis
• Preventive
Maintenance
• Repair
• Predictive
maintenance
Long term equipment
breakdown analysis
3. Continual
Improvement
4. Design process
1.
Risk
Management
Maintenance
standard
(maintainability)
KPI
performance
setup
• Key equipments
• Spare parts

• Clear Information and management of production planning – and
their related achievement control
• Clear problem information, and action planned including their
result and effectiveness evaluation
• Effective communication
Production
Shop Floor
Management

Perencanaan produksi
Perencanaan produksi dilakukan sesuai dengan
permintaan pelanggan – sanggup mengikuti metode
komunikasi dari pelanggan – termasuk untuk
permintaan produksi secara just in time

Shop Floor production management :
Planning and achievement monitoring

Lean Production System Way
of thinking

Lean Production System Way of thinking :
Production Lay out review for added value
creation

Clean lines & Tidiness

Clean lines & Tidiness
• Working Instruction
• Parameter setting standard
• Regular Checking standard
• 4M information

Production set-up
• Ensure all parameter
setting has been
confirmed against the
standard given
• Ensure all the
production equipment
and tools are ready to
be used
• Ensure all material and
component has been
used are confirmed
• Ensure the production
based on the 1st
.,
product result

Identifikasi produk:
Kemampu telusuran produk
• Mampu telusur dari kode produk akhir hingga sub komponen
yang digunakan untuk assembly serta material yang digunakan
untuk produksi part/komponen
• Identifikasi untuk memastikan FIFO dari material dan/atau
komponen yang digunakan

• Kode bersifat unik
– serta memiliki
ketahanan sesuai
dengan yang
dibutuhkan

• Produk yang ditemukan
tanda identitas akan
dianggap sebagai produk
tidak sesuai dengan
standard

Supplier
Quality Management System
• Setiap harus telah tersertifikasi ISO 9001
• Kecuali mendapat kelonggaran dan
persetujuan dari pelanggan

Incoming inspection
• Pemeriksaan dengan metoda sampling untuk kondisi
kontrol ketat, kontrol menengah hingga normal
• Pengolahan data dengan menggunakan metoda SPC
• Pelaksanaan audit supplier
• Pemeriksaan dengan metoda tertentu – sebelum
produk dikirimkan ke pabrikan

The organization promote supplier monitoring
performance of their manufacturing processes..
•Delivered product quality;
•Customer disruptions including field returns;
•Delivery performance (including incidents of premium
freight);
•Special status customer notifications related to quality or
delivery issues.
Supplier monitoring

Kemampuan proses produksi
pemasok harus dipastikan
dan senantiasa dievaluasi
berdasarkan :
•Evaluasi proses produksi supplier saat seleksi pemasok
•Menggunakan PFMEA sebagai potensi kegagalan proses dari
pemasok yang bisa memberikan dampak ke proses organisasi
•Evaluasi kemampuan proses saat persiapan produksi untuk
produk yang akan dibuat
•Evaluasi data dari pemeriksaan berkala saat penerimaan barang
datang dan/atau melalui pemeriksaan berkala yang disertakan saat
pengiriman dengan menggunakan SPC
Evaluasi serta senantiasa
memastikan kemampuan proses
produksi dari supplier

Storage and inventory
• Pengendalian status dan
kondisi sediaan secara
berkala.
• Sistem
penyimpnan/Invento
ry management
system dilakukan
dengan memastikan
untuk mensuplai material
sesuai dengan waktu
kedatangan (FIFO)

Storage and inventory
Memastikan sediaan yang telah disimpan terlalu lama
dan/atau kadaluwarsa – sebagai produk yang telah tidak
sesuai dengan spesifikasi pelanggan

• Conduct Tooling management (maintenance and
repair facilities, storage)
• Tooling set-up, change program for perishable
tools;
• Tool design modification documentation
(including engineering change level);
• Tool identification, defining the status, such as
production, repair or disposal. (Monitor these
tooling management activities if any work is
outsourced)
Tooling Management

• Life time tooling –
serta pengesahan
ulang setelah target
masa pakai
terpenuhi
• Perawatan
berdasarkan jumlah
pemakaian
• Pemeriksaan
keausan
• Pembaharuan
• Pengesahan hasil
Modifikasi
• Riwayat perawatan
Tooling Management

Pemeliharaan dan pemastian berkala
akurasi dari C/F fixture
Tooling Management

• Pengendalian – juga mencakup pemeriksaan spesifikasi dengan
mesin/system.
• Pengendalian juga harus dilakukan untuk limit appearance sample
• Badan pelaksanan eksternal harus bersertiifikasi ISO17025.
• Harus ada keputusan berdasarkan hasil pemeriksaan apakah alat
ukur/pemeriksaa tersebut masih laik digunakan atau tidak
PENGENDALIAN
ALAT UKUR DAN
PEMERIKSAAN

• Pengendalian secara internal harus dilengkapi dengan
instruksi kerja dan tenaga yang memiliki keahlian yang
memadai.
• Identitas pengendalian
• Standard tindakan apabila hasil pengendalian
menyatakan alat ukut memiliki penyimpangan yang
lebih dari yang diijinkan
PENGENDALIAN ALAT UKUR DAN PEMERIKSAAN

QUALITY CONTROL PLAN

Internal Quality Audit
• All process shall
be planned
annually
• Cover all
production shift
• Increasing the
audit frequency
against internal
and external
performance

Bagaimana
kemudian yang
selalu ditemukan
audit eksternal :
Terdapat
3 standard audit
mutu internal
yang berbeda
Betulkah ?

Secara
Esensial
Audit
Internal
Tidak sama
dengan
Audit
Eksternal
AUDITOR/
ASSESSOR
MUTU
INTERNAL
AUDITOR/
ASSESSOR
MUTU
EKSTERNAL

• Assessor mutu eksternal :
• Melakukan evaluasi terhadap
kinerja system secara – dan
melaporkannya kepada
pihak manajemen secara
independent
• Memiliki kualifikasi yang
dijamin secara independent
• Assessor mutu internal :
– Bagian dari organisasi
– Melakukan evaluasi kinerja
sistem sebagaimana bagian
dari perbaikan secara
berkelanjutan
– Pelaporan hasil evaluasi
bersifat lokal
PERAN YANG
SUNGGUH BERBEDA

Audit mutu InternalAudit mutu Internal
 Internal audit adalah
independen, obyektif jaminan
dan aktivitas konsultasi yang
dirancang untuk menambah nilai
dan meningkatkan operasi
organisasi.
 Ini membantu organisasi
mencapai tujuannya dengan
membawa sistematis, disiplin
pendekatan untuk mengevaluasi
dan meningkatkan efektivitas
manajemen risiko, pengendalian,
dan peningkatan proses

Beginilah yangBeginilah yang
kami temukankami temukan
selamaselama
melakukan auditmelakukan audit
eksternal :eksternal :

Perencanaan IQA yang buruk, akan memberikan hasil yang tidak maksimal, termasuk diantaranya
kejelasan maksud dan tujuan dari IQA. Hasil IQA yang tidak maksimal juga bisa disebabkan dari
faktor IQA seperti ; buruknya perencanaan, sumber daya, metoda serta tindak lanjut
75%
INTERNAL AUDIT
SISTEM MANAJEMEN MUTU
DIJALANKAN KARENA MENJADI
PERSYARATAN BUKAN KARENA
MENJADI BUDAYA ORGANISASI
25%
LAINNYA, JUGA BELUM
MENDAPATKAN HASIL MAKSIMAL

SUDAHKAH AUDITOR INTERNAL
DIPERSIAPKAN DENGAN BAIK?
> 60%
INTERNAL AUDITOR
>75%
INTERNAL AUDITOR
DIANGGAP PEKERJAAN

Betulkah selalu direncanakan dengan efektif ?
Persyaratan TS :
SEMUA PROSES HARUS DIRENCANAKAN UNTUK
DIAUDIT SETIAP 1 TAHUN DAN MENCAKUP SEMUA
SHIFT
> 85%
AUDIT INTERNAL
DIRENCANAKAN TANPA
PERTIMBANGAN YANG JELAS
SELAIN KARENA DIMINTA
SEBAGAI PERSYARATAN
> 50%
INTERNAL AUDIT
SUDAH HARUS DILAKUKAN
SEBELUM AUDIT EKSTERNAL
DILAKUKAN
> 80%
TIDAK
MEMPERTIMBANGKAN
PRIORITAS DALAM
MERENCANAKAN AUDIT
INTERNAL
<= 90%
MANAJEMEN
TIDAK PERNAH MEMINTA
INTERNAL QUALITY AUDIT
TAMBAHAN

ISO/TS 16949:2009 IQA Structure
Memastikan semua proses secara system artinya :
semua persyaratan ISO/TS terpenuhi sesuai dengan
prosedur dan instruksi kerja yang digunakan,
persyaratan pelanggan terkait serta terpenuhinya
konsep PDCA dari sistem manajemen mutu
8.2.2.1 Quality management system audit
The organization shall audit its quality management system to verify compliance with this Technical
Specification and any additional quality management system requirements.
8.2.2.2 Manufacturing process audit
The organization shall audit each manufacturing process to determine its effectiveness.
Memastikan semua proses Produksi apakah cukup
efektif dan efisien dalam memastikan produk akan
dibuat sesuai dengan persyaratan pelanggan

Process Internal AuditProcess Internal Audit
ISO/TS 16949:2009ISO/TS 16949:2009
 Dilakukan disemua shift
produksi yang berjalan
 Untuk semua proses
manufaktur yang
dijalankan
 Evaluasi : DFMEA,
PFMEA, Control Plan
serta standar proses yang
digunakan untuk
menghasilkan produk
 Implementasi perubahan
proses, tinjauan keluhan
pelanggan dan
perbaikannya

8.2.2.3 Product audit
The organization shall audit products at appropriate stages of production and delivery to verify
conformity to all specified requirements, such as product dimensions, functionality, packaging and
labelling, at a defined frequency.
Sebagai bukti riil bahwa proses secara system dan
proses produksi secara efektif dan efisien dijalankan
maka perlu bukti secara hasil proses itu sendiri yaitu :
Produk. Audit produk dilakukan untuk setiap hasil
tahapan produksi – bukan setelah proses produksi
selesai (hasil akhir) – kecuali untuk aspek yang hanya
bisa dievaluasi ketika produk selesai dibuat : pemberian
label dan pengemasan

Product Internal Audit
ISO/TS 16949:2009
 Memastikan pemenuhan syarat produk
yang akan dikirim
 Dilakukan untuk setiap hasil produk
setiap tahapan proses
 Sampling tidak 100% semua produk
 Memeriksa syarat kemasan yang
dipersyaratkan
 Memastikan proses pemberian label saat
produk akan dikirimkan
 Catatan :
 Mengacu ke syarat pelanggan (bila ada)
 Temuan audit terkait dengan NC product
handling

Pengembangan
Auditor Mutu Internal
 Memastikan Auditor Mutu
Internal untuk hal-hal beirkut
ini :
 Memiliki kapasitas yang
memadai untuk
melakukan audit
 Melakukan evaluasi
untuk pengembangan
auditor mutu internal
 Memberikan pelatihan
sebagai bagian dari
pengembangan tersebut
diatas

Evaluasi sistem manajemen
mutu melalui
Auditor Mutu Internal

8.5.2.4
Rejected
product test/analysis
• Cycle time of processing shall be reviewed
and minimized
• Cycle complaint received for same customer
• Effective review against related PFMEA
documents standard
• Working instruction of repair shall be
made

Layout inspection
and functional
testing
• Planning in Quality
control plan
• For all products
• all product dimensions
shown on the design
records.

CORE TOOLS
ISO/TS 16949:2009

PROCESS CONTROL IS FEEDBACK SYSTEM
PEOPLE
EQUIPMENT
MATERIAL
METHODS
MEASUREME
NT
ENVIROMENT
THE WAY WE
WORK/
BLENDING THE
RESOURCES
SHARE HOLDER
& CUSTOMER
PRODUCT
PROCESS
OUTPUT
VOICE OF
THE
PROCESS
IDENTIFYING
CHANGING NEED
AND
EXPECTATIONS
VOICE OF
THE
BUSINESS
VOICE OF THE
CUSTOMER
SUPPLIER-
INPUT
STATISTIC
AL
METHODS
Potential Failure
Process Mapping
and Analysis

IMPLEMENTASI
MEASUREMENT SYSTEM
ANALYSIS
MENGAPA KITA
(PERLU)
MENGANALISA SISTEM
PENGUKURAN ..?

FAILURE EFFECT
MODE ANALYSIS
I

264
FMEA
The aim of FMEA is to anticipate:
–what might fail
–what effect this failure would
have
–what might cause the failure
… and take action to correct it!

266
“Automotive Core Tools” is a general title used to describe several tools and methodologies developed,
published and required by most automotive OEMs. Implementation and usage of these core tools is
required by ISO/TS 16949:2009. Except for PPAP, the associated manuals used in the implementation of
these core tools are considered to be “reference” manuals. Although they shall be used by the
organization implementing them, they are considered guidance. Organizations have some flexibility in
how they use them. This flexibility is discussed in detail during all
courses and workshops. The core tools are:
• Advanced Product Quality Planning, (APQP)
• Failure Mode and Effects Analysis (FMEA)
• Statistical Process Control (SPC)
• Measurement Systems Analysis (MSA)
• Production Part Approval Process (PPAP)
Although it is recommended, organizations do not have to be compliant to ISO/TS 16949:2009 to use
these core tools. Some OEMs and Tier One suppliers require their suppliers to implement, and use, the
core tools regardless of their status of compliance to ISO/TS 16949:2009. Many sectors outside the
automotive industry are using these core tools as they realize the benefits of implementation
PENGANTAR CORE TOOLS

STATISTICAL PROCESS
CONTROL

Common and Special Cause Variability
Common Cause
Variability
Special Cause
Variability

Variability Reduction Levels
Special Cause Variability
Reactive
Common Cause Variability
Proactive

Special Cause Variation
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 control
the process.
Size
Target line
Time
Predictable ?

Common Cause Variation
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
Size
Target line
Time

Statistical Process Control
• _
• X – Range Control chart (AIAG SPC manual)

Process Improvement
Nominal
Common cause
variation reduced
Process improved
Special causes
present
Process out of control
- unpredictable
Special causes
eliminated
Process under control
- predictable
Then improve nominal

The IATF assigned work team will be seeking stakeholder inputs on potential
enhancements to the ISO/TS 16949 standard. Additionally, customer
requirements are being analyzed for potential inclusion in the future
standard. Completion of the revised quality management system standard is
targeted for Q4 2016.
ISO/TS 16949:2016
BY NEXT Q4- 2016

Kenapa ISOKenapa ISO
9001 tidak9001 tidak
merubahmerubah
organisasi kami?organisasi kami?

Apa yang harus kita persiapkan dan
lakukan untuk sertifikasi
ISO 9001:2015?

Apa yang harus kita persiapkan dan lakukan
untuk sertifikasi ISO 9001:2015?
Yang dibutuhkan adalah penyesuaianpenyesuaian – melakukan
rekayasa ulang sistem manajemen mutu agar sesuai
dengan persyaratan yangbaru : bukan membuat
kembali sistem manajemen mutu
Semua prosedur, instruksi kerja – dokumen dan
catatan mutu yang ada – tidak harus diganti –
bisa digunakan kembali.

SGSSGS
ININ
BRIEFBRIEF

SGS BUSINESS LINES
Agriculture Automotive EnvironmentalConsumer
Oil, Gas &
Chemicals
Systems and
Services
Certification
Minerals Life Science
Industrial
Trade
Assurance

ADDED VALUE SERVICES IN SGS-AUTO WORLD
Global competitiveness for sustainable development

SOLUTIONS IN THE AUTOMOTIVE VALUE CHAIN
We will try to provide services within this automotive business context in order to help our
customers earn a return on investment, foster growth, innovation and value .
Distributor/Distributor/
Customers
Service Supplier
Engineering Supplier
DealerDealer
Supplier Tier 2
Supplier Tier 2
OEM
Supplier Tier 1
F&I
Aftermarket
ADDED VALUE
MANUFACTURINGMANUFACTURING
PROCESS
ADDED
VALUE
AFTERAFTER
SALESSALES
PROCESS

ENHANCING
YOUR VALUE
CHAIN
For any OEM, making sure this premium
service is experienced across a franchise
network is a difficult task that SGS can
help to solve. Our solutions for the
automotive industry enhance the value
chain from design, to lease return or used
car sale. We ensure your organization
and partners consistently implement the
highest quality standards in the
automotive industry. SGS- Customised
Automotive Audit Solutions
improve the delivery of your products and
services, safeguarding the customer
perception of your brand and keeping you
ahead of the competition.

4
Year2013Year2013
Year2015Year2015
Year2012Year2012
Year2012Year2012
75
Clients
90
Clients
155
Clients
200
Clients
42
Clients
Year2014
ISO/TS 16949:2009 CertificationISO/TS 16949:2009 Certification
ACHIEVEMENT OUTLOOKACHIEVEMENT OUTLOOK

OUR CUSTOMERS

VEHICLE MANUFACTURERS:
MANAGEMENT SYSTEMS CERTIFICATIONS:
– RENAULT –VARIOUS COUNTRIES (ISO 9001+ ISO 14001)
– VAN HOOL – BELGIUM (ISO 9000+ISO 14001)
– RENAULT SAMSUNG MOTORS CO. –KOREA (Headquarter+11 plants-ISO 14001)
– NISSAN DIESEL MOTOR CO. –Production Division-Japan (Headquarter+2 plants-ISO 9001)
– NISSAN MEXICANA SA DE C.V.-MEXICO (ISO 9001+ISO 14001+OHSAS 18001)
– VOLKSWAGEN DE MEXICO SA DE C.V. –MEXICO (ISO 14001)
– DAEWOO COMMERCIAL VEHICLES CO.-KOREA (ISO 9001)
– GM DAEWOO AUTO & TECHNOLOGY COMPANY –KOREA (ISO 14001)
– UzDAEWOO – UZBEKISTAN – (Production plant) - (ISO 9001 + ISO 14001 + OHSAS 18001)
– GENERAL MOTORS KENYA LTD.-KENYA (ISO 14001)
– GENERAL MOTORS THAILAND LTD.-THAILAND (ISO 14001)
– ASTRA HONDA MOTOR –INDONESIA (Headquarter+3 plants-ISO 9001+ISO 14001)
– HONDA SUN CO. –JAPAN (Headquarter+10 plants-ISO 9001)
– HONDA –TAIWAN (ISO 9001 + ISO 14001)
– HYUNDAI-SLOVAKIA (ISO 9001)
– HYUNDAI POWERTECH –KOREA (ISO 14001)
– HYUNDAI DYMOS INC.-KOREA (ISO TS 16949)
– HYUNDAI POWERTECH CO.-KOREA (ISO TS 16949)
– PEUGEOT –HUNGARY + SLOVAKIA (ISO 9001)
AUTOMOTIVE : INTRODUCTION TO SERVICES
SGS MAIN PRESENT REFERENCES

VEHICLE MANUFACTURERS:
MANAGEMENT SYSTEMS CERTIFICATIONS:
– FORD MOTOR COMPANY SA DE C.V. MEXICO (ISO 9001)
– FORD LI HO MOTOR COMPANY –TAIWAN (GHG)
– TOYOTA-POLAND (ISO 9001+ISO 14001)
– PACCAR DU CANADA LTEE –CANADA (ISO 9001)
– KING LONG UNITED AUTOMOTIVE INDUSTRY –CHINA (ISO 9001)
– SHANGHAI JMSTAR AUTOMOBILE CO. .CHINA (ISO 9001)
– NABI BUS INDUSTRY –HUNGARY (OHSAS 18001)
– PT ASTRA DAIHATSU MOTOR INDONESIA (- Headquarters, all 4 Plants and parts logistic -
ISO 9001+ISO 14001+OHSAS)
– PT KRAMA YUDHA RATU MOTOR -INDONESIA (ISO 14001)
– PT GAYA MOTOR -INDONESIA For BMW assembly , and Astra Multy Truck assembely
(ISO 9001 + 14001)
– PT SUZUKI INTERNATIONAL Motor (Headquarter+5 plants + Parts-ISO 9001+ISO 14001)
– PT ASTRA HONDA MOTOR Headquarter+5 plants +Parts -ISO 9001+ISO 14001+OHSAS
– PARS KHODRO –IRAN (ISO 14001)
– ORIENTAL ASSEMBLERS SDN –MALAYSIA (ISO 9001)
– SC AUTO INDUSTRIES PTE-SINGAPORE (ISO 9001)
– OTOYOL SANAYI AS-TURKEY (ISO 9001)
– SUZUKI MOTOR – TAIWAN (ISO 9001)

VEHICLES MANUFACTURERS
MANAGEMENT SYSTEMS CERTIFICATION
– MERCEDES BENZ –EGYPT (ISO TS 16949+ISO 14001)
– CNH WORLDWIDE (28 plants+4 Engineering Centres-ISO 9001+ISO 14001)
– NISSAN – EGYPT (ISO 9001+ISO 14001)
– CITROEN – BULGARIA (ISO 9001)
– PEUGEOT- SLOVAKIA + SERBIA (ISO 9001)
– MASERATI DEALERSHIP NETWORK – SWITZERLAND (ISO 9001)
– HONDA FORMULA 1 TEAM – UK- (ISO 14001)
– MERCEDES MACLAREN – UK- (ISO 9001)
– PCA-SLOVAKIA (ISO 9001)
– IVECO –EUROPE (ISO 9001)
– FIAT GROUP WORLDWIDE (OHSAS 18001)
– Isuzu Astra Motor Indonesia (ISO 9001)

TIER 1 SUPPLIERS:
– PIRELLI (ISO 14001-OHSAS 18001)- Worldwide contract + Verification of
Environmental Report
– PLASTIC OMNIUM (ISO 9001,ISO 14001)
– VALEO (ISO 9001, ISO 14001, ISO TS 16949, OHSAS 18001)-Worldwide contract
– FAURECIA (ISO TS 16949, ISO 14001, OHSAS 18001)-Worldwide contract
– HERMAN BECKER (ISO TS 16949, ISO 14001)
– MENZOLIT-FIBRON (ISO 9001, ISO 14001, OHSAS 18001)
– MICHELIN: Customized audits to sales/service network (Poland)
– PILKINGTON (ISO 14001, OHSAS 18001, SA8000)-Worldwide contract
– BOSCH (Standard and mystery audits on service dealership)-Worldwide contract
– MAGNETI MARELLI (ERGOM): ISO TS 16949
– DENSO Indonesia (ISO/TS 16949)
– ASMO indonesia (ISO.TS 16949; ISO 14001; ISO 18001)

TIER 1 SUPPLIERS:
– AUTOLIV (ISO/TS 16949 )- Worldwide contract + Verification of Environmental
Report
– JVC-Kenwood (JK) Indonesia (ISO/TS 16949 & ISO 14001)
– NOK Indonesia ISO 14001, ISO TS 16949, OHSAS 18001)-Worldwide contract
– Hi-Lex Indonesia (ISO TS 16949, ISO 14001, OHSAS 18001)
– NSK Bearing Indonesia (ISO TS 16949, ISO 14001)
– Bando Indonesia (ISO 9001, ISO/TS 16949, ISO 14001, OHSAS 18001)
– Chemicon Indonesia - ISO 14001, ISO TS 16949, OHSAS 18001)-Worldwide
contract
– PT GKD (Gemala Kempa Daya ) (ISO 14001, OHSAS 18001, ISO/TS 16949)
– PT IGP (INTI GANDA PERDANA) (ISO 14001, OHSAS 18001, ISO/TS 16949)
– PT ADR (ISO/TS 16949)
– PT AT (Aisin Takaoka- Indonesia ) - (ISO/TS 16949)
– PT GS Battery Indonesia (ISO.TS 16949) –
– PT Tri Mega Baterindo (ISO/TS 16949)

TIER 1 SUPPLIERS:
– PT Nichirin Indonesia (ISO/TS 16949 )
– PT Fuji Technica (ISO/TS 16949; ISO 9001:2008; ISO 14001)
– PT Karya Bahana Berlian (ISO TS 16949)
– PT Kotobukiya (ISO TS 16949, ISO 14001, OHSAS 18001)
– PT Meshindo (ISO TS 16949, ISO 14001)
– PT Excel Indonesia (ISO 9001, ISO/TS 16949, ISO 14001)
– PT TD Auto Compressor Indonesia (ISO/TS 16949)
– PT GKD (Gemala Kempa Daya ) (ISO 14001, OHSAS 18001, ISO/TS 16949)
– PT IGP (INTI GANDA PERDANA) (ISO 14001, OHSAS 18001, ISO/TS 16949)
– PT ADR (ISO/TS 16949)
– PT AT (Aisin Takaoka- Indonesia ) - (ISO/TS 16949)
– PT GS Battery Indonesia (ISO.TS 16949) –
– PT Alpha Industries (ISO/TS 16949)
– PT Aisin Indonesia (ISO/TS 16949:2009; ISO 14,001; ISO 18001)

TIER 1 SUPPLIERS:
– PT Braja Mukti Cakra (ISO/TS 16949; ISO 14001 )
– PT Koito Indonesia (ISO/TS 16949; ISO 9001:2008; ISO 14001)
– PT Nitto Material (ISO TS 16949: 2009; ISO 14001)
– PT Polymatech Indonesia (ISO TS 16949, ISO 14001)
– PT Ginsa (ISO TS 16949, ISO 9001)
– PT IGP (ISO 9001, ISO/TS 16949: 2009, ISO 14001)
– PT NSK Bearing Indonesia (ISO/TS 16949; ISO 14001)
– PT Bando Indonesia (ISO 14001, OHSAS 18001, ISO/TS 16949)
– PT Atedja Multi Industri (ISO 14001, ISO/TS 16949; ISO 9001)
– PT Daido Metal (ISO/TS 16949; ISO 14001)
– PT Indonesia Chemi-con - (ISO/TS 16949; ISO 9001:2008; ISO 14001)
– PT Inti Pantja Press (ISO.TS 16949) –
– PT IRC Rubber Division (ISO/TS 16949:2009; ISO 14,001)
– PT IRC PU Division (ISO/TS 16949:2009; ISO 14,001)

TIER 1 SUPPLIERS:
– PT Kyodamas (ISO/TS 16949; ISO 9001:2008)
– PT Kyokuni Technologi (ISO TS 16949: 2009;)
– PT Kyokuni Indonesia (ISO TS 16949)
– PT Muramoto Indonesia (ISO TS 16949, ISO 9001)
– PT Mushashi Autoparts (ISO 9001, ISO/TS 16949: 2009, ISO 14001)
– PT Progress Diecast (ISO/TS 16949:2009; ISO 14001)
– PT Kiriu Indonesia (ISO/TS 16949:2009)
– PT Tanashin (ISO/TS 16949; ISO 14001)
– PT Hamaden Indonesia - (ISO/TS 16949; ISO 9001:2008)
– PT Indosafety Sentosa Industry (ISO/TS 16949:2009; ISO 14,001)
– PT Great Microtama (ISO/TS 16949:2009; ISO 14,001; ISO 9001)
– PT Delta Hulane (ISO/TS 16949:2009;)
– PT PT Intermesindo Forging Prima (ISO/TS 16949:2009;)

TIER 1 SUPPLIERS:
– PT Toyota Auto Compresor Indonesia (ISO/TS 16949)
– PT Takagai Sari Multy Utama (ISO/TS 16949; ISO 9001:2008)
– PT Sugity Creative(ISO TS 16949: 2009;)
– PT Karya Putra Sangkuriang (ISO/TS 16949:2009)
– PT Indonesia Thai Summit (ISO/TS 16949:2009)
– PT Honda Lock (ISO TS 16949; ISO 9001)
– PT TJETK INDONESIA (ISO TS 16949, ISO 9001)
– PT E-T-A Indonesia (ISO TS 16949, ISO 9001)
– PT Hanwa Steel Indonesia (ISO TS 16949, ISO 9001)
– PT Karya Putra Sangkuriang (ISO/TS 16949; ISO 14001)
– PT Indonesia Nippon Seiki (ISO/TS 16949; ISO 14001)
– PT Hitachi Powder Indonesia (ISO/TS 16949; ISO 14001)
– PT JFD INDONESIA (ISO/TS 16949; ISO 14001)
– PT Karawang Super Steel (ISO/TS 16949; ISO 14001)

Executive briefing 18.3.2015

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