NCR Supplier PPAP Training Presentation

Production Part Approval Process (PPAP)
What is PPAP?
Production Part Approval Process

Standard used to formally reduce risks prior
to product or service release, in a team oriented
manner using well established tools and techniques
Initially developed by AIAG (Auto Industry Action
Group) in 1993 with input from the Big 3 - Ford,
Chrysler, and GM
AIAGs 4th edition effective June 1, 2006 is the most
recent version
PPAP has now spread to many different industries
beyond automotive
NCR Confidential
Purpose of PPAP
Provide evidence that all customer engineering design

record and specification requirements are properly
understood by the organization
To demonstrate that the manufacturing process has
the potential to produce product that consistently
meets all requirements during an actual production run
at the quoted production rate
PPAP manages change and ensures

product conformance!
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When is PPAP Required?

New part
Engineering change(s)
Tooling: transfer, replacement, refurbishment, or additional
Correction of discrepancy
Tooling inactive > one year
Change to optional construction or material
Sub-supplier or material source change
Change in part processing
Parts produced at a new or additional location
PPAP is required with any significant
change to product or process!
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Benefits of PPAP Submissions

Helps to maintain design integrity
Identifies issues early for resolution
Reduces warranty charges and prevents cost of poor
quality
Assists with managing supplier changes
Prevents use of unapproved and nonconforming parts
Identifies suppliers that need more development
Improves the overall quality of the product & customer
satisfaction
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Production Run
PPAP data must be submitted from a production run

using:
Production equipment and tooling
Production employees
Production rate
Production process
All data reflects the actual production

process to be used at start-up!
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Run @ Rate
The purpose of a Run @ Rate is to verify the suppliers
manufacturing process is capable of producing
components that meet NCRs quality requirements, at
quoted tooling capacity, for a specified period of time
Verification of the Run @ Rate will be at the Supplier
Quality Engineers (SQE) discretion. The supplier will
be notified of the need to perform a Run @ Rate as
early in the process as possible.
The number of components to be produced during the
Run @ Rate should be sufficient to demonstrate process
capability and will be predetermined by the SQE and
the supplier.
Factors such as product complexity, shelf life, storage, cost and
single shift vs. multiple shift operations will be taken into
consideration
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Official PPAP Requirements

1.
Design Records
2.
Authorized Engineering Change Documents
3.
Customer Engineering Approval, if required
4.
Design Failure Modes and Effects Analysis (DFMEA) applied in special situations
5.
Process Flow Diagram
6.
Process Failure Modes and Effects Analysis (PFMEA)
7.
Control Plan
8.
Measurement Systems Analysis (MSA)
9.
Dimensional Results
10. Records of Material / Performance Test Results

11. Initial Process Studies
12. Qualified Laboratory Documentation
13. Appearance Approval Report (AAR)
Now, lets take a closer look

at NCRs requirements
14. Sample Production Parts

15. Master Sample
16. Checking Aids
17. Customer-Specific Requirements
18. Part Submission Warrant (PSW)
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NCRs PPAP Requirements

1.
Design Records
2.
3.
4.
5.
6.
7.
Control Plan
8.
9.
Dimensional Results

15. Master Sample
16. Checking Aids
Supplier shall submit

these 12 items and
retain a copy of records
at appropriate locations

18. Part Submission Warrant (PSW) NCR calls this the Production Warrant
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NCRs PPAP Requirements

1.
Design Records
2.
3.
4.
5.
6.
7.
Control Plan
8.
9.
Dimensional Results

Supplier shall retain

these 6 items at
appropriate locations,
and make readily
available upon request

15. Master Sample
16. Checking Aids
18. Part Submission Warrant (PSW) NCR calls this the Production Warrant
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PPAP Submission Levels
Level 1
Production Warrant and Appearance Approval

Report (if applicable) submitted to NCR
Level 2
Production Warrant, product samples, and

dimensional results submitted to NCR
Level 3
Production Warrant, product samples, and

complete supporting data submitted to NCR
Level 4
Production Warrant and other requirements

as defined by NCR
Level 5
Production Warrant, product samples and

complete supporting data (a review will be
conducted at the supplier's manufacturing
location)
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PPAP Submission Level Table

* = Supplier shall retain
at appropriate locations,
and submit to NCR upon
S = Supplier
request.
NCRshall
will
submit
to
NCR
&
retain
identify what is neededa
copy
of records or
for submission.
documentation items at
appropriate locations
R = Supplier shall retain
at appropriate locations
and make readily
available to NCR upon
request
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Definition of Risk
High Risk
Parts associated with multiple critical features, complex
design, or high end technology that is not yet established in
the general manufacturing environment
Suppliers quality system and/or quality performance is not to
NCR satisfaction
Medium Risk
Parts that have at least one critical feature
Low Risk
Parts that have no critical features and can be manufactured
by any manufacturer in the commodity category
Suppliers quality system and quality performance are
acceptable
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Submission Level Requirements

New Parts
Level 2 is required for Low Risk Parts
Level 3 is required for Medium and High Risk Parts
Part Changes
Level 3 is required for Parts produced at a new or
additional location
Supplier Quality Excellence will define the level required
for all other changes
NCR reserves the right to redefine the
submission level required
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PPAP Status
Approved
The part meets all NCR requirements
Supplier is authorized to ship production quantities of the part
Interim Approval
Permits shipment of part on a limited time or piece quantity basis
Rejected
The part does not meet NCR requirements, based on the production
lot from which it was taken and/or accompanying documentation
Production quantities may not be

shipped before NCR Approval
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Electronic Submission Requirements
NCR requires that all PPAPs be submitted electronically

Use of paper submission must have prior approval by the SQE
Submission must be received on or prior to the PPAP due
date
Review and Approval Process:
NCR will attempt to review and provide feedback within 2 business
days
NCR requires all submissions to be

electronic
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NCR PPAP Playbook
What is the NCR PPAP Playbook?

An Excel spreadsheet containing templates of the
documents suppliers are required to submit to NCR
Why use the PPAP Playbook?

Simplifies the process for suppliers by serving as a
checklist of what needs to be submitted to NCR
Reduces the number of files to manage
Enables the SQE to quickly see if anything is missing
Show PPAP Playbook
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PRODUCTION WARRANT
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Production Warrant
What is It?
Document required for all newly

tooled or revised products in which
the supplier confirms that
inspections and tests on production
parts show conformance to NCR
requirements
Objective or Purpose
Used to :
document part approval
provide key information
declare that the parts meet
specification
When to Use It
Prior to shipping production parts
Now, lets take a closer look
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Production Warrant
Part Name / NCR Part Number

released finished
Shown on DrawingEngineering
Number
Supplier
Part
Engineering
Change
Level
& Number
Date
part name and
number
The design record end
thatitem
specifies
Part
number
defined
Show the change level and date of by
the customer part number being
the supplier, if any
the Design Record
submitted
Additional Engineering Changes
Safety
Government
Regulation
List alland/or
authorized
Engineering
Purchase Order Number
Yes
if sonot
indicated
by the Design
Record,
changes
yet incorporated
inEnter
this number as found on
otherwise
No
the design record but which arethe contract / purchase order
Checking Aid Number, Change Level, & Date
incorporated in the part
Enter if requested by the customer
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Production Warrant
Supplier Manufacturing Information

Show the name and code assigned to
the manufacturing site on the
purchase order / contract
Parts Identified with Appropriate Marking Codes
UL = Underwriters Laboratories safety standards
CE = Conformite Europeenne (European Conformity)
Certifies that
a product
has met European consumer
NCR
Location
Restricted
Substances
Safety, health,
or
environmental
requirements
Showorthe
location where
Enter Yes
No
ISO = International
for Standardization
Buyer
/Organization
Buyer
Code to
parts
will
be shipped
Enter Yes orEnter
Nothe buyers name
Model Name / Number
and code
Enter the model name
and number
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Production Warrant
Reason For Submission

Check the appropriate box(es)
Mold / Cavity / Production Process

If production parts will be produced from
more than one mold, cavity, tool, die,
pattern, or production process,
the supplier
Submission
Results
shall complete a dimensional
evaluation
on
Check the appropriate
boxes
one part from each. The specific molds,
lines, etc. shall then be identified here.
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Requested Submission Level

Identify the submission level
requested by NCR
22
Production Warrant
Declaration
Declaration
Explanation / Comments
Affirmation
that
the samples represented
Entercomments
the
number
pieces
Provide any explanatory
onof
the
by the during
warrant
are representative and
manufactured
the
submission results or
any deviations
Supplier Authorized
Signature
were
made by run
a process that meets NCRs
significant
production
from the Declaration.
Attach
additional
A responsible supplier
official,
after
verifying
requirements
and the PPAP
time (in
hours) taken
information as appropriate.
that the results show
conformance
all NCR
for the significantto
production
run
requirements and that all required documentation
is available, shall approve the declaration
For NCR Use Only
To be completed by appropriate
PPAP Warrant Disposition
NCR Supplier Quality Engineer
NCR
Signature
Approved,
Rejected, Other
Signed by NCR Supplier
Quality Engineer
The approved Production Warrant officially

warrants the parts ready for production
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Production Warrant
Reviewers Checklist
Must be completely filled out

Must be signed by the supplier
P/N must match the PO
Submitted at the correct revision level
Submitted at the correct submission level
Specify the reason for submission
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AUTHORIZED ENGINEERING
CHANGE DOCUMENTS
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The supplier shall provide authorized change
documents for those changes not yet recorded in the
design record, but incorporated in the product, part or
tooling, such as:
ECNs
(must be approved, not pending)
Specifications
Feasibility
Supplier
studies
change requests
Sub-assembly
Life
drawings
or reliability testing requirements
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PROCESS FLOW DIAGRAM
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What is It?
Operator
Separate Cutting
Tags
(31)
Evaluate for
Corrective Action
Yes
Operator
Get Traveler and
Nest from Holding
Shelf
(26)
Operator
Prints Cut Tags
(27)
Operator
Load Machine with
Blanket
(28)
Operator
Download Cutting
Infomation
(2s to 2m)
(29)
Operator
Program
Command
"Ready to Cut"
(30)
Operator
Observe Cutting
Operation for
Errors
(32)
Cutting Error?
(33)
No
Operator
Remove Small
Plies from the
Cutting Table
(36)
Operator
Move to Kitting
Table
(37)
Operator
Tag Small Plies
(38)
No
Small Plies
Operator
Large
Tag while Laying
Large or Small Plies Piies
on the Cutting
or Test Coupons?
Table
And
(35)
(39)
Coupons
Operator
Cutting Operation
Complete
(34)
Operator
Remove Plies
from the Cutting
Table
(40)
Operator
Move Plies to
Kitting Table
(41)
Traveler
Complete?
(42)
Yes
Operator
Stamp Traveler
(43)
Department/Group Project
High Level Process Map
Project Idea
6 Sigma Project
Fill Out Master

Form
with Initial
Information
Get WO Assigned
Begin/Work
Project
Follow DMAIC or
DFSS process
6 Sigma Assigns
Project Number
Monitor Progress
through Power
Steering and
Monthly
Financial
Reviews
Other Required
Signatures:
Segment CEO
Champion
Process Owner
BB or GB
No
Finance Approval
and Signature
Master Form Will

Generate
Co ntract
Complete Project
(Has to be fully
Documented
Monitor Progress
through BiWeekly Updates
and Monthly
Reviews
6 Sigma
Project
Final Project
Review
No
Yes
Department
or Group
Project
Enter Remaining
Information on
Master Form
Finance Approval
and Signature
No
Does the
Project Involve
>2 Groups in
Eng?
Other Required
Signatures:
Champion: Dir T&E
Process Owner
Project Owner
Dept BB or MBB
No
Yes
Close
Project
Yes
Fo llow DMAIC or
DFSS process
Is Hard
Savings > $???
Does the
Project Involve
Only You r
Group?
Other Required
Signatures:
Champio n: Dir T&E
Process Owner
Project Owner
Dept BB or MBB
Get DLN
Assigned
Begin/Work
Project
Does the
Project Involve
>3 Depts.
outside Eng?
No
To help people see the real process.

Process maps can be used to
understand the following
characteristics of a process:
Set-by-step process linkage
Offline activities (measurement,
inspection, handling)
Rework, scrap
Complete Project
(Has to be fully
Documented)
Master Form Will

Generate
Contract
Finance Approval
and Signature
Complete all
Documentation
including a
(1) Page Closeout Sheet
Finance Approval
and Signature
Do you
have BB/GB to
Assist/Work the
project?
Group Assigns
Project Number
Yes
Yes
Enter Remain ing

Information on
Master Form
Final Project
Review
Other Required
Signatures:
Champion:
Process Owner
Project Owner
Dept GB/BB/MBB
Prefer to work
this project
within your
area?
Yes
No
A visual diagram of the entire

process from receiving through
shipping, including outside
processes and services
Close
Project
Complete all
Documentation
including a
(1) Page Closeout Sheet
When to Use It
To understand how a process is

done
Prior to completing the PFMEA
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Process Flow Diagrams
The process flow

diagram utilizes these
symbols to clearly
identify each step in
the process
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Process Flow Diagram - Example
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Star Exercise
Divide into teams

Distribute supplies
Paper for Stars
Instructions for making Stars
Scissors
Using the instructions handed out in class, make 10

Shuriken Stars
This exercise will prepare your team to complete future
exercises
45 Minutes
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Process Flow Diagram Star Exercise

Incoming
Inspection
05
Paper
Folding
Cutting
Star
Folding
Tucking
Final
Inspection
10
15
20
25
30
Shipping
Packing
40
35
Patrol Insp
Report
Inspection as per
Operation layout
If rework
possible
Rework
100%
Inspection
OK
Not OK
Scrap
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Next Operation
32
Process Flow Diagrams

Reviewers Checklist
Process Flow must identify each step in the process

Should include abnormal handling processes
Scrap
Rework
Process Flow must include all phases of the process

Receiving of raw material
Part manufacturing
Offline inspections and checks
Assembly
Shipping
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PROCESS FMEA
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Process FMEA (PFMEA)

What is It?
Failure Mode and Effects Analysis

(Design FMEA)
System/C omponent:
F M E A Number:
P age
P repared by:
F M E A Date (Orig.)
Design R esponsibility:
of
(R ev.)
C ore Team:
Item /
Process
Potential Failure
Mode
Function
Potential Effect(s)
of Failure
S
e
v
Potential Cause(s)/
Mechanism (s) of
Failure
O
c
c
u
r
Current Design
Controls
Prevention
Current Design
Controls Detection
D
e
t
e
c
R.
P.
N.
Recom m ended
Action(s)
Responsibility &
Target Com ple tion
Date
Action Results
O
S
c
ActionsTaken
e
c
v
u
r
D
e
t
e
c
R.
P.
N.
A tool used to identify and

prioritize risk areas
and their mitigation plans.
Identifies potential failure modes,
causes, and effects. Inputs come
from the process flow diagram.
Identifies key inputs which
positively or negatively affect
quality, reliability and safety of a
product or process.
When to Use It
After completion of the process

flow diagram.
Prior to tooling for production
IMPORTANT!
The PFMEA should be completed
using a cross-functional team!
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FMEA Origin
Created by NASA following Apollo 1 mission failure

Allows us to take a proactive approach to what can go
wrong in a process and manage our risks better
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This is included in the

PPAP Playbook!
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PFMEA - Step 1
Failure Modes
For each Process Input,
determine the ways in
which the input can go
wrong.
Using the completed

Process Flow Diagram,
enter the process step.
TIPS
There should be at least one failure mode for each input.
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PFMEA - Step 2
Potential Failure Effects

For each Failure Mode,
determine what effect
the specific failure
could have on the
process output.
TIPS
There should be at least one failure effect for each failure mode.
Effects should be specific, clear, and leave no doubt to the uninformed
reviewer.
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PFMEA - Step 3
Potential Causes
For each Failure Mode,
determine the possible
cause of the failure.
TIPS
There should be at least one potential cause for each failure mode.
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PFMEA - Step 4
Current Controls
For each potential
cause, list the current
method used for
preventing or detecting
failure.
TIPS
This step in the FMEA begins to identify initial shortcomings or gaps in the
current control plan.
If a procedure exists, enter the document number.
If no current control exists, list as none.
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PFMEA - Step 5
Assign Severity, Occurrence, and Detection ratings
Assign Severity
(How serious is the
effect if it fails?)
Assign Detection
(How easily can the
cause or failure
mode be detected?)
Assign Occurrence
(How likely is the
cause to occur?)
Severity, Occurrence and Detection rating details on next slide

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PFMEA - Definition of Terms
Severity (of Effect) - severity of the effect on the
Customer and other stakeholders (Higher Value = Higher

Severity)
Occurrence (of Cause) - frequency with which a given

Cause occurs and creates Failure Mode. (Higher Value =
Higher Probability of Occurrence)
Detection (Capability of Current Controls) - ability of

current control scheme to detect the cause before
creating the failure mode and/or the failure mode before
suffering the effect (Higher Value = Lower Ability to
Detect)
Caution: Notice the scale difference for
Detection!
Detection
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An Example of Rating Definitions

Rating
High
Low
10
Severity
Occurrence
Detection*
Hazardous
without
warning
Very high and

almost
inevitable
Cannot detect
or detection
with very low
probability
Loss of primary
function
High repeated
failures
Remote or low
chance of
detection
Loss of
secondary
function
Moderate
failures
Low detection
probability
Minor defect
Occasional
failures
Moderate
detection
probability
No effect
Failure unlikely
Almost certain
detection
*If No Controls Exist, Detection = 10
Create a rating system that makes sense for the

defects you are trying to prevent.
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PFMEA - Step 6
Calculate the Risk Priority Number

RPN = Severity x Occurrence x Detection
TIPS
The RPN is used to prioritize the most critical risks identified in the first half
of the FMEA.
High RPNs (125 or above) are flags to take effort to reduce the calculated
risk.
Regardless of RPN, high Severity scores (9 or 10) should be given special
attention.
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Analyzing the PFMEA

Once the RPN Numbers are
determined, they can be used to
prioritize the most significant
failure modes.
Sort by RPN to determine

the most significant
failure modes
Sort the FMEA by the RPN

numbers. Graphical and statistical
tools can help the team select a
cut-off RPN for the next steps.
How many items should be

the focus of the next steps?
Pareto Chart for RPN

60
100
50
Count
RPN Thresholds
When using an RPN threshold, DO
NOT forget to address high Severity
scores
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60
30
40
20
20
10
0
Defect
Count
Percent
Cum %
10
17
17
9
15
32
8
13
45
6
10
55
4
7
62
4
7
68
4
7
75
4
7
82
2
3
85
2
3
88
Pareto Chart
2
3
92
2
3
95
3
5
100
46
Percent
80
40
PFMEA Remediation Guidelines
Severity can only be improved by a design change to

the product or process
Occurrence can only be reduced by a change which
removes or controls a cause. Examples are redundancy,

substituting a more reliable component or function or
mistake-proofing.
Detection can be reduced by improving detection.

Examples are mistake-proofing, simplification and
statistically sound monitoring.
In
In general,
general, reducing
reducing the
the Occurrence
Occurrence
is
is preferable
preferable to
to improving
improving the
the Detection
Detection
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FMEA Step 7
Determine Actions Recommended to reduce High RPNs
For the high RPN numbers,

determine the
recommended actions.
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FMEA Steps 8 and 9
Resp (responsibility)
Assign a specific person
who will be responsible
for recommended actions.
Actions Taken
As actions are identified
and completed, document
in the Actions Taken
column.
Now recalculate your RPNs

based on mitigation plans.
TIPS:
SEV, OCC, DET, RPN

As actions are complete
reassess Severity,
Occurrence, and Detection
and recalculate RPN.
Continue updating the actions taken and

resulting RPNs until all risks are at an acceptable level (below 125).
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Summary Steps To Complete a FMEA

1.
For each Process Input, determine the ways in which the Process Step can go
wrong (these are Failure Modes).
2.
For each Failure Mode associated with the inputs, determine Effects on the
outputs.
3.
Identify potential Causes of each Failure Mode.
4.
List the Current Controls for each Cause.
5.
Assign Severity, Occurrence and Detection ratings after creating a ratings key
appropriate for your project.
6.
Calculate RPN.
7.
Determine Recommended Actions to reduce High RPNs.
8.
Take appropriate Actions and Document.
9.
Recalculate RPNs.
10. Revisit steps 7 and 8 until all the significant RPNs have been addressed.
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PFMEA Exercise
Instructions
Open the PPAP Training Templates.xls file, then select
the PFMEA worksheet.
Using process steps 20 and 25 from the completed Star
Process Flow Diagram handout, complete 2 rows of the
PFMEA.
30 Minutes
Use the file PPAP Training Templates.xls
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Tips and Lessons Learned
Collaborative Effort: Do not try alone, use a group
Very laborious: Time consuming process. Take
necessary breaks.
Action items are required for completion

Train team ahead of time by explaining scoring criteria
Proper preparation is needed for meetings
Summarize often: FMEA is a living document
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Reviewers Checklist
Verify there is a system for prioritizing risk of failure

such as RPN numbers of 125 or above
Make sure that high RPN process concerns are carried

over into the control plan
Make sure that all critical failure modes are addressed

Safety
Form, fit, function
Material concerns
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CONTROL PLAN
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Control Plan
What is It?
A document that describes how to
control the critical inputs to
continue to meet customer
expectations of the output.
Primary reference source for
minimizing process and product
variation.
Description of how teams should
react to out-of-control situations.
NOTE
Since processes are expected to be continuously

updated and improved, the control plan
is a living document!
When to Use It
Implementation of new process
Following a process change
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Control Plan
Tool Interaction
Project Idea
Project Idea
6 Sigma Project
6 Sigma Project
Get WO Assigned
Get WO Assigned
6 Sigma Assigns
6Project
Sigma Number
Assigns
Project Number
Other Required
Other
Required
Signatures:
Signatures:
Segment
CEO
Segment
CEO
Cham pion
Cham pion
Process
Owner
Process
BB or Owner
GB
BB or GB
Begin/Work
Begin/Work
Project
Project
Follow DMAIC or
Follow
DFSS DMAIC
processor
DFSS process
Monitor Progress
Monitor
throughProgress
Power
through
SteeringPower
and
Steering
and
Monthly
Monthly
Financial
Financial
Reviews
Reviews
Finance Approval
Finance
Approval
and Signature
and Signature
No
No
Yes
Yes
No
No
Master Form Will
Master
Form Will
Generate
Generate
Contract
Contract
Complete Project
Complete
(Has to beProject
fully
(Has
to be fully
Documented
Documented
6 Sigm a
6PrSigm
ojecta
Pr oject
Group Assigns
Group Assigns
Project
Number
Project Number
Monitor Progress
Monitor
Progress
through
Bithrough
BiWeekly
Updates
Weekly
Updates
and Monthly
and
Monthly
Reviews
Reviews
Does the
DoesInvolve
the
Project
Project
Involve
Only Your
Only
Your
Group?
Group?
Finance Approval
Finance
Approval
and Signature
and Signature
Department
Department
or Group
or
Group
Project
Project
Enter Remaining
Enter
Remaining
Information
on
Information
on
Master Form
Master Form
Finance Approval
Finance
Approval
and Signature
and Signature
Other Required
Other
Required
Signatures:
Signatures:
Champion:
Dir T&E
Champion:
Dir T&E
Process Owner
Process
Owner
Project Owner
Project
Dept
BB Owner
or MBB
Dept BB or MBB
No
No
Does the
DoesInvolve
the
Project
Project
Involve
>3 Depts.
>3 Depts.
outside
Eng?
outside Eng?
No
No
Close
Close
Project
Project
Complete all
Complete all
Documentation
Documentation
including a
a
(1)including
P age Close(1) out
P age
CloseSheet
out Sheet
Receive
Payment
Receive
Payment
wire transfer
Incorrect
Invoice shows
Customer error
invoice
outstanding (AR
Identify Invoice Checkssupplied
Incorrect balance
Invoice
Customer error5
doesshows
go 5
invoice down)outstanding (AR
5
supplied
balance does go
Identify Invoice Checks
Invoice number Invoice
shows
Customer error
down)
not supplied
outstanding (AR
Invoice num
ber Invoice
Customer error10
balance
doesshows
go 5
not supplied
down)outstanding (AR
balance does go 5
Final Project
Final
Project
Review
Review
Yes
Yes
Yes
Yes
Yes
Yes
Process
ProcessSteps
Steps
Complete Proj ect

Complete
Proj
ect
(Has to be
fully
(Has
to be fully
Documented)
Documented)
Master Form Will

Master
Form Will
Generate
Generate
Contract
Contract
No
No
Does the
DoesInvolve
the
Project
Project
Involve
>2 Groups
in
>2 Groups
Eng? in
Eng?
Close
Close
Pr
oject
Pr oject
Get DLN
Get DLN
Assigned
Assigned
Begin/Work
Begin/Work
Project
Project
Follow DMAIC or
Follow
DFSS DMAIC
processor
DFSS process
Is Hard
Is Hard
Savings
> $???
Savings > $???
No
No
Other Required
Other
Required
Signatures:
Signatures:
Cham
pion: Dir T&E
Cham
pion: Owner
Dir T&E
Process
Process
Owner
Project Owner
Project
Dept
BB Owner
or MBB
Dept BB or MBB
Com plete all
Com plete all
Documentation
Documentation
including a
a
(1)including
Page Close(1) out
Page
CloseSheet
out Sheet
Finance Approval
Finance
Approval
and Signature
and Signature
Do you
you to
haveDo
BB/GB
have BB/GBthe
to
Assist/Work
Assist/Work
project? the
project?
Yes
Yes
Yes
Yes
Enter Remaining
Enter
Remaining
Information
on
Information
on
Master Form
Master Form
Final Project
Final
Project
Review
Review
Other Required
Other
Required
Signatures:
Signatures:
Champion:
Champion:
Process
Owner
Process
Owner
Project Owner
Project
Owner
Dept
GB/BB/MBB
Dept GB/BB/MBB
Prefer to work
Prefer
to work
this project
this project
within
your
within
your
area?
area?
Key
S
O
D R
Potential
Potential
Process
E Potential Causes C
Current Controls
E P
Failure Mode Failure Effects
S
O
Input Key
C
T ND
Potential
PotentialV
Process Step
Process
E Potential Causes C
Current Controls
E
Failure Mode Failure Effects
V
C
T
Checks Input
Delay internal AR balance does
Inadequate
None
mail
not go down
staffing in mail
7 room Inadequate 7
10 490
Checks
Delay internal AR balance does
None
mail
not go down
staffing in mail
7 room
7
10
Identify
Wire
Information not AR balance is
Customer or bank
Acct identifies problem
Customer
Transfer
supplied
past due
did not include
when trying to apply
Identify
Wire
Information not AR balance is name Customer
reference
and/or or bankpayment
10 account
Customer line Transfer
supplied
past due
didinfo
not on
include 5
when trying to apply5 250
reference
name
and/or
payment
wire transfer
10 account info on
5
5
line
Process Step
Fill Out Master

Fill Out
Master
Form
Form
with
Initial
with Initial
Information
Information
New/Revised
New/RevisedProcess
Process
Steps
Steps
Process Flowchart
E
Actions
O
Resp.
Actions
Recommended
CR E
Actions
P O
Resp.
Ac
Recommended
N Investigate
C
mail room G. Lee
staffing and associated
Investigate mail room G. Lee
processes
staffing and associated
490
processes
Poka-Yoke wire transer N. Peart
process
Poka-Yoke wire transer N. Peart
process
250
Customer might catch

Provide payment stub A. Lifeson
it when reviewing the
with statement for each
10 250
Customer might catch
Provide payment stub A. Lifeson
next statement
invoice
it when reviewing the
5 next statement
10 250
invoice
Provide payment stub S. Hagar
5 250
Provide payment stub S. Hagar
payment
invoice
10 payment
5 250
invoice
down)
Process FMEA
d
zeed
i
t z s
ri ittiepps
o
r
i S e
Pr rsios St
P
skk ce ss
edd
Ri isrooce
v
RP r
o voelsls
r
P
p rotr ro
p
m
I m onnt
IC o
C
Pr
Por
ce
o
ce
N
ss
Pr New
sS
Por ew
te
S
/
te
ce /
R
o
ps
cse R
ev
ps
s eivs
sS ies
Stet d
e
p
eps d
s
Control Plan
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NCRs Control Plan

PPAP Playbook!
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57
Control Plan
3 Distinct Phases
3 Distinct Phases
3 Distinct Phases
3 Distinct Phases
Pre-Launch
3. the
Production
a description
aofcomprehensive
the
1. Prototype a2.description
of
dimensionaland
measurements
documentationand
of product/process
dimensional measurements
material and
performance
characteristics,
tests
process
that controls,
material and performance
tests
that
occur after
tests,
Prototype
and measurement
and before systems that
will occur duringwill
Prototype
build.
full Production.
will occur during mass production
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Control Plan
Administrative Section
Identifies part number and description,
supplier, required approval signatures,
and dates.
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59
Control Plan
Process, Machine/Tools, Characteristics
Part/Process
Use this area to define

part/process number and
description.
Characteristics
Define the characteristics

of the product or process
Machine/Tools
List the machine, device, jig, or tools

that will be used in the
manufacturing process
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Control Plan
Specifications, Measurement, Sample Size & Frequency
Sample Size
What is the size of the

sample you should gather
data from?
Specifications/Tolerance
Use this area to define upper/lower

spec limits for each control element.
Measurement Technique
For each line in the control plan, list the

measurement procedure that will be
used (may list R&R Gage Plan or PokaYoke).
NCR Confidential
Frequency
Define the frequency for

which the measurement
will be taken.
61
Control Plan
Control Method, Reaction Plan
Control Method
Method that will be used

to control the process
Reaction Plan
Actions to be taken if
controls fail
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62
Control Plan
Audit Plans
Audit plans should be included in the control plan as a
separate line.
Auditing is an important tool for control.
Process auditing should be a key element of the quality system
of a business.
Audits generally cover:
Effectiveness of controls
Control plan (say) vs. what is actually done (do)
Audits should be objective (done by internal or external third

parties if possible).
Audit frequencies should be based on balancing level of risk
(FMEA) and cost.
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Control Plan Example

A supplier manufactures a circuit board with electronic components soldered on the
board. Properly soldered connections are the major product characteristics. Two major
process characteristics for the wave solder machine are solder level and flux
concentration. An automated feeder controls the solder level by sensing the level of
solder and feeding in additional solder as the level is reduced. This characteristic is
measured 100% by checking electrically for continuity. The flux must be sampled and
Control
Sample
SizeMethod
tested for the concentration level.
Frequency
Characteristics
Product = Wave solder height
Machine/Tools Process = Flux concentration

Part/Process
Specifications/Tolerance
Soldering
Connections
Wave
solder machine
Product
= 2.0 +/- 0.25 mc
Process = Standard #302B
Product
==Automated
inspection
Product
100%
Product
= Continuous
Process
=
x-MR
chart
Process
= 1 pc= 4 hours
Process
Reaction Plan
Product = Adjust and retest

Process = Segregate and retest
3 Distinct Phases
Production
Measurement Technique
Product = Sensor continuity check

Process = Test sampling lab environment
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Control Plan Exercise

Instructions
Open the PPAP Training Templates.xls file, then select
the Control Plan worksheet.
Using the completed Star Process Flow Diagram
(process steps 20 and 25) and the completed PFMEA,
complete 2 rows of the Control Plan.
Document potential problems that might be
encountered and potential solutions with your teams.
20 Minutes
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65
Control Plan
Reviewers Checklist
Use process flow diagram and PFMEA to build the control plan;
keep them
aligned
Controls must be used to be effective.
Keep it simple.
Ensure that the control plan is in the document control system of the
business
Good control plans address:

All testing requirements - dimensional, material, and performance
All product and process characteristics at every step throughout the process
The control method should be based on an effective analysis of the process

Such as SPC, Error Proofing, Inspection, Sampling Plan
Control plans should reference other documentation

Specifications, tooling, etc.
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MEASUREMENT SYSTEM
ANALYSIS (MSA)
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67
Measurement System Analysis (MSA)

What is It?
An MSA is a statistical tool used to
determine if a measurement system
is capable of precise measurement.
When to Use It
On the critical inputs and outputs
prior to collecting data for analysis.
For any new or modified process in
order to ensure the quality of the
data.
Who Should be Involved

Everyone that measures and makes
decisions about these measurements
should be involved in the MSA.
To determine how much error is in

the measurement due to the
measurement process itself.
Quantifies the variability added by
the measurement system.
Applicable to attribute data and
variable data.
IMPORTANT!
Measurement System Analysis is
an analysis of the measurement
process, not an analysis of the
people!!
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68
Attribute and Variable MSA
Attribute Data Examples:

Count, Pass/fail, yes/no, red/green/yellow,
timekeeping buckets
Variable Data Examples:

Physical measurement (length, width, area, )
Physical conditions (temperature, pressure)
Physical properties (strength, load, strain)
Continuous or non-ending
Unless
Unless approved
approved by
by an
an NCR
NCR SQE,
SQE, attribute
attribute data
data
is
is not
not acceptable
acceptable for
for PPAP
PPAP submission
submission
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69
The observed variation in

process output
measurements is not
simply the variation in the
process itself; it is the
variation in the process
plus the variation in
measurement that results
from an inadequate
measurement system.
Measuremen
Measuremen
tt
System
System
Variation
Variation
Observed
Observed
Variation
Variation
Process
Process
Variation
Variation
Conducting an MSA reduces the likelihood of

passing a bad part or rejecting a good part
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Observed Variation
Measuremen
Measuremen
tt
System
System
Variation
Variation
Observed
Observed
Variation
Variation
The output of the process

measured by:
Cycle time
Dimensional data
Number of defects
and others
Process
Process
Variation
Variation
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Observed Variation
Resolution
Resolution
Precision
Precision
(Variability)
(Variability)
Reproducibility
Reproducibility
Measuremen
Measuremen
tt
System
System
Variation
Variation
Accuracy
Accuracy
Observed
Observed
Variation
Variation
(Central
(Central
Location)
Location)
Process
Process
Variation
Variation
Repeatability
Repeatability
Linearity
Linearity
Bias
Bias
Stability
Stability
Calibration addresses accuracy

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Observed Variation
Resolution
Resolution
Precision
Precision
(Variability)
(Variability)
Reproducibility
Reproducibility
Measuremen
Measuremen
tt
System
System
Variation
Variation
Linearity
Linearity
Accuracy
Accuracy
Observed
Observed
Variation
Variation
Repeatability
Repeatability
(Central
(Central
Location)
Location)
Bias
Bias
Stability
Stability
Process
Process
Variation
Variation
Calibration Addresses Accuracy

Lets take a closer look at
Precision
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73
Resolution
Error in Resolution
The inability to detect small

changes.
Possible Cause
Wrong measurement device

selected - divisions on scale
not fine enough to detect
changes.
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Repeatability
Error in Repeatability
The inability to get the same

answer from repeated
measurements made of the
same item under absolutely
identical conditions.
Possible Cause
Lack of standard operating

procedures (SOP), lack of
training, measuring system
variablilty.
Equipment Variation
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75
Reproducibility
Error in Reproducibility
The inability to get the same

answer from repeated
measurements made under
various conditions from
different inspectors.
Possible Cause
Lack of SOP, lack of training.
Appraiser Variation
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Variable MSA Gage R&R Study
Gage R&R is the combined estimate of measurement

system Repeatability and Reproducibility
Typically, a 3-person study is performed
Each person randomly measures 10 marked parts per trial
Each person can perform up to 3 trials
There are 3 key indicators

EV or Equipment Variation
AV or Appraiser Variation
Overall % GRR
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Variable MSA NCRs Gage R&R Form
Automatically calculates
EV, AV, and % GRR!
Included in PPAP Playbook!
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78
Variable MSA Gage R&R Steps

Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9 Step 10
1.
Select 10 items that represent the full range of long-term process variation.
2.
Identify the appraisers.
3.
If appropriate, calibrate the gage or verify that the last calibration date is
valid.
4.
Open the Gage R&R worksheet in the PPAP Playbook to record data.
5.
Have each appraiser assess each part 3 times (trials first in order, second
in reverse order, third random).
6.
Input data into the Gage R&R worksheet.
7.
Enter the number of operators, trials, samples and specification limits
8.
Analyze data in the Gage R&R worksheet.
9.
Assess MSA trust level.
10. Take actions for improvement if necessary.
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Steps 1 and 2: Variable MSA - Gage R&R
Select 10 items that represent
Step 1
the full range of long-term process

variation.
Step 2
Identify the appraisers.

Should use individuals that actually do the
process being tested.
Can also include other appraisers
(supervisors, etc.).
Should have a minimum of 3 appraisers.
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80
Steps 3 and 4: Variable MSA Gage R&R
If appropriate, calibrate the gage
Step 3
or verify that the last calibration

date is valid.
Step 4
Open the Gage R&R worksheet in the

PPAP Playbook to record the data
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Step 5: Variable MSA Gage R&R
Step 5
Have each appraiser assess each item 3

times.
Each appraiser has to work
independently.
Items should be evaluated in random
order.
After each appraiser completes the first
evaluation of all items repeat the
process at least 2 more times.
Do not let the appraisers see any of the
data during the test !!
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Step 6
Input data into the Gage R&R

worksheet
Step 7
Enter the number of operators, trials,

samples and specification limits
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Step 8
Analyze data in the Gage R&R worksheet
Step 9
Assess MSA Trust Level.

% Tolerance*
Red: > 30% (fail)
Yellow: 10-30% (marginal)
Green: < 10% (pass)
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30%
10%
84
Step 10: Variable MSA Gage R&R
Step 10
If the Measurement System needs improvement:

Brainstorm with the team for improvement solutions.
Determine best practical solution (may require some experimentation).
Pilot the best solution (PDSA)
Implement best solution train employees.
Re-run the study to verify the improvement.
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85
Variable MSA Gage R&R Example

Problem Statement
The sulfuric acid concentration in process tank 8 is measured at least
once per day
Additions/deletions of chemicals and decisions to shut down the
process are dependent on these results.
Based on current data, we need to do an MSA.
MSA Process
A Gage R&R was conducted in order to validate

the process.
MSA Parameters
(3) Operators
(3) Trials
(10) Samples
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86

Entered the number
of operators, trials,
and samples
Entered upper and

lower specification
limits
Chose 3 operators to
be appraisers
Had each appraiser

measure each
sample 3 times
Results calculated
automatically
Selected 10 samples
to be measured
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Repeatability
(EV)
Repeatability=
=
(EV)
Reproducibility
=
(AV)
Reproducibility
=
(AV)
Equipment
Variation
Repeatability
&
Equipment
Variation
Repeatability
&
Appraiser
Variation
Appraiser Variation
Reproducibility
Reproducibility =
=R&R
R&R
% Tolerance*
% Tolerance is > 30%
MSA fails!
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30%
10%
88
Gage R&R Exercise - Setup Instructions

Divide into teams
Distribute stars (10 per team), measurement devices (1
per team), and markers (1 per team).
Number the stars from 1-10.
Mark the 2 points to be measured on each star (see
diagram on next page)
Determine and document the measurement process.
Be sure everyone has a clear understanding of the
process.
Determine roles.
(3) inspectors, (1) data recorder, (1) customer
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Gage R&R Exercise - Dimensional Information
Each star will be measured as shown.

Mark the 2 points
to be measured
Dimension
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90
Gage R&R Exercise Inspection Instructions

1. All inspectors need to wait outside the room when it is not their
turn to evaluate the stars.
2. Open the PPAP Training Templates.xls file, then select the Gage
R&R worksheet to record the data.
3. Round 1
Have the 1st inspector come in the room and measure all 10 stars in
order. Data collector record the data in the Gage R&R worksheet.
Do not give any additional information to the inspector
4. Repeat Step 3 with the 2nd inspector

5. Repeat Step 3 with the 3rd inspector
6. Round 2
Change the inspection to reverse order and repeat.
7. Round 3
Change the inspection to random order and repeat.

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91
Gage R&R Exercise - Analysis Instructions
1. Complete the top section of the Gage R&R worksheet

Enter the number of operators, trials, and samples
Enter the upper and lower specification limit
2. Assess MSA Trust Level.

Red: > 30% (fail)
% Tolerance*
30%
Yellow: 10-30% (marginal)
10%
Green: < 10% (pass)
3. Interpret results - are improvements required?

45 Minutes
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92
Tips and Lessons Learned

Important: An MSA is an analysis of the process, not an
analysis of the people. If an MSA fails, the process failed.
A Variable MSA provides more analysis capability than an

Attribute MSA. For this and other reasons, always use variable
data if possible.
The involvement of people is the key to success.

Involve the people that actually work the process
Involve the supervision
Involve the suppliers and customers of the process
An MSA primarily addresses precision with limited accuracy

information.
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93
MSA
Reviewers Checklist
If the gage/inspection affects quality, then conduct a

Gage R&R
Make sure the study is recent - less than 1 year

Compare the control plan gages against the Gage R&Rs
If you question that gage, then
Question the technique and part sampling
Ask for additional studies
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DIMENSIONAL RESULTS
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95
Dimensional Results
What is It?
Evidence that dimensional
verifications have been completed
and results indicate compliance with
specified requirements.
To show conformance to the
customer part print on dimensions
and all other noted requirements.
When to Use It
For each unique manufacturing
process (e.g., cells or production
lines and all molds, patters, or
dies
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96
NCR Dimensional Report (Critical)
Automatically
Calculates Cpk!
Requires 35 data points

Cpk must be greater
than or equal to 1.67
PPAP Playbook!
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97
NCR Dimensional Report (Non-Critical)
Requires 5 data points
Automatically
Calculates Cpk!
Cpk must be greater

than or equal to 1.33
PPAP Playbook!
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Acceptance Criteria
Acceptance criteria for critical vs. non-critical characteristics
Red (Bad)
Yellow (OK)
Green (Good)
Critical
Non-Critical
<1.33
<1.00
1.33-1.67
1.00-1.33
>1.67
Decision
>1.33
Cpk must be greater than or equal to

1.67 for critical processes
1.33 for non-critical processes
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NCR Dimensional Report Example
Nominal Value
Tolerance
Sample Data
Cp & Cpk
Pass / Fail
Calculations
Cpk > 1.33 for all non-critical

dimensions = Pass!
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Dimensional Results
Reviewers Checklist
Thirty-five critical data points & 5 non-critical data points are
required for part qualification
Critical and non-critical data points must be taken from the same 35piece sample
Five parts from a production run must be shipped to NCR for

verification of form, fit, and function
The same 5 parts will be used to verify both critical and non-critical
dimensions
Supplier must clearly identify which of the 35 parts are being shipped
Supplier should make every effort to ship 5 parts that represent both
the low and high ends of the specifications for non-critical dimensions
Capability must be greater than 1.67 for critical dimensions and

greater than 1.33 for non-critical dimensions
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RECORDS OF
MATERIAL /
PERFORMANCE TEST
RESULTS
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Records of Material/Performance Test Results

Material Test Results
The supplier shall perform tests for all parts and
product materials when chemical, physical, or
metallurgical requirements are specified by the design
record or Control Plan
For products with NCR-developed material specifications and/or

an NCR-approved supplier list, the supplier shall procure
materials and/or services from suppliers on that list
Performance Test Results

The supplier shall perform tests for all parts or product
materials when performance or functional
requirements are specified by the design record or
Control Plan
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103
Material Results
Material Results shall include:

The name of the laboratory that conducted the test
The type of test that was conducted
The number, date, and specification to which the part was tested
The actual test results
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Module Test Results
Module Test Results shall include:

The name of the laboratory that conducted the test
The type of test that was conducted
A description of the test
The parameters tested
The actual test results
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INITIAL PROCESS STUDY
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106
Initial Process Study
Even though Initial

Process Study is coded
as an R on the PPAP
Submission Level Table,
we felt it was important
to provide a brief
overview during training
R = Supplier shall retain at

appropriate locations, including
manufacturing and make readily
available to the customer
representative upon request
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Capability Analysis
What is It?
A set of tools used to understand

process capability.
To evaluate the performance of
your process as compared to
specification limits.
To determine if the production
process is likely to produce product
that will meet customer
requirements
When to Use It
1. To establish baseline capability.

2. To validate process
improvements.
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Steps for Determining Process Capability
Step 1
Step 2 Step 3
Step 4
Step 5
Step 6
Step 7
1. Decide on the product or process characteristic to be assessed

2. Validate the specification limits
3. Validate the measurement system
4. Collect data
5. Assess data characteristics
6. Assess process stability
7. Calculate process capability
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Step 1: Which Characteristic

Decide on the product or process characteristic to be assessed.
Step 1
Required for all critical characteristics

If no critical characteristics exist, NCR reserves the right to require
demonstration of initial process capability on other characteristics
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Step 2: Specification Limits
Step 2
Validate the specification limits by

talking to:
Customers, suppliers, controlling agencies
Why is validation of the specification

limits important?
They may not represent what the customer truly
desires/needs.
May contain guard banding as a result of past
problems or measurement error.
They may be based on previous designs and no
longer be valid.
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Step 3: Measurement System
Step 3
Validate the measurement

system through the appropriate
MSA
Why is validation of the
Measurement System important?
If there is significant error in your
measurement system, then decisions are
influenced by the error not just the
measurements themselves.
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Step 4: Data Collection
Step 4
When collecting data, consider the

following:
Short term data
Free of special causes
Collected across a narrow inference space i.e.
one shift, one machine, one operator, etc..
Long term data

Subjected to the effects of both random and
special cause variation
Collected across a broad inference space i.e.

multiple shifts, machines, operators, etc.
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Step 4: Data Collection
Step 4
When collecting data, consider the following:

Rational sub-grouping
A group of units produced under the same set of

conditions
Mean to represent a snapshot of the process
Example:
Must be taken close together in time, but still be

independent of each other
A die cut machine

produces
100 plastic
parts
per
Use subgroups
to separate
the 2 types
of variation
in a
process:
hour. The quality engineer measures 5 randomly
selected parts at
thesubgroup:
beginning
everyamong
hour.measurements
Each
Within
Theof
variation
sample of 5 parts
is a
subgroup.
within
subgroups;
also known as common cause
variation
Between subgroup: variation between subgroups that

may be caused by specific identifiable factors, or
special causes
To improve process quality, every effort should be made

to eliminate between subgroup variation and reduce
within subgroup variation
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Step 5: Data Characteristics
Step 5
Assess data characteristics

Histogram of Mfg Hours
Mean 14.87
StDev 3.088
N
100
20
Examine the shape of your data.

Frequency
15
Is it what you would expect?

If not, investigate.
10
10
12
14
16
Mfg Hours
18
20
22
Bimodal Data
25
Mean
StDev
N
15
Frequency
20
Frequency
The shape of your data is

important for determining
which type of Capability
Analysis applies.
20
Mean 19.98
StDev 1.713
N
100
15
10
10
5
5
16
18
20
Mfg Hours
22
Normal Data
NCR Confidential
24
-15
15
30
45
Mfg Hours
60
75
Skewed Data
115
20.19
18.87
100
Step 6: Process Stability
Step 6
Assess process stability in order to understand

how your process behaves over time. Control
charts are the recommended tool.
Control Chart Examples
Process is stable and in

control
Process is not stable and

therefore not in control
Capability is only valid

when the process being
studied is stable!
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Step 7: Process Capability
Step 7
Calculate the appropriate statistical metrics in

order to determine how the Voice of the
Process compares to the Voice of the
Customer.
Capability Metrics: PPM, DPMO, Cp, Cpk, Pp,

& Ppk ; Sigma Levels (Z Scores)
Specification Limits
Process is capable
Specification Limits
Process is not capable
If you were driving a truck, and the dotted lines were the
construction barriers, what would be happening in each situation?
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Focus on Variable Data
The initial process study should be focused on variable,

variable
not attribute data
Assembly errors, test failures, and surface defects are examples of
attribute data, which is important to understand, but is not covered
in this initial study
To understand the performance of characteristics monitored by
attribute data will require more data collected over time
Unless approved by an authorized NCR representative, attribute
data are not acceptable for PPAP submission
Focus on variable data
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Capability Indices
Capability
Index
Cp
Formula
(USL LSL)
What it shows
Relates short term (within subgroup) standard
deviation to tolerance
Sometimes
called Entitlement, meaning it is the
6*s
Cp/Cpk
are used
to
short-term
best the current process can do, if centered
Cpk
PP
Ppk
estimate potential
Relates short term mean & short term (within
process
c
apability
Min{(USL X), (X LSL)}
subgroup) standard deviation to tolerance
3*sshort-term
(USL LSL)
6*slong-term
Only tells you about the nearest spec limit; doesnt

tell anything about the other side
Relates long term (overall) standard deviation to

tolerance
Pp/Ppk are used to

measure actual
Relates mean & long term (overall) standard
Min{(USL
process
X), (X p
LSL)}
erformance
deviation to tolerance
3*slong-term
Only tells you about the nearest spec limit; doesnt

tell anything about the other side
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Capability Indices - Cpk

Cpk predicts capability
Based on short term within subgroup variation
Does not include the effect of process variability between
subgroups
Cpk should be used when:

when
Developing new parts
Revising specifications on a part
Materials, processes, manufacturing location, or equipment
have significantly changed
Material suppliers have changed (include certificate of
analysis)
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Capability Indices - Ppk

Ppk indicates past performance
Based on long term total variation
Unlike Cpk, Ppk is not limited to variation within subgroups
However, Ppk cannot isolate within subgroup variation
from between subgroup variation
When calculated from the same data set, Cpk and Ppk can
be compared to analyze the sources of process variation
Ppk should be used when:

The supplier is new to NCR, but has already been
manufacturing a part
The supplier is existing, but has produced a number of
nonconforming parts
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Difference between Cp & Cpk

Cp determines capability of producing to specification
Cpk same as Cp, but also measures how centered the process is
It is important to look at both!
LSL
Cp > 1.67
Cpk > 1.67
Cp > 1.67
Cpk < 1.00
Capable,
Centered
Capable,
Not Centered
USL
LSL
USL
Cp < 1.00
Cpk < 1.00
Cp < 1.00
Cpk < 0
Not Capable,
Not Centered
Not Capable,
Centered
LSL
USL
LSL
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USL
122
Acceptance Criteria
Acceptance criteria for critical vs. non-critical characteristics
Red (Bad)
Yellow (OK)
Green (Good)
Critical
Non-Critical
<1.33
<1.00
1.33-1.67
1.00-1.33
>1.67
Decision
>1.33

1.67 for critical processes
1.33 for non-critical processes
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Reviewers Checklist
Ensure that the results are acceptable, and that the

process is stable and capable of producing a quality
part
PPAPs should only be approved if the capability is

greater than 1.67 for critical dimensions and greater
than 1.33 for non-critical dimensions
More information about capability is available in the

Appendix at the end of this presentation
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QUALIFIED LABORATORY
DOCUMENTATION
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125
Qualified Laboratory Documentation

Inspection and testing for PPAP shall be performed by
a qualified laboratory as defined by NCR requirements
(e.g., an accredited laboratory).
The qualified laboratory (internal or external to the
supplier) shall have a laboratory scope and
documentation showing that the laboratory is qualified
for the type of measurements or tests conducted
When
an external laboratory is used, the supplier shall submit

the test results on the laboratory letterhead or the normal
laboratory report format
The
name of the laboratory that performed the tests, the date(s)

of the tests, and the standards used to run the tests shall be
identified.
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APPEARANCE APPROVAL
REPORT
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127
Appearance Approval Report

What is It?
A report completed by the supplier

containing appearance and color
criteria
To demonstrate that the part has
met the appearance requirements
on the design record
When to Use It
Prior to tooling for production
IMPORTANT!
Typically only applies for parts with color, grain,
or surface appearance requirements
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Supplier Sourcing & Texture Information

List all first surface tools, graining
Source(s), grain type(s), and grain and
Gloss masters used to check part
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Pre-Texture Evaluation
To be completed by SQE
129

Master
Master
Material
Number
DateType
Material Source
Color Suffix
Enter
Enter
Identify
alphanumeric
the date
first
Identify
on
surface
which
firstfinish
surface
andand
Alphanumeric
or
numeric
master
thesubstrate
master
identification
was
substrate
(e.g.
approved
paint
suppliers
/ ABS)
color identification
Tristimulus Data
List numerical (colorimeter)
data of submission part as
compared to the customerauthorized master
Color Shipping Suffix

Color part number
suffix or color number
Part Disposition
Hue, Value, Chroma, Gloss, and
To be determined by
Metallic Brilliance
NCR (approved or
Visual assessment by NCR
rejected)
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SAMPLE PRODUCTION
PARTS
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131
Sample Production Parts
What is It?
Actual samples that reflect the parts
documented in the PPAP.
Confirm cosmetic or functional
part approval.
When to Use It
Sample parts should be delivered
WITH the PPAP submission
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132
The sample parts provided should be the same parts

measured for the dimensional results
Default quantity for all submissions is 3 parts unless
otherwise requested
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133

Sample production parts MUST be properly identified
Include the following information on the part label:
Date
NCR
parts were packed

part number
See NCR part label examples

on the next slide
Quantity
Serial
number
Supplier
Part
part number (optional)
description
Country
of origin
Indication
Approval
of RoHS compliance
markings (UL, CE, etc.) where applicable
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Part Label Example
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135
PPAP Summary
The Production Part Approval Process is an extensive

approval process for new or changed designs or
processes
It is very formalized, so it inevitably causes some
administrative work
Later changes to the product or process can be
expensive and time-consuming!
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APPENDIX
CAPABILITY
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137
Process Capability Tool Selection Map

Process Capability can be determined for
all types of data. However, selecting the
correct method is critical.
Capability Analysis
for Normal Data
Yes
Normal
Data?
Variable
Binomial Process
Capability
Process
Capability
Defective
Data
Type?
Attribute
No
Use Minitab's
"Individual
Distribution
Identification"
function
Yes
Non-normal
Distribution
Identified?
Yes
Is
reason for
Non-Normality
understood?
Defect
No
Use Non-Normal
Capability:
Select Identified
Distribution
Poisson Process
Capability
Determine reasons
for
Non-Normality
Capability Analysis
for Normal Data
(using Box-Cox
Transformation)
Yes
No
Rational
Sub-groups?
Defect or
Defective
No
Transform the
data using BoxCox
Transformation
Yes
No
Apply Central Limit

Theorem
Resulting
data Normal?
Is
transformed
data
Normal?
Yes
NCR Confidential
No
Contact your MBB
Capability Analysis
for Normal Data
(using subgroups)
138
Index of Capability Examples (Using Minitab)
Capability Normal
Capability
Capability -- Normal
Normal
Capability Non-Normal
Distribution
DistributionIdentification
Identification
Central
CentralLimit
LimitTheorem
Theorem
Box
BoxCox
CoxTransformation
Transformation
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Normal Capability Example

Activity
Using the data in a Minitab file Capability Example.MTW

determine the capability of the PO process in terms of the time
is required to process the POs.
Time to Process
one individual PO
Use the file Capability Example.MTW

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140
Normal Capability Example
Which Capability Analysis applies?

Is the data attribute or variable?
Is the data normal?
Yes
Does sub-grouping apply?
???
Normal
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Normal Capability Analysis in Minitab

1. Open the worksheet Capability
Example.MTW.
2. Choose Stat > Quality Tools >
Capability Analysis > Normal.
3. Click in the [Single Column]
field.
4. Double click [Time to Process]
in the column on the left.
6.
Depending on subgroup information

either:
5. Click in the [Subgroup Size]

field.
a. Enter 1 if the subgroup size is 1.

b. Double click Indiv Dates_1 in the
column on the left.
c. Since the subgroup size is constant
(n=5) the number 5 could be typed
in the subgroup size field.
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Use the file Capability Example MTW
142
Normal Capability Analysis in Minitab

7. Type 20 in Lower Spec.
8. Type 40 in Upper Spec.
9. Select [Options] button.
10.Add target value (if
applicable).
11.Under Display select
a.
Parts per million or Percents
b.
Capability Stats or Benchmark Z
12.Add Title if desired.

13.Click [OK].
14.Click [OK].
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143
Normal Capability Analysis Results

Process Capability of Time to Process (subgroup of 1)
Sample Mean
LSL
Process Data
LSL
20.00000
Target
*
USL
40.00000
Sample Mean
30.72100
SampleN
200
StDev(Within)
7.46329
StDev(Overall)
7.54439
Voice of the
Customer
USL
Within
Overall
Potential (Within) Capability
Cp
0.45
CPL
0.48
CPU
0.41
Cpk
0.41
CCpk 0.45
Voice of the
Process
Overall Capability
Pp
PPL
PPU
Ppk
Cpm
StDev (Within):
Represents short term data.
18
24
StDev (Overall):Exp. Within Performance
Observed Performance
Represents
data,
%
<LSL
7.50 long term
% <LSL
7.54
includes
shift and%drift
%
>USL 10.00
>USL 10.69
%
Total
17.50
% Total
18.23
between
subgroups.
30
36
42
0.44
0.47
0.41
0.41
*
48
Exp. Overall Performance

% <LSL
7.77
% >USL 10.94
% Total
18.70
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144
Normal Capability Analysis Results

Process Capability of Time to Process (subgroup of 1)
Capability indices:
USL
Based on short
term data.
LSL
Process Data
LSL
20.00000
Target
*
USL
40.00000
Sample Mean
30.72100
SampleN
200
StDev(Within)
7.46329
Exp Within Performance:
StDev(Overall)
7.54439
Based on StDev(Within)
and represents short term
process capability.
Observed Performance:
Represents the sample
data.
18
Observed Performance
% <LSL
7.50
% >USL 10.00
% Total
17.50
Within
Overall
Capability indices:
Based on long term
data.

Cp
0.45
CPL
0.48
CPU
0.41
Cpk
0.41
CCpk 0.45
Overall Capability
Exp Overall Performance:

Based on StDev (Overall)
and represents long term
process capability.
24
Exp. Within Performance

% <LSL
7.54
% >USL 10.69
% Total
18.23
30
36
42
Pp
PPL
PPU
Ppk
Cpm
0.44
0.47
0.41
0.41
*
48
Exp. Overall Performance

% <LSL
7.77
% >USL 10.94
% Total
18.70
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145
Non-Normal Capability Distribution Identification

Exercise
Using the data (Time_2) in a Minitab file Capability Example.MTW

determine the capability of the PO process in terms of the time that is
required to process the POs.
Time to Process
one individual PO
Use the file Capability Example. MTW
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146
Non-Normal Capability Distribution Identification

Is the data normal?
No
Are the reasons for non-normality understood?

Can the data be described by another distribution?
Yes
???
Non-normal
Try Individual
Distribution
Identification
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Individual Distribution Identification in Minitab

1.
Open the worksheet Capability

Example.MTW.
2.
Choose Stat > Quality Tools >

Individual Distribution
Identification.
3.
Click in the [Single Column] field.
4.
Double click Time_2 in the column

on the left.
5.
Choose [Use all distributions].
6.
Click [OK].
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Individual Distribution Identification in Minitab
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149
Using Individual Distribution Identification

1.

Example.MTW.
2.

Capability Analysis > Nonnormal.
3.
4.

on the left.
5.
Select [Fit data with Distribution].
6.
Using pulldown menu select [3parameter Weibull].
7.
Type 20 in [Lower Spec].
8.
Type 40 in [Upper Spec].
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150

9.
Select [Options] button.
10. Add target value (if applicable).

11. Under Display select
9.
Capability Stats
10. Benchmark Z
12. Add Title if desired.
13. Click [OK].
14. Click [OK].
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151

Overall Capability:
Benchmark Z or
Capability indices based on long term data
Sample Mean
Voice of the
Customer
Voice of the
Process
Exp Overall
Performance:
Represents long term
process capability
data
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152
Non-Normal Capability Central Limit Theorem

Activity
Using the data (Time_3 and Time 3 sub) in a Minitab file Capability
Example.MTW determine the capability of the PO process in terms of
the time is required to process the POs.
Average time
to process
five POs per
day
Time to
process one
individual PO
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153
Non-Normal Capability Central Limit Theorem

Is the data normal?
No

Can the data be sub-grouped?
Is the sub-grouped data normal?
Yes
No
Yes
???
Non-normal
Try sub-grouping
the data
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154
Using Central Limit Theorem Sub-Grouping

Caution!
Check sub-group data Time_3 sub for
normality. If the data is not normal then
this method cannot be used!
Important!
The sub-groups have to make logical sense,

such as by day, by shift, by machine
1.

Example.MTW.
2.

Capability Analysis > Normal.
3.
4.

on the left.
5.
Click in the [Subgroup Size] field

Double click Individ Dates_3 in the
column on the left.
6.
Type 20 in [Lower Spec].
7.
Type 40 in [Upper Spec].
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155
8.
Select [Options] button.
9.
Add target value (if applicable).

8.
9.
11. Add Title if desired.

12. Click [OK].
13. Click [OK].
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156

Process Capability of Time_ 3
Sample Mean
LSL
Voice of the
Customer
USL
Within
Overall
Process Data
LSL
20
Target
*
USL
40
Sample Mean
31.262
Sample N
200
StDev(Within)
7.55396
StDev(Overall) 8.3748

Cp
0.44
CPL 0.50
Voice of the
CPU 0.39
Process Cpk 0.39
O verall Capability
Pp
PPL
PPU
Ppk
Cpm
0.40
0.45
0.35
0.35
*
StDev (Within):
Represents short term data
StDev (Overall):
15
20
25
Represents long term data,
O
bserved Performance
Exp.
Within Performance
includes
shift and
drift
PPM < LSL
85000.00
PPM < LSL
67997.38
between subgroups
PPM > USL 175000.00
PPM > USL 123688.49
PPM Total
260000.00
PPM Total
191685.87
30
35
40
45
50
Exp. O verall Performance

PPM < LSL
89353.21
PPM > USL 148388.88
PPM Total
237742.09
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Process Capability of Time_ 3
LSL
Process Data
LSL
20
Target
*
USL
40
Sample Mean
31.262
Sample
N
200
Exp Within:
StDev(Within)
7.55396
Performance:
StDev(O verall) 8.3748
Based on
StDev(Within) and
represents short term
process capability
data.
15
O bserved Performance
PPM < LSL
85000.00
PPM > USL 175000.00
PPM Total
260000.00
20
Capability indices:
USL
Based on short
term data.
Within
Overall
Cp
0.44
CPL 0.50
CPU 0.39
Cpk 0.39
Capability indices:
Based on long term
data.
O verall Capability
Pp
PPL
PPU
Ppk
Cpm
Exp Overall:
Performance: Based on
StDev(Overall) and
represents long term
process capability.
25
Exp. Within Performance

PPM < LSL
67997.38
PPM > USL 123688.49
PPM Total
191685.87
30
35
40
45
0.40
0.45
0.35
0.35
*
50
Exp. O verall Performance

PPM < LSL
89353.21
PPM > USL 148388.88
PPM Total
237742.09
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Non-Normal Capability Box-Cox Transformation

Activity
Using the data (Time_4) in a Minitab file Capability Example.MTW

determine the capability of the PO process in terms of the time is
required to process the POs.
Time to Process
one individual PO
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159
Non-Normal Capability Box-Cox Transformation

Is the data normal?
No

Can the data be sub-grouped?
Can data be transformed?
Yes
No
No
???
Non-normal
Try Box-Cox
transformation
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160
Box-Cox Transformation
1.

Example.MTW
2.
Choose Stat > Control Charts > Box-Cox

Transformation
3.
Choose [All Observations in one

column] from pull down menu
4.
Click in Large Box
5.
Double click [Time_4] in the column on

the left
6.
Click in the [Subgroup Size] field enter

1
7.
Select [Options] radio button
8.
Select [Optimal Lambda]
9.
Enter column for Stored Data
10. Click [OK]

11. Click [OK]
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Box-Cox Transformation Results
Transformed Data
Lambda
Values
Is the transformed data normal?

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162
Using Box-Cox Transformation

1. Open the worksheet Capability
Example.MTW
2. Choose Stat > Quality Tools >
Capability Analysis > Normal
3. Click in the [Single Column] field
4. Double click Time_4 in the
column on the left
Use the original data, not the

transformed data.
5. Click in the [Subgroup Size] field

enter 1 (the data is already
sub-grouped)
Caution!
Check transformed data for normality.

If the data is not normal then this
method cannot be used!
6. Type 20 in Lower Spec

7. Type 40 in Upper Spec

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1. Select [Box-Cox] radio button
2. Select [Box-Cox power
transformation]
3. Select [Use Optional lambda]
4. Click OK
5. Select [Options] radio button
6. Add target value (if applicable)
a.
b.
8. Add Title if desired

9. Click [OK]
10. Click [OK]
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Original
Distribution
Calculated
Lambda
Transformed
Voice of the
Customer
Original
Sample Data
Transformed
Voice of the
Process
Transformed
Sample Data
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165
Capability indices:
Based on short
term data
Exp Within
Performance: Based
on StDev (Within) and
represents short term
process capability.
Observed
Performance:
Represents the
sample data
Capability indices:
Based on long
term data.
Exp Overall
Performance: Based on
StDev (Overall) and
represents long term
process capability.
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Production Part Approval Process (PPAP)

Production Part Approval Process

Provide evidence that all customer engineering design

PPAP manages change and ensures

When is PPAP Required?

Benefits of PPAP Submissions

PPAP data must be submitted from a production run

All data reflects the actual production

Official PPAP Requirements

Authorized Engineering Change Documents

Customer Engineering Approval, if required

Process Flow Diagram

Process Failure Modes and Effects Analysis (PFMEA)

Measurement Systems Analysis (MSA)

10. Records of Material / Performance Test Results

Now, lets take a closer look

14. Sample Production Parts

NCRs PPAP Requirements

Authorized Engineering Change Documents

Customer Engineering Approval, if required

Process Flow Diagram

Process Failure Modes and Effects Analysis (PFMEA)

Measurement Systems Analysis (MSA)

10. Records of Material / Performance Test Results

Supplier shall submit

17. Customer-Specific Requirements

NCRs PPAP Requirements

Authorized Engineering Change Documents

Customer Engineering Approval, if required

Process Flow Diagram

Process Failure Modes and Effects Analysis (PFMEA)

Measurement Systems Analysis (MSA)

10. Records of Material / Performance Test Results

Supplier shall retain

13. Appearance Approval Report (AAR)

PPAP Submission Levels

Production Warrant and Appearance Approval

Production Warrant, product samples, and

Production Warrant, product samples, and

Production Warrant and other requirements

Production Warrant, product samples and

PPAP Submission Level Table

Submission Level Requirements

Production quantities may not be

Electronic Submission Requirements

NCR requires that all PPAPs be submitted electronically

NCR requires all submissions to be

NCR PPAP Playbook

What is the NCR PPAP Playbook?

Why use the PPAP Playbook?

Document required for all newly

Prior to shipping production parts

Now, lets take a closer look

Part Name / NCR Part Number

Supplier Manufacturing Information

Reason For Submission

Mold / Cavity / Production Process

Requested Submission Level