Automotive core tool: PPAP

Everyone is muted.
We will start at 7pm EST.
Kush Shah, Chairman
ASQ Automotive Division

Call In:+1 (951) 266-6125

Code: 330-832-467
 Agenda

• Housekeeping Items
• About ASQ Automotive Division
• Our Vision
• Webinar Series
• Automotive core tool: PPAP
• Questions & Answers
 Housekeeping Items

Everyone is muted
Session is being recorded
Session will last about 90 minutes
ASQ Automotive members can download the slides
and video at www.asq-auto.org
Participate thru chat and questions
Will answer questions at the end:
• Q&A at the end of the presentation
• Please type your questions in the panel box
 ASQ Automotive Chair

Kush Shah
• Manager, Global Electrification, General Motors,
About Me Michigan, U.S.

• Leadership positions in Engineering, R&D,

Manufacturing, Quality

• 20+ years of quality experience

• Six Sigma Master Black Belt, Shainin Red X

Master, ASQ CQA, CMQ/OE,CQE, CSSBB

• Speaker at International Quality Symposiums /

Conferences

• Trainer for Six Sigma and Quality Management

 Global Automobile Outlook – 2020

>1 billion vehicles - Circle the earth 125 times

15% ownership
~3% annual growth worldwide
American Society for Quality (ASQ):
ASQ is the world's leading professional association and
authority on quality

ASQ Automotive Division Mission:

To be the recognized global network of automotive quality
professionals that is helping individuals and organizations
to achieve personal and organizational excellence
Key Objectives of ASQ Automotive Division:

Increase Member Value – Webinars, symposium and

Automotive Excellence magazine

Develop Core Tools Competency –On-site training -

PPAP, APQP, FMEA, SPC and MSA

Global Outreach – Participate in conferences and

deliver training globally
Key Objectives of ASQ Automotive Division:

U.S. Outreach - Engage all automotive OEMs and Tier 1

& 2 suppliers

Student Outreach – Collaborate with universities

Collaborate With Other Professional Societies –

Engage with other societies and professional
organizations
 Core Quality Tools for Automotive Industry:

Advanced Product Quality Planning (APQP)

Failure Mode and Effects Analysis (FMEA)
Production Part Approval Process (PPAP)
Measurement Systems Analysis (MSA)
Statistical Process Control (SPC)

ASQ Automotive Division provides on-site training by

certified instructors.
 The ASQ Automotive Division is pleased to present a
regular series of free webinars featuring leading
international experts, practitioners, academics, and
consultants. The goal is to provide a forum for the
continuing education of automotive professionals.

ASQ Automotive members can

download the presentation slides on
our website www.asq-auto.org.
Recorded webinars are also
available for viewing after the events
for members.
Resources / Contacts:

Contact: Kush Shah, Chair - ASQ Automotive Division

E-mail : [email protected]

Website: www.asq-auto.org

Group: ASQ Automotive Division Group

twitter.com/ASQautomotive
Mark A. Morris Mark A. Morris has more than 30 years experience in tooling and
manufacturing as a skilled machinist, toolmaker, college instructor,
technical writer, and quality professional in roles from Quality Engineer
to Director of Continuous Improvement. His expertise lies in
dimensional issues, reliability, maintainability, and quality systems. Mr.
Morris’ credentials include undergraduate degrees focused on
manufacturing engineering, industrial education, and metalworking;
Master of Education degree from the College of Technology at Bowling
Green State University; CQE, CRE, and CQA certifications from the
American Society for Quality; and Senior Level Geometric Dimensioning
and Tolerancing Professional (GDTP) certification from the American
Society of Mechanical Engineers. Mr. Morris is also the Immediate Past
Chair for the Ann Arbor section of ASQ, and for the past five years, has
trained candidates to become ASQ Certified Quality Engineers. He
presently serves as Education Chair on the Leadership Team of the Ann
Arbor section of ASQ..
Production Part Approval Process
based on PPAP 4th Edition

Mark A. Morris
ASQ Automotive Division Webinar

November 16, 2011

[email protected]
www.MandMconsulting.com
My Strategy for Tonight

• A Brief History

• Course Development Process

• Sample Presentations of PPAP Content

• Instructor’s Manual

• Instructor Validation

• Simple Words
Course Development and Approval
PPAP 4th Edition – Table of Contents

1. General

2. PPAP Process Requirements

3. Customer Notification and Submission Requirements

4. Submission to Customer – Levels of Evidence

5. Part Submission Status

6. Record Retention
PPAP Course Design
• Introduction
– Agenda, Objectives, and Effective Implementation
• PPAP Process Requirements
– Review PPAP Manual
• Exercise 1
– Consider PPAP Situations and Strategies
• PPAP Content Requirements
– Review PPAP Manual
• Exercise 2
– Evaluate 18 PPAP Content Requirements
• Summary and Closure
Course Goals

1. To provide a fundamental understanding

of the PPAP evidence vital to producing
conforming product.

2. To ensure that all process, product, and

customer requirements are understood.

3. To ensure that the production processes

can meet all requirements.
PPAP Documentation Requirements

The focus of PPAP is Risk Reduction!

PPAP Process Requirements
PPAP Changes – 3rd to 4th Edition

• Align PPAP to ISO/TS 16949 process approach.

• Customer specific instructions moved to appropriate web

sites (OEM and IAOB, www.iatfglobaloversight.org).

• Truck OEM requirements moved to Appendix H.

• Parts Submission Warrant (PSW) revised.

• Material reporting and polymeric identification

requirements in the design record.

• Use of process capability indices (Cpk and Ppk).

Purpose of PPAP

• PPAP defines generic requirements for

production part approval.
• The purpose of PPAP is two-fold:
1. To determine if all customer engineering design
records and specification requirements are
properly understood.
2. To determine whether the manufacturing process
has the potential to produce product consistently
meeting these requirements at the quoted
production rate.
2.1 Significant Production Run

• For production parts, product for PPAP should be

taken from a significant production run.

• This significant production run shall consist of

from one hour to eight hours of production, and
with the specific production quantity to total a
minimum of 300 consecutive parts, unless
otherwise specified.
2.1 Significant Production Run

• This significant production run shall be:

– conducted at the production site,
– at specified production rates,
– using the production tooling,
– production gaging,
– production process,
– production materials,
– and production operators.

• Parts from each unique production process shall

be measured and tested.
4.1 Submission Levels
Level 1 Warrant and Appearance Approval Report (if designated appearance items
exist) submitted to the customer.

Level 2 Warrant with product samples and limited supporting data submitted to
the customer.

Level 3 Warrant with product samples and complete supporting data submitted to
the customer.

Level 4 Warrant and other requirements as defined by the customer.

Level 5 Warrant with product samples and complete supporting data reviewed at
the organization’s manufacturing facility.
Retention/Submission Requirements
Requirement Level 1 Level 2 Level 3 Level Level
4 5
2.2.1 Design Record R S S * R
2.2.2 Authorized Engineering Changes R S S * R
2.2.3 Customer Engineering Approval R R S * R
2.2.4 Design FMEA R R S * R
2.2.5 Process Flow Diagrams R R S * R
2.2.6 Process FMEA R R S * R
2.2.7 Control Plan R R S * R
2.2.8 MSA Studies R R S * R
2.2.9 Dimensional Requirements R S S * R
2.2.10 Material and Test Results R S S * R
2.2.11 Initial Process Studies R R S * R
2.2.12 Qualified Laboratory Documentation R S S * R
2.2.13 Appearance Approval Report S S S * R
2.2.14 Sample Production Parts R S S * R
2.2.15 Master Sample R R R * R
2.2.16 Checking Aids R R R * R
2.2.17 Customer Specified Requirements R R S * R
2.2.18 Part Submission Warrant S S S S R
5.1 Part Submission Status

• Upon approval of the submission, the

organization shall assure that future production
continues to meet all customer requirements.

• Customer PPAP Status:

1. Approved
2. Interim Approval
3. Rejected
List of Appendices
A. Completion of PSW
B. Completion of AAR
C. Dimensional Results
D. Material Test Results
E. Performance Test Results
F. Bulk Material – Specific Requirements
G. Tires – Specific Requirements
H. Truck OEM – Specific Requirements
 Exercise 1

PPAP Situations and Strategies

Exercise 1 – Question 1

400 consecutive parts are required in a significant

production run.

True

False
Exercise 1 – Question 4

You are to produce a high risk part or assembly, and

your customer authorized representative wanted to be
present for the significant production run. What level
PPAP would you expect to be specified?

Level 1

Level 2

Level 3

Level 4

Level 5
Exercise 1 – Question 5

If you were to produce a part, and your customer

wanted to specify exactly which elements of the PPAP
were to be submitted to, what level PPAP would you
expect to be specified?

Level 1

Level 2

Level 3

Level 4

Level 5
Exercise 1 – Question 6

Under what conditions would it be appropriate to

request an interim PPAP approval, rather than just
fixing existing deficiencies and applying for a full PPAP
approval?
PPAP Content Requirements
PPAP Documentation Requirements

The focus of PPAP is Risk Reduction!

2.2.11 Initial Process Studies

2.2.11.1 General
2.2.11.2 Quality Indices
2.2.11.3 Acceptance Criteria for Initial Study
2.2.11.4 Unstable Processes
2.2.11.5 One-Sided Specifications and
Non-Normal distributions
2.2.11.6 Actions to be Taken When Acceptance
Criteria are not Met
The Genius of Dr. Hans J. Bajaria

Dr. Hans Bajaria synthesized

the work of the masters into
a practical, effective
structure to identify and
resolve problems.
Three Questions to be Taken in Order
Dr. Hans Bajaria claimed that these three questions
could identify three unique sets of causes.

1. Is the process stable?

2. Is there too much variation?

3. Is the process off-target?

Variation in All Things

Individual Measurements More Measurements

More Measurements Natural Process Variation

Natural Variation Inherent in the Process

Material

Methods Equipment

People Environment
Causes and Effects

Equipment Environment Methods

Result

Material People
Changes in Behavior

Normal Distribution Change in Location

Change in Dispersion Change in Shape

The Genius of Dr. Walter A. Shewhart

Invented tools that

give us a rational
basis to know
whether data is
random or is affected
by assignable
causes.
Some Processes are Predictable

• Absence of Unexpected Changes

• Common Cause Variation

Time
• In Statistical Control

• Process is Stable
Control Charts Assess Stability

X Chart

Range Chart
Other Processes Lack Stability

• Presence of Unexpected Changes

• Special Causes are Present

• Significant Changes Occur Time

• Process Out of Control

• Unstable
Drifting Off Target

X Chart

Range Chart
Increasing Variation

X Chart

Range Chart
Three Questions to be Taken in Order
Dr. Hans Bajaria claimed that these three questions
could identify unique sets of causes.

1. Is the process stable?

Method to know: Control Chart

2. Is there too much variation?

3. Is the process off-target?

Process Potential

• Process Potential is simply the ratio between

the tolerance and the natural variation of the
process. Location of the distribution has no
impact on the figure of merit, Cp.

Tolerance
Cp =
6σ
Process Potential

LSL Nominal USL

Cp = _______ Cp = _______

Cp = _______ Cp = _______
Three Questions to be Taken in Order
Dr. Hans Bajaria claimed that these three questions
could identify unique sets of causes.

1. Is the process stable?

Method to know: Control Chart

2. Is there too much variation?

Method to know: Cp or Pp

3. Is the process off-target?

Process Capability

• Process Capability is based on the number of

standard deviations between the worst case tail
of the curve and its corresponding specification
limit.

X − LSL USL − X
Cpk = minimum of or
3σ 3σ
Process Capability

LSL Nominal USL

Cpk = _______ Cpk = _______

Cpk = _______ Cpk = _______

Cp and Cpk vs. Pp and Ppk

• Pp and Ppk are sometimes used to assess preliminary

process potential and capability.

• They are calculated using the same formulae as Cp and

Cpk.

• The difference is in how the standard deviation is

calculated.

∑ (X − X )
2
R
For Cp and Cpk, σ = For Pp and Ppk, σ =
d2 n −1
Three Questions to be Taken in Order
Dr. Hans Bajaria claimed that these three questions
could identify unique sets of causes.

1. Is the process stable?

Method to know: Control Chart

2. Is there too much variation?

Method to know: Cp or Pp

3. Is the process off-target?

Method to know: Cpk or Ppk
Instructor Validation
 Exercise 2

Evaluate 18 PPAP Content Requirements

Simple Words for PPAP Requirements

Match the simple words below with the 18 PPAP

elements, 2.2.1 through 2.2.18.
Summary and Closure
Questions and Answers
Please type your
questions in the panel
box
Thank You For Attending
Please visit our website
www.asq-auto.org for future webinar dates
and topics.