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Sr. No. Contents Page No.
1 7QC TOOLS 1 to 3
(i) Check sheet 4 to 14
(ii) Pareto Chart 15 to 28
(iii) Fishbone diagram 31 to 34
(iv) PFD 35 to 38
Graph 39 to 46
Stratification 47 to 49
(v) Scatter Diagram 50 to 54
(vi) Histogram 55 to 64
(vii) Control Chart & Run Chart 65 to 85
2 What is 5 CORE TOOLS ? 86 to 87
(i) SPC 88 to 111
(ii) MSA 112 to 128
(iii) FMEA (AIAG + VDA ) 129 to 150
(iv) PPAP 151 to 194
(v) APQP 195 to 208
3 Basic of Global 8D 209 to 211
Cross functional team 212 to 213
5W2H 214
Rejection training 215 to 217
Containment action 218 to 219
Brainstorming 220 to 221
Fish bone diagram 222 to 225
PFD 226 to 229
Gemba 230
Why Why analysis 231 to 232
Gobal 8D, 8 steps defined 233 to 237
8D formats for Practise 238 to 246
Note :- Certificate will given to you after completition of 45 days of
your purchasing date.
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Tools, 7 QC Tools and Global 8D,
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purchasing this course,
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channel which name is AQE TRAININGS.
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Global 8D, and Advanced Course

Kindly print this E-book, it will work for you as asset ,

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you can whatsapp on 8929155053, possible help will given to you.

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so keep work on learning.

Thank you
7QC Tools :- It is basically a problem solving tool. This are very
important tool to identify, analyze and solve the problem. It is used to find
solution in systematic manner.
Other names of 7QC tools is :-
(1) The Old Seven. (2) The First Seven. (3) The Basic Seven.

7QC tools are given by Kaoru Ishikawa, a professor of engineering at

Tokyo University and the father of "quality circles".

Now what is problem ?

Problem is gap between the ideal situation and current situation.
It is impossible that No problem is present in our work station, home or
anywhere. There may some little problem everywhere.

Tip :- To solve a problem we have to sure , what is the actual problem

before working too hard to solve the problem.

7 Basic tools names and inventor :-

No one tell you about this accurately, other then us

(1) Check sheet :- It is used to collet the data.

Dr , Kaoru Ishikawa is not inventor of checksheet but he made popular
to checksheet.
Defect location or concentration diagram is a type of check sheet.
Note :- Inspection report is not called check sheet.

(2) Pareto Chart :- It is used to priorities the data.

Weighted pareto is also a type of pareto chart.
It is invented by Vilfredo Pareto.
He is given 80 / 20 principal.

Page 1
(3) Stratification, Graphs , PFD :- To understand the problem deeply.
It includes flow chart, bar graph, pie graph, line graph, radar graph and
stratification.

(4) Fish bone diagram :- To find out the actual cause of problem.
Invented by Dr. Kaoru Ishikawa, also called Ishikawa diagram and cause
and effect diagram.

(5) Histogram :- To check centering, spread and shape of the process.

It is invented by Karl Pearson follower of Sir Francis Galton.

(6) Scatter diagram :- It is used to know co-relation between two

variables. It is invented by Sir Francis Galton, Scatter diagram also
known as x y chart.

(7) Control charts and Run charts :- Control chart is used to know
weather the process in control or not. Invented by Dr. Walter Andrew
Shewhart in 1924. He also invented PDCA cycle.

Page 2
 Application of QC tools in problem solving

charts & Run

Check sheet /
Relation :-

Pareto chart

Stratification
Tally sheet

Histogram
Fish bone
diagram

diagram

Control
Graphs

Scatter

Charts
Strong-

PFD
Normal-
Identification of
problem
Defining the
problem
Record of Facts
Detecting cause of
problem
Develop
improvement
method
Implementation

Evaluation of Result
Process control
(standardization )

Page 3
What is check sheet ?
The check sheet is a form (document) used to collect data in real time at
the location where the data is generated. The check sheet is sometimes
called a tally sheet.

Purpose:- Tool is used for counting, organizing and measuring the data.
Data collacted can be used as input data for other quality tools.

Benefits :-
(1) Collect data in systematic and organised manner.
(2) To determine source of problem
(3) For stratification of data.

(1) Check sheet :- It is used to collet the data.

Dr. Kaoru Ishikawa is not inventor of checksheet but he made popular to
checksheet.

Kaoru Ishikawa identified five uses for check sheet in quality control
(1) To check the shape of the probability distribution of a process in
histogram
(2) To quantify defects by type
(3) To quantify defects by location- Cocentration chart or cencetration
digram
(4) To quantify defects by cause (6m - men, method, material motion etc.
(5) To keep track of the completion of step in a multistep procedure.

Page 4
Example :- process audit check sheet. Preventive maintenance checkheet,
product audit, check sheet, employee joining check sheet.

Types of Data
(1) Quantitive data (2) Qualitative data

(1) Quantitive data :-

It is in numeric terms. It have also three types.

(a) Attribute Data :- Anything that can be said in terms of yes/no.

That is Pass / Fail, Go / No Go, Good / Bad etc.

(b) Veriable Data :- Anything that can br measured in numeric form.

That is Length, Height, Weight, Temprature, Time etc.

(c.) Discrete Data :- It is used to counting of whole numbers.

That is Number of dents in a lot, Numbers of pitted in lot etc.
Basicelly discrete data is used in check sheet.

(2) Qualitative data :-

It is always in non-numeric terms
That is
Colors (Red, Yellow, Blue etc. )
Locations (Floor, Stairs, Roof, etc.)

What is difference in defects and defective ?

Lets assume in a sample of 100psc in a lot.
50 psc is defective.
70 defects present.

Reason why ? 50 psc defective and 70 defects present.

Answer is
In single (1) psc 2 or 3 or more than defects can present so our single (1)
psc is defective which can we scrap but on other hand on this single (1)
psc different type of 3 defects present lets 3 defects is crack, dent, burr.

Page 5
Check sheet also called tally sheet but there are difference in both

Tally sheet have we used Veriable data (Quantative Data).

In tally sheet we record numbers of defects etc. in quantity.
Example :- (1) Numbers of defect sheet (2) Defect location
checksheet or concentration diagram etc.

Check sheet we used Attribute data (Quantative Data )

Check sheet is used for confermation of pre-defined task.
Example :- Safety checksheet, Machine checksheet, cleanness checksheet.

We only write in this format yes/no, ok/not ok, pass/ fail or /

And everywhere we used 5S checksheet, Audit checksheet, VDA

checksheet, Basically why we called them checksheet, Because auditor
gives us this sheet for preparation, and we can pre-audit accordingly
sheet and tik mark on sheet for what we have done or not done.
And auditor also gives us marking according to checksheet.

What is Defect location checksheet or concentration diagram ?

The defect concentration diagram is a graphical tool that is usefull in
analyzing the cause of the product or part defects. It is a drawing of
a product with all relavant views displayed. On to which the location
and frequency of various defects are shown.
Example :-

Page 6
Steps to make defect check sheet
(1) Define the rejction
(2) Make a drwing / picture of defected part.
(3) At the time of checking , if rejection found then mark it on
same location of drawing. Generally cross mark done, or your defined
symbol
(4) Data is ready for analysis now write the defect with defect quantity
in each location

There are 4 types of checksheet.

(1) Checksheet for production process distribution.

(2) Defective item checksheet or telly sheet.
(3) Defective location check sheet or concentration diagram.
(4) Defect cause check sheet.

Points to remember while making checksheet

(1) Easy to use and understand.
(2) Describe who will collect the data? When will collect the data?
Where will collect the data ? How will data be collacted ?
(3) Checksheet should displayed in visibal area.

Note :- Inspection report is not called check sheet.

Page 7
 AQE Training & HR Consultancy
Checks
Spec.=
Deviation Frequency
5.50±0.10
5 10 15 20

-10
-9
-8
-7
-6 1
-5 2
-4 3
-3 6
-2 7
-1 9
5.50±0.10 0 12
1 10
2 7
3 5
4 3
5 2
6 1
7
8
9
10
Production process distribution chart Total 68

Page 8
 Numbers of defects occurred in month with rejection percentage in Tally sheet

Part Name :- ABC Date :- 20.08.2019

Part No :- 123 Total no. Inspected :- 1000
Inspector Name :- Pankaj Kesar Remarks :- All items inspected
Inspection stage :- Incoming Tally Sheet
Year - 2019-2020
Mon Tue Wed Thru Fri Sat Sun Total Rejection
Month - September
Crack 2 3 4 7 8 2 26
Dent 5 5 6 3 2 4 25
Pitted 6 8 7 2 3 4 30
Od u/s 7 3 6 7 4 5 32
Od o/s 1 3 4 9 0 9 26
Without operation 2 6 8 3 3 0 22
Step in ID 4 5 3 2 5 3 22
Forging defect 5 3 5 6 7 3 29
Chamfer o/s 7 4 0 5 6 8 30
Material problem 6 1 3 6 7 8 31
Total rejection 45 41 46 50 45 46 0 273

Page 9
 Defect Location Check Sheet or Concentration diagram

Part Name :- ABC Date :- 21.08.2019

Part No :- 123 Total no. Inspected :- 100
Inspector Name :- Pankaj Kesar Remarks :- All items inspected
Inspection stage :- Incoming Concentration diagram

A B C D
1 1
2 2 3
3
4 6

Result :- From the location matrix it is clear

that most of burr are occupied in the
segment B2, C1, C2, C4

Page 10
 Defect Cause Check Sheet

Defect cause check sheet Date :- 22.08.2019

Inspection stage :- Incoming Total no. Inspected :- 100
Remarks :- All items inspected
Part Operator Mon Tue Wed Thu Fri Sat
Name name AM PM AM PM AM PM AM PM AM PM AM PM

Ram

Flange

Shyam

Sonu
Braze
Nipple
Monu

Dent Burr Crack Others

Page 11
 HES (HEALTH, ENVIRONMENT & SAFETY) AUDIT CHECK-SHEET
UNIT NAME: AQE Training & HR Consultancy AUDIT DATE: AUDITED BY:

Grand
S.No. Description Yes No N/A Remarks/ Possible Actions for Improvements
S.NO.

1 A Does Organization have Health and Safety policy

B Safety and health Organization

Formation of HES Team (Safety Committee), implementation of Safety norms
2 B1
and use of PPEs in model area
3 B2 Implementation of Safety norms

4 B4 Safety equipment on display on the GA drawing

C Fire Protection

5 C1 Are the extinguishers maintained and as per standards

6 C2 Does each area's plant personnel are conversant with fire extinguishers

7 C3 Is there any system of mock drills/ Fire Fighting Trainings

8 C4 Does the plant is covered by fire hydrant

D Pressure vessels/Lifting equipment

9 D1 Whether all the lifting equipment are marked with SWL (Safe Working Load)

10 D2 Are the pressure vessel/plant/lifting equipment tested at regular intervals

E Gas Cylinder Storage Area

Are the proper area defined for the cylinder storages, What are the various gas
11 E1
cylinders used in plant
12 E2 Are the cylinders secured with chains/ rope so that they can not fall

F Safety Inspections

13 F1 Does Earthing check of all machines done on regular intervals

14 F2 Near miss accidents identied & rectified

15 F3 Does the organization have Safety Tree/Safety Cross for Monitoring of Accidents

16 F4 NO foreign material in Electrical panels

17 F5 NO loose wire

18 F6 Cable trays provided

19 F7 Floor clear off oil / grease

G Safety education and training

Page 12
 HES (HEALTH, ENVIRONMENT & SAFETY) AUDIT CHECK-SHEET
UNIT NAME: AQE Training & HR Consultancy AUDIT DATE: AUDITED BY:

Grand
S.No. Description Yes No N/A Remarks/ Possible Actions for Improvements
S.NO.

20 G1 Use of PPEs (Personal Protective Equipment's)

21 G2 Safety Trainings

H First aid and Medical Centre

22 H1 Are adequate number of first aid boxes provided

23 H2 Are qualified/trained first aid available in shifts

I Hazard identification and control

24 I1 MSDS of all chemicals available & displayed

J General Working Condition

25 J1 Are the passages, floors and stairways in good condition

26 J2 Measures taken to reduce noise level

27 J3 Exhaust/ventilation system in each section of the plant

28 J4 Illumination level (LUX VALUE) monitored or not

TOTAL SCORE

Page 13
 DOC NO. F/AQE/19
AQE WASHROOM CLEANING DAILY CHECK SHEET MONTH :- August REV NO. "00
REV DATE 11-Nov-2019
TIME CLEANING AREA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
FLOOR CLEANING

MIRROR CLEANING

SOAP AVAILABLE

9:30 AM TOWEL AVAILABLE

WATER POINT NOT LEAK

WATER AVAILABLE

WASH FACE CLEANING

FLOOR CLEANING

MIRROR CLEANING

SOAP AVAILABLE
2:30 AM TOWEL AVAILABLE
WATER POINT NOT LEAK
WATER AVAILABLE
WASH FACE CLEANING
FLOOR CLEANING
MIRROR CLEANING
SOAP AVAILABLE
6:30 AM TOWEL AVAILABLE
WATER POINT NOT LEAK
WATER AVAILABLE
WASH FACE CLEANING
HOUSE KEEPING SIGN
HR INCHARGE SIGN

Page 14
What is a Pareto Chart ?
It is the tool which is used to priorities the data. Pareto chart is invented by
Vilfredo Pareto. He is given 80 / 20 principal. It is a combination of
bar graph and line graph
After that, an American Quality Control Authority, Mr.Juran used
it in the field of Quality Control.

History of Pareto chart and Pareto principal.

Vilfredo Pareto was an Italian engineer,
sociologist, economist, political, scientist
and philosopher.

He shows an observation that 80% of the

land in Italy was owned by 20% of the
population.

The Pareto principal was named after him.

Pareto principal in 7QC tools.

(1) Pareto principal is also known as the 80/20 rule, the law of the vital few.
(2) 80% of the problem comes from 20% of the causes.
(3) 80% of the output comes from 20% of the input.
(4) It distinguishes between vital few from Trivial many.
(5) 80% of the result comes from 20% of the effort.

Benefits of pareto chart in 7QC tools.

We can easily distinguish between Vital few and Trivial many.
Helps the team to focus on those causes that will have the greatest impact
when solved.

Page 15
Note :- For Pareto chart data will comes from Tally sheet.

Uses of Pareto Chart.

(1) Prioritizing problem
(2) Analyzing symptoms
(3) Proving effectiveness of remedy.
(4) A technique to segregate vital few from Trivial many.
(5) Focuses on key problem.

Types of Pareto Charts

There are three types of Pareto Chart.
(1) Basic pareto Chart.
(2) Weighted Pareto chart :- In this type of chart Severity or cost
multiply by occurrence.
(3) Comparative Pareto Chart :- It have also many types.
(a) One-Way Comparative Pareto Chart
(b) Two-Way Comparative Pareto Chart

Most commonly Basic Pareto Chart is used in industry.

Types of Basic Pareto chart commonly used in industry is

1. Pareto Diagrams by Phenomenon

Quality: defects, faults, failure, complaints, RW etc.
Cost: amount of loss, expenses
Delivery: delay in delivery, stock shortages etc.
Safety: accidents, mistakes, breakdowns etc.

2. Pareto Diagrams by Causes

Operator: shift, group, age, experience, skill etc.
Machine: machines, equipment's, tools, instruments etc.
Material: manufacturer, plant, lot, kind etc.
Process: conditions, orders, arrangements, methods etc.

Page 16
What is major drawback of Basic Pareto Chart ?
Basic Pareto chart only Priorities the data but never tells about severity.

Example :- A car have break fail issue and 50 dents on its body.

Pareto chart Priorities the dents. Basically pareto chart is ok. But we have
to use our common sense,
and find the answer, Is dents is more Sevier or break fail is more Sevier.
of course break fail is more Sevier then dents.
But basic pareto chart are not useful in that condition.
In this condition we have to use Weighted Pareto Chart as well as our
Common sense.

What is the difference between bar graph and pareto chart ?

Bar graph have X and Y axis on other hand pareto chart have other than
X and Y axis, Y have 2 axis, Y1 and Y2 and cumulative percentage is also
mentioned in pareto chart.

Out of Syllabus Question

From Where Automobile Industry is started ?
France

Page 17
How to make Pareto chart

Step 1

We need data which we have to priorities, It will comes from tally sheet.
Data is from your company , office, school etc.
For example :- This is our data
Sl no Defect No of defect
1 Dent 26
2 crack 99
3 fitment out 47
4 Pipe collapse 72
5 Under brazing 58
6 over brazing 99
7 Batch code missing 39
8 Plating peel off 108

Step 2

We have to make this data in descending order.

Sl no Defect No of defect First select Defect and no. of defect

1 Dent 26
both column. Then select sort & filter.

2 crack 99

3 fitment out 47

4 Pipe collapse 72
5 Under brazing 58
6 over brazing 99
7 Batch code missing 39
8 Plating peel off 108

Page 18
After select sort & filter go to custom sort.
This type of bar comes.

Then go to - Sort by No of defects.

Then go to - order - Largest to smallest. And then ok

Page 19
After that data data will be in descending form see below

Sl no Defect No of defect
1 Plating peel off 108
2 crack 99
3 over brazing 99
4 Pipe collapse 72
5 Under brazing 58
6 fitment out 47
7 Batch code missing 39
8 Dent 26

Step 3
Find cumulative frequency Write Cumulative frequency here

Cumulative
Sl no Defect No of defect
frequency
1 Plating peel off 108 108
2 crack 99 207
3 over brazing 99 306
4 Pipe collapse 72 378
5 Under brazing 58 436
6 fitment out 47 483
7 Batch code missing 39 522
8 Dent 26 548
Total 548
Write No of defects 1st column qty. in cumulative frequency 1st column

After that go to cumulative frequency 2nd column and write = then go to

cumulative frequency 1st column then write + then go to no of defects
2nd column and then press enter.

After that go to cumulative frequency 2nd column and put the cursor on
corner of column then + sign show then drag the column below.

Page 20
Note :-Total of Number of defects and cumulative frequency last column
quantity should be equal.

Step 4 Write Cumulative

Find the cumulative percentage percentage here

Cumulative Cumulative
Sl no Defect No of defect
frequency percentage
1 Plating peel off 108 108 19.71
2 crack 99 207 37.77
3 over brazing 99 306 55.84
4 Pipe collapse 72 378 68.98
5 Under brazing 58 436 79.56
6 fitment out 47 483 88.14
7 Batch code missing 39 522 95.26
8 Dent 26 548 100.00
Total 548

Write the formula in cumulative percentage 1st column that is

(=) cumulative frequency 1st column / cumulative frequency last column
and press f4 and *100 then press enter

After that drag the formula to last column , if last column comes 100 then
formula is correct otherwise there have some issue in formula.

Step 4
Now data is ready to draw the graph

First Go to insert column.

Page 21
Then go to column and enter on column graph.

Then select column graph 1 chart in 2-D column then enter.

After that this type of graph open, till now we have not selected any data.

Page 22
After that right click in graph

Click on select data option.

Page 23
After that this option open.

Now you need the data to put in graph

Cumulative
Sl no Defect No of defect Cumulative percentage
frequency
1 Plating peel off 108 108 19.71
2 crack 99 207 37.77
3 over brazing 99 306 55.84
4 Pipe collapse 72 378 68.98
5 Under brazing 58 436 79.56
6 fitment out 47 483 88.14
7 Batch code missing 39 522 95.26
8 Dent 26 548 100.00
Total 548

Now you have to select the data that is defect and no of defect column and
then press come (,) and select cumulative percentage and then press enter.

Page 24
After that this type of chart is open.

120
100
80
60
40
20
0
Plating crack over Pipe Under fitment Batch Dent
peel off brazing collapse brazing out code
missing

Now you have seen No. of defects and cumulative percentage both in bar
shape.

Now select cumulative frequency bar and then right click , then change
series chart type option seen then select this option.

Now go to line option and select below listed graph and press enter.

Page 25
After that below listed graph is open
120 120.00

100 100.00

80 80.00

60 60.00

40 40.00

20 20.00

0 0.00
Plating peel crack Pipe Under fitment outBatch code Dent
over brazing
off collapse brazing missing

After that select the line and right click, and select format data series.

Then type of window open select

secondary and enter on close.

Page 26
After that select on line and double click on line after that layout option
show, select layout, and then select data labels.

After select above option and then enter.

Above same process repeat for add data labels on bar.

120 120.00
100.00
95.26
100 88.14 100.00
79.56
80 68.98 80.00

55.84
60 60.00
108
99
37.77 99
40 40.00
72
19.71 58
47
20 39 20.00
26

0 0.00
Plating peel crack Pipe Under fitment outBatch code Dent
over brazing
off collapse brazing missing

After that this type of graph is shown

Page 27
After that select on percentage and double click on it

After that this type of option open, select on maximum, fixed option and
select 100 on it.

Now our pareto chart is ready.

95.26 100.00
120 88.14 100.00
79.56 90.00
100 68.98 80.00
80 55.84 70.00
60.00
60 37.77 50.00
108 99 99 40.00
40 19.71 72 30.00
58 20.00
20 47 39
26 10.00
0 0.00
Plating crack over Pipe Under fitment Batch Dent
peel off brazing collapse brazing out code
missing

Page 28
BRAIN STORMING

What is brain storming ?

Brainstorming is a group creativity technique by which efforts are made to
find a conclusion for a specific problem.

Brainstorming was developed by Alex Osborn in 1950.

Types of Brain storming

There are many types of brain storming technique but traditionally we

used only three types of brain storming.
(1) Structured brainstorming
(2) Unstructured brainstorming
(3) Silent Brainstorming

(1) Structured method :-

In this method, a group of 5-6 people or CFT team participate in this
session
Each member sit around a table.
Everybody gets an opportunity to give suggestion one by one in rotation.
Member can pass if idea not striking in mind.

Drawback of structured method :-

Member have more ideas, not get enough time to share their ideas.

Page 29
(2) Unstructured method :-
In this method, a group of 5-6 people or CFT team participate in this
session
Each member sit around a table.
In this method everybody is free to give his suggestion.
Members having more ideas can share their ideas freely

Drawback of unstructured method :-

People with shy nature may not share their ideas

In an ideal brainstorming combine the structural and unstructured method.

First use structured method and after use unstructured method to get
out of box ideas.

(3) Silent brainstorming :-

In this method, a group of 10-20 people or more than 50 people
participate in this session.
Each member sit around a table.
Discussion are not made verbally, all ideas are written on paper
individually
After that all papers or slip collect from all members and categories all
ideas.
Group or combine ideas which are similar in nature.
Generally 3 types category made
(1) Possible Couse
(2) May or may not possible
(3) Not possible cause

After categories all ideas actions are taken on possible and may possible
cause, not possible cause have no action taken.

Drawback of silent method :-

it kills the opportunity of idea over idea generation.

General rules of brain storming

Quantity of ideas are important more than quality of ideas
Each and every member has to participate
It takes 40 to 45 minute for a session.
Page 30
Fish bone diagram / Cause & Effect diagram / Ishikawa diagram
It is also a part of 7 QC tools.
Fish bone diagram invented by Dr. Kaoru Ishikawa In 1943.
He used it in Kawasaki Iron Works in 1943

He is president of Musashi Institute of technology

Member of union of Japanese Scientists and Engineers ( JUSE )

Important points
(1) Fish bone diagram is used in all type of problem solving methodology.
(2) Fish bone diagram is called it because its shape looks like a fish bone.
(3) It is very important tool to identified potential / possible root cause.
(4) 6M used in fish bone diagram is :- (i) Men (ii) Method (iii) Material
(iv) mother nature (environment) (v) Machine (vi) Measurement
(5) We only find potential / possible causes only, root cause is not find
in this process.
(6) After find possible cause we have to use another tool to find root
cause. Example :- Validation method , Why-Why analysis etc.
(7) For find out potential / possible cause in fish bone diagram, we need
to do first brainstorming.
After brainstorming potential causes are filled in to fish bone diagram,

Page 31
Category wise, that is men related cause in men column etc.
(8) There are primary, secondary or tracery cause or 4th level or may be
5th level of cause identified depend upon team maturity.
(9) It is minimum required 20 to 25 possible cause identified for a good
identification of cause, many industry identify only 5 to 6 cause , it is not a
good practice.

Methodology of fish bone diagram

Step 1 :- Make fish bone diagram and write all possible causes in 6M
after brainstorming session.
Step 2 :- Find out suspected cause from the possible cause.
Step 3 :- Validate all the suspect cause and write the result. All the
validated results are valid cause of problem.
Step 4 :- Do the Why - Why analysis of the valid cause and find out the
root causes of the problem.

Page 32
INTERNAL / CUSTOMER NAME :- ANNAXURE :- 1
FISH BONE DIAGRAM, CAUSE & EFFECT FOR
PROJECT NAME :-
TEAM MEMBER :-

MEN MATERIAL MACHINE

ATTITUDE SUPPLIER TOOLING

SKILL HARD FIXTURE

TRAINING RUSTY VERIATION

Quality Problem
PROCEDURE GAUGING TEMPRATURE

POLICIES INSTRUMENT HUMIDITY

ACCOUNTING COUNTING NOISE LEVEL

METHOD MEASURNMENT ENVIRONMENT

PREPARED BY :- VERIFIED BY :-

Page 33
Supplier Name:

ROOT CAUSE VERIFICAITON ON SUSPECTED SOURCE OF VARIATION ANNEXURE-02

PROJECT NAME : PROBLEM :

TEAM MEMBERS : DATE

CATEGORY PROBABLE CAUSES REQUIREMENT / SPECIFICATION VERIFICATION METHOD ACTUAL OBSERVED RESULT

To check and identify rejected

Unskilled Quality inspector Poison test one inspector not identify rejected part VALID
parts
followed RH side without
Without operation and operation
MAN New Operator operation part and LH side They followed defined process INVALID
done part put in different bin
operation done part.

Not applicable

MACHINE

Verify on Final inspection area After inspection material is not moved in

that after inspection material is packing area with in a day.
100% Material check and send it to moved in packing area with in a (final insp. Is locate in ground floor and
Inspection method not followed packing area is on 1st floor)
VALID
packing area day or not

METHOD
Wi displayed on final inspection
WI not displayed Verified on table Available on table INVALID
table
Check with Daily inspection
Inspection Frequency Not Adequate 100 % material check record of inspector, how much 100 % material check INVALID
quantity they checked
Not applicable

MATERIAL

Prepared by : Verified by:

Page 34
PFD / PFC stands for process flow diagram or process flow chart.
PFD / PFC is a important tool of PPAP
Flow chart is a important tool of 7QC tools.
A flowchart is a type of diagram that represents a workflow or process.
Commonly alternative names used for flow chart is: flow chart, process
flowchart, functional flowchart, process map, process chart, functional
process chart, business process model, process model, process flow
diagram, work flow diagram, business flow diagram.

History of Flow Charts

The first "process flow chart", was introduced by Frank and Lillian Gilbreth.
In 1947, ASME adopted a symbol set derived from Gilbreth's original work
as the "ASME Standard: (American Society of Mechanical Engineers )
In Japan, Kaoru Ishikawa (1915-1989), a key figure in quality initiatives in
manufacturing, named flowcharts as one of the key tools of 7QC tools.

Purpose of Flow charts

Visual illustration of the sequence of operations required to complete a task

(a) Schematic drawing of the process to measure or improve.

(b) Potential weakness in the process are made visual.
(c.) Standardize a Process.
(d) It is to communicate to others that how a process is done

Benefits of Flow charts

(a) Its easy to identify process improvements.
(b) its easy to understand the process.
(c.) Shows duplicate efforts and other non-value added steps.
(d) Clarify working relationship between people and organizations.
(e.) Serves as a training aid to explain the complete process.

Page 35
ANSI and ISO give some symbols of PFD or Flow charts which description
given below.
Name Symbol Description

Process Process action step

Flow line Direction of process flow

Start or end point of process

Start / terminator
flow

Represent a decision making

Decision
point

Connector Inspection point

Inventory Raw material storage

Inventory Finished good storage

Initial setup and other

Preparation preparation step before start
of process flow.
Shows a flow which is an
Alternate process
alternative of normal flow

Alternate flow direction of

Flow line (dashed)
information flow

Page 36
 Process Flow Diagram
Part Name ABC Date of Origin 09.01.2019 P.F.D. No.: PFD/AQE/01
Customer Part No. 123 Process Responsibility PFD. Rev. No. & Date
Model No. PK Production & Quality Assurance 00 & 09.01.2019
Operation Characteristics
Process
PROCESS Source of Variation Control Method
Description Flow Diagram Products Process
No.
Material Grade Raw
Receipt of Raw Spectro Analysis
OP-10 Diameter Storage + Inspection Material
Material Receiving Inspection
Hardness Supplier
Set- Up Approval
Dimensional Tool wear Out/
OP-20 Cold Forging Cold Forging Inprocess Inspection
Variation Over run
Tool life Monitoring
Temp.- 650° ± 10°
Hardness S. Time- 180 Min. Set- Up Approval
OP-30 Stress Relieving Out Source
Variation Cooling time -6 Hrs. Inprocess Inspection
Cooling Temp. - 200°

Grade- S280
OP-40 Shot Blasting Scaling not remove Size:- 0.40 Out Source Clock-
Time:- 15 Min. Cleaning Freq.-
Receiving Dimensional
OP-50 50-55 HRB & Scaling Receipt Stage Receiving Inspection
Inspection Variation
RPM: 2800 Set- Up Approval
Dimensional
OP-60 Machining 1st Feed: 0.12 In House Inprocess Inspection
Variation
Tool Life: 300 pcs. Tool life Monitoring
RPM: 2800 Set- Up Approval
Dimensional
OP-70 Machining 2nd Feed: 0.12 In House Inprocess Inspection
Variation
Tool Life: 300 pcs. Tool life Monitoring

Final Dimensional Visual Inspection

OP-80 Instrument / Visual In House
Inspection Variation Final Inspection

Packing & Qty. Variation/

OP-90 As per packing standard In House Weight Balance
Dispatch Short qty.

Process Raw material

Legends:- Inspection Material Flow
storage

Prepared By: Sign.( Engg.) Sign.( Production) Sign.( Q.A.)

Page 37
Page 38
Why Graph is used ?
When data is shown in pictorial form then graph is used. Graph is used to
reporting the management and for better understanding in short time of period.
Purpose :- A picture tell more then thousand words.

Different types of Graphs in 7QC tools

The most commonly graph used is listed below :-
(1) Bar Graph
(2) Pie Graph
(3) Radar Graph
(4) Line Graph

(1) Bar Graph :- A bar chart or bar graph is a chart or graph that presents
different category data with rectangular bars.
A bar graph may run horizontally or vertically. The important thing to know is
that the longer the bar, the greater its value.
A bar graph will have two axes. One axis will describe the types of categories
being compared, and the other will have numerical values that represent the
values of the data.

When to Use a Bar Graph

Bar graphs are an effective way to compare items between different groups.

Types of a Bar Graph

When presenting data visually, there are several different styles of bar graphs
to consider.
(1) Vertical Bar Graph :- This is most common type of bar graph.
Disadvantage of vertical bar graph :- There is no much space at the bottom
of chart if long labels (name of bar) are required.

Page 39
(2) Horizontal Bar Graph :- It is used when long labels (name of bar )
required. Converting the vertical data to a horizontal bar chart solves this
problem

(3) Stacked Bar Graph :- A stacked bar chart also shows sub-groups, but the
sub-groups are stacked on the same bar. It shows lot of data in graph,
generally it is not used in automobile industry.

(2) Pie Graph :-A pie chart (or a circle chart) is a circular statistical graphic,
which is divided into slices to illustrate numerical proportion.
They're widely used in business presentations
Nowadays Pie chart is not used in 7QC tools.

(3) Radar Graph :- It is used to show the gaps in performance (expected

vs. actual) when too many variables are involved.
Uses :- (a) Radar Chart is used to control of quality improvements, and
display the performance metrics of ongoing program.
Example :- Radar chart used to show system audit result, 5S audit result etc.

(b) It is also used in sports to show the strength and weakness of player, and
generally called spider chart.

Page 40
Other name of Radar Chart is Web chart, Spider chart, Star Chart, Star Plot,
Cobweb chart, Irregular Polygon, Polar chart, Kiviat diagram.

(4) Line Graph :- A Graph to show the changes in quantum w.r.t. to change
in condition.
A line graph, also known as a line chart, is a type of chart used to visualize the
value of something over time.

Page 41
Different types of Graphs in 7QC tools
The most commonly graph used is listed below :-
(1) Bar Graph
(2) Pie Graph
(3) Radar Graph
(4) Line Graph

How to draw bar graph

(1) Bar Graph

Step 1
We need Data

Average monthly rainfall

Month Rainfall in mm Select the data, Go to insert
January 45 option, select column graph
February 65 in charts, select all charts
March 40 type and now select 1st
April 60 column graph then press ok.
May 75 Bar graph is ready.
June 30

80

70

60

50

40
75
65
30 60
45
20 40
30
10

0
January February March April May June

Page 42
How to draw Pie graph
(2) Pie Graph

Step 1
We need Data

Average Time spend of a student

Activity Time in hour
School 9
Home work 6
Sleep 6
Play 3
Total 24

Step 2
We need to calculate percentage of data

Average Time spend of a student For percentage we

Activity Time in hour Percentage have to put formula
School 9 37.5% that is :- 1st column
Home work 6 25.0% of time in hour / total
Sleep 6 25.0% time, f4*100 and drag
Play 3 12.5% the formula down.
Total 24

Go to insert option, select Pie graph in charts, and now select 1st Pie
graph then press ok. Now right click on blank graph, select data now go
to chart data range and select activity data , percentage and enter.
( for better understanding go to AQE TRAININGS YouTube channel )
School Home work Sleep Play

13%

38%
25%

25%

Page 43
How to draw Radar graph
(3) Radar Graph

Step 1
We need Data

School result of student

Subject Marks
English 90
Hindi 80
Math 50
Science 70
SST 60
Computer 80
Practical 100
Drawing 90

Select Data - Go to insert option, after go in other charts, after select

Radar chart, and then press ok.

Radar graph is ready

English
100
Drawing 80 Hindi
60
40
20
Practical 0 Math

Computer Science

SST

Page 44
How to draw Line graph
(4) Line Graph

Step 1
We need Data

Days Rainfall in mm
14-Aug 5
15-Aug 2
16-Aug 12
17-Aug 7
18-Aug 8
19-Aug 4
20-Aug 3
21-Aug 2
22-Aug 6

Step 2
Go to insert option and click on insert line graph and select 1st line
graph.

Now blank chart is open.

Page 45
Now click left button on blank chart and click on select data option then
below showed option open

Now go to add option, In series name write chart name and in series
value put Rainfall in mm data.
Days Rainfall in mm
14-Aug 5 After select (days ) data and
15-Aug 2 insert in horizontal and then
16-Aug 12 press ok
17-Aug 7
18-Aug 8
19-Aug 4 If don’t understand then go to
20-Aug 3 AQE TRAININGS graph
21-Aug 2 video
22-Aug 6

Now line Graph is ready

14
12
12
10
Rainfall in mm

8
8 7
6
6 5
4
4 3
2 2
2
0
14-Aug 15-Aug 16-Aug 17-Aug 18-Aug 19-Aug 20-Aug 21-Aug 22-Aug

Days

Page 46
What is stratification ?
Quality Glossary Definition: Stratification
Stratification is defined as the act of sorting data, people, and objects into
different groups or layers. It is a technique used in combination with other
data analysis tools. When data from variety of source gets lumped
its loses its meaning and purpose.
together,
Stratification separates the data so that pattern can be seen clearly.
This data and analysis technique separates the data so that patterns can be
collection
seen and is considered one of the seven basic quality tools.

Stratification can be done in following condition in manufacturing

industry :-
Equipment's, Shifts, Departments, Material, Suppliers, Days of week,
Time of the day, Products etc.

Remember :-
(1) When plotting or graphing the collected data on a scatter
diagram,
chart, histogram,
control or other analysis tool, use different marks or colors to
distinguish data from various sources.
Data that are distinguished in this way are said to be "stratified."

(2) Always consider before collecting data whether stratification might be

needed during analysis or not.

Example :- If I have to open a Lamborghini car showroom, and I opened

showroom in Colony area where middle class person lived.
my
Is my showroom will run ? Off course big No

On the other hand I opened my middle range car showroom near airport or
the area where actors, billaniors lived,
Is my showroom will run ? Off course big No

Before open showroom, we have to stratify the location. And open right
showroom in right location. This is called stratification means sorting.

Page 47
General
Stratification
Pyramid on the basis
of Income

Stratification of data on time base

Unstratified data
Date 21.08.19 22.08.19 23.08.19 24.08.19
Rejection 40 55 35 46

Stratified Data
Time 21.08.19 22.08.19 23.08.19 24.08.19
9.00-10.00 15 20 10 16
10.00-11.00 3 5 2 5
11.00-12.00 2 2 2 1
12.00-1.00 3 2 1 1
1.00-1.30 Lunch
1.30-2.30 10 15 15 15
2.30-3.30 3 1 3 4
3.30-4.30 2 4 1 3
4.30-5.30 2 1 1 1
Total 40 55 35 46

How stratification can be done ?

For stratification a person have to deployed for reading data. And data
should be correct.
Before data taken it is to be clear on which basis you have taken data for
Example:- Time base, shift base, material base, operator base etc.
After data collection you have to stratified it manually.

Page 48
A Real Example and Story of Stratification tool used.

A complaint was received in GENERAL MOTOR by a customer, that

Pontiac car is allergic to vanilla ice cream.
A tradition in customer family of ice cream for dessert after dinner each
night. But the kind of ice cream varies every night,
It’s also a fact that I recently purchased one of your new Pontiac car and
since then my trips to the store have created a problem. You see, every
time I buy vanilla ice cream, when I start back from the store my car won’t
start. If I get any other kind of ice cream, the car starts just fine.
The president of GENERAL MOTOR sent an engineer to his house. He
had arranged to meet the engineer just after dinner time, so the two
hopped into the car and drove to the ice cream store. It was vanilla ice
cream that night and, sure enough, after they came back to the car, it
wouldn’t start.
Now the engineer, being a logical man, refused to believe that this man’s
car was allergic to vanilla ice cream. He arranged, therefore, to continue
his visits for as long as it took to solve the problem. And toward this end
he began to take notes: he jotted down all sorts of data, time of day, type
of gas used, time to drive back and forth, etc.
In a short time, he had a clue: the man took less time to buy vanilla than
any other flavor. Why? The answer was in the layout of the store.
Vanilla, being the most popular flavor, was in a separate case at the front
of the store for quick pickup. All the other flavors were kept in the back of
the store at a different counter where it took considerably longer to find
the flavor and get checked out.
Now the question for the engineer was why the car wouldn’t start when it
took less time. Once time became the problem – not the vanilla ice cream
– the engineer quickly came up with the answer: vapor lock. It was
happening every night, but the extra time taken to get the other flavors
allowed the engine to cool down sufficiently to start. When the man got
vanilla, the engine was still too hot for the vapor lock to dissipate.

The “moral” of this story is that after using Stratification tool, daily
monitoring, actual reading the engineer found actual problem.

Page 49
Scatter diagram :- Scatter diagram is a graphical representation of
relationship between two variables. It can be between a Cause
and Effect and between causes. Scatter diagram also known as x y chart.
It is invented by Sir Francis Galton, and first used in 1888 by Francis.
In 1950s Dr.K.Ishikawa popularized the use of scatter diagram.

What is scatter plot or scatter diagram or XY chart ?

(a) A scatter diagram is tool for analyzing relationships between two
variables, that is temperature, hardness, stress, strain etc.
(b) One variable is plotted on the horizontal axis and other is plotted on
the vertical axis.
(.c) The pattern of their intersecting points can graphically show
relationship of patterns.
(d) Most often a scatter diagram is used to prove or disprove cause-and-
effect relationship.

Benefits of a Scatter Diagram

The following are a few advantages of a scatter diagram:

(1) It shows the relationship between two variables, and strength of

relationship.
(2) The range of data flow, i.e. maximum and minimum value, can be
easily determined.
(3) It is a R&D tool (research and development )

Page 50
Points remember before draw scatter diagram
Please keep in mind that the scatter diagram is different than the Ishikawa
diagram. The Ishikawa (fishbone) diagram shows you only the variables; it
does not show you the relationship between these variables. However, the
fishbone diagram can help you draw the scatter diagram;
for example, you can find the two variables (cause and effect), and then
draw the scatter diagram to analyze the relationship between them.
Note :- (1) One diagram can only handle two variable.
(2) For construct diagram minimum data should 30 or maximum 100.

Limitations of a Scatter Diagram

The following are a few limitations of a scatter diagram:

(1) Scatter diagrams are unable to give you the exact extent of correlation.
(2) This chart does not show you the relationship for more than two
variables.

Type of Scatter Diagram

According to the type of correlation, scatter diagrams can be divided into
following categories:
Scatter Diagram with No Correlation
Scatter Diagram with Moderate Correlation (may be positive or may be
negative correlation )
Scatter Diagram with Strong Correlation

Scatter Diagram with No Correlation

This type of diagram is also known as “Scatter Diagram with Zero Degree
of Correlation”.

Page 51
In this type of scatter diagram, data points are spread so randomly that you
cannot draw any line through them.
In this case you can say that there is no relation between these two
variables.

Scatter Diagram with Moderate Correlation

This type of diagram is also known as “Scatter Diagram with Low Degree
of Correlation”.

Here, the data points are little closer together and you can feel that some
kind of relation exists between these two variables.
There may be positive correlation present or may be negative correlation
present.

Scatter Diagram with Strong Positive Correlation

This type of diagram is also known as Scatter Diagram with Positive

Slant.

Page 52
In positive slant, the correlation will be positive, i.e. as the value of x
increases, the value of y will also increase. You can say that the slope of
straight line drawn along the data points will go up. The pattern will
resemble the straight line.

For example, if the temperature goes up, cold drink sales will also go up.

Scatter Diagram with Strong Negative Correlation

This type of diagram is also known as Scatter Diagram with Negative

Slant.

In negative slant, the correlation will be negative, i.e. as the value of x

increases, the value of y will decrease. The slope of a straight line drawn
along the data points will go down.

For example, if the temperature goes up, sales of winter coats goes
down.

Page 53
How to draw Scatter diagram

Step 1
We need data :
Note :- Minimum 30 value required to plot a scatter diagram.

Hours Production Select all data -

1 100 Go to Insert -
2 200 Scatter-
3 300 Select first graph.
4 400 and enter
5 500 Scatter graph is ready
6 600
7 700
8 800
9 900
10 1000
11 1100
12 1200
13 1300
14 1400
15 1500
16 1600
17 1700
18 1800
19 1900 Scatter chart
20 2000 3500
21 2100 3000
Production in numbers

22 2200 2500
23 2300 2000
24 2400 1500
25 2500 1000
26 2600 500
27 2700
0
28 2800 0 5 10 15 20 25 30 35
29 2900 Hours
30 3000

Page 54
 Histogram :- It is used to
check centering, spread
and shape of the process. It
is invented by Karl Pearson
in 1891 follower of Sir
Francis Galton.

What is a Histogram?
A histogram is used to summarize data of one continuous variable that is
dimension, weight etc. It is the most commonly used graph to show
frequency distribution.
It is used to check centering or location, spread and shape of the process. It
is invented by Karl Pearson follower of Sir Francis Galton. And
histogram is one of the seven basic tools of quality control.
It looks very much like a bar chart. But there are important difference
between them. It differs from a bar graph, in the sense that a bar graph
relates two variables, but a histogram relates only one. A histogram
groups numbers into ranges .
It is recommend that bar charts have gaps between the rectangles to clarify
the difference.

Why use histogram ?

Data have always variation, and variation has a pattern, and with the help
of Histogram pattern can be easily seen when summarized pictorially.
It helps in understand ,Process centering , Spread and shape of process.
Helps answer the question, is process capable to meeting customer
requirement. It helps indicate if there has been any change in process.

When to use histogram ?

When the data is numerical. It is used to check past history, or lot which is
manufactured in past.

Page 55
Importance of Histogram
Simple to use.
Use on all variable data.
Histogram provides a visual representation of data distribution.

Point to be Note
(1) Only 1 variable histogram is drawn in one time or one graph.
(2) For draw histogram minimum 50 to 100 psc data should available.

How to construct a Histogram ?

To construct a histogram from a continuous variable you first need to
split the data into intervals, called bins.
In the below data, age has been split into bins, with each bin representing a
10-year period starting at 20 years.
Each bin contains the number of occurrences of scores in the data set that
are contained within that bin.

Scores Included in
Bin Frequency
Bin
20-30 2 25,22
30-40 4 36,38,36,38
40-50 4 46,45,48,46
50-60 5 55,55,52,58,55
60-70 3 68,67,61
70-80 1 72
80-90 0 -
90-100 1 91

Title :- Different age group, frequency of score taken.

Page 56
Parts of a Histogram

1. The title: The title describes the information included in the histogram.
2. X-axis: The X-axis are intervals that show the scale of values which the
measurements fall under.
3. Y-axis: The Y-axis shows the number of times that the values occurred
within the intervals set by the X-axis.
4. The bars: The height of the bar shows the number of times that the
values occurred within the interval, while the width of the bar shows the
interval that is covered. For a histogram with equal bins, the width should
be the same across all bars.

What is the difference between control limit and specification limit ?

Specification Limit Control Limit
It is given by customer It is decided by supplier.
It is voice of the customer It is voice of the process.

Distributions of a Histogram

A normal distribution: When our data is as per control limits it is lie in

normal distribution.
A normal distribution have 3 types :-
(1) Bell Shaped
(2) Right skewed distribution
(3) Left skewed distribution.

We have to decided first, which type of normal distribution graph is

suitable for our process.

Golden Point :- If your histogram have tail effect then histogram is ok.

Page 57
(1) Bell shaped distribution or symmetric distribution:- It is suitable
where the tolerance is given Bilateral ( both ± side ). Also if tolerance is
unilateral, we have to mean the tolerance and after use it.

Note :- Automobile industry followed Bell shaped distribution.

(2) A right-skewed distribution: A right-skewed distribution is also

called a positively skewed distribution. As per required condition we have
to use it,
For example :- In case of doctor treatment how much patient cured in
1 day, 2 days etc.

Title :- Patients cured in number of days

Page 58
(3) A left-skewed distribution: A left-skewed distribution is also called a
negatively skewed distribution. As per required condition we have to use
it,
For example :- In case of school result how much students gets higher
marks.

Title :- Students obtained marks in final exam

A random distribution: A random distribution have no tail effect. In this

histogram, two machines or more than two machines data is combined,
hence histogram is not correct and result is false,
This histogram means data have some problem or fake data.

Page 59
How to draw Histogram

Step 1
We need data : Check part and note down reading.
Note :- Histogram is made for old made parts, or say history data.
Suppose we have to check a pin of dia 20 mm.
Specification :- 20±0.20

Note :- Data should taken minimum 50 to 100 nos.

We have taken 100 psc. Data.

20.07 20.05 20.01 20.00 20.02 20.01 20.00 20.05 20.04 20.07
19.97 19.91 19.96 19.90 19.96 19.92 19.99 19.96 19.94 19.97
20.02 20.09 20.05 20.05 20.05 20.03 20.08 20.06 20.04 20.02
20.19 20.15 20.16 20.16 20.19 20.14 20.17 20.14 20.14 20.19
20.14 20.11 20.14 20.13 20.16 20.15 20.16 20.13 20.14 20.14
19.97 19.96 19.96 19.92 19.92 19.96 19.95 19.92 19.94 19.97
19.87 19.88 19.82 19.83 19.83 19.87 19.84 19.81 19.84 19.87
20.04 20.08 20.00 20.05 20.04 20.08 20.03 20.06 20.04 20.04
20.13 20.13 20.11 20.16 20.15 20.19 20.12 20.15 20.14 20.13
19.99 19.94 19.92 19.94 19.96 19.90 19.91 19.96 19.94 19.99

Step 2
Calculation
Formula Result Note :- (1) When put
max(select all 100 formula 1st write =
Maximum value 20.19
nos.) enter sign.
min(select all 100 (2) How select number
Minimum value 19.81
nos.) enter of bars. Generally for
max value - min 50 values = 6 bars
Range 0.38
value 100 Values = 10 bars
count(select all 250 values = 16 bar
Total Count no. 100
values) enter over 250 = 20 Bar
Range/Number of
Bin Width 0.038
bars ( we take 10)

Page 60
Step 3
Construct frequency table
Write
Class Class Frequency
boundary
1 19.81
2 19.848
3 19.886
4 19.924
5 19.962
6 20
7 20.038
8 20.076
9 20.114
10 20.152
11 20.19

In class column write Numbers of bars +1 counting. Here no. of bars is

10 we take 11.

For class boundary put minimum value in 1st column and in 2nd
column put formula =1st coloumn+bin width value f4 and enter then
drag the formula to last column, if last column have maximum value
showed then formula is correct.

For frequency
go to 1st
column of
frequency now
go to Formulas
bar - More
functions -
Statistical -
Frequency then
new tab open
which is listed
below.

Page 61
After that this type of Tab is open.

Click on this button select all

values (in this case 100
values) and then press enter.

Click on this button select all

class boundary and then press
enter.

Class Class Frequency

1 boundary
19.8 1
2 19.8 5
3 19.9 4
4 19.9 9
5 20.0 14
6 20.0 10
7 20.0 7
8 20.1 16
9 20.1 6
10 20.2 18
11 20.2 10

After that frequency 1st column have frequency show, now select all
frequency coloum go to formula bar press ctrl+shift+enter

Page 62
Draw Histogram in excel

Select Frequency - Go to Insert - Go

to coloum - select 1st chart in
coloum.

Select bar in chart and right click - Go

to format data series - Gap width zero
and border color black.

Select horizontal line data and

right click - Go to Select data
option- enter in horizontal line
data - Now select the class
data and enter.

Histogram is ready

20
18
18
16
16
14
14
12
10 10
10 9
8 7
6
6 5
4
4
2 1
0
19.8 19.8 19.9 19.9 20.0 20.0 20.0 20.1 20.1 20.2 20.2

Page 63
Other option to make histogram
Note :- you can made histogram with data analytical tool.
For activate data analytical tool in your window 10 you have to go in file
- option - Add ins - Data tool pack and press enter.

Data analysis histogram option is open in Data - Data analysis -

Histogram.
After that below listed bar is open
(1) In input range :- Select all 100 values and put in input range
(2) Bin range :- Select all class value and put here.
(3) Output range :- Select any one column which have no data.
(4) Click on chart output and then press ok, Histogram is ready.

Page 64
Control charts and Run charts :- Control chart is used to know weather
the process in control or not. Invented by Dr. Walter Andrew Shewhart
in 1924. He also invented PDCA cycle.

What is Control Charts ?

Control charts monitor how a process change over a time
Control charts, also known as Shewhart charts (after Walter A. Shewhart)
or process-behavior charts, are a statistical process control tool used to
determine if a manufacturing or business process is in a state of control or
not.
It shows stability or variability in process
The control chart is one of the seven basic tools of quality control

History.
The control chart was invented by Walter A. Shewhart working for Bell
Labs in the 1920s.

Purpose
The primary purpose of control chart is to predict expected product
outcome.
Purpose is to separate common causes from special causes of variation
and to help assign causes of variation

Benefits
Predict process out of control and out of specifications limit.
Distinguish between specific, identifiable cause of variations.
Can be used for SPC.

Page 65
Process have two types of variations
1. Chance Causes or common causes.
2. Assignable Causes or special causes.

What is common causes and special causes of variation

1. Chance Causes or Common cause or Random variation or Natural

variation :
The actual or expected variations in a process. Which are uncontrollable
and comprising very small differences in raw materials in the same batch
or machines, actual condition etc.
Examples :-
(1) Normal Tool wear.
(2) Working play between the slides.
(3) Variation in oil pressure of the machine.
(4) Refilling of the coolant.

2. Assignable Causes or Special causes :

Unexpected variations that results from unusual occurrence. Such as
different settings of a machine, different raw material batches, changes in
operators, operator errors etc.
Examples :-
(1) Induction of untrained manpower.
(2) Power failures.
(3) Mishandling of products.
(4) Change in maintenance procedure.
(5) Significant change in environment.
(6) Overload on employee.

Actions taken for variations

Common causes :-
(1) Recognize variability inherent in process. Respond to this is a waste of time.
(2) To change the result change the process.

Special causes :-
(1) Differentiate between common cause and special cause.
(2) After find special cause, eliminate or minimize the negative impact of
special cause .
(3) To change the result change the process.

Page 66
Why we not use line chart and run chart instead of control charts ?
Control chart is advanced version for understanding a problem

(1) Firstly we used the line charts for understanding a problem. But there
is no center line, to show which is the center of process

This is a simple chart , we can not get any result to see this chart.

(2) Secondly we upgrade to Run chart, there we have available center

Line, but this not show how much fluctuation of line is ok for process,
means there is no upper limit and lower limit of process.

Page 67
(3) Then we come to control chart for perfectly understand a problem.
It shows center, upper limit and lower limit of process.

Difference in Run Chart and Control Chart

Run Chart Control Chart

A run chart is a line graph of data A control chart is also a line graph
plotted over time. of data plotted over time with
control limits.
A run chart does not show statistical Control chart have UCL and LCL,
control limits. If there is any point going outside
of the control limits it clearly
shows process is out of limits.
A run chart can help in identification A control chart also help in
of special causes in process. identification of special causes in
process and also help in achieve
Statistical process control.

Page 68
Out of control ( Control charts )

Page 69
Types of Control Charts

Characteristic Value Name

Continuous value x - R Chart (average value and range)
(Variable Value ) X-MR / I-MR chart (measured value)
pn chart (number of defective units)
Discrete value p chart (fraction defective)
( Attribute Value ) c chart (number of defects)
u chart (number of defects per unit)

x - R Chart
(1) X charts show the centering (mean) of the process, with the help of
Xbar chart we control the mean of the process.

(2) R charts shows the spread of the process with the help of Rbar
chart we control process spread.

What is the requirement to make Xbar-R chart ?

(1) Data is variable
(2) Mass production :- Production rate should moderate, not too much
and not less. Generally automobile sector have moderate production rate
(3) Data should of single characteristics. That is only one dimension.
(4) Generally dimension should CTQ (critical to customer) is used.
(5) Data should taken in rotational sub-group.
e.g. If we check 5 psc in hour then continuous take data every hour of 5
psc.
(6) Data should taken regular for sub-group, e.g. if our sub-group size is 5
psc, then we have to check regular 5 psc of production.
(7) Rotational subgroup should 20 to 25 or 100 observation.
(8) Control chart is not preferred for 1 shift production, Production
should running minimum 2 to 3 days and data should be of 2 to 3 days.

How to made X-R Chart ?

(1) Collect the data.
Note :- (a) Minimum 100 observation should taken.
(b) Number of samples should take 4 , 5 , 6 and should be taken
continuously.

Page 70
Page 71
(8) List of Coefficients for x - R Chart.
Size of X
R Chart
Subgroup Chart
n A2 d2 D4 D3
2 1.88 1.128 3.267 0
3 1.023 1.693 2.575 0
4 0.729 2.059 2.282 0
5 0.577 2.326 2.115 0
6 0.483 2.534 2.004 0
7 0.419 2.704 1.924 0.076
8 0.373 2.847 1.864 0.136
9 0.337 2.97 1.816 0.184
10 0.308 3.078 1.777 0.223

Control charts interpretation

X Bar Chart (mean) R Chart (spread) Conclusion
Under control Under control Enjoy
Under control Out of control Spread changed
Out of control Under control Location changed
Out of control Out of control Both spread and location
changed.

Control charts interpretation

(a)

Points outside of the limit

Control limits are calculated to measure the natural variability of a
process. Any point or on outside the limit is considered abnormal and
requires investigation.

Page 72
(b)

Shift (Run):
A shift is indicated when points lie continually on one side of the center
line, A shift of seven consecutive points is considered abnormal.

(c.)

Trends :
Seven consecutive points in a continuous upward or downward direction.

(d)

Hugging the center line :

When most points lie within the center line and 1.5 sigma, the process is
not in control state. This usually indicates the mixing of data from
different populations.

(e.)

Cycling (periodicity) :
Any repeated, consistent up and down cycle is abnormal and requires
investigation.

(f)

Approaching control limits :

2 of 3 points lying outside the 2 sigma line is considered abnormal.

Page 73
How to draw Xbar-R charts

Step 1
We need data :
Note :- (a) Minimum 100 observation should taken.
(b) Number of samples should take 4 , 5 , 6 and should be
taken continuously.
For example :- If we take 5 observation in each sample and taken 100
observation then 20 data sets are made.

We have taken 100 psc data in 5 samples set in 20 working days.

Specification :- 20±0.20
Avg.
Date X1 X2 X3 X4 X5 Range
(X-bar)
05-Oct 20.07 20.05 20.01 20.00 20.02
06-Oct 19.97 19.91 19.96 19.90 19.96
07-Oct 20.02 20.09 20.05 20.05 20.05
08-Oct 20.19 20.15 20.16 20.16 20.19
09-Oct 20.14 20.11 20.14 20.13 20.16
10-Oct 19.97 19.96 19.96 19.92 19.92
11-Oct 19.87 19.88 19.82 19.83 19.83
12-Oct 20.04 20.08 20.00 20.05 20.04
13-Oct 20.13 20.13 20.11 20.16 20.15
14-Oct 19.99 19.94 19.92 19.94 19.96
15-Oct 20.01 20.00 20.05 20.04 20.07
16-Oct 19.92 19.99 19.96 19.94 19.97
17-Oct 20.03 20.08 20.06 20.04 20.02
18-Oct 20.14 20.17 20.14 20.14 20.19
19-Oct 20.15 20.16 20.13 20.14 20.14
20-Oct 19.96 19.95 19.92 19.94 19.97
21-Oct 19.87 19.84 19.81 19.84 19.87
22-Oct 20.08 20.03 20.06 20.04 20.04
23-Oct 20.19 20.12 20.15 20.14 20.13
24-Oct 19.90 19.91 19.96 19.94 19.99

Page 74
Step 2
Calculate average X bar

Go to average X-bar 1st column

and put = sign then

Write average (average formula open) then select data and enter.

Note where select data written put ( ) data should in bracket in everywhere.
Now 1st column average is calculated , go to the corner of X-bar 1st
column value and double click on it, all average data will shown on
below line

Calculate Range

Go to average Range 1st column

and put = sign then

Write Max (maximum formula open) then select data and put - sign and
Write Min (minimum formula open) then select data and enter.

Page 75
Now 1st column Range is calculated , go to the corner of Range 1st
column value and double click on it, all average data will shown on
below line

Now see below Avg. X-bar and Range is calculated.

Avg.
Date X1 X2 X3 X4 X5 Range
(X-bar)
05-Oct 20.07 20.05 20.01 20.00 20.02 20.03 0.07
06-Oct 19.97 19.91 19.96 19.90 19.96 19.94 0.07
07-Oct 20.02 20.09 20.05 20.05 20.05 20.052 0.07
08-Oct 20.19 20.15 20.16 20.16 20.19 20.17 0.04
09-Oct 20.14 20.11 20.14 20.13 20.16 20.136 0.05
10-Oct 19.97 19.96 19.96 19.92 19.92 19.946 0.05
11-Oct 19.87 19.88 19.82 19.83 19.83 19.846 0.06
12-Oct 20.04 20.08 20.00 20.05 20.04 20.042 0.08
13-Oct 20.13 20.13 20.11 20.16 20.15 20.136 0.05
14-Oct 19.99 19.94 19.92 19.94 19.96 19.95 0.07
15-Oct 20.01 20.00 20.05 20.04 20.07 20.034 0.07
16-Oct 19.92 19.99 19.96 19.94 19.97 19.956 0.07
17-Oct 20.03 20.08 20.06 20.04 20.02 20.046 0.06
18-Oct 20.14 20.17 20.14 20.14 20.19 20.156 0.05
19-Oct 20.15 20.16 20.13 20.14 20.14 20.144 0.03
20-Oct 19.96 19.95 19.92 19.94 19.97 19.948 0.05
21-Oct 19.87 19.84 19.81 19.84 19.87 19.846 0.06
22-Oct 20.08 20.03 20.06 20.04 20.04 20.05 0.05
23-Oct 20.19 20.12 20.15 20.14 20.13 20.146 0.07
24-Oct 19.90 19.91 19.96 19.94 19.99 19.94 0.09

Page 76
Step 2
Calculate slandered deviation or Sigma
(Note :- without computer we can used root mean square method for sigma)
put = sign then
Write Stddev(std deviation formula open)
then select data (Average X-bar ) and enter.

Standard deviation (sigma) =

0.101280798

Step 3
Calculate X double bar and upper control limit and lower control limit
Avg. X double UCL LCL
Date
(X-bar) bar (+3σ) (-3σ)
05-Oct 20.03
06-Oct 19.94
07-Oct 20.052 With paste special copy
08-Oct 20.17 and paste Avg (x-bar)
09-Oct 20.136 data
10-Oct 19.946
11-Oct 19.846
12-Oct 20.042
13-Oct 20.136
14-Oct 19.95
15-Oct 20.034
16-Oct 19.956
17-Oct 20.046
18-Oct 20.156
19-Oct 20.144
20-Oct 19.948
21-Oct 19.846
22-Oct 20.05
23-Oct 20.146
24-Oct 19.94

Page 77
Calculate X double bar

Go to X double bar 1st column

and put = sign then
Write average (average formula open) then select data
and enter.

Now X double value is constant or fixed in all below cell so

Go to X double bar 1st column now go to formula bar
shown below.

Now put dollar, press f4, shown below. And enter.

Now 1st column X double bar is calculated , go to the corner of

X double bar column value and double click on it, all average data will
shown on below line

Calculate Upper Control Limit

Go to UCL (+3σ) 1st column
and put = sign then
Write X double bar+3*sigma(Stander deviation) and enter.

Now UCL value is constant or fixed in all below cell so

Go to UCL 1st column now go to formula bar
shown below.

Page 78
Now put dollar, press f4, shown below. And enter.

Now 1st column UCL is calculated , go to the corner of UCL 1st

column value and double click on it, all UCL data will shown on below
line

Calculate Lower Control Limit

Go to LCL (-3σ) 1st column
and put = sign then
Write X double bar-3*sigma(Stander deviation) and enter.

Now LCL value is constant or fixed in all below cell so

Go to LCL 1st column now go to formula bar
shown below.

Now put dollar, press f4, shown below. And enter.

Now 1st column LCL is calculated , go to the corner of LCL 1st

column value and double click on it, all LCL data will shown on below
line

Page 79
Now we have calculated X double bar and upper control limit and lower
control limit which is listed below.

Avg. X double UCL LCL

Date
(X-bar) bar (+3σ) (-3σ)
05-Oct 20.03 20.0257 20.33 20.026
06-Oct 19.94 20.0257 20.33 20.026
07-Oct 20.052 20.0257 20.33 20.026
08-Oct 20.17 20.0257 20.33 20.026
09-Oct 20.136 20.0257 20.33 20.026
10-Oct 19.946 20.0257 20.33 20.026
11-Oct 19.846 20.0257 20.33 20.026
12-Oct 20.042 20.0257 20.33 20.026
13-Oct 20.136 20.0257 20.33 20.026
14-Oct 19.95 20.0257 20.33 20.026
15-Oct 20.034 20.0257 20.33 20.026
16-Oct 19.956 20.0257 20.33 20.026
17-Oct 20.046 20.0257 20.33 20.026
18-Oct 20.156 20.0257 20.33 20.026
19-Oct 20.144 20.0257 20.33 20.026
20-Oct 19.948 20.0257 20.33 20.026
21-Oct 19.846 20.0257 20.33 20.026
22-Oct 20.05 20.0257 20.33 20.026
23-Oct 20.146 20.0257 20.33 20.026
24-Oct 19.94 20.0257 20.33 20.026

Step 4
Draw the chart.
Now to make control charts select all data and
Go to Insert bar then select Line chart and now select 1st chart
which is listed below and press Enter. Control chart is made.

Page 80
 20.4

20.3

20.2 Avg.
(X-bar)
X double bar
20.1
UCL (+3σ)

20
LCL
(-3σ)

19.9

19.8
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

In this control chart

Avg. (X-bar) or center line is represent by Blue line
X double bar = 20.0257 is represent by Red line
UCL (+3σ) = 20.33 is represent by Green line
LCL (-3σ) = 20.026 is represent by Purple line

See X double bar and LCL value is approx. same so the center line is not
show in chart.
Why this happened because this is fake data, if we take actual data then
we get actual result.

Page 81
How to draw Range charts

Step 1
We need data :

We have calculated Range value before, put it in range column

Date Range R bar UCL LCL
05-Oct 0.07 0.0605
06-Oct 0.07
07-Oct 0.07
08-Oct 0.04
09-Oct 0.05
10-Oct 0.05
11-Oct 0.06
12-Oct 0.08
13-Oct 0.05
14-Oct 0.07
15-Oct 0.07
16-Oct 0.07
17-Oct 0.06
18-Oct 0.05
19-Oct 0.03
20-Oct 0.05
21-Oct 0.06
22-Oct 0.05
23-Oct 0.07
24-Oct 0.09

For calculating UCL & LCL we need a reference chart which is listed
here,

Page 82
Formula for calculating R Chart
Central line : CL = R
Upper control limit : UCL = D4R
Lower control limit : LCL = D3R

Step 2
Calculate R bar

Go to R bar 1st column

and put = sign then
Write average (average formula open) then select data and enter.

Now R bar value is constant or fixed in all below cell so

Go to R bar 1st column now go to formula bar
shown below.

Now put dollar, press f4, shown below. And enter.

Now 1st column R bar is calculated , go to the corner of

R bar column value and double click on it, all average data will shown
on below line

Step 3
Calculate LCL

Lower control limit : LCL = D3R

Now list from coefficient of Xbar - R chart
If sample value is upto 6 then D3 value is 0
Our sample value is 5 so LCL value is 0
that is D3*Rbar = 0*0.0605 = 0 (zero multiply by anything remains zero)
Now LCL value is constant or fixed in all below cell (calculate it same as Rbar)

Page 83
Step 4
Calculate UCL

Upper control limit : UCL = D4R

Now list from coefficient of Xbar - R chart
Our sample value is 5 so D4 value = 2.115
R bar value we calculated before = 0.0605

UCL = D4*Rbar
= 2.115 x 0.0605
0.1280
Now UCL value is constant or fixed in all below cell (calculate it same as Rbar)

Step 4
Value of Rbar, LCL, UCL shown in below data sheet

Date Range R bar UCL LCL

05-Oct 0.07 0.0605 0.1280 0
06-Oct 0.07 0.0605 0.1280 0
07-Oct 0.07 0.0605 0.1280 0
08-Oct 0.04 0.0605 0.1280 0
09-Oct 0.05 0.0605 0.1280 0
10-Oct 0.05 0.0605 0.1280 0
11-Oct 0.06 0.0605 0.1280 0
12-Oct 0.08 0.0605 0.1280 0
13-Oct 0.05 0.0605 0.1280 0
14-Oct 0.07 0.0605 0.1280 0
15-Oct 0.07 0.0605 0.1280 0
16-Oct 0.07 0.0605 0.1280 0
17-Oct 0.06 0.0605 0.1280 0
18-Oct 0.05 0.0605 0.1280 0
19-Oct 0.03 0.0605 0.1280 0
20-Oct 0.05 0.0605 0.1280 0
21-Oct 0.06 0.0605 0.1280 0
22-Oct 0.05 0.0605 0.1280 0
23-Oct 0.07 0.0605 0.1280 0
24-Oct 0.09 0.0605 0.1280 0

Page 84
Step 4
Now make R chart

Make it same as Xbar chart (step 4) :- For your practice.

0.14

0.12

0.1

0.08 Range
R bar
0.06 UCL
LCL
0.04

0.02

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Note :- LCL line not show in chart because its value is zero , if you take
sample value upto 6 then always LCL is zero.

Page 85
What are the Quality Core Tools
Over 30 years ago, AIAG collaborated with the domestic automotive
manufacturers to develop common quality methods and tools, which
became known as the Quality Core Tools.
5 Core tools is developed by AIAG (Automotive industry action group) in
1993. AIAG have 5 Core tools.
The Quality Core Tools are defined as five supplemental techniques and/or
methods which support the expectations of IATF 16949.
These tools are documented separately through the publication of five
manuals available through Automotive Industry Action Group (AIAG).

Introduction to Quality Core Tools

In the highly competitive environments of Automotive / Manufacturing,
organizations are challenged with three simultaneous and equally
momentous goals:
1. Provide high quality products meeting or exceeding customer
expectations
2. Produce sustainable volume
3. Deliver on time
To be successful in all three, the Quality Management System
(QMS) standard IATF 16949 has evolved to provide guidance to these
industries.
The specific expectations of IATF 16949 are supported by the Quality Core
Tools.
When applied properly, the Quality Core Tools are the value-added methods
and techniques that make it possible for an organization to achieve all three
goals.

Page 86
Why Core tools are important ?
Core quality tools have become one of the foundations for implementation
and maintenance of any QMS (Quality Management System) based on IATF
16949. Together with automotive manufacturers, AIAG (Automotive
Industry Action Group) developed this set of methodologies and techniques
to enhance the effectiveness of the IATF 16949-based QMS, provide high-
quality products, produce the required quantities, and deliver on time.
Example :-
If you are carpenter, you need to have a few basic (core) tools in your
toolbox like a hammer, nails, tape measure, etc. And, you need to know
how to use them.
Quality Core Tools are the five basic statistical tools you need to have in
your toolbox, and once you learn how to use them, you will be well on your
way to IATF 16949 Certification.

Name of the 5 Core tools in serial order with their latest edition till
September 2019
(1) Advanced Product Quality Planning (APQP) :- 2nd edition publish in
2008
(2) Failure Mode and Effects Analysis (FMEA) :- 1st edition
FMEA Last edition is 4th edition, but now 4th edition is terminate in
June 2019, In new addition AIAG and VDA (Verband der
Automobilindustrie ) collaborate. And new addition name is given 1st
addition.
(3) Measurement System Analysis (MSA) :- 4th edition published in June
2010
(4) Statistical Process Control (SPC) :- 2nd edition released in July 2005
(5) Production Part Approval Process (PPAP) :- 4th edition released on
1st March 2006
Note :- To see which is current edition of 5 core tools , visit AIAG website.
Because Core tools upgraded time to time.

What is VDA ?
VDA 6.1 is a German quality management system standard. It was
initiated by the automobile industry. The first VDA standard was for the
exchange of surface models, and was named "VDA-FS".
VDA stands for Verband der Automobilindustrie.

Page 87
What is statistical process control (SPC) ?
Definition :- Controlling the process variation by using statistics is
called SPC.

Statistics :-
The set of information derived from the sample data to estimate the
process (Population) are called statistics.

Process :-
Converting an input into output by using Man, Machine, Material,
Method and environment.

Control :-
Ensuring to make a variable to be with in the stated limit.

SPC
SPC is developed by Dr. Walter A. Shewhart during 1920 in Bell Lab.
Statistical Process Control (SPC) :- 2nd edition published in July 2005
Principal of SPC
Basic principal of SPC is to reduce variation.

What is variation ?
One problem with mother nature is , Everything is different, No two
things produces same in the world. By all efforts we can only reduce the
gap between the two. This gap is known as variation.

Difference between actual output and desired output is called variation.

Why do we want to reduce the variation ?

Because variation is the main source of wastage, undesired reworks,
rejection, customer dissatisfaction and many hidden, uncoverable costs.

Variation can not be eliminate, only we can minimize the variation.

Page 88
How to find problems in process ?

Process Location :- Mean of the process shows the location of

process. It is mean value or say average value.

Mean F ormula :-

Note :- How much our process location is shift from customer location
is tell that how much worst is our process running.

Spread - Standard deviation (spread also called depression)

The average distance between the individual numbers and the mean ,
it is denoted by sigma.

Note (1) :- To find total variation of process - Multiply 6 to Standard

deviation or sigma.
Example :- Customer voice is 0.30
Sigma value is :- 0.04, Then 6 x 0.04 = 0.24 (Process voice)
Process is in good condition.

Note (2) :- If our process spread is less than customer spread then our
process is in good condition.

Note (3) :- It is thumb rule that if our process sigma value is less, then
process is running in good condition. Because sigma is process variation.

Page 89
Shape : Histogram
Histogram gives a graphical view of the distribution of the values
It reveals the amount of variation that any process have with in it.

What is Histogram and How to make Histogram ?

See from 7QC tools note
What is Control charts and How to make Control charts ?
See from 7QC tools note

Page 90
Now main SPC start
for X bar - R chart
Calculate process capability (Cp)

Cp = (USL-LSL) / 6σ
or
Cp = Customer specification (Voice of customer )
Process specification (Voice of process )
Note :- 6σ is process specification

Example :- lets assume a dimension 20±0.20

then USL is 20.20 and LSL is 19.80

Customer specification :- USL - LSL = 20.20 - 19.80 = 0.40

Process specification :- 6σ (lets assume σ is 0.04)

6σ = 6*0.04 = 0.24

Cp = USL-LSL / 6σ = 0.40/0.24 = 1.67

Requirement to find Cp ?
To find Cp we have required process sigma only.

Limitations of Cp
Cp shows only spread of the process, It doesn’t show the location of
process.

For a truly capable process

Process spread must be smaller to customer specification.

Page 91
Compare voice of Process with Voice of customer.

What is the meaning of Cp = 1 ?

Lets assume our customer tolerance is 1mm and our process tolerance
observed 1mm.
Then cp = Customer tolerance \ process tolerance
= 1 \ 1 =1 or 100%
Means we have used 100 % customer tolerance.

What is the meaning of Cp = 1.33 ?

Lets assume our customer tolerance is 1mm and our process tolerance
observed 0.75 mm.
Then cp = Customer tolerance \ process tolerance
= 1 \ 0.75 =1.33
Means we have used 75 % of customer tolerance.

What is the meaning of Cp = 1.67 ?

Lets assume our customer tolerance is 1mm and our process tolerance
observed 0.60 mm.
Then cp = Customer tolerance \ process tolerance
= 1 \ 0.60 = 1.67
Means we have used 60 % of customer tolerance.

Page 92
What is the meaning of Cp = 2 ?
Lets assume our customer tolerance is 1mm and our process tolerance
observed 0.50 mm.
Then cp = Customer tolerance \ process tolerance
= 1 \ 0.50 = 2
Means we have used 50 % of customer tolerance.

What is the meaning of Cp = 0.50 ?

Lets assume our customer tolerance is 1mm and our process tolerance
observed 2 mm.
Then cp = Customer tolerance \ process tolerance
= 1 \ 2 = 0.50
Means we have used 200 % of customer tolerance.

Conclusion :- If our Cp value lies between 1.33 to 2 then our process

spread is good.
If our Cp is lies between 1 to 1.33 then immediate action is required.
If our Cp is less then 1 then our process is in worst condition, stop the
process and take high priority action.

Calculate process standard deviation or sigma for CP & CPK

σ = Ṝ/d₂

d₂ is constant varying as per sample size (n)

Calculate R (Range)
R = (Maximum value in a subgroup) -(Minimum Value in a subgroup)

Calculate Ṝ(Range bar)

Ṝ = R1 + R2 +……+ Rn k = Number of subgroups
k

Page 93
Note :- There are two types of method to find sigma (σ)
(i) Root mean square method :- RMS method is used to find sigma in
Histogram , control charts, (Pp) Process performance & (Ppk) process
performance index.

(ii) σ = Ṝ/d₂ This method of find sigma is used for Cp and Cpk.

Calculate process capability index (Cpk)

Cpu = (USL - ) / 3σ ( is mean )

Cpl = ( - LSL ) / 3σ

Whichever is minimum from Cpu and Cpl will be Cpk.

Requirement to find Cpk ?

To find Cpk we have required process sigma and location (mean) of
process.

Page 94
Calculation for example
Suppose drawing dimension is 10±0.30 so USL = 10.30 & LSL = 9.70
Suppose process sigma = 0.1 & Mean ( ) is 10.10

Cpu = (USL - ) / 3σ = 10.30-10.10 / 3x0.10 = 0.667

Cpl = ( - LSL ) / 3σ = 10.10-9.70 / 3x0.10 = 1.33

0.667 is less then 1.33 so Cpk is 0.667

Conclusion :- If our Cpk value lies between 1.33 to 2 then our process
mean is good.
If our Cpk is lies between 1 to 1.33 then immediate action is required.
If our Cpk is less then 1 then our process is in worst condition, stop the
process and take high priority action.

Page 95
Note :-
(i) USL and LSL is customer limit
(ii) CL, UCL and LCL is found from process.
(iii) If UCL and LCL is less then USL and LSL then our process or
material is ok in opposite condition vice versa.
(iv) If process is running on common cause then we calculate Cp and Cpk.
If there is any special cause in our process then we have to first removed
special cause reading from our data.

Sigma Level
Sigma Level Sigma Level Defect opportunity % Yield
(Short term ) (Long term ) (Per million) (Long term)
(Long term )
2 0.5 308,537 69.15%
3 1.5 66,807 93.32%
4 2.5 6,210 99.58%
5 3.5 233 99.98%
6 4.5 3.4 99.99966%
(1) Sigma level is a method to measure process performance.
(2) It shows if process is running on 6 sigma level then PPM is 3.4

How to calculate Sigma Level or Z score or Zigma ?

Method 1 :- Multiply Cpk value to 3, so we get sigma level

Example
If Cpk is 1.33
Then sigma level = 1.33 x 3 = 3.99 or say 4 sigma
4 sigma means process PPM is 6210

Method 2 :- Multiply Cpk value to 3, so we get sigma level

Sigma Level (USL) = (USL - ) is mean
σ
Sigma Level (LSL) = ( - LSL )
σ

Whichever is minimum will be Sigma level

Page 96
Difference in process sigma and sigma level ?

(1) Sigma level is process performance. It is good for process if its value
increase.
e.g. if process is running in 6 sigma level then PPM is 3.4 its good.

(2) Process sigma is Process variation. It is bad for process if its value is
increase.
e.g.
Cp = (USL-LSL) / 6σ
(a) lets assume USL - LSL value is 1
and sigma value is 1
then Cp = 1 / 1x6 = 0.166
We already know if Cp is less then 1 its very bad.

(b) lets assume USL - LSL value is 1

and sigma value is 0.1
then Cp = 1 / 0.1x6 = 1.66
We already know if Cp is greater then 1 then process is good.

Note :- If process sigma increase then Sigma level decrease and

If process sigma decrease then Sigma level increase which is
good.

What is Pp and Ppk ?

(1) Pp stands for process performance and Ppk stands for Process
performance Index.

(2) Same Cp & Cpk formula is used to find Pp and Ppk.

(3) The difference in Pp and Ppk we used root mean square method
to find sigma, and in Cp , Cpk we used σ = Ṝ/d₂ method to

find sigma.
(4) In Pp and Ppk there is no need to find Control Charts.

(5) Generally Pp and Ppk is find on 30 to 50 readings or maximum 100

readings.

Page 97
(6) In Cp & Cpk we take regular production parts and in Pp , Ppk we
take parts randomly from a lot.

(7) In Cp, Cpk we insure process is running on common cause but in

Pp , Ppk we don’t insure process running on common cause.

(8) Cp , Cpk is used when mass production is running. And Pp Ppk is

used generally on development time when the lot size is very small and
there is no continuous production.

For unilateral tolerance

Till now we have read only about Bilateral tolerance.

Now for unilateral tolerance

(1) In case of unilateral tolerance we can't find Cp.
(2) If we have given LSL only then we can find only Cpkl, In this case we
(3) If weCpkl
assume haveand
given
CpUSL only then we can find only Cpku, In this case we
is same.
assume Cpku and Cp is same.

I & MR charts (Individuals – Moving Range Charts)

We use Xbar - R chart in automobile.
I & MR charts is not used in automobile.

Where we used I & MR chart ?

(a) When production rate is less only 1 or 2 psc is produces in 1 day.
(b) Where inspection rate is very High.
(c.) Where we used destructive testing before setting, and we destruct 1
psc.
(d) We take 25 subgroup in I&MR chart, and destruct 1 psc daily.

pn, p , c, u charts

Till date we don’t used this charts in industry, this charts is used for
attribute data.
Only Xbar-R chart is used in industry.
With the help of Xbar chart, we control the mean of the process.
and with the help of Rbar chart we control process spread.

Page 98
Exercise of SPC

(1) Calculate the mean and range of the following data

Sr. No Observation
1 18
2 17
3 18
4 16
5 19
6 16
7 17
8 19
9 15
10 18
Answer

Mean =

Mean = 18+17+18+16+19+16+17+19+15+18 / 10 = 173/10 = 17.3

Range = (Maximum value ) -(Minimum Value) = 19-15 = 4

(2) Calculate the standard deviation by Root mean square method

S. NO. Observation
1 180
2 170
3 180
4 160
5 190 Formula =
6 160
7 170
8 190
9 150
10 180
Answer
X bar or Mean = 180+170+160+190+160+170+190+150+180 / 10
1730/10 =173

Page 99
√(180-173)²+(170-173)²+(180-173)²+(160-173)²+(190-173)²+
(160-173)²+(170-173)²+(190-173)²+(150-173)²+(180-173)² / 10-1

√(7)²+(-3)²+(7)²+(-13)²+(17)²+(-13)²+(-3)²+(17)²+(-23)²+(7)² / 9

√178.9 = 13.37

(3) Calculate the CP and CPK

If LSL= 18 & USL = 24, process mean is 22 and sigma is 0.8
Answer
Cp = USL-LSL = 24-18 = 6 = 1.25
6σ 6x0.8 4.8

CPK
CPU = USL-Mean = 24-22 = 0.833
3σ 3x0.8
CPL = Mean - LSL = 22-18 = 1.67
3σ 3x0.8
In between CPU & CPL which ever is less is CPK so 0.833 is CPK

(4) You have received a lot of 1000 pivot pins , specification length
of pin is 15.0±0.2mm, sample of 50 psc were inspected and mean &
standard deviation was to be 15.05 & 0.1 mm respectively.
calculate how many psc are likely to be rejected from the lot (Use Z Table)

Answer
USL = 15.20 , LSL = 14.80 , Mean = 15.05 , σ = 0.1

Drawing mean required = USL+LSL = 15.20 + 14.80 = 15

2 2
sigma 1 = 15.05 + 0.1 = 15.15 , sigma 2 = 15.15 + 0.1 = 15.25 etc.
Calculate +3sigma and -3sigma

Page 100
Put all value in normal distribution

Conclusion

Process mean से USL या LSL जिसकी भी कम दुरी होती है उतना हमारा

sigma level होता है
Process mean to USL is 1.5σ and process mean to LSL is 2.5σ
so sigma level is 1.5

At 2 sigma PPM is 308537 psc (see sigma level table)

Calculation
We have lot size = 1000 psc
PPM formula = rejection / production x 1000000
Given = rejection x 1000000 = 308537
1000
Rejection = 308537 x 1000 = 308.5 or say 308 psc is reject from lot.
1000000

Page 101
(5) Question
Find CP & CPK from figure

Answer
There is no USL , LSL, UCL & LCL is Given so we have to assume

Lets process mean and is 10 mm

and sigma is 0.10 mm

Put all value in normal distribution

Calculate CP = USL-LSL = 10.60 - 9.40 = 1.20 =2

6σ 6 x 0.10 0.60

Page 102
Calculate CPK
CPU = USL - Mean = 10.60 - 10.00 = 0.60 =2
3σ 3 x 0.10 0.30

CPL = Mean - LSL = 10.00 - 9.40 = 0.60 =2

3σ 3 x 0.10 0.30

CPU & CPL is Same so CPK is 2

Answer CP =2 and CPK =2

(6) Question
Find CP & CPK from figure

Answer
There is no USL , LSL, UCL & LCL is Given so we have to assume

Lets process mean is 10 mm

and sigma is 0.10 mm

Page 103
Put all value in normal distribution

Calculate CP = USL-LSL = 10.50 - 9.30 = 1.20 =2

6σ 6 x 0.10 0.60

Calculate CPK
CPU = USL - Mean = 10.50 - 10.00 = 0.50 = 1.67
3σ 3 x 0.10 0.30

CPL = Mean - LSL = 10.00 - 9.30 = 0.70 = 2.33

3σ 3 x 0.10 0.30

You already Know between CPU & CPL whichever is less is our CPK

Answer CP =2 and CPK =1.67

Page 104
(7) Question
Find CP & CPK from figure

(8) Question
Find CP & CPK from figure

Page 105
Some condition for CP and CPK
we assume process mean is 10 and sigma is 0.10 for all cp , cpk condition
If CP is 1

CP = 10.30 - 9.70 = 0.60 / 0.60 = 1

6x0.10

If CP is 1 and CPK is 1

Page 106
Process mean से USL या LSL जिसकी भी कम दुरी होती है उतना हमारा
sigma level होता है
so sigma level is 3 in given figure

Formula CPK = Sigma level / 3 = 3/3 = 1

If CP is 1 and process mean 10.10 in given figure

Formula CPK = Sigma level / 3 = 2/3 = 0.67

If CP is 1 and process mean 10.20 in given figure

Formula CPK = Sigma level / 3 = 1/3 = 0.33

Page 107
If CP is 1 and process mean 10.30 in given figure

Formula CPK = Sigma level / 3 = 0/3 = 00

Conclusion

(1) Cp = Cpk is possible when process and customer mean is same.

(2) Cpk never greater than Cp , as see in figure.
(3) If Cp = 1 , we use 100% customer spc.
(4) If Cp = 1.33 , we use 75% of customer tolerance
(5) If Cp = 1.67 , we use 60% of customer tolerance
(6) If Cp = 2 , we use 50% of customer tolerance

Page 108
Calculate CP

Customer mean to USL sigma is written as sigma.

Cp = sigma/3 = 1/3 = 0.33

Cp = sigma/3 = 2/3 = 0.67

Cp = sigma/3 = 3/3 = 1

Page 109
Cp = sigma/3 = 4/3 = 1.33

Cp = sigma/3 = 5/3 = 1.67

Cp = sigma/3 = 6/3 = 2

Page 110
PLANT: DEPTT. OPERATION : DATE CONTROL LIMITS CALCULATED : ENGINEERING SPECIFICATION 11.80 +/- 2 PART NO
FIXTURE
MACH NO. HP-1 DATE : CHARACTERISTICS : CO-ORDINATE DIMENSION ( PT. 5) SAMPLE SIZE/ FREQUENCY : 05 pcs/lot PART NAME

X= AVERAGE X = 11.62 UCL = X +A2R = 12.21 LCL= X - A2 R = 11.04

X-Bar Chart ACTION

ON SPECIAL CAUSE
13.80
* ANY POINT OUTSIDE OF THE CONTROL LIMITS
13.40
* A RUN OF 7 POINTS ALL ABOVE OR ALL BELOW

13.00 THE CTNTRE LINE

* A RUN OF 7 POINTS UP OR DOWN

12.60
* ANY OTHER OBVIOUSLY NON RANDOM PATTERN
12.20 12.21

11.80 ACTION INSTRUCTIONS

11.62
11.40 ( d2 = 2.33 )

11.00 11.04 1 s = R/d2 = 0.435

10.60
(USL-LSL)
2 Cp = 1.532
6s
10.20

9.80 Min(USL-X) (X-LSL)

3 Cpk=
3s 3s

R = AVERAGE R = 1.01 UCL=D4R = 2.14 LCL= D3 R = 0 RANGES (R CHART)

2.5 Range Chart = MIN 1.666 1.398

= 1.398
2.140
2

1.5

1 1.014 SUB GROUP

SIZE A2 D3 D4

0.5
2 1.88 0 3.27

0 3 1.02 0 2.57
4 0.73 0 2.28
Date
Time
08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 08.09.05 5 0.58 0 2.11
R
E 1 10.91 12.12 12.31 12.36 11.86 12.21 11.89 12.35 11.41 11.36 11.26 11.85 11.34 11.91 11.36 11.26 11.23 11.41 12.22 11.43 6 0.48 0 2
A
D 2 11.34 11.91 11.52 12.11 11.51 11.23 10.88 11.51 11.85 11.36 11.26 12.35 10.66 12.35 11.23 11.89 11.34 11.17 11.61 11.81 7 0.42 0.08 1.92
3 10.66 12.35 12.25 11.16 12.69 11.11 11.41 11.36 11.26 11.76 11.34 11.91 11.52 12.35 11.11 11.12 11.44 12.14 11.26 12.12 8 0.37 0.14 1.86
N
G 4 11.32 11.34 11.85 11.68 12.05 11.89 11.34 11.91 11.11 11.85 12.02 12.35 12.25 11.91 11.89 11.51 12.09 11.32 11.34 11.10 9 0.34 0.18 1.82
S 5 11.25 11.41 11.36 11.26 12.11 11.88 10.66 12.35 11.89 10.82 11.91 11.51 11.36 11.26 11.85 12.35 11.66 11.14 11.64 11.42 10 0.31 0.22 1.78

SUM 0.00 55.48 59.13 59.29 58.57 60.22 58.32 56.18 59.48 57.52 57.15 57.79 59.97 57.13 59.78 57.44 58.13 57.76 57.18 58.07 57.88 THE PROCESS MUST BE IN
SUM
X = NO OF READINGS
#DIV/0! 11.10 11.83 11.86 11.71 12.04 11.66 11.24 11.90 11.50 11.43 11.56 11.99 11.43 11.96 11.49 11.63 11.55 11.44 11.61 11.58 CONTROL BEFORE CAPABILITY

R = HIGHEST
LOWEST
-
0.68 1.01 0.95 1.20 1.18 1.10 1.23 0.99 0.78 1.03 0.76 0.84 1.59 1.09 0.78 1.23 0.86 1.00 0.96 1.02
0.00 CAN BE DETERMINED

Page 111
MSA :- MSA stands for measurement system analysis.
Current edition of MSA is 4th edition released on June 2010, till October
2019 this edition is running.

IATF 16949 : 2016 requirement

Clause 7.1.5.1.1 Measurement system Analysis

Statistical studies shall be conducted to analyze the variation present in the

result of each type of inspection. Measurement and test equipment system.

Introduction :-

What is measurement ?
To measure anything with Attribute or Variable method.

Page 112
Why there is need of MSA ?
There are many types of variation

MSA need is to check measurement system variation.

MSA study is done for decease the rejection which is generated due
measurement system error.

What is measurement system ?

Measurement system is a measurement process.
(Input also called SWIPPE)
Input Process Output
S standard
W ork piece (Part)
I instrument Measurement
P person Measurement
Result
P procedure
E environment

What is measurement system analysis ?

Study of effect of Measurement system on measurement result and
Assessing their suitability for Product or Process Control

Properties of Good Measurement System

(a) Adequate discrimination
(b) Under statistical control
(c,) Accuracy
(d) Precision

Page 113
What is Adequate discrimination ?
Ability to measuring the smallest difference
e.g. Least count of instrument should be 1/10th of Drawing tolerance
or if it is 1/10th of process tolerance then its very good.

What is the meaning of Under statistical control ?

Variability is caused due to two reasons
(1) Natural or inherent cause called common cause
(2) Sudden or special cause called Assignable cause.

A process showing variation only due to common cause are said to be

under statistical control.
Statistical control of measuring system have only common cause variation
there is no special cause variation.

What is observed value, Reference value and true value ?

(1) Observed value :- Value taken by operator or shop floor inspector on
shop floor with shop floor instrument is called observed value.

(2) Reference value :- On same part which is used in observed value,

If standard room person, In standard room with standard room instrument
checked part is called reference value.

(3) True value :- We treated Reference value as True value, Because we

cannot know what is true value.

What is accuracy and precision ?

Accuracy :- ''Closeness'' of observed value to the true value, or to an
accepted reference value

Precision :- "Closeness" of repeated readings taken by shop floor person

on a part is called precision.

Page 114
Example :-
There are 4 combination of accuracy and precision is given below

Display measurement system accuracy error with figure

Example :-
Shop floor person checked a part.
Observed value = 9.99-10.03
Same part checked by standard room person
Reference value = 9.98-10.02
Spread of both are 0.04 but location is changed.

Page 115
Display measurement system precision error with figure

Example :-
Shop floor person checked a part. ( Location or Center is 10 )
Observed value = 9.98-10.02
Same part checked by standard room person
Reference value = 9.99-10.01

Location of both part is same but spread is changed, Its called precision
error.

So we conclude from location and precision error that

Total variation = Process variation + MS (measurement system) variation

Effect of measurement system error on measurement system decision.

(1) Effect on product control

(a) Rejected a good part as bad part (called type-1 error or alpha error).
Due to location error or precision error we reject a part is called type-1
error.

(b) Accepted a bad part as good part (called type-2 error or beta error)

Page 116
(2) Effect on process control.
(a) Calling a common cause as special cause.
(b) Calling a special cause as common cause.

Types of measurement system errors

Pre-condition for preforming MSA

(1) Data to be collected under routine measurement condition.
(2) Level-1 control exists i.e. the control required to be used even
without MSA
(a) Equipment is calibrated
(b) Adequate discrimination
(c.) Persons are qualified
(d) Un-necessary causes of variations does not exists etc.

MSA study for Attribute data

(1) Attribute data only included OK/rejected
(2) Attribute gauge (plug gauge & snap gauge ) can not indicate how
good or bad a part is
It only indicated that weather the part is accepted or rejected.

Page 117
Points to be considered before attribute MSA
(1) Numbered all the parts.
(2) Identify the person from those who operate the gauge
(3) Give one part to one person in random order (such a way that the
person should not be able to know the no.)
(4) Then give all parts to different person in different order.
(5) Repeat the steps and record the result.

Types of error in attribute measurement system

Type 1 Errors : When a good part is rejected,

Type 1 errors increase manufacturing cost . This is also called producers
risk or alpha errors.

Type 2 Errors : When a Bad part is accepted.

May occur due to inspection equipment can not detect certain types of
failures modes. Inspector was poorly trained or rushed through inspection
and overlooked a small defect on the part.
Type 2 errors put the customer at risk of receiving defective parts.
also called as consumer risk or beta errors.

Minimum requirement for Attribute study.

(1) Sample size should minimum 12

study will be done 2-3 operator together and 2 or 3 trial will take.
(2) We make or segregate the part which matched below condition :-
For example we have a specification 10±0.10
(a) Approx. 25% samples shall close to lower specification both ok
and NG parts. Example :- 9.89, 9.90, 9.91
(b) Approx. 25% samples shall close to upper specification both ok
and NG parts. Example :- 10.11, 10.10, 10.09
(c.) Approx. 25% samples shall close near to center specification.
Example :- 10.01, 10.00, 9.99
(d) Approx. 25% samples shall more then or less then specification.
Example :- 10.15, 9.87, 9.89, 10.12

Note :- Attribute MSA also called Attribute Gauge R&R.

Page 118
Probability method for attribute
In this method we have taken 3 trial and 2 inspector, and take 20 parts
(minimum required 12 parts)
Inspector should from final inspection (because after final inspection parts
are going to customer end)

In this 20 samples. We have taken 12 parts are good and 8 parts are bad.

No. of True Inspector 1

parts status Trial 1 Trial 2 Trial 3 Good to Bad Bad to Good
(Total false alarm) (Total Miss)
1 G G G B 1
2 B B G B 1
3 B B B B
4 G G G G
5 B B G B 1
6 G G B G 1
7 G G G G
8 G G G G
9 B B B G 1
10 G G G B 1
11 G G G G
12 G B G G 1
13 B B B G 1
14 B B B G 1
15 G G G G
16 B B B G 1
17 G G G G
18 B B B B
19 G G G G
20 G G G B 1
Total 4 7

Total decision = 60
Total wrong (false) decision = False alarm + Total miss = 4+7 = 11
Total ok (correct) decision = 60-11 = 49
Total false alarm = 4
Total miss = 7

Page 119
Total opportunity of false alarm =
No. of times good status in true value x No. of trial
.= 12 x 3 = 36

Total opportunity of Miss =

No. of times bad status in true value x No. of trial
.= 8 x 3 = 24

Probability method
Effectiveness (.E) = Total correct decision = 49/60 = 0.81
Total decision

Probability False alarm (Pfa) =

Total false alarm = 4/36 = 0.11

Total opportunity false alarm

Probability of miss (Pm) =

Total Miss = 7/24 = 0.29

Total opportunity of miss

Parameter for acceptance or rejection

Parameter Acceptable Marginal Unacceptable
E >0.90 0.80 to 0.90 <0.80
Pfa <0.05 0.05 to 0.10 >0.10
Pm <0.02 0.02 to 0.05 >0.05

Result :-
our E is = 0.81 so it is marginal, need improvement action.
Our Pfa is = 0.11 is unacceptable
Our Pm is = 0.29 is unacceptable

Take immediate action

Page 120
KAPPA method for attribute

Kappa method have data taken method is same as probability method.

Calculation method is changed.

Note :- some companies required either pass in probability or in Kappa

method but some companies required pass in both method.

Kappa value lies between 0 to 1

If Kappa value is 1 then operator check 100% material correct.
The more kappa value false then , the more chance of false decision.

Kappa acceptance criteria :-

If greater then 0.75 then KAPPA is good
If lies between 0.40 to 0.75 then improvement need.
If less then 0.40 then Kappa is not acceptable.

Data is taken from probability method for calculation :-

From Probability data we have

Total decision = 60
Total wrong (false) decision = False alarm + Total miss = 4+7 = 11
Total ok (correct) decision = 60-11 = 49
Good to bad = 4
Bad to good = 7
Good to Good = 36-4 = 32
Bad to Bad = 24-7 = 17

For KAPPA method :-

Expected count = Row total x column total / grand total

Po = Total no. of correct decision = 49/60 = 0.81

Total decision

Page 121
 True status
Add
Bad Good
① ② ①+②
Final inspector

Bad Count 17 4 17+4 = 21

Expected 24x21/60 = 36x21/60 =
count 9.6 12.6
A

④ ③ ④+③

Good Count 7 32 32+7 = 39

Expected 24x39/60 = 36x39/60 =
count 15.6 23.4
①+④ ②+③
Add
17+7 = 24 4+32 = 36
Expected count = Row total x column total / grand total

Pe =
Total no. of correct decision in expected count / Total decision

Pe = 23.4 + 9.6 / 60 = 0.55

Kappa = Po-Pe / 1-Pe

= 0.81 - 0.55 / 1 - 0.55 = 0.57

Kappa is 0.57, improvement needed.

Variable method of MSA

(1) Repeatability
(2) Reproducibility
(3) Bias
(4) Linearity
(5) Stability

(1) What is Repeatability ?

With one measurement instrument, only one inspector checked a single

part at same location on several times, The difference which is obtained in
reading is called Repeatability.

Formula = σ repeatability = Rtrial /d2 = K1R , where K1 = 1/d2

Repeatability is commonly referred to as equipment variation (EV)

Page 122
(2) What is Reproducibility ?
With same measurement instrument, different inspector (2 or 3) checked a
single part at same location one time, The difference in the variations of
average is called Reproducibility.

Formula = σ reproducibility = Inspector /d2 = K2R , where K2 = 1/d2

Reproducibility is commonly known as Appraiser (inspector) variation
(AV)

Gage repeatability & reproducibility (GRR) or R&R

GRR is the estimate of the combined variation of repeatability and
reproducibility.

Formula = σ²GRR = σ²EV + σ²AV

GRR is measurement system variation.

Requirements to conducting GRR study

(1) Minimum 10 parts required for study
(2) Only check on single dimension
(3) 2 or 3 regular inspectors check the part (mainly process inspector)
(4) Instrument will take which is used regular on process inspection and
must calibrated.
(5) No. of trials should 2 or 3.
(6) Under normal measuring condition, using blind measurement process.
(7) We must take maximum and out of spec. part for inspection.
E.g. if specification is 10±0.1 then we must take part of dimension 9.90,
10.10, 9.88, 10.11 for sample.
(8) Parts should given randomly to inspector.

Note :- Tv = Total variation

Pv = Part variation
Tv = GRR + Pv

Percentage variation formula

% Ev = Ev / Tv X 100
% Av = Av / Tv X 100
% GRR = GRR / Tv X 100
% Pv = Pv / Tv X 100

Page 123
STANDARD ACCAPTANCE PERCENTAGE OF GRR
Less then 10% is acceptable
10% to 30% may be acceptable with justification
Greater then 30% need improvement.
NDC (No. of distinct categories) required minimum 5.

There are 3 methods for GRR or R&R study :-

(1) Range method
(2) X Bar -R method (used in automobile industry)
(3) ANOVA method (used in excel in Minitab)

Definition of NDC (Number of Distinct Categories)

NDC tells you how many categories your measurement system is able to
differentiate by consider your process variation.

Some Condition for NDC (Number of Distinct Categories)

(1) NDC is calculated for variable data not for attribute data
(2) NDC is calculated for Gage repeatability & reproducibility (GRR)
or R&R
(3) NDC not used Bias, Linearity and stability
(4) NDC (No. of distinct categories) required minimum 5.
(5) If you follow adequate discrimination then you get NDC minimum 5

What is Adequate discrimination ?

Ability to measuring the smallest difference
e.g. Least count of instrument should be 1/10th of Drawing tolerance
or if it is 1/10th of process tolerance then its very good.

Example :-
outer dia is given = 10±0.01 (means 20 micron tolerance given )

(1) If we check this dia with manual Vernier caliper then

Manual Vernier caliper least count is 0.02 or say 20 micron
We check only
10mm we cant check 10.01, because manual Vernier caliper minimum
9.98 or 10.02mm check.
So in this distinct category is 1 or say NDC = 1

Page 124
(2) If we check this dia with Digital Vernier caliper then
Digital Vernier caliper least count is 0.01 or say 10 micron
So We check only
9.99mm, 10mm and 10.01mm, we cant check 10.009 and 9.995mm,
because Digital Vernier caliper not check it.
So in this distinct category is 3 or say NDC = 3

(3) If we check this dia with Digital Micrometer then

Digital Micrometer least count is 0.001 or say 1 micron
So We check
9.991mm, to 10.010mm

So in this distinct category is 20 or say NDC = 20

(3) Bias
Bias is the difference between reference value and observed value
Bias is also called error
Note :- Instruments calibration report have Bias mentioned.

Page 125
What is observed value, Reference value ?
(1) Observed value :- Value taken by operator or shop floor inspector on
shop floor with shop floor instrument is called observed value.

(2) Reference value :- On same part which is used in observed value,

If standard room person, In standard room with standard room instrument
checked part is called reference value.

Bias = observed value - reference value

Example :-
Trials Reference value Observed value Bias
1 6.00 5.8 -0.2
2 6.00 5.7 -0.3
3 6.00 6.1 0.1
4 6.00 6 0
5 6.00 6.2 0.2

Use msa sheet of bias no need of calculations

Condition for acceptance of bias

If zero lies between lower limit and upper limit then bias is acceptable

Example :- Lower limit (L) = -0.2 & Upper limit (U) = 0.2
Zero lies between L & U, hence bias is acceptable.

(4) Linearity
It is the change of Bias with respect to different measurement range of the
equipment.
Linearity can be in increasing order or in decreasing order.
If bias is found zero at every measurement range then our instrument is
linear
Note :- It is not necessary that Bias is present then linearity also present.
But if bias not present then linearity also not present.

Example :-
lets assume a Vernier of 200mm is used in shop floor.
and bias value changed at different range e.g.

Page 126
 Reference
Trials value at Observed value Bias
different range
1 40.00 40.01 0.1
2 80.00 80.02 0.2
3 120.00 120.03 0.3
4 160.00 160.04 0.4
5 200.00 200.05 0.5
There is increasing order linearity present or constant linearity.

(5) Stability :- it is the change of bias over a time.

Also says on the same master or parts, when measuring a single
characteristics, over an extended time period, the change in Bias is called
stability.

Page 127
 GAUGE REPEATABLITY & REPRODUCIBLITY WITH PART VARIATION
SUPPLIER NAME/ CODE:- AQE TRAININGS (10 PARTS, 3 APPRAISERS & 3 TRIALS)

WRITE ONLY IN YELLOW CELLS/ BLUE CELLS AS OTHER CELLS ARE LOCKED.

GAGE NO. : MM- 02 PART NO. & NAME : RIVET HOOD LATCH MSA Variable Type
GAGE NAME : Micro Meter CHARACTERSTIC : OUTER DIA DATE 04-May-2018
GAGE L.COUNT : 0.01 MM SPECIFICATIONS: 2.5 +0.15/+0.05 PERFORMED BY : Anshul Kumar

OPERATOR : ANSHUL MEASUREMENT UNIT ANALYSIS % PROCESS VARIATION

TRIAL 1 2 3 4 5 6 7 8 9 10 AVERAGE REPEATABILITY-EQUIPMENT VARIATION(EV)
1 2.65 2.63 2.65 2.63 2.65 2.63 2.60 2.62 2.61 2.63 %EV= 100(EV/TV)
2 2.65 2.64 2.64 2.63 2.64 2.62 2.61 2.62 2.61 2.62 _ TRIAL: K1
3 2.64 2.63 2.65 2.64 2.63 2.62 2.61 2.61 2.62 2.62 EV = R*K1 = 0.006 3 0.5908 = 4.8184
Avg. 2.64667 2.63333 2.64667 2.63333 2.64000 2.62333 2.60667 2.61667 2.61333 2.62333 Xa= 2.62833
Range 0.01000 0.01000 0.01000 0.01000 0.02000 0.01000 0.01000 0.01000 0.01000 0.01000 Ra= 0.01100 REPRODUCIBILITY-APPRAISER VARIATION %AV= 100(AV/TV)

OPERATOR : DEVESH AV = [(Xdiff*K2)2-(EV2/nr)] OPERATOR

: K2 = 3.6372
1 2.63 2.64 2.60 2.63 2.64 2.64 2.65 2.63 2.64 2.63 AV = 0.0083 3 0.5231 n=no. of parts
2 2.62 2.63 2.61 2.62 2.63 2.64 2.64 2.62 2.63 2.62 r=no. of trials
3 2.63 2.63 2.61 2.62 2.63 2.65 2.65 2.63 2.64 2.63
Avg. 2.62667 2.63333 2.60667 2.62333 2.63333 2.64333 2.64667 2.62667 2.63667 2.62667 Xb= 2.63033 REPEATABILITY & REPRODUCIBILITY %R&R = 100(R&R/TV)
Range 0.01000 0.01000 0.01000 0.01000 0.01000 0.01000 0.01000 0.01000 0.01000 0.01000 Rb= 0.01000
2 2
R&R = (EV + AV ) = 9.0322
OPERATOR : AM,IT R&R = 0.0103
1 2.65 2.63 2.65 2.65 2.63 2.65 2.65 2.65 2.68 2.62
2 2.64 2.64 2.63 2.64 2.63 2.65 2.66 2.65 2.67 2.63 PART VARIATION (PV) % PV= 100(PV/TV)
3 2.65 2.63 2.63 2.64 2.64 2.64 2.65 2.65 2.67 2.63 PV = Rp*K3 = 0.0049 = 94.4169
Avg. 2.64667 2.63333 2.63667 2.64333 2.63333 2.64667 2.65333 2.65000 2.67333 2.62667 Xc= 2.64433 PART K3
Range 0.01000 0.01000 0.02000 0.01000 0.01000 0.01000 0.01000 0.00000 0.01000 0.01000 Rc= 0.01000 TOTAL VARIATION (TV) 10 0.3146
Part 2.64000 2.63333 2.63000 2.63333 2.63556 2.63778 2.63556 2.63111 2.64111 2.62556 Rp= 0.01556 TV = (R&R2 + PV2)
Avg.Xp
TV = 0.0114
NDC = %EV = 4.82 1.141 ( PV/ GRR )
R = (Ra+Rb+Rc)/NO OF OPRS. = 0.01033 = 14.49209824
X Diff =(Max X - Min X) = 0.01600 NO.OF A2 D3 D4 %AV = 3.64 NDC = Number of distinct categories (ndc = or
UCL R = (R *D4) = 0.02661 TRIALS greater than 5 )
LCL R = (R*D3) = 0.00000 2 1.880 0 3.267 %R&R = 9.03
X(D.BAR) = 2.6343 UCL X BAR = 2.64487 3 1.020 0 2.575
LCL X BAR = 2.62379 %PV = 94.417
NOTE: GRAPH SCALE TO BE ADJUSTED MANUALLY & CHECK SOURCE DATA AS SHEET REF SHOULD BE CORRECT.
ANSHUL DEVESH AM,IT IMPROVEMENT DETAILS
1) WHEN REPEAT. IS BIGGER THEN REPRODU.
2.65000 2.65000 2.68000 1.1. MAINTENANCE OF GAUGE IS REQD.
2.64000 2.64000 1.2 HIGH REGID MEAS INSTRUMENT REQD.
X-BAR 2.63000 2.63000 2.66000 2) WHEN REPRO. IS BIGGER THEN REPEAT.
CHART 2.62000 2.62000 2.1. TRAINING TO OPEARTOR IS REQD.
2.64000
2.61000 Series1 2.61000 Series1 Series1 2.2 ZERO ADJUSTMENT NOT PROPER
2.60000 2.60000 2.62000
2.59000 2.59000
2.58000 2.58000 2.60000 Gauge R & R : OK NOT OK
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
IMPROVEMENT REQUIRED

0.01000
0.02500 0.02500

0.01000

0.02000 0.02000 Improvement Details : ( Ref AP CQAM-MET/AM11/AP/01)

R-
0.01000

0.01000
Schecule Date : …………………………………………..
CHART 0.01500

Series1 0.01000 Series1

0.01500

Series1

0.01000 0.01000
0.01000

0.01000 STATUS AFTER IMPROVEMENT :………………OK……

0.00500
0.00500
0.01000

0.01000

SIGN OF MOD MGR: …………………………………………………………

0.00000
0.00000 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10

AVG 2.6343 2.6343 2.6343 2.6343 2.6343 2.6343 2.6343 2.6343 2.6343 2.6343
UCL 2.6449 2.6449 2.6449 2.6449 2.6449 2.6449 2.6449 2.6449 2.6449 2.6449
LCL 2.6238 2.6238 2.6238 2.6238 2.6238 2.6238 2.6238 2.6238 2.6238 2.6238

AVG 0.0103 0.0103 0.0103 0.0103 0.0103 0.0103 0.0103 0.0103 0.0103 0.0103
UCL 0.0266 0.0266 0.0266 0.0266 0.0266 0.0266 0.0266 0.0266 0.0266 0.0266
LCL 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 Page 128
Doc.No:-F/QA/07 Rev.No:-00 Efft Date:-01/01/17
What is FMEA ?
FMEA stands for Failure Mode and Effect Analysis
It is a team oriented, systematic method Which evaluate the potential
technical risk of failure of a product or process, Analyze the cause and
effects of those failures, and recommended action to reduces the risk.

History of FMEA
(a) First developed in 1949-1950's by US Military as MIL-P-1629
(b) Proper used by NASA in 1963 in Apollo project as FMECA
(c.) Ford was the first automotive company using FMEA in 1977.
(d) Used as FMEA (DIN 25448) by Germans as a part of VDA
(e.) Incorporated by the ''Big Three" Automotive Industry Action Group
(AIAG) and American society for Quality Control copyright standards
in 1993 and used by many more industry sectors
(f) Published AIAG fourth edition 2008
(g) Published first edition jointly by AIAG VDA 1st June, 2019
(VDA - Verband der automobilindustrie )

When to do FMEA ?
(1) New technology / Processes
(2) ECN (Process, Customer/law requirements, Quality issue, HARA and
TARA etc.)
HARA :- Hazards and risk analysis
Hazards is threat which effect human life and health is called hazards

TARA :- Threat assessment and remedial action

Other then Hazards risk, all type of risk is threats.

What is reference based knowledge ?

As per IATF 2016 it is mandatory to have reference based knowledge.
Means our knowledge have a reference from a standard book which have
traceability when required.
If we have reference is not available for our knowledge then it is
perception based knowledge. And it is worthless.
Note :- Talk to your auditor on reference based knowledge.
Page 129
Major changes in FMEA
(1) Collaboration between AIAG and VDA
(2) To provide a common foundation
(3) Supplemental FMEA for monitoring system and response (MSR)
Note :- Referring to customer specific requirement is still recommended.

Benefits of PFMEA
Direct improvement :- Indirect improvements :-
(1) Quality (1) Regularity compliances
(2) Reliability (2) Strong communication
(3) Safety (3) Reduction in wastages
(4) Manufacturability
(5) Reducing cost

Limitations of PFMEA
(1) It is qualitative (subjective), not quantative (measurable)
(2) It relies on team's level of knowledge which may, or may not predict
future performance.

FMEA have 4 types of risk

(1) Technical risk
(2) Financial Risk
(3) Time Risk
(4) Strategy risk

We only talk about Technical risk in PFMEA,

Steps of FMEA
New FMEA have 7 steps
(1) Planning and preparation
(2) Structure Analysis
(3) Function Analysis
(4) Failure Analysis
(5) Risk Analysis
(6) Optimization
(7) Results Documentation

Page 130
Major changes in Format - Header
Key date :- Removed
Prepared By :- Removed
Fmea date (Orig) :- Change to start date

Process Failure Mode And Effect Analysis

Planning & Preparation (step 1)
Company Name Subject ② PFMEA AID Number
Plant location PFMEA start Date : Process Responsibility ④
Customer name PFMEA Revision Date : Confidentiality Level : ③
Model/Year Cross functional team : ①

① CFT :- Before Core team word is used Now Cross functional team
word is used and now core team + extended team is part of CFT.

② Subject :- In subject we write process group name that is forging ,

casting, plating, assembly etc. only one process written , because now
PFMEA is made process wise.

③ Confidentiality Level :- It is added

④ Process Responsibility :- We write the name of process owner, e.g. if

we write for machining then write machine shop supervisor of machine
shop head name.

Note :- In new revision there is no RPN number

What is confidential level ?

There are 3 types of confidential level which is filled in confidential level
column.
(1) Business use (2) Proprietary use (3) Confidential use

(1) Business use :- This document will showed to our business relation
persons, Auditors also included in it.
(2) Proprietary use :- We will not showed this document to customer,
auditor or anyone, we will take patent for it, we only showed patent to
customer.
(3) Confidential use :- This document will showed to only those with we
have signed the agreement.
Page 131
What is base line PFMEA ?
Lets assume we make a forging process PFMEA, Which have already a
similar process PFMEA is available.
If we given the reference of already available PFMEA in new part which
have same forging process then this PFMEA is called base line PFMEA

Major changes in Form

Continuous Improvement
* Issue
* Reflects the change history and Authorization

This is optional, we can write it in different

way also.

All the seven step is different / extended and new from old PFMEA.
In new one we get AP (action priority) from SOD and RPN is removed in
new format.

Severity
In old revision we have 2 points available :-
(1) Impact to your plant
(2) Impact to ship plant (when known)

In new PFMEA new point is added :- (1) and (2) point is same
new point (3) is added
(3) Impact on end user (when known)

Occurrence
Before to calculating occurrence there is one method available :- calculate
with PPM.
In new revision there are three different types of occurrence rating criteria
available.
We can use any-one from them, as per requirement
PPM rating method is same but rating criteria is changed.

Detection
Detection rating method is same but rating criteria is changed.

Page 132
FMEA 7 steps in detail :-

Step 1 - Planning and preparation

(A) PFMEA projects identification and boundaries

Some basic question that help identify PFMEA projects.
* Are there any new requirement ?
* Does the company or customer require a PFMEA ?

(B) Scope of PFMEA

Points of consideration while deciding the scope
* Quality, Reliability , Warranty of product.
* Safety of people
* Legal compliance
* New development of product and process
* Changes the product , process or operating condition
* Process failure that may result Hazards
* Continuous improvement.

(C.) PFMEA project plan

* Should be developed once the dfmea project is known.
* 5T method (Intent, Timing, Team, Tasks, Tools ) recommended.
* Consider applicable customer specific requirement (CSR)
* Helps the company be proactive in starting PFMEA .

(D) Project planning

5 T's of FMEA

(1) FMEA intent :- Why are we doing FMEA ?

When team members understand the purpose and intent of FMEA, they
will be more prepared to contribute to the goals and objective of the
project.
It is recommended that members of the FMEA team are competent in the
method, based on their role on the team.

Page 133
(2) FMEA timing :- When is this due ?
Advanced Plan and Define Product Design & Process Design & Product & Feedback
Product Program Development Development Verification Process Assessmen
Quality Verification Validation t&
Planning Corrective
(APQP) Actions
Phases
DFMEA Start FMEA Planning Start DFMEA when Complete DFMEA Complete Start again
in concept phase the design concept is analysis prior to release DFMEA with
before product well understood of design specification actions DFMEA
development begins for quotation prior to and
Information flow production PFMEA
from DFMEA to tooling. planning if
PFMEA PFMEA The Start PFMEA when Complete PFMEA Complete there are
DFMEA and the production concept analysis prior to final PFMEA changes to
PFMEA should be is well understood process decisions. actions existing
executed during the prior to design or
same time period to PPAP. process.
allow optimization of
both the product and
process design

(3) FMEA team :- Who needs to be in the team ?

Core team + Extended team

(4) FMEA tasks :- What works needs to be done ?

The 7 steps overview provides framework for the task In addition the
FMEA team should be prepared to review the result of their analysis with
management and customer.
The FMEA may be audited by internal auditor, customer auditor or third
party registrar.

(5) FMEA tools :- How do we conduct the analysis ?

There are numerous FMEA tools, i.e. Software that can be used to
develop DFMEA and PFMEA.

(E.) Identification of the baseline PFMEA

Part of the preparation for conducting the PFMEA is knowing what
information is already available that can help the cross-functional team.
This includes use of
* A foundation PFMEA
* Similar product PFMEA, or
* Product foundation PFMEA

Page 134
Step 2 - Structural Analysis

1. Process item :- PFD have different types of process are process item.
Example :- operation 30 - forging, operation 40 - plating are different
process item.
2. Process step :- The sub-process which is part of process item is called
process step.
Example :- Plating is process item and Cleaning , rinse, base coat, final
coat is process steps.
3. Process work element :- In this minimum 4M included.
Example :- Men, Machine, Material, Environment. Other two
measurement and method are not compulsory.
In men - supervisor is not included.
In material - Indirect material included e.g. plating chemical, coolant,
grease, oil, welding rod etc.
In environment - Generally 6 environment condition considered.
(1) Temperature (2) Humidity (3) Lux level (4) Noise (5) Dust
(6) Electromagnetic field

Step 3 - Function Analysis

Page 135
Function :- What process step is intended to do
* Use action verb
* Should be in present tense

(1) Function of the process item :-

It can take functions such as
(a) Internal function
(b) Customer related function
(c.) End user function
Example :- Drilling is internal process of a company.
Note :- Negative of this will be failure effect in Step 4

(2) Function of the process step :-

Describe the resulting product features produces at the station
Example :- Function of drill is to produce hole with in circularity.
Note :- Negative of this will be failure mode in Step 4

(3) Function of the process work element and process characteristics

It reflects the contribution to the product steps to create the process
product features.
Example :- Men - on/off the machine, Machine - to drill the part etc.
Note :- Negative of this will be failure causes in Step 4

Characteristics is :-
* Performance of process function
* Product / Process characteristics
* Legal requirement
* Customer requirement
* Internal requirement

Step 4 - Failure Analysis

Page 136
Failure effect on
* Next operation
* Customer
* Logestive body
* Inhouse more scrap
* End user - Feel / Hear / Smell

Note :- In failure effect write the opposite of Step-3 (Function of the

process step and product characteristics)

Some Example of Failure Mode

There are several categories of potential failure modes including :
* operation not performed
* Unstable operation
* Wrong part installed
* Dirty surface finish
* Barcode not readable
* Pass a bad part or reject a good part

Note :- In failure mode write the opposite of Step-3 (Function of the

process work element and process characteristics.)

Failure causes
Typically failure causes may include the classic Ishikawa's 4M, but are
not limited to:
(1) Man :- Set-up worker, machine operator / associate, material
associate, maintenance technician etc.
(2) Machine/Equipment : Robot , injection molding machine, inspection
devices, fixtures and many more.
(3) Material (Indirect) : machining oil, installation grease, washer, etc.
(4) Environment : Heat, dust, lighting, noise etc.

Note :- In failure cause write the opposite of Step-3 (Function of the

process item)

Give the severity rating as per severity chart

Page 137
Step 5 - Risk Analysis

Give the rating of Occurrence and detection as per given charts

Action Priority (AP)

(a) The previous FMEA manuals include using RPN to determine

action priorities. The AIAG-VDA handbook uses an Action Priority (AP)
table.
(b) The AP table provides the logic details for the FMEA team for all
1000 possible combinations of S,O and D.

Risk Analysis
Since the AP table was designed to work with the severity, occurrence and
detection tables provided in the manual.
If the organization choose to modify the S,O,D tables for specific
products, process or project, The AP table should also be carefully
reviewed and modified if necessary

Risk Analysis

(1) Priority High (H) : Highest priority for action

The team must either identify an appropriate action to improve prevention
and/or detection control to justify and document why current controls are
adequate.

(2) Priority Medium (M) : Medium priority for action

The team should identify appropriate actions to improve prevention and
or/detection control or at the discretion of the company justify and
document why current control are adequate.

Page 138
(3) Priority Low (L) : Low priority for action
The team may identify actions to improve prevention or detection
control.

Step 6 - Optimization

The main objective of a Process Optimization are :

(1) Identification of the actions necessary to reduce risk
(2) Assignments of responsibilities and deadline for action
implementation
(3) Implementation and documentation of action taken including
confirmation of the effectiveness of the implemented actions and
assessment of risk after action taken.
(4) Collaboration between the FMEA team, management, customer and
suppliers regarding potential failures.

The optimization is most effective in the following order :

(1) Process modification to eliminate or migrate a failure effect (FE)
(2) Process modification to reduce the occurrence (O) of the failure
(3) Increase the detection (D) ability for the failure cause (FC)
cause.
(4) In the case of process modification, all impacted process steps are
evaluated again.

Assignment of Responsibilities
(1) Each action should have a responsible individual and a target
completion date.
(2) The responsible person ensure the action status is updated, if the action
is confirmed this person is also responsible for the action implementation.
(3) Target completion date should be realistic.

Page 139
Status of the Actions
Suggested levels for status of actions
(1) Open :- No action defined
(a) Decision pending (optional) :- The action has been defined but has
not yet decided on . A decision paper is being created.
(b) Implementation pending (Optional) :- The action has been decided
on
but not yet implemented.
(2) Completed :- Completed action have been implemented and their
effectiveness has been demonstrated and documented. A final evolution
has been done.
(3) Not completed :- Not completed status assigned when a decision to
made not to implement an action. This may occur when risk related to
practical and technical limitations are beyond current capabilities.

Assessment of action Effectiveness :

When an action has been completed, Occurrence and Detection values are
reassessed, and a new priority action may be determined.

Continual improvement
The PFMEA serves the historical records for the process. Therefor the
original severity, occurrence and detection number need to be visible in
history of PFMEA.

Step 7 :- Result Documentation

The result of the FMEA investigation should be summarized in a report.
The report should be communicate the result throughout the organization.

For result documentation there is no format given by AIAG-VDA manual.

here we mentioned in annexure which table is used occurrence and
detection.

Some recommended format should be

(a) A statement of final status compared to original goals.
(b) A plan and commitment of timing for ongoing FMEA improvement
action.
(C.) A summary of how the functions are developed.

Page 140
 PROCESS FAILURE MODE AND EFFECT ANALYSIS PROCESS FAILURE MODE AND EFFECT ANALYSIS
Planning & Preparation (STEP1)
Company Name: Subject: PFMEA AID Number:
Plant location: PFMEA Start Date: Process Responsibility:
Customer Name: PFMEA Revision Date: Confidentiality Level:
Model/Year/Platform: Cross Functional Team:

CONTINUOUS
STRUCTURE ANALYSIS (STEP 2) FUNCTION ANALYSIS (STEP3) FAILURE ANALYSIS (STEP 4) RISK ANALYSIS (STEP 5) OPTIMIZATION (STEP 6)
IMPROVEMEN
T

Detection (D) of FC/FM

Special Characteristics
Filter Code (Optional)
Occurrence (O) of FC
1. Process 1. Function of 2. Function of
2. Process

FMEA AP (Action
Severity (s) of FE

Special Product
Item the Process the Process 2. Failure

Occurrence (O)
Characteristics

Detection (D)
Step 3. Function of the 3. Failure Current

PFMEA AP
Severity (s)
History/ Change 3. Process Work Item Step and Mode Current Action

Remarks
ISSUE #

Priority)
Process Work 1. Failure Causes Detection Responsible Target
Authorization System, Element (Function of Product (FM) of Prevention Prevention Detection Taken (with Completion
Station No. Element and Effects (FC) of the Controls Person's Completion Status
(As Applicable) Subsystem, System, Characteristic the Control (PC) Action Action date pointer to date
and Name of Process (FE) Work (DC) of FC Name
(optional) Part Element 4M Type Subsystem, s (Quantitative Process of FC evidence
Process Characteristics Element or FM
or Name of Part Element Value is Step
Step
Process or process) Optional)

Page 141
 Process General Evaluation Criteria Severity (S)
Potential Failure Effects rated according to the criteria below
Impact to Ship to plant Impact to End User
S Effect Impact to Your Plant
(When Known) (When Known)
Failure may result in an Failure may result in an Affects safe operation of the
10
acute health and/or safety risk acute health and/or safety risk vehicle and/ or other
High
failure may result in in-plant for the may result in in-plant noncompliance with
failure
9
regulatory non-compliance regulatory non-compliance regulations
100% of production run Line shutdown grater than full Loss of primary vehicle
8
Modera affected may have to be production shift; stopped function necessary for
high scrapped.
Product may have to be sorted Line shutdown from one hour Degradation of primary
7
and a portion( less than up to full production shift; vehicle function necessary
100% of the production run Line shutdown up to one hour Loss of secondary vehicle
6
may have to reworked offline function
Modera A portion of production run Less than 100% of product Degradation of secondary
5 affected; strong possibility for vehicle function
may have to be reworked
100% of production run may Defective product triggers Very objectionable
4 significant reaction plan;
have to be reworked in appearance, sound, vibration,
a portion of production run additional
Defective product triggers Moderately objectionable
3 minor reaction plan;
may have to be reworked in appearance, sound,
Low additional
Slight inconvenience to Defective product triggers no Slightly objectionable
2 process, operation or operator reaction plan; additional appearance, sound,
Very defective
No discernible effect or no
1 No discerning effect No discernible effect
effect
Page 142
 Occurrence potential (O) for the process
Potential Failure Causes rated according to the criteria below. Consider Prevention Controls when determining
the best Occurrence estimate, Occurrence is predictive qualitative rating made at the time of evaluation and
may not reflect the actual occurrence. The occurrence rating number is relative rating within the scope of
FMEA (process being evaluated). For Prevention Controls with multiple Occurrence Ratings, use the rating
that best reflects the robustness of the control.
Prediction
of failure Type of controls
O Prevention controls
cause
occurring
Extremely None No prevention control.
10
High
9 Behavioral Prevention control will have little effect in preventing failure cause
Very high
8
7 Behavioral or Prevention control somewhat effective in preventing failure cause
High
6 technical
5 Prevention control are effective in preventing failure cause
Moderate
4
3 Low Best practices: Prevention control are highly effective in preventing failure cause
2 Very Low Behavioral or
technical
Technical Prevention control are extremely effective in preventing failure cause from
Extremely occurring due to design ( e.g. part geometry) or process (e.g. fixture of
1
Low tooling design). Intent of prevention controls- failure mode cannot be
physically produced due to the failure cause.

Page 143
 Occurrence potential (O) for the process (ALT1)
Potential Failure Causes rated according to the criteria below. Consider Prevention Controls when
determining the best Occurrence estimate, Occurrence is predictive qualitative rating made at the time of
evaluation and may not reflect the actual occurrence. The occurrence rating number is relative rating within
the scope of FMEA (process being evaluated). For Prevention Controls with multiple Occurrence Ratings,
use the rating that best reflects the robustness of the control.
Type of controls
O Incidents per 100 item/vehicles Prevention controls
10 >=100 per thousands 1/=1 in 10 None No prevention control.
9 50 per thousands 1 in 20 Behavioral Prevention control will have little effect in
8 20 per thousands 1 in 50 preventing failure cause
7 10 per 1000 1 in 100 Behavioral or Prevention control somewhat effective in
6 2 per thousand 1 in 500 technical preventing failure cause
5 .5 per thousand 1 in 2000 Prevention control are effective in preventing
4 .1 per thousand 1 in 10000 failure cause
3 .01 per thousand 1 in 100000 Best practices: Prevention control are highly effective in
<.001 per thousand 1 in 1000000 Behavioral or preventing failure cause
2
technical
Failure is eliminated through Technical Prevention control are extremely effective in
prevention control preventing failure cause from occurring due
to design ( e.g. part geometry) or process (e.g.
1
fixture of tooling design). Intent of prevention
controls- failure mode cannot be physically
produced due to the failure cause.

Page 144
 Occurrence potential (O) for the process (time based failure prediction value) (ALT2)

Potential Failure Causes rated according to the criteria below. Consider Prevention Controls when determining
the best Occurrence
Time based failure cause Type of controls
O Prevention controls
prediction
10 Every time None No prevention control.
9 Almost every time Prevention control will have little effect in preventing
Behavioral failure
8 More than once per shift
7 More than once per day Prevention control somewhat effective in preventing
6 More than once per week Behavioral or failure
5 More than once per month technical Prevention control are effective in preventing failure
4 More than once per year cause
3 Once per year Best practices: Prevention control are highly effective in preventing
2 Less than once per year Behavioral or failure
Prevention control are extremely effective in preventing
1 Never Technical

Page 145
 Detection potential (D) for the validation of the process design
Detection control rated according to detection method, maturity and opportunity for detection
Ability to Detection method
D Opportunity for detection
maturity
No testing or inspection
10 method has been the failure mode will not or cannot be detected
established or is known
Very Low
It is unlikely that the
The failure mode is not easily detected through random or sporadic
9 testing or inspection
audits
method will detect the
Testing or inspection human inspection (visual, tactile, audible), or use of manual
8 method has not been gauging ( attribute or variable) that should detect the failure mode
Low proven to be effective and or
Machine based detection ( automated or semi automated with
7
notification by light, buzzer, etc.) or use of inspection equipment
Test or inspection method human inspection (visual, tactile, audible), or use of manual
6 has been proven to be gauging ( attribute or variable) that will detect the failure mode or
Moderate effective and
Machine based detection (semi automated with notification by
5
light, buzzer, etc.), or use of inspection equipment such as co-
System has been proven Machine based automated detection method that will detect failure
4
to be effective and mode downstream, prevent further processing or system will
reliable (e.g. Plant has Machine based automated detection method that will detect failure
3 mode in-station, prevent further processing or system will
High
Detection method has
Machine based detection method that will detect the cause and
2 been proven effective and
prevent the failure mode (discrepant part) from being produced
reliable (e.g.. Plant
Failure mode cannot be physically produced as design or process or detection method proven
1 Very high
to always detect the failure mode or failure cause
Page 146
 Action Priority (AP) for DFMEA and PFMEA
Action priority is based on combinations of Saverty, Occurrence and Detection ratings in Blank until filled
order to prioritize actions for risk reduction. in by user.
Prediction of ACTION
Effect S Failure cause O Ability to Detect D PRIORITY Comments
occurring (AP)
Low - Very low 7-10. H
Moderate 5-6. H
Very high 8-10.
High 2-4. H
Very High 1 H
Low - Very low 7-10. H
Moderate 5-6. H
High 6-7.
High 2-4. H
Product or
Very High 1 H
Plant
9 - 10. Low - Very low 7-10. H
effect
Moderate 5-6. H
Very High Moderate 4-5.
High 2-4. H
Very High 1 M
Low - Very low 7-10. H
Moderate 5-6. M
Low 2-3.
High 2-4. L
Very High 1 L
Very Low 1 Very high - Very low 1-10. L

Page 147
 Action Priority (AP) for DFMEA and PFMEA
Action priority is based on combinations of Saverty, Occurrence and Detection ratings in Blank until filled
order to prioritize actions for risk reduction. in by user.
Prediction of ACTION
Effect S Failure cause O Ability to Detect D PRIORITY Comments
occurring (AP)
Low - Very low 7-10. H
Moderate 5-6. H
Very high 8-10.
High 2-4. H
Very High 1 H
Low - Very low 7-10. H
Moderate 5-6. H
High 6-7.
High 2-4. H
Product or
Very High 1 M
Plant
7 - 8. Low - Very low 7-10. H
effect
Moderate 5-6. M
High Moderate 4-5.
High 2-4. M
Very High 1 M
Low - Very low 7-10. M
Moderate 5-6. M
Low 2-3.
High 2-4. L
Very High 1 L
Very Low 1 Very high - Very low 1-10. L

Page 148
 Action Priority (AP) for DFMEA and PFMEA
Action priority is based on combinations of Saverty, Occurrence and Detection ratings in Blank until filled
order to prioritize actions for risk reduction. in by user.
Prediction of ACTION
Effect S Failure cause O Ability to Detect D PRIORITY Comments
occurring (AP)
Low - Very low 7-10. H
Moderate 5-6. H
Very high 8-10.
High 2-4. M
Very High 1 M
Low - Very low 7-10. M
Moderate 5-6. M
High 6-7.
High 2-4. M
Product or
Very High 1 L
Plant
4 - 6. Low - Very low 7-10. M
effect
Moderate 5-6. L
Moderate Moderate 4-5.
High 2-4. L
Very High 1 L
Low - Very low 7-10. L
Moderate 5-6. L
Low 2-3.
High 2-4. L
Very High 1 L
Very Low 1 Very high - Very low 1-10. L

Page 149
 Action Priority (AP) for DFMEA and PFMEA
Action priority is based on combinations of Saverty, Occurrence and Detection ratings in Blank until filled
order to prioritize actions for risk reduction. in by user.
Prediction of ACTION
Effect S Failure cause O Ability to Detect D PRIORITY Comments
occurring (AP)
Low - Very low 7-10. M
Moderate 5-6. M
Very high 8-10.
High 2-4. L
Very High 1 L
Low - Very low 7-10. L
Moderate 5-6. L
High 6-7.
High 2-4. L
Product or Very High 1 L
Plant 2 - 3. Low - Very low 7-10. L
effect Low Moderate 5-6. L
Moderate 4-5.
High 2-4. L
Very High 1 L
Low - Very low 7-10. L
Moderate 5-6. L
Low 2-3.
High 2-4. L
Very High 1 L
Very Low 1 Very high - Very low 1-10. L
No
Very Low - Very
discrinible 1 1 - 10. Very high - Very low 1 - 10. L
High
Effect
Page 150
Automobile industry is divided in 4 types of category.

(1) Production part

It manufacture parts only.

(2) Production material

Raw material supplier

(3) Service part Industry

It will do some 1 or 2 operation for production part companies.
Example :- Plating, Hardening, Painting, Heat treatment, Brazing, Logistics
or warehouse industry.

(4) Bulk Material

The material which is non dimensional and have no definite shape and size
is called bulk material.
Example :- Cutting oil, lubricants, welding gas, oil, chemicals, and some
other are called bulk material.

Production part is divided in major 2 cases :-

1st case :- Customer does not given drawing to supplier for production.
only given requirements to supplier.
In this case supplier generate product design and makes production process.

2nd case :- In this case customer gives part drawing to supplier, and part is
produce as per drawing.

Note :- 95% companies are categorized in 2nd case mostly.

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What is production tooling sample and prototype sample ?

Prototype sample :-
It is generate before PPAP submission or development time.
In this case sample is produce in TOOL ROOM condition, where
manufacturer have tooling is not available, so he made parts in tool room
for actual requirements meet before purchasing tooling.

Production tooling sample :-

It is generate before PPAP submission.
For production tooling sample manufacturer use actual tooling for
production.
e.g. In case of casting - Die required, In case of plastic molding - mold
required, In case of forging - Die required.

Before we take prototype sample approval and after production tooling

approval.
After taking approval from both category, we prepare production setup /
process.
After that the first trial we have taken on production / process setup is
called PPAP.

Page 152
What is PPAP?
PPAP stands for Production Part Approval Process (PPAP)
A set of Activities that must be completed prior to making the first
shipment.
PPAP is a part of Advance Product Quality Planning (APQP), therefore
while carrying out PPAP, a cross functional APQP approach is
recommended.
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

AIAG’s 4th edition effective June 1, 2006 is the most recent version
PPAP has now spread to many different industries beyond automotive
Still till September 2019 4th edition is continued.

Purpose of PPAP
Provide evidence that all customer engineering design record and
specification requirements are properly understood by the supplier.

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

When PPAP is submitted to customer ?

PPAP is submitted to customer when we have setup actual process /
production condition and our 4M is fixed and set for actual process.
It is given when our part is in supply condition, not in sample stage.
PPAP is submitted at the time of pilot lot submission.
Pilot lot is made at the time when our process and 4M is fixed for
production before mass production.

Page 153
We do not give PPAP at development time, because at this stage we have
not fixed 4M e.g. operation standard, dies, fixture etc.
PPAP is given in actual run condition, In this condition we have fixed our
process for production , and fixed it for mass production then we submit
PPAP to customer.
At the stage of PPAP, cycle time for production is fixed.
PPAP is production trial run, It is the activity which is done before mass
production.

Where PPAP is applicable ?

Applicability
1. PPAP shall apply to internal or external sites of
(a) Bulk materials
(b) Production Material
(c.) Production or service parts.

Internal or External site is :-

For example if a part have 2 process , casting and machining, and casting is
done in different plant and machining is done in different plant of same
supplier. Then 1st process is called internal and second process is called
external site.
Note :- We have to submitted PPAP of both plant that is 2 PPAP.

(a) Bulk material :-

If customer required bulk material report then it is submitted to customer.
Example :- In a manufacturing unit of 2 wheelers, front hub assembly is
done and grease is putted inside the bearing, In this case grease have direct
relation with product quality.
Generally supplier change Bulk material source or grade in this case grease,
they does not tell about it to customer.
But if quality of product is affected by bulk material then customer also
required bulk material report.
Note :- Some minded person says Bulk Material report is 19th document
but AIAG is not given it 19th document name, they added it in PPAP
checklist.

Page 154
(b) Production material :-
Production material have two categories
(1) Standard Part
(2) Customize part.

For standard parts PPAP is not mandatory, If customer required then it is

submitted to customer.
Example :- In forging industry many parts are standard part e.g. M6 bolt etc.

Customize Part :- It is mandatory to give PPAP for non standard or

customize part.
Customize part is non standard part, for which specification is given by
customer.

(c.) Service Part :-

The additional activity or JOB WORK which is done from outsource is
called service part.
Example :- Plating, Hardness etc. are service industry.
If customer demand then PPAP is submitted otherwise no need to submit.

When is PPAP Required?

(1) New Part or product :- We submitted 18 documents, and those
documents which is not applicable for our process have written not
applicable.
(2) Use different source material :- If supplier change raw material source
then it is mandatory to inform customer, and submit documents as per
customer requirement.
(3) Tool or Die change :- When we use new Die or mold then it is necessary
to inform customer and submit documents as per customer.
Note :- It is applicable in Long tool and Die life cases.
(4) Production up gradation or rearrangements of process, machinery :- In
this case customer approval required.
(5) ECN :- After ECN full PPAP have to submitted.
(6) Correction of a discrepancy :- If customer rejected our PPAP then we
have to re-submit the PPAP.
(7) Production process transfer to different plant or relocation :- If supplier
change its production location then it is required to take approval.

Page 155
(8) Inactive production from 12 months or more :- If customer / supplier
not produce part from 12 months or more then PPAP submission required.
(9) Fit function change :- If customer changes part fit function then it is
mandatory to take re-approval of PPAP.
(10) Inspection instrument / method change :- Also mandatory to take
approval from customer.
(11) Bulk material source or grade change :- Customer approval required.
(12) Change in product appearance attributes :- It is mandatory where AAR
is required, in this case customer approval required.
PPAP is required with any significant change to product or process

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

Customer Notification and submission

¶ The organization shall submit for PPAP approval prior to the first
product shipment.
¶ The organization shall review and update, as necessary, all applicable
items in the PPAP file to reflect the production process.
¶ Regardless of weather or not customer request a formal submission.
¶ The PPAP file shall contain the name of the authorized customer
representative granting the waiver and date.

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

Page 156
PPAP process requirement.
Significant production run :-

(1) For production parts, Products for PPAP shall be taken from a
significant production run.
(a) This production run shall be from one hours to eight hours of
production
(b) and with the specific production quantity to total a minimum of 300
consecutive parts. unless otherwise specified by the authorized customer
quality representative.

(2) The run shall be manufactured at the production site using the tooling,
gauging, process, materials and operators from the production environment.

(3) Part from each unique production process

e.g. each position of a multiple cavity die shall be measured and
representative parts tested.
Duplicate assembly line / or work cell. ( Where we make production from
two lines then two line ppap should done )

PPAP Submission Levels

Level 1 Production warrant and Appearance approval report.
Production warrant, product samples and dimensional result
Level 2
submitted to customer.
Production warrant, Product samples and complete
Level 3
supporting data.
Production warrant and other requirement as defined by
Level 4
customer.
Production warrant, product samples and complete
Level 5
supporting data

If customer is not demand us any submission level of PPAP then by

default we have to submit in 3rd level.

Page 157
List of 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)
(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)
(14) Sample Production Parts
(15) Master Sample
(16) Checking Aids
(17) Customer-Specific Requirements
(i) Packing standard
(ii) Logistics requirement and etc.
(18) Part Submission Warrant (PSW)
and Bulk material checklist, (officially AIAG not given it the name of 19th
document name but some minded person say it is 19th document.

Definition of Risk
(1) High Risk
(a) Parts associated with multiple critical features, complex design, or high
end technology that is not yet established in the general manufacturing
environment
(b) Supplier’s quality system and/or quality performance is not to customer
satisfaction

(2) Medium Risk

(a) Parts that have at least one critical feature

(3) Low Risk

(a) Parts that have no critical features and can be manufactured by any
manufacturer in the commodity category
(b) Supplier’s quality system and quality performance are acceptable

Page 158
Submission Level Requirements
New Parts
(1) Level 2 is required for Low Risk Parts
(2) Level 3 is required for Medium and High Risk Parts

Part Changes
(1) Level 3 is required for Parts produced at a new or additional location
(2) Supplier Quality Excellence will define the level required for all other
changes
Customer reserves the right to redefine the submission level required

PPAP Status
Approved
(a) The part meets all customer requirements
(b) 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 customer requirements, based on the production lot
from which it was taken and/or accompanying documentation

Record retention
According to AIAG manual :- Production part approval records, regardless
of submission level, shall be maintained for the Length of time that the
part is active plus one Calendar year.

Parts are divided in three category :-

(i) Safety parts or critical parts :- The parts of which failure cause safety
issue or defect in part cause human safety issue is called safety parts.

(ii) Functional Parts :- The parts of which failure cause reduction in

automobile performance is called functional parts.
Regularity requirements related parts are also fundamental parts.
Regularity requirements example :- Breaking system , Lighting system,
pollution control and others are regularity requirement.
every country have their different regularity system.

(iii) General parts :- Those parts which failure not cause more effect.

Page 159
Some OEM have different retention period of safety , fundamental and
general parts,
generally safety and fundamental parts have more retention period than
general parts,

Other requirements of PPAP

(1) Meet all specified requirements e.g. design record and specification.
If unable to meet
Contact customer for appropriate corrective actions.
(2) Inspection and testing be performed by
(a) A qualified inhouse library or
(b) Government approved commercial / independent laboratories.
(c) Commercial laboratory should give report on their letter head or
normal test report which have name of laboratory, date of test, test result
and standard used should mentioned.
(d) Blanks statement of conformance is not acceptable.
(3) Regardless of part submission level
(a) All applicable records (for each part or family of parts) to be available
in PPAP file.
referenced in such file and be readily available.
(4) Sample production parts, master samples or checking aids to be readily
available for customer use in PPAP.
(5) For any exception or deviations to PPAP requirements :-
Obtain prior approval from customer.

Page 160
PPAP submission level requirements :-
Submission Level
Sr. Level Level Level Level Level
Requirements
No. 1 2 3 4 5
1 Design record R S S * R
(A) For proprietary
R R R * R
components / details
(B) For all other
R S S * R
components / details
Engineering change
2 R S S * R
documents, if any
Customer engineering
3 R R S * R
approval, if required
4 Design FMEA R R S * R
5 PFD R R S * R
6 PFMEA R R S * R
7 Control Plan R R S * R
8 MSA R R S * R
9 Dimensional result R S S * R
Material, performance
10 R S S * R
test result
11 Initial process study R R S * R
Qualified laboratory
12 R S S * R
documentation.
13 AAR (Appearance approval report) S S S * R
14 Sample product R S S * R
15 Master Sample R R R * R
16 Checking Aids R R R * R
17 CSR Customer specific requirement R R S * R
18 PSW (Part submission warrant) S S S S R
Bulk material
S S S S R
checklist
S = The organization shall submit documents to the customer and retain a
copy of records or documentation items at appropriate locations.
R = The organization shall retain documents at appropriate locations and
make available to the customer upon request.
* = The organization shall retain documents at appropriate locations and
submit to the customer upon request.

Page 161
 P P A P D o c u m e n ts - R e q u ire d / S u b m itte d (Optional)
Enter Customer Requested documents in "Required" column and Yes or No in the "Submitted"
column. Comments may be added for explanation of submission.
Sr.
Documents Required Submitted Comments
no.
1 Design Records - -
- for proprietary components/details
- for all other components/details
2 Engineering Change Documents - if any
3 Customer Engineering Approval - if any
4 Design FMEA
5 Process Flow Chart
6 Process FMEA
7 Control Plan
8 Measurement System Analysis Studies
9 Dimensional Results
10 Material Test Results
11 Capability Study (for Key characteristics / cavity)
12 Qualified Laboratory Documentations (Internal & External)
13 Appearance Approval Report (AAR) - if applicable

14 Sample Product (Qty, Length,Weight etc.)

15 Master Sample
16 Checking Aids
Records of Compliance with Customer Specific-Specific
17
Requirements
18 Part Submission Warrant (PSW)
Bulk Material Checklist (See 4.1 on AIAG PPAP manual)
19 Gauge List
20 Sub-suppliers List (used for secondary processes)
21 Packaging Data Sheet
22 Barcode Label
23 MSDS Report
24 X-Ray Report for Die Cast parts (per ASTM E505)
25 Performance Test Results
26 APQP / Project Planning Timeline
27 ------Empty Field for additional items------- -
28 ------Empty Field for additional items------- -
29 ------Empty Field for additional items------- -
30 ------Empty Field for additional items------- -

Page 162
(1) Design Record :-
The supplier shall have design records for the product (e.g. Drawing given
by customer or design approved by customer) including design for
or details of saleable parts.
When design records in electric format, produce a hard copy.

Note :-
(i) Regardless of design responsibility there will be only one design record.
(ii) Design record may refer other documents making them part of design
record.

What is the date of origin for Design record or drawing ?

Enter the date the original drawing or design record was initially completed.

Page 163
 AQE training & HR consultancy Design Record
PART NUMBER : 12345 DATE of Origin : 23.03.14
REV NO: 00 PREPARED By / Team (Name & Sign) : Pankaj Kesar
PART DESCRIPTION : Banjo APPROVED By (Name & Sign) : Pintu Kesar
PFD NUMBER : AQE/PFD/12345

Page 164
(2) Authorized Engineering Change Documents

Not yet incorporated in the design record but incorporated in

Product, Part, Tooling

Lets assume
Customer issue an ECN to supplier through mail but the same ECN is
not implemented in customer drawing then before supply the part to
customer, supplier attach ECN copy. This ECN copy is called Authorized
engineering change document.

Where Authorized Engineering Change Documents is not applicable :-

At the time of developing the part, customer not given ECN then it is
not applicable.
and if customer given ECN and implement the same in drawing then
authorized engineering change document not applicable.

Format used

If this document is not applicable than we write Authorized engineering

change document is not applicable in blank sheet.

If this document is applicable than we attach copy of mail in blank sheet

with the name of authorized engineering change document.

Page 165
(3) Customer Engineering Approval, if required

Where specified by the customer, the supplier shall have evidence of

customer engineering approval.
For Example :-
If supplier are not capable to make any dimension then supplier takes
deviation from customer by MAIL or in MOM.
This mail or mom of approval (if customer approved ) is called customer
engineering approval.

What is deviation ?
Any approval from customer, regarding change in part dimension is called
deviation.

Format used

If this document is not applicable than we write Customer engineering

approval document is not applicable in blank sheet.

If this document is applicable than we attach copy of mail or mom in

blank sheet with the name of authorized engineering change document.

MOM
MOM stands for minutes of meeting
MOM also known as protocol or note, minutes are the live written record
of a meeting between customer & supplier or internal etc.
They include the list of attendees, issues raised, related responses, and final
decisions taken to address the issues.
Their purpose is to record what actions have been assigned to whom,
along with the achievements and the deadlines to complete task.

Page 166
 Doc.No:- AQE/MR/37
AQE Training & HR Consultancy Rev.No:-01
MINUTES OF MEETING Efft date:- 01/9/2019
Date: MEETING VENUE :-
Purpose: Members Present
Customer end Sign Supplier end Sign
1 1
2 2
Meeting with M/s: 3 3
4 4
5 5
S. Target Review by &
Points Discussed Action Proposed Resp. Remarks
No. date Date

Prepared By :-

Page 167
(4) Design Failure Modes and Effects Analysis (DFMEA)
Applicable only For design responsible supplier, The supplier who makes
own drawing for part production. ( In compliance with CSR)

95% supplier are not made their own drawing, they all get drawings from
customer so in 95% companies this document is not applicable.

History
DFMEA was first used in rocket science. Initially, the rocket development
process in the 1950’s did not go well. Design FMEA provided the rocket
scientists with a platform to prevent failure.

What is DFMEA ?
DFMEA is a methodical approach used for identifying potential risks
introduced in a new or changed design of a product/service.

Format used for DFMEA

If this document is not applicable than we write DFMEA document is not
applicable in blank sheet.
If this document is applicable than we analysis in DFMEA format and
submit.

(5) Process Flow Diagram

Prepare process flow diagram in details which have include production
process in sequence order.
PFD for family of similar parts are acceptable.
Already describe in 7QC tools, see PFD in 7QC tools.

Page 168
What is Control Plan ?
(^) A document that describes how to control the critical inputs to
continue to meet customer expectations of the output.
(^) A control plan is written description of the system for controlling parts
and processes.
(^) It is an internal part of an overall quality process and is to be utilized as
living document.
(^) In effect, it describes the action required at each phase of the process
including receiving, in-process, out-going and the periodic requirements.

(^) It reflects a strategy, responsive to continual updates and

improvements in process.

Objective or Purpose of Control Plan ?

(i) Primary reference source for minimizing process and product variation.

(ii) Description of how teams should react to out-of-control situations.

When to Use Control Plan ?
(i) Implementation of new process
(ii) Following a process change

NOTE :-
Since processes are expected to be continuously updated and improved,
the control plan is a living document!

What is basic requirements to make a CONTROL PLAN ?

(i) Process flow diagram
(ii) Design record or Drawing
(iii) PFMEA
(iv) Special characteristics
(v) Lesson learnt from similar parts.
(vi) Cross functional team with knowledge of process.
(vii) Design review.

Page 169
Benefits of control plan
(1) Quality :-
(i) It reduces waste and improves the quality of products during design,
manufacturing and assembly.
(ii) Control plan identify process characteristics and identify the control
methods for the source of variation.
(2) Customer satisfaction :-
Helps in reducing cost without sacrificing quality.
(3) Communication :-
As a living document, it identifies and communicate changes in the
product process characteristics, control method and characteristics
measurement.

What controls the control plan ?

Control plan, controls the 4M
4M = Men, Method, Material, Machine / Equipment's,

(1) Men :- Operator, Inspector efficiency and skill matrix to do a task.

(2) Method :- Preventive maintenance
(3) Material :- Raw material or components
(4) Machine / Equipment's :-
(a) Machine set-up, Efficiency, production capacity etc.
(b) Machine parameter
(c.) Fixture / Pallet
(d) Tooling

Control Plan for Process/Product audit plan

(i) Audit plans should be included in the control plan as a separate line.
(ii) Auditing is an important tool for control.
(iii) Process auditing should be a key element of the quality system of a
business.
(iv) Audits generally cover:
(a) Effectiveness of controls
(b) Control plan (say) vs. what is actually done (do)
(v) Audits should be objective (done by internal or external third parties if
possible).
(vi) Audit frequencies should be based on balancing level of risk (FMEA)
and cost.

Page 170
Reviewer’s Checklist
(i) Use process flow diagram and PFMEA to build the control plan; keep
them aligned
(ii) Controls must be used to be effective. Keep it simple.
(iii) Ensure that the control plan is in the document control system of the
business
(iv) Good control plans address:
(a) All testing requirements - dimensional, material, and performance
(b) All product and process characteristics at every step throughout
the process
(v) The control method should be based on an effective analysis of the
process
Such as SPC, Error Proofing, Inspection, Sampling Plan
(vi) Control plans should reference other documentation
Specifications, tooling, etc.

Page 171
 CONTROL PLAN
AQE TRAINING & Doc Ref No
HR
Rev No & Date
CONSULTANCY
Prototype Pre-launch Production Date (Orig.) : Date (Rev.)
Key Contact / Phone :
Control Plan Number: REV NO:
Part Number/Latest Change Level: Core Team : Customer Engg. Approval /Date (if reqd.)
Part Name/Description : Supplier/Plant Approval/Date Customer Quality Approval /Date (if reqd.)
Supplier Plant Name: Supplier Code Other Approval/Date (if reqd.) Other Approval/Date (if reqd.)
Process Characteristics Methods
Part / Machine, Spec
Name / Product / Process Evaluation Sample Reaction
Process Device, Jig, Char.
Operation plan
Number Description Tools for Mfg. No. Product Process Class specification / Measurement
Size Freq.
Responsibility Control Method
Tolerance Technique

Revision History
Sr No Rev No. Date Change Details

PREPARED BY:- APPROVED BY:-

Page 172
Page 173
(1) Prototype, Pre-launch, Production
Indicate the appropriate category
(a) Prototype :- A description of the dimensional measurements, material
and performance tests occurring during prototype build.
(b) Pre-launch :- A discretional of the dimensional measurement,
material and performance tests that will occur after Prototype and before
normal production.
(c,) Production :- A comprehensive documentation of product/process
characteristics, process control, tests and measurement systems occurring
during normal production.

(2) Control plan number :-

(a) Enter control plan document number used for tracking
(b) For multiple control pages, enter page number (page of_)

(3) Part number / Latest change level :-

Enter Part number given in drawing.
Enter the latest engg. Change level / issue date mentioned in drawing.

(4) Part name / Description :-

Enter the name and description of the product / process being controlled.

(5) Supplier Plant name / Organization name :-

Enter the name of the company who prepare the control plan.

(6) Organizational code :-

Enter the identification code given by the customer.

(7) Key contact / phone

Enter the name , telephone number and other contact information.

(8) Core team :-

Enter the name / phone number of the team

Page 174
(9) Organization / Plant Approval date :-
(a) Obtain manufacturing plant approval
(b) If required see appropriate customer specific requirement.

(10) Date (Orig) :-

Enter the date the original control plan was complied.

(11) Date (Rev.) :-

Enter the date of the latest control plan update

(12) Customer engineering approval date :-

Obtain the responsible customer engineering approval.

(13) Customer Quality approval date :-

Obtain the responsible customer supplier quality representative approval.

(14) Other approval date :-

Obtain any other greed upon approval (if required).

(15) Part / Process Number :-

(i) Usually referenced from the process flow diagram.
(ii) If multiple part number exist (assembly) , list the individual part
number and their processes.

(16) Process name / operation description :-

Identify the process / operation name from the PFD.

(17) Machine, Device, Jig, tools for manufacturing :-

For each described operation , identify the processing equipment.

(18) Number
Numbering the each sub-process.

(19) Product :-
Write product characteristics, example - dia, total length etc.

(20) Process :-
Write process characteristics, example - Insert name, Air pressure etc.

Page 175
(21) Special characteristics :-
Some dimension are critical dimension, mentioned in process, or
dimension which affect fit function, safety function are categorized in
special characteristics.

(22) Product / Process specification tolerance :-

Write it from drawing or as per company standard.

(23) Evaluation / Measurement Technique :-

Include gauges, fixture , test equipment's required to measure the part /
process / manufacturing equipment.

(24) Sample size frequency :-

Write sampling plan standard name , which is used by your plant.

(25) Control Method :-

Describe how the operation will controlled.
Inprocess inspection report, Supplier TC, Final inspection report etc.

(26) Reaction plan :-

Contains action taken if any non conformity produced. And responsibility
for action taken.

Page 176
(9) Dimensional Results

(i) Complete dimensional verification with actual result.

(ii) Included each unique manufacturing process e.g. all production lines,
cavities, moulds, dies or pattern.
(iii) Identify one of the part as master sample.

We have to submit inspection report with ballooning drawing with all

parameters is covered in inspection report.

The supplier shall provide evidence that dimensional verification

required by the drawing and control plan have been completed and
result indicates compliance with specific requirement.

See reading of component drawing video on YouTube for ballooning

drawing or it is given in basic course. And layout inspection report in
Inspection report video also included in basic course.

Page 177
(10) Records of Material / Performance Test Results
Material test result :-
It included material test result with physical, chemical and metallurgical
requirements.
Keep maintain records of MTC with material sub-supplier name, date of
testing.
Any testing which is done In-house, report shall given to customer.

Performance test result :-

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.

Page 178
 Production Part A pproval M aterial Test Results

Part Name: ABC Supplier: AQE trainings

Part No.: 123456 Name of Laboratory: xyz

Results
S. No. Material Specification Certificate Enclosed
OK Not OK

1 SS Tube(8.0mm) SS - 304 OK Yes

2 SS SS - 304 OK Yes
Tube(17.3.0mm)

Prepared By: Pintu Kesar Approved By: Pankaj Kesar

Page 179
 AQE Trainings & HR consultancy MTC
PART NUMBER : 123456 DATE of Origin : 25.03.19
PREPARED By / Team
REV NO: 01 Pintu Kesar
(Name & Sign) :
APPROVED By (Name &
PART DESCRIPTION : ABC kithe gya C Pankaj Kesar
Sign) :

Note :- In this format we attach MTC & performance test result in PDF format for electronic media.
and when we submit PPAP in hard copy then included this format, with MTC in hard copy.

Page 180
(12) Qualified Laboratory Documentation

Maintain lab scope and evidence showing lab meets requirements.

NOTE :- Inspection and testing be performed by

(a) A qualified inhouse library or
(b) Government approved commercial / independent laboratories.
In INDIA NABL is certification body for laboratory approval.
So, be sure, it must include NABL logo on laboratory report. (NABL
applicable in INDIA)
(c) Commercial laboratory should give report on their letter head or
normal test report which have name of laboratory, date of test, test result
and standard used should mentioned.
(d) Blanks statement of conformance is not acceptable.

What is the difference in (10) Records of Material / Performance Test

Results and (12) Qualified Laboratory Documentation ?
Or document no. 10 and 12 of AIAG PPAP checksheet. ?

(10) Records of Material / Performance Test Results

Example :- MTC

(12) Qualified Laboratory Documentation ?

Example :- MTR
In this we test our material from NABL certified lab, or its called 3rd party
inspection. In some cases if we have NABL certification in our inhouse
lab then inhouse report valid with NABL logo on report.

To know more about MTC & MTR, see our YouTube video it is also
included in basic course.

Page 181
(13) Appearance Approval Report (AAR)

Separate report of appearance approval report (AAR) for each part must
included if required.
Submit AAR for representative parts to customer locations.
Submit AAR along with PSW at the time of PPAP submission.
It is applicable on Aesthetic parts, In mostly cases it is not applicable
document.

What is Aesthetic parts ?

Aesthetic parts are appearance parts which is seen by naked eyes to
customer
Example :- Seat cover, Plastic accessories on part, Window mirror, Tires,
Sheet metal body parts etc.

What is the parameter of appearance ?

There are 3 parameters of appearance
(i) Color of part :-
It meets as per customer requirement, There are also a instrument for
checking color of part. Instrument name is Spectrophotometer or generally
called color meter.

(ii) Gloze of Part :-

Plastic parts have their own shine, it is also checked.
The instrument which is used to check gloss is called gloss meter.

(iii) Grain structure :-

It is also checked for AAR.

Page 182
 Doc. No. :
AQE Training & HR AQE/QA/32
Issue No. : 01
consultancy Date : 26/07/2019
Page : 01 of 01

APPEARANCE APPROVAL REPORT

Part name : HOLLOW NUT
Part no : 123456

SR. Name of Mode of Control Actual Finish

Finish Required Remark
NO Component Checking Method Observed

1 HOLLOW Visual As per Limit 1. No Sharp Edges 1. No Sharp Edges OK

NUT sample
2. No Burrs , Dents 2. No Burrs , OK
Rust & No Deep Dents Rust & No
Tool Marks On Dia Deep Tool Marks
9.8 On Dia 9.8

DATE:- 06/10/2019
PREPARED BY: PINTU KESAR APPROVED BY: PANKAJ KESAR

Page 183
(14) Sample Production Parts
The organization shall provide sample parts as specified by the customer.
Note :-
9th document (DIMENSIONAL REPORT) we have submit to customer.
Dimensional report is made from inspection of the sample parts.
so make sure when you submit sample parts it must have numbering
same as given on dimensional report.

Document used
On a blank sheet, write sample product part is submitted,
(If you actually submitted to customer)

(15) Master Sample

Retain a master sample until a new master sample is produced as reference

or acceptance criteria
Provide identifications and obtain approval from customer on master
sample
Retain master sample from each production stage, dies, cavity etc.

(If customer refuse to sign on sample then also we have to retain a

master sample as per our observation )

Note :-
(i) Master sample is not submitted to customer.
(ii) Master sample retain at supplier end for future reference.
(iii) In PPAP 15th document we submit part sign off photo to customer
on a specific format.

Page 184
 AQE Training & HR Consultancy MASTER SAMPLE
PART NUMBER : 123456 DATE of Origin : 26/09/2019
REV NO: 01 PREPARED By / Team Pintu Kesar
PART DESCRIPTION : ABC APPROVED By:
(Name & Sign) Pankaj Kesar
PFD NUMBER : AQE/PFD/123456 (Name & Sign) :
MASTER SAMPLE

Page 185
(16) Checking Aids

($) Submit part specific checking aids along with PPAP, if required by the
customer.
($) Clarify that all aspects comply with part dimensional requirements.
($) Document all released engineering changes incorporated in checking
aids at the time of submission
($) Carryout preventive maintenance and MSA as per customer
requirements.

Every gauge, instruments which is used for part inspection, details

given in checking aids to customer.

Note :-
Some industry used name LIST OF GAUGES instead of CHECKING
AIDS

Page 186
 CHECKING AIDS
Part Name: ABC Part No.: 123456
Variable Gauges
Calibration
Sl no Instrument Name Instrument No. Instrument Make Least count
status
1 Vernier Caliper 14258 Mitutoyo 0.01 OK
2 Digital Micrometer 293-821 Mitutoyo 0.01 OK
3 Height Gauge C91020019 Mitutoyo 0.001 OK
5 Profile Projector P1326 Meera Udyog 0.001 OK
6 Bevel Protector 064154 Mitutoyo 5' OK
7 CMM CMM-01 Carl Zeiss 0.0001 OK
Attribute Gauges
Calibration
Sl no Gauge type Gauge code Range Place to be Used
status
1 Receiving Gauge 1 As per drawing Final Inspection OK
Bending
2 2 As per drawing In Process OK
Gauge(8mm)
Bending
3 3 As per drawing In Process OK
Gauge(17.3mm)
4 Ring Gauge 4 20±0.10 In Process OK
5 Snap Gauge 5 25±0.10 In Process OK
Prepared By: Pintu Kesar Approved By: Pankaj Kesar

Page 187
(17) Customer-Specific Requirements
Maintain a record of compliance to all customer specific requirements.

Some CSR document is

(i) Packing standard

(ii) Logistics requirement and etc.
(iii) Incoming inspection standard
(iv) Final inspection standard
(v) List of approved supplier
(vi) Drawing feasibility report (DFR)
(vii) Capacity confirmation sheet
(viii) Gauge calibration record
(ix) Customer approved deviation
(x) Target quality sign off (TQS)
(xi) Material Packing and handling in transport
OTHERS IF ANY

Page 188
 Doc. No. :- AQE/PS/01
Rev. No. :- 00
PACKING STANDARD Date :- 20.09.2019
Approved By :-
Part No. :- 123 Customer Name :- Drawing Ref. No. :-
Part Name :- ABC Date :-

Part Photograph Packing Style

Pecking Specification detail :-

(1) One box Qty :- 200 psc
(2) One layer Qty :- 20 psc.
(3) One box layer :- 10 layer
(4) Box size (LxWxH) :- 400x300x220mm
(5) Weight of one part :- 0.040 kg

Page 189
(18) Part Submission Warrant (PSW)

What is PSW ?
Document required for all newly tooled or revised products in which the
supplier confirms that inspections and tests on production parts show
conformance to customer requirements.

Objective or Purpose of PSW ?

Used to :
document part approval
provide key information
declare that the parts meet specification

When to Use PSW ?

Prior to shipping production parts

Point to remembered before PSW submission ?

(i) Record required information in PSW

(ii) Prepare separate PSW for each customer part no.

(iii) Use separate PSW for different production streams or attachments.

(iv) Verify that all measurement and test result show conformance with
requirement before signing PSW.

(v) Indicate date , title number, and telephone number on PSW.

(vi) Part weight (mass)

(a) Weight 10 parts and write the average.
(b) Weight up to fourth decimal place of kg.

Page 190
PPAP Submission Levels
Level 1 Production warrant and Appearance approval report.
Production warrant, product samples and dimensional
Level 2
result submitted to customer.
Production warrant, Product samples and complete
Level 3
supporting data.
Production warrant and other requirement as defined by
Level 4
customer.
Production warrant, product samples and complete
Level 5 supporting data available at the supplier manufacturing
location.

PPAP Submission Status

Approved
(a) The part meets all customer requirements
(b) 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 customer requirements, based on the production
lot from which it was taken and/or accompanying documentation

Reviewers Checklist
Must be completely filled out
Must be signed by the supplier
Submitted at the correct revision level
Submitted at the correct submission level
Specify the reason for submission

Page 191
 AQE Training & HR Consultancy Part Submission Warrant
Part Name C ust. Part N um ber

Shown on Drawing Number Org. Part N um ber 1

Safety and/or
Government Regulations Yes No Engineering C hange Lev el D ated

Additional Engineering C hanges D ated

Shown on Drawing Number Purchase Order N o. Weight (kg)

Checking Aid Number C hecking Aid Engineering C hange Lev el D ated

ORGANIZATION MANUFACTURING INFORMATION CUSTOMER SUBMITTAL INFORMATION

Customer Name/Division
Supplier Name Vendor Code
Buyer / Buyer Code
Street Address 2 Application
3

MATERIAL REPORTING
Has customer-required Substances of Concern information been reported? Yes No n/a
Subm itted by IMD S or other custom er f orm at: 4
Are polymeric parts identified with appropriate ISO marking codes? Yes No

REASON FOR SUBMISSION

Initial Submission Change to Optional Construction or Material

5
Engineering Change(s) Supplier or Material Source Change
Tooling: Transfer, Replacement, Refurbishment, or additional Change in Part Processing
Correction of Discrepancy Parts Produced at Additional Location
Tooling Inactive > than 1 year Other - please specify

REQUESTED SUBMISSION LEVEL (Check one)

Level 1 - Warrant only (and for designated appearance items, an Appearance Approval Report) submitted to customer.
Level 2 - Warrant with product samples and limited supporting data submitted to customer.
Level 3 - Warrant with product samples and complete supporting data submitted to customer.
6
Level 4 - Warrant and other requirements as defined by customer.
Level 5 - Warrant with product samples and complete supporting data reviewed at organization's manufacturing location.

SUBMISSION RESULTS
The results for dimensional measurements material and functional tests appearance criteria statistical process package
These results meet all drawing and specification requirements: Yes No
(If "NO" - Explanation Required)

Mold / Cavity / Production Process

7
DECLARATION

8
I affirm that the samples represented by this warrant are representative of our parts which were made by a process that meets all Production Part
Approval Process Manual 4th Edition Requirements. I further affirm that these samples were produced at the production rate of _______ / ______
hours. I also certify that documented evidence of such compliance is on file and available for review. I have noted any deviation from this
declaration below.
EXPLANATION / COMMENTS:

Is each Customer Tool properly tagged and numbered? Yes No

9
Organization Authorized Signature D ate
Print N am e Phone No. F ax N o.
Title E-mail

PPAP Warrant Disposition: Approved Rejected Other

Customer Signature 10
Print Name Customer Tracking Number (optional

Page 192
Part Submission Warrant (PSW)
The Part Submission Warrant or PSW is a document that summaries the whole ‘PPAP Package’. It
needs to include details such as:
1) Part Information
1. Part Name
i. The part name is the parts official name. This benefits the supplier and the manufacturer by
giving the part a more human name and decreasing the chance of errors for example BENJO, NUT
etc.
1. Part Name on Drawing
i. The part name on the drawing is the part ID written or stamped onto the CUSTOMER drawing
for example 1234
1. Engineering Change Level
i. Will be specified by the CUSTOMER and could include any manufacturing change such as tool
modifications
1. Engineering Change Date
i. The date of these changes
1. Additional Engineering Changes

1. Additional Engineering Changes Date

1. Safety and/or Government Regulation

i. Are there any safety and/or government regulation that the supplier and the manufacturer
need to be aware of. These should be listed and relevant documents included or referred to .
1. Checking Aid Number
i. Add the number which is given on checking aid.
1. Checking Aid Engineering Change Level
i. What is the level of the checking equipment you use to check this part are there any special
tools used?
1. Checking Aid Engineering Change Date
i. Date of the Checking Aid
1. Customer Part Number
i. The number the customer uses on their system to identify the part. This is very helpful to
know when speaking to different department in the manufacturers company as not everyone will
know the suppliers part number.
1. Organization Part Number
i. The number the organization uses on their system to identify the part.
1. Purchase Order Number
i. The ID of the manufacturers purchase order
1. Weight
i. Weight of the material ordered
2) Suppliers Contact Information
1. Name of Supplier and/or Vendor Code
2. Suppliers Address
3) The Customers Contact Information
1. Customers Name and Division
2. Any buyer code
4) Materials Reporting
1. Substance of Concern Information
i. May need to be submitted, Could be COSH data sheets
1. IMDS format
i. In what format will you submit IMDS or IMDS like information?

1. IMDS ID
i. What is the module or IMDS number
5) Reason for Submission
1. There can be many reasons why it is necessary to conduct a PPAP : Page 193
i. Initial Submission
ii. Engineering Changes
iii. Tooling: Transfer, Replacement, Refurbishment, or Additional
iv. Correction of Discrepancy
v. Tool Inactive > 1 Year
vi. Change to Optional Construction or Material
vii. Supplier or Material Source Change
viii. Change in Part Processing
ix. Parts Produced at Additional Location
x. Other (Specify)
6) Requested Submission Level
1. There are different levels of PPAP submission
i. Level 1 – Warrant only submitted to customer
ii. Level 2 – Warrant with product samples and limited supporting data
iii. Level 3 – Warrant with product samples and complete supporting data
iv. Level 4 – Warrant and other requirements as defined by customer
v. Level 5 – Warrant with product samples and complete and complete supporting data reviewed
at suppliers manufacturing location.
7) Submission Results
1. Have you included results for:
i. Dimensional measurements
ii. Material and function tests
iii. Appearance Criteria
iv. Statistical process package
1. Do all the results meet all the design requirements with any concerns noted
2. Mold / Cavity / Production Process ID
8) Declaration

9) Explanations or Comments
1. Comments / Explanations
2. Customer tool tags
3. Signature
4. Date
5. Printed name
6. Phone Number
7. Fax Number
8. Job Title
9. Email
10) Status
1. Sign off by customer

Page 194
What is APQP ?
APQP stands for Advanced Product Quality Planning.
It is a structured method of defining and establishing the steps necessary to
assure that a product satisfies customer. It starts with customer order.

History ?
Advanced product quality planning is a process developed in the late
1980s by a commission of experts who gathered around the 'Big Three' of
the US automobile industry: Ford, GM and Chrysler.
Ford Motor Company published the first Advanced Quality Planning
handbook for suppliers in the early 1980’s.
The current AIAG APQP manual is the 2nd edition, dated 2008.

What is Quality Planning ?

It is systametic approach to understand the customer requirement and to
ensure that all the requirements are met.
5 Phases of APQP
Phase 1 : Plan & Define Program
Phase 2 : Product Design and Development
Phase 3 : Process Design and Development
Phase 4 : Product and Process Validation
Phase 5 : Feedback, Assessment and corrective action

Goal of APQP ?
To assure that all required steps are completed in time. It is done at NPD.
Benefits of APQP
(1) A common approach throughout supply chain.
(2) Better customer-supplier communication.
(3) Reduced non-value added time and cost of processes.
(4) Increased success on meeting target quality in all areas of the product
life cycle.
When APQP is done ?
(1) For development of ''New Products''
(2) Incorporating major changes in ''Existing Products''

Page 195
What is 1-10-100 Rule
The 1-10-100 rule states that as a product or service moves through the
production system. The cost of correcting an error multiplies by 10.

Activity Cost
Material is correct = 1 rupees
Error is detected at billing stage = 10 rupees
Error detected by customer = 100 rupees

Dissatisfied customer shares the experience with others the cost is 1000rs.
Phase 1 : Plan and Define

Objective :-
(1) To understand customer requirements (Needs & Expectations )
(2) To establish design intent

Inputs / Outputs - Phase 1

Phase 1 Inputs Phase 1 Outputs (Phase 2 Inputs)

* Voice of the customer * Design goals
Market Research * Reliability and quality goals
Historical warranty and quality * Preliminary bills of material
information * Preliminary Process flow chart.
Team Experience * Preliminary list of special
* Business Plan and Marketing Product and Process
Strategy characteristics.
* Product assurance plan
* Product/Process Benchmark Data * Translate design goals into design
* Product/Process Assumptions requirement.
* Product Reliability Studies
* Customer Inputs
* Service

1.1 Voice of the customer

(a) It is get from customer recommendation data and information obtained
from internal or external customer. Also get from customer complaints.
(b) It can also find through
1.1.1 Market research :- Customer interviws, Customer surveys, New
product quality and reliability studies, Things gone right reports , etc.

Page 196
1.1.2 Historical warranty and quality information :- Warranty reports,
Internal quality reports, Customer plant return and rejection, Field return
product analysis etc.
1.1.3 Team experience :- Customer letters and suggestion, Dealer
comments, Field service reports, Managements comments, Government
requirements and regulations.

1.2 Business Plan / Marketing Strategy

(a) Customer business plan and marketing strategies will set the frame
for APQP.
work
Issues like timing, cost, investment, product positioning, R&D may put
problems.
(b) The marketing strategies will define
The target customer
Key sales point
Key competitors

1.3 Product / Process Benchmark Data

Benchmarking provides inputs for product / process performance targets.
Successful benchmarking understand the gap between current status and
benchmark and develop a plan to either close a gap, match the benchmark
or exceeded the benchmark.
Benchmarking is comparison which is done between our plant process and
better process company comparison to us.

1.4 Product / Process Assumptions

Certain assumption about product feature, design or process concept
become inputs for planning. These include
Technical innovation, Advanced Materials, New technology

1.5 Product Reliability Studies

Data related to frequency of repair , replacement of components within
specified period, long term reliability / durability tests.

1.6 Customer Inputs

User of the product can provide valuable information relating to their
needs and expectations Additionally, user may have conducted various
studies and reviews on the product.

Page 197
1.7 Design Goals
A translation of the voice of customer into measurable design objectives,
assure that the voice of customer is not lost in design activity.

1.8 Reliability (भरोसेमद ं ) and Quality Goals

Reliability goals are based on customer wants and expectations, program
objectives, reliability benchmarks,
Quality goals are targets based on continual improvement.

1.9 Preliminary Bill of Material

Include bill of material based on product / process assumptions and early
Sub-contractors list.

1.10 Preliminary Process Flow Chart

Described anticipated manufacturing processes. Use preliminary BOM
and product / process assumptions.

1.11 Preliminary Listing of special product & process characteristics.

Product assumptions based on the analysis of customer needs and
expectations.
Identification of special process characteristics from the anticipated
manufacturing process.
Similar part FMEA

1.12 Product Assurance Plan

Development of FMEA
Development of preliminary engineering standards requirement.

1.13 Management commitment and Support

Management commitment, interest and support is key of success
* Updated management at the conclusion
* Should be formal
* With the opportunity of question and answer.

Page 198
Phase 2 : Product Design and Development

Objective :-
To develop design feature and characteristics into near final form
Should consider all design factors to ensure the final product will satisfy
the '' Voice of the customer''

Inputs / Outputs - Phase 2

Inputs of Phase -2 (Outputs Outputs of Phase 2

of Phase-1) (Inputs of Phase 3 and Phase 5)
* Design goals * DFMEA
* Reliability and quality goals * Design for manufacturing & Assembly.
* Preliminary bills of material * Design verification.
* Preliminary Process flow * Design Reviews
chart. * Proto-type build control plan
* Preliminary list of special * Engineering drawing
Product and Process * Engineering specification
*characteristics.
Product assurance plan * Materials specification
* Translate design goals into * Drawing & specification change
design requirement. * Gauge/testing equipment requirement
* New equipment, tooling and facilities
requirement.
* Special product and process
characteristics.
* Team feasibility commitment and
management support

* Customer requirements * New equipment, tooloing and facilities

Engineering Drawing requirement.
Engineering Specifications * Special product and process
Material specifications characteristics.
Drawing & spec. changes * Team feasibility commitment and
* Voice of customer management support
* Business plan * Gage/testing equipment requirement
* Product/Process benchmark
Data
* Process assumptions
* Customer input
Page 199
Product Design & Development Key Features
Feasible design must permit
* Meeting production volumes
* Schedules
* Ability to meet engineering requirements with
Quality
Productivity
Reliability
Investment cost
Unit cost and
Timing objectives

2.1 Design for manufacturability and assembly (DFMEA)

DFMEA is simultaneous engineering process to optimize the relationship
between design function, manufacturability and ease of assembly.

2.2 Design Verification

Verifies that product design meets the customer requirements

2.3 Design Review

Regularly scheduled meeting led by design engineering activities and must
include other affected area
Design reviews are a series of verification activities that are more than an
engineering inspection.

2.4 Prototype Build - Control plan

* Prototype control plan describe the dimensional measurements, material
and functional tests that will be carried out during prototype build
* The manufacturer of prototype parts provide an excellent opportunity to
compare the product with voice of customer.

2.5 Engineering Drawings

* Special characteristics (Government, Regularity and safety) must be
shown on the control plan.

2.6 Engineering Specifications

Specification review helps to identify functional durability and appearance
requirements.

Page 200
2.7 Material Specifications
Material specification should be reviewed for special characteristics
relating to physical properties, Performance, environmental, handling and
storage requirement.
These characteristics should be included in control plan.

2.8 Drawing and Specifications changes

Where changes required in drawings and specifications, team must ensure
that the changes are - properly communicated to all affected area and
properly documented.

2.9 New Equipment, Tooling and Facilities Requirements

Should address the items in the timing chart
Ensure new equipment, tooling is capable and delivered on time.

2.10 Special Product and Process Characteristics

Preliminary special characteristics identified through voice of customer
Special characteristics must be documented in control plan

2.11 Gauge/ Testing Equipment Requirement

Gauge / Testing equipment requirements is also identified and added in
timing chart
Monitor progress to assure the meeting of required timings

Phase 3 : Process Design and Development

Objective :-
To develop a comprehensive manufacturing system and its related control
plan to achieve quality products.

Page 201
 Outputs of Phase 3
Inputs of Phase 3
(Inputs of Phase 4 & 5)
* DFMEA * Process Flow Chart
* Design for manufacturing & * Floor Plan Layout
Assembly. * System Review
* Design verification. * Characteristics matrix (optional)
* Design Reviews * PFMEA
* Proto-type build control plan * Pre-Launch Control Plan
* Engineering drawing * Work-instructions, Work
* Engineering specification standards, SOP
* Materials specification * Inspections Standards
* Drawing & specification change * Measurement system Analysis
* Gauge/testing equipment Plan
requirement
* New equipment, tooling and * Capability study plan (SPC)
facilities requirement. * Packing Standards
* Special product and process * Packing, Transportation
*characteristics.
Team feasibility commitment and Specifications etc.
management support

3.1 Packing Standard

Incorporate customer packing standard into packing specifications for the
products.

3.2 Product / Process Quality System Review

Team should review the quality system. Additional control should be
updated. Also an opportunity to improve the existing quality system based
on customer input, team expertise, previous experience.

3.3 Process Flow Chart

Process flow chart is systematic representation of current / proposed
process flow.

3.4 Floor plan layout

Use value stream mapping and identifying the wastes to make plans for
their reductions.

Page 202
3.5 Characteristics Matrix (Optional)
Recommended analytical technique for displaying the relationship
between process parameters and manufacturing stations.

3.6 PFMEA
Should be conducted during product planning and before beginning
production.
3.7 Pre-Launch Control Plan
A description of the dimensional measurements, material and functional
tests that will occur after prototype and before full production.
The purpose of pre-launch control plan is to contain potential non-
conformances during or prior to initial production runs.

3.8 Process instructions / Work standards

Ensure that understandable process instructions, provide sufficient detail
for all operating personnel who have direct responsibility for the
operation of the processes.
These should developed from the following sources :-
FMEA, Control Plan, Drawing, Packing standards etc.

3.9 Inspections Standards

All inspection parameter should cover in inspection standard.

3.10 Measurement System Analysis Plan

The responsibility to ensure Gauge Linearity, accuracy, repeatability,
reproducibility.

3.11 Preliminary Process capability Study Plan (SPC)

Ensure the development of SPC plan. The Critical to customer
characteristics identified in the control plan will cover in SPC plan.

3.12 Packing Specification

In all cases the packing design must assure that the product performance
and characteristics will remain unchanged during packing, transits and
unpacking.

Page 203
Phase 4 : Product and Process Validation

Objective :-
To validate the manufacturing process through an evolution of production
trial run.

Outputs of Phase 4
Inputs of Phase 4
(Inputs of Phase 5)
* Process Flow Chart * Production trial run
* Floor Plan Layout * MSA result
* System Review * Capability Result
* Characteristics matrix (optional) * PPAP
* PFMEA * Control Plan
* Pre-Launch Control Plan * Packing / Transportation
* Work-instructions, Work standards, evolution
SOP * Quality Planning Sign-off
* Inspections Standards
* Measurement system Analysis Plan
* Capability study plan (SPC)
* Packing Standards
* Packing, Transportation
Specifications etc.

4.1 Production Trial Run

The validation of the effectiveness of the manufacturing process begins
with the production trial run.
The minimum quantity for a production trial run is usually set by the
customer but can be exceeded by the Product Quality Planning team.
Output of the production trial run is used for :-
SPC, MSA, Final feasibility, Process review, Production validation
testing, Product approval process, Packing evolution,
Production tooling, Equipment, Environment, Operators, Facilities, Cycle
time.

4.2 MSA
Evaluate the measurement devices and methods used to check the
characteristics specified in the control plan.

Page 204
4.3 Preliminary Process Capability Study (SPC)
SPC study on the characteristics specified in the control plan.

4.4 Product Approval Process

The intent of product part approval is to validate that products made from
production tools and processes , meets engineering requirements.

4.5 Production Validation Testing

Production Validation Testing refers to engineering tests that validate that
products made from production tools and processes meet engineering
standards.

4.6 Packing Transportation Evolution

Assess the protection of the product from normal transportation damages
and adverse environmental factors.

4.7 Control Plan

A written description of the system for controlling parts and processes.

4.8 Quality Planning Summary

Ensure that all control plans and process flow charts are being forward. It
is suggested that the product quality planning team performs its review at
the manufacturing locations and coordinates a formal sign-off.

Must ensure that

The process has ability to satisfy product requirement
Production control plan is prepared after successful validation
A formal APQP sign-off is done after PAP/PPAP.

Product and Process Validation

What is APQP Sign-off
A formal and documented review to ensure that
All planning requirement met or concern documented and schedule
management review.
Higher Management is informed of program status and gain their
commitment to assist in any open issues.

Page 205
Phase 5 : Feedback, Assessment and Corrective Action
To review the effectiveness of total quality planning system outputs.
To initiate improvements action
To confirm all customer requirements are met or exceeded and
documented.
Outputs of Phase 5
Reduced Variation, Confirmed customer satisfaction, Meeting Delivery &
Service Requirements.

Why Planning is required ?

* Identify ways to improve
* Means for tracking and checking
* Contingency planning
* Anticipate problem in advance
* Minimize cost of poor quality
* Continual improvement
* Reduction in cycle time by upfront planning
* Better Communication
* Do it right first time
* On time outputs
* Reduction in future defects

What obstacles gets in the way of planning

* Lack of management commitment
* Lack of discipline
* Unclear priorities
* Unclear responsibilities
* Lack of accountability
* Lack of faith in systametic approach
* Personal egos
* Lack of team spirit
* Lack of knowladge
* Lack of resources
* Unclear directions
* Non-competitive environment

Page 206
Primery Steps before starting APQP

Organise the team :- A process owner for APQP,

Organise cross funtional team, Members in CFT team from Engineering,
Manufacturing, Quality, Materials, Sales, Service, Suppliers and
customer.

Define the scope :- Team must meet to decide

Project team leader, Their roles and responsibilities, Customer (Internal /
External), Customer requirements, Additional members when
requirements, Feasibility assesment, Cost,timing, Documentation process
etc.
Team to Team :- Establish line of communication with
Other inhouse team and Customer Team when required

Trainings :- Identification and organizing for providing training to CFT

members on APQP.

Customer and supplier involvement :-

Identification of issues, Which need interaction with Customer/Supplier
and their resolutions.

Simultaneous Engineering
Concurrent phases, replace sequential series of phases, saves time.
(In it before finish of 1st phase we start next phase to save time)

Control Plans - Prototype, Pre-launch and production

Concern resolution :- Documenting, responsibility assigned,

use of disciplined problem sloving method in difficult situations.

Product Quality Timing plan :- Developing activity plan for all

activities, Review of activities and corrective actions.

Plans relative to Timing chart :- Sub plans for associated activities.

Page 207
Product Quality Planning Timing Chart

Page 208
History of 8D methodology.

In 1974, the U.S. Department of Defense (DOD) released

“MIL-STD 1520 Corrective Action and Disposition System for
Nonconforming Material”.
This standard is officially discard in 1995.

TOPS was first described in a Ford manual in 1987.

TOPS stands for Team oriented problem solving.
After that 8D name is given to TOPS.
Ford's 60 page manual covers details associated with each step in their 8D
problem solving manual and the actions to take to deal with identified
problems

8D stands for 8 discipline of problem solving and have 8steps.

Global 8D have one step is added, Name of step is zero D. Global 8D
format is implement in 1991

The output of 8D process is a 8D report

Describe zero D ?
Zero D is used to notify the complaint to supplier.
Zero D is filled by customer representative or SQA
Zero D is used by customer representative or SQA to understanding the
problem and understanding the criticality of problem. To decide whether
8D shall be initiated or not, Decision shall be taken, weather problem shall
be raised as Non- conformity or not to supplier.

In case of internal rejection , No need to fill zero D, It is only filled by

customer.

Page 209
What is problem ?
A non desirable situation is called problem .
Problem is an opportunity for improvement

What is CAPA ?

CAPA , also called corrective action / Preventive action, or simply

corrective action ) are improvement to An organization's processes taken to
eliminate causes of non-conformities or other undesirable situations.

Define Correction, Corrective action, Preventive action ?

Correction:- means to repair ,rework or adjustment & relates to the

disposition of an existing nonconformity products.

Corrective action :-means to elimination of the causes of a nonconformity

or Action taken on Root cause to prevent recurrence is called corrective
action.
It is reactive approach.
Corrective actions are implemented :
1. In response to customer complaint.
2. Unacceptable levels of product non-conformance.
3. Issue identifying during an internal audit.

Examples of Corrective actions

1. Error proofing
2. Visible or Audible Alarms
3. Process Redesign
4. Product Redesign
5. Training or enhancement/modification of existing training programs.
6. Improvement to maintenance schedule
7. Improvement to material handling or storage.

In some cases a combination of such actions may be necessary to fully

correct the problem.

Page 210
Preventive Action:- Action taken to eliminate the causes of a potential non
conformity, defect in the order to prevent occurrence. Preventive action to
be taken before the occurrence.
It is proactive approach.

Preventive actions are implemented :

In response to the Identification of potential sources of non-conformity
Example – PFMEA and DFMEA

Before understanding the 8D, We must know the tools used in 8D.

Tools which is used in 8D are :-

(1.) CFT ( Cross functional team )
(2.) 5W, 2H
(3.) Quality alert, One point lesson
(4.) Training sheet , On job Training
(5.) Scrap Note, Rework Note
(6.) Brain storming
(7.) Fish - bone diagram
(8.) PFD ( Process flow diagram )
(9.) Gemba
(10.) 5 Why or Why-Why analysis.
and others tools like 7QC tools, Fmea etc. are used.

Define 8 steps in 8D

The steps in 8D: D#0 symptoms

D#1 Establish the team
D#2 Define the problem
D#3 Take Short Term Action (Containment)
D#4 Determine Root Cause
D#5 Develop/Verify Corrective Action
D#6 Implement/Validate Corrective Action
D#7 Prevent Recurrence/Share the Solution
D#8 Congratulate the Team

Page 211
What is difference in functional and cross-functional team ?

Functional Team :-
A team from common function is called functional team,
Example :- (1) Production department is group of functional team
(2) Quality department is group of functional team etc.,

Cross-functional team ?
A cross-functional team is a group of people with different functional
expertise working toward a common goal.
It may include people from finance, marketing, operations, and human
resources departments.
Typically, it includes employees from all levels of an organization. Members
may also come from outside an organization (in particular, from suppliers,
key customers, or consultants).

Page 212
Global-8D

D1 :- Defining the team

Team member have CFT (Cross functional team ) team.

Team shall include members from

(1.) Production
(2.) Quality
(3.) NPD
(4.) Purchase
They 4 are mandatory or key members of team.

Other members from tool room, maintenance, store department can be

added.

What quality have team leader of CFT ?

Team leader have questioning ability or put why for any cause.
Team leader should negative minded ( for questioning only )
Confirm every person from CFT should participate.

Team members should have following characteristics

Process / Product knowledge.
Have power to change the rules
Ability to solve the problem and implement corrective action.

Page 213
How to define a Problem ?
(a) 5W 2H method is generally used
(b) Is / Is not method is not used generally.

What is 5W 2H ?
It is a tool of describing the problem

5W 2H is stands for

Who :- is associated with problem ? Customer , supplier, in-house

(a) Who was affected by the problem
(b) To whom was the problem reported.
What :- Specifically define, type of problem with description.
When :- When was the problem first noticed, or when problem started.
Where :- On which line, which area problem is occurred , where was the
problem observed.
Why :- Any explanation of reason of problem, if not known leave it blank

How :- Is problem continuous or randomly

How Many / Much :- Quantity of the defected parts.

To understand a problem also see process document - PFD , PFMEA,

CP. If possible then see rejected part, or rejected part
sketch to understand a problem.

Page 214
Global 8D :- Rejection training to concerned persons

If rejected part is available then rejected part is shown to concerned

departments
Display the Quality alert or One point lesson to concerned department.

Mainly department affected by a problem is :-

(a) Process or line inspection
(b) Final and PDI inspection
(c.) Production department.

Other department may also effected by rejection.

Give the training about rejected part with the help of Rejected part
shown physically to affected departments, and also explain how problem
is affected our customer,

Training is record in training sheet or on job training sheet.

Take sign of the concerned department like final inspection, production,
Line inspection on training sheet.

Page 215
 DOC.NO:-F/AQE/01
AQ E Training & H R Consultancy
Effect Date:-01/08/19
Training Attendance Record
Topic :
Venue :
Date :
Department :
Faculty:

S.NO. Name Department Signature

10

11

12

13

14
Prepared By:- Approved By:-

Page 216
 DOC.NO:-F/AQE/13

AQE ON THE JOB TRAINING REV.NO:-00

Efft Date:-01/1/19

Customer name :- Date:-

Dep't.:- Venue:-
Faculty :-

Subject:-

Training Contents

Training Given To

Sr.No. Name Dep't. Sign. Sr.No. Name Dep't. Sign.

Prepared By:- Approved By:-

Page 217
Containment action :-
During containment action, if need to segregate material.
After segregation 4 types of material left
(1) Ok Material
(2) Reject material
(3) Reworkable material
(4) Repair material

(1) Ok material is send to customer with marking on part.

(2) Rejected material send to rejection area with scrap note.
(3) Rework material is note down in rework sheet
(4) Repair material is note down on Repair sheet.

Here we tell about scrap note :-

Scrap note made for rejected material on all stages like Inprocess.
final inspection etc.
In rework / repair process some material rejected, this rejected material
also note down in scrap note.

Rework / Repair note is same as scrap note :- Here total quantity is

Written and Ok Qty after rework and reject qty. after rework is note down.

What is Rework & Repair ?

Reference IATF 16949 : 2016
Clause :- 8.7.1.4 for rework (In some cases customer approval required )
Clause :- 8.7.1.5 for repair (Customer approval must required. )

Rework :- Action on a non-confirming product to make it confirm to the

requirement.
Example :- NC part have burr generated, After deburring part is ok.

Repair :- Action on a non-confirming product to make it acceptable for the

intend use.
Example :- In NC part drill position is out, other material is filled with
welding, again drill is done, now part is fit for use, but not confirming
requirement.

Page 218
 Format No:-F/AQE/19
AQE Training & HR Consultancy Rev.No:-"00

SCRAP NOTE Effect Date:-01/08/19

Month:- Shift:-
Dimensio Power Setting
Reject Visual Sign QA
S. No. Date Part Name Part No:- Defects Found nal Cut Approval
QTY Defects Hod
Defect Defects Reject

Prepared By:- Approved By:-

Page 219
BRAIN STORMING

What is brain storming ?

Brainstorming is a group creativity technique by which efforts are made to
find a conclusion for a specific problem.

Brainstorming was developed by Alex Osborn in 1950.

Types of Brain storming

There are many types of brain storming technique but traditionally we

used only three types of brain storming.
(1) Structured brainstorming
(2) Unstructured brainstorming
(3) Silent Brainstorming

(1) Structured method :-

In this method, a group of 5-6 people or CFT team participate in this
session
Each member sit around a table.
Everybody gets an opportunity to give suggestion one by one in rotation.
Member can pass if idea not striking in mind.

Drawback of structured method :-

Member have more ideas, not get enough time to share their ideas.

Page 220
(2) Unstructured method :-
In this method, a group of 5-6 people or CFT team participate in this
session
Each member sit around a table.
In this method everybody is free to give his suggestion.
Members having more ideas can share their ideas freely

Drawback of unstructured method :-

People with shy nature may not share their ideas

In an ideal brainstorming combine the structural and unstructural method.

First use structured method and after use unstructured method to get
out of box ideas.

(3) Silent brainstorming :-

In this method, a group of 10-20 people or more than 50 people
participate in this session.
Each member sit around a table.
Discussion are not made verbally, all ideas are written on paper
individually
After that all papers or slip collect from all members and categories all
ideas.
Group or combine ideas which are similar in nature.
Generally 3 types category made
(1) Possible cause
(2) May or may not possible
(3) Not possible cause

After categories all ideas actions are taken on possible and may possible
cause, not possible cause have no action taken.

Drawback of silent method :-

it kills the opportunity of idea over idea generation.

General rules of brain storming

Quantity of ideas are important more than quality of ideas
Each and every member has to participate
It takes 40 to 45 minute for a session.

Page 221
Fish bone diagram / Cause & Effect diagram / Ishikawa diagram
It is also a part of 7 QC tools.
Fish bone diagram invented by Dr. Kaoru Ishikawa In 1943.
He used it in Kawasaki Iron Works in 1943

He is president of Musashi Institute of technology

Member of union of Japanese Scientists and Engineers ( JUSE )

Important points
(1) Fish bone diagram is used in all type of problem solving methodology.
(2) Fish bone diagram is called it because its shape looks like a fish bone.
(3) It is very important tool to identified potential / possible root cause.
(4) 6M used in fish bone diagram is :- (i) Men (ii) Method (iii) Material
(iv) mother nature (environment) (v) Machine (vi) Measurement
(5) We only find potential / possible causes only, root cause is not find
in this process.
(6) After find possible cause we have to use another tool to find root
cause. Example :- Validation method , Why-Why analysis etc.
(7) For find out potential / possible cause in fish bone diagram, we need
to do first brainstorming.
After brainstorming potential causes are filled in to fish bone diagram,
Category wise, that is men related cause in men column etc.

Page 222
(8) There are primary, secondary or tracery cause or 4th level or may be
5th level of cause identified depend upon team maturity.
(9) It is minimum required 20 to 25 possible cause identified for a good
identification of cause, many industry identify only 5 to 6 cause , it is not a
good practice.

Methodology of fish bone diagram

Step 1 :- Make fish bone diagram and write all possible causes in 6M
after brainstorming session.
Step 2 :- Find out suspected cause from the possible cause.
Step 3 :- Validate all the suspect cause and write the result. All the
validated results are valid cause of problem.
Step 4 :- Do the Why - Why analysis of the valid cause and find out the
root causes of the problem.

Page 223
INTERNAL / CUSTOMER NAME :- ANNAXURE :- 1
FISH BONE DIAGRAM, CAUSE & EFFECT FOR
PROJECT NAME :-
TEAM MEMBER :-

MEN MATERIAL MACHINE

ATTITUDE SUPPLIER TOOLING

SKILL HARD FIXTURE

TRAINING RUSTY VERIATION

Quality Problem
PROCEDURE GAUGING TEMPRATURE

POLICIES INSTRUMENT HUMIDITY

ACCOUNTING COUNTING NOISE LEVEL

METHOD MEASURNMENT ENVIRONMENT

PREPARED BY :- VERIFIED BY :-

Page 224
Supplier Name:
ROOT CAUSE VERIFICAITON ON SUSPECTED SOURCE OF VARIATION ANNEXURE-02

PROJECT NAME : PROBLEM :

TEAM MEMBERS : DATE

CATEGORY PROBABLE CAUSES REQUIREMENT / SPECIFICATION VERIFICATION METHOD ACTUAL OBSERVED RESULT

To check and identify rejected

Unskilled Quality inspector Poison test one inspector not identify rejected part VALID
parts
followed RH side without
Without operation and operation
MAN New Operator operation part and LH side They followed defined process INVALID
done part put in different bin
operation done part.

Not applicable
MACHINE

Verify on Final inspection area After inspection material is not moved in

that after inspection material is packing area with in a day.
100% Material check and send it to moved in packing area with in a (final insp. Is locate in ground floor and
Inspection method not followed packing area is on 1st floor)
VALID
packing area day or not

METHOD
Wi displayed on final inspection
WI not displayed Verified on table Available on table INVALID
table
Check with Daily inspection
Inspection Frequency Not Adequate 100 % material check record of inspector, how much 100 % material check INVALID
quantity they checked
Not applicable

MATERIAL

Prepared by : Verified by:

Page 225
PFD / PFC stands for process flow diagram or process flow chart.
PFD / PFC is a important tool of PPAP
Flow chart is a important tool of 7QC tools.
A flowchart is a type of diagram that represents a workflow or process.
Commonly alternative names used for flow chart is: flow chart, process
flowchart, functional flowchart, process map, process chart, functional
process chart, business process model, process model, process flow
diagram, work flow diagram, business flow diagram.

History of Flow Charts

The first "process flow chart", was introduced by Frank and Lillian Gilbreth.
In 1947, ASME adopted a symbol set derived from Gilbreth's original work
as the "ASME Standard: (American Society of Mechanical Engineers )
In Japan, Kaoru Ishikawa (1915-1989), a key figure in quality initiatives in
manufacturing, named flowcharts as one of the key tools of 7QC tools.

Purpose of Flow charts

Visual illustration of the sequence of operations required to complete a task

(a) Schematic drawing of the process to measure or improve.

(b) Potential weakness in the process are made visual.
(c.) Standardize a Process.
(d) It is to communicate to others that how a process is done

Benefits of Flow charts

(a) Its easy to identify process improvements.
(b) its easy to understand the process.
(c.) Shows duplicate efforts and other non-value added steps.
(d) Clarify working relationship between people and organizations.
(e.) Serves as a training aid to explain the complete process.

Page 226
ANSI and ISO give some symbols of PFD or Flow charts which description
given below.
Name Symbol Description

Process Process action step

Flow line Direction of process flow

Start or end point of process

Start / terminator
flow

Represent a decision making

Decision
point

Connector Inspection point

Inventory Raw material storage

Inventory Finished good storage

Initial setup and other

Preparation preparation step before start
of process flow.
Shows a flow which is an
Alternate process
alternative of normal flow

Alternate flow direction of

Flow line (dashed)
information flow

Page 227
 Process Flow Diagram
Part Name ABC Date of Origin 09.01.2019 P.F.D. No.: PFD/AQE/01
Customer Part No. 123 Process Responsibility PFD. Rev. No. & Date
Model No. PK Production & Quality Assurance 00 & 09.01.2019
Operation Characteristics
Process
PROCESS Source of Variation Control Method
Description Flow Diagram Products Process
No.
Material Grade Raw
Receipt of Raw Spectro Analysis
OP-10 Diameter Storage + Inspection Material
Material Receiving Inspection
Hardness Supplier
Set- Up Approval
Dimensional Tool wear Out/
OP-20 Cold Forging Cold Forging Inprocess Inspection
Variation Over run
Tool life Monitoring
Temp.- 650° ± 10°
Hardness S. Time- 180 Min. Set- Up Approval
OP-30 Stress Relieving Out Source
Variation Cooling time -6 Hrs. Inprocess Inspection
Cooling Temp. - 200°

Grade- S280
OP-40 Shot Blasting Scaling not remove Size:- 0.40 Out Source Clock-
Time:- 15 Min. Cleaning Freq.-
Receiving Dimensional
OP-50 50-55 HRB & Scaling Receipt Stage Receiving Inspection
Inspection Variation
RPM: 2800 Set- Up Approval
Dimensional
OP-60 Machining 1st Feed: 0.12 In House Inprocess Inspection
Variation
Tool Life: 300 pcs. Tool life Monitoring
RPM: 2800 Set- Up Approval
Dimensional
OP-70 Machining 2nd Feed: 0.12 In House Inprocess Inspection
Variation
Tool Life: 300 pcs. Tool life Monitoring

Final Dimensional Visual Inspection

OP-80 Instrument / Visual In House
Inspection Variation Final Inspection

Packing & Qty. Variation/

OP-90 As per packing standard In House Weight Balance
Dispatch Short qty.

Process Raw material

Legends:- Inspection Material Flow
storage

Prepared By: Sign.( Engg.) Sign.( Production) Sign.( Q.A.)

Page 228
Page 229
Gemba or Genba :-
Genba (現場, also called as gemba) is a Japanese term meaning
"the actual place".
In business, genba refers to the place where value is created; in
manufacturing the genba is the factory floor. It can be any "site" such as a
construction site, sales floor or where the service provider interacts directly
with the customer.

In quality management, genba means the manufacturing floor and the idea is
that if a problem occurs, the engineers must go there to understand the full
impact of the problem.

Gemba walks denote the action of going to see the actual process,
understand the work, ask questions, and learn.
Gemba walk person must know the process flow.

Taiichi Ohno, an executive at Toyota, led the development of the concept of

the Gemba Walk.

What is a Gemba Walk?

"Go see, ask why, show respect"

Over the course of a Gemba Walk, leaders, managers and supervisors are
expected to simply observe and understand process.
As part of the Kaizen methodology, it is also supposed to encourage
greater communication, transparency and trust between the lower-level
of employees and leadership.
For this reason, it is not appropriate to use a Gemba walk to point out
employee flaws, or enforce policy - this runs the risk of employees putting
up barriers to leadership, or closing off altogether.

Page 230
Why- Why analysis or 5W analysis
It is the tool of Root cause analysis (RCA)

Keep asking WHY, Why, Why, Why, Why.

One of the most useful tool for finding the root cause is to asking
Why ? until the root cause is reached.
As each new why explored , the closer you will get the real Root Cause.

The process is referred to as 5 why since chances are that asking Why?
five time will uncover the root cause.

Stop asking why which is not in your control that is weather, rain, etc.

It is not fixed we find root cause on 5th why probably may be found on
3rd , 4th or even 7th or 8th why ?
If we found root cause on 1st or 2nd why it means our root cause is not
correct.

The different ways of Why-Why analysis

1 :- Why specific event (non conformance ) occurred ?

2:- Why problem was not detected ?

Thumbrull for occurrence :- We have to work on machine, material, method

Thumbrull for detection :- We have to work on men and measurement.

Page 231
Example of Why Why analysis

Problem :- Puddle of oil in the shop floor.

Why ?
The machine is leaking oil after repairs
Why ?
Bad oil seal was used in maintenance.
Why ?
Because the oil seal were bought in bulk to get the volume discount.
Why ?
Because the purchase person has to report the cost reduction.
Why ?
Because his grades are judged by the amount of cost reduction
Why ?
This is the policy of the company.

Page 232
Define 8 steps in 8D

The steps in 8D: D#0 symptoms

D#1 Establish the team
D#2 Define the problem
D#3 Take Short Term Action (Containment)
D#4 Determine Root Cause
D#5 Develop/Verify Corrective Action
D#6 Implement/Validate Corrective Action
D#7 Prevent Recurrence/Share the Solution
D#8 Congratulate the Team

Describe D0 ?
D0 is used to notify the complaint to supplier.
D0 is filled by customer representative or SQA
D0 is used by customer representative or SQA to understanding the
problem and understanding the criticality of problem. To decide whether
8D shall be initiated or not, Decision shall be taken, weather problem shall
be raised as Non-conformity or not to supplier.
In case of internal rejection , No need to fill D0, It is only filled by
customer.

Describe D1 ?

Establish a team. :- CFT team (See CFT chapter or video )

Typically the Quality Manager will assign the person responsible to lead the
corrective action. That Team Leader will then select the team members.

CFT ( Cross functional team ) The Team should include all functions with
knowledge of the problem (including “process owner”).

Team Leader or Quality Manager should train team members as needed, but
leading the team through the process is the best form of training.

Page 233
Describe D2 ?

Define the problem :- See 5W2H chapter or video

Problem Definition is a positive statement
that describes the “pain”
Tool used :- 4W2H / 5W2H – Who, What, When, Where, How, How Many

“Why” is not part of Problem Definition (this is answered in Root Cause

Analysis - RCA)

Good Definition does not place blame

Describe D3 ?

Short term action or Interim containment action (ICA) :-

The primary objective of the containment action is to protect the customer
from experiencing any additional defective material. 24hrs is the industry
norm for containment actions to take place. Max of 48.
“Iron Wall” is a form of Containment (Prevent problems from shipping to
Customers)
Action taken in ICA is
(a) Suspected quantity can be at different location as follows:-
All internal operation / WIP (work in progress )
Warehouse
Material in incoming store
Customer end material
Material in Transits
Material at supplier end
Material at finish good area.

(b) Verification of suspected parts.

Marking of NG parts and transfer to a separate location to avoid mix up.

(c.) Disposal action :-

Deciding disposal action on NG parts
Disposal action may include :-
(1) Us as it is :- if customer give deviation ( it may be one time only)
(2) Rework :- In rework customer approval may be obtained not mandatory.
(3) Repair :- In case of repair customer approval is mandatory.

Page 234
Note :- (1) Rework / Repair instructions shall be define.
(2) Verification of Rework / Repair product shall be performed.
(4) Scrap :- Scrap material move to scrap area and scrap reports shall be
available.

(d) Replacement of material :-

(a) Replacement of scrap qty. shall be arranged to ensure customer line
continuous run without stoppage.
(b) If no option available to supply the material then give date to customer
for next supply.

Others :-
(1) For online portal :- Fill the containment action in one working day.
(2) ICA (Interim containment action ) may become PCA (permanent
corrective action )
(3) At the time of containment action problem is must describe and display
to shop floor person and every concerned person related to part, and also
give training to all of them regarding problem and also take sign on training
sheet regarding problem.
(4) And after segregation Ok material will dispatch to customer with 100%
marking on part.

Describe D4 ?

Determine Root Cause :-

For finding root cause used the tool :- Fishbone diagram, Brain-storming,
Why - Why analysis, PFD and Gemba walk
Other tools also used but mostly this tool are preferred.

See Fishbone diagram, Brain-storming, why- why analysis, PFD, gemba walk
(See Chapter or video.)

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Describe D5 ?

Develop / Verify corrective action :-

Once the Root Cause is found it’s usually clear what the Corrective Action
needs to be.
* The Corrective Action must address the Root Cause!!!
* Corrective Action for the problem itself (Occurrence) plus the “Detection”
issues need to be implemented to address the full dimension of the issue.

Points must remember :-

(A) Do the actions represent the best long term solution from customers
view point.
(B) Action plan must defined
(1) Responsibility of person
(2) Timeline of responsibility done

Note :- D4 and D5 shall be updated in web portal with in 5 working days.

Describe D6 ?

Implement and validate corrective action :-

It’s necessary that we “maintain the gain”

The Corrective Action has to address the Root Cause, so it’s important that
a follow up audit verifies that the Root Cause was eliminated!

D5 and D6 shall include responsibility and dates (Actual & Target) for
actions.

Describe D7 ?

Prevent recurrence / Share the solution :-

(a) Preventive action :- Modify all system which can cause similar problem
(management systems, operating systems, practices, procedures, work
instructions, inspection forms, gauges, inspection methods, evaluate tooling
and fixturing etc.)

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(b) Document upgradation :- Revise Fmea, control plan, other related
documents. Standardized all documents.

(c.) Effectiveness monitoring :-

Minimum monitoring to be done for 3 months, for same problem not
occurred again.

(d) Horizontal deployment :-

Same action to be done on similar parts, process etc. to eliminate same
problem in similar parts.
Actually it is preventive action.

Describe D8 ?

Congratulations the team :-

Permanently eliminating problems is extremely satisfying in itself

CFT Team members are providing a very important service to us all, so

everyone should recognize the efforts of the people participating in
Corrective Actions

The Person Responsible for Closure Approval thanks and congratulates the
members of the Team

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 AQE Training & Hr Consultancy
8D REPORT
Supplie r Tota l Qty:
Custom e r Qty .Com pla ine d:
8 D CAPA No Qty.re je cte d:
Loca tion: Orgin Da te :
Pa rt No: Actua l Close Da te :
Product Na m e : De fe ct
INTERNAL or EXTERNAL SUPPLIER
or
D1 TEAM MEMBER NAMES/TITLES: D2 PROBLEM STATEMENT/DESCRIPTION

D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION(S) (ICA): Responsibility Date Planned Date achieved

D4 DEFINE AND VERIFY ROOT CAUSE(S):

Verification Occurance/ Process loop
Possible root cause out flow Detection loop holes
of root cause Holes

D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION(S) (PCA): Responsibility Target date

D5-1 HORIZENTAL DEPLOYMENT ACTION: Responsibility Target date

D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE ACTION(S) (PCA): Target Date: Actual Date:

D7-1 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE:

Target Date: Actual Date:
Mistake Proofing (poke yoke): How are you going to ensure it can't happen again?

HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:

Check boxes that apply: Control Plan FMEA Flowchart Proc./Work Instr. Add to Internal Audit Others: _Stage drawing____________
D7-2 EFFECTIVENESS MONITORING:

D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the collective efforts of the team.
PREPARED VERIFIED CHECKED APPROVED

FMT NO- F/AQE/27 Rev.No:-00 EFECT DATE:-01-01-19

Page 238
 QUALITY PROBLEM REPORT
QPR NO.:
DATE:

FROM, To, INV NO./INTERNAL COMP:

DATE:
DRAWING NO:

COMPONENT NAME:

QUANTITY:
PROBLEM/DEFECT SEEN OCCURANCE AT SKETCH(IF REQD)

PROBLEM STATUS ACTION ON DEFECTIVE LOT ACTION REQUIRED

NEW PROBLEM ACCEPTED CONCESSIONALLY SEND BACK REPLY

REPEATED PROBLEM REWORK/SEGREGATION REQD CALL ON US

REJECTED

INSPECTED BY- VERIFIED BY -

CORRECTIVE AND PREVENTIVE ACTION (TO BE MADE BY SUPPLIER AND SENT BACK TO SIPL)
DATE
FROM, TO,

PROBLEM DETAIL:

S.N. IDENTIFIED ROOT CAUSES COUNTER MEASURE PLAN IMPL.DT. REMARKS

Occurrence:-

Detection:-

PREPARED BY APPROVED BY

Format No. :
Record: Retention Period 1 year after closure
Note: If any modification done in format please get it approved from MR.

Page 239
 CORRECTIVE ACTION REPORT
Part Name : Open Date : Nature Of Defect : Supplier Name:
Part No. : Closing Date : Customer Name : Supplier Code:-
1.0 Problem Description 2.0 Containment action
Identification on OK
Stage Total Material Ok (after Segregation) Reject Quantity Remarks
Parts
Inhouse
Customer
Other

3.0 Root cause Analysis 4.0 Actual Root Cause :

MEN MACHINE
4.1 Cause of Defect (Occurrence) : 4.2 Cause of Out Flow:-

5.0 Permanent Corrective Action

Corrective action Details : Date

METHOD MATERIAL MEASUREMENT

6. Do any of the following require action as a result of this Concern

Consider: Y/N Resp. Target Date Consider: Y/N Resp. Target Date Consider: Y/N Resp. T. Date
Drawing Control Plan /Chart Poka Yoke ,
Work/Instructions FMEA Gauging/Fixture (MSA)
Sub-Supplier follow up Process Flow sheet Other (Explain)
Product/Process
Material Handling/Packaging Other (Explain)
parameter changes

Page 240
FM/I/PU/15
Model: Sr.No:
CORRECTIVE ACTION REPORT Issue date:
Close date:
8D stage: Internal Customer Supplier Part Description: Counter Wt
Customer / Supplier Name: Part No.:
A. PROBLEM STATEMENT : Should Answer ISSUE REPORTED : REPEAT / 1'ST TIME
What (is the problem? (Expression by customer)
Who is affected
Where Location
When Since

Why is the problem

How much Qty
B. Team details:
Team Leader:
Team Members: QA: Production: SQA:
Product Design: Process Dev: VD/Purchase:
C. CONTAINMENT ACTION:

QUANTITY VERIFICATION:
Transit (to Transit (to satellite Satellite plant / Transit (Supplier to
Location Customer Inhouse
customer) plant / warehouse) Warehouse plant)
QTY Available
QTY Rejected /
Quarantined
D. ROOT CAUSE ANALYSIS OF PROBLEM:

Machine Man Measurement

Is operator trained ?
Is the specified M/C used ? YES NO Are instruments / gauges
YES NO Is operator is under training ? calibrated ?
Is M/C in good condition ? YES NO YES NO
YES NO Is operator temporary ? Are Control Methods
Is it a substitute M/C ? YES NO Capable to detect
YES NO Is it due to Bad Rework ? Non conformity?
Are M/C parameters known ? YES NO YES NO
YES NO Is it due to operator negligence? Are specified
Parameters are respected ? YES NO Control Methods used
YES NO YES NO
*** *** ***

Are Control Plan/SOP available near M/C? Is the specified Raw Matl./Tooling used ? Is process needs
YES NO YES NO environmental control?
Are Control Plan respected ? Is the Raw Matl./Tooling Supplier change ? YES NO
YES NO YES NO Is it implemented ?
Is the defect part was detected Is the heat treatment method change ? YES NO
by operator / inspector & later YES NO Does it conform ?
mixed with production ? YES NO
YES NO
*** *** ***

Method Material / Tooling Environment

*** Space provided for any other cause

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 8- DISCIPLINE PROBLEM SOLVING APPROACH
Customer Ref No/ NC
Reported Complaint Category Page No :- 1
No.
Date of complaint 4M Distribution Model
Part Name Part No Department

1. USE THE TEAM APPROCH : 2. PROBLEM DESCRIPTION :

Champion : What is the problem ?
Team Leader : Why is it a problem ?
Team Member Dept. Title Where was it detected ?

Mr.Mantosh When was it detected ?

Mr. Tygi Who detected the problem ?

Mr. Manoj How many ?

Mr.Om singh Spec.Requirement

Observation(NG)
Defective Qty
Lot Size Lot No Mfg. Dt.

3. Containment Actions / Customer Protection (Within 48 hours)

Implementation
Immediate Action Leader
Date
Closure Date

All available stock was isolated and sorted with the following results.

Date Location Total Qty OK Qty Ng Qty Identification Mark

4. Define & Verify Root Cause - 5 Why 1H (Within 3 days)

1st WHY 2nd WHY 3rd WHY 4th WHY 5th WHY 1H

Occurrence

Outgoing

5. Work out the suggested ideas (min. one Poke-Yoke) and verify the root cause within 7 calendar days;
Date of
Action Responsible
Implementation
NIL

Result of the root cause verification;

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6. Define & Implement the permanent corrective actions within 14 calendar days;
Date of
Action Responsible
Implementation

Tracking of the effectiveness (validation):- Next production

Responsible:-
Check date

7. Measure to avoid the repetition of the problem, prevention of recurrence of the defect for similar pers or process within 14 days;

Product/Product FMEA
Process/Process FMEA
Control-plan
Instruction
Responsible Date:
8. Final Meeting
Results:

Accomplished at:

Page 243
 Format No.FM/AQE/12
Supplier cum Internal Problem Solving Sheet Rev No. Revision Date::
02 02-09-2019

NC No. NC Date : MRN No.

Supplier MRN Date

Name :
Part No. MRN QTY

Part Name OK Qty

Project Reject Qty.

Problem Description
Photo of Defect Description of Problem

Immediate measures (Interim action)

Status
Immediate measures Total Segg OK Reworked Reject
Resp Target Date

1
2
3
4
Possible Reason
In Account of
Sr. No Reason
Man Machine Material Method

Root Cause (Why-Why analysis)

Why-1
Why-2
Why-3
Why-4
Why-5
Corrective Action
Sr. No Action planned Target date Resp. Status

Before condition After condition

Effectiveness verification of corrective action:

(What is done to check whether the corrective action was effective to stop recurrence of problem / defect):

Action taken (For verification of effectiveness) Date:

Review documents:
(Revise document to include the corrective action to make it part pf the system, so that it can be followed by all concerned):
Revision details.
Sr. No. Document revised
Revision no. Revision date.
Process flow
FMEA
Control plan
Work instruction
Checksheets

Other Specify:

Prep. By :- Approved by :-
Customer Comments (Validation) & Sign.

Page 244
 1 4 DEFECT CONTROL REPORT 12 Date :
Defect : ANALYSIS RESULT : Where Vendor Sub-Vendor Vendor Name :
Reported By : Nos Reported : Repeat (In 1yr) Sub-Vendor :
Date of Occurrence : Model : MAN MACHINE Root Cause MAN MACHINE Prepared By Verified By Approved By Verified By Approved By
Part Name : Part No : (4M) MATERIAL METHOD
Batch Code :
2 IMMEDIATE ACTION 6

Id Mark PROCESS FLOW : NG Process Sketch / Photo

Parts Checked Batch
Date OK NG on ok Remarks
at Code
part
Production Line
(SMG)
Stock(SMG)
Godown (Vendor) MATERIAL METHOD
Factory (Vendor)
Parts in SPD

Vehicles 5 QUALITY ALERT, OJT & VISUAL AID

Date OK NG Chassis No.
Checked at

VI
On Assembly Line 7 Suspected Quantity (Indicate OK for 3 days before and after the Defective Batch Code)
Actual Defect Sketch/Photo
3 Sl No Part No / Date Remarks

Batch code
Qty Produced

Dispatch/Receipt from
Sub-vendor

In-house processing/
Final inspection qty.

8 STUDY OF CAUSE & SIMULATION TEST 10 COUNTERMEASURES 13 VER IFICA TION / CHECK POINTS (Imp lemen t at io n o f Co u n t ermeasu res in Pro cess & Do cu men t at io n w it h Dat e)

Sl No Process Test Result Decision Sl No Countermeasure Date Sl No Checkpoints / Standardization at Vendor End Date Remarks
(Standardization should cover Process Change - Start up checksheet, maintenance check sheet for jigs &
1 1 fixtures, identification system, follow-up of countermeasure lot, modification in operator's training module,
modification in GSIS-P/P.C.S/Control plan/Drg,PFMEA etc.)

2 2 1

3 2

4 3

5 4

6 5

7 11 Horizontal Deployment Date 6

9 5 WHY ANALYSIS 14
CHECK POINTS & STANDARISATION
Step 1 2 3 4 5 Sl No Date Checked By Remarks
(To be filled by Customer)

Occurrence

Out Flow

Page 245
 AQE Training & HR Consultancy
DEFEFCT ANALYSIS & COUNTER MEASURE REPORT
FORMAT./REV.NO.
PART NAME CUSTOMER DACR CONTROL NO.
DATE OF REVIEW-
RESPONSIBLE
CUS. PART NO. DEFECT REPORT DATE DACR RETURN DATE&SIGN.
DEPTT. / SUPPLIER
SLPL PART NO. DEFECT QTY. DACR ISSUE DATE

DEFECT TITLE INV NO. INV.DATE DACR RECEIVE SIGN.

(1) PROBLEM STATEMENT

RAISED BY :

COMPLETION
DATE

(3) DISPOSITION OF NC PART:

(4) ROOT CAUSE ANALYSIS Man Machine Measurement Problem

CAUSE & EFFECT DIAGRAM

Method Material Environment

OCCURENCE

(4) 5 WHY
ANALYSIS

FLOW

(6) CORRECTIVE ACTION MEASURES:

SR. NO. ROOT CAUSE FINDINGS CORRECTIVE ACTION TAKEN RESPONSIBILITY TARGET DATE EFFECTIVE DATE

(7) A.ACTION TAKEN TO PREVENT RECURRENCE

B. HORIZONTEL DEPLOYMENT

implemented for all similar looking parts

C. REVIEW DOCUMENT/SYSTEM
Sr.No DOCUMENT WHERE APPLICABLE RESPONSIBILITY PLANNED DATE ACTUAL DATE STATUS
1 CONTROL PLAN

2 PROCESS SHEET
3 DRAWING
4 PFMEA
5 LAYERED AUDIT

6 WORK INSTRUCTION

7 OTHERS IF ANY

(8)EFFECTIVENESS MONITORING OF CORRECTIVE ACTION

VERIFICATION BATCH CODE/DATE INVOICE/CHALLAN NO. STATUS(OK/NOT OK) VERIFIED BY APPROVED BY

LOT NO-01

LOT NO-02

LOT NO-03

Page 246
NOTE: ERA IMPLEMENTATION SHOULD BE ONE WORKING DAY ANDCORRECTIVE ACTION IMPLEMENTATION WITH IN FIVE WORKING DAYS FROM DEFECT REPORTED DATE.