Revision no: 01 Date: Global Supplier Quality Assurance Network

Transcription

1 Title: H-APQP Template Manual Purpose and Scope This document is aimed at internal and external stakeholders to describe the use of the H-APQP Template. Contents Introduction H-APQP Planning and Definition Manufacturing Process Design and Development Engineering Pilot and Design Samples Pre series run Significant Production Run Product and Process Validation PPAP-documents for submission to Husqvarna Husqvarna approval, start of serial production and delivery... 13

2 Introduction H-APQP Development of a part for a customer project will require development of the parts manufacturing process. The manufacturing process must be approved before parts are delivered for series production. The approval process is called PPAP (Production Part Approval Process). Among others PPAP serves to ensure that a supplier can meet the manufacturability and quality requirements of the part supplied to the customer provide evidence that the customer engineering design record and specification requirements are clearly understood and fulfilled by the supplier demonstrate that the established manufacturing process has the potential to produce the part that consistently meets all requirements during the actual production run at the quoted production rate Several activities need to be scheduled and performed already from the start of the part development. Therefore a part quality plan for developing and validating the production process is necessary to assure achieving part approval (PPAP ok) on time. APQP (Advanced Part Quality Planning) is a method for part quality planning developed by AIAG (Automotive Industry Action Group). The Husqvarna method for part quality planning is called H-APQP (Husqvarna Advanced Part Quality Planning). It is similar to APQP but in some aspects adapted to fit Husqvarna requirements. The supplier is responsible of maintaining the quality assurance plan and reporting to Husqvarna as agreed. The protocol used between the supplier and SQA for assuring part quality and tracking of the progress is the H-APQP template. The intended use of the H-APQP Template is described below.

3 1. Planning and Definition Chapter one is about understanding customer requirements and adding extra value in the form of supplier experiences and expertise to meet and exceed customer expectations. It is also purposed to provide input for chapter two where the initial assessments and reviews will be refined in to near finished forms of process features. 1.1 Voice of customer data Voice of customer data has a wide definition but may in the H-APQP be limited to focus on lessons that can be learned from similar parts and projects. It should also provide the supplier of a general knowledge about critical functions and features of the part in its application. It should make use of any experience and information that may yield valuable input on what to avoid or what to improve on specifications, production methods, part features etc. Examples of what to review: Historical data of claims and disturbances for similar parts, such as: o Claim statistics o 8d-reports o Known field incidents from product end-users o Incidents that has caused disturbances on the customer production line. The supplier should be informed of how the part functionality has influence on the end user, distributors/retailers, and customer assembly. The information may include: o Safety critical product functions related to the part o How will a part failure influence product performance and the end user? o Will the appearance, form fit and function influence customer appeal in stores? o Features critical for assembly If available, the supplier should present lessons learned from other projects involving similar parts, part features or production processes etc. 1.2 Engineering/Technical Specification review The suppliers detailed review of and understanding of specifications will help the organization to establish what is required to put the design in to production, including necessary process control. Are all requirements understood? Are all technical specifications referred to on the drawings available? Are there any requirements that needs special consideration, pressure testing, burst tests, etc?

4 The supplier should be able to show a protocol including their conclusions from the review and any drawing criticism or questions that needs to be addressed to Husqvarna. The review should also been seen as preparation for the External Design Review, done together with Husqvarna. 1.3 Special/Critical Characteristics reviewed, Capability requirements confirmed Special attention needs to be paid to special- and critical characteristics and capability requirements. An initial plan for how these requirements will be controlled is necessary and must be considered in control plans and work instructions. 1.4 Preliminary process flow chart and Bill of material established The preliminary process flow chart is used to describe the process and discuss the different steps with Husqvarna as required. Special processes, processes in separate workflows, processes out of house, etc. must be included. If any component/materials are considered critical for quality or procurement reasons, I.e. master batches, electrical components, it needs to be discussed with Husqvarna. If components are not specified by Husqvarna, the supplier needs to make a preliminary BOM and include all components that could become necessary. 1.5 New Tooling, Equipment and Facilities requirements established Need of new tooling equipment or facilities that necessary to fulfill capacity, capability or other specification requirements must be established. A plan for procurement needs to be presented for equipment to be procured. To arrive at conclusion, existing equipment intended to be used should be reviewed to exclude to the need of procurement. The equipment/tooling should be listed with the individual id number of the machine for each relevant process step. Suppliers with multiple manufacturing sites should inform at which facility parts will be produced. 1.6 New Gauges/Fixtures/Testing equipment requirements established Need of new equipment that may be necessary are to be established and a plan for procurement needs to be presented. To arrive at conclusion, all existing equipment intended for use should be reviewed to exclude to the need of procurement. These should be listed with the individual equipment id number for each feature to be controlled. For certain equipment it may be necessary to verify that required capacity is available. Special attention needs to be paid to special/critical characteristics, capability requirements as reviewed in 1.3 Special/Critical Characteristics reviewed, Capability requirements confirmed.

5 1.7 Initial capacity assessment done Is there sufficient production capacity for agreed yearly- and peak volumes? Information about production manning, scrap rate, set up times and available set up specialists, supporting functions and measuring capacity should be considered. 1.8 Tier 2 suppliers identified and audited with approved result Tier 2 suppliers need to be audited, especially if the tier 2 supplier is a new supplier. Exceptions may be made for raw material and others. The audit should be done with a Husqvarna approved audit template. Deviations need to have actions defined and a date for completion and follow up. 1.9 Feasibility study completed with result feasible Customer design ownership does not remove the responsibility to assess the design feasibility from the supplier. The supplier need to establish that the suggested design can be manufactured, assembled, tested, packaged etc. in a way that will meet Husqvarna quality requirements. A protocol from the feasibility study should be presented EDR (external Drawing Review) with Husqvarna done A design review together with Husqvarna is required for all parts. Husqvarna will invite to the design review. An official protocol will be signed by the participants. At least H-APQP items: 1.2 Engineering/Technical Specification review 1.3 Special/Critical Characteristics reviewed, Capability requirements confirmed 1.9 Feasibility study completed with result feasible Must be completed before the EDR

6 2. Manufacturing Process Design and Development Chapter two is about the design and development of the process to a near final form to be verified and approved in the following chapters. 2.1 Packaging standards established As a minimum requirement, the packaging suggested by the supplier shall fulfill requirements in the Husqvarna packaging manual. Rust prevention, scratch prevention, handle ability at point of usage etc., must also considered as applicable. The packaging should be suitable from a quality perspective, ensure effective transportation and be compatible with material handling systems and storages at the Husqvarna site. 2.2 Process Flowcharts created The process flowchart shall include all processes and process steps. It will describe the process flow including processes not done in-house. The process flowchart is part number specific. All steps must be numbered and referenced as in the P-FMEA and the control plan. Trading companies or sites that do not have any production in house should have a flow chart for internal flows including in-coming inspection, handling, picking and dispatch etc. 2.3 Process Failure Mode and Effect Analysis P-FMEA The P-FMEA is an analysis to determine, anticipate, resolve or monitor problems in the process. It is the primary risk evaluation document in the PPAP-documentation. It will determine what risks that need to be reduced or eliminated prior production start and what needs to be considered in the control plan to reduce or eliminate remaining risks. The P-FMEA shall include all process steps, the rating needs to be done according to standard (refer to AIAG), numbering and references must correspond to the Process Flow chart and Control Plan. Further it is part number specific and shall include logistics operations such as goods reception, storage, shipping etc. The P-FMEA shall include special processes and steps not done in house, such as surface treatment etc. 2.4 Pre Series Control Plan There must be a control plan in place for each pre-series production. The pre-series control plan should consider any extra quality control needed if planned series equipment such as control fixtures, poka yoke, automation etc. is not yet in place or the operators are not yet fully trained.

7 2.5 Measurement System Requirement Established A plan to ensure that all measurement systems are validated fit for their purpose and ready on time is required. This involves repeatability, accuracy, correlation of duplicate gages etc. Special attention needs to be paid to Special Characteristics (SC) and critical dimensions. The supplier must be able to show that dimensions are measured with adequate methods. If not - is there a need for further fixtures? Is there a need for measuring some dimensions with CMM? MSA should be done at least for critical dimensions. 2.6 New tooling, Equipment and facilities procured and installed Compare to the list of procurement needs New Tooling, Equipment and Facilities requirements established. Will all necessary equipment be installed and approved on time? Corrective actions need to be presented for any gaps. 2.7 New Gauges/Fixtures/Testing Equipment procured and installed Compare to the list of procurement needs New Gauges/Fixtures/Testing equipment requirements established. Will all necessary equipment be installed and approved on time? Corrective actions need to be presented for any gaps. 2.8 Equipment set-up procedures established and documented Set-up procedures must be mapped and instructions created. This include special procedures such as set up of test equipment, calibration of weight scales etc. 2.9 Work instructions developed Operators work instructions need to be created, also for supporting processes such as material handling and packaging, quality control etc. Instructions should be developed from the sources of FMEA, control plan, part specifications, process parameters, organization expertise, customer expectations etc Training of personnel planned and initiated Existing competence must be mapped and compared with competence needed to perform all operations in the flow, also including supporting functions such as material handling and logistics, shipping and dispatch, customer support (deviations management) etc. Any process of which the supplier has no previous experience is of extra relevance. I.e. an assembly operation performed by an organization primarily set up to run tooling based batch-production. It is recommended to use a competence matrix to conclude current competence level and find any gaps. A training plan needs to be presented before closing 2.10.

8 2.11 Quality assurance of parts from Tier 2 suppliers done Parts and material procured from Tier 2 suppliers need to be quality assured. The supplier is responsible for sub-supplier quality. This is also applicable when sub-suppliers are assigned by Husqvarna, unless written agreements state differently. Tier 2 part quality should be assured by sub-supplier APQP and sub-supplier PPAP. There must be a plan with scheduled activities to assure part quality. Examples of items to follow up are drawing review, feasibility study, control plan, work instructions, final inspection in series production, etc Preliminary Husqvarna delivery plan received Husqvarna should send forecasted delivery schedules as soon as feasible. The supplier should confirm the delivery schedules and that their material planning supplier system is set up correctly so that production and dispatches will be made accordingly and delivery schedules are generated and transmitted to tier 2 suppliers Preliminary Tier 2 delivery plan communicated The supplier shall make sure that tier 2 suppliers receives delivery schedules as generated from the supplier and that tier 2 material planning is adequate.

9 3. Engineering Pilot and Design Samples Pre series run Engineering Pilots (EP) are prototype builds to verify and improve the part design. There may be several EPs during the project. Design Samples (DS) are to verify the readiness to call off PPAP and it is of importance for both customer and supplier to carefully follow up on any deviations found. 3.1 Engineering Pilot - Pre series run Engineering Pilot should be included in the project time plan communicated to the supplier who shall confirm and plan accordingly. 3.2 Measurement System Analysis (MSA) If relevant, the measuring devices and systems should be evaluated and verified prior Engineering Pilot and Design Samples. 3.3 Design Samples Dimensional, material and testing verification Design Samples need to be delivered together with dimensional report on time. Refer to H-QAP for the definition of design samples. The supplier shall confirm that the design samples are manufactured using series tooling, with correct production data, material and dimensions. However, the complete, final and documented production process is not required. The samples should in first hand be produced at the supplier location. If not, by approved corresponding conditions. This must be clearly communicated to Husqvarna. Husqvarna will provide feedback to the dimensional report and in case of deviations the supplier will receive a request for corrective actions, or information on any actions from Husqvarna. It is the suppliers responsibility to make sure that deviations are corrected before submitting PPAP-samples.

10 4. Significant Production Run Product and Process Validation The design of manufacturing process should now be ready for validation by production run, capability studies etc. 4.1 Significant Production Run using Full Run Test Template The output of the significant production run is used for evaluation and review of the production process. The minimum quantity to be produced is decided by/with Husqvarna. The Husqvarna Full Run Test template shall be used as far as applicable for documenting and evaluating the production run. Samples from the significant production run shall be included in PPAP (PPAP-samples). 4.2 Measurement System Analysis (MSA) Monitoring and measuring devices need to be evaluated during or prior to the Significant Production Run. MSA shall be submitted in PPAP as requested. 4.3 Initial Samples Also known as PPAP-samples. Shall be produced with series tooling using the production process checked with all intended control devices such as described in the control plan. Operators shall be ready and trained working as described in work instructions for series production. 4.4 Process Capability Study Capability needs to be shown according to the Husqvarna Quality Assurance Process (H- QAP). A Process Capability Study should be available for all characteristics identified in the control plan. It is required for significant characteristics as a minimum. 4.5 Scrap rate calculated and action plan established if necessary Scrap rates should be calculated during the Significant Production Run using the Full Run Test Template, or others if adequate. The scrap rate calculation will indicate if the process is working as intended and if appropriate actions are taken when defects are discovered during production. 4.6 Capacity verified (Cycle/Tact times verified) The capacity should be verified during the Significant Production Run as defined in the Full Run Test Template or, or others if adequate. The verification will indicate if the calculated capacity is available or if actions are required. 4.7 Production Control Plan established Verify that the control plan is complete, updated according to latest drawings and corresponds to FMEA and work instructions.

11 4.8 Training of personnel completed Verify that all operators are trained as required and defined in 2.10, including supporting functions. There should be a competence matrix or equivalent to show current status of training. 4.9 Packaging requirements verified to ensure part integrity at point of use Verify that the packaging and unit loads are accepted by all receiving Husqvarna sites. The packaging should be suitable from a quality perspective, ensure effective transportation and be compatible with material handling systems and storages at each Husqvarna site. See also Master sample stored at supplier When master samples are considered required Husqvarna and the supplier shall agree upon how these are to be handled, unless that is not already covered in contractual agreements or other relevant documents or specifications. A possible way of managing master samples is to have an agreed number of signed master samples stored by Husqvarna and equal signed samples stored by the supplier. It also need to be agreed in detail what is governed by the master samples and what is not. Brightness, porosity, scratches are some examples. Color samples can be ordered from Husqvarna. It is the responsibility of the supplier to order these, to store them properly and to re-order color samples as necessary due to aging.

12 5. PPAP-documents for submission to Husqvarna Chapter 5 is a listing of PPAP documentation for the purpose of establishing what is required and what is the current state of the PPAP-documentation. PPAP must be ok and be ready for approval at first submission. For reference look at Husqvarna Quality Assurance Process (H-QAP) and AIAG PPAPmanual.

13 6. Husqvarna approval, start of serial production and delivery Closure of the project by summarizing lessons learned, start of continuous improvements in serial production. 6.1 Statistical Process Control for reducing variation initiated Statistical Process Control (SPC) will provide data usable for continuous improvements to reduce variation in a process. The collection and analysis of data shall be reviewed when applicable. 6.2 Husqvarna delivery plan received and confirmed Husqvarna delivery schedules should be compared with the supplier MPS output to confirm that the schedules are received and processed correctly. 6.3 Tier 2 supplier delivery plan communicated and confirmed Confirm that schedules are transmitted to the Tier 2 suppliers and that the Tier 2 suppliers are able to receive and plan production and shipping accordingly. 6.4 Effective use of lesson learnt and best practices Before closing any project the lessons learnt need to be documented by the project team together with project stakeholders if applicable. There should be a template or method for conducting lessons learnt. As a minimum there shall be a list of Things Gone Good and Things Gone Bad. All listed items need to have actions to carry over good experiences to new projects and to avoid repeating deviations in the future.