BULETINUL INSTITUTULUI POLITEHNIC DIN IA I Publicat de Universitatea Tehnic Gh. Asachi, Ia i, Tomul LII (LVI), Fasc.5 D, 2006 Sec ia CONSTRUC II DE MA INI PHASES OF IMPLEMENTATION OF ISO TS 16949: 2002 QUALITY MANAGEMENT SYSTEM NADIA BELU, LUMIN A TIRBU Key words: ISO TS 16949, quality management system, automotive industry, process Abstract: This paper will present with practical examples the phases of implementation of a quality management system according with ISO TS 16949: 2002 standard. This technical specification is intended to avoid multiple certification audits and provide a common automotive approach to a quality management system. The stages of this implementation have some principals objectives: establishing of content and objectives of QMS project, set up of technical, economical data and human resources necessary, analyze of influencing factors of project, organizing of QMS project and establishing of responsibilities, planning of QMS project 1. Introduction The success of an organization depends by the understanding and satisfaction of the actual and potential customer s requirements and necessities. Quality does not come about by itself in a business. All activities and measures necessary to create quality in products are grouped together under the term quality management. A quality management system (QMS) is those elements of an organization s management system that direct and control it with regard to quality. For an organization the adaptation of a quality management system should be a strategic decision. ISO/TS 16949:2002 offers this opportunity for the automotive industries. This International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements [1]. ISO/TS 16949:2002 was elaborated together with the following supporting documents: guidance for implementation; IATF rules; checklist; core tools, such as APQP, PPAP, FMEA, MSA, SPC; customer specific requirements. [2]
1232 Nadia Belu and Lumini a tirbu Fig. 1 QMS standard development 2. Phases of implementation of the QMS ISO TS 16949, quality system management for the automotive industry, is a based on the process approaching. The launching of a project of QMS is subjected to the realization of three initial conditions: - the engagement of the leaders; - the motivation of the personnel; - a favorable environment. Implementation, monitoring and development of QMS required the following phase [3]: Phase I: Preparation of QMS project Phase II: Deployment of the QMS project Phase III: Implementation of QMS project Phase IV: Communication Phase V: Realization of Internal Audits 2.1. Preparation of QMS project This stage including 3 under phases: Announce the whole personnel, Diagnosis and expertise quality, Drafting of the Plan of Quality Improvement. This first stage consists of the advertisement with the whole of the personnel in order to avoid any phenomenon of rejection. We must to put in evidence the motivations of the change, the opportunity study, why we develop and implement a QMS? There are three points take in consideration: - the market: customers, competition, legislation; - economies: costs, margins and added value of the processes; - resources necessary: means, participation of the whole of the personnel... Actors of the change are: Management, Quality Management Responsible, Operational executants, Auditors and Customers. Diagnosis and expertise quality is the diagnosis quality is a methodical examination of whole or part of a company to determine the strong points and the insufficiencies in the field of quality and to propose improvements by holding account of its economic, technical and human context. Drafting of the Plan of Quality Improvement is a question of determining the whole of the improvements of quality to implement to obtain a system of management of quality (QMS) in conformity with the objectives quality laid down by Management. Corrective actions of improvement will be able to relate to the organization, the
Bul. Inst. Polit. Ia i, t. LII (LVI), Fasc. 5D, 2006 1233 documents (procedures, instructions, procedures, recordings relating to quality... all gathered in the SDQ (system documentary quality) and the means necessary to implement project QMS. All these actions will be gathered in a document entitled PQI: Plan of Quality Improvement. While the top management meeting we established the processes that are classified in Management (MP), Operational (OP) and Support (SP) process, each having as process leader one of Company s manager or supervisor. These processes are presented in the table1. Table 1.Processes and pilots PROCESS RESPONSIBLE (PILOTS) PM.01 Management of the company activity General Manager PM.02 Quality Management System PM.03 Satisfaction of the Customer General Manager PM.04 - Continuous Improvement General Manager PO.01 - Serial Production Production Manager PO.02 - Monitoring of Customers Claims PO.03 - Management of product & process Technical Manager modification PO.04 - Monitoring of Supplier Claims PS.01 Management of Human Resources Human Resources Manager PS.02- Maintenance Maintenance Manager PS.03- Calibration/Laboratory PS.04- Audits PS.05 - Purchasing Logistic Manager PS.06 Control of records/documents The planning for QMS implementation was established also while the top management meeting (see figure 2) Fig. 2 ISO/TS 16949:2002 Implementation Schedule
1234 Nadia Belu and Lumini a tirbu Each process has attached one or more performance indicators, (table 2) monitored by process leaders in order to asses efficiency of the related processes. Each indicator has a target. Table 2. Processes and indicators PROCESS PM.01 PM.02 PM.03 PM.04 PO.01 PO.02 PO.03 PO.04 PS.01 PS.02 PS.03 PS.04 PS.05 PS.06 INDICATORS - net sales - follow-up of the objectives - contribution - internal scrap percentage - non-quality costs percentage customer satisfaction investigation, PPM - number of workshops closed reported to number of workshops opened - number of days of cover :raw materials stock - number of days of cover :finished products stock - costs of change of manufacture - internal service rate - reactivity to customer complaints - number of customer complaints - number of derogations - reactivity of supplier to complaints - faults recurrence rate on 6 months sliding period - evolution of employees motivation - absenteeism - training efficiency - number of work accidents - reliability of machine - inspection, measuring and testing equipment calibrated according plan (percentage - internal audit conformity percentage - percentage of realized audits - ratio of the consumable purchases and the services provisions on the invoicing - percentage of reviewed documents The evolution of these indicators is analyzed monthly in Management Review. 2.2. Deployment of the QMS project For QMS implementation according to ISO TS, the organization must: [1]. - identify the processes needed for the QMS; - determine the sequence and interaction of these processes, - determine criteria and methods required to ensure the effective operation and control of these processes, - ensure the availability of information necessary to support the operation and monitoring of these processes, - measure, monitory and analyze these processes, - implement action necessary to achieve planned results and continual improvement of these processes. After the establishing of processes we pass to the elaboration of the documentation of QMS. The figure 2 presents an example of a documentation system.
Bul. Inst. Polit. Ia i, t. LII (LVI), Fasc. 5D, 2006 1235 Quality Manual P M PO PS Quality Procedures Instruction Sheets Forms Diagram QualityDocuments Fig. 3 Example of documentation system According to the above figure 3, Quality Management System Documentation consists of following elements: Quality Manual = including mainly Quality Policy, organization, functions and responsibility within Company, and general provisions about how the company is fulfilling ISO/TS 16949 standard Management Procedures (PM) = procedures directly associated with the businesses processes regarding management of the organization Operational Procedures (PO) = Procedures associated with all the processes of the company which have an interface customer-customer. Support Procedures (PS) = procedures regarding all internal processes necessary to respond to management and operational needs, putting at their disposal necessary resources Quality Procedures (PQ) = regulating the principles and/or the activities and the vertical operation of the Organization Instruction Sheets (IS) = are complementary to the Procedures, describing in an exhaustive manner activities an responsibility necessary to carry out specific tasks Forms (F) = are working sheets used to record data or other sort of information related to QMS functioning As Quality Procedures we elaborated: PQ01 Control of nonconforming product, PQ02 Corrective and preventive Actions, PQ03 Management of indicators, PQ04 Management Review, PQ05 Contingency Plan, PQ 06 Subcontracting, PQ07 Identification and traceability, PQ08 Process capability, PQ09 Technological Tests, PQ10 Elaboration DAQ. 2.3. Implementation of QMS project Promotion of the procedures Once the documented system is finished it should be applied in the reality of all days. It is the role reserved for each writer of procedure which must make sure that the procedures are understood and applied to all the levels of the company. For this purpose, they will have to expose to any person concerned with the procedure the
1236 Nadia Belu and Lumini a tirbu provisions installation in the procedures and working instructions to organize their daily task. Staff training The project must consider the realization of publicity campaigns to quality for the whole of the personal of the company. A motivated personal: - is informed one the finality of its work and its responsibility; - is placed under good conditions of attack of quality; - is tested; - is listened; - has of the instructions, the means and the documents to exert its function; - is formed to exert its function. The objective of this formation is to assign a responsibility for quality to each member of the personnel. A responsibility which is spontaneous: it can be lived at the beginning like a constraint, but with long perceived as being natural and of good quality. The formation is continuous; it is not restricted at a specific period. The person in charge for the installation of the quality system must train the members of the steering committee to the requirements of the quality assurance. 2.4. Communication The project must envisage the realization of actions of communication to motivate the personnel by regularly restoring the progress of the work and the results obtained. A step quality can succeed only with the adhesion of all the personnel. The installation of the system of management of quality is the result of information, dialogues, dialogues and actions. A policy of communication around this type of step is a good asset. The plan of communication can envisage for example the creation of a site Intranet or a newspaper of company. Among the actions of possible communication, one quotes for example: - posting of the engagement of Management; - briefings; - round tables on a topic; 2.5. Realization of Internal Audits The trainings of internal quality Auditors will be carried out in accordance with the international standard ISO TS 16949. The internal Auditors thus formed must independent of the audited sector and be entitled by the company. A planning of internal audits will have to be worked out by the project group and to be validated in steering committee. The company will be able to also call upon outside contributors to carry out its internal audits as well as the white audit. 3. Conclusions With the implementation of ISO/TS 16949:2002 organizational benefits are very important and they are summarized below: - One quality system to meet multiple customer quality requirements - Documented operational and quality system - Ability for increased business - Improved utilization of time and materials - Improved efficiency and profitability - Increased customer satisfaction
Bul. Inst. Polit. Ia i, t. LII (LVI), Fasc. 5D, 2006 1237 - Quality improvement and timely delivery - Improved control of quality and processes - Improved performance from suppliers - Responsibilities of personnel clearly defined - Documented system provides useful reference - Lower reject rates, rework, and warranty costs. Received April 20 th 2006 Department of Technology and Management, University of Pitesti Quality Department, Euro Auto Plastic System, Mioveni R e f e r e n c e s. 1. ISO TS 16949:2002, Quality Management System - Particular requirements for the application of ISO 9001:2000 for automotive production and relevant service part organizations 2. C. Simion, I. Bondrea, The Quality Management Standard - ISO/TS 16949:2002, an option for the automotive industry, International conference on integrated engineering C2I 2005 Timisoara-Romania 3. Edmond LE COZ, Système de management de la qualité (SMQ): mise en oeuvre ETAPELE IMPLEMENT RII SISTEMULUI DE MANAGEMENT AL CALIT II CONFORM ISOTS 16949:2002 (Rezumat) Aceast lucrare prezint pe un exemplu practic fazele de implementare a sistemului de management al calit ii conform standardului ISOTS 16949:2002. Aceast specifica ie tehnic este destinat s evite audituri multiple de certificare i furnizeaz un mod de abordare comun privind un sistem de management al calit ii pentru industria de autovehicule. Etapele de implementare a acestui sistem de calitate au ca obiective principale urm toarele: stabilirea obiectivelor i con inutului proiectului de SMC (Sistem de Management al Calit ii), stabilirea resurselor, analiza factorilor de influen are a proiectului, organizarea proiectului SMC i stabilirea responsabilit ilor, planificarea realiz rii proiectului SMC.