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Automotive InternalAuditor Pocket Guide

Process Auditing toISO/TS 16949:2002


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Also available from ASQ Quality Press:

ISO/TS 16949:2002: Quality SystemsAutomotive Suppliers

Particular Requirements for the Application of ISO 9001:2000ISO/TS

Integrating QS-9000 with Your Automotive Quality System,

Third EditionD. H. Stamatis

Six Sigma for the Office: A Pocket Guide

Roderick A. Munro

Failure Mode and Effect Analysis: FMEA from Theory to

Execution, Second EditionD. H. Stamatis

Six Sigma for the Shop Floor: A Pocket Guide

Roderick A. Munro

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Automotive InternalAuditor Pocket Guide

Process Auditing toISO/TS 16949:2002

Roderick A. Munro

ASQ Quality PressMilwaukee, Wisconsin


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American Society for Quality, Quality Press, Milwaukee 53203 2004 by ASQAll rights reserved. Published 2004

Printed in the United States of America12 11 10 09 08 07 06 05 04 5 4 3 2 1

Library of Congress Cataloging-in-Publication Data

Munro, Roderick A.Automotive internal auditor pocket guide : process auditing to ISO/TS

16949:2002 / Roderick A. Munro.p. cm.

Includes bibliographical references and index.

ISBN 0-87389-617-3 (soft cover, spiral bound : alk. paper)1. Automobile industry and tradeQuality controlStandards

Handbooks, manuals, etc. 2. Automobile industry and tradeAuditingStandardsHandbooks, manuals, etc. I. Title.

TL278.5.M86 2004338.4'7629222'0685dc22 2004002513

Copyright Protection Notice for the ISO/TS 16949:2002 Standard: Portionsof this standard are paraphrased. For the official language, please refer to

the standard itself. Requests pertaining to ISO/TS 16949:2002 should besubmitted to the American National Standards Institute (ANSI).

All rights reserved. No part of this book may be reproduced in any form or byany means, electronic, mechanical, photocopying, recording, or otherwise,without the prior written permission of the publisher.

ISBN 0-87389-617-3

Publisher: William A. TonyAcquisitions Editor: Annemieke Hytinen

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Printed on acid-free paper


5/42

To my mother, Georgina Antoniette Munro, who

left this plane of existence during the final stages

of this book. Although she did not see this work

completed, she promised to be with me always.


6/42


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Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . xiii

Chapter 1 History of Automotive Auditing . . . . . . . 1

Military Standard 8959 . . . . . . . . . . . . . . . . . . . 1SPEAR and Q-101 . . . . . . . . . . . . . . . . . . . . . . 2

Pentastar, Q-1, and Targets for Excellence . . . . . 3

Automotive Core Tools . . . . . . . . . . . . . . . . . . . 5

QS-9000: 1994, 1996, 1998 . . . . . . . . . . . . . . . 6

ISO/TS 16949:1999, 2002 . . . . . . . . . . . . . . . . 7

Whats Next . . . . . . . . . . . . . . . . . . . . . . . . . . 10Internal Auditor Responsibility . . . . . . . . . . . . . . 10

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Chapter 2 Automotive Internal Auditor

Qualifications and Background Information . . . . . 15

ISO 19011:2002 (BSR/ISO/ASQ Q19011-2002)

Guidelines for quality and/or environmentmanagement system auditing . . . . . . . . . . . 16

Internal Auditor Selection . . . . . . . . . . . . . . . . . 18

International Automotive Task Force . . . . . . . . . 20

viivii


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International Automotive Oversight Bureau

(IAOB) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Automotive Certification Scheme forISO/TS 16949:2002Rules for Achieving

IATF Recognition . . . . . . . . . . . . . . . . . . . . 22

IATF Guidance to ISO/TS 16949:2002 . . . . . . . . 24

Quality System Assessment Checklist

Checklist to ISO/TS 16949:2002 . . . . . . . . . 24

Customer-Specific Requirements

(Dated Materials) . . . . . . . . . . . . . . . . . . . . 25

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Chapter 3 Introduction to Process Auditing . . . . . . 31

Element Auditing . . . . . . . . . . . . . . . . . . . . . . . 31

Process Auditing . . . . . . . . . . . . . . . . . . . . . . . 33

Process Mapping . . . . . . . . . . . . . . . . . . . . . . . 37Identifying Measurables . . . . . . . . . . . . . . . . . . 38

Link Policies and Procedures . . . . . . . . . . . . . . 40

Identify Interaction Between Processes . . . . . . . 41

Make a Judgment About System

Effectiveness . . . . . . . . . . . . . . . . . . . . . . . 42

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Chapter 4 Automotive Audit Approach . . . . . . . . . . 45

PlanDoStudyAct . . . . . . . . . . . . . . . . . . . . . 46

Customer-Oriented Process . . . . . . . . . . . . . . . 50

Audit Inputs/Outputs . . . . . . . . . . . . . . . . . . . . 54

The Octopus Model . . . . . . . . . . . . . . . . . . . . . 56

Critical Process Elements . . . . . . . . . . . . . . . . . 58Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Chapter 5 Audit Preparation . . . . . . . . . . . . . . . . . . 63

Collect/Develop Flowcharts . . . . . . . . . . . . . . . 64

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Identifying Customer Information . . . . . . . . . . . . 65

Develop an Audit Strategy . . . . . . . . . . . . . . . . 66

Customize Your Audit CustomerFocus Checklist . . . . . . . . . . . . . . . . . . . . . 68

The Turtle Model . . . . . . . . . . . . . . . . . . . . . . . 69

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Chapter 6 Conducting the Audit . . . . . . . . . . . . . . . 73

Questions (Matrix) . . . . . . . . . . . . . . . . . . . . . . 73

IATF Focus Clauses . . . . . . . . . . . . . . . . . . . . . 75Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 77

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Chapter 7 Automotive Standard

ISO/TS 16949:2002 . . . . . . . . . . . . . . . . . . . . . . . . 81

4.0 Quality Management System . . . . . . . . . . . . 84

5.0 Management Responsibility . . . . . . . . . . . . . 896.0 Resource Management . . . . . . . . . . . . . . . . 98

7.0 Product Realization . . . . . . . . . . . . . . . . . . 107

8.0 Measurement, Analysis and Improvement . . 144

Annex AControl Plan . . . . . . . . . . . . . . . . . . . 163

Automotive Core Tools . . . . . . . . . . . . . . . . . . . 164

Chapter 8 Follow-Up . . . . . . . . . . . . . . . . . . . . . . . . 171

Environmental, Safety, and Health . . . . . . . . . . . 171

Corrective Action Reports . . . . . . . . . . . . . . . . . 172

Preventive Action Reports . . . . . . . . . . . . . . . . 174

Audit Closure . . . . . . . . . . . . . . . . . . . . . . . . . 175

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177

Chapter 9 Automotive Case Studies . . . . . . . . . . . . 179

A: Casting Area . . . . . . . . . . . . . . . . . . . . . . . . 179

B: Roll Play of Customer Rejection . . . . . . . . . . 182

C: Internal Audit Program . . . . . . . . . . . . . . . . . 183

Contents ix


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Chapter 10 Next Steps . . . . . . . . . . . . . . . . . . . . . . . 187

Practice, Practice, Practice . . . . . . . . . . . . . . . . 187

Additional Training If Needed . . . . . . . . . . . . . . 188Certification (Internal versus External) . . . . . . . . 189

Quality Management Principles . . . . . . . . . . . . . 190

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . 191

Appendix A Analysis of Case Studies . . . . . . . . . . . 193

Appendix B ASQ Certified Quality Improvement

AssociateBody of Knowledge . . . . . . . . . . . . . . 201

Appendix C ASQ Certified Quality Auditor

Body of Knowledge . . . . . . . . . . . . . . . . . . . . . . . 203

Appendix D Resources . . . . . . . . . . . . . . . . . . . . . . . 207

Glossary and Acronyms . . . . . . . . . . . . . . . . . . . . . . 209Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217

x Contents


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Preface

Welcome to the Automotive Internal AuditorPocket Guide. This book is designed as a ref-erence manual for conducting internal audits to

ISO/TS 16949:2002 using the new process approach.It does not cover all the aspects of how to conduct

internal audits, as there are many training pro-

grams and books available that cover the proce-

dures of internal auditing in depth. This pocket

manual is designed to help and assist internal

auditors planning and performing process auditswith ideas, tips, suggestions, and so on, to become

more effective as an auditor and satisfy the audit

customers (top management, auditees, and exter-

nal customers).

The ISO/TS 16949:2002 standard requires

more participation on the part of everyone in theorganization and requires top management to be

directly involved with the auditing process.

Another keynote that will be discussed is the need

to identify customers (internal and external) for

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the various processes and to collect tangible data

on customer satisfaction.

This book is a continuation of a series of worksstarted by the author referred to as QUIT

Quality in Training. It is hoped that through

this ongoing series people will be helped in find-

ing joy in the work that they do, leading to health-

ier, happier lives.

In the Zen Buddhist text The Art of Living, itstates:

The Master in the art of living makes lit-

tle distinction between his work and his

play, his labor and his leisure, his mind

his body, his education and his recre-ation, his love and his religion. He hardly

knows which is which. He simply pur-

sues his vision of excellence in whatever

he does, leaving others to decide whether

he is working or playing. To him he is

always doing both.

xii Preface


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Acknowledgments

Although some people have asked for a com-plete reference guide for automotive internalauditors, it was felt that a pocket guide to high-

light some of the more important items would bemore useful to those who are on the floor doing

internal audits. To this end, this book has been

developed from comments and suggestions of

hundreds of participants in classes dealing with

automotive internal auditing. I would like to

thank all of them and a number of instructorswho have worked with the author to discuss areas

for continual improvement in internal auditing,

including David Lusk, Joe Kausek, George Moura-

dian, Norma Simons, and Dr. Dean Stamatis.

I would also like to thank ASQ Quality Press

for their time and efforts to help this pocket guidebecome a reality. Especially Annemieke Hytinen,

Acquisitions Editor, and Paul OMara, Project

Editor. Their help has been most valuable in

xiii


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ensuring that this pocket guide will be useful to

automotive internal auditors.

Finally, a personal thank-you to Dr. ElizabethJ. Rice-Munro, who spent countless hours coach-

ing me and saying shut off that TV to help

ensure that this product was produced.

xiv Acknowledgments


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1

History ofAutomotive Auditing

The automotive industry has been activelyauditing suppliers for more than 40 years, butthe history of auditing goes back centuries. Thefocus of this book will be current practice for

the process approach to the ISO/TS 16949:2002

and its related support documents (core tools, cus-

tomer specific requirements, rules, guidelines, and

so on). The auditor would do well to have a basic

understanding of how the current auditing sys-tem came to be and what is expected in the auto-

motive industry.

MILITARY STANDARD 8959

During World War II, the entire manufacturing

component of industry turned to the war effort.

People who had never seen the inside of manu-

facturing plants were brought in to replace the

1


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men who went off to fight. With the loss of skilled

works, many techniques were developed to assist

in ensuring that product was the best that it couldbe for the men on the front lines. During this

time, the U.S. government was looking for a way

to ensure that suppliers delivered consistently

good quality parts. A practice of auditing was

developed and was combined in 1956 in the first

Military (Mil) Specification (Std) 8959 (Marash,Berman, and Flynn 2003).

SPEAR AND Q-101

The automotive industry came under the Mil-Std

8959A and also wanted to monitor suppliers. Ford

Motor Company (Ford) and General Motors Cor-

poration (GM) started officially auditing suppliers

in 1964 with the release of their standards Q-101

and Supplier Performance and Evaluation Report(SPEAR), respectively. Chrysler Corporation and

American Motors followed a few years later with

their own versions of the programs.

During the late 1960s and throughout the 1970s,

the automotive industry developed the practice of

conducting yearly audits on suppliers differentlyfrom other industries auditing practices (for exam-

ple, aerospace and nuclear fields). In the automo-

tive industry, the common practice was to have

supplier quality assurance (SQA) auditors spend

2 Chapter One


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one day reviewing each plant regardless of how

large the operation was. This sometimes left time

for the auditor to conduct only a bench audit.Other auditors may have found themselves being

distracted by suppliers who had things they

wanted to hide from the customer.

Simultaneously, in Europe auditing of suppliers

was becoming widespread. The English especially

moved forward with their British Standard (BS)5750, which became a national standard used by

many organizations from schools and hospitals to

manufacturing plants. It was this standard that

the International Organization for Standardiza-

tion (ISO) used as the first draft of ISO9001:1987.

PENTASTAR, Q-1, AND TARGETS

FOR EXCELLENCE

Back in the United States, the automotive origi-

nal equipment manufacturers (OEMs) were being

challenged to coordinate some of the multiple

demands being put on suppliers. In the late

1970s, Chrysler, Ford, and GM (the Big Three)

along with a number of suppliersformed a not-for-profit organization to work on standards to be

used in the U.S. automotive industry. This group

was called the Automotive Industry Action Group

(AIAG) and was based in Southfield, Michigan.

History of Automotive Auditing 3


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The first task that the AIAG worked on was to

standardize how bar coding (a new technology at

that time for labeling shipping containers) wouldbe used in the industry. Up to that point, it

appeared as if each of the Big Three would have

to develop separate technologies, which would

have caused a profound mess for suppliers.

Then in 1979, the National Broadcasting Com-

pany (NBC) aired a show narrated by LloydDobyns called If Japan Can . . . Why Cant We.

It originally aired very late at night, but some

executives from both Ford and GM saw the show.

They became very curious about someone named

Dr. W. Edwards Deming and wanted to know moreabout what he had taught the Japanese. Remem-

ber that the perception was, at that time, that the

Japanese had taken the U.S. automotive industry

by storm in the mid to late 1970s! Each company

requested that NBC rebroadcast the show during

prime time and circulated memos within eachcompany directing that employees should watch

the program. Many did, and Deming started vis-

iting both Ford and GM.

It was during this time (early 1980s) that the

big three started developing their award programs.

Ford started its Q1 Award (which is different fromthe Q-101 supplier survey, Ford thus having two

processes) around 1981; GM followed by replac-

ing its SPEAR audits with the Target for Excel-

lence Award, and Chrysler developed the Pentastar

4 Chapter One


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Award. The SQA at each company worked with

the purchasing departments to monitor suppliers

and grant awards to those who could meet thehigh levels established by each company.

The rate of quality improvement increased

greatly in the United States during the mid to late

1980s. Ford even used a new group called Supplier

Quality Improvement (SQI) to work with suppliers

in the earliest phases of programs. This initiativeproved so effective at preventing issues at launch

that it was integrated with the SQA in 1995 to

create the Supplier Technical Assistant (STA),

which is used today. During the early 1990s at least

one leading bank tried to benchmark Fords Q1program to understand what the automotive indus-

try was doing to make such great improvements.

AUTOMOTIVE CORE TOOLS

One of Demings first requests of the two auto-

motive giants was that they should set up vigor-

ous training programs for suppliers based on

quality. This request led to each company devel-

oping and requiring training by company employ-

ees and suppliers in statistical process control(SPC). By the late 1980s, suppliers were request-

ing that this process be standardized. Thus, AIAG

was given the task to start work on standardizing

quality-related tools. The first manual to come out



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wasMeasurement Systems Analysis (MSA) in 1990

followed by Statistical Process Control in 1992.

The same team had worked on both books and theAIAG realized that to create more books, they

would need more development teams. Thus, three

more projects were started, which resulted in:

Production Part Approval Process (PPAP) in 1993,

Failure Mode and Effects Analysis (FMEA) in

1993, and Advance Product Quality Planningand Control Plans (APQP) in 1994. Three of the

manuals were updated in 1995: MSA, PPAP, and

FMEA. Today these five books make up the core

quality tools that are required in the U.S. auto-

motive industry. At the time of this writing, thecurrent editions included: SPC 1992, APQP 1994,

PPAP (3rd) 1999, FMEA (3rd) 2001, and MSA

(3rd) 2002. You may want to check the AIAG Web

site at www.aiag.org to ensure that you have the

most recent copy available.

QS-9000: 1994, 1996, 1998

With the worldwide release of the ISO 9000

Series in 1987, and the United States effort to

commonize standards starting with the MSA in1990 and SPC in 1992, a call came out from sup-

pliers (during a joint conference sponsored by the

AIAG and American Society for Quality [ASQ]

Automotive Division) to standardize the OEM

6 Chapter One


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audit programs. Executives of the automotive

industry and AIAG started looking at this possi-

bility, and the Supplier Quality RequirementsTask Force (SQRTF) was given the task to com-

bine the three programs, Chryslers Pentastar,

Fords Q-101, and GMs Targets for Excellence,

into one program. The first draft was called Qual-

ity System Requirements and was circulated for

internal OEM review in early 1994. It wasrenamed Quality Systems Requirements QS-9000

and released in August of 1994. It used the same

auditing scheme as ISO 9001:1994 (also having

just been updated) and registrars (third-party

independent organizations controlled by appointedgroups through ISO) began auditing suppliers to

the new automotive standard.

The use of ISO 9001:1994 for industry-specific

standards was quickly adopted by other groups

(aerospace, telecommunications, and others). The

European automotive community also starteddeveloping individual standards based on the ISO

requirements for their suppliers.

ISO/TS 16949:1999, 2002

The next challenge was for the global automotive

industry to devise one standard to replace the vari-

ety of national standards. How about developing a

single global standard under the ISO that went



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beyond the requirements of ISO 9001:1994 that

was specific to the industry? The United States

and European automotive manufacturers devel-oped the International Automotive Task Force

(IATF). This group started working toward a

commonized U.S./Europe standard. Membership

in IATF included: BMW, DaimlerChrysler, Fiat,

Ford Motor Company, General Motors (including

Opel Vauxhall), PSA Peugeot-Citroen, RenaultSA, and Volkswagen along with respective trade

associationsAIAG (U.S.), ANFIA (Italy), FIEV

(France), SMMT (U.K.), and VDA (Germany).

Up to this point the ISO had resisted develop-

ing industry-specific standards and wanted tostay with general standards for global applica-

tions. However, given the size of the worldwide

automotive industry, the ISO gave in to this

request and the first ISO technical specification

(TS) 16949 came out in 1999. This standard was

based primarily on the QS-9000 and the GermanVDA 6. An oversight board was created to be a

link between ISO and the IATF, which was called

the International Automotive Oversight Bureau

(IAOB). It is this group that approves registrars

for the 16949 standard. The next release of the

ISO 9000 series occurred in 2000, and the IAOBstarted on the next revision of the 16949, which

was released in 2002.

8 Chapter One


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In reference to ISO/TS 16949:2002, the ISO

states: The document is a common automotive

quality system requirements catalog based onISO 9001:2000, AVSQ (Italian), EAQF (French),

QS-9000 (U.S.), and VDA6.1 (German) auto-

motive catalogs. This document, coupled with

customer-specific requirements, defines quality

system requirements for use in the automotive

supply chain.The IATF oversees 16949, the number ISO has

given to the global automotive community for

their work. In working with the standard and the

registration process:

. . . the IATF has developed a commonregistration scheme for supplier third-

party registration to the ISO/TS 16949.

The registration scheme includes third-

party auditor qualifications and common

rules for consistent global registration.

Some of the benefits of the IATF regis-

tration scheme include:

Improved product and process quality

Additional confidence for global

sourcing Reassignment of supplier resources

to quality improvement



24/42

Common quality system approach

in the supply chain for supplier/

subcontractor development andconsistency

Reduction in multiple third-party

registrations.

WHATS NEXT

The next challenge that faces the IAOB is to get

truly global acceptance of 16949. Up to this point,

it has been primarily the United States and

Europe that use 16949 widely. The Japanese haveagreed in principle, but have not gone so far as

requiring suppliers to register. Also, you may

notice that the standards full title is ISO/TS

16949:2002. The TS stands for technical specifi-

cation and under ISO rules is only good for three

years with one extension. Thus, with the first

release in 1999 and the second in 2002, the year

2005 will become an important year, as we will be

looking at another possible update of ISO 9001

and the full status of ISO 16949. If the IAOB

does not gain full agreement by all the automo-tive OEMs by that time, then there is a possibil-

ity that 16949 could be withdrawn and we could

be facing a return to each OEM requiring its own

program for supplier qualifications worldwide!

10 Chapter One


25/42

INTERNAL AUDITOR

RESPONSIBILITY

As an internal auditor, you should be aware of the

status of the standards so you can talk about

what is current if requested by your management

or an external auditor. The primary Web sites to

help you stay updated include: www.aiag.org,

www.iaob.org (it has been suggested that this site

be visited weekly) and www.iso.ch/iso/en/ISOOnline.

openerpage.

While using this pocket guide, the internal

auditor should take note of the following:

Top management should be using theeight quality management system

principles to manage the organization.

ISO/TS 16949:2002 certificates that are

issued by registrars are site specific.

However, if you are part of a largercompany and one of the other certificates

goes down, then your plant will lose its

certificate as well.

The U.S. and European OEMs all use

the ISO/TS 16949:2002 standard, but inEurope, things are done slightly differently,

which this book does not cover.



26/42

IAOB has identified the top six witness

audit issues raised in the United States as:

Readiness review incomplete (by top

management).

Not auditing to the process approach.

Lack of auditing either the customer-

specific requirements or core tool. (Note:the customer-specific requirements

will soon include the major tier-one

organizations, which are being planned

to be found at www.aiag.org.)

Failure to audit all levels/activities ofthe organization.

Failure to audit all shifts in operation.

Failure to write clear, complete findings.

Process identification.

Customer identification.

SUMMARY

All processes must have an output; otherwise,they need to be eliminated as waste! Thus, the

person(s) who receives the output of a process

can be called the customer(s). So, customers can

be internal to your plant or external. They could

12 Chapter One


27/42

also be identified as the person(s) who will ulti-

mately use your product in some final assembly

that they buy for personal use. These customerscould be anyone who receives reports, parts, serv-

ices, or anything else a process may deliver. It is

expected in the ISO/TS 16949:2002 standard that

data will be collected on how well the customers

are satisfied with the outputs of the process. Thus,

top management will need to identify the keyprocesses (using both macro and micro process

maps) to identify which customers data will be

sought from to compile a satisfaction measure-

ment. These customer satisfaction measures are

to be collected on an ongoing basis and correlatedwith existing process measures with the intent of

showing continual improvement over time.



28/42


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Index

*Page numbers in italics refer to tables and figures.

A

acceptance criteria, 110acceptance process, 113accidents, OSHA-reportable, 112advance product quality planning and control plan (APQP),

16465manual, 6

advanced quality planning, 1089

American Motors, 2analysis of data, 15758.See also data analysisanalysis of potential failure, 97appearance items, 154

APQP team, 109audit,

defined by standard, 1718evaluating, 17577

external, 62goal, 53internal, 62

conducting, 7379preparing for, 6371

output, 56planning, 4750

217


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audit closure, 175audit focus, 73audit frequency, 148, 151audit matrix, 6668audit program, maintaining effective, 1618audit reports, 4243, 56, 6061, 69audit strategy, 6668audit training, additional, 188auditing,

element-based, 15process approachbased, 15

auditing certification, 18990auditing guidelines, 1618auditors, selecting, 1617, 1820, 29audits, different types, 6668automotive auditing, history, 113automotive core tools, 16469

Automotive Industry Action Group (AIAG), 3

automotive internal auditor planning matrix, 7071

B

bar coding, 34bench audit, 3black box suppliers, 115British Standard 5750, 3

C

calibration/verification records, 14142certification of auditor, 18990change control, 111characteristics, special, 119Chrysler Corporation, 2, 3

award program, 4cleanliness of premises, 107communication, internal, 95competence, 99, 100compliance audit, 68confidentiality, 110confidentiality statement, 110

218 Bibliography


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contingency plans, 106continual change, 50, 84continual improvement, 56, 84, 109, 15960.See also

improvementcontinual improvement of the organization, 159continual improvement projects, 85control plan, 13132

elements, 16364phases, 163

corrective action, 85, 16062corrective action impact, 161corrective action reports, 29, 43, 56, 69, 17275cost of poor quality calculations, 92customer-approved sources, 129customer communication, 11415customer complaints, 91, 106customer data, 66customer designated special characteristics, 112

customer feedback, 131customer focus, 9091customer focus checklist, 6869customer information, 6566, 156customer measurables, 108customer needs, 106

satisfying, 84customer, notifying of nonconforming product, 156

customer-oriented process, 5054customer property, 138customer-related processes, 11215customer representative, 105customer requirement information, 89customer satisfaction, 13, 33, 35, 39, 42, 73, 8283

commitment to, 89data analysis, 38

data collecting, 43evaluating, 43monitoring and measuring, 14647personnels awareness of, 101

customer satisfaction information, 120customer satisfaction trends, 131, 151customer-specific measurables, identifying, 39

Index 219


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customer-specific requirements, 2529, 109customer waiver, 157customers, 12

identifying, 65, 95internal, 91

D

DaimlerChrysler Customer-Specific Requirements, 26data,

collecting, 6061use of, 158

data analysis, 7779.See also analysis of datadata analysis of customer satisfaction, 38data collection (audit findings) and analysis, 7475defect, 154delivery, 46Deming, W. Edwards, 4

design and development,changes, 117, 127inputs, 11719outputs, 11921planning, 11516review, 12223

validation, 12427verification, 12324

design requirements, 117design responsibility, 107design techniques, 1023designs, poor, 114discrepancies, 32, 154documentation, 8586documents, control of, 8788

E

element auditing, 3132.See also element-based auditingelement-based auditing, 15.See also element auditingemployee feedback, 89employee information, 102employee motivation, 104

220 Bibliography


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employee safety, 106employee suggestion program, 93employee surveys, 90engineering specifications, 88engineers, 103environmental compliance, 172, 177environmental management system internal auditor, 177equipment failure, 106equipment specifications, 140error-proofing, 161evidence-based process approach auditing, 17external auditors, rules, 24

F

failure mode and effects analysis (FMEA), 16667manual, 6

failures, preventing, 97

feedback of information from service, 13536field returns, 106first-in-first-out, 139first-in-still-here, 139flowcharts, 37

collecting/developing, 6465follow-up process, 17178Ford Motor Company, 2, 3

award programs, 4Ford Motor Company Customer-Specific Requirements,2627

G

General Motors Corporation, 2, 3award program, 4

General Motors Customer Specifics, 2829global standard, 7goals, measurable, 91governmental regulations, 109governmental regulatory requirements, 128gray box suppliers, 115guidance document, 24

Index 221


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H

health and safety, 172, 178

human resources, 99104

I

IATF Guidance to ISO/TS 16949:2002, 24identification of product, 13738improvement, 15963.See also continual improvement

continual quality system, 46

management involvement, 56manufacturing process, 160sustained, 46

improvement opportunities, 42, 44improvements, making, 34information boards, 3839information, missing, 66infrastructure, 105

inputs, 58interactions, 86

unplanned, 41internal audit plans, 15051internal audit process, 5556, 62internal audit program, 14849internal audit programs, guidance document, 24internal audit reports, 90

internal auditor continual improvement, 188internal auditor, general guidelines, 24internal auditor qualification guidelines, developing,

1820internal auditor qualifications, 151internal auditor responsibility, 1012internal auditor training, 1820

conducting, 20internal auditors, important definitions, 2223internal communication, 95internal customers, 91International Automotive Oversight Bureau (IAOB), 8, 2122

members, 21

222 Index


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International Automotive Task Force (IATF), 89, 2022members, 21original membership, 8registration, 9

International Organization for Standardization (ISO), 3in-vehicle position, 136inventory, 139ISO 9000 Series, worldwide release, 6ISO 9001:1987, 3

original intent, 3132ISO 9001:1994, 7ISO/TS 16949, 89, 21, 2229

checklist, 25customer-specific requirements, 2529global acceptance, 10guidance document, 24rules book, 2224

ISO/TS 16949:2002, high focus clauses, 7677

ISO/TS 16949:2002 process identification tool,34

J

job descriptions, 100job setups, 133

K

Kano model, 159

L

labeling, 4laboratory personnel, 100laboratory requirements,

external, 143internal, 14243

lack of constancy, 38last-in-first-out, 139learning interventions, 101

Index 223


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M

macro process map, 41

major nonconformity, 23management audit, 68management commitment, 8990management of production tooling, 13435management representative, 9495management responsibility, 1617, 18, 2930, 36, 39, 58, 78

customer focus, 9091management commitment, 8990

management review, 9598planning, 9293process efficiency, 90quality policy, 91responsibility, authority, and communication, 9395

management review, 42, 44, 56, 9598managerial control, 36manuals, U.S. automotive industry, 56

manufacturing process, 62manufacturing process audit, 14950manufacturing process design, 118manufacturing process design output, 121manufacturing process improvement, 160manufacturing processes, monitoring and measurement,

15253manufacturing standard, 45

measurables,customer-specific, 39identifying, 3840

measurement, analysis and improvement, 14463analysis of data, 15758improvement, 15963monitoring and measurement, 14654nonconforming product, 15457

measurement boards, 92measurement error, 168measurement plan, 140measurement process, improving, 40measurement systems analysis (MSA), 141, 16869

manual, 6, 168

224 Index


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measurements, 59method of, 59

Military Specification 8959, 2Mil-Std 8959A, 2minor nonconformity, 2324monitoring and measuring devices, control of, 14043

calibration/verification records, 14142laboratory requirements, 14243measurement system analysis, 141

N

needs assessment, 113nonconforming product, 110

control of, 15457nonconformities, 2324non-value-added processes, 40

O

obsolete stored parts, 139octopus diagram, 41, 57octopus model, 5616949 standard.See ISO/TS 16949original equipment manufacturers, 3, 191

standardizing the audit programs, 67

OSHA-reportable accidents, 112outputs, 58

P

part submission warrant, 126parts,

marked, 155obsolete, 139

Pentastar Award, 4personnel safety, 106plandocheckact, 3334

process model, 35plandostudyact, 33, 4650

Index 225


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planning, 9293, 105predictive maintenance, 133preservation of product, 139preventive action, 85, 89, 93, 16263preventive action reports, 29, 39, 41, 43, 66, 69, 17475preventive maintenance, 133problem prevention, 174problem solving, 16061, 173process,

basic components, 64basic foundations, 5455

process activity (transformation), 60process approach-based auditing, 15.See also process auditingprocess audit, 67process auditing, 3336.See also process approachbased

auditingprocess auditing method, 59process controlling, 44

process controls, 58process efficiency, 90process elements, critical, 5861process managing, 44process mapping, 3738process maps,37, 52, 57

levels, 57process output, review, 33

process requirements 5253process resources, 58processes, linked, 4142processes, monitoring and measurement, 15153product, 58, 62

launching, 164monitoring and measurement, 15354

product approval process, 12627

product audit, 6667, 150product design input, 117product design skills, 1023product liability laws, 154product quality, incoming, 130product realization, 59

226 Index


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control of monitoring and measuring devices, 14043customer-related processes, 11215design and development, 11527planning of, 10711production and service provision, 13039purchasing, 12730

product safety, 106product storage, 139production and service provision,

control of, 13036customer property, 138identification and traceability, 13738preservation of product, 139

validation of processes for, 13637Production Part Approval Process (PPAP) manual, 6, 165production personnel, 121production scheduling, 135production tooling, customer-owned, 138

production tools, 13435production validation testing, 124program validation process, 125prototype program, 126prototypes, planning for, 125purchased product, verification of, 12930purchasing,

information, 129

process, 12729verification of purchased product, 12930

Q

Q1 Award, 4Q-101, 2Q-101 supplier survey, 4

QCD+E, 96quality,

products/services, 84responsibility for, 94

quality function deployment, 3940quality management principles, 19091

Index 227


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quality management system, 62accountability, 90control of documents, 8788control of records, 8889documentation requirements, 8586general requirements, 8485quality manual, 8687

quality management system audit, 149quality management system failure mode and effects analysis,

98quality management system performance, 9697quality management system planning, 93quality manual, 84, 8687quality objectives, 9293quality, part, 46quality policy, 91quality-related tools, standardizing, 56Quality System Assessment Checklist, 25

Quality System Requirements, 7Quality System Requirements QS-9000, 7

R

records, control of, 8889records retention system, 8889registrars,

guidance document, 24ISO/TS 16949:2002 audit, 2224, 7677policies and procedure, 21qualified, 21rules, 24

registration audit, 37, 77rejected product test/analysis, 16162requirements related to product,

determination of, 11213review of, 11314

resource management, 58cleanliness of premises, 107human resources, 99104infrastructure, 105

228 Index


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plant, facility, and equipment planning, 1056provision of resources, 9899work environment, 106

review cycles, yearly, 87review input, 9798review output, 98reworked product, control of, 156Rice and Munro Training Evaluation Model, 100root causes, 173Rules for Achieving IATF Recognition, 2224

S

safety issues, 172safety items, 105score boards, 92, 157service agreement, 136setup personnel, 133

SPEAR audits, 4SQDCME, 39, 92, 96standards, industry-specific, 8statistical analysis, 39statistical concepts, 14546statistical data analysis, 78statistical process control (SPC), 5, 16768

manual, 6

statistical process display, 167statistical tools, 14445storage of product, 139supplier disruptions, 46supplier monitoring, 130Supplier Performance and Evaluation Report (SPEAR), 2supplier plants, internal audit programs, 24supplier quality assurance auditors, 2, 4

Supplier Quality Improvement, 5Supplier Quality Requirements Task Force, 7Supplier Technical Assistant, 5suppliers,

customer-approved, 129problems with, 84

Index 229


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survey results, past, 90surveys, employee, 90system audit, 67system effectiveness, 4243

T

Target for Excellence Award, 4technical specification, 8, 10traceability, 13738training evaluation, 101training, internal auditor, 1820training needs assessment, 103training on the job, 103training, personnel, 99training program, evaluating, 100training programs for suppliers, 5training records, 102

turtle diagram, 52, 56, 69

V

visitors, 110

W

warranty reduction, 46waste reduction, 160work environment, 106work instructions, 132written report, 175

Z

zero defects, 110

230 Index

Guia Bolsillo Auditor Interno Automotriz

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