December 15, 2011

1. What do we consider to be a critical AQP Task? 2. Identify the critical AQP tasks associated with four primary AQP activities 3. Review each critical AQP task and what is expected when managing them 4. Review case studies / real world examples
What happened? How was it managed? What could have prevented it?

PPAP Post V1 - Causal Factors

Late Design Release Late Design Changes Manufacturing Feasibility Supplier Program Management

4 10

9 2

Total Case Studies: 25

Product Teams: Truck/SRT, Minivan/MUV, SUV

Step 3 Step 5

Verification of Process (VP)

Pre Volume Production (PVP)

Job 1 Offline

Commercial Launch

Tooling
LATE DESIGN RELEASE

PSO/PDR

PPAP

Tooling
LATE DESIGN CHANGE

PSO/PDR

PPAP

Tooling

PSO/PDR
SUPPLIER PROGRAM MANAGEMENT

PPAP
MANUFACTURING FEASIBILITY

Tooling

PSO/PDR

PPAP
4

 Late Design Release leads to late Tooling Kickoff

Tooling has the largest impact on downstream deliverables Prototype tooling is a poor substitute!

Late Design Changes

Many late design changes can be traced back to a lack of, or failure during, DV Testing

Manufacturing Feasibility
Supplier unable to meet requirements

Supplier Program Management

Many reasons; one common one is inability to meet line speed requirements

For SQ purposes, we would consider any AQP Task as critical if it: 1. Has a major impact on downstream deliverables and other tasks 2. Ensures the part, as designed, meets requirements 3. Ensures the part, as manufactured, meets requirements 4. Ensures the process can meet our production needs 5. What else?

SUPPLIER: SUPPLIER CODE: PART NUMBER(S):

ADVANCE QUALITY PLANNING (AQP) TIMING CHART

CHRYSLER AQP STATUS

MY/VEHICLE FAMILY:

REVISION: PART NAME(S):

#NUM!
YEAR Month-Date Step 2 Style Freeze

FIAT PROGRAM REVIEW STATUS

#NUM!
YEAR Month-Date Month-Date

REVISION DATE: AQP MEETING DATE: AQP MEETING LOCATION:

PART RISK (H/M/L):

CUSTOMER LEAD

KEY MATERIAL/BUILD DATES

Build Nam e VP PVP Job 1

Build Date

MRD

# of Veh

# of Days

Month-Date Program & Style Approval

Month-Date

Month-Date Step 3 Tooling Kickoff

Month-Date

Month-Date

Month-Date

Month-Date

Month-Date

Month-Date

Month-Date

STATUS

RISK MITIGTION PLAN

Step 5 Prod. Designs Complete

Verification of Process

Pre Volume Production

Job 1 Offline

Commercial Launch

PSO Elem ent

AQP ACTIVITIES

SUPPLIER RESPONSIBLE

BEGIN
P LA N ACT P LA N

END
ACT

EF

EF

EF

EF

EF VP

EF PVP

EF

EF

Enter 1-5

If status is 1, 2, or 3 (Red or Yellow), you must provide a Risk Mitigation Plan

SQE SQE SQE SQE ENG SQE

1 -

Manufacturing Feasibility Assessment (MFA) Initial Risk Evaluation (IRE) Advance Quality Planning Confirm composition and commitment of Core AQP Team Members Source Package Review Volume, ramp-up curve, and product mix verified and capable - CPV, P.O, SP Verify Tooling Capacity and Required Station Cycle Time / Line Speed Plan eCIMS / Lessons Learned Master PFMEA Reviewed Prior PSO Review (similar products) Verify deliverables timing to CPCP timing Status of Open Issues from Technical Review Risk Assessment (FIAT parts only) Supplier Quality Risk Assessment (SQRA) Part Number, Description, and Change Level Design Model Status Review Part Development Plan Complete Design Review - Customer Perception targets Supplier Tooling Kick-Off (TKO) Production Tooling Complete (PTC) TAG Review (Chrysler-purchased tooling only) Review CNs and IAAs (including associated Risk) Design FMEA Test Sample Sizes and Frequencies Confirm Supplier PPAP Self-Certification status DV Testing Complete Process FMEA Process Flow Diagram & Mfg. Floor Plan Control Plan and Process Monitoring
Part Inspection Standard
Identify - 22 weeks prior to VP MRD
0 0 0 0 0

Part Sourced + 2 weeks

SQE SQE SQE SQE SQE SQVL ENG ENG ENG ENG ENG ENG SQE ENG ENG ENG SQE ENG SQE SQE SQE SQE

2 3 4 5 6 7 7.8

Part I/S Parts, 8 weeks before VP All Other

Draft

Final

SQE: Supplier Quality Engineer ENG: Release Engineer DO: Design Office

SQVL: SQ Vehicle Lead MET: Metrology Center

Major milestones
EF

Secondary milestones

RECOMMENDED ACTUAL CURRENT DAY

EVENT / DELIVERABLE

 Key AQP tasks and SQ deliverables (IRE, Production Tools Complete, IMDS, PPAP) All PSO Elements

CUSTOMER LEAD

1. Item or activity title

KEY MATERIAL/BUILD DATES

Build Nam e VP PVP Job 1

Build Date

MRD

# of Veh

# of Days

3
BEGIN
P LA N ACT P LA N

PSO Elem ent

AQP ACTIVITIES

SUPPLIER RESPONSIBLE

END
ACT

SQE SQE SQE

1 3 4 -

Initial Risk Evaluation (IRE) Advance Quality Planning Confirm composition and commitment of Core AQP Team Members 1 Source Package Review Volume, ramp-up curve, and product mix verified and capable - CPV, P.O, SP eCIMS / Lessons Learned Reviewed Prior PSO Review (similar products) Verify deliverables timing to CPCP timing Status of Open Issues from Technical Review Risk Assessment (FIAT parts only) Supplier Quality Risk Assessment (SQRA) Part Development Plan Complete Design Review - Customer Perception targets Production Tooling Complete (PTC) TAG Review (Chrysler-purchased tooling only) Review CNs and IAAs (including associated Risk) Design FMEA Test Sample Sizes and Frequencies Confirm Supplier PPAP Self-Certification status

2. Tracks Supplier responsibility for each item, with begin/end dates 3. Key build/MRD dates

ENG SQE SQE SQE SQE SQE PTS ENG

4. Details Chrysler lead for each item

ENG ENG SQE ENG ENG ENG SQE

5. Indicate the status of the task.

Score Chrysler Definition
Not present / not started and: Very late to required milestone and will cause other required deliverables to be late to their required milestone/vehicle launch Risk Mitigation Plan does not exist Extremely High Risk to milestone/vehicle launch (certain to cause delay in milestone/vehicle launch)
Commercial

STATUS

RISK MITIGTION PLAN

Enter 1-5

If status is 1, 2, or 3 (Red or Yellow), you must provide a Risk Mitigation Plan

3 4 5

Incomplete and: Late to required milestone and may cause other deliverables to be late to their required milestone/vehicle launch Risk Mitigation Plan exists but is not acceptable or requires unrealistic timing to meet milestone High Risk to milestone/vehicle launch (may cause delay in milestone/vehicle launch) Incomplete and: Late to required milestone Risk Mitigation Plan exists and is acceptable Low Risk to milestone/vehicle launch Incomplete and: Progressing according to required milestone timing No Risk to milestone/vehicle launch

Complete and approved

6. Brief description of the risk mitigation plan (or reference to a more detailed action plan)
9

Month-Date Program & Style Approval

Month-Date

YEAR Month-Date Step 2 Style Freeze

Month-Date Step 3 Tooling Kickoff

Month-Date

Month-Date

Month-Date

Month-Date

YEAR Month-Date Month-Date

Month-Date

Month-Date

Month-Date

Step 5 Prod. Designs Complete

Verification of Process

Pre Volume Production

Job 1 Offline

Commercial Launch

EF

EF

EF

EF

EF VP

EF PVP

EF

EF

7
High risk; PO + 8 wks All Other

7. Use this section to track progress of each item towards completion

Shows suggested AQP start and finish CPCP milestones (solid black line) Shows current progress (gold dotted line; manually adjusted) Use solid red line to show current date (manually adjusted) Details required deliverable dates (black diamonds)

10

Tooling Design & Development Tasks involved with managing the proper design and on-time kickoff and construction of production tooling

Capacity Verification Tasks involved with ensuring the process will meet (or exceed) Chryslers volume requirements

Testing Tasks involved with ensuring the part, as designed and manufactured, functions as intended and meets requirements
11

What is impacted by Tooling?

Process FMEA Control Plan Set-up Instructions Work Instructions Error / Mistake Proofing Layered Process Audit Preventive Maintenance Plans Part Qualification Process Supplier Readiness Evaluation

PV Testing PSO On-Site Visit Production Demonstration Run Initial Process Study / Capability Appearance Approval Color Harmony / Match PPAP What Else?
Red = Key Performance Indicators

12

AQP Tasks directly related to managing Tooling Design & Development:

Design FMEA Design Model Status Review Supplier Tooling Kick-Off (TKO) Production Tooling Complete TAG Review

13

Design FMEA
Expectations:
Supplier-designed parts require a DFMEA developed by the Supplier with Chrysler Engineering input & approval Should include evidence that Lessons Learned from previous / similar designs have been considered Highest risk items should have action plans Items with Severity of 8 or higher should have Error /Mistake Proofing planned for the tooling and assembly equipment DFMEA should be complete early enough to allow for tooling design If no DFMEA exists for a Chrysler-designed part, we need to ask the question Why?
14

Managing the DFMEA task DFMEA does not exist (Supplier-design) 1 DFMEA incomplete prior to TKO 2 No input from the Chrysler Engineer 2 or No evidence of Lessons Learned 2 No Error/Mistake Proofing for Severity 8+ Risk Mitigation

or

Focus should be on completing the DFMEA before TKO. High risk or high severity items should have actions plan with a focus on total prevention of errors. Chrysler Engineer should review and approve.
15

Design Model Status Review

Expectations:
Supplier has latest design model Design model release occurs in time for TKO Latest CN revisions are incorporated into the tool design

Managing the Design Model Status Review task

Design Model will not be complete in time for TKO or TKO occurs without a finalized design 2 Proposed design changes result in late tool completion 2 or
3

Risk Mitigation
Focus should be on completion of Design Model before TKO
16

Supplier Tooling Kickoff (TKO)

Expectations:
Ensure all production part and tooling POs are written and released, prior to the TKO process start. Assist Engineer to ensure the Supplier understands the TKO process and their role, and help address roadblocks. TKO should occur by CAD Step 3; should be enough time to complete production tools by VP! Attend the Form Signing event
Form Signing: The Chrysler internal team level event where the checklist will be reviewed and approved by the individual lead responsible approvers.

TKO is the start of tooling, not tooling design or ordering material!

17

Managing the Supplier TKO task

TKO starts without a complete design 1 or 2 TKO starts without completed POs 2 or 3 TKO takes place late (post Step 3) 3 or less (depends on how late this makes tooling) TKO form is signed, but Supplier verbally told not to begin construction of tools 3 or less

Risk Mitigation
Focus should be on completion of all deliverables before TKO Target should be Production Tools Complete by VP TKO should not be signed until tooling is ready to start construction
18

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Production Tooling Complete

Expectations:
Tooling should be scheduled for completion by the Verification of Process milestone (VP) Ensure timing takes potential transit time into account (both for completion and CN activity) Identify potential issues with tool makers (e.g., long distance, poor quality, etc.) Review the ongoing status of tooling at each AQP meeting (completion status) Ensure tool makers are aware of design changes and have the latest revision level
20

Managing the Production Tooling Complete task

Tooling Completion expected after VP 3 or less Tooling Completion expected after PVP (or later) 2 or less Concerns with effectiveness / quality of tool maker 3 Tooling Completion timing beginning to slip 3

Risk Mitigation
Focus should be on completion of tooling by VP Plans will often rely on using prototype tooling longer than intended ensure process controls equal or exceed intended production levels! Ensure backup tools are capable of producing the quantity of parts required, both daily and in total
21

TAG Review
Expectations:
TAG follows some tooling (Chrysler-built) Hold regular reviews with the TAG SQE to follow status of tooling

Managing the TAG Review task

Same as for Production Tooling Complete

Risk Mitigation
Same as for Production Tooling Complete

22

What could happen when a Supplier is unable to meet our releases?

Expedited parts shipments Hiring of new or temporary personnel w/o process knowledge Unapproved process changes or rework/repair Skipping time-consuming steps (like inspections) Turning off Error/Mistake-Proofing Running the process 24/7 (no PM, 1st Piece Approval, etc.) Expedited construction of new tools What else?

23

AQP Tasks related to Capacity Verification:

Volume, ramp-up curve, and product mix verified and capable - CPV, P.O., SP Verify Tooling Capacity and Required Station Cycle Time / Line Speed Supplier Readiness Evaluation Production Demonstration Run Part Delivery Plan Review (for VP, PVP, V1, etc.)

24

Volume, ramp-up curve, and product mix verified and capable - CPV, P.O., SP
Expectations:
Review program volume requirements, planned product mix, and planned launch ramp-up curve. Ensure the Source Package details the required information and that the Supplier understands the requirements. Ensure the Purchase Order is complete by the required timing and that it correctly lists Daily Tooling Capacity, Capacity Planning Volume, and Shift Pattern Buyer and Supply/Logistics should be at the meetings to discuss

25

Managing the Volume, ramp-up curve task

Volume requirements or product mix unknown 2 Purchase Order incomplete or showing incorrect volumes Tooling as designed cannot meet volume assumptions 1 Volumes increase after beginning of tooling 3 or less
2

or

Risk Mitigation
Focus should be on ensuring volumes are correct and the Supplier understands what they are. Additional focus on understanding volumes prior to TKO

26

Verify Tooling Capacity and Required Station Cycle Time / Line Speed
Expectations:
Ensure the Daily Tooling Capacity is sufficient to meet Chrysler's needs and meets or exceeds the Capacity Planning Volume. Review the shift pattern (shifts/hours/days) to ensure that it supports production and allows enough time for PM activities.
2/8/5 is the standard; if it exceeds this, why? Verify shift pattern on a regular basis; if it changes, why? Is there still enough time for maintenance and similar activities?

Verify whether or not the part(s) are included in a Common Process Group (CPG) Calculate the line speed required for the PDR and extrapolate required Station Cycle times for the SRE.
27

Managing the Verify Tooling Capacity task

Daily Tooling Capacity less than Capacity Planning Volume 2 Operating shift pattern does not leave adequate time for PM or similar activities 1 or 2 Calculated required line speed or station cycle times exceeds what the Supplier expects to be able to produce 2 or less Shift pattern increases from initial plan 3 or less

Risk Mitigation
Plan should be to meet volume requirements without sacrificing quality activities Identify situations when additional tooling is necessary Purchasing and Supply/Logistics included on actions
28

Supplier Readiness Evaluation & Production Demonstration Run

Expectations:
Verify required line speed and station cycle times required for both runs Verify the number of pieces to be run for each
SRE should run enough to verify cycle time, FTC, and provide parts for PV testing PDR is minimum of 300 pieces or 2 hours (whichever is more)

Determine if an Extended Run PSO will be done (Appendix D of the AQP/PSO Manual 7th Edition) Identify separate PDR dates for Stepped Tooling Plans SRE should be before VP, PDR prior to PVP
29

Managing the SRE & PDR tasks

Planned SRE or PDR dates are after required milestone Planned volumes for SRE or PDR are insufficient 2
3

or less

Risk Mitigation
Plan should be to schedule SRE and PDR as close to the required timing as possible Parts for pilot builds should have additional controls if not using an approved process

30

Part Delivery Plan Review (for VP, Pre Series, V1, etc.)
Expectations:
Review the Supplier's plan for part delivery for all pilot builds and launch Verify the plan has the latest quantities and timing/MRDs for each applicable build and build phase Ensure Tool completion date is sufficient to meet MRDs

31

Managing the Part Delivery Plan task

Supplier is unaware of requirements for pilot builds 3 Tooling completion timing requires parts to be delivered to plant in 3 multiple shipments (for the same build phase) Prototype material will have to be swapped out of the plant 2 Prototype tooling to be used for VP or later 3or less

Risk Mitigation
Plan should be made to provide correct build quantities to Supplier Plan should also minimize any material built off of prototype tooling (i.e., staggered shipments are preferable to swapping material out of the plant) Ensure prototype parts, if used are properly marked and identified
32

What can happen when we dont fully test the product design or function?
Plant pilot build issues Late design changes / CNs Failure to meet regulatory or governmental regulations PRIs / Yardholds High Warranty / Safety Office campaigns What else?

33

Lack of DV Testing / DV Testing incomplete

Pilot Build Issue

Late CN

High Warranty

Quality Spill

Abbreviated Testing

34

AQP Tasks related to Testing:

Test Sample Sizes and Frequencies DV Testing Complete Production Validation Testing Complete

35

Test Sample Sizes and Frequencies

Expectations:
Prior to DV / PV Testing start, review the DV / PV Test plan with the Supplier and Engineer: verify specific test method, sample sizes / frequencies, and timing for each DV / PV test (Engineering sign-off required) Engineering to verify which PV Tests are required by VP If DV Testing will not be performed, discuss as a team and determine if this is the right decision! Review Continuing Conformance testing plan (test method, sample sizes / frequencies) Review the Suppliers Annual Validation plan and adherence
36

Managing the Test Sample Sizes and Frequencies task

DV Testing will not be performed 3 or less unless team agrees DV or PV Testing begins without Engineering review of the plan DV or PV Testing timing late to VP or PVP 3 or less Supplier has not considered Continuous Conformance testing in their test plan or Control Plan 3 or less Supplier has not adhered to Annual Validation requirements 2
2

Risk Mitigation
Recovery plan should ensure all testing is performed (e.g., larger sample sizes, additional test equipment, etc.), not skipping tests. Failed parts require corrective action and repeating the full test, not just replacing the failed part.
37

DV Testing Complete
Expectations:
Review DV Testing results with the Supplier and Engineer (Engineering sign-off required) Review all test failures and verify corrective actions have been implemented and successfully retested Successful DV Testing is required before PV Testing can begin, unless waived in writing by the engineer If PV Testing will begin before a DV Test failure is retested (requires Engineering waiver), discuss the reason; is this the correct decision?

38

Managing the DV Testing Complete task

PV Testing to begin without successful DV Testing No corrective actions in place for DV Test failures
3 1

or less

Risk Mitigation
Plan should require corrective actions for DV Test failures. If PV will be used to validate corrective actions for DV Test failures, ensure enough time exists (and backup plan is in place) to retest in the event of another failure

39

PV Testing Complete
Expectations:
PV Testing timing should identify PV Tests required by VP PV Testing timing should allow for PPAP by PVP BSR/NVH should be accounted for in the PV Test plan (as applicable) Review the status of the PV Testing start date (still on-track, slipping, etc.) Review plan and status of Chrysler-responsible testing

40

Managing the PV Testing Complete task

Start date begins to slip 4 or less PV Testing required by VP will be late 3 or less PV Testing timing will result in late PPAP 3 or less PV Test failure 3 or less

Risk Mitigation
Corrective actions for testing failures implemented and re-tested Actions should not reduce or skip tests; to compress timing, focus should be on testing larger sample sizes

41

Case Study #1 Component: Roof Racks Issue: Part does not fit to sheet metal; the sheet metal was not to print (supplied from an internal stamping plant). Late tooling changes were required which pushed tooling completion, and therefore PDR & PPAP, late.

What risk mitigation activities should be taken? What could have been done to catch this earlier?

42

Case Study #2 Component: Spoilers Issue: Deficiencies in the tool design and ergonomic issues at the Chrysler Assembly Plant required a late design change. What risk mitigation activities should be taken? What could have been done to catch this earlier?

43

Case Study #3 Component: HVAC Control Head Issue: Part could not meet the Daily Tooling Capacity requirements (most recent PDR was short by 5 pieces per hour). Primary issue was excessive machine downtime. What risk mitigation activities should be taken? What could have been done to catch this earlier?

44

 All AQP Tasks are important; some require special attention Tasks that directly impact deliverables / timing Tasks that directly affect part ability to function and meet requirements Tasks that impact the Supplier meeting production capacity needs Use the AQP/PSO Scoring system to raise the red flag (or the yellow one) Risk mitigation plans when a deliverable is late / at risk (yellow and red)

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