suppliers - foQusQM

your partner for process audits, audit preparation & consulting

© foQusQM 2012

Company Presentation Revision III (2012)

Overview of foQusQM Services Supports you with… Stuttgart • • • • • • • • • • • • •

Audit preparation for OEMs & Tier 1 + Tier N according to VDA 6.3 P1 potential analysis according to VDA 6.3 PPAP – Production Part Approval Process Process audits according to VDA6.3 [(P2-P4) (P5-P7)] Technical Revision Supplier (TRS) Supplier classification according to A-B-C criteria within an individual commodity Supplier development in 5 phases (5-Phases-model) Support with preventive/advanced quality planning (APQP, PPAP, VDA Band 2) Implementation of a professional supplier & project management, incl. development and training of project management tools Environmental management ISO 14001, energy management EN ISO 50001 LEAN-Management and CIP-projects (Continuous Improvement Process) 5 S implementation and auditing Risk management

© foQusQM 2012

Hamburg • • • •

Sales partnership (customer acquisition, internationalization) Customer interface Forward Sourcing Supply-Chain-Management foQusQM Company Presentation

2

foQusQM Business Areas

Complete Best-Practice-Program from one partner

Business Activities of foQusQM GmbH

Audits & Processes

Supplier qualification

Purchasing & Sales

Trainings & Coaching

Market 46 4 7

31 5

22 4 5

4 35 22

13

2007

2008

2009

Process

People

= Stuttgart Methods … … . . … .

© foQusQM 2012

= Istanbul = Hamburg

foQusQM Company Presentation

3

Audit & Process Market 46 4

• •

OEM Automotive Tier 1 + Tier N supplier automotive (certification level ISO/TS 16949)

• •

OEM wind energy industry Tier N supplier wind industry (certification level ISO 9001)

• • • • • • •

Management & development of a quality / process management system Process improvement to achieve robust process designs to increase the degree maturity Decrease of waste, increase in efficiency within the value chain Support in executing process capability and machine capability analysis Execution of external audits to improve the quality of incoming goods (zero error strategy) Execution of internal audits to evaluate the quality as well as the process management Support of suppliers with new projects & prototype release procedures (Production ramp-up management)

• • • • • •

Process audits according to VDA 6.3 PPAP (Production Part Approval Process) VDA Band 2 5S, 8D, A3 problem solving sheet, PDCA circle, Ishikawa-Diagram, Resident Report System APQP, FMEA, capability analysis Cpk‘s, DoE (Design of Experiments), QFD (Quality Function Deployment) CIP (Continuous Improvement Process) / Six Sigma Environment management ISO 14001, energy management EN ISO 50001

• • • • • •

Experienced OEM LEAD-Auditors according VDA 6.3 Experienced internal auditors according DGQ Experienced system auditors according ISO/TS 16949 Certified PPAP experts Certified FMEA experts Experts in LEAN-Management

7

31 5

22 4 5

4 35 22

13

2007

2008

2009

Process

… … . . … .

Methods

© foQusQM 2012

People


4

Auditing

Analyze and audit the manufacturing and indirect processes at supplier Auditorder Targets of customer • Customer’s order • Audit covering letter • Time scheduling

Require documents Claim & PPAP Specification & Drawings

Auditexecution • Execute Audit with VDA Tool • Visualization of findings

Auditfollow-up • Report out • Ranking according to VDA 6.3 • Handover of audit documentation

© foQusQM 2012

• • • •

Auditpreparation


5

Levels of qualification according to P³-model process-orientated resident engineering according to VDA 6.3 reduction of warranty costs professional

• APQP

• VDA 6.3

• FMEA

• problem solving methods

• regular audits • QAA • specification

pragmatic • resident engineering

• processoriented QM-system ISO TS 16949

5

P³ pattern

5

• facts & figures in production

• visual management

P³ pattern Commodity 6

5

Commodity 4

P³ pattern

5

P³ pattern

Commodity 3

P³ pattern

5

Commodity 5

Commodity 2

P³ pattern

risk classification

P³ - model

preventive

Commodity 1

external quality costs

• Poka Yoke 2012

2013

2014

2015

2016

2017

• Reduce Quality Costs

€

• Eliminate Quality Risks • Reduce Maintenance Costs

© foQusQM 2012

• Increase Competitiveness


6

Path of development Qualification by foQusQM through „client emphasis“ and VDA 6.3 systematic Actions

Audit P7

Innovation

Audit P6

Innovation

Actions

Audit P5

© foQusQM 2012

Productivity

Actions

Potential

self-initiative (Paradigm)

Time foQusQM Company Presentation

7

Customer benefits costs / profit

product quality assurance vs. process quality assurance

Savings due to decreasing quality costs

Savings

Hard Savings due to reduction of:

Quality costs

cost-benefit ratio Project costs

End of project

X

• External quality-control / static quality testing e.g. inspectors • Re-working costs • Supplier's error rate • Maintenance costs • Unplanned standstill periods

X

time

• Claim costs • Burden costs

Break-Even-Point

© foQusQM 2012

Zero-defect program Reduction of process risks Lessons learned foQusQM Company Presentation

8


complete Best-Practice-Program from one partner


Audits & Processes


Purchasing & Sales

Training & Coaching

= Stuttgart © foQusQM 2012



9

Supplier qualification Market 46 4 7

31 5

22 4 5

4 35 22

13

2007

2008

2009

Process

… … . . … .

Methods

© foQusQM 2012

People

• • • • •

Suppliers with quality problems (claims, insolvencies, relocations) Suppliers that failed in a customer audit Potential suppliers willing to supply OEMs OEMs targeting to improve their supplier management OEMs targeting to integrate their escalation process

• • • •

Inspector-Resident engineer (static quality assurance) Process-Resident engineer (process-orientated quality assurance) Design engineer (constructive approach) Project change management

• • • • • • •

SMART-cell (implementation of a multi supplier best-practice-loop within a commodity) RRS Resident Report System (tool based action tracking) A3 problem solving sheet and systematic, PDCA, T-Card-method Six Sigma, PFMEA, DFMEA Supplier development according to 5 phases model (process-orientated approach) OEM portal such as Mercedes-Benz: Dialog, NCM, Zeus, SQMS, Start, Smaragd CAD Tools: CATIA V5, SolidWorks; SolidCam, AutoCAD,

• • • •

Development engineer with more than 30 years of OEM experience Production engineer with premium OEM experience of many years technicians and foreman with longtime experience and knowledge of production International engineers from the co-operation partner: FAP³RIC: 3 industrial engineers, 3 mechatronics engineers, 4 mechanical engineers, 2 electrical engineers, 3 chemistry engineers (Focusing synthetics ,GRP and lacquer) foQusQM Company Presentation

10

Resident program SMART-Cell VDA 6.3-Tool

PreAudit

00

PostAudit

Action Control

01

02

03

04

05

06

REAudit

ActionControl

07

timeline in months

08

09

10

11

Resident

12 Resident

A

foQusQM-Resident

Best practice loop

• • • • •

Audits with supplier classification Risk identification Problem detection Supplier qualification Initializing capacities

Competence center Stuttgart C

B

© foQusQM 2012

foQusQM-Resident

foQusQM-Resident

• Conference call with customers • Weekly RRS-Tool • Review with customer


11

foQusQM 5-phases-model Achieving A-Supplier status by Supplier-Development-Tool within 12 months

timeline in Months

01

Process steps

© foQusQM 2012

Phases

1

02

03

04

05

06

07

08

09

10

5.1 - 5.7

6.1

6.2

6.3

6.4

6.5

6.6

7.1 - 7.6

2

3

PHASE 1

 Initial audit (current state analysis & weak point analysis)  Definition of project team at the supplier

PHASE 2

 Preparation for P5 (Supplier Management)  Interim audit for P5

PHASE 3

 Preparation for P6 (process analysis/production)  Interim audit for P6

PHASE 4

 Preparation for P7 (customer care/customer satisfaction/service)  Interim audit for P7

PHASE 5

 Affirmation audit with foQusQM certificate


11

4

12

5

12

Resident-Engineers – RRS

© foQusQM 2012

Implementation of a resident •

Resident engineer is constantly present at the customers factory

•

Implementation of measures according to VDA 6.3 through the resident engineer

•

Tool based tracking of measures and following actions

•

Constant measuring and evaluating the progress of the qualification through the resident engineer

•

Regular reporting to the customer with the tool based RRS

RRS – Resident Report System


13

Example of practical method: T-Card

© foQusQM 2012

Implementation of the TCard-method by foQusQM for ensuring additional process validation. With this method also component variants can be covered. (creating component specific cards)  development phase

1. At the beginning of each shift all T-Cards turned red by the foreman. Afterwards the T-Cards are released for the employees to handle them.

2. When the tasks are accomplished, the cards have be turned on green. Then there is to be set a check at ‘OK’ in the quality control sheet.

3. If the work has been controlled but it is not satisfying, the card still can be turned green though the check has to be set at N.OK. Furthermore the foreman has to be noticed. Then the foreman generates an action with responsibilities at the quality control sheet.

4. When the quality control sheet is filled out completely, it is discarded in the problem storage to detect repeating problems. At least the foreman and the management are responsible for the smooth flow of this system.


14

Problem-Solving-Tools Variety of Problem-Solving-Tools Erfordernisse

S

Erfordernisse

I

Lieferanten

P

O

Prozess

Eingaben

Standardized methods

C

Ausgaben

Kunden

Prozessgrenzen Factor

Ranking

Ranking % Cumulative %

Delta diameter 104 Transition angle (steep/smooth) 91 Material grain (Walzrichtung) 83 Nominal case diameter 81 Type of material 73 Calibration mode (one step, stepwise) 62 Nominal Gap 58 Length of case calibrated area 48 Forming speed 48 Jaw surface finish 43 Use of lubricant on jaws/case 43 Material thickness 41 Length of cone interface (uncalibrated area) 40 Temperature (machine, case, ambient…) 38 Number of case calibration jaws (8; 12; 15…) 33 Type of weld seam 33 Cross-section / shape 0

Grundgesamtheit

Stichprobe

11,3%

11,3%

9,9%

21,2%

9,0%

30,3%

8,8%

39,1%

7,9%

47,0%

6,7%

53,8%

6,3%

60,1%

5,2%

65,3%

5,2%

70,5%

4,7%

75,2%

4,7%

79,9%

4,5% 4,4% 4,1%

84,3% 88,7% 92,8%

3,6%

96,4%

3,6%

100,0%

0,0%

100,0%

Todays situation

Show Stopper!

High Reduce Risk or Stop!

C

T

Improvement Step 1

Improvement Step 2

O

Probability of Occurence

PPAP

Minimize Risk / Keep an eye on!

P-Diagram A B C D E F G H

Be Cautious! Continue!

Low

Control Factors Delta Diameter (min, max) MaterialThickness Material Grain

Role (what does it do)

Levels 2 2 2

Level 1 Level 2 min 1,2 0

max 1,5 90

Level 3

spec. mm °



Low

High Impact on Project Success

Input Signal Nominal Diameter

System



Calibration of Case

Output Response



Springback [mm]



© foQusQM 2012

Noise Factors Ambient Temperature friction material parameter (e-modul) toleranz of form and position

Failure Modes Measurement failure beetween LLM and Faroarm

Optimierter Prozess


15

Benefit of getting a qualified supplier Developing comprehensive for the requirements of audits according to VDA 6.3

Classification as quality-capable supplier (A) at OEMs •

Increased rating in the allocation process of new projects

•

•

higher balance scorecard rating at OEMs

•

Training in handling with audit requirements

•

Lower requirements in future OEM audits and prevention of claim audits

•

Balance between costbenefit-ratio

•

Development and implementation of best practice approaches in the forefront of the audit

•

Cost and capacity reduction for upcoming audits

+

Increased understanding of the audit method for all relevant people

Communication of the questionnaire

© foQusQM 2012

•

Quality issues are preventively solved


•

PPM-Rate reduction

•

Sustainable product quality

•

Implementation of stable processes

•

Implementation of quality methods beforehand (Poke Yoke)

•

OEM compliant reporting system according to VDA6.3

•

Reduction of rework and recheck

•

Avoiding of Scrap

•

Prevention of OEM focus(QHelp)

•

OEM expectation is communicated to the employees (coaching)

+

16




Audits & Processes


Purchasing & Sales

Training & Coaching




17

Purchasing & Sales Market 46 4 7

31 5

22 4 5

4 35 22

13

2007

2008

2009

Process

… … . . … .

Methods

© foQusQM 2012

People

• • •

Companies intending to go global Companies which need an optimization in purchasing Companies targeting to expand their client portfolio

• • • • • •

Forward Sourcing (align the supply chain with the future needs of the company) Purchasing partnership Global Supply Chain Management & Development Constituting Customer-Supplier-Interface Support in negotiations Execution of tenders and bidding rounds

• • • • • •

Purchasing market analysis Sales market analysis TCO approach (Total Cost of Ownership) Supplier Assessment & Evaluation Creditworthiness analysis Quotation analyzes (purchasing & sales)

• •

Business engineer with more than 5 years international experience in purchasing Business engineer with international experience of many years in sales and project management M.A. Business Administration and Marketing with experience in marketing & CRM

•


18

Forward-Sourcing 1 Customer: Catalog of requirements

Input customer: Market requirements

foQusQM: Forward Sourcing 1

Purchasing market analysis

2

Supplier pre-selection

3

Auditing

4

Qualification according to VDA 6.3

5

Conduct of negotiations

6

Supply-Chain-Management

Product requirements

© foQusQM 2012

Quality requirements

2

Output: Integrated Supply-Chain

3

Development and handover of a quality capable and integrated Supply-Chain in accordance to the customer requirements

Reduction of purchasing efforts – planning reliability – quality assurance – efficiency increase

Sustainable cost reduction foQusQM Company Presentation

19

Why Supplier Management? Because of cost-intensity as well as supplier-controlling it makes sense to rank the suppliers according to their importance for the company.



The task is to focus on the main suppliers. At the internal Supplier Management there should be only those suppliers involved which are essential for the success of the company.



Supplier Management enables to get a realistic view of the Status Quo which represent the relation of expenses and earnings.



Supplier management also assists • to separate essential issues from inessentials, • to spot rationalization focuses, • to increase operating efficiency and • to back decision that have been made.

© foQusQM 2012




20

Supplier Management Do Auditing

Plan Classification    

 

© foQusQM 2012



Supplier classification according to A-B-C ranking systematic Identification of risky suppliers Supplier assessment Component-Risk-Classification

 

Process audit according to VDA 6.3 Audit by order of customers for Tier-NSuppliers

Act

Check

Development of new suppliers

Development of existing suppliers

Identification of potential suppliers Relocation management (planning, execution & process approval) Approval of new suppliers “by order” with Source-Evaluation Auditing-tool







Audit preparation for a quality capable ASupplier according to foQusQM‘s 5Phases-Model Action Planning & Tracking according to the results of audits analogical to Best Practice TRS (Technical Revision Supplier)


21

Sales partnership

Sales partnership

Increase of efficiency •

Lean communication due to customer interface: foQusQM

• •

Usage of the broad foQusQM network in multiple industries Valuable contacts within different industry fields by reason of former foQusQM projects

•

Experience with international business dealings

•

International sales managers

Increase of competitiveness •

Professionals CRM

•

Increase of customer satisfaction

•

Increase in sales due to new business

© foQusQM 2012

•

Customer service via KeyAccount-Manager

Expansion & globalization


22




Audits & Processes


Purchasing & Sales

Training & Coaching




23

Training & Coaching Market 46 4 7

31 5

22 4 5

4 35 22

• Companies with the target to develop their own experts with external specialists

13

2007

2008

2009

Process

… … . . … .

Methods

© foQusQM 2012

People

• • • • •

VDA 6.3 Awareness through training in VDA questionnaire with examples Junior staff development through employee qualification towards auditor and claim manager Executive coaching in cooperation with OEMs and conflict talks Supplier individual product coaching according to commodity (internal as well as external) Training in product liability issues according standards of automotive sector with practical examples for executives and employees • Training in human resources management : From employment to assessment • Misalignment management: Implementation of return-to-work interviews and integration of long-term-sick employees • • • • • •

APQP, PPAP, FMEA, Six Sigma VDA 6.3, ISO/TS 16949, ISO 14001, ISO 50001 Kanban, FIFO KAIZEN, KVP, Poka Yoke Lean Management, 5S Problem-solving-methods, 8D

• Senior quality manager with 33 years experience as director of quality management in the automotive industry • Senior Graduate Engineer with 35 years work experience in R&D dep. at a premium OEM • VDA 6.3 LEAD-Auditor with 20 years work experience at a premium OEM and specialization in supplier auditing, claim editing & sampling • Senior human resources manager with 30 years work experience at a Premium OEM with focus at misalignment management • Young experts specialized in customer specific areas foQusQM Company Presentation

24

Training of Lead-Auditors Theoretical Part

Practical Part

New Auditors Participation in module 1 - 10

New Auditors min. 2 attendant Audits and one Audit in lead function An audit plan is going to be created . foQusQM is monitoring the creation process only as Co-auditor and will intervene as less as possible and as much as necessary.

Witness Audit

© foQusQM 2012

= Theoretical Content = Practical Content

foQusQM guarantees to qualify auditors who will be technically as well as methodically on top level.

= Practical Closing foQusQM Company Presentation

Release and nomination to a LEADAuditor according to VDA 6.3 including foQusQM evaluation and release certification. 25

Customer Portfolio …. Projects at:

Audits at:

© foQusQM 2012

Customer:


26

© foQusQM 2012

Thank You!


27

© foQusQM 2012

BACK-UP


28

Training of Lead-Auditors Module 1

Module 2

Quality management basics

DIN/ISO 9001

Quality statistics

ISO TS 16949

Cpk/Cmk

Module 10 Closing theory VDA 6.3 coaching for external auditors

Module 3

Module 9 FMEA for Auditors

Module 5

Module 4 VDA Auditor to intern Auditor

Module 8 Training in product liability

Module 7 Product management training

Practical training of LEAD-Auditors

Module 6 Environmental and work security training 18001

Modul 11

© foQusQM 2012

= theoretical content = closing theory = practical content

1. Attendance

2. Attendance

3. Attendance

of a LEAD-Auditor

of a LEAD-Auditors

In LEAD-Function

- Preparation - attending internal preliminarytalk - conducting of the introductory talk at the supplier

- preparation - Conducting an internal preliminary-talk - Conducting of the introductory and closing talk at the supplier - Generating of the evaluation and closing report


- Completely self-consistent Execution of the audit - adequacy of the auditor According to assessment criteria “audit quality” - professional competence available 29