Advanced Product Quality Planning APQP and Control Plans reduce the complexity of product quality planning for customers and suppliers by allowing customers to easily communicate their product quality planning requirements to their suppliers. Suppliers gain an understanding of basic industry requirements for achieving part approval from their customer. Control Plans summarize the identified process and product parameters required to maintain product conformity.
Sign Up For Training Now. Publications - Order Today. The Control Plan descriptions should reflect the planning and strategy being implemented in the manufacturing process. The method of control should be continually evaluated for effectiveness of process control. For example, significant changes in the process or process capability should lead to an evaluation of the control method. The actions should normally be the responsibility of the people closest to the process, the operator, jobsetter, or supervisor, and be clearly designated in the plan.
Provisions should be made for documenting. In all cases, suspect and nonconforming products must be clearly identified and quarantined, and disposition made by the responsible person designated in the reaction plan. This column may also refer to a specific reaction plan number and identify the person responsible for the reaction plan. The process types can be related to their most common sources of variation or the dominant factors in determining the quality of the product. There are many effective methods of performing process analysis.
It is up to the supplier to determine the best method to analyze the process. Examples describe manufacturing and assembly situations with a corresponding Control Plan to show a typical document as depicted in the following pages. The key to successful development of cost effective processes is identification of the sources of variation and appropriate control methods.
Automobile grills are produced on plastic injection molding machines. After set-up of the mold, the machine must be adjusted to produce a dimensionally-correct part. Parts must also be free of blemishes, flow lines and sink marks on the surface.
The molding machine is highly repeatable because all parameters are computer controlled. A set-up card provides specifications for setting all controls on the machine. After setting the machine to the specifications a sample part is produced. This part is checked for the key control dimensions for mounting holes and perimeter fit, and visually inspected. Capability studies on the product characteristics show that when properly set up, the operation is highly capable and stable.
The set-up specifications become the process characteristics that affect the product characteristic. In some cases lot control may be appropriate between checks. Control Plan Number J. Product Process Class. A supplier manufactures a circuit board with electronic components soldered on the board. Properly soldered connections are the major product characteristics.
Two major process characteristics for the wave solder machine, are solder level and flux concentration. An automated feeder controls the solder level by sensing the level of solder and feeding in additional solder as the level is reduced. The flux must be sampled and tested for the concentration level. Control Plan Number T. Metal castings are loaded on a seven-stage rotary machine with several fixtures which rotary machine rotates under a cutting head.
Each part has a machined surface on which perpendicularity and depth of cut are critical. The depth of cut and perpendicularity are major product characteristics. Besides the cutting tool, the removal of debris and proper adjustment of the fixtures can significantly affect the special product characteristic. The dimensional differences between fixtures or pallets and part location contribute to product variation.
In addition, debris accumulated on the fixture can cause fixture-to-fixture variation of part location. Therefore, frequent statistical product sampling may be required for Special Product Characteristics. Control Plan Number M A. A sheet metal stamping die is used to form a steel bracket that has several angles and a pierced hole. The pierced hole diameter will not vary significantly; therefore it is not marked as a Special Characteristic.
The presence of the hole is critical to the part. The angles on the part are critical and two angles are marked as Special Characteristics. Historically, broken hole punches are a problem with this type of tooling. Further, moving parts in the tool can vary when forming the angles in the bracket. Tools can also wear or be repaired incorrectly.
The product characteristics are affected by these tooling problems. First piece check can verify that a tool has been properly repaired. When in operation a tool failure may go unnoticed except in the part, therefore lot control is appropriate.
Error proofing techniques that check for holes or a dimension are also needed. Control Plan Number A. A broach is used to form the internal spline teeth on a steel propshaft yoke. The pitch diameter of internal spline teeth is the Special Product Characteristic. Headlamp aim is one of the final operations during car and truck assembly.
An aiming device, which contains two bubble levels, attaches to the headlamp. The operator adjusts the headlamps by turning aiming screws until the bubbles center in the level. The Special Process Characteristic is operator knowledge and control, ensuring the two bubble levels center during aiming.
The Special Product Characteristic is measured by shining the headlamps on a headlamp aim board that measures beam pattern. Control Plan Number B. An automobile hood is made of SMC. SMC is a molding compound that is temperature sensitive, has a specific shelf life, and for which mixing is critical. The parts produced from this material can become brittle when the material is improperly mixed, handled, or rotated. A force specification on one end of the bracket is a Special Product Characteristic.
The Special Process Characteristics are the proper formulation, storage, and use of material date control. The customer requires a laboratory report on each lot of compound and the lots of material are dated for proper rotation.
The variation found in the materials or components will affect the output of the process. Control Plan Number S. Smith K. Petull C. A painting operation for decorative parts requires clean equipment and a dirt-free work area.
Dirt-free paint is a Special Product Characteristic. Periodic cleaning of the paint equipment and paint room prevents the problem of dirt in the paint. The process characteristic is a scheduled routine cleaning, repair, and replacement. Where input variables exist, replacing worn our parts, cleaning, calibration, tool adjustments, and other maintenance activities have an effect on the product characteristics, and must be controlled.
Control Plan Number F. Humidity adversely affects the function of plastic injection molding machines. Plastic material absorbs dampness from the air, causing defects in the molded part. Material dryers are installed on the molding machines to eliminate the problem. Adjust dryer, dry Injected mold plastic Injected mold Raw material Humidity gage on 8 Revision Date Pg.
A sequential Number No. Develop a rationale for each special characteristic and add this information to the list for clarification. When considered necessary, a Supplemental Form Supplement L will depict measurement points and coordinates. This form, when used, will be considered an extension of the Control Plan.
Point Char. Point No. General - Continued 13 Is bill of material complete? Engineering Drawings 15 Have dimensions that affect fit, function and durability been identified?
Engineering Performance Specifications 20 Have all special characteristics been identified? Material Specification 28 Are special material characteristics identified?
It provides input to the establishment of measurable performance targets, as well as ideas for product design and process design. It can also provide ideas for improving business processes and work procedures. Product and process benchmarking should include the identification of world class or best-in-class based on objective performance measures and research into how this performance was achieved.
Benchmarking should provide a stepping stone for developing new designs and processes that exceed the capabilities of the benchmark companies. This is sometimes referred to as fishbone diagram, Ishikawa diagram, or feather diagram.
All manufacturing operations and stations appear across the top, and the process parameters are listed down the left-hand column.
The more manufacturing relationships there are, the more important the control of a characteristic becomes. Regardless of matrix size, the upstream relationships of characteristics are evident. A typical matrix is shown.
The response of interest is evaluated under the various conditions to: 1 identify the influential variables among the ones tested, 2 quantify the effects across the range represented by the levels of the variables, 3 gain a better understanding of the nature of the causal system at work in the process, and 4 compare the effects and interactions.
Plant representatives should be consulted early in the design process to review components or systems and provide input on specific assembly and manufacturing requirements. Specific dimensional tolerances should be determined based on the like process. This will assist in identifying the equipment required and any process changes necessary. This method is used by Chrysler and Ford. Detailed instructions can be obtained from the appropriate Chrysler and Ford Quality or Engineering areas. The basis for this process is the Characteristics Matrix described previously in this Appendix.
DCP is a systematic, comprehensive methodology for implementing total production process planning. This technique is designed to reduce customer concerns. It provides both a means of communication and analysis for planning, development activities, and manufacturing processes. Since one goal of quality assurance is to eliminate defects and improve the eff iciency of manufacturing and assembly processes, advance product quality plans should include illustrations of the controls and resources involved.
These process flow charts should be used to identify improvements and to locate significant or critical product and process characteristics that will be addressed in control plans to be developed later. QFD focuses on the most important items and provides the mechanism to target selected areas to enhance competitive advantages. Depending upon the specific product, the technique of QFD may be used as a structure for the quality planning process. QFD provides a means of converting general customer requirements into specified final product and process control characteristics.
It is used to analyze system weaknesses in the early concept stage before hardware has been defined. The SFMEA focuses on potential failures associated with the functions performed at the system, subsystem, and lower functional levels. The SFMEA also focuses on the interaction between systems, between subsystems, and the interface between system elements. The manual presents a unified reference for statistical process control. Copies of this manual can be obtained from AIAG at The joint consensus on the contents of this reference manual was effected through task team members from Chrysler, Ford, General Motors, Bosch, Goodyear, and Kelsey-Hayes.
The procedure covers generic requirements for production part approval for all production and service commodities. Customer specific instructions are also included.
These three companies recognize ISO as the foundation for this standard. Can Engineering Performance Specifications be met as written? Can product be manufactured to tolerances specified on drawing?
Is there adequate capacity to produce product? Does the design allow the use of efficient material handling techniques? Is statistical process control required on product? Is statistical process control presently used on similar products?
Conclusion Feasible Product can be produced as specified with no revisions. Feasible Changes recommended see attached. Not Feasible Design revision required to produce product within the specified requirements.
Attach action plan for each item. If yes, indicate date approved. If no, attach action plan. Team experience, analysis tools, and planning skills are used to produce a cohesive system of knowledge. Process controls are developed and implemented from the system of knowledge. The goal of DCP is to develop a manufacturing process able to produce high quality products, at a competitive cost, on a timely schedule.
Expectations All processes must produce all characteristics to specification on a production basis. If these expectations are not met, there must be a plan to correct the problem and protect the customer. DCP is applied to all characteristics, not just SCs.
Scope Who does DCP? Cross-functional teams of hourly and salary personnel carry out the DCP process. Other Ford operations also use DCP and request it of their suppliers. Who approves a Control Plan? When is the Control Plan implemented? The team exists for the life of the product. DCP update and improvement is an ongoing task of the team. Successful DCP results in useful job instructions, effective control methods, and reliable reaction plans. The DCP team consists of production people, product engineers, manufacturing engineers, customers, suppliers, and any others needed by the team.
Strong upper- management support is required to ensure team success. Product and process characteristics are considered together for each manufacturing operation. DCP works for both the development of new manufacturing processes and the optimization of existing processes.
The team strives to build and effectively use knowledge. DCP documents are simply the way the knowledge is recorded and shared. Understand the Manufacturing Process. This p methodology is applicable to a wide range of manufacturing processes and nl om technologies. The control plan is an integral part of an overall quality process and is to be utilized as a living document. Therefore this chapter should be used in conjunction with other related documents. O C An important phase of the process for quality planning is the development of a control plan.
A control plan is a written description of the system for r y controlling parts and processes. A single control plan may apply to a group se o or family of products that are produced by the same process at the same U ot source. Drawings and visual standards, as necessary, may be attached to the control plan for illustration purposes.
In support of a control plan, operator al M and process monitoring instructions should be defined and used continually. In effect, the control plan describes the actions that are required at each rn rd phase of the process including receiving, in-process, out-going, and periodic requirements to assure that all process outputs will be in a state of control.
During regular production runs, the control plan provides the te o process monitoring and control methods that will be used to control In f F characteristics. Since processes are expected to be continually updated and improved, the control plan reflects a strategy that is responsive to these changing process conditions.
Subsequently, it guides er manufacturing in how to control the process and ensure product quality. Ultimately, the control plan remains a living document, reflecting the op current methods of control, and measurement systems used.
The control plan is updated as measurement systems and control methods are evaluated and improved. Date Rev. O C The benefits of developing and implementing a control plan include: Quality: The control plan methodology reduces waste and improves the quality of r y se o products during design, manufacturing, and assembly.
This structured discipline provides a thorough evaluation of the product and process. U ot Control plans identify process characteristics and identify the control methods for the sources of variation input variables , which cause variation al M in product characteristics output variables. Customer Satisfaction: Control plans focus resources on processes and products related to rn rd characteristics that are important to the customer.
The proper allocation of resources on these major items helps to reduce costs without sacrificing te o quality. It is recommended that all of the team members' names, phone numbers, and locations be included on an attached distribution list.
Enter the date that the original control plan was compiled. Enter the date of the latest control plan updates. Use visual In f F aids where applicable. Optional example work sheets and explanation of these work sheets are located in Supplements K er and L. The Core Team should identify the special product characteristics that are a compilation of important Product Characteristics from all sources. All special characteristics must be listed on the control plan. In addition, the organization may list other Product Characteristics for y which process controls are routinely tracked during normal operations.
A p Process Characteristic can only be measured at the time it occurs. The Core nl om Team should identify Process Characteristics for which variation must be controlled to minimize product variation. There could be one or more Process Characteristics listed for each Product Characteristic. Customers may use unique symbols to identify important al M characteristics, such as those that affect customer safety, compliance with regulations, function, fit, or appearance. A measurement systems analysis should be done to ensure control of monitoring and measuring devices prior to nl om relying on a measurement system.
For example, an analysis of the linearity, reproducibility, repeatability, stability and accuracy of the measurement system should be performed. O C Improvements to the measurement systems should be made accordingly. The control method utilized should be based on In f F effective analysis of the process.
The control method is determined by the type of process and the risks identified during quality planning e. The control plan descriptions should reflect the planning and strategy being implemented in er the manufacturing process. Refer to the examples for how typical processes are controlled.
Pr The method of control should be continually evaluated for effectiveness of process control. For example, significant changes in the process or process capability should lead to an evaluation of the control method. The actions should normally be the responsibility of the people y closest to the process, the operator, job-setter, or supervisor, and be clearly designated in the plan.
This column may O C also refer to a specific reaction plan number and identify the person responsible for the reaction plan. The process types can be related to their most common sources of variation or the dominant factors in determining the quality of the product.
There are many effective methods of performing process analysis. It is up to the organization to determine the best method to analyze the process. Are engineering performance testing and al M 7 dimensional requirements identified? Are gages and test equipment available as 8 Supplement J required by the control plan? U ot If required, has the customer approved the 9 control plan? Have measurement systems analysis been O C 11 completed in accordance with customer requirements?
Are sample sizes based upon industry nl om 12 standards, statistical sampling plan tables, or y other statistical process control methods or techniques? A sequential number No. Develop a rationale for each y special characteristic and add this information to the list for clarification. When considered necessary, a an Supplemental Form Supplement L will depict measurement points and coordinates.
This form, when used, will be considered an extension of the control plan. These checklists are not intended to fully define or represent all elements of the APQP process. The use of the checklists is y one of the last steps of the process and not intended as a "check the box" activity or exercise to circumvent full application of the APQP process.
The follow up action should include identification of an individual responsible and schedule. Use the "Person Responsible" and "Due Date" columns. It provides input to the establishment of measurable performance targets, as well as ideas for product design and process design.
It can also provide ideas for improving business processes and work procedures. O C Product and process benchmarking should include the identification of world class or best-in-class based on customer and internal objective r y se o performance measures and research into how this performance was achieved. Benchmarking should provide a stepping stone for developing U ot new designs and processes that exceed the capabilities of the benchmark companies.
In f F This is sometimes referred to as fishbone diagram, Ishikawa diagram, or feather diagram. All manufacturing operations and stations appear across the top, and the process parameters are listed down the left-hand column. The more manufacturing relationships there are, the more important the control of a characteristic becomes. Regardless of matrix size, the upstream relationships of characteristics are evident.
A typical matrix is shown below. The response of interest is evaluated under the various conditions to: 1 identify the influential variables among the ones tested, Pr 2 quantify the effects across the range represented by the levels of the variables, 3 gain a better understanding of the nature of the causal system at work in the process, and 4 compare the effects and interactions.
The enhancement of designs for assembly and manufacturing is an important step. Plant representatives y should be consulted early in the design process to review components or systems and provide input on specific assembly and manufacturing an requirements.
Specific dimensional tolerances should be determined based on the like process. This will assist in identifying the equipment required p and any process changes necessary. Detailed instructions can be obtained from the appropriate Chrysler and op Ford Quality or Engineering areas. Mistake proofing should be used as a technique to control repetitive tasks or actions and prevent non-conformances from being passed on to the subsequent operation and ultimately the customer.
Process Flow Charting Process flow charting is a visual approach to describing and developing sequential or related work activities. It provides both a means of y communication and analysis for planning, development activities, and an manufacturing processes. Since one goal of quality assurance is to eliminate non-conformities and p improve the efficiency of manufacturing and assembly processes, advanced product quality plans should include illustrations of the controls and nl om resources involved.
These process flow charts should be used to identify improvements and to locate significant or critical product and process characteristics that will be addressed in control plans to be developed later. O C Quality Function Deployment r y QFD se o U ot QFD is a systematic procedure for translating customer requirements into al M technical and operational terms, displaying and documenting the translated information in matrix form.
QFD focuses on the most important items and provides the mechanism to target selected areas to enhance competitive rn rd advantages. Depending upon the specific product, the technique of QFD may be used as te o a structure for the quality planning process. QFD provides a means of converting general customer requirements into specified final product and o process control characteristics. Quality Control and Industrial Statistics 4th Ed. Homewood, IL: Richard D. Irwin, Inc.
Pr Feigenbaum, A. Total Quality Control 3rd Ed. New York: McGraw - Hill. Grant, E. Ishikawa, K. Juran, J. Kane, V. Shewhart, W. Van Nostrand Company. Western Electric Company Statistical Quality Control Handbook. Indianapolis: Author.
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