Iso ts-implementation-webinar5-17-05

Copyright 2003 Omnex. All rights reserved1

ISO/TS 16949:2002 Implementation

Challenges and Key Trends

WEBINAR – May 17, 2005


Agenda

• 17 Transitional Challenges– Process Focus– Customer Focus

• Automotive Approach to Process Auditing– What this means?

• Registrar Audit Key Changes• Customer Specific Requirements and Core

Tools• Planning the Transition


Transitional Challenges


17 Transitional Challenges *

* from The ISO/TS Implementation Guide, © Chad Kymal 2004








Process Focus• Becoming process-focused involves implementing

four tools or methodologies:• Process map• Process list• Alignment charts• Business control plans

Chapter 3 in the Book


Customer Focus

Becoming customer-focused means four things:

1. There is a process for customer/interested party needs and expectations that gathers and analyzes what customers want.


Customer Focus

Becoming customer-focused means :

2. There is a matrix of customer needs and expectations linking objectives, processes, plans/projects, and management review


Customer FocusBecoming customer-focused means:

3. There is a BMS control plan and an alignment chart (These link customer focus and process focus).


Customer Focus

Becoming customer-focused means:

4. The organization has updated the process list with processes that satisfy customer needs and expectations.


Automotive Approach to Process Auditing

What does this mean? Are you doing this?


Automotive Process Approach Auditing

An Automotive Process Audit is FIVE STEPS:1. Identification of the organization’s processes:• Provided by the organization during the Readiness

Review– Process maps, diagrams, etc.– Look for sequence and interactions, especially where

remote/supporting functions exist.• Examples include: ISO/TS 16949:2002 clauses 4.1(a), 4.1(b)

and 4.2.2(c).

– Evidence from the organization that all the requirements of ISO/TS 16949:2002 are addressed by their processes

See Automotive Certification Scheme for ISO/TS 16949:2002 1.11(d)



2. Analysis of the organization’s processes according to:

• Products and/or services provided to the customer– Only those that meet ISO/TS 16949:2002 applicability

• Risks to the customer– Use customer complaints, rejections, scorecards, quality reports, etc.

• Interfaces (inputs/outputs)– The #1 weakness in organization is process definition– Drives the audit plan, especially with respect to remote/support

functions

• Identification of group processes for an economical and effective audit– Where can you visit an area only once?



3. Prioritization of audit activities considering:• Customer requirements

– Includes customer-specific QMS requirements

• Follow-up issues of previous audits– Previous certification body external audits– Customer second party audits/visits– Client internal audit results

• Customer satisfaction and complaints status, including customer reports and scorecards– If there are any issues, these should drive the audit– If there are no issues, then the audit plan will spend more time

handling the general review of the processes– Verify the client’s corrective actions for all significant customer

rejections



(cont’d) Prioritization of audit activities considering:• Key indicator trends for the previous 12 months

(minimum)– What the client uses to manage their business

• Value (add) to the organization– Issues with customer satisfaction always represent areas of

potential value to the client



4. Finalization of the audit plan including:• Sequence/process steps

– Sequence of the audit activity– How does it audit the client process steps?

• Timing– At least the minimum number of audit days– Do not focus upon all things equally, but follow the prioritization you have

just completed

• Interview partners– From the site, you should interview top management to hourly workers

• Application of the Rules for Achieving IATF Recognition

See Automotive Certification Scheme for ISO/TS 16949:2002 section 2 – Audit Process



5. Conducting the audit considering:• The organization’s definition of their

processes, including their sequence and interactions– The #1 weakness in the organization process

definition is interactions– Audits generally follow any weakness in the

organization’s definition– Auditors need to investigate these weaknesses,

even if the organization definition is poor



(cont’d) Conducting the audit considering:• Where practical, the auditor shall examine processes where

they occur– No conference room audits! The auditor should go where the

activity takes place– No large crowds following the auditor! The auditee should be in

their natural, typical environment; if the auditee doesn’t usually work with a senior management of a crowd ‘looking over their shoulder’, then they should not be present during the audit

• Objective evidence of both compliance and noncompliance with requirements shall be recorded– This is a requirement of Guide 62 3.1.4.e (5)– Audit notes reviewed during office assessments often lack evidence

of compliance and only list evidence of nonconformities



During the creation of the audit plan, also consider:• Using tools such as:

– Customer-oriented processes– The “octopus” and “turtle” models– The worksheet in the IATF Guidance to ISO/TS 16949:2002

• To verify the completeness of the audit, use the Annex 5 reference table or equivalent– List the organization’s processes– Mark where the audit of that process addressed the ISO/TS

16949:2002 clauses as presented• This purposely does not go to the sub sub-clause level and

becomes part of the audit records


Registrar Audit Key Changes


Audit Steps

• Stage 1 – Readiness Review– Customer Results, Policy, Performance Objectives and Targets

– Documentation Review and Process Focus

– Suspect Processes (Processes suspected of poor performance based on customer and performance data analysis)

– Process Analysis

– Prioritized Audit Plan

– Customized Checklist

• Stage 2 – On site Audit– Conducting the Process Audit


Stage 2 Audit Expectations

• Performance-based audit plan• Evidence of conformance• Samples of implementation and effectiveness

of practice• Audit a cross section of employees from top

management to engineers to hourly


Stage 2 Audit Expectations (Cont’d)

• Examination of Processes to Determine:“The stage 2 audit shall cover an examination of the organization’s

processes which address at least the following:a) Information and evidence about conformity to all requirements of

the applicable normative document;b) Performance monitoring, measuring, reporting and reviewing

against key performance objectives and targetsc) The system organization and performance as regards legal

compliance;d) Operational control;e) Internal auditing and management review;f) Management responsibility for the client organization’s policies;g) Links between policy, performance objectives and targets.”*

* Source: IATF Automotive Certification Scheme for ISO/TS 16949:2002


Documentation Expectations

• This may be the biggest change in the Rules Document which became effective in Dec. 31, 2004 –

“Evidence that all the requirements of ISO/TS 16949:2002 (Omnex – including Customer Specific Requirements) are addressed by the organization’s processes.”


Results and Effectiveness Expectations

• ISO/TS 16949:2002 audits trace “Performance Issues” and will increasingly become results-oriented


Nonconformance Close Outs

• Another area of high expectations- – Non-conformances need to have root cause,

corrective action, and system corrective action– Increasingly, nonconformance corrective actions

are becoming similar to 8-D exercises


Customer Specific Requirements


8 Subscribing OEMs

• GM• Ford• DCX• Volkswagen• Renault• Fiat• Peugot


Top 25 Tier OnesAisin Seiki Co. Ltd.Autoliv, Inc.Bridgestone/Firestone, Inc.Continental AGDana CorporationDelphi Automotive SystemsDenso CorporationDuPontEaton CorporationFaureciaGKN PLC UKJohnson Controls, Inc.Lear Corporation

Magna International, Inc.

Magneti Marelli S.p.A.

Mannesmann AG

Michelin Group

Robert Bosch GmbH

ThyssenKrupp Automotive AG

TRW, Inc.

Valeo SA

Visteon Corporation

Yazaki Corporation

ZF Friedrichshafen AG


Website and Customer Specific Requirements


Do you Know your Customer Specific Requirements?

Do your processes “address” the Customer Specific Requirements?


Planning the Transition

• Phase I - Planning– Scope of the Implementation– Performance Analysis and Performance Issues– Opportunities for Improvement

• Process and Customer Focus• Customer Satisfaction• Customer Issues• Quality, Cost, and Delivery Improvements

– Implementation Plan and Top Management Presentation



• Phase II - Implementation– Process Focus– Customer Focus– Process Documentation Teams

• Process Flow and Process Analysis

– Process Review and Layered Audits– Problem Solving Push



• Phase III – Roll Out, Audit & Standardization– Company-wide Rollout– Train Internal Auditor in Automotive Process

Approach to Audits– Conduct Audits

• Corrective Action

– Conduct Management Review– Finishing Audit– Conduct Registration Audit


Automotive Organizations Key Challenges

• Improvement! Improvement! Improvement!– ISO/TS 16949:2002 and ISO 14001:2004 Deadlines– Customer Issues and Improvement of Problem Solving

Process including Problem Solving Approach– Plant Floor Controls – Process Review and Layered Audits– Six Sigma and Lean Methodologies in Business Processes

and Manufacturing– Process Focus and Customer Specific Requirements– Core Tools Implementation


Webinar Summary

• Customer Focus and Process Focus represent the biggest transitional challenges (out of 17) in organizations implementing ISO/TS 16949:2002

• The Automotive Process Approach to Auditing emphasizes performance auditing and process auditing

• Processes need to address “ISO/TS” requirements and Customer Specific Requirements

• We finally, discussed implementing ISO/TS so that organizations can derive value from their implementations

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