Process System CapabilityProcess System CapabilityAn introduction to 9103An introduction to 9103

‘‘VARIATION MANAGEMENT OF VARIATION MANAGEMENT OF KEY CHARACTERISTICS’KEY CHARACTERISTICS’

Bernard LAURAS

AIRBUS

Objectives of this Objectives of this presentationpresentation

• Show importance of managing Key Characteristics Show importance of managing Key Characteristics and Increase your understanding of 9103 content. and Increase your understanding of 9103 content.

• Share experiences of implementing 9103 including Share experiences of implementing 9103 including who was involved and what they got out of it.who was involved and what they got out of it.

• Inspire you that 9103 has broader benefits and is Inspire you that 9103 has broader benefits and is not just a Customer requirement.not just a Customer requirement.

• Illustrate that small organisations can do this type of Illustrate that small organisations can do this type of activity.activity.

• 9103 should help resolve the first 4 main causes of 9103 should help resolve the first 4 main causes of

Quality problems identified by AIA (Aerospace Quality problems identified by AIA (Aerospace

Industry Association)Industry Association)

– Personnel fail to understand the design requirementPersonnel fail to understand the design requirement

– Process changed without understanding the impactProcess changed without understanding the impact

– Process to review initial production fails to detect defectsProcess to review initial production fails to detect defects

– Design requirements exceed the capability of the Design requirements exceed the capability of the

manufacturing processmanufacturing process

Why do we need such Why do we need such presentation ?presentation ?

9103 exists, so why the problems ?

9103 exists, so why the problems ?

Why do we need such Why do we need such presentation ?presentation ?

• 9103 not sufficiently and adequately 9103 not sufficiently and adequately deployeddeployed

Value not clearly identified Value not clearly identified or understoodor understood All functions to be involved, All functions to be involved, not only Qualitynot only Quality

Training requiredTraining required Need to explain how to Need to explain how to apply 9103 based upon apply 9103 based upon supplier & product complexitysupplier & product complexity

Lack of skillsLack of skills

Lack of buy-inLack of buy-in

What are Key Characteristics ?What are Key Characteristics ?

Key Characteristics are the main ones guaranteeing Key Characteristics are the main ones guaranteeing full Customer satisfaction, that means ensuring all his full Customer satisfaction, that means ensuring all his

needs are effectively & permanently metneeds are effectively & permanently met

Why do we need to focus on Why do we need to focus on key characteristics ?key characteristics ?

• To enhance confidence that true Customer To enhance confidence that true Customer expectations are metexpectations are met

• To drive the continuous improvement of To drive the continuous improvement of manufacturing processes through adequate manufacturing processes through adequate planningplanning

• To reduce costs by eliminating wastes and To reduce costs by eliminating wastes and unnecessary effortsunnecessary efforts

Scope of 9103Scope of 9103

• Primarily intended to Primarily intended to apply to new partsapply to new parts but but should should also be applied through out the life of also be applied through out the life of the programmethe programme to ensure that to ensure that changes are changes are taken into consideration.taken into consideration.

• Establishes requirements for management of Establishes requirements for management of key characteristics variation key characteristics variation

– Specifies Specifies general requirementsgeneral requirements

– Provides a Provides a processprocess

Process for Key Characteristic Process for Key Characteristic Variation Management : 7 stepsVariation Management : 7 steps

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes No

Stage 1Stage 1

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes No

Understand key characteristics and

required performance

Stage 1 - Understand Key Stage 1 - Understand Key Characteristics and Required Characteristics and Required PerformancePerformance

• Establish an appropriateEstablish an appropriatecross-functional teamcross-functional team

– Design Engineer:Design Engineer: Potential design failure Potential design failure modes, modes, causes and effects.causes and effects.

– Manufacturing Engineer: Manufacturing Engineer: Process issues, potential Process issues, potential failures, failures, causes and effects.causes and effects.

– Inspection Department:Inspection Department: Definition of inspection methods and Definition of inspection methods and criteria.criteria.

– Buyer (Purchasing):Buyer (Purchasing): Feedback from Supply Chain and Feedback from Supply Chain and flow down of requirements.flow down of requirements.

– Quality Engineer (Facilitator):Quality Engineer (Facilitator): Feedback from similar product, Feedback from similar product, customer returns, guarantee customer returns, guarantee

that that process is adequately process is adequately followed.followed.

Adapt it to your C

ompany…

Adapt it to your C

ompany…

and don’t forget th

e Operators

and don’t forget th

e Operators

who effectively do the job !

who effectively do the job !

Stage 1 - Understand Key Stage 1 - Understand Key Characteristics and Required Characteristics and Required PerformancePerformance

• Establish an appropriateEstablish an appropriatecross-functional teamcross-functional team

– Design Engineer:Design Engineer: Potential design failure Potential design failure modes, modes, causes and effects.causes and effects.

– Manufacturing Engineer: Manufacturing Engineer: Process issues, potential Process issues, potential failures, failures, causes and effects.causes and effects.

– Inspection Department:Inspection Department: Definition of inspection methods and Definition of inspection methods and criteria.criteria.

– Buyer (Purchasing):Buyer (Purchasing): Feedback from Supply Chain and Feedback from Supply Chain and flow down of requirements.flow down of requirements.

– Quality Engineer (Facilitator):Quality Engineer (Facilitator): Feedback from similar product, Feedback from similar product, customer returns, guarantee customer returns, guarantee

that that process is adequately process is adequately followed.followed.

• Look at product, process & Customer requirements: Look at product, process & Customer requirements: What What does he want and how we can do it ?does he want and how we can do it ?

Listen to

your C

ustomer

Listen to

your C

ustomer

Speak with

your C

ustomer

Speak with

your C

ustomer

Stage 2Stage 2

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes NoPlan a process that will

produce acceptable performance

Stage 2 - Plan Manufacturing Stage 2 - Plan Manufacturing ProcessesProcesses

• Ensure process owner exist for Ensure process owner exist for each key characteristiceach key characteristic

• Establish a minimum acceptable Establish a minimum acceptable capability ratio (Ck, Cpk, …) for capability ratio (Ck, Cpk, …) for each key characteristiceach key characteristic

• Identify sources of variation and Identify sources of variation and potential risks… and mitigate thempotential risks… and mitigate them

• Relate process data back to what Relate process data back to what designers want…designers want…

• Identify key manufacturing processes Identify key manufacturing processes impacting key characteristicsimpacting key characteristics

• … … and designers: Also understand and designers: Also understand capability of manufacturing Processescapability of manufacturing Processes

Stage 3Stage 3

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes NoOperate the process to generate data

Stage 3 - Operate on Trial Stage 3 - Operate on Trial Basis to Generate DataBasis to Generate Data

Date (Rev)

STAGE 5

Hist / New Date Gauge Gauge # MSA % n Freq. Mean Cp Cpk Type Frequency

1 New 14/ 03/ 2001 CMM 86373 11.4 20 100% xmR Yes 0.326 1.15 1.47 Yes Comp 10% Quarterly

2 Hist 14/ 03/ 2001 Micr 10265 15.8 500 20% xmR Yes 0.05 1.98 1.54 No Manual 20% Quarterly

PROCESS CONTROL DOCUMENT Page 2 of 2

Capability Review Freq.

Ongoing Monitoring Methods

Control Chart/Other

STAGE 3 STAGE 4 STAGE 6

Results of Study

StableY / N

Calculations

Process Control Document Number

Action from Study,

Y/N

0.0015

Part Number / Latest Change Level Date (Original)

Estimated St Dev

CCF No.

Preliminary Process Capability Study -Type of Control Chart

0.034

ABC123

ABC123

FK5678, Rev 2.0 28/ 08/ 0114/ 03/ 01

Date (Original) Date (Rev) Flowchart Created? Yes/No

Cp Cpk

1 L/ E fi lm cooling hole position EDM H006 Rev. 4 01/ 02/ 01 1.33 1.33 Manuf acturer defined Yes Yes

Conformance Control Feature Are Sources of Variation Identified?

Yes/No

Is Risks Mitigation Specified?

Yes/No

Minimum Requirement

Origin of CCF

Process Owner

Producer Approvals and Date

Name:

CCF No

Manufacturer Code Name:

Process ID OperationNumber

Work Instruction No. /Change Level

CCF Name

PROCESS CONTROL DOCUMENT Page 1 of 2

STAGE 1

Part Name / Description

Producer / Plant

Process Control Document Number

Name:

STAGE 2

Customer Approvals and Date

Name:

ABC123 14/ 03/ 01

High Pressure Turbine Blade, Trent 900, FK5678

Rolls-Royce HPTB Facility,Derby TBF12

Michael Edwards 28/ 08/ 01

M Engineer 25/ 08/ 01

C Owner 26/ 08/ 01

T Rent 27/ 08/ 01

• Create Data collection plan for Create Data collection plan for all key characteristics (who, what, all key characteristics (who, what, where, frequency, conditions,…)where, frequency, conditions,…)

•Produce parts/components to Produce parts/components to specified work instructions in specified work instructions in a representative environmenta representative environment

•Measure key characteristics and collect Measure key characteristics and collect data to document any deviationsdata to document any deviations

• Perform First Article Inspection (9102 Perform First Article Inspection (9102 Refers).Refers).

Stages 4 and 5Stages 4 and 5

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes No

Analyse data to identify appropriate action

Take action from study (operate, redesign and

improve)

Stages 4 & 5 - Analyse Data and Stages 4 & 5 - Analyse Data and launch appropriate Actionlaunch appropriate Action

• Process not stable : Perform Process not stable : Perform root cause analysis with root cause analysis with proper tools and document it.proper tools and document it.

Review control charts to determine if process is stableReview control charts to determine if process is stable

• When process is stable, calculate process capability and When process is stable, calculate process capability and compare with what is required to meet Customer needscompare with what is required to meet Customer needs

• Remove or minimise causes… Remove or minimise causes… and verify effectiveness of and verify effectiveness of corrective actionscorrective actions

•88

•90

•92

•94

•96

•98

•100

•1 •2 •3 •4 •5 •6 •7 •8 •9 •10 •11 •12

ActualLCL (Lower Control Limit)

UCL

LCL

UCL (Upper Control Limit)

Stages 4 & 5 - Analyse Data and Stages 4 & 5 - Analyse Data and launch appropriate Action launch appropriate Action (Continued)(Continued)

• Launch a new root cause Launch a new root cause analysis analysis •Prioritise causes of variation Prioritise causes of variation and identify most influential onesand identify most influential ones• Investigate centering of the Investigate centering of the processprocess

If process stable but not capableIf process stable but not capable

LSL(Lower Spec Limit)

USL(Upper Spec Limit)

LSL(Lower Spec Limit)

USL(Upper Spec Limit)

•••90

•••92

•••94

•••96

•••98

•••100

•••102

•••104

•••1 •••2 •••3 •••4 •••5 •••6 •••7 •••8 •••9 •••10 •••11 •••12•••90

•••92

•••94

•••96

•••98

•••100

•••102

•••104

•••1 •••2 •••3 •••4 •••5 •••6 •••7 •••8 •••9 •••10 •••11 •••12

LCL (Lower Control Limit)

UCL (Upper Control Limit)

Stages 4 & 5 - Analyse Data and Stages 4 & 5 - Analyse Data and launch appropriate Action launch appropriate Action (Continued)(Continued)

• Prioritise causes of variationPrioritise causes of variation• Identify most influential root Identify most influential root causescauses• Investigate centering of the Investigate centering of the processprocess

If process stable but not capableIf process stable but not capable

LSL(Lower Spec Limit)

USL(Upper Spec Limit)

LSL(Lower Spec Limit)

USL(Upper Spec Limit)

•••90

•••92

•••94

•••96

•••98

•••100

•••102

•••104

•••1 •••2 •••3 •••4 •••5 •••6 •••7 •••8 •••9 •••10 •••11 •••12•••90

•••92

•••94

•••96

•••98

•••100

•••102

•••104

•••1 •••2 •••3 •••4 •••5 •••6 •••7 •••8 •••9 •••10 •••11 •••12

LCL (Lower Control Limit)

UCL (Upper Control Limit)

When actions are taken that change the

When actions are taken that change the

manufacturing processes, repeat th

e

manufacturing processes, repeat th

e

process starting at Stage 2 (P

lan

process starting at Stage 2 (P

lan

Manufacturing Process).

Manufacturing Process).

Stage 6Stage 6

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes NoContinue to monitor the Performance

Stage 6 - Continue to Monitor the Stage 6 - Continue to Monitor the PerformancePerformance

When characteristics are meeting Customer’s requirements, When characteristics are meeting Customer’s requirements, continue to measure periodically to detect possible long term continue to measure periodically to detect possible long term variations and identify opportunities for improvement.variations and identify opportunities for improvement.

Process Capability

UpperProcess

Limit

LowerProcessLimit

THE VOICE OF THE PROCESS

UpperSpecification

Limit

Drawing Tolerance

LowerSpecificationLimit

THE VOICE OF THE CUSTOMERTHE VOICE OF THE CUSTOMER

What w

e

do want

Stage 6 - Continue to Monitor Stage 6 - Continue to Monitor PerformancePerformance

UpperSpecification

Limit

LowerSpecificationLimit

THE VOICE OF THE CUSTOMERTHE VOICE OF THE CUSTOMER

Process CapabilityTHE VOICE OF THE PROCESS

UpperProcess

Limit

LowerProcessLimit

Drawing Tolerance

What w

e do

not want

UpperSpecification

Limit

LowerSpecificationLimit

THE VOICE OF THE CUSTOMERTHE VOICE OF THE CUSTOMER

Process CapabilityTHE VOICE OF THE PROCESS

UpperProcess

Limit

LowerProcessLimit

Drawing Tolerance

What w

e do

not want

When characteristics are meeting Customer’s requirements, When characteristics are meeting Customer’s requirements, continue to measure periodically to detect possible long term continue to measure periodically to detect possible long term variations and identify opportunities for improvement.variations and identify opportunities for improvement.

Stage 7Stage 7

Understand key characteristics and

required performance

Plan a process that will produce acceptable

performance

Operate the process to generate data

Continue to monitor the performance

Analyse data to identify appropriate

action

Take action from study (operate, redesign and

improve)

Is a process change

required?

Yes No

Is a process change

required?

Stage 7 – Is a process change Stage 7 – Is a process change required ?required ?

• If no change is required, continue to If no change is required, continue to monitor process performance per Stage 6.monitor process performance per Stage 6.

• If a change is required, repeat Stages 1 to If a change is required, repeat Stages 1 to 5 prior to implementing any change.5 prior to implementing any change.

• Document any planned manufacturing Document any planned manufacturing process changes, including reasons for process changes, including reasons for change.change.

On target with On target with minimum variationminimum variation

Plan

DoControl

Act

Continuous Continuous ImprovementImprovement

9103 successful Management…

… A never ending process

Summary : Don’t forget these Summary : Don’t forget these key factors of success…key factors of success…• Manage Keys characteristics during all life of the Manage Keys characteristics during all life of the

programme, in particular when introducing a changeprogramme, in particular when introducing a change• Involve all concerned functionsInvolve all concerned functions• Focus on key characteristics and associated Focus on key characteristics and associated

processes… but don’t forget the others !processes… but don’t forget the others !• Record all what you do… and keep historyRecord all what you do… and keep history ::

– Potential loss of experience during the programme lifePotential loss of experience during the programme life– Change of rationale for a characteristics being key or notChange of rationale for a characteristics being key or not

• Feedback from manufacturing & supply chain to Feedback from manufacturing & supply chain to engineeringengineering

… … and flow them down internally and and flow them down internally and within your Sub-Tierswithin your Sub-Tiers

Next StepNext Step

• Training module, guidance material, on line Training module, guidance material, on line training packs, etc …will be created by IAQG training packs, etc …will be created by IAQG

0 10 20

120

170

220

270Individual and MR Chart

Obser.

Indi

vidu

al V

alue

1

Mean=200.2

UCL=253.3

LCL=147.0

0

30

60

90

Mov

.Ran

ge

1

1

R=20

UCL=65.35

LCL=0

0 10 20

Last 20 Observations

150

175

200

225

Observation Number

Val

ues

130 270

Capability PlotProcess Tolerance

I I I

I I I

I ISpecifications

Within

Overall

140 190 240

Normal Prob Plot

130 180 230

Capability Histogram

WithinStDev:Cp:Cpk:

17.73051.321.31

OverallStDev:Pp:Ppk:

19.33771.211.20

Output from Minitab Software

Any Questions ?Any Questions ?

They will be answered at the endThey will be answered at the end

of the 3 presentationsof the 3 presentations

Existing experience of 9103 Existing experience of 9103 ImplementationImplementation

Brian HarveyBrian Harvey - Clamonta - Clamonta

Dave Wentworth - Delta Industries Dave Wentworth - Delta Industries