ISO/TS 16949:2002

Expiration of QS-9000

 ISO (Geneva, Switzerland) has stated that

QS-9000 has been extended by 3 years,
and will expire on 14 December, 2006
 ISO has indicated that there is virtually no
chance of additional extensions,
nominally, the ISO 9000:1994 standard
embedded within QS-9000 will expire 15
December, 2003.
 Two Key Organizations

International Automotive Task Force

International Automotive Oversight Bureau

 Purpose of the IATF

 Develop consensus for international quality

system requirements (automotive)
 Develop policy & procedure for registration
 Provide appropriate training
 Serve as formal liaison
 IATF Members

 Authoring Organization of ISO/TS 16949 includes:

 Vehicle manufacturers: BMW, DaimlerChrysler, FIAT, Ford
Motor, GM, PSA, Renault, Volkswagen
 Industry trade organizations: AIAG, ANFIA, FIEV, SMMT,
VDA
 Guest members: JAMA
 IATF Oversight

 ANFIA, IAOB, IATF-France, SMMT, VDA-QMC

 Implementation of IATF registration scheme and rules via
a common process
 Witness audits
 Auditor qualification training and exam
 Monitor CB/auditor performance
 Apply and implement IATF policy and decisions
 Coordinate special projects and work teams
 Develop sanctioned interpretations and recommendations
for improvement
 Database management
 Purpose of IAOB

 Implement and manage 16949 registrations

 Manage and coordinate with IATF Europe
 Support further global consistency
 Develop and maintain central database
 Which Car Manufacturers Will
Accept ISO / TS 16949?

 The users of -
QS-9000 - US Big 3
VDA 6.1 - German
AVSQ - Italian
EAQF - French
 Why Upgrade to TS?

From the OEM subscriber’s view:

 TS 2nd is based on the current ISO 9001:2000
 Includes Customer Specifics to achieve
conformity
 Improved control of the auditing process
 Reduced audit variation
 Better control of certification and its value
 Why Upgrade to TS?

From the supplier’s point of view:

 Reciprocal recognition (one size fits all)
 Vocabulary is consistent with ISO 9001:2000
 Process audit is aligned with the way the automotive
business is run
 Continual improvement from earlier requirements
documents (e.g., TS 1st, QS-9000, EAQF, AVSQ, VDA
6.1)
 Closer oversight – greater value in certification
 ISO/TS 16949:2002 Addresses
Significant QS-9000 issues
• The Oversight process
- Tighter registrar control than with QS-9000 Accreditation Body
method, and higher quality auditors
• International recognition of ISO/TS 16949:2002
- The Multinational OEM authoring group reduces the number of
certification requirements in Europe, and therefore cost

• ISO/TS 16949:2002 is based on and includes ISO 9001:2000

- ISO 9001:2000 includes strengthened management reporting,
continuous improvement and customer satisfaction metrics
(aligned with Q1 2002)
 Eight Principles
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual Improvement
Factual approach to decision making
Mutually beneficial supplier relationships
 Introduction

The goal of this Technical Specification:

 development of a quality management system
 provide for continuous improvement
 emphasize defect prevention
 reduction of variation and waste in the supply
chain
 Through industry standards -
ISO9001:2000 & ISO/TS16949:2002.

 “The intent of this international standard is to

encourage the adoption of the process approach to
manage an organization.”

 Process approach - “for organizations to function

effectively, they have to identify and manage
numerous interrelated and interacting processes.
The systematic identification and management of
the processes employed within an organization and
particularly between such processes is referred to
as process management.
 How Will the Audit Change?

 Process audit approach

 Automotive application
 Line of sight from the organization to the customer
 Audit plan
 Identification of key processes impacting the customer
 Based on the processes as defined by the organization
 Performance
 Linked to common metrics for
 Organization
 Supplier
 Oversight
 Adherence to the “Rules” and Common Global Process
 Continual Improvement Cycle
Management
R Responsibility S
C E C A
U Q U T
S U S I
T I Resource Measurement, T S
O R Management Analysis O F
E C.I. A
M M
M
& Improvement C
E E
R E R T
N I
T O
S N
Inputs Product Outputs
Product
Realization
 ISO / TS 16949

Scope and Applicability

 Applicable to production and service part
supplier sites that are providing:
 Parts or materials
 Heat treating, painting, plating, other finishing services
 Other customer specific products
 May also be applied throughout supply chain
 What’s New (and Different)

 Based on ISO 9001:2000 not ISO 9001:1994

 Greater focus on the customer and customer
satisfaction
 New focus on the “Process” approach vs. the
“elemental” approach
 Clarification of requirements for continual
improvement
 New and Different (Cont.)

 Greater emphasis upon the role of top

management
 Measurable quality objectives
 Reduced emphasis on documented
procedures
 New and Diff. (Cont.)

 Modification in the purpose of internal audits

 Use the “Deming Cycle” of Plan, Do, Check,
and Act as a basic methodology
 Process Conrol and improvement is
expanded from product to include all
activities of the organization.
ISO 9001 Supply Chain Terms

S U P P L IE R Was
Subcontractor
in QS-9000

Was
O rg an iza tion Supplier in
QS-9000

C u sto m er
 Automotive Specific
Terminology
 Adds sector terminology  Modifies ISO terms
 Control plan  Continual improvement
 Design responsible org.  Manufacturing
 Error proofing
 Laboratory
 Laboratory scope
 Outsourcing
 Predictive maintenance
 Premium freight
 Remote location & “site”
 Special characteristics
ISO 9001 Core Sections
 ISO / TS 16949
Permissible Exclusions

 The only permitted exclusions may be in 7.3

• Where the organization is not responsible for product design and
development
• Permitted exclusions do NOT include manufacturing process
design
• Justified with details in the quality manual
• Conformity should not be claimed otherwise

 Only IATF will prescribe authorized exclusions for

vehicle assembly plants
 Mandatory Procedures

 ISO 9001:2000  ISO/TS 16949:2002

 Control of Documents  Laboratory
 Control of Records  Field Service (i.e.
 Internal Audit Warranty)
 Control of  Training
Nonconforming Product
 Corrective Action
 Preventive Action
 Key Differences between
QS-9000 & TS16949
 TS16949 focuses on the business processes required to
satisfy customer requirements (The “Process Approach”).

 QS-9000 follows the 20 elements (The “Conformity

Approach”)

 Process audit (TS16949) vs. documentation audit (QS-

9000)
 Contrast between QS-9000 &
TS-16949:2002
QS-9000 TS-16949:2002
(Procedure Based) (Process Based)

Procedures Are: Processes Are:

 Driven by task completion  Driven by desired output
 Issued  Managed
 May be completed by different  May be completed by different
departments with different objectives departments with the same objectives
 Are segmented  Flow to conclusion
 Satisfy the standard  Satisfy the stakeholders
 Define the sequence of steps to  Transform inputs into outputs
perform a task  Dynamic
 Static
 Management of Processes

1 2 3 4

als
go
Process 1 1

Process 2 2

s
es
Process 3 3

oc
Process 4 4

Pr A FUNCTIONAL
ORGANIZATION
WITH PROCESS
Functional Goals OVERLAYS…
Recognizes:

• All work is performed to achieve some objectives

• The objective is achieved more efficiently when related resources

and activities are managed as a process

• Objectives of the organization which serve to meet its mission

will be met more effectively when the organization is managed as
a system of interrelated processes.
 The Process Approach

Purpose

Objectives Risks

Inputs Process Outputs

• Stakeholder Wants & Needs
• Products
• Specifications
• Information
• Schedule/Timing
• Market Data Results
• Industry Trends
• Economic Conditions
 Process Mapping
Marshall Key Processes

Program Planning &

Manufacturing Shipping
Launch

Support Processes Business Processes

Manufacturing Information Document Corrective

LRP/OP CQR/CQA Component Quality Internal Auditing Preventive Action
Roadmap Management Control Action

Human Resource Non-conforming Materials

Asset Management Capacity Planning Purchasing
Management Material Management

Management
Review / Continuous
Supplier Improvement
DFM Customer Support Laboratory Records Retention 5S Audit
Management

Quality
Objectives

Supporting Instructions

Forms and Form Instructions

 Process Mapping

• How do I get started mapping????

• First map out our processes at your location at

the macro level

• Identify the process owner

• Map out your processes at the micro level that

support the processes at the macro level

 Process Mapping

 You will need to identify

• The inputs to your processes

• The outputs of your processes

• And then map out the activities in between that

define the processes

 You might find sub processes
• Identify metrics to measure the effectiveness

of your processes (must tie to the process

objective)
 Process Mapping

 Identify your customers and your process

objectives/outputs (TS16949 section 4.2.2.c)
• Internal (other processes) and External

customers
• Show interactions between the various

processes
 Process Mapping

 Identify your customers and your process outputs

(TS16949 section 4.2.2.c)
• Physical products

• Documents

• Information

• Services

• Decisions

• On time to schedule

• Meet profit margins

 Process Mapping

 Identify suppliers to your process (internal and external)

(TS 16949 section 4.2.2.c)
• What are their inputs to your process

 Other processes

 Labor

 Material

 Ideas

 Information

 Environment

 Procedures, Forms, Documents, Records

 Process Mapping

 Identify support to your processes (TS16949 section

4.2.2.c)
• Human Resources

• Training

• Purchasing

• Finance

• Quality Assurance

• Etc.
 Process Mapping

 Establish a goal against which to measure your metrics

• You will need to monitor your metrics and implement

corrective actions if you don’t meet your goal

• Look for opportunities of continual improvement to

improve your processes

 Process Mapping

 Identify risks to the process and the objectives

• Compressed Timing
• Failure to meet schedule timing
• Incomplete customer requirements
• Test/performance failures
• Rejected approvals (appearance, PPAP)
• Underestimated costs
• Premium freight
 Process Mapping

Flow chart the process.

Note:
Indicating forms/records to be filled out at each step of the
process can eliminate or reduce the need for procedures to
document activities at each step.
A well done flow chart can eliminate the need for a
procedure to describe the process.
 Questions to Help with Mapping

 Purpose  Inputs/Suppliers
• Why does this process exist? • Where does the information or
material you work on come from?
• What is the purpose of this process?
Who are your suppliers?
• What is the outcome? • What do they supply?
 Outputs
• Where do they affect the process
• What product does this process make?
flow?
• What are the outputs of this process? • What effect do they have on the
• At what point does this process end?
process and on the outcome?
 Customers
 Process steps
• Who uses the products from this
process? • What happens to each input?
• Who are the customers of this process? • What conversion activities take
place?
Pro ces s Name / Level: Do cument No ./ R eleas e No .

Prototype Process - Farmington Hills (Level 2) 345643/ERD 2345

P ro c e s s O b je c t iv e : P ro c e s s R is k s : P ro c e s s M e a s u ra b le s : S u p p o rt P ro c e s s e s :

Build and d eliver o n-t ime, 1. M is s ed d elivery d at e t o the cus t o mer. 1. On-t ime d elivery. Co nfig urat io n M anag ement
p ro t o t yp e p art s t hat meet 2 . Part s d o no t meet cus t o mer req uirement s in q ualit y o r p erfo rmance. 2 . Pro t o t yp e reject io ns b y the cus t o mer. M anufact uring
cus t o mer d es ig n &
Pro g ram M anag ement
p erfo rmance req uirement s .
Purchas ing

In p u t s P ro c e s s Outputs R u le s / R e s p o n s ib ilit ie s

( 1) Receive ( 1) Sales Dep art ment .

Funct io nally Tes t
Cus t o mer Cus to mer P.O.,
Pro t o t yp es
Ord er EDI, Pho ne, Fax, ( 2 ) Sales Dep art ment .
M ail
( 3 ) Team us ually can co ns is ts o f Eng ineering , Qualit y, Sales ,
Pro g ram M g t ., M anufact uring .

( 4 ) Sales Dep art ment .

( 2 ) Ent er o rd er Tes t Yes
int o SAP Sys t em Is s ues ? ( 5 ) If p art s are req uired , p art s may b e o rd ered b y
Eng ineering , Sales o r s up p lied int ernally fro m a TRW
( 7 ) Res o lve manufact uring facilit y.
wit h t he
No ( 6 ) Pro t o t yp es b uilt in acco rd ance t o b uild checklis t ,
Cus to mer
d rawing s & s p ecificat io ns .

( 3 ) Review Ord er ( 7 ) Eng ineering t o co o rd inate d eviatio n o r cus t o mer

Req uirements wit h co ncurrence.
Pro t o t yp e Team ( 8 ) Qualit y
Ins p ect io n ( 8 ) Qualit y As s urance p erfo rms & d o cument s ins p ect io ns
us ing ins p ect io n s t and ard s o r p ro t o t yp e co nt ro l p lans ,
d ep end ing up o n t he s p ecific cus t o mer req uirements .

( 9 ) Qualit y As s urance co o rd inat es any req uired d eviatio ns

us ing the s p ecific cus t o mer fo rms .
Ord er
No ( 10 ) Qualit y As s urance d o cument s res ults us ing t he s p ecific
Is s ues ? Qualit y Yes
Yes Is s ues ? cus t o mer p ap erwo rk and maint ains co p ies fo r fut ure reference.
Pap erwo rk may b e s ent wit h t he p ro t o t yp e p art s o r fo rward ed
( 9 ) Res o lve t o t he cus t o mer via mail o r fax d ep end ing up o n s p ecific
wit h t he cus t o mer req uirement s .
( 4 ) Res o lve with No Cus t o mer
( 11) Ship p ing Dep art ment p ackas p art s and co o rd inat es
Cus t o mer
d evelivery. Sales is rwp o ns b ile fo r alert ing s hip p ing in ad vace
if exp id at ed d eveliry will b e req uire3 d .

( 10 ) Co mp let e ( 12 ) Finance Dep art ment co o rd inat es b illing and co llect io n.

Pro t o t yp e
Pro t o t yp e Sales Dep artment may as s is t in o verd ue co llectio n t hro ug h
Revis ed Pap erwo rk
Pap erwo rk d irect cus t o mer co nt act .
( 5 ) Co mp o nents
Yes P.O. No Invent o ry Check
Req 'd ?

( 11) Packing & Pro t o t yp e

Ship p ing Parts
Co mp o nent s

( 6 ) Build ( 12 ) Is s ue
Drawing s Cus to mer
Pro t o t yp es Billing to Invo ice
Cus t o mer

Sp ecificat io ns
Pro ces s Nam: Back to Marshall Key Processes Do cument No . R evis io n

Marshall Shipping Process MPM0078 A

P ro c e s s O bje c t iv e : P ro c e s s R is ks : P ro c e s s M e a s ura ble s : S upp o rt P ro c e s s e s :

Ship quality pro duc t pe r 1. On-line s ys te m go e s do wn a nd c us to me r o rde rs a re m is s e d. 1. On-tim e de live ry perfo rma nce repo rt (inte rna l). Ma te ria l Ma na ge m ent
c us to me r re quire m e nts . 2. The wro ng qua ntities are s hippe d. 2. On-tim e de le very pe rfo rm a nc e re po rt (externa l) Do c um e nt C o ntro l
3. The s hipme nt is no t o n tim e to the cus to m e r s c he dule. 3. P re m ium Freight. No n-C o nfo rm ing M aterial
4. C us to me r no t no tifie d (no ASN) 4. C us to m e r Qua lity
5. No invo ice o r no t c o rrec t. 5. Finis he d Go o ds Inve nto ry
6. C us to me r re quirem e nts no t me t. 6. Finis he d Go o ds Acc urac y

In put s P ro c e s s O u t pu ts R u le s / R e s po ns ib ilitie s / C o m m e nt s

1. S h ipping A s s o c ia t e

Rep o rt and
Wareho us e
M o ve t o
Sto rag e
Finis hed Go o d s

Invo ice
Cus to mer

As s emb le/Verify
Ship ment

Pull Sig nal to

M anufact uring

G o v e rning D o c u m e n t s

Ship Pro d uct

1. S h ipping ins t ruc t io ns .
2 . Go v e rn m e nt R e g ula t io ns
3 . C u s t o m e r R e qu ire m e nt s
Pro ces s Nam: Back to Marshall Key Processes Do cument No . R evis io n

Assemble / Verify Shipment MPM0079 A

P ro c e s s O b je c t iv e : P ro c e s s R is ks : P ro c e s s M e a s u ra ble s : S u p p o rt P ro c e s s e s :

S hip quality pro duc t per 1. On-line s ys tem go e s do wn a nd c us to m e r o rde rs are m is s e d. 1. On-tim e de live ry pe rfo rm a nc e repo rt (inte rna l). M a te ria ls M a nagem e nt
c us to m er re quire m e nts . 2. The wro ng qua ntitie s a re s hippe d. 2. On-tim e de le very pe rfo rm a nc e re po rt (e xte rna l) Do c um e nt C o ntro l
3. The s hipm ent is no t o n tim e to the c us to m e r s c hedule . 3. P re m ium F re ight. No n-C o nfo rming M a te ria l
4. C us to m e r no t no tifie d (no ASN) 4. C us to m e r Qua lity
5. Dro ppe d parts . 5. F inis he d Go o ds Inve nto ry
6. F inis he d Go o ds Ac c ura c y

In p u t s P ro c e s s Outputs R u le s / R e s p o n s ib ilit ie s / C o m m e n t s

Delivery No te 1. S h ip p in g A s s o c ia t e
fro m Cus to mer Review Pick Lis t
2 . S h ip p in g C le rk
Service

Sto red Finis hed Co ns ult SAP

Go o d s invento ry screen.

Reference o n-hand invento ry s creen

when p icking s hip ment

Is co nt ainer
within the two Id entify o ut o f ro tatio n o r mis s ing b o x
No
week wind o w and fo rward to invento ry analys t. (2 )
o f sto ck Wareho us e
No nco nfo rmance
Yes Go v e rn in g D o c um e n t s
Is all s to ck
availab le? No 1. C u s t o m e r P a c k a g in g S p e c if ic a t io n s
Yes Yes
2 . D e liv e ry N o t e
Co ntact 3 . H o n d a D e lt a S ys t e m
Yes
No
M anufacturing o r 4 . D C X S M A R T S ys t e m
Cus to mer Service 5 . F o rd D D L
Is the b o x
d amag ed o r 6 . M M OG
d ro p p ed ? Is s to ck in
the co rrect No
q uantity?

No
Yes

Is ano t her b o x Pull Ord er

req uired ?

As semb le o rd er
Ship ment
p er cus to mer Place o n truck
Co nfig uratio n
d irectives
 What About the AIAG
Reference Manuals?
 The AIAG reference manuals (PPAP, FMEA,
MSA, APQP & SPC are still viable documents.

 References to these manuals will be included in

DCX, Ford and GM’s respective customer
specifics for TS16949.

 Certification to TS16949 also includes the

requirements defined in the AIAG reference
manuals.
Questions?