Layered Process Audits

1
Layered Process Audits

• Tommy Beheler
• Quality Manager
• The Timken Companys Gaffney Bearing Plant

2
Background

• Mandated by DaimlerChrysler for all tier 1
  suppliers
• Strongly recommended by General Motors and Ford
• The Timken Company has been utilizing Layered
  Process Audits since 2004

3
Definition

• An ongoing system of process checks that verify
  proper methods, settings, tools, gages, operator
  craftsmanship, error proofing devices, and other
  important inputs are in place in order to achieve
  optimal results.
• Redundant process checks to make sure everything
  is right.
• Ensure multiple eyes looking at the process to
  ensure the key work steps are being performed
  properly.

4
Requirements for LPAs

• LPAs shall be conducted for high risk elements
  at a minimum of once per shift.
• Checklist of high risk items can be established
  using reference items such as, customer
  complaints, warranty issues, PFMEA, etc.
• Audit items should be unambiguous and specific.
• LPA results should be recorded and posted and
  reaction plans for non-conformances found during
  audit shall be documented.

5
Requirements for LPAs

• Non-conformances should be corrected immediately.
• Audit results shall be summarized and reviewed by
  plant leadership (non-conformance database)
• Successive levels of plant leadership shall
  perform the exact same audit as the first level
  auditors and insure that first level audits are
  being done.

6
Requirements for LPAs

• LPA items can be added and taken away. An audit
  item should not be deleted, unless the risk is
  eliminated and verified.
• LPA items should be limited to those items
  critical to the process or the plants
  objectives. Avoid putting too many items on the
  audit.
• Continuously improve the audit process (living
  document).

20 Scrap Reduction Goal
7
Benefits of LPAs

• Multiple layers verifying critical processes are
  ready to go. (Rib Angle)
• Gives management a reason to be on the floor.
  Makes management presence on floor commonplace.
• Ensures problem solving solutions (corrective
  actions) stay in place.
• Identifies problems upstream, before issue
  reaches customer.
• Generates continuous improvement opportunities.
  

20 Scrap Reduction Goal
8
Roadblocks to LPAs

• Culture shift in some cases to have associates do
  audits each shift and have management looking
  over their shoulder.
• Too many items on LPA, makes it impossible task
• Can become rubber stamp process.
• Managers get busy and dont follow through on
  audit, undermining audit importance.

20 Scrap Reduction Goal
9
Roadblocks to LPAs

• Nothing done with the data
• Verification of LPA item not clear to everyone
  (different interpretation of OK)

20 Scrap Reduction Goal
10
Questions
20 Scrap Reduction Goal