QS 9000 Training Materials

1
QS 9000Training Materials

• Gregory A. Jenkins
• Total Quality Management ( OISM 470 W )
• Smeal College of Business Administration
• Pennsylvania State University

2
Ice Breaker

• Form small groups
• Introduction
• Field of study
• Career path
• What you expect to get from training
• Select
• Speaker
• To effectively summarize information presented
  about every group member
• Secretary
• To record individual responses

3
Quality Perspective

• What is your definition / perception of quality?
• According to the oral ice breaker presentations
  and note taking how would you define its quality.
• Were your expectations met? Why? Why not?
• What are some of your suggestions for improvement
  (documentation and presentation)?

4
Quotes

• I think companies will be more selective on who
  they are placing their business with. If your
  company is performing better quality-wise and
  reject-wise, then I think it is going to be the
  company that is considered for a contract.
• Terry Martin, Quality Manager, Plastic Source
  Inc. (El Paso, TX)
• "The supplier shall have systems in place to
  ensure management of appropriate activities
  during concept development through production.
• QS 9000, paragraph 4.1.2.4 Organizational
  Interfaces

5
QS 9000 Training Outline

• Introduction
• Purpose
• ISO 9000
• Background
• Requirements
• Real World Examples
• Interactive Exercise
• Conclusion
• Suggested Readings
• References

6
QS 9000 Purpose

• Improving relationships to improve quality
• The goal of developing your suppliers is based
  on the need to provide high quality to the
  customer.
• Enhance quality systems for suppliers
• Eliminate redundant requirements
• Reduce costs

7
QS 9000 Purpose (continued)

• Fundamentally different from ISO 9000.
• Designed to help suppliers to automakers provide
  evidence of standardized processes for dealing
  with customers.
• Major automobile manufacturers setup teams with
  suppliers to help in development.

8
What is ISO 9000?

• Advantages
• Organization for International Standards
• European standards for quality
• Standards are broad and vague to adapt to
  different cultures
• Does NOT provide framework for organizational
  improvement and change
• Companies document quality systems in manuals to
  facilitate trade through supplier conformance
• Success has created various other standards such
  as QS 9000

9
What is ISO 9000? (continued)

• Disadvantages
• Not all countries accept ISO registrars
• Mainly for exporting firms
• Barrier to trade
• Time consuming
• Costly
• Difficult for small firms to afford
• Discourages free thinking and employee
  empowerment

10
Background Information

• What is the meaning of QS-9000?
• Quality System Requirements
• Common supplier quality standard (Big Three)
• Chrysler Corporation
• Ford Motor Company
• General Motors Corporation
• Applies to suppliers of
• production materials
• production and service parts
• heat treating
• painting and plating
• other finishing services
• Does NOT apply to all suppliers of Big Three

11
Background Information (continued)

• TE-9000
• Tooling and Equipment Supplement
• Internal shorthand as supplement to QS 9000
• Worldwide Commitment
• Released throughout North America, several
  countries of South America, Europe, Australia and
  Asia
• Compliance audits by qualified ISO 9001
  registrars
• Internal
• Customer (second-party)
• Third-party

12
QS 9000 Requirements

• Management responsibility
• defining and documenting its policies for
  quality along with its objectives and its level
  of commitment. Clear lines of authority are
  drawn, assigning responsibility for managing,
  performing and verifying all work affecting
  quality.
• Training
• should be viewed as a strategic imperative for
  all of a suppliers personnel. A supplier firm
  must have documented procedures for assessing
  training needs and for training all personnel who
  might impact a companys quality. Records of past
  training must also be kept.

13
QS 9000 Requirements (continued)

• Management responsibility
• Quality system
• Contract review
• Design control
• Document and data control
• Purchasing
• Control of customer-supplied product
• Product identification and traceability
• Process control
• Inspection and testing
• Control of inspection, measuring and test
  equipment
• Inspection and test status
• Control of nonconforming product
• Corrective and preventive action
• Handling, storage, packaging, preservation and
  delivery
• Control of quality records
• Internal quality audits
• Training
• Servicing

14
QS 9000 Requirements (continued)

• Management Responsibility
• Quality policy
• Organization
• Resources
• Management representative
• Organizational interface
• Business plan
• Analysis and use of company-level data
• Customer satisfaction
• Design Control Requirements
• General Information
• Design and development planning
• Required skills
• Organizational, technical interfaces

• Design input
• Design output
• Design review
• Design verification
• Design validation
• Design changes
• Quality System Requirements
• General
• Quality system procedures
• Quality planning
• Special characteristics
• Use of cross-functional teams
• Feasibility reviews
• The control plan

15
Name some common requirement processes

• Common processes
• Documentation
• Testing
• Implementation
• Processes used to enhance supplier quality
  systems, eliminate redundant requirements and
  reduce costs.

16
What are some supply chain priorities?

• Supply Chain Priorities by auto assemblers,
  direct suppliers and indirect suppliers order of
  importance.
• Consistency
• Reliability
• Relationship
• Technological capability
• Flexibility
• Price
• Service
• Finances

17
Real World Example I

• Supplier Services Inc. (SSI)s stated goal is to
  work with small and medium-sized manufacturers to
  achieve compliance with ISO 9000, QS 9000 and
  other industry-specific quality system
  requirements. Their message to those
  manufacturers or their suppliers is that while it
  is extremely difficult to manage quality and
  manufacturing standards when everyone expects
  fewer people to do the job, SSI is available to
  fill that organizational void with their own
  brand of expertise.

18
Real World Example II

• Few businesses survive their first 6 months,
  much less earn their QS 9000 and ISO 9002
  certifications in the first half of the year. Nu
  Tech Plastics Engineering, a Tier One and Two
  automotive supplier, not only did both, but it
  also fulfilled its founder's goal of creating a
  business niche in taking on so-called problem
  jobs. Barely three years old, the company has
  built a 20 million a year business on solving
  other people's problems. Elektra all-electric
  molding machines and the company's process tuning
  shaved 12 seconds from the tool's cycle time.

19
Interactive Exercise

• Small groups (company)
• Design product using given materials
• Design production process
• Select
• Presenter
• Discuss reasons why your company should be the
  supplier of choice regarding quality, product and
  certifications
• Secretary
• To record quality production processes

20
Conclusion

• Why should companies become QS 9000 certified?
• Enhance quality systems for suppliers
• Eliminate redundant requirements
• Reduce costs

21
Suggested Readings

• QS-9000 In Our Company, Self-Study Course for
  Personnel AQA QS-9000 Series (Jack
  Kanholm)
• QS-9000 Requirements, 119 Requirements Checklist
  and Compliance Guide AQA QS-9000 Series (Jack
  Kanholm)
• The QS-9000 Answer Book (Radley M. Smith)
• QS-9000 Quality Systems Handbook (David
  Hoyle)

22
References

• American Society for Quality
• QualityBooks.co.uk
• Amazon.com
• Quality Spending OutlookQuality Troy Dec
  2001 Larry Adams.
• Future of APQP and PPAP in doubt Quality
  Troy Jan 2002 Roderick A Munro.
• Foster, S. Thomas. Managing Quality An
  Integrative Approach. Prentice-Hall, Inc. 2001
  (pp. 85-90, 258-63 430-31).
• Future of APQP and PPAP in Doubt Quality
  Troy Jan 2002 Roderick A Munro