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Automotive Quality Voyaging
Quality in Automotive
What is ISO/TS 16949?
The International Organization of Standards, (ISO) is a worldwide organization that develops many different kinds of standards. One of these standards, ISO 9000 is a series of documents that define the requirements of a Quality Management System Standard. ISO 9001 is one of the documents in this set that defines the actual requirements a company must comply with to become registered to ISO 9001.
ISO/TS 16949:2002 is the current version of the standard that was developed for the Automotive Industry. It contains all of the requirements of ISO 9001:2000 plus several additional requirements specifically for the Automotive Industry.
Why do companies want to Implement ISO/TS 16949?
Registration to ISO/TS 16949 is a requirement for any company wanting to supply its products to the Automotive Industry. Companies registered to this Technical Specification are required to develop their suppliers develop their Quality Management Systems with the goal of the supplier conforming to ISO/TS 16949. The first step in this development is for the supplier to achieve third party registration to ISO 9001:2000.
Where did ISO/TS 16949 come from?
Beginning in 1994 with the successful launch of QS 9000 by DaimlerChrysler, Ford and GM, the Automotive OEM's recognized the increased value that could be derived from an independent quality system registration scheme and the efficiencies that could be realized in the supply chain by commonizing system requirements.
In 1996, the success of these efforts led to a move towards the development of a globally accepted and harmonized quality management system requirements document. From this, the International Automotive Task Force (IATF) was formed to lead the development effort.
Who are the IATF?
The IATF is an ad hoc group of OEM's and automotive trade associations whose common goal is to improve the quality of products to automotive customers worldwide. IATF members include the Big 3, along with Fiat, Citroen, VW, Renault and national automotive trade associations from the US, Germany, UK, Italy and France. Additionally, the Japanese vehicle association, JAMA, has been involved with the IATF's efforts to develop TS 16949.
Of major impact to the automotive supply base has been the recent announcements by several OEM's of deadline dates for ISO/TS 16949:2002 upgrades:
• Ford and GM announced that as of Dec 14, 2006, the QS 9000 standard will expire and be replaced by ISO/TS 16949:2002.
• DaimlerChrysler has issued a July 1, 2004 mandate for their suppliers.
• PSA Peugeot Citroen announced a July 1, 2004 deadline for ISO/TS 16949:2002 upgrade for EAQF certified suppliers and a December 15, 2004 deadline for ISO/TS 16949:1999 suppliers.
Clearly, the future belongs to TS 16949.
Will the Process be much different that what we've seen in QS 9000?
Yes!
The IATF has mandated a more process-based approach to auditing, with a firmer emphasis on meeting the customer's needs. While we have always approached our audits in this manner, organizations may see some changes in methodology in order to more clearly stress the important elements of Customer Oriented Processes (COP's), including:
• Process ownership
• Process definition and linkages
• Process monitoring and feedback loops for process improvement
• Process effectiveness in meeting customer requirements and key performance indicators for the business.
Consultancy
Developing quality systems and monitoring and evaluation frameworks and a major part of our work is providing external evaluations of organisations or specific projects.
How we work
We aim to understand the precise needs of your organisation and to offer you good value, an integrated service, and work which is based on clear principles. Our style is inclusive, participatory and flexible.
We aim to help you:
- develop your skills, reflect and gain focus
- make your organisation more confident, effective and efficient, and able to demonstrate this to others
- help you plan more effectively and strategically for the future
- demonstrate the benefits (or outcomes) for your service users.
Our approach
- starts by listening carefully to what you need and tailoring our services accordingly
- includes clear and practical advice, plans and reports
- is based on extensive knowledge and experience of the voluntary sector
- is supportive and friendly.
Why does quality matter?
Voluntary and community organisations want to provide the best services possible for their service users and for other stakeholders - that is, those who have an interest in what they do. As voluntary organisations work more and more with public and private sector organisations, there is also external pressure to show that they provide quality services and manage their organisations efficiently and effectively.
These are some of the demands on voluntary organisations. They need to show that:
- they meet the often conflicting needs and demands of their service users, and that users are satisfied with the quality of services offered
- they provide users with efficient, consistent services
- the organisation is making a real difference
- they can work effectively with limited resources or short-term project funding.
Introducing a quality system will take commitment, planning and some investment of resources, but it should help you to face these demands. Additionally, some voluntary organisations are experiencing increasing competition from other organisations offering similar services. This may be competition for grants, contracts or for clients. Attention to quality is an important way that an organisation can prepare to meet these challenges.
What is a quality assurance system?
When the term 'quality assurance system' is used, it means a formal management system you can use to strengthen your organisation. It is intended to raise standards of work and to make sure everything is done consistently. A quality assurance system sets out expectations that a quality organisation should meet. Typically, these are the stages that organisations implementing a quality system aim to follow:
Agree on standards. These concern the performance that staff, trustees and users expect from the organisation
Carry out a self-assessment. This means that you compare how well you are doing against these expectations.
Draw up an action plan. This will include what needs to be done, who will do it, how it will be done, and when
Implement. Do the work
Review. At this stage, you check what changes have been made and whether they have made the difference you were hoping to achieve.
What is ISO9001:2000?
A system of controls and techniques used and recognised globally as a measure of good management practice.
Who does it and why?
• Companies who are being instructed to do so by existing or potential clients.
• Companies trying to get ahead of their competitors or because their competitors already have it.
• Companies who want to improve their business and management processes.
• Companies who are dedicated to customer satisfaction and service delivery, for existing and potential clients.
What does it consist of?
The new standard has significantly reduced the amount of documentation required and is far more flexible in the application of the clauses. This has been achieved by reducing the number of clauses, (though many of the requirements of the previous standard still appear as sub-clauses), however there are still 5 main clauses which must be addressed. Below is a brief synopsis of these 5 clauses:
1. Quality Management System
• Identify and document key processes.
• Implement process measurement, controls and analysis to promote continual improvement, reduce error rates and achieve right first time on service delivery.
• Documents to include policy and objectives, quality manual, core procedures, operational procedures, records and forms.
• Ensure sufficient resources are allocated to perform these tasks.
2. Management Responsibility
• Providing commitment through improved communication, establishing policy and measurable objectives and committing sufficient resources.
• Provide focus for customer satisfaction.
• Appoint a management representative to essentially act as the company quality manager.
• Carry out planned reviews of the quality management system, the results of which will be communicated throughout the company.
3. Resource Management
• Provide sufficient resources to implement, maintain and continually improve the effectiveness of the quality management system and to enhance customer satisfaction.
• Provide competent personnel, appropriate training and development and evaluate their effectiveness.
• Personnel made aware of their effectiveness and contribution to achieving quality objectives.
• Provide satisfactory working environment, utilities, equipment and support services.
4. Product Realisation
• Specialised documentation, records and processes specific to the product.
• Implement processes which meet statutory, regulatory and customer specified requirements.
• Ensure defined product requirement and ongoing communication and feedback with the customer.
• Plan, design and develop customer product.
• Evaluate suppliers, their service, and their product and establish selection criteria.
• Ensure product preservation during internal processing and delivery.
• Maintain, monitor and measure all devices required for product delivery.
5. Measurement, analysis and improvement
• Required to demonstrate conformity of, and to continually improve the effectiveness of the product and the quality management system.
• Measurement achieved through recording customer perception of product delivery, internal auditing, process measurement (key performance indicators) and quality assurance of finished product.
• Collect and analyse all appropriate data to demonstrate the suitability and effectiveness of the quality management system. To include data regarding customer satisfaction (perception), conformity to product requirements, audit results, trends and characteristics of processes and product and supplier performance.
• Improvement achieved through utilising findings of audits, analysis of relevant data, implementation of effective corrective and preventive actions and regular review of all appropriate data.
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