Aiag manual 810 358 3003

This is shown in the table below:. Quality can be defined as meeting customer needs and providing superior value.

Meeting customer needs requires that those needs be understood. The voice of the customer can captured in a variety of ways: direct discussion or interviews, surveys, focus groups, customer specifications, observation, warranty data, field reports, etc.

This includes determining how to identify target customers, which customers to contact in order to capture there needs, what mechanisms to use to collect their needs, and a schedule and estimate of resources to capture the voice of the customer project plan for product definition phase.

As opportunities are identified, appropriate techniques are used to capture the voice of the customer. The techniques used will depend on the nature of the customer relationship as illustrated below. There is no one monolithic voice of the customer. Customer voices are diverse. In consumer markets, there are a variety of different needs. Even within one buying unit, there are multiple customer voices e.

This applies to industrial and government markets as well. There are even multiple customer voices within a single organization: the voice of the procuring organization, the voice of the user, and the voice of the supporting or maintenance organization. These diverse voices must be considered, reconciled and balanced to develop a truly successful product. Traditionally, Marketing has had responsibility for defining customer needs and product requirements.

This has tended to isolate Engineering and other development personnel from the customer and from gaining a first hand understanding of customer needs.

Product development personnel need to be directly involved in understanding customer needs. This may involve visiting or meeting with customers, observing customers using or maintaining products, participating in focus groups or rotating development personnel through marketing, sales, or customer support functions.

This direct involvement provides a better understanding of customer needs, the customer environment, and product use; develops greater empathy on the part of product development personnel, minimizes hidden knowledge, overcomes technical arrogance, and provides a better perspective for development decisions. These practices have resulted in fundamental insights such as engineers of highly technical products recognizing the importance to customers of ease of use and durability rather than the latest technology.

Where a company has a direct relationship with a very small number of customers, it is desirable to have a customer representative s on the product development team. Alternately, mechanisms such as focus groups should be used where there are a larger number of customers to insure on-going feedback over the development cycle. Current customers as well as potential customers should be considered and included.

This customer involvement is useful for initially defining requirements, answering questions and providing input during development, and critiquing a design or prototype. How many customers should be talked to? The number depends on complexity of the product, diversity of market, product use, and the sophistication of customers. Research for a range of products indicates that, on average, this is 20 customers.

Who do we talk to? Current customers are the first source of information if the product is aimed at current market. In addition, its important to talk with potential customers. Potential customers are the primary source of information if the product is aimed at new market. Lead customers are a special class of coustomers that can provide important insights, particularly with new products. Lead customers are those customers who are the most advanced users of the product, customers who are pushing the product to its limits, or customers who are adapting an existing product s to new uses.

During customer discussions, it is essential to identify the basic customer needs. This limits consideration of development alternatives. Development and marketing personnel should ask WHY until they truly understand what the root need is.

Breakdown general requirements into more specific requirements by probing what is needed. Challenge, question and clarify requirements until they make sense. Document situations and circumstances to illustrate a customer need. Address priorities related to each need. Not all customer needs are equally important. Use ranking and paired comparisons to aid to prioritizing customer needs.

Fundamentally, the objective is to understand how satisfying a particular need influences the purchase decision. This may require follow-up contact once the concept for the product is determined or even a prototype is developed.

The question to resolve is: How do competitive products rank against our current or proposed product or prototype? Once customer needs are gathered, they then have to be organized.

The mass of interview notes, requirements documents, market research, and customer data needs to be distilled into a handful of statements that express key customer needs. Affinity diagramming is a useful tool to assist with this effort. Brief statements which capture key customer needs are transcribed onto cards. A data dictionary which describes these statements of need are prepared to avoid any mis-interpretation. These cards are organized into logical groupings or related needs.

This will make it easier to identify any redundancy and serves as a basis for organizing the customer needs. Needs that are assumed by customers and, therefore not verbalized, can be identified through preparation of a function tree. Excitement opportunities new capabilities or unspoken needs that will cause customer excitement are identified through the voice of the engineer, marketing, or customer support representative.

These can also be identified by observing customers use or maintain products and recognizing opportunities for improvement. Being in control of a manufacturing process using statistical process control SPC is not enough.

Manufacturing processes must meet or be able to achieve product specifications. Further, product specifications must be based on customers requirements. Process capability is the repeatability and consistency of a manufacturing process relative to the customer requirements in terms of specification limits of a product parameter.

This measure is used to objectively measure the degree to which your process is or is not meeting the requirements. Capability indices have been developed to graphically portray that measure. Capability indices let you place the distribution of your process in relation to the product specification limits. Capability indices should be used to determine whether the process, given its natural variation, is capable of meeting established specifications. It is also a measure of the manufacturability of the product with the given processes.

The poorest matches then can be targeted on a priority basis for improvement. Two examples of this are represented below. The diagram on the left shows a series of sample distributions that fall inside of and outside of the specification limit. This is an example of an unstable, not capable process. The right side of the diagram shows all of the distributions falling within the specification limits. This is an example of a capable process. Process capability can be expressed with an index. Assuming that the mean of the process is centered on the target value, the process capability index Cp can be used.

Cp is a simple process capability index that relates the allowable spread of the spec limits spec range or the difference between the upper spec limit, USL, and the lower specification limit, LSL to the measure of the actual, or natural, variation of the process, represented by 6 sigma, where sigma is the estimated process standard deviation.

A minimum of. While Cp relates the spread of the process relative to the specification width, it does not address how well the process average, X, is centered to the target value. Cpk measures not only the process variation with respect to allowable specifications, it also considers the location of the process average.

Many companies are establishing specific process capability targets. They may typically start with 1. If the process is near normal and in statistical control, Cpk can be used to estimate the expected percent of defective material. The studies look at how capable the process is given ideal conditions over a short period of time such as one hour to twenty-four hours.

The individual who is mainly responsible for a the process capability study is a Process Engineer. The Process Engineer must keep in mind the following two considerations when conducting the study. Process Performance Studies are performed to identify how well a process, that is in statistical control, performs long term for example, one week or longer.

Two types of variations within the process are statistically measured: variation within subgroups and variations between subgroups. Variables should include different operators, material, tool changes, adjustments and so on.

Customers are placing increased demands on companies for high quality, reliable products. The increasing capabilities and functionality of many products are making it more difficult for manufacturers to maintain the quality and reliability.

Traditionally, reliability has been achieved through extensive testing and use of techniques such as probabilistic reliability modeling.

These are techniques done in the late stages of development. The challenge is to design in quality and reliability early in the development cycle.

Failure Modes and Effects Analysis FMEA is methodology for analyzing potential reliability problems early in the development cycle where it is easier to take actions to overcome these issues, thereby enhancing reliability through design. FMEA is used to identify potential failure modes, determine their effect on the operation of the product, and identify actions to mitigate the failures. A crucial step is anticipating what might go wrong with a product.

While anticipating every failure mode is not possible, the development team should formulate as extensive a list of potential failure modes as possible. The early and consistent use of FMEAs in the design process allows the engineer to design out failures and produce reliable, safe, and customer pleasing products.

FMEAs also capture historical information for use in future product improvement. There are several types of FMEAs, some are used much more often than others. FMEAs should always be done whenever failures would mean potential harm or injury to the user of the end item being designed. The types of FMEA are:. Historically, engineers have done a good job of evaluating the functions and the form of products and processes in the design phase.

They have not always done so well at designing in reliability and quality. Often the engineer uses safety factors as a way of making sure that the design will work and protected the user against product or process failure.

As described in a recent article:. Instead, it often leads to an overdesigned product with reliability problems. Since FMEA help the engineer identify potential product or process failures, they can use it to:. FMEA is designed to assist the engineer improve the quality and reliability of design. Properly used the FMEA provides the engineer several benefits. Among others, these benefits include:. The FMEA is a living document.

Throughout the product development cycle change and updates are made to the product and process. These changes can and often do introduce new failure modes. The process for conducting an FMEA is straightforward. The basic steps are outlined below. Establish a numerical ranking for the severity of the effect. A common industry standard scale uses 1 to represent no effect and 10 to indicate very severe with failure affecting system operation and safety without warning.

The intent of the ranking is to help the analyst determine whether a failure would be a minor nuisance or a catastrophic occurrence to the customer.

The goal of the 2nd edition CQI Special Process: Electronic Assembly Manufacturing - Soldering System Assessment EAM-SSA is the development of a soldering management system that provides for continual improvement - emphasizing process control, proactive defect prevention, and the reduction of variation and waste in the supply chain.

These soldering requirements are complementary to customer and product standards and intended to provide a common approach to a soldering management system for automotive production and service part organizatio The CQI-9 4th Edition is a comprehensive audit covering the most common heat treat processes employed by the automotive industry. Intended to provide a common approach to a heat treat management system for automotive production and service part organizations, the 4th edition now includes additional best practices, along with new and modified requirements and clarifications for supply organizations to consider in making their own self-assessments.

AIAG's Molding System Assessment is a common process approach to control molding processes and a methodology to evaluate and remediate current processes. It also provides best practices for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain, and includes a downloadable assessment with forms to complete the assessment.

Learn the process requirements your organization needs to follow to develop a plating management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain.

Application of this process will allow you to meet regulatory requirements and identify areas of improvement while enhancing customer satisfaction. Intended to provide a common approach to a welding management system for automotive production and service part organizations, this document specifies process requirements for an organization or its suppliers performing applicable ferrous and non-ferrous metallic welding. Now in its second edition, numerous updates have been made including the addition of job audit questions to the Process Tables to reduce redundancy and simplify the audit flow, and the addition of two additional processes: Fastener Projection Welding and Magnetically Impelled Continuous improvement is vital to prospering in today's economy.

This guide provides several basic and advanced statistical methods that can be used to make your manufacturing improvements more effective, resulting in products and services that improve value to both you and your customer.

Developed to address common issues in the industry, this guideline defines the minimum quality-related requirements for Sub-Tier suppliers and provides explicit guidance on effective identification and control of Pass Through Characteristics PTC. It also defines the minimum content for use in an organization's supplier risk and quality system assessments, and lists qualifications for supplier development "coaches", resulting in higher quality and l AIAG has released a common supplier management process developed by tier 1 automotive suppliers for use with tier 2 suppliers CQI It focuses on current automaker concerns, e.

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