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PPAP incorporates a series of steps that involve documentation, testing, and validation. This meticulous process ensures that parts are produced according to exact specifications. By adhering to PPAP, manufacturers can proactively identify and address potential problems early in the production cycle, ultimately reducing costs and enhancing quality.

Following PPAP guidelines strengthens trust between automotive companies and their customers. It also bolsters a reputation for excellence and streamlines processes, leading to increased productivity and fewer defects. In essence, PPAP is an essential tool for maintaining exceptional quality standards and achieving peak productivity in automotive manufacturing.

Supplier Change Requests (SCRs) and Product Change Notifications (PCNs): Essential for Adapting and Improving

Supplier Change Requests (SCRs) and Product Change Notifications (PCNs) are two additional processes that are crucial for success in automotive manufacturing. They both contribute to maintaining quality and improving productivity.

An SCR is initiated when a supplier proposes changes to established processes, materials, or configurations. This structured approach allows for a thorough assessment of the proposed modifications to ensure they meet quality standards and don’t disrupt production efficiency.

On the other hand, a PCN informs relevant parties about upcoming modifications to a product’s design, materials, or manufacturing processes. Proactive communication of these changes empowers automotive companies to streamline production planning, mitigate potential risks, and uphold product quality throughout the supply chain.

Optimizing Efficiency and Quality Through SCRs, PCNs, and the 4M Approach

Both SCRs and PCNs are essential tools that empower automotive manufacturers to adapt to evolving requirements, elevate productivity, and guarantee overall quality assurance. By embracing these processes and fostering open communication among all stakeholders, companies can achieve operational excellence and cultivate a culture of continuous improvement within the ever-changing automotive manufacturing landscape.

SCR and PCN processes are instrumental in guaranteeing smooth operations within automotive manufacturing. An SCR deals with a supplier’s request for changes, such as modifications in materials, specifications, or processes. It’s vital to meticulously evaluate these changes to uphold quality standards and regulatory compliance while minimizing disruptions to production.

A PCN, conversely, is a notification from a manufacturer regarding impending changes in product design, materials, or manufacturing processes. This notification allows all involved parties to assess the impact of the modifications and make necessary adjustments to accommodate the changes effectively.

Implementing efficient SCR and PCN processes is key to unlocking productivity and maintaining high-quality standards in automotive manufacturing. By establishing clear communication channels, defining roles and responsibilities, and conducting thorough assessments of proposed changes, manufacturers can streamline operations and enhance collaboration between suppliers and internal teams.

Furthermore, leveraging the 4M approach – Man, Machine, Material, and Method – can help identify potential areas for improvement and optimize processes to drive productivity and quality within automotive manufacturing. By focusing on optimizing these key elements, manufacturers can enhance efficiency, reduce errors, and achieve consistent quality outputs.

At �ۿ۴�ý Engineering , we understand the critical role of PPAP, SCR, and PCN in optimizing automotive manufacturing. Our expertise in implementing these frameworks, along with the 4M approach, ensures superior quality and efficient production. We foster a collaborative environment for continuous improvement, enabling manufacturers to navigate change and achieve long-term success in this dynamic industry.

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In the automotive industry, the Part Submission Warrant (PSW) plays a critical role in the Production Part Approval Process (PPAP). PPAP is a standardized process that automotive manufacturers and suppliers use to ensure that all parts and components meet specifications.

PSWs summarize key information about submitted parts in a detailed manner. It includes the materials used, the manufacturing process, and the testing procedure. Additionally, it contains information regarding the manufacturing facility and the production team.

PPAP submissions are represented by the Part Submission Warrant (PSW). In the absence of a customer statement, a PSW is required for all part numbers.

There are several things included in the PSW:

• Describe the reason for submission (i.e., initial submission, engineering changes, parts produced at another location, change in part processing, material source change, annual revalidation, etc.).
• Submission level to the customer (Level 1 to Level 5)
• Declaration of part conformity to customer requirements.
• Authorized supplier person signature along with contact information.
• An area for the customer to indicate the disposition of the PPAP.

PSWs are typically reviewed and approved by both suppliers and customers in the automotive industry. It could be the automotive manufacturer or another supplier in the supply chain. The PSW ensures that the submitted parts meet the specifications and expectations of the customer.

PSW ensures quality and consistency throughout the supply chain as part of the PPAP process. Before full-scale production begins, any potential issues or concerns related to the parts being produced can be addressed. As a result, it can be used as a reference for future issues. In the automotive industry, Part Submission Warrants play a crucial role in ensuring that all stakeholders are aware of what parts are being manufactured. Additionally, it ensures that they meet quality standards.

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PPAP Process Model with feedback:

Initial Process Studies:

Initial Process Studies is the application of statistical techniques to determine whether the output of the process confirms to the products of service designs.

A process is in control if:

1. No sample points outside limits.
2. Most points near process average.
3. About equal number of points above and below centerline.
4. Points appears randomly distributed.

Initial process Studies:

• Purpose is to determine if production process is likely to produce a product that meet customer requirements
• Initial process capability and performance to be determined for all special characteristics designated by customer or organization
• Customer concurrence to be obtained on Indices for estimating process capability prior to submission ( Cpk, Ppk).
• Initial studies focus on variables and not attribute data
• May be replaced by long term historical data from similar process- customer concurrence needed
• For bulk material – customer agreement required
• Index>1.67-acceptable
• For Index between 1.67 and 1.33, customer agreement needed
• Index <1.33 currently not acceptable.
• Initial process capability acceptance criteria is only one of a number of requirements that leads to

Process Capability:

Calculate the appropriate statistical metrics in order to determine how the “Voice of the Process” compares to the “Voice of the Customer.”

Capability Indices:

• Cp – Relates short term (within subgroup) standard deviation to tolerance. Sometimes called “Entitlement,” meaning it is the best the current process can do, if centered
• Cpk – Relates short-term mean & short term (within subgroup) standard deviation to tolerance. Only tells you about the nearest spec limit; doesn’t tell anything about the other side
• Pp- Relates long term (overall) standard deviation to tolerance
• Ppk – Relates mean & long term (overall) standard deviation to tolerance
• Only tells you about the nearest spec limit; does not tell anything about the other side

Difference between Cp & Cpk:

• Cp – Determines capability of producing to specification
• Cpk – Same as Cp, but also measures how centered the process is
• It is important to look at both!

Cpk predicts capability

• Based on short term within subgroup variation
• Does not include the effect of process variability between subgroups

Cpk should be used when:

• Developing new parts
• Revising specifications on a part
• Materials, processes, manufacturing location, or equipment have significantly changed
• Material suppliers have changed (include certificate of analysis)

Ppk indicates past performance:

• Based on long term total variation
• Unlike Cpk, Ppk is not limited to variation within subgroups
• However, Ppk cannot isolate within subgroup variation from between subgroup variation
• When calculated from the same data set, Cpk and Ppk can be compared to analyze the sources of process variation

Ppk should be used when:

• The supplier is new to customer , but has already been manufacturing a part
• The supplier is existing, but has produced a number of nonconforming parts

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Obviously manufacturer has producing product across from customer defined design, process, materials, machine, man, method, environment, location (Plant) manufacturer agree to adhere to the same while developing a new component. Manufacture does not have any authority to change customer-defined processes without customer approval. In this case, manufacturer has to be deviated from getting customer approval and changing the defined processes without customer knowledge for those consequences will be producing NG parts to supply.

Where the supposed to require changes on customer approved processes while production, which is may be temporary or permanent changes can propose to customer 3 to 6 Months prior to implementation of changes.

When the supplier change request is required?

Changes can be categorized into Minor, Major and Forced.

Where the manufacturer would like to change on Product design, Process flow, Testing, Material, Color, Machine/Equipment, Inspection method, Factory location, Supplier change, End of Life (Product), Modification of Jig/Fixture, Plant Layout, these are the factors to manufacturer has to consider for SCR.

Supplier change request will be in the form of Product/Process Change Notification (PCN) to customer.

Product/Process Change Notification (PCN)

PCN document has contained all the details of changes as below:

• Description of Change
• Reason for change
• Method to identify
• Pre/Post change summary
• Change Impact
• Change Implementation date
• First Sample shipment date

When the customer approves on proposed changes to supplier then shall work for the changes. All supporting data’s (Level 4 ) with product sample should be submitted to customer when manufacturer done with changes. Those submitted supporting data’s and samples has to be validated by the customer result either an approval or disapproval of the proposed changes.

If the propose change would be agree, the customer will give an approval in writing to the supplier. The manufacturer will continue with propose change and will indicate the first delivery of the changed Product.

Disapproval: The supplier will be able to decide how to proceed if the change is disapproved. In such a case, the customer will be informed on priority.

Intention of Supplier Change Request

In IATF 16949:2016 QMS standard addressed about supplier change request/change control management is important clauses such below:

• 1.5.3.2.2 – Engineering Specifications.
• 8.5.6.1 – Control of change supplemental
• 8.5.6.1.1 – Temporary change of process controls

These three clauses are related to change control management to all organization shall follow effectively for avoid producing the NG-parts and continuous improvement on process/product for better quality, performance.

Are you looking for ways to optimize you supply chain process? Talk to one of our supply chain specialists today!

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• Planning
• Product Design and Development
• Process Design and Development
• Product and Process Validation
• Feedback and Continuous Improvement

Stage 1: Planning

Stage 2: Product Design and Development

Stage 3: Process Design and Development

Stage 4: Product and Process Validation

Stage 5: Feedback and Continuous Improvement

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In the 1980s automotive giants such as General Motors (GM), Chrysler and Ford majorly implemented APQP. After realizing the benefits of APQP in their organizations they came together to form a common platform and standardized the entire APQP process in supply chain.

What is APQP?

The complexity involved in building an automotive product increases the occurrence of errors in the manufacturing process. Taking manufacturing of vehicle as an example – producing a vehicle includes thousands of parts; way from small screws to big frames. Each of these parts may not have been built by single manufacturer. In order to ensure the quality throughout the supply chain there should be a well-built monitoring methodology and APQP is such methodology, which facilitates the minimization of errors.

APQP is a set of procedures that documents the capability, reliability & repeatability of the process throughout the risk assessment.

APQP along with , FMEA, MSA and SPC forms five core tools, which ensures the streamlined quality management system throughout the IATF 16949 adhering industries.

When is APQP necessary?

APQP is required to develop/introduce a new product when the OEM and its suppliers are working together. APQP can be used while modifying the product or process changes after release.

What is the purpose of APQP?

• To provide guideline designed to produce a product quality plan
• Supports development of a product that satisfies requirements of the customer
• Reduction of complexity of product development planning
• Easy communication of product quality planning requirements to suppliers

The Cross Functional Team (CFT) takes care of APQP process implementation in any organization. APQP usually consists of members from Engineering, Product Development, Operation, Purchasing, Marketing and other functions with a team lead.

Benefits of APQP

• Better quality product through collaboration
• Catch risks earlier in the lifecycle to minimize delays
• Consistent production runs with better lead times
• Validation ensures product conformity across multiple suppliers
• Suppliers are given better direction and expectations before cutting metal

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