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May 2009
Mario MERLO
Director of Supplier Quality
SQA Activities 2008-2010
2May 2009
Objectives
Magneti Marelli Purchasing and SQA – 2007-2010
Purchasing strategy
Supplier Quality Assurance
Business Lines
Com
mod
ities
Regions
Key elements
• Supplier metrics development.• Supplier performance evaluation criteria and reporting.• Involvement of supplier in core and application development program.
• Implementation of Magneti Marelli SQA organization and roles.• Integration of supplier capability systems through divisions.• Harmonize through divisions of a common set of SQA process.
VisionVisionCreate a world-class supply base as mesuared by cost, Create a world-class supply base as mesuared by cost, quality, delivery through common and controlled system quality, delivery through common and controlled system which reflect a continuous improvement supplier which reflect a continuous improvement supplier management.management.
.:. MAGNETI MARELLI HOLDING – SQA 2008-2010
3May 2009
SQA Organization
SDE: Supplier Development Engineering
Works in direct contact with R&D and Supplier during the product development.
Has the responsibility of a portion of the supplier panel to ensure:
SQB program and results
Lead on the Customer issue concerns
Coordinate the APQP activities where defined till 6 months after SOP
PPAP support and first time acceptance
Supports purchasing organization to choose and develop new suppliers
SQE: Supplier Quality Engineering
Works in the Plant organization.
Has the task to manage reactivity problems:
containment actions, cost of non quality
review 8D consistence,
review Supplier performance and activate the first SQB step.
Issue CSL1 status and propose to Purchasing organization CSL2 status.
4May 2009
SDE Activities
SDE Rule Development of New Suppliers, Components, Technologies to satisfy Magneti Marelli requests in terms of quality and cost. Qualitative problematics management (…initial capacity,delivery) product/process modifications during component development phase. “SQB program ” Involvement about high quality issue on going monitoring the performances and Improvement Plan (There are Suppliers in the SQB) To take part to decisional process about New Suppliers .
SDE Responsability To Subject complete PPAP to Plant Quality approval after product validation for components ranked as “A” High Risk. To monitor quality suppliers performances during the rump-up until to finish launch (6 month after SOP).To collaborate with product/process cost reduction activity or improvement initiatives requested from other Function (Plant) during product life. To monitor suppliers’ performance and choose Suppliers (in cooperation with Purchasing and Plant) who have to improve (because qualitative targets not reached).Do Supplier Risk Assessment activities and later draw up APQP components Plan, with Auditing, Run & Rate e Fit@Funtion activities, for each products assigned
5May 2009
SQE Plant RuleSQE works between Magneti Marelli and the Supplier in qualitative improvement activity (1th phase) defining when a Supplier must be introduced into “Escalation process”.
To monitor suppliers’ performance (PPM, open/closed problems) to assure a prevention process during la mass production.
To orientate/manage the activities (day-to-day) due to supply problem.
SQE Plant Responsability
To approve PPAP for all supply components (new or where requested ).
To Monitor and to report suppliers’ performance monthly (PPM, # Concerns, Cost Recovery) to assure that the Target assigned will be reached.
To Prevent recurrence of quality problems and assure implementation Suppliers’ action.
Authorize (Supplier Control Plan…see PPAP) and link it to Incoming Control Plan.
To assure the right notification/management of the concerns, monitoring through 8D approach.
To Cooperate with product/process cost reduction activity or improvement initiatives requested from other Function (Plant) during product life.
SQE Activities
6May 2009
Run @ Rate
Part & Process Audit
Launch Rediness Review
Run @ Rate
Part & Process Audit
Launch Rediness Review
PPAP Approval
at site level
PPAP Approval
at site level
Safe Launch Plan
completion
Safe Launch Plan
completion
Handover Process is aimed to:Handover Process is aimed to: Transfer Supplier Process KnowledgeTransfer Supplier Process Knowledge Magneti Marelli using plant approval of PPAPMagneti Marelli using plant approval of PPAP Transfer of Supplier Ownership from SQA PL/Com. to SQATransfer of Supplier Ownership from SQA PL/Com. to SQA Monitor Supplier Performance during Safe Launch period (90 days trouble-free).Monitor Supplier Performance during Safe Launch period (90 days trouble-free).
SDESDEProduct LineProduct LineCommodityCommodity
SQE PlantSQE Plant
SDE Commodity / SQE Plant Handover process
7May 2009
Reduction -30% PPMs Vs previous year
PPAP full approval (85%) before SOP, or max waiver 3 month
Improvement Plan TOP OFFENDERS (50% Tot. respect to the considerated metrics)
Monitoring / Collection “Recovery Cost”
Reduction customer Issue due to Supplier (n. of Incidents, 0Km, Warranty -50% year)
Reduction number of Concerns (-30% year)
Apply ASQA methodology for Projects selected
Quality agreement on the supplier list identified
SQA 2009 TARGET
8May 2009
Each SDE will have the responsibility about a supplier panel of 20-30 suppliers and for
specific Commodity.
n… strategics New Product and APQP (where necessary)
on critical suppliers individuated in the Risk Assessment.
n… Suppliers to support and manage as TOP Offenders SQB Program
Verify Reference Plant the correct applications of the procedures and metrics
results above mentioned.
Will lead the Customer issue due to Supplier concern for Suppliers panel assigned.
SDE 2009 assignment & Responsibility
9May 2009
SQA WW
PURCHASING
M. MERLOM. MERLO
O. PHILIPPOTO. PHILIPPOT
Electronic Electronic ComponentsComponents
Rogante G.Rogante G.
MechanicalMechanical
ComponentsComponents
IIstruiti L.struiti L.
ElettromechanicalElettromechanical
ComponentsComponents
BBonfiglioli P.onfiglioli P.
CommodityCommoditySupplier GroupSupplier Group
New Product/Components APQP New Product/Components APQP AdvanceAdvanceCustomer IssueCustomer Issue
Supplier Quality BreakthroughSupplier Quality Breakthrough
Supplier Recovery CostSupplier Recovery Cost
Miranda, Opizzi, CantalupiMiranda, Opizzi, Cantalupi
Longhini, Raco, Campa, Di Longhini, Raco, Campa, Di Lorenzo Lorenzo
Colucci, BolognaColucci, Bologna
.:. SQA: Magneti Marelli Powertrain Organization
May 2009May 2009
75
207
37
# of Suppliers# of Suppliers
10May 2009
SQA WW
M. MERLOM. MERLO
Electronic Electronic ComponentsComponents
Rogante G.Rogante G.
MechanicalMechanical
ComponentsComponents
IIstruiti L.struiti L.
ElettromechanicalElettromechanical
ComponentsComponents
BBonfiglioli P.onfiglioli P.
.:. SQA: Magneti Marelli Powertrain Organization
Bari Bologna Argentan Corbetta Hortolandia Shanghai
V. Sicolo D. Soverini A. Voineau P. Guarino G. Tshua A. Dong
Sandford
K. King
Quality Quality methodologiesmethodologies
Longhini V..Longhini V..
Data Mng
D. Di Lorenzo
11May 2009
TOP 5 Initiatives 2009
Supplier Quality Monthly Report / Target monitoring
1. SQA Quality Monthly report
4. Supplier Quality Breakthrough program at plant level
3. Advanced Quality Plan / Safe Launch Plan implementation
5. SQP: Supplier Quality Performance
2. Global Quality Agreement
12May 2009
1. Supplier Quality Monthly Report
Magneti Marelli Supplier Quality Monthly report has been defined to report
PPM (Suppliers parts rejected) trough Divisions
Worst Suppliers
n. of Concern (general concern)
n. of Customer Concerns due to supplier issues “C1” concern
SQB program status
SQA-SDE initiatives
Supplier cost recovery
Next steps
PPAP situation for new components
Supplier visit and results
13May 2009
2. Global Quality Agreement
1.Non Conformance Cost & Liabilities
2.Conformity to Directive and Regulation
3.Audit –Process Audit guideline & form
4.Advanced Product Quality Planning & PPAP
5.Failure rate
6.Product change notification
7.Traceability
GQA must define the general rules that Supplier must respect.
Have a common & unique tool to manage the same Supplier
Light core document (derived from FIEV QA), with the key concept.
Develop the MM detailed customization by the attachment (focused on the TOP topics)
14May 2009
Supplier Selection Components Qualification Special period Monitoring
Pre-selection Request for quotation Requirement files
Selection Certifications Pre-Process Audit
(new suppliers)
Launching Planning Requirement File Review
and Signature. Drawing and Specifications
Review APQP
Quality Assurance File Review and Signature
Process Audit and Run@Rate Serial tools Serial process
Initial Samples Validation Initial Samples Validation reports Measurements, Cpk…
Product performances measurements (ramp-up) Incoming Controls PPM Evaluation
Follow-up performances Reports
3. Advanced Quality Plan / Safe Launch Plan
15May 2009
16May 2009
Supplier Components and Processes must be validated before Run@Rate:
Magneti Marelli PowertrainMagneti Marelli Powertrain
3. Advanced Quality Plan / Safe Launch Plan
MM PWT SOPMM PWT SOP
17May 2009
Resolution of each Non–Conformance through the 8D report Resp. * SDE for C1 concerns * SQE / Incoming manager * SQB program Effectiveness of the implemented corrective actions through visit or SQB program Resp. SQE
Suppliers performance monitoring
Resp. SDE & SQE
Negative performances management SQB program
- Component Quality Plan (APQP)-Critical vendor part List
Resp. SDE
New purchased component PPAP Approval
Resp. Plant Incoming Quality
New purchased components APQP Risk assessment
Resp. SDE
Process Qualification through:-process audit (PCPA) or ANFIA-capacity assessment (R@R)
Resp. SDE with support of Plant Incoming Quality
PRODUCTION
RP1
PROJECT DEVELOPMENT
PROCESS DEVELOPMENT
RP2
PPAP
RPA RPB
RP3
3. Supplier Quality Management Responsibility sharing
18May 2009
Master Plan
S O P APPROVAL
KICK OFF meeting
Risk Assessment
-New supplier-New technology-New design-Quality performances-Customer impact-Complex assemblies
Product development
Process development
Product & Process Validation
A P Q P
KICK OFF
SOP
LOW
MEDIUM
HIGH
P P A P
700
750
800
850
900
950
Time
Uni
ts
LCR
MCR
ContractedCapacity
Schedule
Run@RateP C P A
0005818000063127
3. NEW PRODUCTS Purchased components development
19May 2009
RISK ASSESSMENTRisk assessment is a tool to assess the potential problems early in the “Purchased Component Development”.
00064503
During the Kick off meeting, the cross functional team evaluate any related component information throughout specifics assessment category guidelines and calculate a rating
12. Complex Assemblies
11. Program Management
10. Complex Management structure
9. High Customer Impact
8. Timing concerns
7. Quality History
6. Design Timing/ Stability
5. New Design Responsibility
4. Facilities
3. MM PWT SQ Support
2. Supplying Location
1. New Process, Technology and/or Capacity
LOW
MEDIUM
HIGH
0 10 LOW
11 20 MEDIUM
21 or greater HIGH 13. Other (Classified characteristics)
0 - 15
0 - 10
0 - 10
0 - 15
0 - 5
0 - 10
0 - 5
0 - 5
0 - 5
0 - 15
0 - 5
0 - 15
0 - 3
3. NEW PRODUCTS Purchased components development
20May 2009
CRITICAL VENDOR PART LIST
The CVP list resume all the new component for a MM PWT new product
For each component are listed the chosen activities (APQP; PPAP; PCPA and R@R) to guarantee a successful SOP
Components assessed with high/medium risk shall be monitored with APQP tool
CVP list is updated periodically; status of each activity is reported
cvplist_meca
3. NEW PRODUCTS Purchased components development
21May 2009
00064504
CQP is a structured document which defines the key quality planning requirements necessary to assure that a product satisfies the customer requirements. It is the APQP tool for MM PWT
The goal of CQP is to facilitate the communication between the Supplier and MM PWT to assure that all steps are effectively completed on time.
CQP lists a series of activities for which must be defined a completion date coherent with the milestones of MM PWT product development plan.
The CQP must be signed by Supplier for acceptance and constitutes the instrument for the monitoring of the undertaken engagements.
COMPONENT QUALITY PLAN (CQP)
3. NEW PRODUCTS Purchased components development
22May 2009
P P A P
3. NEW PRODUCTS Purchased components development
23May 2009
Global RUN @ RATE The purpose of the Run @ Rate activity is to verify that a supplier’s
actual manufacturing process, while operating under normal operating conditions, is capable of:
Producing “Quality Components” as stated in PPAP (Process Control Plan Audit - PCPA);
Meeting or exceeding the “Contracted Capacity” within “One Production Day” on a sustained basis. (Capacity analysis)
The Run @ Rate should be performed:
After the supplier has attained an interim or fully approved PPAP submission;
No later than eight weeks prior the start of regular production (SOP).
3. NEW PRODUCTS Purchased components development
24May 2009
4. Supplier Quality Breakthrough program
Focused on high impact suppliers
Top management direct involvement is strictly required
Pragmatism wants real action planning with commitment.
A structured program based on facts, detailed root cause analysis, removing of all the potential and systematic causes which will be jointly reviewed with specific audits.
Regular quarterly meetings with structured and transparent preparation
The program is regularly presented to the Magneti Marelli Executive Committee reporting the progress of the quarterly meetings with Top Supplier Management
25May 2009
4. SQB program: Matrix / KPI Example
26May 2009
SQB status ( updated to 2°Quarter 2009)
% IMPROVEMENT is:
the baseline key performance index before kick-off SQB meeting and present situation
KPI:
• N° of concerns (C1/C2/C3)
• PPM
• Time to answer
• PPAP first time approval
• Cost of No Quality
• Q.I.P. % of implementation
• Others
NEW ENTRY
27May 2009
5. SQP: Supplier Quality Performance
Vendor Information NetworkVendor Information Network
SQP is a supplier portal that is designed to facilitate seamless communication between Magneti Marelli and it’s suppliers.
SQP is centralized is a Purchasing Information System that aids in enchanced decision making and managing the workflow across the various process in Supplier Chain.
ROBUST AND COMMON DATA MANAGEMENT
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