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introduction process based on a 20%-80%outsource ratio and
the industry has migrated to a 80%-20% outsource ratio
This change was gradual and a change in the product
introduction process was not undertaken
• Corrective Action proposed:
Develop a product introduction process that accurately
predicts supplier performance at production levels
No Change
From Montreal
Chapter 3 – New Product Introduction
• Status:
– Benchmarking performed:
• Dell computers
• Toyota USA
• Knowles (Medical)
– Lessons learned and brainstorming have produced
Sub-chapters headings
3.0 New Product Introduction
Chapter 3 – New product introduction
3.1 Pre-production Process validation (product specific)
3.2 Review of Quality Planning including Key Characteristics
3.3 Product and Process Qualification
3.4 Pre-approval of test methods (where applicable)
3.5 FAI (9102)
3.6 Design Change Requirements
3.7 Product Maturity Assurance
Chapter 3 - New product introduction
• Deliverables by Seville:
– Confirm sub-chapters headings, resolve overlaps with other
chapters
– Collect best practices from IAQG and other companies
• Actions to be completed later
– Publish guidelines/best practices by June 07
Chapter 4 - Process Control
• 9103 (Variation Management of Key
Characteristics) not sufficiently and adequately
deployed
Value not clearly identified
or understood
All functions to be involved,
not only Quality
Training required
Need to explain how to
apply 9103 based upon
supplier & product complexity
Lack of skills
Lack of buy-in
No Change
From Montreal
• Since Montreal, EAQG has worked on 9103 education
package:
– Common part (key concepts with IAQG banner) for all
companies using the training
– Some area to be adapted by each company when training its
staff or its suppliers (examples, tools, forms, etc…)
– Education package content:
Will focus on value of doing it and risks and/or costs of not doing it
Should take difficulties of doing it into consideration
• Work is on going
Chapter 4 - Process Control
Chapter 4 - Process Control
9103 deployment Constraints
At supplier own initiative or
supplier development
Mandate from customer
Application of 9103 should be risk oriented (not used if no added value,
should focus on the results, not on the tool or the process)
More chance to succeed if convinced of business value than if strict
mandate: Improve communication and learn more from supplier experience
and constraints
3 ways of flowing 9103 down (deployment drivers) ?
Need to create a global culture (prime, suppliers) rather than one way
(mandate) => engagement within all levels and functions of the supply chain
– Mandated (high risk product and/or existing
key characteristics)
–Guideline
–Best practices sharing
• Measure the effectiveness of 9103 deployment and its
benefits on the overall business
• Build on lessons learned
– See how to define key characteristics
– Introduce concept of FAI stage 1 (initial) and stage 2 (confirm
capability at ramp up)
– Evaluate how to use 9103 results to optimize design for
manufacturing
Chapter 4 - Process Control
Further Actions
Chapter 4 - Process Control
Interconnection between several topics
“Global Process Control” brainstorming : We can build from 9103 but
shall not limit to it and shall not consider it as the only key factor of
success
Variation
Management
of Key
Characteristics
(9103)
New product
introduction
Product
performances
(requirements)
Design for
Manufacturing
Design changes
Product
Maturity
Process
changes
Work transfer
Industrial
Capability
KC = key
Characteristics
R = Results
KC
KC KC
R
R
R
4.0 Process Control
4.1 Variation management of Key Characteristics (9103)
4.2 Root cause analysis and problem Solving
4.3 Process capability and control
4.4 Design for Manufacturing and Relation with Manufacturing
Capability
4.5 Process Change Requirements
4.6 Industrial Capability and Capacity Assessment
4.7 First Article Inspection
4.8 Special Process Control
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