ALPHA INDUSTRY QUERÉTARO · • Process Production Part Approval (PPAP). • Techniques for Problem Solving. • Process FMEA and Control Plan. • International Data System (IMDS)

REVISIÓN: 12 FECHA DE EMISION: 20 DE JULIO 2016

QUALITY ASSURANCE MANUAL OF SUPPLIERS

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ALPHA INDUSTRY QUERÉTARO

ADDRESS: AV. CIRCUITO EL MARQUÉS SUR No 16 PARQUE INDUSTRIAL EL MARQUÉS. EL MARQUÉS QUERETARO CP 76246 PHONE NUMBER: +52 (442) 2-27-46-00 FAX: +52 (442) 2-53-12-05

KEY CONTACTS:

JOSÉ RAMOS, [email protected] Ext. 113

HIROYUKI SATO [email protected] Ext. 106



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PREPARED BY:

IVAN FERNANDEZ SUBGERENTE DE CALIDAD REVIEWED BY: J. RAMOS GERENTE DE CALIDAD H. SATO GERENTE DE COMPRAS AUTHORIZED BY: MARIO GÓMEZ VICEPRESIDENTE



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CONTENT

Pág. SECTION 1: QUALITY SYSTEM REQUIREMENTS OF THE SUPPLIER …....………………….………. 4 SECTION 2: INITIAL SAMPLE (PPAP) ………………...…………………………….………………………. 5 SECTION 3: QUALITY AUDIT SYSTEM ….………..………..……..…….…….……………….…………….. 7 SECTION 4: PERFORMANCE EVALUATION OF QUALITY PRODUCT…...…..…………………………. 9 SECTION 5: NONCONFORMING PRODUCT (RMNC) …………………………………...…….….……… 12 SECTION 6: ENGINERING CHANGES ………………………….……………………….……………… 14 ANNEX I: TECHNIQUES OF PROBLEM RESOLUTION ………………………………….……………… 16 ANNEX II: CAUSE AND EFFECT DIAGRAM ………………………………………….……………… 22 ANNEX III: PARETO CHART ………………………………………………………..…………… 25 ANNEX IV: PROCESS FMEA …………………………………………………………….………………… 27 ANNEX V: CONTROL PLAN ………………………………………………………….………….…………. 32 ANNEX VI: HONDA REQUIREMENTS (3A AUDIT & MPR’S Check sheet) …..…………….…….…… 33 EXCHANGES CONTROL, REFERENCES ………………………………………………………………… 34



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SECTION 1: QUALITY SYSTEM REQUIREMENTS OF THE SUPPLIER OBJECTIVE This Quality Assurance Manual of Suppliers aims to raise awareness of the requirements and responsibilities of the quality system of suppliers of AIQ, which must be met regularly SCOPE All Suppliers of AIQ that supply raw materials or components present and potential suppliers The requirements in this manual DO NOT APPLY to indirect materials suppliers or service providers, unless otherwise indicated AIQ. For that, you will be informed prior notice to the supplier. SLOGAN To AIQ is "follow the rules", which we extend to all our suppliers. REQUIREMENTS 1. The supplier must have a quality system certified to ISO TS 16949 preferably, or the first step is to be

certified on ISO 9001-2008 or Superior for that according to the surveillance audit the supplier will provide a copy of the current recognition (1 time per year as minimum).

2. In case that the supplier do not account with ISO TS 16949 or ISO 9001-2008 or Superior certification,

will be defined in base of an audit updated by AIQ personnel using as a minimum approval score to 70% from the total value.

2.1 In case that the supplier do not account with the certification will ask a schedule with determined

timing to get the same certification.

3. The supplier must meet the specific requirements established by AIQ Automotive Sector, such as:

• Process Production Part Approval (PPAP). • Techniques for Problem Solving. • Process FMEA and Control Plan. • International Data System (IMDS).

In addition to the requirements set by Honda process (see Annex VI) such as: • Audit 3A • Process Minimum Requirements (MPR's) 4. The supplier is solely responsible for the quality of the products you supplied, so you should maintain

a policy of "Zero Defects".

5. The Purchasing Department is the only contact between AIQ and the provider, only in case of doubts or clarification regarding quality system or quality problems of suppliers' products, the supplier may communicate directly to the area of Quality Assurance.



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SECTION 2. INITIAL SAMPLE (PPAP) 1. OBJECTIVE Establish requirements for the presentation of the initial sample. 2. SCOPE

a) All components purchased by AIQ, which may be new or engineering changes. b) b) When applied to raw materials (plastic, paint) or packaging.

3. RESPONSIBILITIES 3.1. By Supplier

a) Comply with the provisions of this section. b) Ensure, before the submission of initial sample that documents complying with all requirements

specified in AIQ's drawings, specifications and standards. c) In case of denied or limited approval, edit, and present new initial sample.

3.2. By AIQ

a) Review in detail the initial sample documentation (PPAP) submitted by the supplier and to give the status the same, according with established internal standards.

b) Provide to the Supplier a copy of the Initial Sample Approval (PPAP). 4. REQUIREMENTS

a) The samples submitted by the supplier shall be manufactured in accordance with drawings, specifications and standards AIQ. When using materials equivalent to those specified, the Supplier must notify to AIQ before PPAP submission. b) Samples submitted by the supplier shall be manufactured using processes and tooling normal production without adding labor. Otherwise, the supplier must notify to AIQ before PPAP submission.

Note: The provider must provide the number of samples of the product as specified by the customer.

c) The supplier must ensure that the initial sample meets the specifications, before requesting approval AIQ. d) In the case of multiple tooling (dies or molds with multiple cavities) or when there is more than one tooling for the same process, the supplier shall inspect each cavity of the initial sample or tooling. In general, each cavity must have an individual marking for allowing the traceability. e) The supplier must include all dimensional characteristics, appearance, finish, material specifications, and other requirements outlined in the plans and specifications AIQ. f) When applicable it, the supplier must report about the compounds or chemical composition the raw material or component manufactured it, for which the supplier must submit the corresponding IMDS.

4.1 Documentation of initial sample (PPAP) for current and potential suppliers. a) Customer Engineering Approval

When specified by the customer, the provider must have evidence of customer engineering approval.

b) Dimensional report of Initial Samples



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The supplier must evaluate at least 5 samples that complying with all indicated it in point 4 "requirements." Must also attach the AIQ Drawing perfectly numbered and any other required report (material reports, appearance report, test report for durability, functionality, etc...).

c) Process FMEA

The FMEA process should comply the standards of the automotive industry. The supplier must include in the FMEA process all relevant or critical characteristics indicated on the drawings and specifications of AIQ. Preferably, the supplier must use the FIN-005 format Annex.

d) Control Plan

The control plan must meet the standards of the automotive industry. The supplier must include in the control plan all manufacturing operations from receipt raw materials to shipment, and the methods of control. As a minimum requirement the control plan must include all critical characteristics indicated by AIQ and relevant characteristics identified by supplier during the development of the Process FMEA. Preferably, the supplier must use the PCA-045 format Annex.

e) Results of tests of materials

The supplier must maintain records of test results of materials and / or performance specified in the design record or Control Plan.

f) Preliminary Statistical Process Studies

The supplier must make preliminary statistical studies for all relevant and critical characteristics included in the control plan, the AIQ criterion to define whether the preliminary skill of process is suitable for requirements design is: Ppk = 1.67 min.

Note: The supplier shall deliver monthly to study of ability (Cpk) to AIQ of the critical dimensions of the parts according to the drawing. g) Measurement Analysis Studies

The supplier should have measurement analysis studies (Gage R & R) for measuring devices and equipment both new and modified.

h) Visual Aids The supplier must attach the inspection instruction sheets (receipt inspection of raw material, process, final inspection and shipping) that it will use to ensure the quality of products that supplies to AIQ. Preferably, the supplier must use the FCA-037 format Annex. i) Packaging Specification

Preferably, the supplier must include standard packaging to be used. j) PSW- Estatus de Muestra Inicial To meet all PPAP requirements, the supplier must complete the warranty form presenting part (PSW). FCA-081.



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SECCION 3: QUALITY SYSTEM AUDIT

1. OBJECTIVE To inform the supplier how to perform Quality System Audits of suppliers AIQ' as part of the supplier development activities carried out by this company, in order to adjust its quality system requirements according to ISO 9001:2008.

2. SCOPE To all current or potential suppliers that supply raw materials or components to AIQ.

When a supplier is certified on ISO9001: 2008 or ISO/TS-16949: 2009, AIQ could decrease the frequency of audits the quality system, or reduce the requirements to audit. If so, AIQ will inform the supplier in advance. A self-audit should be developed by the supplier, if the supplier is a foreign supplier.

3. RESPONSIBILITIES 3.1. By Supplier a) Comply with the provisions of this section. b) Establish permanent corrective actions for each nonconformity reported by AIQ c) Provide evidence of the implementation and effectiveness on the dates determinate by AIQ. d) Answer the self-audit if it's required. Using FCA-083 format "Audit Questionnaire System Supplier Quality”. 3.2. By AIQ a) Send the Quality Audit schedule to suppliers AIQ's. b) Conduct the audits on the dates determinate. c) Evaluate the effectiveness of corrective actions established. d) Conduct audits extemporaneous when the supplier has quality recidivist claims with AHL, or customer final of AIQ. e) In case of foreign suppliers, send it the format self-audits FCA-083 “Audit Questionnaire System Supplier Quality”, according to annual plan Quality Audit.

4. REQUIREMENTS 4.1. Annual plan Quality Audit to the Supplier Quality System. Quality Engineer assigned by AIQ prepares the annual audit plan to the Supplier Quality System (FCA-085). Once approved by the Quality Manager and Vice President, asks the responsible of purchasing proceed to send it to the relevant suppliers. 4.2. Development of the Quality System Audit a) The Auditor of AIQ assigned, through the purchasing department, provides the tentative date of the audit, the nature and scope of audit. b) After the date confirmed by the supplier, the Auditor of AIQ makes preparations to conduct the audit. c) The Auditor of AIQ done opening meeting with the staff assigned by the supplier and proceeds to explain the type and scope of the audit. d) Realize the audit using the Open Meeting formats (FCA-082) and Questionnaire of System Quality Audit (FCA-083).



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4.3. Final Audit Report Upon completion of the audit at the supplier's facility, the auditor of AIQ proceeds to prepare the Audit Report, indicating nonconformities (NC) and other relevant information in the format FCA-086. The original document will be retained by the vendor and a copy shall be kept by those responsible for Quality and Purchasing AIQ. 4.4. Corrective Action Report The supplier must develop a Corrective Action Report using FCA-088 format for each nonconformity reported by the auditor of AIQ. This report must be sent to the AIQ on the date agreed with the auditor. In the case of self-auditing should get a plan of action to improve the trouble spots. In general corrective Action Report must contain the following minimum information: • Description of non-conformance. • Corrective Action. • Responsible. • Date of implementation. • Verification of the implementation and close. • Signing of authorization. 4.5. Tracking the results of the audit. In the course of the next six months after to have performed the audit, the Auditor of AIQ will track each corrective action report to verify the implementation of corrective actions established by the supplier. The non-conformity will be "closed" until the Auditor of AIQ confirms the implementation of corrective action. In the case of self-auditing send the evidence to the improvement actions taken that shall be required to supplier.



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SECTION 4: EVALUATION OF PERFORMANCE OF QUALITY PRODUCT 1. OBJECTIVE To inform the supplier the method that uses AIQ to evaluate the quality of raw materials and components supplied by the supplier and therefore evaluate the performance of quality. 2. SCOPE All suppliers that supply raw materials or components to AIQ. 3. RESPONSIBILITIES 3.1. By Supplier a) Comply with the provisions of this section. b) To achieve a permanent grade of "outstanding" or "OK" in this area. c) Maintain a policy of zero defects through RMNC (Nonconforming Material Report). d) Establish measures to improve their manufacturing processes and inspection methods. 3.2. By AIQ

a) Notify quarterly to its suppliers their quality level. 4. REQUIREMENTS a) AIQ-Quality Department will conduct a periodic monitoring all suppliers to assess the performance of the materials dispensed by each supplier. b) AIQ-Quality Department will use the following table to qualify the supplier, which will be updated monthly using the format "Performance Evaluation of Supplier Quality" (FCA-084). c) The marks obtained by the supplier will be used to assign new projects. NOTE: Suppliers, who are in North America, will be evaluated and approved by Alpha Technology (ALTEC).



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4.1 SCORE CARD 4.2.1 After that was qualified by each area(Purchasing, Procurement & Quality) be determine the final result, next;

Index Points

No

confirmation

(0 pts)

Cost reduction task 5100%-70%

(5 pts)

70%-10%

(3pts)

10%-0%

(0pts)

On time response 51-2 Months

(5 pts)

3-6 Months

(53pts.)

> 6 Months

(1 pt.)

Index Points

Deliveries 200 Días

(20 pts)

1 Días

(15 pts)

2 Días

(10 pts)

Index Points

PPM 100-30 ppm

(10 pts)

31-50 ppm

(5 pts)

<50 ppm

(0 pts)

RMNC´S 200 Claims

(20 pts)

1 Claim

(5 pts)

<2 Claims

(0 pts)

Response 200-24 hrs

(20 pts)

25-48 hrs

(5 pts)

<48 hrs

(0 pts)

Close 101-10 Days

(10 pts)

11-15 Days

(5 pts)

<20 Days

(0 pts)

Demerits issuesCritic failures

(Final customer affected)0 Critic failures

1 Critic failure

(-20 pts)

TOTAL -20

7d´s Final report 10 Días

TOTAL 60

PENALTIES DISTRIBUTION(DEMERITS):

Index Type Goal Points

(0) Delay days

TOTAL 20

QUALITYType Goal Distribution rate

Yearly cost reduction Cost reduction confirmationConfirmation

(10 pts)

Cost reduction Cost reduction confirmation

PURCHASINGType Goal Distribution rate

Costs reduction

Claims qty 0 reclamos

Fast containment activity

at AIQFast sorting activity

Provided Quality 30 ppm

Type Goal Distribution rate

Delivery time compliance

Fast responseConfimation at the requested

time

TOTAL 20

PROCUREMENT

10



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4.2 Suppliers classification

Supplier L1 Excellent Supplier L2 Acceptable SupplierL3 Marginal Supplier L4 Need to improve

NIVEL DE RANGO L1 L2 L3 L4

PUNTOS 90-100 80-89 70-79 < 70

SOBRESALIENTE ACEPTABLE MARGINAL MEJORA REQUERIDA

INDICADOR DE ESTADO

INDICADOR DE REFERENCIA PUNTUACIÓN (ÍNDICE DE CALIDAD Y PENALIZACION)



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SECTION 5: NONCONFORMING PRODUCT (RMNC)

1. OBJECTIVE To inform the supplier how we will be communicated the nonconforming material reports (RMNC) and the actions to be taken by the AIQ and supplier.

2. SCOPE All suppliers that supply raw materials or components to AIQ.

3 Policies

3.1 The Supplier a) Comply with the requirements set up in this section. b) Contact the Quality Engineer assigned to AIQ in case of doubts or clarification on the issue of RMNC's. c) Reply all RMNC's in date set, using the format "7D's Report (FCA-017). d) When required, be present in AIQ facilities to carry out the selection, rework or replacement material

3.2 By AIQ a) Submit timely reports to supplier nonconforming material (RMNC's) when found defective products on AIQ facilities, and / or assembly plants or Tier1. b) When applicable, select, rework or reject defective or suspect materials. c) Regular suppliers to suppliers with quality problems in their products in order to verify the effectiveness of corrective actions.

4. DEVELOPMENT 4.1. The quality engineer assigned to AIQ emits format RMNC FCA-031, indicating the follow information: a) General Information:

• Date of issue. • Supplier name and name of the person who is addressed the RMNC.

• Number of consecutive RMNC. A RMNC is "open" when AIQ or our clients detect defective products caused by the supplier and is "closed" when verifying the effectiveness of corrective actions defined by the supplier. If during the period that remains "open" a RMNC receiving a lot with the same problem, the Quality Engineer assigned by AIQ proceeds to "upgrade" the RMNC and so on.

• Place where the defect was detected • Signature of authorized and develops the RMNC.

The RMNC's are distributed to all areas involved immediately after being notified by the supplier.

b) Information about the defective product: • Part number and description. • Problem description and quantity rejected. • Inventory available • Details of the defect and photo.

Depending on where the problem is detected, AIQ will also include the invoice number, quantity of suspect product in transit, date of defective samples shipping, etc.



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c) The disposition of nonconforming material: Return to supplier, inspection 100%, rework, replacement, disposal, by the supplier. The arrangement is commonly used by AIQ discarding the defective materials. If the supplier you want to retrieve such material must let them know in advance AIQ. d) History of quality. This section is filled using the FCA-087 format when AIQ performs 100% inspection or rework the defective batch. Daily the time employee and quantities rejected are counted to the end of the month and it will proceed to make the corresponding charges according to the internal standards. The history of quality is "closed" when finished inspecting or rework the entire material

If during the period that is open a RMNC, you get a lot with the same defect, will be updated RMNC report and will remain open until the supplier take action to eliminate the defect.

Depending on the severity of the problem or in case of recurrence, AIQ may request the presence of the supplier in a period no longer than 24 hours after to were have notified him, so that the supplier must explain to the areas of Quality and Purchasing the causes caused the problem and the actions to take in order to remove it. Tracking corrective actions must be done by the responsible quality inspection receipt and / or Quality Manager to the closing share. Using FCA-097 format, the response times of corrective actions by the supplier, should be: 24 hrs for containment, 10 days for corrective action and 30 days for closing actions. The Quality department and Purchasing of AIQ, will review continuously corrective actions to prevent again recurrence. In case of recurrence and / or actions rejected by AIQ, determine the root cause and corrective actions again. The material sent to AIQ by the supplier with the corrective actions implemented, should bring identification certification for monitoring material and verify the effectiveness of corrective actions. Note: In the event of a recurrence for the second time, is determined that the supplier is in CS2. All expenses incurred by AIQ or those loaded to AIQ by the client (e.g. selection, rework, waste handling and storage, etc..) Due to defective parts with suppliers liability will be charged to them by a note charge. In the event that the supplier may wish to avoid these charges, you must contact AIQ (Department of Purchasing and / or Quality Department) within 24 hours after receiving the RMNC. Otherwise, the costs will be charged directly to the supplier. 4.2. The area Receipt Inspection of AIQ will proceed to segregate the defective batch of all affected areas (storage, process, finished product). 4.3. When applicable in order not to affect the manufacturing processes and the customer delivery schedule, the area-Receipt Inspection proceeds to select or rework the defective batch. 4.4. The area Receipt Inspection will calculate the costs of poor quality incurred by the supplier in accordance with the Quality RMNC history. Once approved by the Quality Manager, the Quality Engineer assigned by AIQ will communicate to the supplier the charges and delivers the debit note to responsible of Finance. 4.5. The Head of Finance of AIQ will apply the charges incurred.



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SECTION 6: ENGINEERING CHANGES

1. OBJECTIVE To inform the supplier how they will be communicated engineering changes to the original designs of AIQ.

2. SCOPE a) All suppliers that supply raw materials or components to AIQ. b) When applicable, indirect or packaging materials.

3. POLICIES

3.1. By Supplier a) Comply with the requirements outlined in this section. b) Proceed as described in the Engineering Change Request, including delivery times. c) Proceed as described in section PPAP.

3.2. By AIQ a) Issue timely Engineering Change Request, clearly indicating the required changes and commitment dates and other important information. b) Follow up to change until the PPAP approval.

4. DEVELOPMENT 4.1. The responsible of engineering emits to the supplier the Engineering Change Request (FIN-031) through Purchasing Department, according to the procedure PIN-002 (Engineering Change). Note: The changes requested by both the supplier and engineering should be according to section 5.6 of PIN-002 procedure according to the indicators related to the 4 M `s, among which are

a) Automation operation. b) Change in the team. c) Change of parameters. d) Installation of devices. e) Change of operations. f) Increase capacity. g) Addition or deletion or modification of pokayokes. h) Change of raw materials or components. i) Change operators. j) Change of method of checking. k) Change of packaging. l) Arrangement of material or component.

4.2. The Purchasing Manager handles the Engineering Change Request and follows up.



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4.3. The supplier proceeds to make the required changes and prepares required PPAP documentation. If necessary informed to AIQ the obsolete inventory. 4.4. By switching required, the supplier must notify Alpha Industry Querétaro over a period of 90 days before the change to the purchasing department, so that in turn, is connected to the Quality Department, so, the supplier must identify the material , so that it can be differentiated from the previous condition, then according to FCA-103 Format Tracking List Engineering Change. 4.4.1. The identification of materials engineering change has to be during the first batch. Note: The supplier must keep track of identification of lots (FIFO's) sent to AIQ. 4.5. AIQ and the supplier come as indicated in section PPAP. 4.6. AIQ shall notify the changes required by the supplier to the customer over a period of 90 days before the change to prepare PPAP documentation.

ANNEXES I. TROUBLESHOOTING TECHNIQUES II. CAUSE AND EFFECT DIAGRAM III. Pareto chart IV. PROCESS FMEA V. CONTROL PLAN VI. REQUIREMENTS FOR HONDA



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ANEXX I. TROUBLESHOOTING TECHNIQUES When a problem can’t be resolved quickly by a single individual, it is necessary to form a team whose members are concerned with the investigation and resolution of the problem. Using a team approach not just a step in the troubles hooting process but the essential framework for decision-making. There are various analytical tools team approach presented in the form of checklist of questions that should be properly organized and answered continually consulted during the troubleshooting process. Below is list of them, commonly known as "Report 8 Disciplines". .

1ª DISCIPLINE USE TEAM APPROACH

The basic structure of a team is:

a) Size. From 4 to 10 members.

b) Representative. The members must have knowledge of the process / product, technical skills and

disciplines required to solve the problem and implement corrective actions and wrapper, etc..

c) Requirement. Must be present at appropriate levels of the organization.

d) Environment. The place selected for the meeting should be a quiet place and having the potential for fewer interruptions team members. Preferably, the selected location should be near the work area.

e) Goals. All team members must clearly know the goal of the team. The goal should be clearly

specified, measurable and supported by all team members. The goal may be the solution to a specific problem of quality.

f) Roles. Some roles should be established for members, such as leader, recorder, participants, etc.. The leader is a member of the team that ensures that the group carries out its duties and responsibilities. The leader is the highest authority, responsible for the overall coordination of the team. The recorder is a team member who is responsible for taking notes and agreements of the board, the minutes prepared and distributed in a timely manner. Participants are responsible for group members to respect the ideas of others, keep an open mind, and be receptive to making decisions by consensus and active listening ideas of other members. It is important that participants feel free to express their ideas about the problem, the board process or operation. RELATIONSHIPS There are some interpersonal skills that are essential for members to interact with each of them, these are: • Leadership: Ability of an individual to lead, motivate, influence, train and support others.



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• Communication: Ability to provide and receive information and ideas through speaking, listening, writing, reading and use of the media. • Dispute resolution: Ability to handle differences and resolve conflicts, actively listening, clarifying, collaborating, engaging and negotiating. The effectiveness of a team will be expanded if the skills for resolving conflicts exist within the team. • Effectiveness of the board: Ability to lead and / or participate in meetings arranged. As a result of meetings will serve its purpose of sharing information, provide or receive feedback, planning, problem solving and decision making. • Consensus Decision Making: Ability to make decisions by consensus. • Commitment: Ability to establish a strong commitment to team goals.

2ª DISCIPLINE PROBLEM DEFINITION

Problem definition is the basis for its solution. The definition is used during brainstorming sessions to identify potential causes. Potential causes are those that appear to be possible causes of the problem source (real cause). One potential cause may be the root cause if it can be supported with evidence. It is important to describe the problem in terms that are common to all members of the team and have the same meaning for everyone. Sometimes the problems are described, erroneously, in terms of symptoms, such as broken tool, not strength, porosity, excessive noise, stop line, etc. The troubleshooting team must use a systematic approach to defining the root problem with as much detail as possible. A definition of problem can be achieved more effectively using approaches that organize events for a comparative analysis. These approaches are successful wondering what "is" against what "is not". Then distinctions made this comparison, checking them against the definition of the problem and forming a statement or description of the problem to be solved. Commonly, the analysis to define a problem starts with the preparation of a process flow diagram to clearly define the work process and alternative paths. Also, a team preparing the diagram, ensures that all team members are familiar with the process, once developed the diagram, define and quantify precedes. 5W2H elements that must be answered by the team members are as follows:

¿QUIEN? (WHO?) Identify the people associated with the problem. Characterized customers have complaints. Which operators are struggling..

¿QUE? (WHAT?) Describe the problem adequately. Does it vary the severity of the problem? It is accurate measurement system?

¿CUANDO? (WHEN?)



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Identifies the start time of the problem and its frequency.

¿POR QUE? (WHY?) You must declare any known explanation contributing to the problem.

¿COMO? (HOW?) In what mode of operation the problem occurred? What procedures were used?

¿CUANTOS? (HOW MUCH?) What is the magnitude of the problem? Is the problem in statistical control? (e.g. graphical P).

In the definition of the problem is often useful to quantify the problem in similar situations. The criterion to compare similar situations varies with the type of problem. The comparisons identify and evaluate the presence of the problem, provides useful information to determine potential causes and possible solutions.

3ª DISCIPLINE DEFINING CONTAINMENT ACTIONS

The main objective of this part of the troubleshooting process is to isolate the effects of a problem, implementing containment actions. This problem may be due to poor quality, poor design or a process or system is not predictable. The containment action could be to stop a known source of the problem (e.g. machine), not sending parts (e.g. stop shipments) until the source has not been identified, selection of plant parts of client and / or own, buy parts from a supplier rather than manufactured ourselves more frequent change of tooling, make use of a single supplier, etc.. As can be seen, no containment actions have significant effectiveness to eliminate the problem, but are being "Band-Aids" (aspirin) taken temporary until you define, implement and verify permanent corrective action. It is a mistake to consider containment actions as solutions to the problem. This misunderstanding leads to a situation where the same problem arises again and in many cases, these problems lead the guise of new problems. After implementing containment actions, they must be verified by measuring its effectiveness in quantifiable terms. Containment actions can and sometimes must be carried out in parallel with the determination of the root cause. The process should be monitored by means of control charts, histograms, etc.., and must define a plan of action with these activities. People should be encouraged to investigate more about the whole process. What would be the effect of incorporating engineering design, determine how a transaction or affects another dimension, focus on process, tooling change, improve maintenance, etc.

4ª DISCIPLINE DEFINITION OF ROOT CAUSES

For the effective resolution of a problem investigation is required of all potential causes identified, using a cause and effect diagram. Having defined the potential causes of the problem, the team must choose some of them to investigate further. If the problem is a manufacturing process, begin to establish a stable process. Once this is achieved, the definition of the potential cause is clear. If identified causes of design engineering, some experiments will identify the key variables that are affected by subsequent processes.



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Must be identified four to five causes to be investigated. The identified several potential causes, forces the team to address multiple causes rather than look for a single cause. An implicit part of problem analysis is the investigation of potential causes in parallel rather than in series. Once defined the range of potential causes, it is necessary to define debug important. This can be set by using Pareto Charts. The following five steps are taken to determine if a potential cause is a root cause:

1. Establish how that may have resulted in the potential cause the problem described.

2. Establish what information can more easily prove or disprove as the potential cause like root cause. Develop a plan on how to conduct the study.

3. Collect the information required.

4. Using simple statistical tools (control charts, histograms, Pareto, etc..) Emphasizing graphic illustrations for information.

5. Obtain conclusions from the study. Set the information that the potential cause of the problem is the reason..

Having identified the root causes must be investigated methods to fix the problem. Evaluate some approaches to solve the problem. A full analysis of different approaches to eliminate root cause is a critical part of the troubleshooting process. The first approach to generate alternative solutions is to develop a cause and effect diagram. You have to make the computer generate solutions in brainstorming. An alternative is to redesign the part or the manufacturing process. Another alternative is to ask for customer feedback. The way that removes the real cause can impact customer unexpectedly. If you have identified and solved similar problems before, we must review those solutions. As part of that research, identify parts with similar or process engineering plant that may have experienced this problem. Again, these can be a source of alternative solutions. The avoidance arrangements "aspirin", helps prevent recidivism. At times, due to cost and / or product lifetime intermediate actions are implemented permanently or wrapper, however, this solution must be regarded as less acceptable.. The team must remember that the solution should be incorporated into future products and / or similar

5ª DISCIPLINE VERIFICATION ACTIONS CONTAINMENT / CORRECTIVE

Check containment actions and / or corrective is by far the most critical step in the troubleshooting process. It is often the most difficult step. The most common method to evaluate the effectiveness of actions taken is to wait for the implementation of the action taken and then see their behavior, however much time is lost before having conclusive information. Whenever possible, testing should precede implementation. There are several approaches for verification. In engineering, the design verification testing and validation of production provide important information. In the short term, you can use a test lab / bank to verify. In the long term, in the field test provides an effective verification. In manufacturing, the verification may be performed with indicators in the plant. Control charts can verify the effectiveness of actions taken, either containment or corrective.



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6ª DISCIPLINE IMPLEMENT CORRECTIVE ACTIONS PERMANENT

Once the root causes have been identified the team must establish a work plan for permanent actions to take. Permanent actions are implemented to solve the problem. They must answer the question "Why did this problem?". Once permanent actions are taken, documenting the changes. In addition, all customers need to be informed about the ongoing actions being taken. In most cases it requires some training to implement permanent corrective actions. Another important part is to correct the obvious. This includes correcting defective parts already produced, tooling changes, fixing machines and / or defective equipment, be ineffective operating systems and / or replacement suppliers. Contingency actions should be determined if for some reason the permanent actions cannot be implemented. For example, in manufacturing a single source can be recommended for certain part. But if the supplier cannot meet the increased production will require an alternative action.

7ª DISCIPLINE ACTIONS TO PREVENT RECURRENCE

Most of the time in preventing reincidence requires a change in the system, practices and procedures. Most of them come from previous models and organizational structures. Some are outdated and need revision. The understanding of the elements of a system may be achieved by maintaining an updated flowchart of the process and system. Management systems, practices and procedures should provide administrative support to participate freely in the troubleshooting process. The system should encourage everyone to learn something new, to recognize individual and team effort to apply these new skills. Changes in the Management System may require new procedures outlined in removing obsolete procedures and review previous standards. To prevent recurrence, often requires additional training. It may need training in statistical tools, new technologies or disciplines of engineering or manufacturing, etc..



PAGE 21

8th DISCIPLINE CONGRATULATE YOUR TEAM

The final step of a troubleshooting effort oriented teamwork is to recognize the collective efforts of the team to solve the problem. Management needs to determine the best way to recognize the team's contribution to the organization. Problem solving oriented team involves taking risks, some conflict, hard work and participation. Includes a free exchange of ideas, individual talent, skill and experience. The team approach when actually driving, produces a force of motivated and committed individuals to solve a specific problem. The way of recognition may vary, depending on the complexity and severity. It is important to document what has been learned during problem solving so that this information can be used in the planning of others. The description of the various activities carried out, together with the analysis and results obtained through the troubleshooting process, provide information that can be used to prepare a case study report. The case study reports include the purpose and objective, the steps followed in solving the problem, the information obtained through various methods of investigation and analysis of information in the form of results displayed in graphs, charts, conclusions and recommendations.



PAGE 22

ANEXX II. CAUSE AND EFFECT DIAGRAM The cause-effect diagrams as the name implies, establish the relationship between the quality characteristic and its factors. The use of cause and effect diagrams, not only limited to detection of the causes of variation in the quality of the features, rather they are used in any situation where it is desired to establish the relationship between factors and characteristics. As a method of analysis and rational organizational, cause-effect diagrams are a guide for discussion, all focused on the same subject, thus preventing the workshop take different paths to the central objective. Conclusions regarding what actions follow, come from a group consensus which involves greater commitment to action. Group participation, allowing the exchange of ideas and experience, which ultimately results in an educational benefit for the whole group and higher level of training and knowledge of all staff to get involved. A cause and effect diagram in its most general form, is shown below: EFFECT The first step in the preparation of a cause-effect diagram, obviously is the decision on which feature you want to analyze: Once the main branch of the diagram, determine the causes globally, as shown below:

QUALITY FEATURE

QUALITY FEATURE

MAN ENVIRONMENT

MEDIO

AMBIENTE

MATERIALS

MACHINERY METHOD

QUALITY FEATURE

MACHINERY METHOD

MATERIALS

ENVIRONMENT MAN



PAGE 23

Each of the causes or factors may be composed of a number of sub-causes, so if these are listed, it may be a diagram of extraordinary complexity. The knowledge and experience of the people who build the diagram stating allow only those most representative sub-causes of the problem being analyzed. In making the judgment, set whether or sub-causes are not representative of the problem being analyzed. In making the judgment establishing whether the sub-causes are representative or not, you should take extra care not to omit any important absolutely. If you have the slightest doubt about one of them, should be noted. The annotation of the sub-causes depicted as follows:

TERTIARY LEVEL SECONDARY LEVEL

PRIMARY LEVEL

MAIN STAGE

Continuing in this manner, one arrives at the overall definition of the diagram, more in detail going defining factors. For more detail go setting each time, I must ask: Why is the dispersion factor "X"?, to reach completion of all levels secondary, tertiary, etc.., Comprising a main stage, so to define the diagram of the previous figure was necessary to ask:

Why is there variation in the quality characteristic?, Answered: Because there is variation in materials, workmanship, methods, environment and machinery (main causes).

Why is there variation in ... (indicate primary cause)?, Responding: by variation in ... (indicate primary branch associated with the first leading cause).

What factors make change ... (indicate primary branch)?, Replying: Because ... (indicate secondary branch).

What factors make change ... (indicate secondary branch)?, Responding: For variation in ... (indicate branch tertiary).

Of this way the diagram continues to find root causes, i.e. until no longer be unbranched or more impractical. Following the analysis diagram becomes like the following:

QUALITY

FEATURE

MAN ENVIRONMENT MATERIALS

MACHINERY METHODS

QUALITY FEATURE


MACHINERY METHOD



PAGE 24

As mentioned above, the cause-effect diagram can be as complex or as simple as the experience of the people who prepare it allows. During the preparation of the diagram, each time you add a factor to be put clearly the relationship of the branch that is pointed. Some notes may be useful aids. In the preparation of a cause-effect diagram, all team members must act frankly, so the analysis is as extensive post. That is why this method of analysis is also called brainstorming. In this method of analysis, the contribution of every team member should be given the same importance, no matter their rank in the organization. Note: For a specific root cause, we must ask the following questions: 1) Why did the defect? and 2) Why was not detected before boarding? Using cause and effect diagram. Once ended the diagram, should be revised to be absolutely certain that not omitted any factors that might be causing the variation of the quality characteristic..

QUALITY FEATURE


MACHINERY METHOD

Why did the defect.?

QUALITY FEATURE


MACHINERY METHOD

rWhy was not detected

before boarding?



PAGE 25

ANEXX III PARETO CHART Usually in the working media there are many diverse opportunities to improve a product, service, system, or fix an existing problem. These opportunities to improve or correct is not presented in isolation, but usually within a problem. Particularly in situations exist in a quality work environment, countless opportunities to improve, but in what order of priority should seize these opportunities, which of them produces a greater effect?, Pareto diagrams are a useful tool, auxiliary in determining these factors. A Pareto chart is a graphical management problems or opportunities, according to their size, in descending order. The arrangement consists of a bar graph in which the vertical axis represents the percentage scale of the problem, with regard to all problems of its group. Below is a list of major defects found during production of 1500 handles over a period of 5 days.

TIPE OF DEFECT

NUM. OF DEFECTS OBSERVED.

% OF DEFECTIVE PCS. AGAINST

TOTAL INSPECTED

% CUMULATIVE

DEFECTIVE PARTS

Drop 90 29.31 29.31

Dust fiber 70 22.80 52.11

Orange Peel 50 16.29 68.40

Coverage light 46 14.99 83.39

Scratch 31 10.10 93.49

Others 20 6.51 100.00

Total 307 100.00

From the above analysis, it can be seen that the rejection rate is increased due to oxidation arising from the bearing during the process of pollution, as well as inadequate pressure used therein. Through an analysis of cause and effect can determine the root causes of the problem, and then to take corrective actions. In general, to construct a Pareto chart that reflects reality, it is necessary to consider the following:

Since a Pareto chart is based on clusters of defects, the first step in the construction of the diagram what is the effect such groups, according to the factors of interest for research.

Decide the period will be represented by the graph and accordingly determine the rejection rate. Ideally, the length of the periods is maintained in the future for purposes of further analysis, since in this way the information contained in them will be comparable.

Add the cases occurred during the period chosen for each of the groups, being careful to count each case in the correct group.

Draw the axes should be drawn in the vertical scale to facilitate the work of the bars and reading.

Divide the horizontal axis in many parts as you have groups. Identify each division represents the group to which the rod, starting from the greatest number of occurrences and going from left to right. Continue with the second most important and so on. Where groups resulting from rejection or occurrence is negligible may be added under the heading of "other".

Draw the bars so that its height is consistent with the scale on the vertical axis fixed each bar should be in contact with their neighbors.



PAGE 26

Draw bars so that their height is consistent with the set scale on the vertical axis represent the percentage scale of the problem.

Entitlement chart indicating the source of information used in its preparation, in the inspection method used, the amount of test pieces, etc. The greater accuracy is achieved in defining data, the information will be more useful.

As indicated above, the application of Pareto diagrams is not limited to solving quality problems, but to any situation that needed improvement. So we have Pareto distribution for sales, for the analysis of market share, etc.



PAGE 27

ANEXX IV PROCESS FMEA A process FMEA is an analytical technique that identifies potential failure modes associated with the process, considers the potential effects on the customer due to failure of the process to identify and prevent fault conditions. Uses probability of occurrence and detection in conjunction with the criteria for determining the severity NPR (risk priority number), by which the actions are prioritized to prevent quality problems. The FMEA can also help the development of new machines and equipment manufacturing. In this case, the methodology is the same but the machinery and equipment being designed are considered to manufacture the product. The Process FMEA is set as a requirement for important features, however, its application to new or changed processes not classified as major parts is very useful for preventing problems. Because of this, the client may require FMEA's for operations of the process that past experiences have had quality problems, such as high cost of security, low reliability, complexity of manufacturing and / or assembly, or the probability of not meeting engineering specifications or customer expectations. An effective FMEA is a living document that should always reflect the latest actions in the process and the final levels of the design. In resume a process FMEA is an analytical technique that:

Identify potential failure modes of product-related process

Evaluate the potential effects of failure on the customer.

Identify potential causes manufacturing or assembly.

Sets actions to improve the process.

Focus controls to prevent or detect fault conditions. INSTRUCTIONS FOR FILLING FORM 1. Fill the spaces provided. a) Number of FMEA.. b) Number of Item. c) Responsible Supplier Name. d) Name of person responsible for preparing the FMEA. e) Model Name. f) Date of preparation and review. g) MDT Quality Planning. 2. Potential failure mode. Describe each possible failure mode. Be assumed that the fault could occur, but not necessarily happen. Responsibles should be able to answer the questions: What could be wrong with the process? How can the did not fail to meet specifications?, And regardless of the engineering specifications, what a customer would consider as objectionable? A review of FMEA's past designs, quality problems, warranty, durability and reliability over similar components is a recommended starting point. Los modos de falla típicos son: * Flared * Corroded * Deformed * With leaks * brittle * Cracked * Short circuit * Eccentric * Bad assembled * Broken * Wrinkled * Short * Loose * Missing *W/O continuity



PAGE 28

* U. Insulation * Bent * Fracture * Porous * Tense * open Circuit * Desaligned * Fragile * glued * Crooked 3. Effect (s) of the potential failure. Assuming that the failure has occurred, describe what the customer might notice or experience. The description should be as specific as possible. The typical descriptions of the effects of failures are: * High amperage draw * Reduced component efficiency * Noise * Upper operating stresses * Interference * ¨Poor Reception * Bad Appearance * No assembly * Vibration * erratic changes * Bad function 4. Severity. Estimate the severity of the "effects of failure" for the customer on a scale of 1-10. Severity is the factor that represents the severity of the fault to the customer, after it has occurred. Since severity is based solely on the effect of the fault, all potential causes of failure for a particular effect it will receive at least the same severity score.

GRADE OF SEVERITY

CRITERION SCORE

MINOR GRADE OF SEVERITY. Exaggeration to expect that the nature of this minor glitch could cause any noticeable effect on the behavior of the vehicle or system. The customer may not be able to detect the fault

1

LOW GRADE OF SEVERITY. The minor nature of the fault will cause only slight discomfort to the customer. The customer will probably only notice a slight degradation in the performance of the vehicle or a minor inconvenience in the next assembly process or operation (e.g. lower Rework directly visible surfaces).

2-3

MODERATE GRADE OF SEVERITY. Cause any customer dissatisfaction. The customer will bother or annoy by the failure. For example, failure would moderate to items such as radio speakers hum, interference, etc. The customer will notice some degradation in vehicle behavior or subsystem. Customer could cause minor rework / repair and / or equipment damage

4-5-6

HIGH GRADE OF SEVERITY. Customer dissatisfaction due to the nature of the fault as an inoperative vehicle (e.g., machine failure) or inoperable subsystem (e.g. faults in the radio, speed control). It involves the safety of the vehicle or failure in areas of government regulation. Could cause serious disturbances to the processes or operations subsequent assembly rework y/o requires greater.

7-8

VERY HIGH GRADE OF SEVERITY. The potential failure mode affects vehicle safety and / or compliance with government regulations. Could endanger operator (machine or assembly).

9 - 10

5. Cause (s) of potential failure. List all potential causes attributable to each failure mode. Answer the question: What could cause process variables each potential failure mode? Make sure the list is as complete as possible, so that the actions are directed to take all variables. The causes of failure are: - Inappropriate placement tool - Damaged or worn tool - Contraction - Measurement inaccurate gage



PAGE 29

- improper Restraint - Material with failure - Incorrect speed 6. Occurrence. When estimating the grade of occurrence, consider the probability that the failure occurs, since the failure mode indicated. For this assessment, assume that the cause of the failure and the failure mode are not detected until after the vehicle reaches the customer.

GRADE OF OCURRENCE

CRITERION

SCORE

PROPORTION OUT OF SPECIFIC LIMITS

Cpk

REMOTE PROBABILITY OF OCURRENCE Unlikely failure and has not been associated in most similar processes.

1

< 1/1’500,000

> = 1.67

VERY LOW PROBABILITY OF OCURRENCE Isolated failures associated with identical processes.

2

1/150,000

> = 1.50

LOW PROBABILITY OF OCURRENCE. Isolated failures associated with similar processes.

2

1/15,000

> = 1.33

MODERATE PROBABILITY OF OCURRENCE. Generally associated with similar processes which have resulted in occasional failures, but not of major proportions.

4 5 6

1/ 2,000 1/400 1/80

> = 1.17 > = 1.00 > = 0.83

HIGH PROBABILITY OF OCURRENCE. Generally associated with similar processes have often failed.

7 8

1/ 20 1/8

> = 0.67 > = 0.51

VERY HIGH PROBABILITY OF OCURRENCE. Failure is almost certain to occur.

9

10

1/3 ½

> = 0.33 > = 0.33

Regardless of the resulting NPR, components or subsystems that receive a high score of occurrence, should be given special attention by appropriate corrective actions to reduce the Probability of occurrence. 7. Current controls. List all types of process controls identifying a (p) which are aimed at preventing or with (d) controls for the detection of the (s) cause (s) of the failure or the failure mode resulting. 8. Detection. Using a scale of 1-10, estimate the probability of detecting the effect caused by the failure indicated, before the part leaves the manufacturing or assembly area. You should assume that the cause of the failure has happened and then evaluate the efficiency of all existing controls to prevent the shipment of the defect. Randomly checks the development area and parts suppliers are inadequate to detect isolated defects and therefore not result in a noticeable change of the grade of detection. However, the sampling done on a statistical basis is a valid detection control.

GRADE OF DETECTION

CRITERION PUNTUACIÓN

REMOTE POSSIBILITY that the shipment is having this defect. The



PAGE 30

controls allow you to automatically detect the defect. 1 – 2

LOW POSSIBILITY that the shipment is having this defect. The controls have a high probability of detecting the defect (processes designed to detect faults).

3 - 4

MODERATE POSSIBILITY that the shipment is taking the default. The controls often detect the existence of a defect.

5 - 6

HIGH POSSIBILITY that the shipment is having this defect. The controls have little possibility of detecting the existence of a defect.

7 - 8

VERY HIGH POSSIBILITY that the shipment is taking the default. The controls may not detect the existence of a defect.

9

CONTROLS UNABLE OR CAN NOT FOUND A DEFECT 10

9. Risk Priority Number (RPN). RPN Calculate by multiplying the scores given to the occurrence, severity and detection for all causes of failure. The RPN provides a relative indicator of all causes of failure. THE HIGHEST NUMBER OF DEGREES AND OCCURRENCE NPR, priority should be given both to take action, to use statistical process control using control charts. 10. Recommended Actions. In this column enter a brief description of the recommended corrective actions. A well-developed process FMEA and thoroughly thought is of limited value without providing positive and effective actions. Corrective actions are generally to the process or design: a) To reduce the probability of occurrence or require revisions to the design process. An action-oriented

study of a process by statistical methods should be implemented and supported with a feedback of information on an ongoing basis to ensure adequate prevention of defects.

b) In some cases, you may reduce the severity of the failure mode of the product by modifying its design. As a means

to highlight the significant effects of the process, the degree of severity can be increased, depending on the effect

of failure in the subsequent operations of the process in the plant.

c) To increase the probability of detection are required to process revisions. Generally an increase in

detection is ineffective controls to improve quality. An increase in the frequency of quality control inspection is not positive, corrective action should be used only as a last resort or temporary measure. In some cases, a change in the recommended design of a specific part to aid detection. Changes can be implemented in existing control systems to increase the probability of detection. For example, having a statistical process control techniques instead of random sampling.

11. Responsibility and end date. In this column or activity include the person responsible for implementation. As the date of determination. If no corrective action required in the initials N / A (not applicable) or N / R (not required). 12. Actions Taken. Note the status of actions taken, implementation dates, etc... 13. Action output. Once corrective action has been carried out, the information must be updated for the score of occurrence, severity, detection and RPN for the cause of failure studied.

GRADE RPN CORRECTIVE ACTIONS TO TAKE GRADE OF URGENCY

REMOTE

1

None

Check that the controls in place to

NONE



PAGE 31

(1) prevent the occurrence and ensure reliable detection.

(Before pilot production)

VERY LOW

(2)

8

Clarify degree of skill of the operation .

Maintain continuous process capability in 1.67 min.

Periodically verify proper operation of detection equipment.

LONG TERM

PILOT PRODUCTION

PERMANENT

LOW (3)

27

Clearly indicate the degree of hability in the operation process sheet and other documents.

Maintain continuous process capability in 1.33 min. and have control over variations in the 4M's.

Periodically verify proper operation of detection equipment.

PILOT PRODUCTION

PILOT PRODUCTION

PERMANENT

MODERATE

(4 - 6)

64 - 216

Maintain continuous process capability in 1.33 min. and have control over variations in the 4M's.

Detection equipment shall be constructed to detect automatically or semi-automatically the presence of defective.

PILOT PRODUCTION

PILOT PRODUCTION

HIGH (7 - 8)

343 - 512 Manufacturing process and controls should be reviewed..

IMMEDIATELY

VERY HIGH

(9 - 10)

729 - 1000

The design should be checked.

Manufacturing process and controls should be reviewed.

IMMEDIATELY (Production must be stopped until further

notice)

14. REVIEW PROCESS FMEA. You should review the process FMEA'S occur if any of the following situations: a) a claim is received as Alpha Industry Querétaro related functionality issues, assembly or appearance

not considered during quality planning and / or development of the process FMEA. b) are detected in process quality issues related to functionality, assembly and / or appearance. Therefore, when they occur some of the aforementioned situations, its staff must update the Process FMEA, filling all the spaces clearly indicated in the appendix to this chapter format.



PAGE 32

ANEXX V Control PLAN PREPARATION Proceed to fill the format as described below: 1. Production stage (prototype, pre-launch or production) 2. Number assigned to the control plan. 3. Part name / description / engineering level. 4. Dates of the supplier (name / code / firm who prepares and authorizes). 5. Date of issue and revision. 6. Approval from AIQ 7. Number and symbol assigned to the process, assigning the corresponding symbols for "operation",

"inspection", "combined operation with inspection", "storage", etc.. Numbering each one of them. 8. Name of Equipment, device or tooling required. 9. Features

State the nature of the Feature, ie, indicate whether a product feature or process.

Include all relevant features reviews and defined during the planning process quality, mass production and / or claims resulting from internal quality or customer.

Class of the feature, using the same symbols of AHL, or those used by the supplier. 10. Specification of the product or process, clearly indicating tolerance. 11. Instrument / Equipment / device:

Clearly indicate the equipment, instruments and devices required to measure the characteristics of the product / process related.

Ensure the accuracy of the equipment, instrument or device, so that the readings taken are appropriate to specific tolerances.

12. Sample:

Indicate the size of the sample, depends mainly on the type of inspection or testing to be conducted and internal standards determined by the supplier.

inspection frequency, which depends on the type of property, the experience of the supplier in the performance of 4M's and/or according to internal standards determined by the supplier.

13. Control Method

Indicate how the feature will be controlled product or process, such as CEP, Safe equipment (automatic or semiautomatic), sampling inspection.

14. Reaction Plan, indicating actions needed to avoid producing nonconforming products or operations out of control.



PAGE 33

ANEXX VI HONDA REQUIREMENTS

1. 3A AUDIT (To See www.alpha-hilex.com.mx) 2.- MPR’S CHECK SHEET (To See www.alpha-hilex.com.mx)

FORMATS FCA-081 ……………………….. Part Submission Warrant. FIN 005 …………………………. Process FMEA. FCA-045 ………………………… Control Plan. FCA-037 ………………………… Instruction Inspection Sheet. FCA-085 ………………………… Program quality system audit - Supplier . FCA-082 ………………………… Opening Meeting. FCA-083 ………………………… Audit Questionnaire quality system. FCA-086 ………………………… Nonconformity Report FCA-088 ………………………… Corrective Actions Report FCA-084 ………………………… Supplier Performance Report FCA-017 ………………………… 7D’s Report. FCA-031 ………………………… Non-conforming Material Report (RMNC) FCA-087 ………………………… History of Quality FIN-031 ….................................. Engineering Change Request.

Change Control Sheet

http://www.alpha-hilex.com.mx/

http://www.alpha-hilex.com.mx/



PAGE 34

No. Rev.

Clause or Comments

Date

Elaboro

Reviso

005

Actualizar contactos, se agrega ISO

9001:2008

1/Dic./09

E. Vera

B. Pérez

006

Se agrega requerimientos de Honda, se

agrega ISO/TS 16949:2009

1/feb/10

E. Vera

Yokokawa

007

Actualizar contactos. 5/sep./11 E. Vera Yokokawa

008 Cambia Key Contacts y se actualiza portada. 1/jun/12 F. Espino E. Vera

009 Se agrega Hoja control de Cambios y

Referencias. 1/Oct./12 F. Espino E. Vera

010

Se modifican Sección 2: 4.b Cantidad de muestra / 4.1 Cambia la estructura de PPAP Sección 5: 4.d Se establece 10 días para la acción correctiva Sección 6: 4.4 y 4.6 Cambios de Ingeniería

1/Ago./13 E. Vera J. Ramos

011

Cambio de AHL (Alpha Hi-Lex) a AIQ (Alpha Industry Querétaro) 1/Nov./13 F. Espino E. Vera

012 Se revisan y modifican 1,2,3 y 4

20/Jul./16 Luis Peña Iván Fdz

References.

a) SPC Second Edition JULY 2005 STATISCAL PROCESS CONTROL b) MSA MEASUREMENT SYSTEMS ANALYSIS Fourth Edition June 2010 c) PPAP 4ª EDITION PRODUCTION PART APPROVAL PROCESS Fourth Edition March 2006 d) APQP Second Edition July 2008 e) AMEF Fourth edition June 2008 f) ANPQP Alliance New Product Quality Procedure v.2.2 Abril 2011 g) Final_GM Customer Specific Requirements Oct. 2010 h) Manual de Calidad del proveedor Honda (1 Jun. 2012) i) Subaru Quality Manual 4.07 th Edition (Sept. 24, 2011) j) Manual de Calidad AIQ MCA-001

Documents

ALPHA INDUSTRY QUERÉTARO · • Process Production Part Approval (PPAP). • Techniques for Problem Solving. • Process FMEA and Control Plan. • International Data System (IMDS)