ISO 9001:2008 Brings More Clarity to QMS Standard

Although the recently released ISO 9001:2008 contains no new requirements compared to the 2000 edition, it does clarify existing requirements of ISO 9001:2000.

Released last November, ISO 9001:2008 is the latest edition of the International Standard used by many automotive companies and other organizations as the framework for their quality management systems (QMS). The ISO 9000 family of standards represents an international consensus on good quality management practices. It consists of standards and guidelines relating to quality management systems and related supporting standards.

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ISO 9001 Certifications Top 1M Mark

(ISO: Geneva) -- The principal highlights of “The ISO Survey of Certifications 2009” are that ISO 9001, the global benchmark for quality management, has topped one million certifications, and that certifications to ISO 22000 for food safety management systems, and to ISO/IEC 27001 for information security management systems have rocketed.

SO states in the introduction to the survey that the 8-percent increase in ISO 9001 certificates, compared with the 3-percent increase in 2008, “confirms the importance of ISO 9001 in the global supply chains and as the pioneering model on which subsequent management system standards have been built and flourish.”

Safe food supply chains are a global priority. ISO 22000 certifications reached at least 13,881 certificates in 127 countries and economies—a rise of 69 percent.

The increasing importance organizations give to information security was demonstrated by the 40-percent increase in ISO/IEC 27001 certifications, which reached 12,934 in 117 countries.

“Each year, the release of the latest ISO Survey is an eagerly awaited event as the primary source of information on the importance of ISO’s management system standards to the global economy,” says ISO secretary-general Rob Steele. “For the first time, the new edition is being published on a CD-ROM containing Excel files of the surveys from the first, in 1993, up to the end of 2009. Making this data available in one place will facilitate comparison and extrapolation and make the survey an even more useful business tool.”
ISO 9001

ISO 9001 (certifications to 2000 and 2008 editions cumulated), which gives the requirements for quality management systems, is now firmly established as the globally implemented standard for providing assurance about the ability to satisfy quality requirements and to enhance customer satisfaction in supplier-customer relationships.

Up to the end of December 2009, at least 1,064,785 ISO 9001 (2000 and 2008) certificates had been issued in 178 countries and economies. The 2009 total represents an increase of 81,953 (more than 8%) over 2008, when the total was 982,832 in 176 countries and economies.
ISO 14001

ISO 14001, which gives the requirements for environmental management systems, retains its global relevance for organizations wishing to operate in an environmentally sustainable manner.

Up to the end of December 2009, at least 223,149 ISO 14001 certificates had been issued in 159 countries and economies. Annual growth is stabilized at almost the same level as in 2008—34,334 in 2009, compared to 34,242 in 2008, when the total was 188,815 in 155 countries and economies.
ISO/TS 16949

ISO/TS 16949 (certifications to 2002 and 2009 editions cumulated) gives the requirements for the application of ISO 9001:2000 by suppliers in the automotive sector. Up to the end of December 2009, at least 41,240 ISO/TS 16949 certificates had been issued in 83 countries and economies.
ISO 13485

ISO 13485 gives quality management requirements for the medical device sector for regulatory purposes. Up to the end of December 2009, at least 16,424 ISO 13485 certificates had been issued in 90 countries and economies. The 2009 total represents an increase of 3,190 (about 24%) over 2008 when the total was 13,234 in 88 countries and economies.
ISO/IEC 27001

ISO/IEC 27001 gives the requirements for information security management systems. At the end of 2009, at least 12,934 ISO/IEC 27001 certificates had been issued in 117 countries and economies. The 2009 total represents an increase of 3,688 (more than 40%) over 2008 when the total was 9,246 in 82 countries and economies.
ISO 22000

ISO 22000 gives the requirements for food safety management systems. Up to the end of December 2009, at least 13,881 ISO 22000 certificates had been issued in 127 countries and economies. The 2009 total represents an increase of 5,675 (more than 69%) over 2008 when the total was 8,206 in 112 countries and economies.
Survey on CD-ROM

For the first time, ISO is making the survey available on a CD-ROM in Excel files covering 1993 to 2009, which allows comparisons since the survey was launched.

ISO makes available the principal findings of the survey free of charge on the ISO website. More information, including industry sector breakdowns, can be found in “The ISO Survey of Certifications 2009,” on a CD-ROM. It is available from ISO national member institutes (see the complete list with contact details).
source : www.iso.org

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Why is ISO 9000 / ISO 9001:2000 Certification So Important?

First of all it provides a system for managers and organizations to achieve excellence and opens the door for American manufacturers and/or service organizations seeking a larger role in both international trade and with other American organizations. Many organizations require their suppliers to be certified or at a minimum to be working toward certification on ISO 9000 / ISO 9001:2000 to do business.

Consider the facts (source MORI/SGS-ICS) that with ISO certification:

• 83% realized improved management control
• 82% realized improved customer satisfaction
• 62% said it improved the ability to win work
• 61% stated a more motivated workforce
• 60% realized improved productivity
• 60% saw reduced waste
• 52% stated it improved marketing
• 50% had reduced costs
• 49% realized increased market share

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Some thing new from Lloyd's Register Groups, their magazine is written with business professionals in mind.

Introduced in July 2010, their new business-level magazine for clients and key industry stakeholders was called Insight.

Contributors include many of the world’s thought leaders on climate change, sustainability, innovation, risk management, food safety and other key business issues. In addition to experts across the Lloyd's Register Group, each issue will include interviews with key players from the world’s leading industry sectors.

Don’t miss the first issue, with Insight and thought leadership on:

· ISO 14001 Environmental Management
· Food safety (featuring LRQA’s Cor Groenveld, Chairman of the Board of the Foundation for Food Safety Certification)
· Climate change (featuring Anne-Marie Warris, Lloyd's Register Environmental Advisor)
· Sustainability and innovation (featuring Colin Walton, Chairman of Bombardier UK)
· Energy, Marine & Nuclear technology
· ‘Human Engineering’

Download the first issue in here …

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Security system for your Home Security

You need a security camera system? Or you want to learn more about the security camera system or video surveillance system? Here we share articles which specifically deal with security camera systems, home security and home alarm systems. After reading this article, you must be able to understand and also choose which camera to your liking.

There are two types of system security: an alarm system wired and wireless camera systems. Traditional wire system efficient enough for many homeowners, but today many prefer to use wireless.

Wireless home system has been created for many people today. Robbery, theft and looting has evolved into modern-day story in news reports over the last few years. This raises the concern of most citizens and provide a trigger to motivate them to buy a home alarm system. A home security system can provide protection for the whole family homeowner and your property. It also provides a great barrier for criminals who make them think twice about doing this crime.

If you want to install a security camera system around your house, it will be very beneficial to you if you buy a cordless type when compared to traditional cable types. The use of cable infrastructure is often annoying and disrupt your house because of the complicated installation. They are not fun to examine and often require extra holes in your walls to hide those unsightly rolls. Cable installation and camera security system will require much patience and time because you are dealing with so many wires. It would be easy to get wires crossed.

There are many companies in the market today that offer wireless security system. These cameras often have a wireless security camera and software needed to run the system. Most companies offer installations although some offer a home security system as a whole. Make sure you research different companies and as to free quotes and referrals. Any reputable company should be able to provide well for the prospect.

A method of security cameras is very important for peace of mind and security of your home. There are many benefits to having a wireless camera security system installed in your home. Set the only thing that might come back the initial cost of installation and equipment, but it is really easy to make back the insurance discount and also the security that you will feel.

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LRQA Sponsors Supply Chain Asia Logistics Awards 2009

LRQA recognized the quality performances of two of the industry’s top logistics service providers in the Risk and Security fields.

As double premium sponsors at the Supply Chain Asia Logistics Awards in Singapore in November, LRQA recognized the quality performances of two of the industry’s top logistics service providers in the Risk and Security fields.

Mike James, Director, Management Systems, presented the “Supply Chain Security Award” and the “Supply Chain Risk Management Award” to TNT Worldwide and Kuehne & Nagel, the world’s biggest forwarder of sea freight, at a gala event attended by more than 200 guests from the logistics industry across Asia.

TNT – The Supply Chain Security Award (Mike James presents the Security award to Mr Onno Boots, Managing Director TNT - Southeast Asia & Middle East)

Kuehne & Nagel – The Supply Chain Risk Management Award (Mike James presents the Risk award to Mr Tadhg Meaney, Managing Director - Kuehne & Nagel Pte Ltd)

“The ability to manage your company’s security and risk requirements is growing in importance as the logistics industry tries to assure the delivery of goods through ever more diverse and complex supply chains,” James said. “And as assurance providers to the entire energy supply chain, LRQA were proud to sponsor these awards and recognize these leaders in their fields.”

A panel of 10 judges including LRQA’s Peter Boyce, Senior Business Manager, Security Management Systems Asia, selects award-winners. The criteria used by the judges included:

The Supply Chain Security Award

• Nominated organizations should have implemented a customized security policy relevant to their organization
• The policy should be fully supported by top management
• The policy should include regular education and training for staff on security-related issues
• The policy should be uniformly applied across the organization, covering people, property and information
• Nominees should participate in and adhere to a best practice security management system, such as C-TPAT, ISO28000, WCO Authorized Economic Operator, etc.
• Regular organization-wide security audits and regular adjustments and improvement should be carried out

The Supply Chain Risk Management Award (The category is open to shippers and supply chain service providers)

• Nominated companies should have a deliberate and structured approach to risk management
• Nominees should conduct risk analysis on a systematic and ongoing basis and include adequate follow-up and review procedures
• Detailed contingency plans to deal with risks should be in place and subject to regular updates
• Risk analysis and contingency plans should cover areas including production risks, quality risks, environmental/natural disaster risks, political risk and economic risk
• Risk evaluation of key suppliers should be undertaken on a regular basis
• Risk mitigation should include education and training for staff and risk contingency plan drills.

It is the third year LRQA has sponsored these awards, which recognize the best in our increasingly competitive industry.

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What are debt settlement, debt negotiation and debt relief?

Personal debt has become an increasingly large problem in recent years. With such large debt loads, many individuals have difficulty making repayments on debts and are in need of help. May be you have heard about debt settlement, debt consolidation, debt relief and debt negotiation in banking knowledge or may be you have done the debt settlement. But not much people know about the debt settlement means and what is the benefit. Here is the simple explanation that I known about debt settlement, debt negotiation and debt relief.

Debt settlement, also known as debt arbitration or debt negotiation, is an approach to debt reduction in which the debtor and creditor agree on a reduced balance that will be regarded as payment in full. Essentially, the debt settlement company negotiates on the borrowers’ behalf with creditors to reduce the overall debts in exchange for an agreement upon regular payments to be made. Only credit card debts can be handled, not student loans, auto financing or mortgages. For the debtor, this makes obvious sense – they avoid the stigma and intrusive court-mandated controls of bankruptcy while still lowering, sometimes by more than 50%, their debt balances.

What do you think about debt relief? Debt relief is the partial or total forgiveness of debt, or the slowing or stopping of debt growth, owed by individuals, corporations, or nations. So with this debt relief we can get forgiveness but usually can’t give total forgiveness.

Who can give us the debt settlement or debt relief?

There are many companies who offer debt consolidation services. But we must be selective to choose the debt consolidation agency. Get the agency that gives us the better bid. Better ways is try search on the Internet and find some debt settlement companies. Read carefully about their program in debt settlement, debt consolidation or debt relief.

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Four Essentials of Effective Work Instructions

Returning the focus to the worker

A work instruction is a tool provided to help someone do a job correctly. This simple statement implies that the purpose of the work instruction is quality and that the target user is the worker. Unfortunately, in many workplaces, today’s work instructions have little connection with this fundamental focus. Factories have encumbered work instructions with content that has been added to satisfy auditors, lawyers, engineers, accountants, and yes, even quality managers. We’ve piled on so much extraneous material that we’ve lost sight of the intended purpose of work instructions.

Instead of providing a simple tool to do a job right, we’ve buried the work instruction under a cascade of specifications, contract requirements, revision history, references, controls, licensing provisions, and engineering theory. The person who uses the work instruction has become an afterthought in favor of satisfying a licensing or certifying auditor.



If work instructions are to be practical quality tools, the worker must at least share focus with the auditor. This shift in emphasis doesn’t require removal of the licensing and certification information that has been added to instructions. However, the procedure portion of the work instructions can be improved, often significantly, by appropriate consideration of the worker. Workers learn quickly to spot the usable portions of the work instructions and apply the appropriate material on the job.

This article suggests a four-part criteria against which work instructions can be evaluated and improved as needed. As a first step in judging the overall effectiveness of work instructions, managers can examine their work instructions against four essential characteristics: credibility, usability, accessibility, and consistency.
Credibility: Workers trust them

Credible work instructions are at the heart of standardized best practices. In a workplace that’s committed to one and only one way to perform all procedures and processes, work instructions must define that standard.

When work instructions are credible, workers accept and trust them. But it’s easy for work instructions to lose their credibility. A common way to lose credibility is when standard procedure updates and changes get passed along verbally, and there are consistent and regular delays in updating the written work instructions. With verbal changes, an important step can be missed or an individual can otherwise fail to get the correct message. In a busy workplace with frequent undocumented changes and updates, work instructions become marginalized with workers no longer trusting them as being accurate.

Work instructions also lose credibility when a supervisor initiates a change and deviates from standardized best practice. Even though the change may be an improvement, the worker is forced to make a choice, and the boss’s words are always going to win over the written work instructions. For work instructions to be credible, workers must believe that they define the one, single, proper way to perform a task.
Clarity: Workers understand them

A clear work instruction can be quickly understood by the worker with a minimum of effort. To accommodate the typical worker, an ideal work instruction explains mostly with graphics using only minimal clarifying text. Illustrations or other graphic support should be immediately visible and the worker shouldn’t be required to go to any other location for supporting information.

Work instructions start to become unusable when they contain extraneous matter not directly related to the procedure. Also, multipage or multiscreen work instructions that cannot be quickly and easily grasped don’t meet the clarity test. Because most workers have neither the time nor the patience to struggle with unclear work instructions, they lose their practical value.
Accessibility: Workers can get to them

Work instructions are accessible when they can be located quickly and easily. "Quickly" means within seconds and "easily" requires a retrieval system that the worker knows, understands, and trusts. An ideally accessible work instruction is displayed as a job aid in immediate full view in the workspace.

If someone with a question about the proper procedure must struggle to even locate the applicable work instruction, the typical worker will find an alternative such as trial and error, guesswork, and questioning an associate or supervisor. While these alternatives might produce the right answer, they lead to a decline in the significance and importance of the work instructions.

Consistency: They match worker training

Consistent work instructions conform to a style guide developed specifically for procedures and work instructions. There must be rigid consistency of terminology so that the same word means the same thing every time. There can be no undefined acronyms and confusing technical terms. All instructions should follow the same format so that the user always knows where to find information such as required tools or control settings.

Consistent work instructions also demand that the material used for worker training is consistent with provided job aids.
Conclusion

In the absence of effective user-focused work instructions, we force the worker to employ a host of unsatisfactory alternatives including guesswork, trial and error, rumor, and tribal knowledge information transfer. The inevitable result is variation, deviation, reduced productivity, and lost potential.

To achieve the desired quality benefits of standard best practice, effective work instructions need to be a fundamental first step.

For more information, visit www.explainers.com.


About The Author

Patrick Sweeney, the founder of Michigan-based Explainers (www.explainers.com), is a noted consultant, writer, and speaker on the topic of procedures and work instructions. He has presented at national and local meetings and conferences of professional organizations, forum keynote talks, college-sponsored workshops, and similar events across a broad range of industries and applications.

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FMEA – More than a Form

By Michael Down

Failure cannot be eliminated, but if potential failures are identified and analyzed early on, you can take action to minimize the potential impact. The Failure Mode and Effects Analysis (FMEA) process provides the framework.

Does this sound familiar? A problem arises and a solution is needed. Resources are marshaled and hypotheses fly. Alternative actions are identified and tested until the solution is found and applied.

The problem is apparently solved—until some time later, when “the solution” triggers a bigger problem.

These events are not intentional. Most of the time, people are doing their best, trying to help the situation. Sometimes they underestimate the level of impact of the change and assume everything will be fine. Other times, they don’t take into account a change in usage or the environment. They often don’t realize the problem they’ve created.

The good news is that these unintentional events can often be avoided. Whether it’s a new idea, design, process, or a potential solution, the risk of failure always exists. Failure cannot be eliminated, but if potential failures are identified and analyzed early on, mitigating actions can be taken to minimize the impact if the failure occurs. The Failure Mode and Effects Analysis (FMEA) process provides the framework within which this can occur.

Purpose of FMEA
FMEA is an analytical methodology used throughout the product and process development cycle to ensure that potential problems have been identified, considered and addressed. Its most visible results are the documentation of the collective knowledge of cross-functional teams and the action items which mitigate the potential risk.

Through the Advanced Product Quality Planning (APQP) process, OEMs and suppliers identify areas of concern or risk in the design that would require a FMEA analysis. During this discussion, the Potential Failure Modes and Effects Analysis Reference Manual, 4th Ed. is used as a reference to identify key areas and methods needed to evaluate the product or process design.
Key Elements of a Quality FMEA

A FMEA can be prepared to examine the design of a single part, an assembly, the entire system or the processes used to produce them. The following required elements are common for all:

• Appropriate scope. The first step is to establish the depth and level of the analysis. This is accomplished by first identifying and scoping the area of the product or process design, by some form of boundary, block, or flowchart. The complexity of the scope will determine if a single FMEA or multiple (system level and component) FMEAs are required.
• Early start. No value exists in doing an FMEA after the design is completed or the manufacturing process has been developed. The greatest benefit is received by doing it as early as possible. Partial FMEAs can be done at the conception of design to identify key requirements and risks early in the design development cycle, and updated as the design progresses.
• Knowledgeable team. The FMEA is the collaborative effort of a team. Individual team members can affect the scope, direction, or quality of the analysis. The best FMEAs are obtained when teams include subject-matter experts associated with the design or process under review.
• Structured analysis. Simple techniques such as brainstorming can be used to evaluate risk associated with a single event, but evaluating multiple events and their possible interactions requires the structured approach offered by a FMEA. Use of FMEA assures that:

1. All potential failures are identified.
2. Effects (impact to the customer) are identified.
3. Risk assessment (severity, causes, design prevention and controls, occurrence) is made for each failure mode.

• Good discussion and dissection. The FMEA form should not drive the FMEA discussion. A “good” discussion gets down to the “mechanism” of failure or the physics of how a design or system works. If your FMEA meeting is just filling out the form, it’s a waste of time.
• Risk mitigation. Identifying and assessing risks is not enough. Actions such as redesign, elimination or reduction of the causes, or provision for early detection must be taken to mitigate their impact upon the customer. The key is to assign someone on the team to either resolve the issue or follow-up with the team members needed to resolve the issue(s).
• Proper documentation. Finally, the collaborative efforts of the team – the structured analysis, the “good” discussion and the risk mitigation – need to be captured so that the same issues are not duplicated in the future and improvements can be made. Enough detail must be documented so that the FMEA can be picked up in a year and fully understood. The FMEA should not be archived until all action items have been completed and all risks identified by the team have been resolved.

Conclusions

Today, no company can assume everything will be fine. Even simple issues can create problems that eventually lead to a loss of customers and sales. The FMEA process can be a powerful tool to reduce quality issues, cam[BS1]paigns, and warranty. FMEA should become a regular tool used by all engineers in both the manufacturing and the service industry.


Michael Down is with GMNA Advanced Vehicle Engineering – Validation-FMEA & DFM Group and chairman of the SPC, MSA, FMEA Manual Subcommittees. Source : http://aiag.informz.net

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(IAQG: Warrendale, Pennsylvania) -- In an effort to improve product quality and prompt delivery of products, the International Aerospace Quality Group (IAQG) released a revision to AS9100, the quality management system (QMS) standard for the aviation, space, and defense industries.
The AS9100 quality standard is based on ISO 9001, adding requirements specific to the aviation, space, and defense industry. To make significant improvements in quality and reduce cost throughout the value stream, teams worked together to implement initiatives while striving to meet the needs of stakeholders. With this goal in mind, nearly 700 comments and change recommendations were reviewed by the IAQG AS9100 team.

Some of the changes to 9100 include:
• Expansion of scope to include land and sea based systems for defense
applications
• Risk management
• Project management
• Configuration management
• Critical items and special requirements
The release later this year of the revised quality management system standard is a vital step toward achieving the IAQG goal of transforming the on-time, on-quality, delivery (OTOQD) performance of the aviation, space, and defense industry, according to Bill Black, IAQG president.
“Our mission in IAQG is to raise dramatically the OTOQD performance of our industry for the benefit of our customers and our shareholders,” says Black. “This collaborative effort of the major industrial players takes a great leap forward with the next issue of the AS9100 standard that defines the foundation of our business operations.”
The standard can be can be obtained from national and regional standards publication bodies. The IAQG will provide and post on their web site AS9100 deployment support material to accompany the release of AS9100.
For more information on IAQG, visit www.iaqg.org.

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Delcam’s New PowerINSPECT Software Supports Five-Axis Inspection

(Delcam International Inc.: Windsor, Ontario, Canada) -- Version 5 of Delcam’s PowerINSPECT software includes support for five-axis scanning with Renishaw’s REVO probe. This new release of the world’s most successful hardware-independent inspection software also features the ability to use multiple alignments within parts or assemblies, additional GD&T features, more flexible best-fit algorithms, improved CMM connectivity. and more versatile report generation.

PowerINSPECT 5 is one of the first inspection software packages to support Renishaw’s REVO for the verification of both geometric and free-form shapes on CMMs. The combined solution offers faster and more accurate measurement of feature-rich parts, such as powertrain components, and complex doubly-curved surfaces, including those found in aerofoils and turbine blades.

As the five-axis REVO head is much lighter and more dynamic than the CMM, with a significantly better frequency response, it’s able to follow changes in the part geometry much more quickly. In addition, five-axis scanning minimizes dynamic errors caused by the inertial forces that affect the moving mass of the CMM structure.

The new PowerINSPECT release incorporates proven five-axis simulation and collision detection technology from Delcam’s PowerMILL CAM system. As a result, users can be confident that the inspection routines will operate safely and efficiently.

Five-axis operation for on-machine verification has also been enhanced, in particular by making the programming much easier. Canned strategies have been added for all standard geometric features, making it faster and simpler to generate inspection routines for prismatic parts.
PowerINSPECT’s new ability to use multiple alignments within a single part will allow independent verification of distinct areas within the component. This will make it simpler to identify the source of any error in a faulty example and so make it quicker and easier to rectify the problem.

Multiple alignments can also be important when checking assemblies of parts. They can be used to discover whether the error is in an individual component, and, if so, in which one, or whether the problem has resulted from an inaccuracy in the way in which the parts have been put together.

Inspection of more complex parts will also benefit from the enhanced best-fit options within the software. These now allow the user to prioritize the most important features in the part when identifying the most accurate alignment. For example, mating faces, which may need to be produced to a finer tolerance, can be given a higher priority.

The GD&T capability has been expanded to include symmetry, surface profile, and run-out, as well as the previously available true position, perpendicularity, angularity, parallelism, and concentricity. The new options are all available within the GD&T Wizard, to easily guide the operator through the process.

Another new option is the ability to compensate for changes in the part temperature. This will be most helpful to companies using portable devices on the shop floor, where it is impossible to maintain the temperature as consistently as can be done in a dedicated measuring area. The software includes specific expansion factors for different materials, allowing accurate compensation allowances to be calculated.

The introduction into PowerINSPECT of I++ technology will make it easier to add the software to new hardware, especially for companies that use a variety of different devices. I++ is the standard communication format for CMMs and is supported by all major equipment manufacturers.

PowerINSPECT’s easy-to-understand reporting has always been one of the software’s most popular features. With the new release, users have been given more control over the way in which the results are displayed. The previous highly automated reporting methods are still available but users are now able to customize reports more easily. For example, the positions and contents of results labels can be adjusted to highlight the most important measurements.

Source : www.qualitydigest.com

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ISO/ TS 16949 Sistem Manajemen Mutu untuk Industri Otomotif

Sejarah dan Perkembangan

ISO 9000 Series sekarang merupakan salah satu sistem manajemen mutu yang formal serta diterapkan di hampir semua jenis organisasi, termasuk industri otomotif.

Sejak peluncuran pertamanya pada tahun 1987, ISO 9000 Series mendominasi di semua bidang yang terkait dengan sistem manajemen mutu bahkan mengecualikan beberapa issue di bidang kualitas lainnya. Seperti contoh : birokrasi prosedur, paper work , tidak ada nilai tambah. Hal ini terjadi karena standar ISO 9000 Series menjelaskan mengenai "What", sehingga sangat bergantung kepada penerimaan suatu organisasi mengenai pemahaman persyaratan tersebut. Persyaratan ISO 9000 di dalam konteks bisnis merepresentasikan persyaratan minimum yang dapat diterapkan organisasi untuk mencapai kualitas produk atau service.

Salah satu persyaratan utama dari ISO 9000 Series adalah proses yang terkait dengan supplier, dimana persyaratannya adalah bahwa organisasi harus menyediakan produk /jasa yang sesuai dengan spesifikasi yang telah dipersyaratkan/ditetapkan. Artinya apabila organisasi tidak menyediakan produk/service yang sesuai dengan persyaratan/spesifikasi maka sistemnya sebenarnya fail, tetapi tidak berarti standardnya salah, hal ini bisa saja disebabkan karena interprestasi yang tidak sesuai dari organisasi. Atau jika spesifikasi/persyaratanya sudah ditetapkan tetapi kualitasnya lebih rendah maka dampaknya bisa saja produk tersebut menjadi tidak cukup untuk memenuhi kepuasan pelanggan.

Dari penjelasan di atas, ada dua masalah penting yang terkait khususnya di industri otomotif :

• Kebutuhan untuk memberikan dasar yang sama kepada supplier mengenai sistem mutu dan menghilangkan interprestasi yang terlalu banyak.
• Kebutuhan untuk mengembangkan model sertifikasi yang dapat digunakan untuk memastikan integritas dari proses sertifikasi yang bersifat " world wide".

Bersamaan dengan publikasi ISO 9000, beberapa negara mengembangkan sistem manajemen mutunya sendiri yang digunakan hanya untuk pembelian peralatan kemiliteran, seperti NATO Quality Control System Standards pada tahun 1973, juga Quality Panel dari UK Society of Motor Manufactures mengembangkan standar yang sama untuk penggunaan non militer, yaitu BS 4891, yang dipublikasikan pada tahun 1972.

Pada tahun 1992, Chrysler, Ford dan General Motor (GM) menyusun manual "supplier quality system" dan "assessment tools" yang kemudian disebut QS-9000. Standard ini dikembangkan dari persyaratan ISO 9000 series dan ditambah "generic requirements" , sector "specific requirements ", dan "customer spesific requirements". QS-9000 pertama kali di publish pada bulan Agustus 1994 dan standard ini merupakan penggabungan dari Chryler s Supplier Quality Assurance Manual, Ford's Q101, dan General s Motor's for excellence. Dalam perkembangannya QS-9000 tidak hanya diterapkan pada proses perancangan dan perakitan dari Chrysler, Ford dan GM saja. Pada bulan maret 1998 QS- 9000 direvisi untuk yang ketiga kalinya.

Disamping Amerika dan Inggris , beberapa negara lain juga mengembangkan model standard sistem manajemen yang terkait dengan Automotive industry, diantaranya VDA (Verband der Automobilindustrie) di Jerman yang mengeluarkan VDA 6.1, kemudian di Italia, Asosiasi Industri Mobil Italia (ANFIA) mengeluarkan standard AVSQ 94 , Asosiasi Industri Mobil Perancis (PSA) menerbitkan standard EAQF.
Semakin meningkatnya persaingan di industri otomotif membuat beberapa industri melakukan penggabungan dan kerjasama tidak hanya lingkup negaranya tetapi juga antar negara, sehingga hal ini juga mendasari terjadinya penggabungan standarisasi yang telah disusun. QS-9000 tidak hanya diterapkan di Amerika, tetapi di semua negara yang men-supply ke GM, Chrysler dan Ford, sehingga harus dilakukan penyesuaian terhadap standard-standard lainnya seperti VDA 6.1, EAQF 94, AVSQ 94 juga.

Pada tahun 1996 IATF (International Automotive task Force) yaitu lembaga internasional otomotif yang anggotanya terdiri dari 2 group besar yaitu industry otomotif dan asosiasi perdagangan bekerjasama dengan ISO/TC 176 mengembangkan standar yang bersifat sektoral yaitu di industri otomotif yang kemudian diberi nama ISO/TS 16949, yang dikembangkan dari QS-9000, ISO 9000 Series, VDA 6., AVSQ 94, EAQF 94 yang edisi pertamanya di keluarkan pada tahun 1999.

Dengan di kembangkannya ISO/TS 16949 oleh IATF, maka cakupannya pun semakin luas tidak hanya untuk industri mobil Eropa dan Amerika tetapi juga industri mobil di Jepang dan negara lainnya, karena asosiasi perdagangan yang menjadi anggota IATF tidak hanya Amerika (AIAG), Italia (ANFIA), Perancis (FIEV), Inggris (SMMT), Jerman (VDA-QMC), tetapi juga Jepang (JAMA), di mana JAMA merupakan asosiasi dengan jumlah anggota terbanyak diantaranya: Toyota, Mazda, Honda, Suzuki, Daihatsu, Hino, Yamaha, Nissan, Kawasaki, dsb.

Keuntungan bagi Organisasi

Dengan direvisinya ISO 9001:2000, maka IS0/TS 16949 pun di revisi untuk disesuaikan dengan persyaratan ISO 9001 :2000. Beberapa persyaratan tambahan yang berarti jika dibandingkan dengan QS-9000 adalah :

• Penetapan sasaran dan target
• Penetapan kepuasan pelanggan
• Continual Improvement
• Analisis Data
• Memastikan kesesuaian dengan persyaratan dan peraturan perundangan
• Tinjauan manajemen dilakukan untuk memonitor sasaran mutu yang stategis dan kinerja sistem.
• Verifikasi proses
• Penetapan dan pemeliharaan Plant, Peralatan, dan Fasilitas
• Review efektivitas dari pelatihan

Dengan mengadopsi ISO/TS 16949 ini, maka pemasok untuk industri otomotif akan semakin sesuai penerapannya dengan ISO 9001:2000 karena sistemnya menjadi semakin "generic".

Beberapa keuntungan yang dapat diharapkan antara lain :

• Meningkatkan kualitas produk dan proses ; hal ini dapat tercapai karena di dalam persyaratan baru mengcover diantaranya, mengenai : penetapan target, pengukuran dan reviewnya, pengukuran kepuasan pelanggan, keselamatan produk, ke- sesuaian dengan persyaratan dan perundangan, manajemen desain proses, penerapan teknik dan alat-alat kualitas
• Meningkatkan keyakinan di Global Procurement ; dengan skema standard yang jelas, maka meng- eliminasi perbedaan pemahaman standar, proses sertifikasi benar-benar diseleksi berdasarkan kriteria ISO/TS 16949 dengan ruang lingkup
• Pendekatan sistem mutu yang seragam/sama untuk pengembangan subkontraktor; dengan standar ini akan mengurangi variasi proses oleh subkontraktor sehingga hasil proses dapat lebih baik.
• Mengurangi variasi dan meningkatkan efisiensi; dengan penerapan beberapa persyaratan yang re- levant akan mengurangi hal tersebut, antara lain : Mistake Proofing, Continous Improvement, Failure Mode effect Analisys, Statistical Process Control
• Mengurangi audit pihak kedua ; dengan diterimanya standard ini oleh banyak negara, hal ini berdampak berkurangnya audit pihak kedua.

Dengan pemberlakuan ISO/TS 16949 ini maka industri otomotif dan turunannya memiliki kesempatan yang lebih luas untuk mengembangkan sistem manajemen mutunya sehingga meningkatkan kepercayaan pelangan lebih baik lagi.

Struktur ISO/TS 16949

Pada pembahasan kali ini kita akan membahas mengenai struktur dari ISO/TS 16949 dan beberapa persyaratannya. Karena dikembangkan dari ISO 9001:2000, kemudian juga dikembangkan dari QS 9000 serta memperhatikan masukan dari asosiasi industri otomotif, maka struktur ISO/TS 16949 adalah sebagai berikut :

1. Struktur ISO 9001:2000 terdiri dari :

• Scope
• Aplikasi >
• Normative reference
• Terms and Definitions
• Sistem Manajemen Mutu
• Tanggung Jawab Manajemen
• Manajemen Sumber Daya
• Realisasi Proses
• Pengukuran, analisa dan peningkatan

2. Automotive Standart Requirement, Adalah persyaratan tambahan lain yang spesifik dijelaskan di masing-masing persyaratan dari ISO 9001:2000. Misalnya :

• Persyaratan dokumentasi : ada penambahan Engineering Specification (elemen 4.2.3.1)
• Management Responsibility: ada penambahan Management commitment Proses Efisiensi (5.1.1)
• Responsisbilit dan Authority : ada penambahan responsibility for quality (5.5.1.1)
• Management representative : ada penambahan customer representative (5.5.2.1)
• Resource Management : ada penambahan: Product desain skill (6.2.2.1)
• Training on the Job.(6.2.2.3)
• Plan, Facility and equipment planning (6.3.1)

Product Realization : ada penambahan:

• 7.1.2.Accepatance criteria product realisastion
• 7.1.4.Change control
• 7..4.1.2. Supplier quality management system development

Measurement analysis & improvement : ada penambahan:

• 8.1.1Identification of statistical tools
• 8.1.2.Knowledge of basic statistical concept
• 8.2.2.2.Manufacturing process audit
• 8.5.2.1.Problem solving
• 8.5. 2.2 .Error proffing

3. Customer Spesific Requirements, adalah persyaratan spesific dari masing-masing industri otomotif yang dikeluarkan dan menjadi acuan bagi semua suppliernya di dalam mengembangkan dan menerapkan persyaratan ISO /TS 16949 ini.

Contohnya :

• BMW mengeluarkan Customer Specific Requirements
• yaitu : Supplied Parts Quality Management
• VW mengeluarkan Customer Specific Requirements Qual.Cap.Suppliers.,4th edition .

Dokumentasi ISO /TS 16949

Selain pemahaman terhadap struktur ISO/TS 16949 di atas, dibutuhkan juga beberapa dokumen yang diperlukan bagi organisi untuk dapat menerapkan ISO/ TS dengan efektif . Beberapa dokumen yang diperlukan oleh ISO/TS 16949 diantaranya adalah sebagai berikut :

A. Dokumen yang terkait dengan persyaratan ISO/TS 16949 yaitu :

• Quality Management System ISO /TS 16949, 2nd edition, yang mencakup standard ISO 900:2000 + specific automotive requirements
• Quality System Assessment Checklist to ISO/TS 16949, yang mencakup checklist utk audit ISO TS
• IATF Guidance to ISO/TS 16949:2002, yang mencakup guidance untuk implementasi ISO TS yang dikeluarkan oleh IATF (International Automotive Task Force Rules for achieving IATF Guidance, yang mencakup tahapan sertfifikasi ISO TS yang dikeluarkan oleh IATF (international Automotive Task Force)

B. Tools, Tools ini merupakan penunjang untuk menjamin kesesuaian produk dari desain sampai dengan pengiriman. Tools ini sama dengan yang digunakan di QS 9000, yang terdiri dari dari :

• APQP, Advance Porduct Quality Planning, adalah suatu tools untuk perencanaan produk
• PPAP, Production Parts Approval Process, adalah suatu tools untuk mengevaluasi part-part yang dibutuhkan dalam suatu produk
• FMEA, Failure Mode and Effects analysis, adalah suatu tools untuk mengidentifikasi dan menghilangkan kemunginan kegagalan produk/ proses.
• MSA, Measurement System Analysis, adalah suatu tools untuk menganalisis apakah suatu sistem pengukuran (operator, alat ukur, cara mengukur paramenter proses produksi)berfungsi sesuai ketentuan.
• Statistical Process Control, adalah merupakan suatu tools untuk mengontrolproses (paraemeter proses) dengan menggunakan data dan analisis statistik

C. Customer Specific Requirements, Adalah persyaratan specific yang ditetapkan oleh masing-masing industri otomotif, seperti yang telah dijelaskan di depan.

D. Informasi lain yang relevan dan terkait dengan ISO/TS 16949. Misalnya: persyaratan spesifik yang diterapkan untuk masing-masing vendor, termasuk sangsi sangsi terhadap penerapan

Jadi bagi organisasi yang ingin menerapkan ISO/TS 16949 , perlu mempersiapkan diri dengan melengkapi terlebih dahulu persyaratan dokumentasinya, sehingga memudahkan di dalam mengembangkan sistem manajamen mutu ISO/TS 16949 serta mengintegrasikannya dengan persyaratan ISO 9001:2000 yang telah dimiliki sehingga implementasinya dapat semakin efektif.

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Negara paling banyak melakukan search tentang ISO 9000 di GOOGLE

Setelah beberapa bulan mengamati perkembangan informasi tentang ISO 9000 di Google selama tahun 2008 kami menemukan Informasi yang sedikit aneh. Menurut Google negara yang paling banyak melakukan search dengan keyword yang berkaitan dengan ISO 9000 adalah Columbia diikuti berturut Guatemala, El Salvador, Mexico, Ecuador, Bolivia, Panama, Venezuela dan Dominican Republic. Coba buka datanya di http://www.google.com/insights/search/#q=iso%209000&date=today%2012-m&cmpt=date Ada apa di Columbia? Seberapa besar perkembangan dunia industri di Columbia? Mengapa Negara-negara di kawasan Amerika Selatan ini berlomba mencari system manajemen mutu yang berbasis ISO 9000? Tuntuan Customer atau memang industri di negara-negara tersebut mempunyai tujuan untuk mengembangkan dunia industri?

Adakah rekan-rekan pembaca mengetahuinya? Ada yang tertarik untuk menjadi Konsultan ISO 9000 di negara-negara tersebut?

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How to Reap Real Benefit from a Layered Process Audit

Not sure if you are getting the maximum benefit from your LPAs? It’s time to leave the minimal compliance mindset behind, and instead, understand and apply what LPAs can do for your company’s overall performance.

Since General Motors Corp. (GM) initially introduced layered process audits (LPAs) to suppliers in 2002, hundreds of companies rushed to implement the system. Chrysler made LPAs a supplier requirement in 2004, and GM suppliers implementing GM’s Quality Systems Basic Training are also required to implement LPAs. Furthermore, to reduce the variation in interpretations, the Automotive Industry Action Group (AIAG) published CQI-8—Layered Process Audits Guideline in December 2005.

However, while about one-third of North American automotive suppliers have some form of LPA in place (perhaps a bit higher among the Tier One group), some experts say that many suppliers rushed to implement the LPA strategy simply to satisfy a new customer requirement—not to examine and fully utilize the benefits of the strategy itself.

A layered process audit is an ongoing chain of simple verification checks that ensure a defined process is followed correctly. It is a powerful management tool that can improve safety, quality and cost savings by amplifying problem solving systems and making continuous improvement almost routine. Through observation, evaluation and conversations on the manufacturing floor, these checks ensure key work steps are performed properly. LPA interactions are also an excellent way for managers to show respect for frontline workers.

“To meet the new requirements, suppliers quickly created audit checksheets and questions, but never thought about what process elements and what audit questions would actually reduce risk, prevent problems, and reduce costs,” notes Murray Sittsamer, president of The Luminous Group LLC. “I would guess only about half of the companies currently doing LPAs are doing them in a way that is truly helpful to their own business performance.”

Sittsamer says OEMs see LPAs as one of the most powerful strategies to take a good supplier and make them better; or take a great supplier and keep their quality metrics from declining. “By assuring that standardized procedures are in place, an organization can move from minimally complying to an organization where quality and conformance to product and process requirements is the number-one priority,” he says.

Benefits of LPAs
Here are some of the many benefits suppliers have realized from implementing LPAs:

• Protecting operators from injury.
• Eliminating the shipping of nonconforming products.
• Saving money because it’s less costly to have fewer injuries and manufacture products correctly the first time.
• Focusing on process inputs that help achieve first-time quality.
• Ensuring that processes run correctly because you are able to personally verify them.
• Helping top management become more familiar with shop-floor activities and building a relationship between management and shop floor personnel.

“LPAs are not the typical audit of the product,” Sittsamer explains. “Instead, they are an audit of the process. In a process audit, you check to see that the operator is following the defined process. LPAs ensure that the critical process parameters, such as machine settings, temperatures, flow rates and gages, were set correctly. If the defined parameters were set correctly, the process will make good parts.”

The industry can learn more about LPAs through AIAG’s one-day Layered Process Audit Implementation Workshop. This “Train-the-Trainer” course is for individuals who will be leading their site’s implementation of Layer Process Audits to fulfill recent OEM requirements. AIAG also offers a Layered Process Audit Executive Overview for company owners, presidents, plant managers and their leadership teams. It’s designed to layout the LPA strategy, including the benefits, approach, overview of what’s required, leadership’s role, and how to monitor LPA effectiveness.

To register for these and other AIAG training, visit www.aiag.org or contact AIAG Customer Service at (248) 358-3003.

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Auto Industry Needs Error Proofing Guideline—Can You Help?

AIAG is seeking industry volunteers to create a much-needed Guide to Effective Error Proofing.

Ineffective error proofing in the automotive industry results in poor quality, loss of revenue due to repeat issues, low customer retention, and additional non-value added activities that reduce quality.

A current AIAG committee is working on the deliverable, Guide to Effective Error Proofing. Chaired by Dana Corporation’s David Kneisler, suggested topics for the document include:

• Proactive error proofing through product and process design and continuous improvement activities.
• Reactive error proofing for problem elimination.
• Effective detection for errors that cannot be eliminated.
• Communication of best practices and prior experience to eliminate repeat issues.
• Full integration of error proofing approaches with existing quality tools and procedures (APQP, FMEAs, Control Plans, etc.).
• Proactive error elimination and a zero PPM culture throughout the industry.
• A measurement system for error proofing.
• Appropriate monitoring and controls for installed error proofing.
• Guidance for industry error-proofing audits.

AIAG recognizes the opportunity to reduce warranty claims and field problems, lessen the number of recurrences to eliminate negative trends, cut back on the number of problems at the OEMs, lower the cost of quality, and shorten the time needed for each error-proofing step. A Guide to Effective Error Proofing could help AIAG’s members and the industry at large achieve this worthy goal.

For information on the activities of this committee and how you can get involved, please contact AIAG’s Karen Whitmore.

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Implementasi Lean Manufacturing (2/2)

Sebagai overview saja, berikut ini gambaran global system manufacturing disain.

Sistem manufacturing ini didisain secara integrated, terdiri dari 6 modul utama dan 1 modul juklak secara umum. Modul tersebut meliputi disain manufakturing, maintenance systems, organisasi area kerja, lingkungan dan keterlibatan karyawan, elemen quality, pergerakan material, dan petunjuk umum. Sistem audit yang dilakukan untuk mengontrol implementasi dilakukan dengan interval waktu tertentu. Proses audit hampir mirip dengan audit proses, dan cukup berbeda dengan audit quality system.

Kontrol terhadap performance dilihat dari pencapaian target yang bisa ditrace pada catatan metrik. Catatan, audit adalah kontrol terhadap implementasi sistem. Diluar itu, perlu didevelop strategic planning untuk membuat seluruh aktivitas tersebut terimplementasi secara keseluruhan. Strategic planning dilakukan secara top down force dan melakukan breakdown sekecil mungkin. Untuk melakukan budaya perbaikan, maka perlu dibentuk pula policy dari organisasi (company) agar membuat sistem bottom up dengan mekanisme yang terkontrol sehingga tidak melenceng dari strategic planning dan goal tersebut.

Definitely, keberhasilan dalam mencapai Lean Manufacturing tersebut sangat tergantung dari leadership, knowledge dan konsistensi control terhadap performance. Secara umum, apa yang disampaikan di atas adalah main body dari Lean Mfg. Sistem ini didisain terintegrasi sehingga setiap item yang tidak terkait langsung dengan mfg tetap dimasukkan karena sebagai factor pendukung untuk membentuk lean enterprise. Sistem ini terdiri dari 7 bagian yakni:

1. Flow Manufacturing System Design
2. Employe Environtment and Involvement
3. Workplace Organization
4. Operational Avalaibility
5. Material Movement
6. Quality
7. Implementation Guide

Ketujuh item di atas tidak bisa dipisah satu sama lain, interdependent element. Pembagian tersebut adalah untuk memudahkan pelaksanaan. Sebagai contoh pada disain proses manufacturing harus sudah memperhitungkan semua aspek non teknis engineering seperti efisiensi budget, ergonomis, training, visual kontrol, dan lain sebagainya. Berikut ini overview dari masing-masing item.

Flow Manufacturing System Design

Sesuai namanya, sistem ini didisain untuk membentuk disain manufacturing dengan flow base. Konsepnya ada di process flow. Perhitungan dimulai dari permintaan jumlah barang dari customer. Disain cycle time diperoleh dengan menentukan kecepatan produksi yang lebih cepat dari kecepatan konsumsi customer. Besarnya kecepatan ini tergantung dari perkiraan permintaan selama setahun, fluktuasi, policy dan kemampuan tools dan equipment dan terakhir adalah budget. Hasil dari disain ini antara lain proses flow, lay out, manufacturing sequence, disain pull system, disain pergerakan material, ergonomis, inventory, jumlah resources, skedul proyek, jumlah kebutuhan tools dan equipment, pemilihan mesin, metode kerja, value stream, dan perhitungan finansial. Secara umum, disaini inilah yang dianggap sebagai core dari manufacturing system.

Employee Environment & Involvement

Sistem ini berkaitan dengan seluruh human resources. Sub-sub elemennya antara lain adalah Belief & Value yang berkaitan dengan visi dan misi perusahaan, Multiple Skill, Suggestion System, Natural Workgroup (sejenis QCC), Training, Health & Safety, Standard Manufacturing Leadership dan lain-lain. BV berkaitan dengan konsep moral, training & multiple skill berkaitan dengan kompetensi, NWG atau QCC dan SS berkaitan dengan keterlibatan karyawan terhadap kebijakan perusahaan dan improvement, H&S saya pikir no issue, dan SML berkaitan dengan kontrol terhadap resource performance serta pelaksanaan target dan kebijakan perusahaan.

Workplace Organization

Yakni organisasi area kerja, lebih terkait kepada pembentukan sikap dan moral dan kontrol terhadap proses produksi yang kondusif. Organisasi ini lebih dikenal dalam bentuk 5S, tetapi di kami istilahnya terjemahan dalam bahasa Inggris. Sub element lainnya adalah andon system, addressing system, organisasi area kerja di office, dan sistem komunikasi perusahaan.

Operational Availability

Item ini berkaitan dengan planned maintenance systems, yakni control terhadap peralatan, quick response, change over dan performance machine secara keseluruhan. Selain itu juga didevelop sistem dimana keterlibatan karyawan produksi dalam melakukan maintenance peralatan.

Material Movement

Lebih detail mengenai sistem pull, levelling schedule, build to plan, production planning, warehouse, pergerakan material, sistem supply material ke area produksi, plan for every part, visual control untuk mengatur storage, common lot theory untuk meminimasi part built up di antara proses produksi/operasi. Item ini termasuk yang mengambil porsi sistem cukup besar selain disain manufacturing.

Implementation Guide

Implementation Guide ini lebih banyak berisi tentang petunjuk pelaksanaan untuk mendevelop strategic planning. Site plan dijadikan sebagai master pelaksanaan yang didasarkan kepada objektif perusahaan. Seluruh strategic planning bisa didevelop berdasarkan perkembangan bisnis, policy dan target-target spesifik perusahaan. Value stream management & audit digunakan sebagai alat untuk melakukan proses kontrol. Selain itu, ditentukan scientific methodlogy untuk melakukan innovation & continuous improvement. Dalam contoh actual adalah penggunaan Suggestion System untuk improvement perorangan, Natural Workgroup yang dibekali dengan 8 Step 7 Tools untuk improvement kelompok, dan 6 Sigma sebagai alat improvement dan innovation. Secara strategis, value stream dibagi ke beberapa bagian sesuai dengan jenis project/business, dan ketiga hal di atas berada dibawah payung value stream untuk mencapai lean manufacturing. Value stream & audit dikontrol secara periodik oleh manajemen. Sejatinya, informasi di atas menggambarkan overview saja. Sebagai tambahan, untuk proses auditnya tidak seperti quality sistem audit, tetapi menggunakan merit system sehingga grade sebagai tolok ukur. Besarnya target grade ditentukan oleh company. Misalnya target grade 3.5. (Oleh Mohammad Syarwani untuk IPOMS-APICS)

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Implementasi Lean Manufacturing (1/2)

Lean Manufacturing tidak saja berkisar dari sisi manufacturing process, tetapi lebih terintegrasi hingga ke departemen non manufacturing. Namun demikian penekanan utama ada pada flow process.

Untuk menentukan apakah anda membutuhkan sebuah metodologi praktis, konsepnya 5 Step. Dasarnya semua berasal dari customer. Jika sudut pandangnya adalah manufacturing, maka urutan proses yang dilakukan adalah sebagai berikut (kira-kira gambaran dari penerapan 5 step).

1. Customer Requirement (ini yang diset sebagai value, defined by customer)

Pada step ini tidak berarti bahwa segala sesuatu harus diberikan customer, tetapi organisasi anda berhak untuk menetapkan kriteria lebih spesifik. Sebagai contoh, customer cukup mengatakan saya butuh anda merakit mobil sesuai gambar yang saya berikan, produksi dengan rate 200 pcs/week, ex-work (barang keluar dari gudang sudah milik customer). maka Value dalam hal ini adalah Takt time anda 200 pcs/week, atau silakan konversikan ke detik, ex-work, proses produksi, rate konsumsi material, pemilihan supplier (jika tidak ditentukan oleh customer), dll. Sedangkan diluar hal tersebut adalah non value added yang harus dibuang, seperti pergerakan material, rate consumption over specification, scrap, etc.

2. Manufacturing System Design (MSD)

Jika dibutuhkan, maka dilakukan disain produk,atau disain proses. Dan penentuan utama dari disain proses inilah yang paling banyak menentukan seperti apa yang harus dilakukan di floor. Kaitan dengan disain proses sangat luas. Yang paling dipengaruhi adalah pemilihan mesin, sistem produksi, jumlah resources, lay out, sistem inspeksi dan project schedule. Tahap ini sangat banyak hal teknis yang rasanya perlu bahasan tersendiri.

3. Value Stream

Dalam tahap disain, sebenarnya initial value stream mapping sudah disusun. Namun demikian, value streamnya masih bersifat global dan belum sampai tahap detail. Jika disain prosesnya cukup matang, maka sebenarnya waste sudah teridentifikasi di proses manufacturing, dan ini akan sangat membantu pembentukan di value stream. Informasi lain yang berkaitan dengan value stream yang biasanya dating belakangan adalah lead time material, MoQ, Std Pack, material movement (termasuk juga seperti repackaging, dlsb) dan lain-lain, berkaitan dengan material serta shipment lead time dan shipment mode. Ada tiga value stream yang minimal, yakni ideal value stream, current value stream dan future value stream. Ideal, silakan disusun secara ideal dengan pertimbangan system produksi, quality systems, dan aturan terkait serta best practiced. Current menggambarkan keadaan faktual saat itu, dan future menggambarkan apa yang akan anda capai dalam satu periode tertentu.

4. Continuous Improvement Production

Levelling Schedule atau sistem sebangsanya karena harus sudah didefine dalam tahap MSD. Dalam hal ini, tergantung kebijakan perusahaan, karena adakalanya tidak menerapkan sistem pull karena pertimbangan finansial dan PC&L. Misal, harga barang yang sangat mahal, barang hazardous, total production cycle yang sangat pendek, produksi yang tidak continuous, material handling yagn cukup sulit, dll sehingga akhirnya menggunakan sistem push. Continuous improvement di sini lebih ditekankan kepada proses review secara periodik. Tools yang digunakan adalah tools yang sama seperti saat mendisain, yakni manufacturin systems design dan value stream. Hanya saja, pengalaman menunjukkan bahwa seringkali ada anggapan bahwa kembali kepada standar adalah improvement, ini praktis salah. Improvement dilakukan jika anda sudah mengikuti prosedur yang ada.

Bersambung ….

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Breakthrough Improvements in Biscuit Manufacturing

Making quality a way of life

Recognizing that quality is a key growth driver in an increasingly competitive market, the new management of a large, well-established FMCG food company in India decided to explore total quality management (TQM) as the means of establishing a quality culture. The case presented here is the first successful application of TQM in the company’s manufacturing processes. The dramatic improvements achieved went a long way in demonstrating that TQM works.
The problemDamaged stock returned from the market (0.76 percent of sales) was a chronic problem defying resolution, and senior management threw this challenge to TQM. A quick analysis indicated that 67 percent of the returns were due to broken biscuits.
Reducing breakage in a specific product line was therefore chosen as the first project. A cross-functional factory team was selected for the effort. The manufacturing process has the following key steps:

• Mix ingredients as per the recipe
• Preprocess into a pliable mass
• Sheet mass to the specified thickness
• Mold-cut the sheet into individual units
• Cook in a six-stage oven
• Pack stacks of products into flexible retail packs
• Packing into shippers for dispatch

A two-day quality training program was conducted with the team to introduce them to TQM, why and how it works, and most important, to open their minds to explore change. The project was then begun using TQM’s seven-step problem-solving method, as defined below:

Read full article here ...

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Can ISO Standards Be Bad for Your Company?

“What am I missing?” I'm often asked. “My compliance to this standard isn’t improving my systems, and it isn’t increasing my customers' satisfaction.” The answer to this question varies by company and types of implementation, but the solution is straightforward.

Companies that aren't getting the desired results of standards registration are generally one or more of the following:

• Companies that overdocumented the management system
• Lean companies with ambitious schedules and deadlines
• Businesses with strong management styles that have become disillusioned with customer-required standards and programs. Personnel charged with implementing documented systems don't have any more respect for them than top management demonstrates.
• Inadequate training and unnecessary restrictions through overdocumentation can set any quality system up for failure. Additionally, employees must understand the benefits and restrictions of the system. International standards are written to allow the flexibility needed for companies to be compliant without giving up efficiency and effectiveness.

Once this ineffective, formal ISO 9001 or ISO/TS 16949 documented system is in place, what's on paper hinders getting products shipped or services completed. It becomes almost impossible to deliver products or perform services efficiently, and to complete all of the paperwork and other system requirements. In the end, management begins telling staff, “Just get the job done, get the paperwork later.” This may be appropriate in the short term. If all the extra paperwork and requirements are completed, the company may not be around to solve the overdocumentation issue.

Overdocumentation can be a result of many different factors, including:

• Incomplete understanding of the requirements and intent of the standards
• The wrong approach to corrective actions
• Not fully addressing what's important to the business or management when creating the documentation
• Consultants focusing on delivering more paperwork for your implementation dollar

If the quality system is set up based on any combination of these situations, personnel begin to ignore it and companies begin taking short cuts.

Eventually, employees become uncertain of what's required, what's a guideline and what can generally be ignored. This can be done while maintaining good quality products and services, but, again, only for the short term. Employees, over time, don't know what paperwork or system to attend to and which to overlook. Nothing written can be considered important. The overriding culture requires pleasing management, shipping product and ignoring paperwork and other system requirements. Such companies end up worse off because they've lost the informal systems and culture that made them successful in the first place. The implicit culture familiar to employees holds that no paperwork is valuable and the “boss” doesn't do what he says through the formal, documented system.

One telltale sign of this condition is a scramble to prepare for registrar audits by completing requirements and paperwork. The company may do well on an audit, but it’s like winning money you can’t spend. Fabricated paperwork after the fact adds no value for the company or the customer.

The natural progression from this scenario is that these documented systems begin to fail. The usual issues, like employee turnover and new product launches, add to the bottleneck. Negative trends show up in your metrics, quality concerns increase and profits diminish. Safety and environmental issues may begin to surface. Your documented system has become an exceptional-looking “show car” that has nothing inside. It looks good, but it won't take you anywhere. You spend all of your time fixing problems instead of improving your processes. Your company culture doesn’t support the system or the changes. This adds to the idea that ISO 9001 or ISO/TS 16949 isn’t working when, in fact, it was never properly implemented.

In truth, if a good system is put in place and if employees are trained and motivated to use it properly, compliance to the standards should benefit the entire company. A correctly documented and implemented system will take no additional time and will be able to drive improvement and keep a company competitive.

Following are some solutions to keep your documented system working properly:

• Get rid of all unnecessary paperwork. It's better to start with less and fine-tune as you go.
• Train everyone—management and employees—on a simpler system.
• Motivate employees to follow the system and to recommend changes.
• Set goals and keep everyone in the company accountable.
• Continuously improve systems.

I would rather see a company reduce more paperwork than it should. At least this way its employees would always have time to complete their tasks, with no contradictions from management. We can always add as we find the need. This isn't an extraordinary amount of work, but it requires a true commitment by the management team.

This can be done effectively in several ways, including:

• Implementing lean or kaizen events
• Reducing documentation girth during an upgrade to a new revision of the standard (e.g. QS 9000 to ISO/TS 16949)
• Constantly asking why. A very effective trainer, lean guru and planner once told me that most adults should take a lesson from a 6-year-old child and start asking

“Why?” again. Why do we need to fill out four forms to accept a $1,000 order from a loyal customer? The answer is, “You don’t.” When companies are properly documented, the culture will be one of reinforcement. Employees will be completing procedures and forms because they support the company’s management and business goals. It doesn’t mean that they’ll understand the purpose of every document they touch, but it does mean that the overwhelming majority of the documentation makes good sense to the staff who use them.

So next time you pick up a procedure or complete a form, take a second glance at it and ask why it's there. If you don't know the answer, find someone who should. If you can't find anyone who knows and the document isn't legal in nature, try removing it from your system and determine the effects.

When formal documented systems are implemented to meet ISO 9001 or ISO/TS 16949 in the proper way, they add value to a business and make great sense to all concerned.

About the author

Brandon Kerkstra has extensive experience in product testing, inspection and quality in the military, nuclear, aerospace and automotive industries. He is the president of Management Solutions Group Inc., a training and consulting firm based in Grand Rapids, Michigan.

Source : www.qualitydigest.com

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