BIQS 2017 Slide Show

August 17, 2017
Hutchinson Antivibration Systems

Direct Ship Suppliers BIQS Training
1:30 P.M. Welcome and Opening Remarks

•Introductions – Purchasing Team
•Quality Team
•Safety & Facilities Information
•BIQS Training Presentation
•Sections 30, 1,8, 9, 10, 11
•Sections 2, 3, 4, 19, 20, 21
•Sections 5, 6, 14, 22, 24, 26
•Break – 20 minutes
•Sections 12,13, 25, 27, 28, 29
•Sections 7, 15, 16, 17, 18, 23
4:45 P.M. Closing Remarks - Next steps
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What is BIQS ?
BIQS is a Guideline established by General Motors:

•Built in Quality Supply
•Promotes Zero Defects through controls in manufacturi
•Uses the Elements of the ISO 9001and IATF
•Integrates GM Customer Specific Requirements
•All Suppliers of Materials shipped to GM will be audited
•Minimum score of 75 % is required in 2017
•Score good for three years
•Presentation will be made available after the presentati
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BIQS Operating Guideline
|
he BIQS has
0 elements in
e audit
omprehensive
easurement
f the of your BIQS
uality system 30 Elements
nd your ability
mange the
anufacturing
nd delivery of
roduct to the
utomotive
EMs
|
Three Key GM BIQS Controls Every Organization Should Implement
BIQS strategy #1 - Utilize a layered audit process that includes

identifying frequency, schedule, findings, and corrective action.
BIQS Strategy #2 – Analyze the risk for all operations using

Process-FMEA and Process-FMEA methodology
BIQS Strategy #3 – Implement a fast response, problem

solving process with daily monitoring
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BIQS - 30 (Safety)
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Safety
**Select all safety concerns (below) that are observed during HAVS Response
The Organization is focused on safety. Work place audit. These concerns can be selected (all that apply) when 1. SPL 071 - Health & Safety Program
is safe. Safety rules are addressed in work uploading the audit into SCMS. 2. Safety Alert System, iQRQC
instructions, including PPE. Systems are in place to 3. iQRQC details safety actions and resolutions
reduce safety risks and communicate/address No Safety Process In Place? 4. SPL 071 - Health & Safety Program. Safety Ale
safety concerns. Safety issues/concerns are Safety issues/concerns are not communicated? cascaded worldwide throughout Hutchinson, and a
tracked, reviewed, and addressed. Corrective actions are not taken to address safety concerns? assessed for applicability and pertinence at each s
Safety knowledge and actions are not read across within site 5. GWI 0918 - Hazardous Energy Lock Out
*BIQS 30 is not used to calculate BIQS level and corporation? 6. As evidenced by observation of safety equipme
scoring. Lock out/ Tag out is not followed? an operations at the cell.
Machinery Safety guards are off and machine is running? 7. GEWI 403 - Spill Kit Usage & Maintenance, spil
Slip/Trip hazards (Oil/coolant in the floor)? drills
Air quality is poor (Mist/fog/odor)? 8. RTO and regular filter changes, monitoring and
-30
Vehicle traffic concerns? reduction of VOC's
Parking lot safety concerns (ice, trip hazards)? 9. PL 080 - Safe Driving
Personal protective equipment (PPE) is not available or not 10. As per observation during walkthrough
used? 11. Vests, steel-toe shoes, permanent side shield
Fire hazards (weld flash/spark/molten metal)? eye protection, ear protection, bump caps, helmets
Overhead hazard concerns? etc.
Crush hazard concerns? 12. Non-sparking tool requirement in cementing, fi
Pinch point hazards concerns? safety drills
No issues found? 13. Bump caps / helmets mandatory at Mixer
14. Like curtains and keys for entry into robotic cel
15. To be observed during work cell operations
review
16. To be observed during walk-through
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BIQS - 1 (Nonconforming Material/Material Identification)
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BIQS – 1
Nonconforming Material /Material Identification
inition:
Nonconforming Material / Material Identification
tandardized process of identification of all material Nonconforming Material / Material Identification Sample audit to verify that team members understand wha
n the plant including traceability rule and Segregate with nonconforming / suspect material.
Team members have standardized work and
onconforming material from good material . understand what to do with non conforming / suspect Confirm that conforming material is handled, stored and id
material. appropriately.
Conforming material is handled, stored and identified Confirm that nonconforming / suspect material is clearly id
appropriately. and/or segregated. Red, Yellow, Green stoplight approac
adhered to for foot printing, containerization, table marking
pe: Non conforming / suspect material is clearly identified tagging.
BIQS -1 and/or segregated for review/disposition (i.e.
ll Material inside the facility . appropriate color coding for foot printing – red, Audit that all parts removed from the process are identifie
yellow, green). accounted for (FTQ), and reconciled to eliminate mishandl
material.
A containment method is in place to ensure that an
pose: effective breakpoint has been established. Verify use of Department Containment Worksheets, with p
Containment activities and results are documented. parts locations by operation identified to ensure no parts a
inimize risk of sending NC parts, incomplete parts missed during a containment and all parts are reconciled.
Traceability is applied according to the traceability containment worksheets must cover from the incoming m
nd mixed parts to customer methods of the finished product , and reworked parts process and shipment.
when needed .
Scrap or Suspect parts/containers clearly segregated fro
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BIQS – 1
Standardized Work
A)Identification B)Segregation C)Traceability
• Identify Good and • Containment process • Follow Traceability
NC Material in all & Worksheet rules
steps • Segregation of NC
• WI for Identification material
process • Record NC
entification
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BIQS – 1
dentification
od Material identified by green tag NC material identified and segre
1st Hour 2nd Hour 3rd Hour 4th Hour 5th Hour 6th Hour 7th Hour 8th Hour
Defects 7:00-8:00
VS Alarm 6:00-7:00 Trigger 8:00-9:00
an Alarm! 9:00-10:00 10:00-11:00 12:00-1:00 1:00-2:00 2:00-3:00 Total
Trigger # 4:00-5:00 5:00-6:00 6:00-7:00 7:00-8:00 8:00-9:00 11:00-12:00 12:00-1:00 1:00-2:00
Scratches 6 ll l ll 5
Bolt Reject 1 l l 2nd Alarm is Escalated! 2
Lash Reject 4 ll l 3
Crank Torque 5 ll lll l 6
NC Material Is recorded Suspected material for containment is segregated
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BIQS – 1
Nonconforming Material/Material Identification
ontainment
QUALITY ISSUE #
FAST RESPONSE PROCESS USED
DEPT CONTAINMENT
WORKSHEET USED
QUALITY ALERT POSTED
ADDED TO CARE / GP12
PROBLEM SOLVING FORM
841222(
10/12/1 O O O O
6)
Internal
Issue
O O O O
(Jan5th -
16)
843867
( Oct 20, O O O
2016)
ntainment work sheet done at least for fast response issues - Break point i
ntified .
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BIQS – 1
raceability Vehicle Counts
300,000
244,892
250,000
count of vehicles
200,000 potentially affecte
vehicle count usi
150,000
available trace
100,000 vehicles with act
36,754 parts (better trac
50,000
2,000
0
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BIQS Element 8 – Fast Response Problem Solving
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BIQS - 8
Fast Response Problem Solving Process
finition:
Systematic approach to act fast for quality issues using
standardized exit criteria .
pe:
ll customer issues ( Formal /informal ) and key internal
ssues .
rpose:
Ensures that quality issues are immediately addressed and closed using standardized approach and
avoid reoccurrence .
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QUALITY ISSUE #
|
DEPT CONTAINMENT
Input
WORKSHEET USED
COMPLETE
* Create Fast
response (FR)
internal issues .
external and key
ADDED TO LAYERED AUDIT

process to address
CORRECTIVE ACTION
EFFECTIVENESS MONITORED
ERROR PROOFED
Process
*
ERROR PROOFING
VERIFICATION COMPLETE
criteria
FMEA UPDATED
BIQS –8
CONTROL PLAN UPDATED

(plant manager)
, attendee , leader
* Identify issue exit
STANDARDIZED WORK
UPDATED
* Identify issue owner
Identify meeting time
TRAINING COMPLETED
Fast Response Process
GENERAL AREA TAGGING / NC

MATL SEGREGATION Output
ENGINEERING CHANGE
REQUEST / PROCESS CHANGE
REQUEST
PTR CONDUCTED
READ ACROSS TO SIMILAR LINES
/ PROCESSES
communicated .
CHANCES OF
* All issues closed

internal issues are
RECURRENCE
against standardized
* All customer and ke
documented exit criter

BIQS - 8
What to Look For:

• Verify the Fast Response process is used for all significant quality issues (customer/visual
inspection station/GP-12).
• Review the board for the log file and select 3 closed problems to check how they are closed
(evaluate fast response problems on pg 1 of the BIQS audit).
• Confirm the Plant Management ensures the applicability and the timely completion of the items
being tracked.
• Confirm the plant staff level personnel actively participate in daily meeting and confirm that
natural owner is assigned for FR issues.
• Verify the required documents are reviewed and updated (e.g. Fast Response tracking sheet,
problem solving document, PFMEA, process control plan, standardized work, layered audits,
lessons learned, etc.)
• Confirm there is read across of corrective actions to like operations.
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BIQS - 8
Fast Response Daily Meetings:
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BIQS - 8
Minimum Criteria for Initiating Fast Response is Being Met:
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BIQS - 8
Plant manager ensures the applicability and the timely completion of the items being tracked:
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BIQS - 8
Fast Response Board Example:
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Containment -
Breakpoint -
24 H
Quality Alert
Root Cause
7D
Identified
Corrective Action
Implemented
Error
14 D
Proof/Detection
Layered Process
Audits
Corrective Action
BIQS - 8
34 D
Validated
PFMEA / CP
Updated
Exit Criteria with Appropriate Timing are Defined for Closing Issues.
35 D
Standard Work
Target Timing, Status, & Date Green
Operator Instructions
Lessons Learned 40 D
(Institutionalized)
BIQS - 8
DRILL WIDE MATRIX (Ref. GM 1927-69 Drill Wide Matrix)
SYMBOL & STATUS KEY:
SUPPLIER: O Original location
Name: X Location with similar process
Location: N/A Not Applicable
Duns: Completed & 3rd Party/GM verified
is read Contact Name: Completed & Supplier verified only
Contact Phone: Not Completed
of E-mail: P Pass Through
tive actions Ti
Duns
Su
operations:
Cell 1
Cell 2
Cell 3
Tier 2
Line 1
Line 2
Line 3
Press 1
Press 2
Press 3
Process
Product /
Classification
Part Name & EFFECT OF FAILURE N/C or CS DDW Completion

GM Plant FAILURE MODE PRR Number / Issue
Number MODE CPV Status & Verification 1 Champion Symbols
Containment
Cause of Failure Mode Corrective Action
Prevent Corrective Action
Protect Corrective Action
Predict Corrective Action
Key Findings Corrective Action
Documentation Updated
Corrective Action
Process Failure Alert must be used to “read across” to other facilities and
gineering for preventive measures when a product quality issue (mfg. controllable):
missed by first line of error detection, a Preventive Action Letter (PAL) letter is
ued, a Process Control Plan not followed has escaped the control of the plant or a
nificant process failure occurs(e.g. safety, regulatory, statutory, etc.). A PFA may
o be used to communicate a significant process improvement. The receiving
nt(s) must implement
| preventive measures communicated through the PFA.
BIQS - 8
What goes wrong?
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DEPT CONTAINMENT
O
to add
WORKSHEET USED
in other
location
Storage
O (need
O
O

X

|

X
O
COMPLETE
X
X

CORRECTIVE ACTION
X
X
X
ERROR PROOFED
NA
ERROR PROOFING
X
NA
FMEA UPDATED
X
O
X
O

X
X
STANDARDIZED WORK UPDATED

X
X
TRAINING COMPLETED
X
O
MATL SEGREGATION
ENGINEERING CHANGE
X

NA
REQUEST
X
PTR CONDUCTED
NA

X
O
/ PROCESSES
CHANCES OF
M
RECURRENCE
colling
shipped
Number
process
ISSUE DESCRIPTION
Deep line
during cold
around coil
Wrong Part
6)
QUALITY ISSUE #
16)
Issue
Internal
841222(
10/12/1
(Jan5th -
O
O

BIQS –8
DEPT CONTAINMENT
O
O
WORKSHEET USED
O
O

O
O

O
O
COMPLETE
O
NA
Fast Response Process
CORRECTIVE ACTION
O
O
ERROR PROOFED
NA
NA
ERROR PROOFING
NA
NA
FMEA UPDATED
O
O
O
O
STANDARDIZED WORK
O
O
UPDATED
TRAINING COMPLETED
Check
Check
O
O
MATL SEGREGATION
ENGINEERING CHANGE
O
O
REQUEST
O
O
PTR CONDUCTED
O
O
/ PROCESSES
CHANCES OF
L
L
RECURRENCE
Wrong
ISSUE DESCRIPTION
Missing Bra
Oreientatio
BIQS Element 9 – Team Problem Solving
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BIQS - 9
Team Problem Solving
Definition:
• Standardized problem solving method for problem
solving using cross function team include team
members in shop floor .
pe:
Used for quality spills and all fast response issues .
pose:
To identify the root cause and implement countermeasure(s) that prevent recurrence and contributes to
continuous improvement.
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BIQS – 9
Problem Solving Team Standardized process
• Team member and shop floor • Standard method and forms for
levels are involved in problem problem solving such as 6 steps
solving activities of problem solving
• Criteria to initiate a problem
solving
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BIQS - 9
What to Look For:

• To provide common methods for solving problems that are understood and used by all.
• A standardized problem solving process exists. A range of problem solving activities are conducted for
different problem types and complexities, including single (special) cause, common (repetitive) cause
as well as more complex multiple-cause problems.
• Ask to talk through some problems with Team Leaders and Supervisors.
• Ask how many formal problem solving activities the team has worked on in recent months?
• Look for all teams that should be involved in problem solving activities.
• Look for a standardized processes that include: issue description and definition; containment, probabl
cause analysis, root cause analysis (5 Whys), countermeasures, implementation plan, verification,
approval to close, and escalation or read across if needed.
• Look for Leadership involvement (reviews, coaching, escalation, support, read across, etc.)
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BIQS - 9
• Documentation should be used during the problem

solving process to help effectively reach the final
countermeasure.
• The Report is a tool that enables us to effectively
address problems that we encounter on a daily basis
and implement countermeasures to prevent re-
occurrence.
• Often we already mentally utilize the methods to solve
problems which we encounter in our daily business.
• Use of the Problem Solving methodology described in
this guideline helps to effectively identify the Root
Cause of a problem and implement countermeasures.
|
BIQS - 9
Documentation Is A…:
Communication Tool:
Each Team Member involved in the process has the necessary information,
responses are ensured, and countermeasures are documented.
Control Check: on activities and responsibilities in the Problem Solving
Process. It states what must be done, by whom and when, and with what
expected results.
Documented Analysis: Leading to the problem solution and are generated
by following the logical steps of the Problem Solving Process.
Standard Report: For the entire organization that follows the Problem
Solving methodology.
Documentation: can be filed by a simple tracking number. This allows for
easy retrieval throughout the year in case the problem reoccurs, or a similar
situation arises.
Opportunity: Provides an opportunity to share ideas or lessons learned.
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BIQS - 9
By including these simple, standard elements in the Problem Solving
process, we will be able to successfully determine the root cause of
any problem and prevent it from happening in the future.
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BIQS Element 10 – Quality Focused Checks
|
BIQS - 10
Quality Focused Checks
finition:
ritical operation identified by customer ,
uppliers and past customer issues are in focus
o be reviewed each shift .
pe:
KPCs , PQCs ,( Sev 9,10 ) , supplier identified as
critical and past customer issues .
rpose:
educe risk of field actions and major disruption through keep focusing on critical operations each shift .
|
|
ne each shift
ne each shift
key internal issues
ritical Operations
C or critical operations
uld be customer issues
st Response issues
QUALITY ISSUE #
DEPT CONTAINMENT
WORKSHEET USED
COMPLETE
BIQS – 10
Quality Focus Checks
BIQS - 10
What is required:
• High risk items from Critical (Delta) operations have a Quality Focused check performed
each shift.
• High risk quality focused items from customer feedback and problem solving are included in
the Quality Focused audit, or other suitable checklist, and checked each shift.
What to look for:

• Look for high risk quality focused items from Fast Response, customer feedback and
problem solving to be included in the quality focused section of the layered audit, or other
suitable checklist and checked each shift.
• Look for high risk quality focused items from Delta C operations to be included in a Quality
Focused audit OR the quality focused section of the layered audit and checked each shift.
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BIQS - 10
QUALITY FOCUSED - GROUP LEADER QPV SHEET 1C74 27-May-16
Start of Week Date: _____________________ Name:_________________________Group#_74___________ Shift: 1 2

Complete all shift checks using O/X: O - no deviation found X - deviation found
R easo n U LO C D a t e I s s ue d Quality Check Description Mon Tue Wed Thu Fri Sat
S Complete New Hire or Transfer Safety Face-to-face Follow up: daily,

LA N/A 10-Sep-10
T weekly, monthly, and sign-off on Flex Chart
A Run Search and find for low running options. K05, LF3 with twin turbo,
GEN ALL 19-Jun-15
R Hybrids and Buick manuals
T GEN N/A 18-Aug-06 Team leader checks compliant and completed for the 1st hour.
O GEN N/A 18-Nov-06

Do Safety walk ensuring all personnel are wearing PPE, mutilation
protection and are performing their Standard Work safely.
Shop Floor key check
F
GEN N/A 18-Aug-06 Ensure all Ergonomic assists are being used properly according to JES.
S Checksheet for each
H GEN N/A 18-Aug-06 Yellow Card Process initiated for any non-standard Team Members.
I
F GEN N/A 25-Oct-10 Validate that housekeeping is acceptable and no stock on floor
T area/group for each s
Ensure you are using a new blue seal protector (Validate the correct
GEN A22L 4-Apr-11
date/shift is on the blue tool)
Complete all Quality Checks by recording PVIs or CSNs (If * next to reason = Part of Team Leader verifications)
Quality Checks are to be performed during the 1st 4.0 hours of shift and the last 4.0 hours of shift
GEN A21L 4-Apr-11 Ensure the operator is using the blue seal protector tool correctly
See next 2 pages
TL
#1 Ensure Operator is performing 'TUG CHECK' on propshaft to verify it is
GEN A21L 4-Apr-11
fully seated close-up of details
GEN A28R 15-Jul-15 Verify no damage to AWD clamp
GEN A30L/R 17-Mar-09 Verify team member clamps rad hose in correct location
GEN A65 7-Mar-16 Verify all 3 Turbo snorkel connections are fully seated on LTG
TL
#2 GEN A66 7-Mar-16 Verify all 7 CAM connections are fully seated and locked on LFX
Verify TOC lines are not twisted or cossed on LCV

GEN A67 7-Mar-16
Complete all GMS checks using O/X: O - no deviation found X - deviation found
LA All 11-Dec-07 Ensure PMP's at each station are complete and up-to-date
LA All 11-Dec-07 Ensure rotation logs are being signed and Flex Charts are accurate
Perform Audit Once A Week With Team Leader-Write In ULOC When

LA All 11-Dec-07 uloc uloc uloc uloc uloc uloc
Complete
Sign-off the Team Leader QPV's are completed daily, (including the LA
LA n/a 11-Dec-07
questions) with appropriate corrective actions - when required.
G
M GEN N/A 18-Aug-06 Review, initial, and file Team Leader QPV and Yellow cards.
S
Ensure all alarms have been reviewed with containment strategy and
GEN N/A 18-Aug-06
signed-off.
Ensure that scrap is reviewed and written up on salvage table by end of

GEN N/A 18-Aug-06
shift.
Validate Error Proofing Checks Are Being Completed As Per Schedule.

GEN ALL 13-Oct-13
Enter Percent Complete In Column To The Right Daily.
Reason Legend: W :W arranty; JDP : JD P ower; QCL: Quality Check List; M S : M andatory S equence; P CC: P rocess Control Check; P AD: P roduction Assembly Document; eBOP : Bill of
P rocess, AUD: Audit Call; OS O: T eam M ember S ensitive Operation; KP C: Key P roduct Character,GE N= General, M UT = M utilation LA: Layered Audit requirement
CORRECTIVE ACTIONS OR COMMENTS
| WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS

AND COMMENTS MUST BE RECORDED ON THE BACK OF THIS SHEET.
SHIFT LEADER WEEKLY REVIEW: Signature: _______________________
BIQS - 10
QUALITY FOCUSED - GROUP LEADER QPV SHEET 1C74 27-May-16
Start of Week Date: _____________________ Name:_________________________Group#_74___________ Shift: 1 2
Complete all shift checks using O/X: O - no deviation found X - deviation found
Reason ULOC Date Issued Quality Check Description Mon Tue Wed Thu Fri Sat
Complete New Hire or Transfer Safety Face-to-face Follow

LA N/A 10-Sep-10
up: daily, weekly, monthly, and sign-off on Flex Chart
S
T Run Search and find for low running options. K05, LF3 with
GEN ALL 19-Jun-15
A twin turbo, Hybrids and Buick manuals
R Team leader checks compliant and completed for the 1st
T
GEN N/A 18-Aug-06
hour.
Do Safety walk ensuring all personnel are wearing PPE,
Start of Shift Chec
O GEN N/A 18-Nov-06 mutilation protection and are performing their Standard Work
F
safely.
S Ensure all Ergonomic assists are being used properly
GEN N/A 18-Aug-06
H according to JES.
I Yellow Card Process initiated for any non-standard Team
F
GEN N/A 18-Aug-06
Members.
T
Validate that housekeeping is acceptable and no stock on
GEN N/A 25-Oct-10
floor
Ensure you are using a new blue seal protector (Validate the
GEN A22L 4-Apr-11
correct date/shift is on the blue tool)
Complete all Quality Checks by recording PVIs or CSNs (If * next to reason = Part of Team Leader verifications)
Quality Checks are to be performed during the 1st 4.0 hours of shift and the last 4.0 hours of shift
Ensure the operator is using the blue seal protector tool
GEN A21L 4-Apr-11
TL correctly
#1 Ensure Operator is performing 'TUG CHECK' on propshaft to
GEN A21L 4-Apr-11
verify it is fully seated
GEN A28R 15-Jul-15 Verify no damage to AWD clamp

Daily: Key Operations
GEN A30L/R 17-Mar-09 Verify team member clamps rad hose in correct location
Verify all 3 Turbo snorkel connections are fully seated on

verified for SWI
GEN A65 7-Mar-16
TL LTG
#2 Verify all 7 CAM connections are fully seated and locked on Followed/ understood:
GEN A66 7-Mar-16
LFX
Verify TOC lines are not twisted or cossed on LCV
GEN A67 7-Mar-16 Example shows 2x/shif
|
BIQS - 10
Complete all GMS checks using O/X: O - no deviation found X - deviation found
LA All 11-Dec-07 Ensure PMP's at each station are complete and up-to-date
LA All 11-Dec-07 Ensure rotation logs are being signed and Flex Charts are accurate
Perform Audit Once A Week With Team Leader-Write In ULOC When

LA All 11-Dec-07 uloc uloc uloc uloc uloc uloc
Complete
Sign-off the Team Leader QPV's are completed daily, (including the LA
LA n/a 11-Dec-07
questions) with appropriate corrective actions - when required.
G Suggested Pr
M GEN N/A 18-Aug-06 Review, initial, and file Team Leader QPV and Yellow cards.
S Daily: BIQ dis
Ensure all alarms have been reviewed with containment strategy and
GEN N/A 18-Aug-06 review
signed-off.
Ensure that scrap is reviewed and written up on salvage table by end of

GEN N/A 18-Aug-06
shift.
Validate Error Proofing Checks Are Being Completed As Per Schedule.

GEN ALL 13-Oct-13
Enter Percent Complete In Column To The Right Daily. Deviations from all
Reason Legend: W :W arranty; JDP: JD Power; QCL: Quality Check List; MS: Mandatory Sequence; PCC: Process Control Check; PAD: Production Assembly Document; eBOP: Bill of
sections addresse
Process, AUD: Audit Call; OSO: T eam Member Sensitive Operation; KPC: Key Product Character,GEN=General, MUT =Mutilation LA: Layered Audit requirement
and documented
CORRECTIVE ACTIONS OR COMMENTS
WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS

AND COMMENTS MUST BE RECORDED ON THE BACK OF THIS SHEET.
SHIFT LEADER WEEKLY REVIEW: Signature: _______________________
|
Detailed Process Description Nr.: F-CXXXFO-PABWELD
Initial Process Description Nr./Revision: Issued by: Review Nr.:1
CXXX Instrument Panel PAB Chute Weld First Off Inspection John Doe 10/10/2016
Product Name: Product Number: Eng. Level / Date: Process:
CXXX Instrument Panel PAB Chute Weld First Off
123456B, 123457B, 123458B, 123459B NA Verification of PAB Chute weld install
Inspection
Nr. Detailed Operation Description Time Main Stage Key Point Reason of the Key Point. Explanatory Sketch. Operating Rules and other.
ed Reaction NOTE: NOTIFY PROCESS TECHNICIAN TO ADJUST IF ANY FAIL ITEMS ARE DISCOVERED. Contact quality manager, quality engineer, manufacturing engineer, engineer manager, and plant manager.
Production will set aside a first off part First off shall be 4
1 with tag identification for testing to be completed within 2 hours
complete. of production run.
Verify that the first off part has been

2
scrapped out by production
If older, weld is better

3 Inspect PAB chute label date and time PAB chute to be older than 26 hours. and less readthrough on
top surface.
No laser score seam is acceptable.

No visible dents around the PAB
Critical 4 Verify no read through on the top surface
chute perimeter weld. Part is to be
held and rotated around for
evaluation. Office light and natural
ity Focused Checks sunlight should be used. 5
Verify PAB Chute position. PAB Chute Scribe line must be visible all four
5
should be centered within scribe lines sides.
Laser score shall not be seen

Check back side laser score position in ! anywhere except hinge. Hinge is
6
rence PFMEA/CP relation to PAB Chute located in area circled in green
Photo 6.
Melted plastic at the bottom of the

Look for evidence that weld is good by
7 holes means that plastic was melted.
checking inside holes and perimeter.
No clean holes should be seen.
Load C1UG test fixture. Set part in Load part correctly.

6 7
fixture nest. Make sure part is Incorrect loading will
8 Perform Break out test located correctly. Input the part cause drop test false
serial number in the PLC. Perform failure report. Flap must
drop test open with a clean break.
cord Results Record results in computer. Write results

Must be within internal specification.
on the part label. Remove part, cut the
9 ! Specification is posted on the drop
PAB chute hinge only leaving the
test cage.
substrate attached to ease removal of part.
Record dimesnion.
Measure distance of the PAB Wall to the !
10 PAB wall visible around perimeter. Dimension must be
laser score scribe line.
between 0.5 - 5.5 mm.
| PAB Tabs shall not be past the laser

11 Inspect TABs.
score edge.
8
BIQS Element 11 - Standardized Work
|
BIQS - 11
Standardized Work
finition:
tandardized work is documented for all operations .
ork is performed as standardized work . Work place
rganization is followed .
pe:
All operations such as manufacturing , handling ,
shipping ,….etc .
pose:
o establish a repeatable, predictable baseline for continuous improvement and to involve the Team Member
n both the initial and ongoing improvements to achieve the highest levels of safety, quality, and productivity.
|
BIQS – 11
Standardized work
Work Place
Organization (5S)
Work Instructions
• 5S principles are applied
• Support delivering NC
• Include what & How to do parts , incomplete parts to
• Used to perform work customer .
• Used for training • Support in following WI
• Avoid waste time
|
BIQS - 11
Standardized Work
What to look for:

• An established standard to facilitate training and understanding of
documentation across the entire plant/organization.
• Use the plant approved documents to capture Standardized Work.
• Standardized Work Documents should include what, how & why

for tasks performed.
• Check if standardized work is available at the workstations and that

it is followed.
|
BIQS - 11
Standardized Work
STANDARDIZED WORK BENEFITS :
To the Team Member:
•Identifies the safest, highest quality, most efficient & most ergonomically friendly approach to completing the task.
•Provides a method for the Team Member to have input into the improvement of their jobs.
•Provides the tool for proper training & problem solving.
To External Customers (People buying our vehicles):
•Provides great quality and lowest possible cost through the continued execution of the best known method of production.
To Internal Customers (Downstream Operation):
•Provides an error-free component to the customer down the line.
•Provides a baseline for problem identification and resolution.
Internal Suppliers (Upstream Operations):
•Allows for level schedules to Internal Suppliers.
•Allows for quick identification & feedback of problems to Internal Suppliers.
|
BIQS - 11
Standardized Work
What?
•Standardized Work (SW) is the documented and current best method to safely and efficiently organize
work that can meet required quality standards.
•SW at a minimum answers: What to do on a job or task (major step), How to do it (key point), and W
it needs to be done (reason).
Why?
•SW, like all standardization, is done to help Identify and Eliminate Waste and to improve business res
as measured by the organizational goals.
•SW acts as a controlled continuous improvement process (CIP). Following SW will demonstrate if act
results match expected results. If not, the process can be improved by changing controlled inputs. SW
therefore your basis for continuous improvement (CIP).
When and Where?
•When errors (waste of correction) occur, it is either a problem with the way the SW is designed, inputs
the work, or SW was not followed.
|
BIQS Element 2 – Layered Audit
|
BIQS – 2 Layered Audit
Definition:
• Standardized layered audit to check
compliance to processes
pe:
ll Processes , Multiple layers
rpose:
nsure Compliance to processes , Identify areas for
mprovement , and used by leadership in teaching and
oaching .
|
BIQS – 2
Layered Process Audit
Develop Execute Audit Continuous
Process Improvement
• Record Results • Customer issues

• Identify Layers
• Set Counter actions added to
• Smart process audit .
Measure for
questions
findings if • Audit results are
• Train Auditors needed. analyzed to
• Audit plan for each • Follow up until improve
layer closure performance.
|
BIQS – 2 Layered
Process Audit
Key Point:
• LPA process is owned by management who assure effective
implementation of LPA on all levels and use the LPA process for
Continuous Improvement
• LPA should include daily activity by team members/leaders
• Management should participate with audit activity and visit the shop
floor, frequently (i.e: monthly basis)
• Customer specific and quality focus checks from FR issues should be
reviewed by all layers including management
• Top Management should ensure effective corrective actions and counter
measures
|
|
|
BIQS – 2 LAYERED AUDIT
DEPT._________________ LAYERED PROCESS AUDIT RESULTS
100% 47 50
90% 43 43 45
80% 40
70% 35
60% 27 30
23 24
50% 22 25
20 19
40% 20
16 16
14
30% 15
20% 10
10% 5
0% 0
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
% IN COMPLIANCE: 88% 68% 95% 96% 97% 84% 95% 95% 94% 95% 95% 89%
# OF ITEMS ON ASSESSMENT: 20 15 20 30 20 10 20 25 20 20 20 20
# OF ASSESSMENTS 20 9 28 15 20 10 20 20 20 20 20 20
TOTAL # OF ITEMS ASSESSED: 400 135 560 450 400 100 400 500 400 400 400 400
# OF ITEMS IN COMPLIANCE: 353 92 533 434 386 84 380 477 376 381 378 357
NON CONFORMANCES 47 43 27 16 14 16 20 23 24 19 22 43
NON CONFORMANCES NUMBER OF ITEMS NOT IN COMPLIANCE

Safety 10 8 5 2 1 1 1 1 1 1 1 1
Missed Audits 10 8 3 2 3 4 5 2 1 1 1 10
5S Related 2 7 7 3 2 2 2 2 2 2 3 2
Product 10 4 3 2 1 1 1 1 1 1 1 10
Voice of Customer 6 4 2 2 3 4 4 4 3 2 2 10
Systemic 9 7 1 2 2 2 2 2 2 2 2 2
Gage Calibration 5 6 3 2 2 5 6 7 2 2 2
Poke Yoke 5 7 8 10 6
|
BIQS - 3 (PFMEAs)
|
BIQS–3
PFMEAs
finition:
Based on product requirements, risk for each
operation should be studied , preventive & Detection
controls should be taken based on Sev of risk and
occ of each cause .
ope:
All part numbers and operations including non-
manufacturing (such as labeling, handling, and
transportation)
rpose:
Build standardized process of developing PFMEAs using cross functional teams to address each potential failure effect
and set appropriate controls for each failure mode causes using standardized guidelines such as AIAG
|
BIQS – 3
PFMEAs
PFD Product Requirements Preventive Controls
DFMEA Failure Modes Detection Controls
Drawing & Customer Highest Effect of (Det)
requirements Failure modes (Sev) RPN for each cause
Input
PFMEA Ranking Potential Causes of Ready to link with PC
Output
Guide Lines Failure mode
Process
FTQ, PPM,… Occurrence Rate for
(Historical Records) Each Cause
PFMEA Development Process

|
BIQS – 3
PFMEAs
AIAG Severity Occurrence Detection (S.O.D) Guideline Tables:
est failure mode effect from

user, customer and How much cause occurred
ufacturing process. at all supported by data ? Best control used for
cause or whole failure
mode.
|
BIQS – 3
PFMEAs
ples 1 : Suspected parts pote
ling Risks: (Mirror Noise) to fill into Ok box
Part shipped to customer .
t cause identified that short length part is shipped to customer .
t supposed to be 100% inspected with green mark Detection .
tem root cause reported : Uninspected defected part fall into
box ( handling risks are not analyzed in PFMEA) The Ok
Current Current Box
Potential s Potential
equirem Potential Process Process
Effect(s) e Cause(s) of Recommened action
RPN
ents failure mode Controls Controls Handling Risks are not studied
of v Failure
Detection
prevention detection
Occurrence
Failure
* MP:
Rework Suspected Parts
off line
* Standardize
uspected Mixed Customer Green Box location of
Visual Standardize areas in WI for
parts not suspected : close to suspected
6 5 Inspection 7 210 suspected material and ok bin
ixed with parts into Ok Rework suspected material
during LPA away from each other
ood parts parts off line material away from
* End Ok bins
User:
Noise
Ok bin withou
k of studying handling risks might cause quality issues . potential for mi
Handling Risks consid
|
BIQS – 3
PFMEAs
Examples 2: • Failure Modes Captured after studying
Requirements : (Part Subassembly) Requirements for each step:
ailure Modes Captured without Process Step Requirements Potential failure mo
tudying requirements:
Wrong Screw Use
T orque Below Lim

* Fixing the
ess Step Potential failure mode metal wire by
bolt (4*10)
mm. M issing BM C Cavit
* Assembly in
Assembly of the
specific
BM C cavity
Direction.
bly of the Wrong Screw Used * Assembly to
specified T orque above limi
C cavity Assembly of BMC Cavity T orque
Fix M etal wire in opp

direction
ck of studying product requirement will lead to miss many failure modes that might cause quality i
|
BIQS – 3
PFMEAs
Examples 2 : • Effect is studied based on manufacturing
Effect Study: (Glass Scratch) process, customer and end user.
ect Study is based on End
er point of view. Potential s
Potential failure
Effect(s) of e
mode
Failure v
Potential s
tential failure
Effect(s) of e
mode
Failure v * MP : Might
Scrap based
on size (7)
Scratch in * Customer :
7
Windshield Rework off
Scratch in Apperance
4 line (6)
Windshield defect
End User :
Apperance
defect (4)
• Study Effect from one point of view might lead to wrong or unestimated severity ranking.
• If Sev. is underestimated, real risk will be hidden and proper controls might not be taken.
• Risk reduction priorities will not be accurate.
|
BIQS –4
PFMEA Risk Reduction & Annual Review

BIQS Element 4 – PFMEA Risk Reduction & Annual Revie
|
BIQS –4
PFMEAs - Risk Reduction & Annual Review Look for evidence of monthly cross functional risk reduction review
Definition: on preventing defects from leaving the work station.
• Cross Function teams work in a systematic Monthly RPN risk reduction reviews by product focused on Confirm action plans for top issues include: 1) Recommended acti
approach to reduce risk proactively . preventing defects from leaving the work station are held to drive Responsibility, 3) Timing.
continuous improvement. Action plans for top issues must Check if there is a process of prioritizing high risk items such as Ri
include: 1. Recommended actions, 2. Responsibility, 3. Timing. method or equivalent.
BIQS -4 Plant Management shall be included in top risk reporting and appr
pe: Reverse PFMEA process is in place to identify new potential countermeasures.
ll Operation , using PFMEA periodic risk failure mode in the shop floor Verify if Reverse PFMEA (On-station reviews) findings are driven b
eduction and reverse PFMEA activities . Process Flow, PFMEA, Control Plan, and Work Instructions as app
pose:
o reduce risk on proactive approach to reduce BIQS Red + Yellow Elements
ighest risks first .
BIQS-4: PFMEAs - Risk Reduction & Annual Review
BIQS-1: Nonconforming Material/Material Identification 886
BIQS-2: Layered Audit 858
BIQS-26: Maintenance 817
2016 BIQS audit analysis shows 77% of BIQS - 4 has not
BIQS-9: Team Problem Solving Process 743
achieved Green status.
BIQS-8: Fast Response Problem Solving Process 693
BIQS-23: Feedback/Feedforward 630
|
BIQS-3: PFMEAs 621
BIQS-11: Standardized Work 621
BIQS-12: Process Change Control 566
BIQS-14: Change Control - Production Trial Run (PTR) 549
BIQS-22: Rework/Repair Confirmation/Teardown 512
BIQS –4
PFMEA Team monthly Reverse PFMEA
Meeting Agenda outcome ( New Failur
FTQ , PPM
Shop floor reverse Modes, New Causes,
,…customer
PFMEA review. New Controls, Revise
records).
Input
Occ., Det Numbers).
Annual Review Team deep dive to
Output
reduce to risky items Top risky items new
Plan.
Process
as per prioritizing preventive, detection
Criteria for criteria controls or both.
prioritizing risk
(EX : Risk limiting
method ).
Risk Reduction & Annual Review

BIQS –4
PFMEA Risk Reduction & Annual
A) Update PFMEA for
Review
customer & Internal Big B) Reverse PFMEA &
Issues Monthly RPN reduction
* Review PFMEA to add new
Failure Modes, causes, and
controls .
* It is required in Fast
Response Process
VS * Monthly Reduce top risky
potential risk
• Reactive Approach • Proactive Approach

• Not Considered as • Considered as Risk
Risk Reduction Reduction
|
BIQS –4
Priority Level
Risk Limiting Method: Based on Severity Zone (Severity vs. Occurrence) and Detection Level (Severit
Detection)
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
Priority Level 1: Highest level of risk, should review for potential risk redu
2 1 1 1 1 1 1 1 1 activity
2 2 2 1 1 1 1 1 1
2 2 2 1 1 1 1 1 1
Priority Level 2: Medium level of risk, next group to review for potential r
3 2 2 2 2 1 1 1 1 reduction activity
3 3 3 2 2 1 1 1 1
Priority Level 3: Lowest level of risk, risk reduction activity not necessa
3 3 3 3 3 2 2 1 1
3 3 3 3 3 3 3 2 2
3 3 3 3 3 3 3 3 3 Priority Level
2 3 4 5 6 7 8 9 10 Detection
Severity
3 2 2 3 • Severity Zone: comparing the severity and occurr
3 2 1 1 1 1 1 1 1 1 2 3 numbers.
2 1
3 2 1 1 1 1 1 1 1 1
3 2 2 2 2 2 1 1 1 1 1 1 1 2 • Detection Zone: comparing the severity and dete
(Sev over Det)

3 3 3 3 2 2 2 2 1 1
Detection Zone
numbers.
3 3 3 3 3 3 2 2 1 1 1 2 3
3 3 3 3 3 3 3 3 2 2
Severity Zone
3 3 3 3 3 3 3 3 2 2
(Sev over Occ)
3 3 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3 3 3 3
1 2 3 4 5 6 7 8 9 10
Severity |
BIQS –4
Standardized Risk Prioritizing Methods
Ex:
A) Prioritize based on B) Prioritize based on

RPN Severity of the risk
* Uses different methods to
*Item B is selected as high prioritize risk but Sev will be
priority . taken as highest impact .
* Simple to use * Sensitive to high severity
Not Sensitive for high severity items.
items .
Not Recommended Recommended
|
BIQS –4
Ex: Risk Reduction Risk
Criteria
Risk Reduced
|
BIQS –4
Ex Reverse PFMEA
Reverse PFMEA Check List Outcome
• New failure modes , Causes added to PFM

• Status Monthly Reviewed with Leadership
|
BIQS Element 19 – Process Control
|
BIQS - 19
Process Controls
finition:
FMEA is used to build PCP which is used to develop WI .
ll of them are updated with each other using same logic
rder .
ritical operations are communicated in the PCP & WI
pe:
ll Operations .
QC , KPC , supplier identified critical operations .
pose:
I for team member is taken from PFMEA & PCP .
ritical Operation are communicated to team member in the WI
|
BIQS - 19
Process Controls
What to Look for:
Review critical operations to ensure they are identified with a delta at the operation and in the
standardized work.
|
BIQS – 19
Development of Process Control (PFMEA - PCP – WI)
Critical Operations Identified Document links
• KPC , PQC , Supplier critical are • PFMEA is input of PCP which is input
identified in WI of WI .
• All documents are updated for FR
issues as per correct sequence .
QUALITY ISSUE #
DEPT CONTAINMENT
WORKSHEET USED
COMPLETE
CORRECTIVE ACTION
ERROR PROOFED
ERROR PROOFING
FMEA UPDATED
841222(
10/12/1 O O O O O O O NA NA O
6)
|
BIQS - 19
Process Controls
PFMEAs, Process Control Plans, and standardized w

nformation/KCDS DFMEA documentation are comprehensive, sufficient, and flo
one from the other.
SPC PFMEA Process Flow Diagram
Product Quality Process Control

Std.
| Plan Std. Work
BIQS 19 - Process Control
Example: Linkage from PFMEA to P

Requirement
al operations are identified with a BIQS 19 - Process Control
a” at the operation and in the
ardized work.
BIQS Element 20 – Process Control Plan
|
BIQS - 20
Process Control Plan Implemented
finition:
PCP should be followed . Sample size and time should
be respected .Reaction plan is standardized and
followed in case of poor results.
pe:
All operations .
pose:
o ensure that approved control plan designed to reduce risk is followed and reaction plan is followed if needed .
|
BIQS - 20
What to Look For:
Sample process control plans and ensure checks are performed at the correct frequency and
sample size.
• Confirm that checks are documented using the proper control method (i.e. control charts,
check sheets).
• Check that reaction plans from the process control plan are present, followed and effective.
• Check how sample size is determined and how it is linked with occurrence number.
• Check that sample size is reviewed on a regular basis.
• Check that testing sample size is according to customer requirement/testing standard as
minimum.
• Check that process specific requirements are met, audit records are kept, and action plans i
case of gaps are followed.
|
BIQS - 20
|
BIQS - 20
|
BIQS - 20
|
BIQS - 21 ( Process Capability review)
|
BIQS – 21
Process Capability Review
inition: Process Capability Review Look for capability studies on KPC's and PQC's and confirm that action pl
apability study should be done annually . documented to address characteristics with low capability.
rocess stability is checked . Reaction plan Capability reviews of process equipment with high risk/impact
(e.g. minimum Key Characteristic Designation System) are held Annual capability studies are required on all critical equipment at a minim
hould be followed incase of poor results . BIQS -21 to identify process capability and required corrective actions. A verify this is taking place
reaction plan for non-capable process is present. Corrective Check that capability study is done after process stability. Check that safe
action is documented. Process stability is monitored and used for critical features are included in the capability study.
process capability reviews.
pe:
ll KPCs , PQCs or any other critical features identified by supplier
pose:
ll special causes are eliminated.
rocess is capable to meet customer requirements and predictable.
|
BIQS – 21
Process Capability Reviews
KPC #1
|
BIQS – 21
KPC , PQC and /or Critical Features Identified By Supplier
A) B)
Measure VS Capability
100% only Study
|
BIQS – 21
* Study Process * All Process are stabl
*Drawing
stability ( action plan for speci
*PQC , KPC cases)
* Remove special
*Supplier identified causes *All identified features
Input
critical feature have capability numbe
* Measure Capability
Output
*Customer (CPk) .
For identified
Process
identified threshold * Action plan against
for CPk results. features
poor results is
documented and
followed .
|
BIQS Element 5 – Bypass Management
|
BIQS – 5 Bypass
Management
finition:
urrent controls should be studied based on risk ,
lternative process should be standardized . Standardized
ommunication method need to be done when bypass
ccurred . Standardized audit need to be done .
pe:
t least study should be done for error proofing /detection
evices .
rpose:
Avoid stopping customer production for less risky controls but at the same time reduce risk of sending Nonconformities
applied .
Avoid bypass high risky controls .
|
BIQS – 5
Bypass /Deviation Management
Identification Prepare Communicate
• Set bypass RPN • Review status in regular

• manufacturing • Update PCP for
processes and error meeting ( Changes
bypass process review , Fast response
proofing devices which
can be bypassed or • Create bypass WI ,..)
placed in deviation( • Get Customer • Regular audit /review at
PFMEA Risk approval . implementation .
assessment )
• Update Error proofing
sheet
|
BIQS – 5
Bypass Management
hat to look for:
Ask appropriate plant personnel to show you the plant list of manufacturing processes and/or error proofing devices
which can be bypassed. This is a master list indicating which stations can or can not be put in bypass. A Verification
Method is needed if a station is being placed in bypass.
Ask to see evidence of how the Risk Priority Number (RPN) for all approved bypass processes is evaluated.
Note: Check if PFMEA is being used for this.
Ask to see the standardized work available for bypass processes selected above.
Ask to see evidence of their written and approved bypass procedure. Note: Bypass procedure should include custome
notification.
Ask to see evidence of when implemented bypasses are reviewed by leadership. Note: Should be reviewed in the nex
upcoming leadership meeting.
Ask to see evidence of the quality focused audit/LPA performed for processes/devices in bypass.
Ask to see evidence of restart verification being documented for a defined period. Note: Should be 100% checked for
all features.
|
BIQS – 5
Bypass /Deviation Management
ass Planning
Selected ( Yes) for bypass by Study PCP for by pass
MEA Risk Assessments yellow color process
WI for Bypass Process
|
BIQS – 5 Bypass
Management
Key Point:
The Process Bypass Control procedure should incorporate the following:

1) The process methods/controls defined for bypassing an existing manufacturing
process are approved by the Operations Manager (process owner),
Engineering Manager and the Quality Manager.
2) A list of processes approved for bypass are maintained through the Document
Control Process.
3) The PFMEA and Control Plan include the bypass process.
4) Standardized Work Instructions are established for the bypass process.
5) A form of communication is posted at each active bypass point.
6) Bypass process should be covered in LPA and FR to ensure PFMEA , CP ,SW ,
setting process during and after bypass .
|
BIQS – 5 Bypass
Management
Bypass
Master
List
Bypass / Backup allowed with GQP-067, JES / PPCR
CANNOT Bypass / Backup
ERROR DETECTION Station

TEAM STA STATION DESCRIPTION Errorproofing Bypass ERROR DETECTION / PROOFING DESCRIPTION verification method
FEATURE/ITEM BYPASS
VERIFY CORRECT TYPE BLOCK & SCAN 2D MATRIX ON PART & RECORD FOR
1-010 LOAD BLOCK TO PEDESTAL bad 2d on checksheet
RECORD TRACEABILITY
1-010 SCHEDULING SYSTEM
1-020 ROLLOVER
1-030 MBC DEBOLT
1-040 PLACE EUN LABEL TO BLOCK LABEL CORRECT HAND SCANNER -EUN LABEL MATCHES RFID bad 2d on checksheet
1-040 REMOVE MBC VACUUM FOR DEBRIS INTERLOCK SWITCH FOR VACUUM REMOVED/USED ball on string
TEAM #1
1-070 PISTON SQUIRTER TORQUE VERIFY TORQUE static torque check
1-080 MBC CAMERA VERIFY BEARING PRESENCE
SCAN 2D MATRIX ON CRANK & RECORD FOR
1-090 CRANKSHAFT LOAD WRONG CRANK bad 2d on checksheet
TRACEABILITY
1-090 CRANKSHAFT LOAD LUBRICATION APPLIED TO CRANK FLOW/PRESSURE SENSOR ON 50W OIL IN CABINET verify visual that oil is on part
|
BIQS – 5 BYPASS
MANAGEMENT
|
BIQS – 5 Bypass
Management BYPASS CHECKLIST AND LAYERED AUDIT
Advisor Name:____________________________________________________ Shift:_________
Station # being bypassed :__________________________________________ Date: ________

Layered Station Description:________________________________________________ Dept: ________
dership Review Reason for BYPASS:________________________________________________ LAYE
Audit AUDI
Failure occurence: (C)ontinuous or (I)ntermittent:
1st Ho
Directions: After each step has been completed, please initial. Post form at bypass station. Time
Step BYPASS PREPARATION Initial
1 Verify BYPASS JES approved and posted. (Note: Verify torque is confirmed for all spindles in a bypassed station) Initial
2 Verify operator trained in BYPASS JES.

3 BYPASS process verification method:
2nd Ho
Location of verification mark (touch point):________________________________ Time
Color (different than normal process):___________________________________

Initial
4 Verify tools match BYPASS JES:
Type of tool:______________________________________________________
Serial #:_________________________________________________________
3rd Hou
Date & Time removed from cabinet:____________________________________ Time
Step BYPASS CONFIRMATION & APPROVAL Initial Initial
5 Notify lead advisor or superintendent:

Name:_______________________________________ Title:____________________________
4th Ho
6 Lead advisor or superintendent verify "BYPASS PREPARATION" steps 1-4 above completed. Time
Step BYPASS IMPLEMENTATION Initial Initial

8 Record FIRST unit processed in bypass/backup:
Trace#:_____________________________________ Time:______________________
9 Is there suspect material? Yes No If yes, initiate containment checksheet. 5th Ho
Time
10 Complete Business Team process to notify succeeding shift.
NOTE: Post the original form at bypass station. Forward a copy of this form to Superintendent/Lead Advisor. Initial
If station is still in bypass at end of shift, next shift M UST initiate new " BYPASS CHECKLIST AND LAYERED AUDIT " form.
Step BYPASS EXIT / BREAKPOINT Initial 6th Ho

Time
11 For continuous failure: Verify proper operation of bypassed station (5 parts check minimum).
a Who:________________________________________ Title:_________________________ Initial
Signature:____________________________________ Time:________________________
11 For intermittent failure: Verify proper operation of bypassed station. Amount: 100 + _______ part check
7th Ho
b Time
Signiture:_________________________________ Title:_________________________
Initial
12 Verify station placed back into full automatic. Re-evaluated RPN: ______
8th Hou
13 Record LAST unit processed in bypass/backup: Time
Trace#:_____________________________________ Time:______________________
14 Verify tools returned to cabinet: Initial
Who:________________________________________ Title:_________________________
Signature:____________________________________ Time:________________________
9th Ho
15 Approval of Restart of original process Time
Authorized Signature:________________________________ Date & Time: ___________

Initial
NOTE: Remove "BYPASS CHECKLIST AND LAYERED AUDIT" from station & forward to Superintendent/Quality Coordinator.
Restart Verification
Step BYPASS PROCESS AUDIT/RECORDED

16 Audit BYPASS process to confirm completed properly. 10th H
Time
Quality Manager Signature:_______________________________ Date & Time:___________________
17 "BYPASS CHECKLIST AND LAYERED AUDIT" completed and filed in DCC. Initial
Quality Signature:_________________________________ Date & Time:___________________
* MINIMUM LAYERED AUDIT CONTENT: STEPS 1 TO 4
|
BIQS – 5 BYPASS MANAGEMENT
Visual Bypass Board / Management
|
BIQS Element 6 – Error Proofing Verification
|
BIQS - 6
Error Proofing Verification
finition:
tandardized method to verify error proofing /detection
evices by simulating their failure modes . Reaction
lan is identified in case of verification failed .
pe:
ll Error Proofing /detection devices , should be
erified each shift .
rpose:
o verify error proofing devices are working as intended and reduce risk of sending bad parts when failed .
|
BIQS – 6
Error Proofing /Detection Verification
Plan Execute React
• Updated Master list of • Train team • Reaction plan is

Error Proofing / member clear in case of
Detection • Record verification failed .
• Work instruction for results
verification of each • Reaction plan
one simulating should include
failures containment .
|
BIQS – 6
Error Proofing /Detection Verification
WI
Verification Record
Reaction Simulate Failure Verification Meth

Plan
|
BIQS - 6
What to look for:

• Confirm there is a list of error proofing devices available. Confirm the method of the
error proofing device verification is defined and documented in the standardized
work.
• Verify all error proofing devices are checked for function (failure or simulated failure)
at the beginning of the shift. Otherwise according to the process control plan.
• Look to see error proofing masters (when used) are clearly identified. Confirm
records of verification are available.
• Verify a reaction plan is available and make sure it includes containment in the event
of error proofing device failure and is understood by a team member.
|
BIQS - 6
egularly Verify All Error Proofing Devices to Ensure:
Functioning according to design intent (i.e. when faulted station light
flashes, line stops, Andon board lights and melody plays).
Error proofing
device used by
team as per
standardized
work.
Audit functionality
and utilization to a
set schedule and
document results
(recommend at
shift start up).
|
BIQS Element 14 – Change Control –
Production Trial Run (PTR)
|
BIQS - 14
Change Control – Production Trial Run
finition:
he method by which changes in processes and (PTR)
roducts are validated immediately after change
mplementation .
pe:
or all changes , if needed PTR .
pose:
o ensure that each process and product changes are capable of meeting defined requirements.
|
BIQS - 14
Change Control – Production Trial Run
(PTR)
What to Look For:

• Look for a reasonable sample size to be used for Production Trial Run, based on
risk.
• Ensure changes are clearly communicated.
• Verify parts are contained, stored and clearly identified prior to and after the PTR
build.
• Confirm for changes that require a customer PTR, all customer locations are notified.
• Look to see that production breakpoints are recorded
|
BIQS - 14
Change Control – Production Trial Run (PTR)
WHEN IS A PTR REQUIRED?
• EWO releases the parts produced on permanent tools.
• Raw material source change, tier supplier change, or change in tier supplier process.
• Only one PTR is required when the same change affects multiple part numbers (i.e., a hole
• change on many different color bumpers only requires one PTR at each affected plant).
• Part specification changes that result in a part number change.
• When the plant is notified of a part or process change that requires a supplier to complete the
Production Part Approval Process (PPAP).
• Change from Supplier A to Supplier B or supplier location change (same supplier).
• A PTR is conducted at each plant, even when multiple plants use the same part(s).
|
BIQS - 14
Requirement
ant has regular meetings, including all departments, to discuss upcoming changes (product engineering changes, plant process changes,
er process changes) and coordinate PTR's. A reasonable sample size is used for Production Trial Run, based on risk.
(Example) Regular Meeting: Schedule, Agenda and Planning

(Example)
PTR - Procedure
PTR REGULAR MEETINGS - SCHEDULE
M T W T F Invitees:
Wk 1 Quality Engineer
Wk 2 Manufacturing Engineer
Wk 3 Product Engineer
Wk 4 PTR Coordinator
Wk 5 Launch Coordinator
Wk 6 Maintenance Coordinator
Wk 7 Production Leader
Wk 8
Wk 9
Wk 10
* Meetings: every Tuesday (9:00 AM) at Buick Room
AGENDA
Upcoming changes (according to PPCR)

- product engineering changes
- plant process changes
- supplier process changes
PTR PLANNING - ELEMENTS
PTR Date
Standardized Communication and Documentation (PTR form)
Build Readiness Reviews
Quality Reviews before and after the change
Reasonable sample size
Identification
Containment and traceability
Resources needed
Assistance needed (areas)
|
BIQS - 14
Requirement BIQS Requirement
es are clearly communicated and understood at all levels Parts are contained, stored and clearly identified prior to a
am level). after the PTR build and PPAP approval.
munication: PTR form (Example)
Top half of form Bottom half of form
(Examp
onsibility - Basic
|
BIQS Element 22 – Rework / Repair
|
BIQS - 22
Rework / Repair
inition:
ework/Repair process should be standardized ,
pproved , verified .
pe:
ll Rework/Repair processes
pose:
Assure that rework/Repair is well done and avoid potential failure modes from Rework/Repair Process
|
BIQS - 22
Rework / Repair
What to Look For:

• Confirm repaired, reworked or reprocessed material is processed at a
minimum through an independent repair confirmation (2nd person or
machine). Is the repair process PPAP approved by the customer?
• For the tear down process, a standardized work must be developed to

guarantee that components with good quality and defined each one can be
reused or must be scraped.
• Failure modes of rework are considered in PFMEA, identified in Process

Flow with its reintroduction at or prior of removal point.
|
BIQS - 22
Rework / Repair
Any documented repair must be verified by

Repair Confirmation (both on- and off-line)
• Repair Confirmation must be conducted independently (e.g. by Quality).
• Standardized work (non-cyclic) should be used for the confirmation process – quality standards must
be available.
• Appropriate training and knowledge of standards must be developed to conduct or confirm repairs.
• Repair confirmation should be as close to the repair process as possible.
• Repair confirmation can be conducted by man or machine.
|
BIQS Element 24 – Training
|
BIQS – 24 Training
finition:
Training plan is identified – Training process is
standardized – Team capabilities are documented ,
and standardized .
pe:
hop floor and supported functions/system /management
ctivates . All types of training .
rpose:
ssure effective process of training to make sure that objectives , standardized work ,…etc are done through qualified
ersonal
|
BIQS – 24 TRAINING
|
BIQS – 24 Training
Key Point:
• Training plan and timetable exists for each employee aligned to the
business plan based upon job requirements and evaluations. Training
process is standardized and effective. Flexibility chart is updated for all
operation.
• All employees understand the process.
|
|
Flexibility Chart
|
|
BIQS Element 26 - Maintenance
|
BIQS - 26
Maintenance
finition:
aintenance process is planned and standardized , Critical
pare parts are managed . Effectiveness is measured and
racked for continuous improvement .
pe:
ll Machines and equipment
pose:
o reduce costs, improve plant throughput, quality and safety through ownership, accountability, and the development
f multi-functional employees.
|
BIQS – 26
Maintenance
Measure
Critical Spare Parts
PM Plan & Status Performance
( Min Qty Vs Actual)
(MTBF-MTTR)
|
BIQS - 26
Maintenance
hat to Look For:
Equipment and tools maintained to the required standard, achieved business results, and
availability for production ensured.
List of critical spare parts.
Stock of spare parts: reception / organization / consumption.
Conditions of storage.
Computer aided system.
Inventory (take an example of a critical part and verify the robustness of the inventory).
MTTR & MTBF
Look for evidence that PM schedule generates work orders and that these are closed as
scheduled. Must cover machine, tooling and gages.
Look for use of predictive and preventive maintenance, (check some examples).
Look for PM frequencies appropriate to needs.
|
BIQS - 26
Maintenance
1) There is an annual schedule for each machine,

containing all preventive maintenance frequencies. This
master schedule triggers the release of all checklists or
work orders due.
2) A maintenance route is a good tool to help eliminate
waste when maintenance personnel are carrying out
checklists or work orders. A logical route strings jobs
together in a certain area.
|
BIQS - 26
Maintenance
Example of annual schedule
|
BIQS - 26
Maintenance
What Is…? :
Mean time to repair (MTTR) is the average time required to
troubleshoot and repair failed equipment and return it to normal
operating conditions. It is a basic technical measure of the
maintainability of equipment and repairable parts.
What Do You Mean?:

MTBF, the most well-known term, is usually used for repairable
systems and is also widely used for the case where the failure
distribution is exponential. Mean time between replacements and
MTBF with scheduled replacements are applied to repairable
systems with scheduled preventive maintenance.
|
BIQS - 26
Maintenance
What is the meaning of MTTF?:

In reliability analysis, MTTF is the average time that an item will function before it fails. It is the
mean lifetime of the item. With censored data, the arithmetic average of the data does not
provide a good measure of the center because at least some of the failure times are unknown.
What is the meaning of MTBF?:

MTBF (mean time between failures) is a measure of how reliable a hardware product or
component is. For most components, the measure is typically in thousands or even tens of
thousands of hours between failures. For example, a hard disk drive may have a mean time
between failures of 300,000 hours.
|
BIQS - 26
Maintenance
1) Visual controls are established to quickly identify inspection points and operating conditions
to reduce the time and increase the effectiveness of maintenance tasks.
2) Inspection points are grouped into inspection locations to improve efficiency.
3) A visual control grabs one or more of our senses in order to; alert us to an abnormality, help
us recover quickly, promote adherence and prevention.
4) Visual controls reduce error and waste by making problem visible. It identifies the gap
between the standard and the actual condition.
5) When visual controls are easy to see and understand, operators can respond as soon as
problems occur. Promoting a quick recovery.
6) Visual controls should be built into engineering specifications and designs.
|
BIQS - 26
Maintenance
isual Control Examples
|
BIQS - 26
Maintenance
Preventative Maintenance
1) Preventive maintenance is a maintenance activity designed to retain the healthy condition of the
equipment and prevent sudden failure through inspections, parts replacements, servicing, etc.
2) Preventive maintenance tasks are typically time or cycle based and consists of periodically
inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and
process problems (e.g. Replacement of oil or coolant every 15 days).
3) Tasks are repetitive and routine like operator maintenance, but normally at lower frequencies,
such as monthly, quarterly, or annually.
4) Tasks are usually related to a machine and contains a list of tasks, time required and a bill of
materials. This may require planning to coordinate the parts, materials, and schedule the work.
|
BIQS - 26
Maintenance
Predictive Maintenance
• Predictive maintenance is a method in which the service life of critical parts are predicted based on
inspection or diagnosis, in order to use the parts to the limit of their service life. Compared to
Preventive maintenance, Predictive maintenance is condition based maintenance. It measures and
analyzes data about deterioration through a surveillance system of some sort, designed to monitor
conditions (e.g. a shift in frequency discovered during a routine check of a bearing -with vibration analysis
equipment- may indicate imminent bearing failure that could not be diagnosed by a visual inspection).
• Predictive maintenance can be applied to critical parts/equipment to further improve the
effectiveness and cost of the maintenance activities. It serves the same purpose as
Preventive maintenance: to prevent equipment breakdowns, but by predicting when certain
components, such as bearings, gear boxes or motors are going to fail.
• Simple measuring methods of ‘prediction’ such as conveyor chain wear, or the resistance in
a circuit, can also be used as a guide to the equipment life time remaining before failure.
Work to identify low cost and simple tools for ‘prediction’ on critical equipment.
|
BIQS - 26
Maintenance
|
BIQS Element 12 - Process Change Control
|
BIQS - 12
Process Change Control
finition:
Systematic approach to communicate and
document all changes .
pe:
ll customer changes and internal changes including
rocess changes .
rpose:
To ensure that all key stake holders are aware of changes, and all required information is submitted on time .
|
BIQS –12,14
Process Change Control & PTR
* Procedure . * Regular Meeting * Modify PFMEA , PC
* Frequent Change to review changes WI .
meeting. status . * Create PTR if neede
Input
* Communicate to all * Customer approval
Output
team ( Internal &
Process
External) using
change form
* Define reasonable
sample size
|
BIQS - 12
Process Change Control
What to Look For:

• Confirm all plant changes are processed through the plant cross
functional process-change approval system.
Confirm if PTR is necessary.

• Confirm that the plant has regular meetings, including all
departments, to discuss upcoming changes and coordinate
PTR's for customers or internal changes.
|
BIQS - 12
Process Change
Control
• All changes should be processed through a cross
functional team.
• A sample build should be included in the process when
applicable.
• Customer notification/approval should be included.
|
BIQS Element 13 – Verification Stations
|
BIQS - 13
Verification Stations
finition:
nspection processes are standardized , records
ept and updated on time .
pe:
ll inspection gates such as in process gates , final gates ,
P12 , SC1&2 , verification stations ,….etc .
pose:
ake sure that Inspection gates are effective , get expected outcome in all shifts , and live records are used to take
ctions on time when needed .
|
BIQS – 13
Inspection Gates
Records
Standardized Work
• Check sheet reference with
• WI defects .
• Visual Aids • Live document
• Findings recorded
• If Final gate ( checks should
be reviewed before)
|
BIQS - 13
What to Look For:

• Confirm that Verification Station (Final Inspection) is implemented per the local
requirement.
• Look for point, touch, listen and count inspection methods incorporated into quality
checks. Look for increased quality checks for launch, shut down or based on customer
feedback (eg. Fast Response).
• Findings must provide clear data to support Alarm Reactions and Problem Solving.
|
BIQS - 13
Verification Stations are part of

Prevention Process Overview Product and Process Monitoring
Traditional
Approach
Less Rework and Repair

Higher First Time Quality
|
BIQS - 13
|
BIQS - 13
|
BIQS - 13
|
BIQS Element 25 - Contamination
|
BIQS - 25
Contamination
finition:
ontamination Requirements Should be followed and
ontrolled .
pe:
hen required by customer and when needed by process .
pose:
To make sure that product , process meet customer requirement and make sure that contaminations are controlled .
|
BIQS - 25
Contamination
What to Look for:

• Supplier indicates sources of possible contamination within their manufacturing facility that can
cause product contamination. Sources can be fluid sediment, raw material contamination,
excessive regrind, excessive oil, dirt, grease, dirty containers, or rust.
• Confirm the plant follows it's contamination control requirements.
• When customer requires sediment control, verify that the supplier adheres to stated
frequencies, maintains trend charting and corrective actions for out-of-control and out-of-spec
points.
|
BIQS - 25
Contamination
ources of Contamination:
• Original material/fluid from the supplier
• Transfer from upstream supplier container
• Material/Fluid handling at the station
• Dirt/oil or foreign material on parts/fluids/sealers or dunnage
• Incorrect PPE. e.g. cotton gloves instead of lint free
• System cleaning not completed correctly, sediment still in the system, metal in the
vehicle from body shop, or final wash effectiveness insufficient Powertrain
• Incorrect abrasive material, backing or particle size as well as forbidden materials
being used (Silicon, lubricating oil)
|
BIQS - 25
Contamination
Prevention (General Assembly):

• PPE to be worn in all areas of Manufacturing
• Group Leaders need to check and ensure team members wear PPE’s & proper protection
• Review material presentation process:
Need to ensure parts are not put/staged on painted surface
Need to ensure parts are stored properly & not located/staged on floor
Need to ensure parts in racks do not have the potential to touch each other
• Consider adding visual aides to the mutilation sensitive operations.
|
BIQS - 25
Contamination
Prevention (Powertrain):
Sediment Reduction
• Sediment is any foreign material found in any assembly that is not part of the blue print requirements.
• Sediment negatively impacts our assemblies by:
a) Causing valves to stick thus not allowing the unit to shift properly.
b) Causing seals to be cut or lays on the seal thus causing internal pressure loss and/or external
leakage causing slippage and loss of performance
c) Mating parts may not seat, assemble easily or completely cause forced installation. Incomplete
installation may result in leakage, scoring, breakage and functional failure.
|
BIQS Element 27 - FIFO
|
BIQS – 27
FIFO
finition:
process that incorporates a constant drive to attain
mple sequential process flow of material. Material
dling racks in a good condition and maintained .
FIFO Material Handling
pe:
All Material – All in process racks .
pose:
llow traceability, reduce lead time, and easily detect problems while optimizing cost, and reducing inventory and
ork- in- process.
ake sure that handling rack is protecting parts from being damages .
|
BIQS – 27
FIFO
at to Look for:
FIFO attains a sequential flow of material to ensure the quality of the part is not compromised.
Visual management includes process diagrams, FIFO tools, rotation schedules, etc.
Preferred storage method is flow through storage or roller racks to promote FIFO. Dead end storage shoul
minimized, any use should be justified.
Ask for documented FIFO process for entire plant. Team Members and Team Leaders should be able to
explain the process. Process should cover material against the wall, material in flow-thru lanes, material o
racks, point-of-use indirect material areas, part buffers, sub-assembly areas, and overflow areas.
Check the FIFO/ Material Handling in each department/area
Containers, racks and/or bins used for WIP storage and movement protect the parts from damage and eas
identify the parts as WIP.
WIP is not kept or stored in GM returnable dunnage.
|
BIQS – 27
FIFO
FIFO Key Points:

1) FIFO helps minimize inventory.
2) FIFO should be present in all areas.
3) Visual aids support all operations and standardized work.
4) FIFO rotation – FIFO needs to occur on a regular defined basis
that ensures a first-in first-out strategy
5) FIFO should be part of layered audit process.
6) FIFO processes are documented and are part of standardized
work.
|
BIQS – 27
FIFO
Key Point: Work In Progress
1) WIP MUST be managed to ensure FIFO.

2) WIP MUST be visual and incorporate a MIN/MAX process.
3) WIP MUST be continually reviewed to ensure that it is
minimized and optimized.
|
BIQS – 27
FIFO
Key Point: Areas where FIFO is often missed:
1)Repacking
2)Kitting, buffers
3)WIP
4)And any staging areas)
|
BIQS Element 28 – Shipping Approved Packaging
|
BIQS - 28
Shipping Approved Packaging
inition:
hipping is done according to customer requirements .
pe:
All Shipped material
pose:
o meet customer requirements for shipping .
|
BIQS - 28
What to look for:

• Production intent containers are being used for any build events.
• A process is in place to ensure violations of the requirement are identified
and corrected.
|
BIQS - 28
Requirement Sources:
1. Packaging requirements are located in GM1738.
2. Label requirements are located in GM1724 A/B/C.
Approval Documents:
1. Packaging approval form NA GM1738 Form for both standard and expendable packaging.
|
BIQS Element 29 – Supply Chain Management
|
BIQS - 29
Supply Chain Management
finition:
Supply base are managed , monitored . Supplier base is audited regularly . Quality issues are communicated and solve
Problem Solving &

pliers Evaluation System Audit
Communication
pe:
iered supply base .
rpose:
o reduce the risk of the sub-tier supply base to customer
ctivities and make sure that they are controlled .
|
BIQS - 29
What to Look For:

• Is there a process at all Tiered suppliers for tracking internal and external issues?
• Do they mandate a Fast Response process to be used?
• Do they review how effective their problem solving process is at each Tiered Supplier?
• Check that the supplier has periodic system audits of their suppliers to improve key tier 2
performance such as first 13 elements of BIQS or equivalent, with a clear plan and
follow up to close the gap.
|
BIQS - 29
Requirement Sources:
1. Supply chain statement of requirements are located in GM1927-03 SOR.
2. Risk assessment through GM 1927-07 APQP Assessment Subtier worksheet or similar
3. Sub tier audit through GM 1927-30 BIQS Subtier or similar
|
BIQS Element 7 – Gage Calibration/
Measurement System Analysis
|
BIQS - 7
Gage Calibration / MSA
inition:
System in place to make sure that all equipment and
gauges are calibrated regularly as per their standard .
System in Place to make sure that MSA is done
regularly when needed (New launch,....etc .)
cope:
All Gauges
urpose:
Calibrated equipment assures proper decisions are made relative to product quality standards .
MSA assure that variation of measuring process is accepted .
|
BIQS - 7
|
BIQS - 7
|
BIQS - 7
|
BIQS Element 15 – Andon System Implementation
|
BIQS - 15
Andon System Implementation
finition:
An operational floor process control system (that can be
activated manually or automatically) to communicate the
need for assistance when abnormal conditions occur.
pe:
o all team members .
rpose:
o empower operations to prevent the occurrence of passing on defects to the next process to support concept of
|
BIQS - 15
What to Look For:

• The Andon system enables the Team Member to call for help and supports the concept of
"Do Not Accept, Build or Ship a Defect". Andon calls can be radio, pager, stack lights, Andon
boards, etc.
• Check the requirements of an effective Andon system are present in all production areas.
• Take a few operator stations in different areas as an example. Ask Team Members and Team
Leaders how the Andon is working and validate the effectiveness.
|
BIQS - 15
Requirement
l functioning Andon system is implemented in all production areas to support the Team Member when abnormal conditio
and communicate relevant information.
erational areas of the organization are using the Andon process as intended and this shows tangible results on the shop
ation Purpose Where Used Description

ice Call for Help
ull Cord Team Member Help On a workstation in a Connected to a switch with a
Call moving conveyor line. light and looped along the length
Work Cell Example
of the conveyor. Yellow
ush Team Member Help Work Cells, such as a Switch box with a push button is Workstation
Light 14 Run Stop
Call Body Shop or Press located in the most convenient Button
Line, or in a Paint location of the work cell.
Booth
Switch Stop the process or Installed along the Placed at regular Fixed Position
conveyor conveyor and on all Stops on alternating sides of the
The Andon system can And
immediately for major equipment. line. (Note: Must be in Push B
safety reasons. accordance to all safety be activated by a number
standards and regulations.) of different methods:
tor Increase level of The limit switch is To prevent manipulators,
vel safety on the installed along the articulating arms and assist – pull cords,
itch workstation by travel of the devices from dangerous over- – buttons, and
stopping the manipulator. travel conditions to increase – switches of the
conveyor when an safety on the workstations. Andon system.
over-travel condition
occurs.
on system enables the Team Member to call for help and supports the concept of "Do Not Accept, Build or Ship a Defect". Andon calls c
ager, stack lights, andon boards, etc.
|
BIQS - 15
Requirement
rational areas of the organization are using the Andon process as intended and this shows tangible results on the shop f
ders should use the Andon downtime tracking to (Exam

lyze problem areas and identify waste in the current
cess.
e focus should be on the pulls with the highest
uencies. It means that the root cause of the problem
not been addressed. Also it absorbs a lot of the team
ders time and effort.
wntime data should be analyzed after a predetermined
iod of time ( weekly, bi-weekly, monthly ) and problem
ing process needs to be started.
ring the problem solving we need to recognize the root
se of the problem, define and implement
ntermeasures to tackle the root cause, and then
lement a follow-up process to make sure the root
se has been eliminated.
|
BIQS Element 16 – Alarm and Escalation
|
BIQS - 16
Alarm and Escalation
finition:
larm limits are identified based on risk and occurrence
standardized and followed , also if reached escalation
ath is clear and reachable
pe:
ll Manufacturing operations at least .
rpose:
void building NC material – feel special causes when happened on time – Empower team member – standardize
rocess of escalation
|
BIQS - 16
What to Look For:
• Verify that nonconforming material has sufficient alarm limits with

escalation.
• Confirm that alarms are responded to and the response is documented.
|
BIQS - 16
|
BIQS - 16
|
BIQS - 16
Verification Station Escalation Process
Alarm Trigger 1st Alarm 2nd Alarm 3rd Alarm
Alarm Notifier Gate Keeper Gate Keeper Gate Keeper
Alarm Notifier 1. Notify Alarm Responder over Radio 1. Notify Alarm Responder over Radio 1. Notify Alarm Responder over Radio
Responsibilities
Clear Alarm
2. Properly Document Alarm. 2. Properly Document Alarm. 2. Properly Document Alarm. Process
Instructions
Alarm Responder Team Leader Group Leader Shift Leader
(OR) Group Leader Shift Leader Area Mgr/Senior Shift Leader
Alarm Responder 1. Document acknowledgement within 1. Initial Alarm Sheet at V/S. 1. Initial Alarm Sheet at V/S.
Responsibilities 15 minutes of alarm time at internal
gates and within 30 minutes at
downstream gates.
2. Investigate point of cause 2. Contacts Group Leader to 2. Contacts Shift Leader to

discrepancy per the problem solving understand what has been done. understand what has been done.
process
3. Initiate containment action. 3. Investigates why corrective actions 3. Investigates why corrective actions
or containment failed. or containment failed.
4. Notify Supplier Action Center if root 4. Make decision concerning next 4. Make decision concerning next
cause is supplier based. step. step.
5. Document corrective action on alarm

response sheet by end of shift.
6. Document confirmation of feedback

to Team Member by end of shift.
NOTE: If no response by Responder within 15 minutes escalate.

NOTE: Any recurrance of problems between the 1st alarm and the break point or the 15 min. limit are considered part of the 1st alarm.
NOTE: Quality Technician will circle any alarm that has no documentation at the daily gate review.
NOTE: Shift Leader is responsible to verify all alarms are answered promptly and are documented on the response sheet on a shift bases.
|
NOTE: If escalation is required beyond the Third Alarm notify Assistant or Plant Manager on day shift or Senior Shift Leader on Evenings or Nights.
BIQS - 16
Process drives
Production and
accountability:
review and unde
actions taken
atekeeper Responder
|
BIQS - 16
Establishing Alarm Trigger Limits:
Alarm Trigger of 1:
• Past customer issues relying on any visual inspection
• Higher customer severity failure modes relying on any visual inspection
• GP-12 failures
• CS failures
• Abnormal and unexpected findings
Supplier Consideration of Alarm Limits Higher than 1:

• Lower customer severity issues not discernible to most customers (drive to maintain boundary)
• Issues with sufficient customer protections, tracked daily with data/ problem solving on the shop floor
• Issues driving Supplier waste but no issues to the customer
|
BIQS Element 17 – Visual Controls
|
BIQS - 17
Visual Controls
finition:
Visual standards should be standardized , controlled , and
updated regularly based on new issues and new risks .
pe:
All visual standards .
pose:
To standardize process to identify difference of what is considered good Vs what is considered nonconforming as per
customer requirements .
|
BIQS - 17
Visual Controls
What to Look for:

• Look for a documented process which is common and valid for the plant. Document must
be controlled by the Quality Management System. A local procedures describes the
process.
• Look for engineering changes (Product Engineering) and if they are reflected in the Visual
Standards.
• Confirm Visual Standards are updated as a result for the Fast Response process where
required.
|
BIQS - 17
Visual Controls
Key Points:
• Visual controls are established to quickly identify inspection points and operating
conditions to reduce the time and increase the effectiveness of maintenance
tasks.
• Inspection points are grouped into inspection locations to improve efficiency.
• A visual control grabs one or more of our senses in order to; alert us to an
abnormality, help us recover quickly, promote adherence and prevention.
• Visual controls reduce error and waste by making problem visible. It identifies
the gap between the standard and the actual condition.
• When visual controls are easy to see and understand, operators can respond as
soon as problems occur. Promoting a quick recovery.
• Visual controls should be built into engineering specifications and designs.
|
BIQS - 17
Visual Controls
Gauge Range Marked
Valve Position Marked

& Tagged
Visual controls are important for operators, maintenance and other plant personnel
making quick determinations on “normal” or “abnormal” conditions. Abnormal
conditions can be returned to a normal condition in a timely and efficient manner.
Production TPM shadow

boards. Tools are clean and
organized at the work station.
Tightening positions marked on nuts/bolts for easy visual inspection
|
BIQS – 17
Visual Controls
Inspection Points
Operators can quickly determine machinery and equipment status at a glance, and are
responsible for reporting its condition.
|
BIQS - 17
Visual Controls
or Marking
|
BIQS Element 18 - Visual Standards –
Communicated and Understood
|
BIQS - 18
Visual Standards–Communicated &
finition:
isual standards are understood and used when
Understood
eeded by team member level
pe:
ll team members assigned to use the visual standards .
pose:
upport team member in understanding customer & process visual standard
|
BIQS - 18
Visual Standards–Communicated & Understood
What to Look for:

Team members shall know the content of Visual Standards. Interview a minimum 3 operators. All
shall fulfill the requirements.
Visual Standards (checking plans) shall be referenced in standardized work documentation.
Confirm Visual Standards are clearly differentiated from good to bad; are clearly identified as a
Product Quality Standard document and are clearly referenced in the standardized work.
|
BIQS - 18
ual standards should be

WHAT - HOW - WHY?
arly communicated to team
mbers
Traditionally, communication only focuses on the “WH
and maybe the “HOW”, but people deserve to know t
ditor should interview a “WHY”!
imum 3 operators.
EVEN IF THEY DON’T AGREE AT LEAST THEY WILL
m members should be UNDERSTAND!
wledgeable of the visual
ndards.
It is essential for team members to

have daily structured communicati
|
BIQS - 18
al Standards to help differentiate

od from Bad” must satisfy
tomer requirements.
Visual Standards should be incorpora

and referenced in standardized work.
|
BIQS Element 23 – Feedback / Feedforward
|
BIQS - 23
Feedback / Feedforward
finition:
The communication of expectations and results
between internal /external customers through
standardized communication pathways.
pe:
At least Fast Response issues – issues occurred in floor
such as exceeding alarm limits , results from inspection
gates .
pose:
To ensure that information reaches those who need it on the right time .
|
BIQS – 23
Feedback /Feedforward
Quality Alert Communication

• Quality Alert should be issued once
concern is found at FR . • Issues found in quality gates
communicated to areas of cause
• Quality Alert is posted in inspection
locations and point of cause
|
BIQS - 23
What to Look For:

• Look for fast feedback / feed forward flow between the Verification
Station.
• Confirm quality alerts are posted at the operation for issues detected
downstream (e.g. Fast Response, Verification Station (Final Inspection
/CARE / GP12)).
|
BIQS - 23
Benefits:
Customer/Supplier relationship
• Expectations are clearly understood (product quality standards).
• Correct and accurate information flows in a timely manner.
• Problem resolution is expedited.
Integrity of Data
• Focus resources based on customer feedback.
• Data-driven problem solving.
Improved response time
• Unresolved issues are escalated.
• Actions are implemented in a timely manner to prevent the flow of defects
|
BIQS - 23
Ability to Discover
Number of Defective
Time to Discover Defect
Root Cause Units Built
Immediate 1 Day 1 Year High Medium Low 1s 100s 1,000s

Self Inspection
Andon
Inspection
Finished Product
Audit etc.)
J.D. Power
Month of Build
Early Quality
Feedback
Warranty
|
Closing Comments
•The Presentation and the BIQS 30 Element Audit will be available on the Hutchinson Web Site
•http://www.hutchinsonna-antivibration-purchasing.com/ “Training Documents”
•We are requesting that you completyttyyyyyyyyyyyyyyytyyyyytyyyyytyyte a self audit using the
BIQS Audit
•Return the Audit and your improvement plans to HAVS not later than September 28, 2017
•The HAVS Supplier Quality Engineer will contact you to develop a plan for an audit at you facility
•QUESTIONS????????

BIQS 2017 Slide Show

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BIQS 2017 Slide Show

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August 17, 2017

Hutchinson Antivibration Systems

1:30 P.M. Welcome and Opening Remarks

4:45 P.M. Closing Remarks - Next steps

BIQS is a Guideline established by General Motors:

BIQS strategy #1 - Utilize a layered audit process that includes

BIQS Strategy #2 – Analyze the risk for all operations using

BIQS Strategy #3 – Implement a fast response, problem

NC Material Is recorded Suspected material for containment is segregated

raceability Vehicle Counts

ADDED TO LAYERED AUDIT

CONTROL PLAN UPDATED

* Identify issue exit

GENERAL AREA TAGGING / NC

* All issues closed

documented exit criter

What to Look For:

Part Name & EFFECT OF FAILURE N/C or CS DDW Completion

What goes wrong?

QUALITY ALERT POSTED

ADDED TO CARE / GP12

PROBLEM SOLVING FORM

ADDED TO LAYERED AUDIT

CONTROL PLAN UPDATED

STANDARDIZED WORK UPDATED

REQUEST / PROCESS CHANGE

READ ACROSS TO SIMILAR LINES

FAST RESPONSE PROCESS USED

QUALITY ALERT POSTED

ADDED TO CARE / GP12

What to Look For:

• Documentation should be used during the problem

What to look for:

Start of Week Date: _____________________ Name:_________________________Group#_74___________ Shift: 1 2

S Complete New Hire or Transfer Safety Face-to-face Follow up: daily,

O GEN N/A 18-Nov-06

Verify TOC lines are not twisted or cossed on LCV

Perform Audit Once A Week With Team Leader-Write In ULOC When

Ensure that scrap is reviewed and written up on salvage table by end of

Validate Error Proofing Checks Are Being Completed As Per Schedule.

CORRECTIVE ACTIONS OR COMMENTS

| WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS

Start of Week Date: _____________________ Name:_________________________Group#_74___________ Shift: 1 2

Complete New Hire or Transfer Safety Face-to-face Follow

GEN A28R 15-Jul-15 Verify no damage to AWD clamp

Verify all 3 Turbo snorkel connections are fully seated on

Perform Audit Once A Week With Team Leader-Write In ULOC When

Ensure that scrap is reviewed and written up on salvage table by end of

Validate Error Proofing Checks Are Being Completed As Per Schedule.

WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS

Verify that the first off part has been

If older, weld is better

No laser score seam is acceptable.

Laser score shall not be seen

Melted plastic at the bottom of the

Load C1UG test fixture. Set part in Load part correctly.

cord Results Record results in computer. Write results

| PAB Tabs shall not be past the laser

What to look for:

• Use the plant approved documents to capture Standardized Work.

• Standardized Work Documents should include what, how & why

• Check if standardized work is available at the workstations and that

• Record Results • Customer issues

Start of Week Date: _ Name:_____Group#_74___________ Shift: 1 2

Start of Week Date: _ Name:_____Group#_74___________ Shift: 1 2

Station # being bypassed :__________________________________ Date:

Authorized Signature:______________________ Date & Time: _

Quality Signature:_______________ Date & Time:_