QS 9000

Training Materials

Gregory A. Jenkins
Total Quality Management ( OISM 470 W )
Smeal College of Business Administration
Pennsylvania State University
Ice Breaker
Form small groups
 Introduction
 Field of study
 Career path
 What you expect to get from training
 Select
 Speaker
 To effectively summarize information
presented about every group member
 Secretary
 To record individual responses
Quality Perspective
 What is your definition / perception of
quality?
 According to the oral ice breaker
presentations and note taking how would
you define its quality.
 Were your expectations met? Why? Why
not?
 What are some of your suggestions for
improvement (documentation and
presentation)?
Quotes
 “I think companies will be more selective on
who they are placing their business with. If your
company is performing better quality-wise and
reject-wise, then I think it is going to be the
company that is considered for a contract.”
 Terry Martin, Quality Manager, Plastic Source Inc. (El Paso, TX)

 "The supplier shall have systems in place to

ensure management of appropriate activities
during concept development through
production.”
 QS 9000, paragraph 4.1.2.4 Organizational Interfaces
QS 9000 Training Outline
 Introduction
 Purpose
 ISO 9000
 Background
 Requirements
 Real World Examples
 Interactive Exercise
 Conclusion
 Suggested Readings
 References
QS 9000 Purpose
Improving relationships to improve quality
 “The goal of developing your suppliers is
based on the need to provide high
quality to the customer.”
 Enhance quality systems for suppliers
 Eliminate redundant requirements
 Reduce costs
QS 9000 Purpose (continued)

 Fundamentally different from ISO 9000.

 Designed to help suppliers to
automakers provide evidence of
standardized processes for dealing with
customers.
 Major automobile manufacturers setup
teams with suppliers to help in
development.
What is ISO 9000?
Advantages
 Organization for International Standards
 European standards for quality
 Standards are broad and vague to adapt to different
cultures
 Does NOT provide framework for organizational
improvement and change
 Companies document quality systems in manuals to
facilitate trade through supplier conformance
 Success has created various other standards such
as QS 9000
What is ISO 9000? (continued)

Disadvantages
 Not all countries accept ISO registrars
 Mainly for exporting firms
 Barrier to trade
 Time consuming
 Costly
 Difficult for small firms to afford
 Discourages free thinking and employee
empowerment
Background Information
What is the meaning of QS-9000?
 Quality System Requirements
 Common supplier quality standard (Big Three):
 Chrysler Corporation
 Ford Motor Company
 General Motors Corporation

Applies to suppliers of:

 production materials
 production and service parts
 heat treating
 painting and plating
 other finishing services
 Does NOT apply to all suppliers of Big Three
Background Information (continued)

TE-9000
 Tooling and Equipment Supplement
 Internal shorthand as supplement to QS 9000
Worldwide Commitment
 Released throughout North America, several
countries of South America, Europe, Australia and
Asia
Compliance audits by qualified ISO 9001
registrars:
 Internal
 Customer (second-party)
 Third-party
QS 9000 Requirements
Management responsibility
 “defining and documenting its policies for quality
along with its objectives and its level of commitment.
Clear lines of authority are drawn, assigning
responsibility for managing, performing and verifying
all work affecting quality.”
Training
 “should be viewed as a strategic imperative for all of
a supplier’s personnel. A supplier firm must have
documented procedures for assessing training needs
and for training all personnel who might impact a
company’s quality. Records of past training must
also be kept.”
QS 9000 Requirements (continued)

1. Management responsibility
2. Quality system
3. Contract review
4. Design control
5. Document and data control
6. Purchasing
7. Control of customer-supplied product
8. Product identification and traceability
9. Process control
10. Inspection and testing
11. Control of inspection, measuring and test equipment
12. Inspection and test status
13. Control of nonconforming product
14. Corrective and preventive action
15. Handling, storage, packaging, preservation and delivery
16. Control of quality records
17. Internal quality audits
18. Training
19. Servicing
20. Statistical techniques
QS 9000 Requirements (continued)

Management Responsibility  Design input

 Quality policy  Design output
 Organization  Design review
 Resources  Design verification
 Management representative  Design validation
 Organizational interface  Design changes
 Business plan
 Analysis and use of company-level Quality System Requirements
data  General
 Customer satisfaction  Quality system procedures
 Quality planning
Design Control Requirements  Special characteristics
 General Information  Use of cross-functional teams
 Design and development planning  Feasibility reviews
 Required skills  The control plan
 Organizational, technical interfaces
Name some common
requirement processes

 Common processes
 Documentation
 Testing
 Implementation

 Processes used to enhance supplier

quality systems, eliminate redundant
requirements and reduce costs.
What are some supply chain
priorities?
 Supply Chain Priorities by auto assemblers,
direct suppliers and indirect suppliers
order of importance.
1. Consistency
2. Reliability
3. Relationship
4. Technological capability
5. Flexibility
6. Price
7. Service
8. Finances
Real World Example I
“Supplier Services Inc. (SSI)’s stated goal is to
work with small and medium-sized
manufacturers to achieve compliance with
ISO 9000, QS 9000 and other industry-
specific quality system requirements. Their
message to those manufacturers or their
suppliers is that while it is extremely difficult
to manage quality and manufacturing
standards when everyone expects fewer
people to do the job, SSI is available to fill
that organizational void with their own brand
of expertise.”
Real World Example II
“Few businesses survive their first 6 months,
much less earn their QS 9000 and ISO 9002
certifications in the first half of the year. Nu Tech
Plastics Engineering, a Tier One and Two
automotive supplier, not only did both, but it
also fulfilled its founder's goal of creating a
business niche in taking on so-called problem
jobs. Barely three years old, the company has
built a $20 million a year business on solving
other people's problems. Elektra all-electric
molding machines and the company's process
tuning shaved 12 seconds from the tool's cycle
time.”
Interactive Exercise
Small groups (company)
 Design product using given materials
 Design production process
 Select
 Presenter
 Discuss reasons why your company should be the
supplier of choice regarding quality, product and
certifications
 Secretary
 To record quality production processes
Conclusion
Why should companies become QS 9000
certified?
 Enhance quality systems for
suppliers
 Eliminate redundant requirements
 Reduce costs
Suggested Readings
 QS-9000 In Our Company, Self-Study Course
for Personnel: AQA QS-9000 Series
(Jack Kanholm)
 QS-9000 Requirements, 119 Requirements
Checklist and Compliance Guide: AQA QS-
9000 Series (Jack Kanholm)
 The QS-9000 Answer Book (Radley M. Smith)
 QS-9000 Quality Systems Handbook
(David Hoyle)
References
 American Society for Quality
 QualityBooks.co.uk
 Amazon.com
 “Quality Spending Outlook”
Quality; Troy; Dec 2001; Larry Adams.
 “Future of APQP and PPAP in doubt”
Quality; Troy; Jan 2002; Roderick A Munro.
 Foster, S. Thomas. Managing Quality: An Integrative
Approach. Prentice-Hall, Inc. 2001 (pp. 85-90, 258-63;
430-31).
 “Future of APQP and PPAP in Doubt”
Quality; Troy; Jan 2002; Roderick A Munro