Background

• Mandated by DaimlerChrysler for all tier 1

suppliers
• Strongly recommended by General Motors
and Ford
• The Timken Company has been utilizing
Layered Process Audits since 2004
LPA’s Like Preflight Checklist.
Definition
• An ongoing system of process checks that verify
proper methods, settings, tools, gages, operator
craftsmanship, error proofing devices, and other
important inputs are in place in order to achieve
optimal results.
• Redundant process checks to make sure
everything is right.
• Ensure multiple eyes looking at the process to
ensure the key work steps are being performed
properly.

Is Everything Ready for Take-off

Requirements for LPA’s

• LPA’s shall be conducted for high risk

elements at a minimum of once per shift.
• Checklist of high risk items can be established using
reference items such as, customer complaints, warranty
issues, PFMEA, etc.
• Audit items should be unambiguous and
specific.
• LPA results should be recorded and posted
and reaction plans for non-conformances
found during audit shall be documented.
Requirements for LPA’s

• Non-conformances should be corrected

immediately.
• Audit results shall be summarized and
reviewed by plant leadership (non-
conformance database)
• Successive levels of plant leadership shall
perform the exact same audit as the first
level auditors and insure that first level
audits are being done.
Requirements for LPA’s

• LPA items can be added and taken away.

20% Scrap Reduction Goal

An audit item should not be deleted, unless
the risk is eliminated and verified.
• LPA items should be limited to those items
critical to the process or the plant’s
objectives. Avoid putting too many items
on the audit.
• Continuously improve the audit process
(living document).
Benefits of LPA’s
• Multiple layers verifying critical processes are

20% Scrap Reduction Goal

ready to go. (Rib Angle)
• Gives management a reason to be on the floor.
Makes management presence on floor
commonplace.
• Ensures problem solving solutions (corrective
actions) stay in place.
• Identifies problems upstream, before issue reaches
customer.
• Generates continuous improvement opportunities.
Roadblocks to LPA’s
• Culture shift in some cases to have

20% Scrap Reduction Goal

associates do audits each shift and have
management looking over their shoulder.
• Too many items on LPA, makes it
impossible task
• Can become rubber stamp process.
• Managers get busy and don’t follow through
on audit, undermining audit importance.
Roadblocks to LPA’s

Nothing done with the data

20% Scrap Reduction Goal

•

• Verification of LPA item not clear to

everyone (different interpretation of OK)