1. Process System Capability An introduction to 9103 ‘VARIATION MANAGEMENT OF KEY CHARACTERISTICS’ Bernard LAURAS AIRBUS

2. Objectives of this presentation Show importance of managing Key Characteristics and Increase your understanding of 9103 content.Show importance of managing Key Characteristics and Increase your understanding of 9103 content. Share experiences of implementing 9103 including who was involved and what they got out of it.Share experiences of implementing 9103 including who was involved and what they got out of it. Inspire you that 9103 has broader benefits and is not just a Customer requirement.Inspire you that 9103 has broader benefits and is not just a Customer requirement. Illustrate that small organisations can do this type of activity.Illustrate that small organisations can do this type of activity.

3. 9103 should help resolve the first 4 main causes of Quality problems identified by AIA (Aerospace Industry Association)9103 should help resolve the first 4 main causes of Quality problems identified by AIA (Aerospace Industry Association) –Personnel fail to understand the design requirement –Process changed without understanding the impact –Process to review initial production fails to detect defects –Design requirements exceed the capability of the manufacturing process Why do we need such presentation ? 9103 exists, so why the problems ?

4. Why do we need such presentation ? 9103 not sufficiently and adequately deployed9103 not sufficiently and adequately deployed  Value not clearly identified or understood  All functions to be involved, not only Quality  Training required  Need to explain how to apply 9103 based upon supplier & product complexity Lack of skills Lack of buy-in

5. What are Key Characteristics ? Key Characteristics are the main ones guaranteeing full Customer satisfaction, that means ensuring all his needs are effectively & permanently met

6. Why do we need to focus on key characteristics ? To enhance confidence that true Customer expectations are metTo enhance confidence that true Customer expectations are met To drive the continuous improvement of manufacturing processes through adequate planningTo drive the continuous improvement of manufacturing processes through adequate planning To reduce costs by eliminating wastes and unnecessary effortsTo reduce costs by eliminating wastes and unnecessary efforts

7. Scope of 9103 Primarily intended to apply to new parts but should also be applied through out the life of the programme to ensure that changes are taken into consideration. Primarily intended to apply to new parts but should also be applied through out the life of the programme to ensure that changes are taken into consideration. Establishes requirements for management of key characteristics variation Establishes requirements for management of key characteristics variation – Specifies general requirements – Provides a process

8. Process for Key Characteristic Variation Management : 7 steps Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No

9. Stage 1 Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No Understand key characteristics and required performance

10. Stage 1 - Understand Key Characteristics and Required Performance Establish an appropriateEstablish an appropriate cross-functional team –Design Engineer:Potential design failure modes, causes and effects. –Manufacturing Engineer: Process issues, potential failures, causes and effects. –Inspection Department: Definition of inspection methods and criteria. –Buyer (Purchasing): Feedback from Supply Chain and flow down of requirements. –Quality Engineer (Facilitator): Feedback from similar product, customer returns, guarantee that process is adequately followed. Adapt it to your Company… and don’t forget the Operators who effectively do the job !

11. Stage 1 - Understand Key Characteristics and Required Performance Establish an appropriateEstablish an appropriate cross-functional team –Design Engineer:Potential design failure modes, causes and effects. –Manufacturing Engineer: Process issues, potential failures, causes and effects. –Inspection Department: Definition of inspection methods and criteria. –Buyer (Purchasing): Feedback from Supply Chain and flow down of requirements. –Quality Engineer (Facilitator): Feedback from similar product, customer returns, guarantee that process is adequately followed. Look at product, process & Customer requirements: What does he want and how we can do it ? Look at product, process & Customer requirements: What does he want and how we can do it ? Listen to your Customer Speak with your Customer

12. Stage 2 Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No Plan a process that will produce acceptable performance

13. Stage 2 - Plan Manufacturing Processes Ensure process owner exist for each key characteristic Ensure process owner exist for each key characteristic Establish a minimum acceptable capability ratio (Ck, Cpk, …) for each key characteristic Establish a minimum acceptable capability ratio (Ck, Cpk, …) for each key characteristic Identify sources of variation and potential risks… and mitigate them Identify sources of variation and potential risks… and mitigate them Relate process data back to what designers want… Relate process data back to what designers want… Identify key manufacturing processes impacting key characteristics Identify key manufacturing processes impacting key characteristics … and designers: Also understand capability of manufacturing Processes … and designers: Also understand capability of manufacturing Processes

14. Stage 3 Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No Operate the process to generate data

15. Stage 3 - Operate on Trial Basis to Generate Data Create Data collection plan for all key characteristics (who, what, where, frequency, conditions,…) Create Data collection plan for all key characteristics (who, what, where, frequency, conditions,…) Produce parts/components to specified work instructions in a representative environmentProduce parts/components to specified work instructions in a representative environment Measure key characteristics and collect data to document any deviationsMeasure key characteristics and collect data to document any deviations Perform First Article Inspection (9102 Refers). Perform First Article Inspection (9102 Refers).

16. Stages 4 and 5 Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No Analyse data to identify appropriate action Take action from study (operate, redesign and improve)

17. Stages 4 & 5 - Analyse Data and launch appropriate Action Process not stable : Perform root cause analysis with proper tools and document it. Process not stable : Perform root cause analysis with proper tools and document it. Review control charts to determine if process is stable When process is stable, calculate process capability and compare with what is required to meet Customer needs When process is stable, calculate process capability and compare with what is required to meet Customer needs Remove or minimise causes… and verify effectiveness of corrective actions Remove or minimise causes… and verify effectiveness of corrective actions

18. Stages 4 & 5 - Analyse Data and launch appropriate Action (Continued) Launch a new root cause analysis Launch a new root cause analysis Prioritise causes of variation and identify most influential onesPrioritise causes of variation and identify most influential ones Investigate centering of the process Investigate centering of the process If process stable but not capable LSL (Lower Spec Limit) USL (Upper Spec Limit) LSL (Lower Spec Limit) USL (Upper Spec Limit)

19. Stages 4 & 5 - Analyse Data and launch appropriate Action (Continued) Prioritise causes of variation Prioritise causes of variation Identify most influential root causes Identify most influential root causes Investigate centering of the process Investigate centering of the process If process stable but not capable LSL (Lower Spec Limit) USL (Upper Spec Limit) LSL (Lower Spec Limit) USL (Upper Spec Limit) When actions are taken that change the manufacturing processes, repeat the process starting at Stage 2 (Plan Manufacturing Process).

20. Stage 6 Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No Continue to monitor the Performance

21. Stage 6 - Continue to Monitor the Performance When characteristics are meeting Customer’s requirements, continue to measure periodically to detect possible long term variations and identify opportunities for improvement. Process Capability Upper Process Limit Lower Process Limit THE VOICE OF THE PROCESS Upper Specification Limit Drawing Tolerance Lower Specification Limit THE VOICE OF THE CUSTOMER What we do want

22. Stage 6 - Continue to Monitor Performance When characteristics are meeting Customer’s requirements, continue to measure periodically to detect possible long term variations and identify opportunities for improvement.

23. Stage 7 Understand key characteristics and required performance Plan a process that will produce acceptable performance Operate the process to generate data Continue to monitor the performance Analyse data to identify appropriate action Take action from study (operate, redesign and improve) Is a process change required? Yes No

24. Stage 7 – Is a process change required ? If no change is required, continue to monitor process performance per Stage 6.If no change is required, continue to monitor process performance per Stage 6. If a change is required, repeat Stages 1 to 5 prior to implementing any change.If a change is required, repeat Stages 1 to 5 prior to implementing any change. Document any planned manufacturing process changes, including reasons for change.Document any planned manufacturing process changes, including reasons for change.

25. On target with minimum variation Plan Do Control Act Continuous Improvement 9103 successful Management… … A never ending process

26. Summary : Don’t forget these key factors of success… Manage Keys characteristics during all life of the programme, in particular when introducing a changeManage Keys characteristics during all life of the programme, in particular when introducing a change Involve all concerned functionsInvolve all concerned functions Focus on key characteristics and associated processes… but don’t forget the others !Focus on key characteristics and associated processes… but don’t forget the others ! Record all what you do… and keep history :Record all what you do… and keep history : –Potential loss of experience during the programme life –Change of rationale for a characteristics being key or not Feedback from manufacturing & supply chain to engineeringFeedback from manufacturing & supply chain to engineering … and flow them down internally and within your Sub-Tiers

27. Next Step Training module, guidance material, on line training packs, etc …will be created by IAQGTraining module, guidance material, on line training packs, etc …will be created by IAQG

28. Any Questions ? They will be answered at the end of the 3 presentations

29. Existing experience of 9103 Implementation Brian Harvey - Clamonta Dave Wentworth - Delta Industries