557 words, 2.1 minutes read. By Gerard Blokdyk
APQP 1 big thing: Allocate Quality resources to project teams, programs, and manufacturing process improvement teams.
The big picture: Confirm that your workforce reviews overall (internal) customer ratings on a monthly basis to include correcting rating errors and/or improve organization performance needed/green supplier status.
Why it matters: Make sure your strategy gathers information for business initiatives and team activities to enhance operational efficiency, product quality, service delivery and asset utilization.
Under the hood: Involved in supplier audits, working with purchasing on supplier issues, approving supplier PPAPs, reviewing corrective action plans Poke Yoke and interacting with advanced quality organizations.
Top APQP Must Haves
APQP Executives tell us every quarter about their must haves.
Here are their most urgent ones:
Learn the Top Emerging APQP Risks HERE: store.theartofservice.com/APQP-critical-capabilities/
Top thinkers are using The Art of Service Critical Capabilities Analysis, the guide that’s helping leaders stay ahead of what’s next.
This guide will help you plan your roadmap. The Critical Capabilities and Priorities Guide enables leaders to shortlist hundreds of appropriate results, already prioritized.
On the flip side: Warrant that your team is providing technical leadership, insight, guidance, and problem solving skills for technical issues related to sourced material and suppliers.
State of play: Make headway so that your operation oversees the quality engineering tasks to enhance product quality and to ensure a high reliability and proper performance per product requirements.
What they’re saying: “Check that your staff leads the development and implementation of strategic improvements required for ensuring manufacturability, scale up, cost effectiveness, and improving product quality of reagents and assays.“, Account Delivery Manager
How it works: Make sure your staff analyses process requirements and evaluate equipment and systems to ensure deliverables meet or exceed process specifications and manufacturing requirements.
Meanwhile: Secure that your staff conducts tests and measurements throughout stages of production to determine control over applicable variables; and services, troubleshoots and solves production process problems with processes or equipment already in operation.
The backdrop: Ensure your design leads the establishment of objectives for an execution of mapping and modeling of key supply chain business process flows to optimize efficiency and meet (internal) client needs.
What to watch: Make sure there is technical expertise and commercial acumen in the entire project life cycle from planning, analyzing requirements, conceptual designing through to detail engineering and manufacturing.
What we’re hearing: “Act as escalation point for material concerns, lead daily shortage meetings to ensure supply continuity, report on KPIs inventory days on hand, line interruptions, expedite costs, etc.“, Prin Eng, Quality Engrg
Be smart: Make headway so that your design experiences working with Automotive Tier 1 Tier 2 OEM on Component and System Level APQP and PPAP.
The bottom line: Confirm that your workforce is responsible for the successful project completion via participating in the resolution of issues such as conflicting design requirements, safety concerns, unsuitability of standard material and difficult coordination requirements.
What’s next: Make sure the Supplier Quality Engineer is functionally responsible for monitoring and measuring supplier performance and ensuring robust root cause and corrective actions are implemented for supplier non-conformities leading to (internal) customer escapes, internal rework/rejection, and scrap.
ICYMI: Interface so that your group ensures establishment of and compliance with appropriate procedures in auditing, testing, documentation, APQP, MES, Control Plan, PFMEA, PPAP and other quality assurance related areas.
A MESSAGE FROM THE ART OF SERVICE
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