problems using PFMEA and analyzed for possible measurement, monitoring or other -controls- in the control plan.
These approaches to documentation, measurement, monitoring and improvement of processes do not have to wait for TS 16949:2002. Automotive companies should start employing them immediately as effective ways to enhance competitive capability and improve the bottom line. After all, that should be why an organization does any of this!
Customer Focus
What is the impact of ISO 9001:2000 on TS 16949? Whatever way QS-9000 or TS 16949:1999 are sliced, neither has the customer focus of ISO 9001:2000. Customer expectations and requirements need to be ascertained when it comes to product quality, delivery, lead time, communication, etc. These expectations must be met and should be surpassed to improve customer satisfaction. Does your current system accomplish this? What process are you using? The customer focus process presented in Figure 3 is an effective way to satisfy ISO 9001:2000 and meet and exceed the requirements of QS-9000 and TS 16949:1999.
The process illustrated in Figure 3 shows that Customer Need and Expectation (Clause 5.2, Management Responsibility-Customer Focus) are driving the Goal and Objective (Clause 5.4, Plan-ning) for the organization. The Goal and Objective are then subsequently translated
by what is called a "Result Measurable" into metrics for use in management review. Key Processes that impact the Goal and Objective, as shown in Figure 3, are identified and tracked through "Process Measurable". The Key Processes need to be improved to impact the Goal and Objective. The Process Measurable serve the purpose of measuring the processes as required by Clause 4.1e. An example that illustrates the customer focus process is a typical customer expectation of on-time delivery (OTD). An organization translates this to an objective of "100% of shipments will be received by all customers on scheduled day". This is measured by a |
result measurable-% On Time. The organization studies the objective and identifies three key processes that drive OTD: maintenance, shipping and training. Process measurable, such as % Downtime, Shipment Accuracy and Setup Jobs Filled, are then tracked for each of the key processes.
What the customer focus process accomplishes is the translation of a customer requirement into an objective that is then converted within the company into metrics and processes. The key to overall improvement is the identification and improvement of processes. Organizations cannot directly improve the results, they can only improve processes that improve the results.
ISO 9001:2000's Impact and a QS-9000 Action Plan
The overall changes in ISO 9001:2000 present challenges in terms of the significant change in the documentation requirements (as described earlier), the use of a process approach and the role of a customer focus on the QMS. Between now and the end of 2003,when the ISO 9001:2000
and TS 16949:2002 transition periods will end, your organization really has only two options if it is registered to QS-9000:
* Upgrade to ISO/TS 16949:2002 and ISO 9001:2000, which will satisfy existing and future customer requirements.
* Lose your registration status. On December 15, 2003, the members of the International Accreditation Forum (IAF), which includes all accreditation bodies |
that accredit QMS registrars and qualify those competent to audit auto-motive suppliers and issue QS-9000 registrations, will cease to recognize ISO 9001/2/3:1994 certificates of registration.
Thus, certificates that cite QS-9000 and any other sector requirements still based on ISO 9001:1994 will be-come invalid to the IAF members, the registrars they have accredited and most customers. As discussed above, the third edition of QS-9000 is not going to be upgraded to ISO 9001:2000, only the first edition of ISO/TS 16949:2002 is, and there are no indications that any of the OEMs presently requiring registration to ISO/TS 16949:2002 or one of the four national catalogs plans to drop that requirement.
Previous experience assisting organizations with implementation of QS-9000- and recent experience with ISO 9001:2000 and TS 16949-tells us that most large corporations will need at least two years to successfully complete the migration from QS-9000/ISO 9001/ 2:1994 to TS 16949. The best advice is that all QS-9000-registered organizations start their migration today-and not just to TS 16949, but with ISO 9001:2000. This will put them in the position to make the transition to TS 16949:2002/ ISO 9001:2000 with minimal changes to the QMS when the TS is published in 2002. The IATF is not expected to make major changes to TS 16949:1999 beyond its restructuring to include and "flow with" ISO 9001:2000.
In a second article on the impact of ISO 9001:2000, which will appear in the near future, we will explore the structure and organization of the requirements in ISO 9001:2000 and show a practical approach to upgrading a QS-9000 conforming quality system to conform to ISO 9001:2000 and TS 16949:1999 with minimal disruption and reworking of the system and maximum - |
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