01 - Quality Basics in Business With Bosch - Ver3

Rev.
3/23/2007
Supplier Quality Development Program (SQDP)
Quality Basics In Business With Bosch Quality Basics By CP/PIN-CN-Q
By CP/PIN-CN-Q
Internal | CP/PIN-CN | 11/7/2006 | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copying and passing on to third parties.
Quality Basics In Business With Bosch
Table of Contents
1. 2. 3. Business process flow with supplier Bosch quality concept and principle Requirements for suppliers 3.1) 3.2) 3.3) 3.4) 3.5) Requirements for management system QSL N2580 HSE requirements HSE Bosch assessments/audit /
Table of Contents
3.6) 4. 5. Supplier performance indicators
Supplier pyramid and escalation management Quality tools 5.1) 5.2) Quality control loop 5S
6.
Traceability
1. Business process flow with supplier

Supplier selection
1. 2. 3. 4. Source suppliers Filter suppliers Visit Suppliers Conduct quality audit per QSP 0608/0720 QSP 0608/0720
Project implementation
5. 6. 7. 8.
Mass Production
Discuss and select the potential suppliers Report to GPMT GPMT LPB by GPMT (if needed) GPMTLPB () List as a new supplier in GPMT supplier pyramid GPMT

Supplier selection
1. 2. 3. 4. Inquiry & quotation Technical discussion Quality training (e.g., SQDP) SQDP Finalization of contract negotiations
5. 6. 7. 8.
Mass Production
Advanced quality planning. Preparation of initial sample . ISIR release procedure. ISIR Process audit/2 day production /

Supplier selection
1. 2. 3. 4. Change management Performance monitoring QAM/8D process QAM/8D Quality audit
5.
Mass Production
Quality training (e.g., SQDP) and CIP SQDP
2. Bosch quality concept and principle
Source: CP/PJ-PUQ
100 % - 99.9% ?
z
500 20 000 22000 20 80
CP/PJ-PUQ | 02/10/2006 | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copying and passing on to third parties.

2.1 Zero defect target
We want
Zero Defect
Source: CP/PJ-PUQ

Zero Defect Target
Continuous process improvement Intensive co-operation in the procurement process Acceptance of Bosch requirements and contracts Consistent use of quality management tools Continuous tracking of quality data and escalation in case of deviations
Means
10

Zero Defect Target
Requires
Leadership
Determination
Consistency
11

2.2
1.
Bosch Quality Principle

Our goal is to fully satisfy our customers expectations through the quality of our products and services. Quality and quality improvement is every associates responsibility and ultimate goal - from the board of directors to apprentices. Our directives, processes, systems and goals are based on requirements from international standards, customer expectations, our knowledge and experience. Knowledge of and compliance with these directives and processes is the foundation of our quality..
2.
3.
12

4. Quality means doing things right in the beginning, thus preventing failures in the end. Continuous improvement of the quality of processes lowers costs and increases productivity. Avoiding failures is more important than eliminating defects. We systematically apply methods and tools for preventive quality assurance, learn from mistakes and eliminate their root causes without delay. Our suppliers contribute substantially to the quality of our products and services. Therefore our suppliers must live up to the same high quality standards we have adopted.
5.
6.
13
3. Requirements for suppliers

3.1) Requirements for management system
Quality Management System Supplier to the Automotive Divisions ISO/TS 16949:2002 certificate for preferred suppliers ISO/TS 16949:2002 ISO 9001:2000 for other suppliers (ref. to supplier pyramid) with development target towards ISO/TS 16949:2002. ISO 9001:2000 , ISO/TS 16949:2002
Source: QSP0609
14

Supplier to the non-automotive divisions ISO 9001:2000 certificate for all suppliers. ISO 9001:2000 Environmental Management System ISO 14001 or EMAS certificate by 31.12.2007 for preferred suppliers 31.12.2007 ISO 14001 EMAS Plausible planning of an environmental management system per ISO 14001 or EMAS for essential suppliers ISO 14001 EMAS
15

3.2) QSL
Source: QSP0609
16

Quality Assurance Guideline for Suppliers (QSL) Mandatory Agreement QSL
The Supplier agrees to seek approval of Bosch prior to 9 changing the production methods, sequence and materials (also at sub-suppliers) 9 changing of sub-suppliers 9 changing test methods/equipment / 9 relocating production sites 9 relocating production equipment at the same site
17

Documents must be retained for at least 7 years. Documents with special archiving must be retained for at least 15 years. 715 The Supplier is committed in the same way as Bosch towards its customers to the zero-defect goal in business with Bosch. The Bosch Standard N 2580 Prohibition and Declaration of Sub stances (Internet: www.bosch.com ) is part of each delivery agreement. N2580 (Internet: www.bosch.com )
18

In the event quality problems should arise, the Supplier shall enable Bosch to conduct an audit at his subsuppliers. The Supplier agrees to ensure the traceability of the products supplied by him. Measures must be instituted to ensure that if a defect is detected, the defective parts/products/batches, etc., are traceable and contained. // The delivered products are inspected by Bosch in the normal course of business, and the Supplier shall be notified promptly of any defects detected in the process. To this extent the Supplier waives his objection to a delayed notification of defect.
19

Quality Assurance Guideline for Suppliers (QSL), Individual Agreement QSL
The individual agreement defines specific regulations for the business division/plant and specifies individual agreements on quality and, if applicable, on environmental management. /
20

3.3) Bosch standard N2580 N2580
N2580-1 - Prohibition and declaration of substances - General, overview N2580-1.1 - Prohibited and declarable substances in products, components, materials and preparations N2580-1.2 - Prohibited and declarable substances in accessory manufacturing materials
21

Supplier agreements Suppliers of products, components, materials, preparations, accessory manufacturing materials and packaging materials are obliged to confirm the compliance with N 2580 in writing (e.g. with the order confirmation). N2580 Prohibited or declarable substances shall be reported to Bosch preferably with the supplier declaration according to N 25801, Appendix A. N2580-1A The obligation to disclose prohibited or declarable substances does not apply to prohibited or declarable substances reported in the order specification.
22
23

3.4) HSE (Health, Safety and Environment) Requirement HSE
3.4.1) Why HSE requirement ? HSE Delivery reliability (unobstructed) to customer Bosch principles/Bosch values (e.g., social responsibility, work safety and environmental protection. / Public reputation.
Source: C/PS letter
24

3.4.2) Structure of HSE audit questionnaire HSE A. Initial questions B. Site inspection (Environmental protection) - Waste water - Emissions - Soil protection - Waste C. Site inspection (Work safety, working conditions) () - Risks for employees - Child labor
Source: RBCN/HSE
25

3.4.3) Evaluation of HSE audit result (RBCN/HSE) HSE RBCN/HSE Rate A: Final score is 80% and above without significant nonconformance. It is tolerable. Further improvement action plan may be requested as applicable. And the audit result is satisfied. 80()
26

Rate B. Final score is from 60% (included) to 80%. It is tolerable. But improvement action plan must be initiated by the supplier. And the audit result is conditionally released. 60-80(60) Final score is below 60%. It is not tolerable. And the audit result is not released. Advise is to not consider it as potential supplier. But if the supplier could work out the feasible improvement action plan and implement on time, the audit result can be changed to released as applicable. 60
Rate C.
27

3.5) Bosch assessments/audit /
Supplier selection
Process audit ISO/TS16949 system audit ISO/TS16949 LPB
Process audit 2 day production audit
Mass Production
Process audit ISO/TS16949 system audit ISO/TS16949 LEB
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3.5.1) Process audit (VDA6.3) VDA6.3 3.5.1.1)Structure of audit questionnaire 3.5.1.2)Grading of audit result
Overall degree of conformity in % 90 to 100 90100 80 to less than 90 8090 60 to less than 80 6080 Less than 60 60 Grading of the processes Full compliance Predominant compliance Partial compliance No compliance Description of the grading A* AB* B* C
29

3.5.1.3)Audit approach Regularly planned audit
System approach: audit according to an overall plan Project approach: audits at specified project milestones in product and process development.
30

Unplanned audit (Event and problem approach) Decreasing product quality Customer complaints Engineering changes Production relocations Process instability Serious complaints.
31

3.5.1.4)VDA Publications VDA
32

3.5.2) LPB (Supplier Potential Assessment) LPB LPB is used for: LPB Selection of preferred suppliers Supplier-Development To get rid of weak suppliers Selection of new potential preferred suppliers Supplier Award (LEB) LEB
Source: CP/MAE
33

LPB is for measuring suppliers future potential LPB Overall result of the LPB : LPB Company structure potential Quality potential Logistic potential Technical potential Cost/Price potential /
34
UP QP LP TP/TE KP

Evaluation criteria of the LPB : LPB 1 25 50 75 = = = = far below average below average industry average above average far above average
100 =
35

LPB is planed at central level LPB CEO of the supplier has to take part in the LPB: CEOLPB. 3.5.3) LEB (Supplier Result Assessment) LEB LEB is for measuring suppliers actual performance of the past. LEB Quality result . Logistic result . Price/Cost result /
36

3.6) Supplier performance indicators
Initial Sampling Indicator (EMKZ) ppm Rating of the Supplier ppm Problem Supplier Indicator (PLKZ) PLKZ Logistics Problem Supplier Indicator (Logistics PLKZ) PLKZ
37

3.6.1) EMKZ A weighted indicator for the percentage of interruptions caused by suppliers during initial sampling activities at RB.
38
Quality Basics In Business With Bosch EMKZ = (1*S+1*V+2*U+3*A+ 5*T+3*R) / () -S: QSP0509 -V: -U/ -A -TAV -R
39

3.6.2) ppm Number of defective purchased parts relative to the total number of purchased parts delivered.
40
Quality Basics In Business With Bosch -

-
- - - - -
- 0-/0- - - RB - 0-/0- - ppm
- RB - RB - - -
41

3.6.3) PLKZ Weighted indicator for interruptions in production at Bosch due to suppliers. Logistics incidents are also included in this indicator, if they were detected after acceptance of the goods by Robert Bosch.
42

PLKZ = 1*S + 2*W + 3*M + 4*F + 5*K S = W = M = F = FF = FL = FB = RB K = K0 = 0-/0- KF = KB =
PLKZ
43

3.6.4) Logistic PLKZ PLKZ Indicator for logistics incidents at RB caused by purchased parts and occurring before or during acceptance of goods. .
44
Log-PLKZ = LP+MD+VP+SO+UP+SB+SK LP = MD = VP = SO = UP = SB = SK = PLKZ.
45
4. Supplier pyramid and escalation management

4.1) Supplier pyramid
1 Preferred Suppliers (P)
2 Technology Specialists (T) 5 Suppliers to be actively eliminated (X)
3 Essential Suppliers (E) 6 Suppliers Determined by the customer (D)
4 New Suppliers (N) 7 Suppliers without new business (W)
46
4. Supplier pyramid and escalation management E4

4.2) Escalation management
E3
long term exceedance of quality and logistic targets
Supplier cannot fulfill requirements
E2 E1
Deviation from specification Repeated errors
47
4. Supplier pyramid and escalation management E4
E3 E2 E1
Problem solving according to 8D method 8D Supplier Meetings GPMT-Information GPMT- Additional 100% inspection at supplier 100% Management meetings No quotations For new projects Loss of preferred supplier status 3rd party inspections
Desourcing or permanently no new business
48
5. Quality Tools
Product Development
D-FMEA DFSS/DFMA DRBFM P-FMEA Six Sigma Initial sampling/PPAP Cmk/Cpk/Ppk QA Matrix EMKZ/PLKZ/ppm Poka Yoke
Start of Production
8D method TPM
Mass Production
Lessons Learned 5S CIP
Q control loops Process audits
Project management ATP TSM*
Escalation management Supplier Award
VQS*APQP
Value stream mapping
Bosch Supplier Development Program (improvement program)
49
5. Quality Tools
5.1) Quality control loop
in the plant in the process
Sub-supplier
Process A A
Process B B
Supplier
Final Inspection
BOSCH
to the Sub-supplier
From Bosch
50
Short quality control loops in the plant

Process Inspection Inspection Process Inspection
Process
Buffer
Process
Inspection
Process
Process
Inspection
failure response time
51
Failure response time
tC
Monitoring
Control Limit
tR
Inspection
Process
FIFO
failure response time
Buffer
tD
tFR = tD + tR + tC
Detection time (tD) Response time (tR) Changing time (tC)
Time between error emergence and error detection Time between error detection and moment of response Time between moment of response and implementation of necessary change
52

PDCA-Paynter-Chart PLKZ 2006
Target Supplier procedure 1. Planing/Record of appropriate measures (bottom) 2. Record of expected target-progress (forecast 2005) in compliance with date of introduction of measures 3. Implementation of measures with RB-BD-Pate (Release of measures, company during implementation, effectiveness, coordination) Failure 4 + 0,16 +0,19 oversized Incomplete 1 350 390 108 Missing R 0,60 1 350 390 109 change the form of the evacuation area additionnal jet to quickly evacuate the parts steps of the air spraying ( tightening ) Change the lenght of the clamping collet (risk of cheap storage ) Reactive measurements
4
WaP
10
NuP1
forecast
upper limit
Trend
reduce the PLKZ from 22 (JT09/2005) to 8 in year 2006
month
8
Example
Name: , Suppl.Nr.
01.09.06
6
05 20
n Ja
b Fe
ar M
pr A
ay M
ne Ju
ly Ju
ug A
ep S
ct O
ov N
ec D
06 D JT
6 L0 U
Respons. contribution in % to upper limit 2005 Jan Date DBO 02/02/06 22,0%
0 4
Timetable 2006
Feb March April May June July Aug Sep Oct Nov Dec
Remark Efficiency checked
DBO 02/02/06
22,0%
Efficiency checked
Chip in the part 1 350 390 109 Missing drilling 4,175 1 350 390 108
Change the lid form ( washing operation ) to allow that all the chips escape from the batch - Change our nonconformity ticket ( Check list ) - Planning of 3 substitutions machine for the shift night - Change the drawing of the tool to define the depth of the groove - Improvement of cutting conditions (Training) - Definition of new frequency for changing tool - Change the pipe in order to use rigid pipe - Implementation of gauge block for checking the position of the stop of the high speed feed - Creation a document linked to the control plan for explaining the area with a risk of burr
SBO 15/06/06
12%
Validation in progress Implement ation in progress
DBO 15/06/06
22,0%
Burrs on milling 3 265 719 247
VBR 15/07/06
22,0%
Implement ation in progress
Potential failures
Preventive measurements
Respons. Date PRO 17/01/06 PRO 15/05/06

0 8 0
4 + 0,16 +0,19 oversized Implementation SPC on the 4 ( 1 350 390 108 ) 1 350 390 108 Reaction / Creation reaction matrix nonconformity
Efficiency checked Efficiency checked
sum:
end
100%
begin is :
edition:_______resp. supplier:________
started ended realizised Status: green achievement of goal assured red achievement of goal at risk
mile stone realisation
reached mile stone yellow achievement of goal lightly risked
53
Objectives and application
Quality control loops are important elements of the zero defect target. The shorter the quality control loop, the faster it is possible to reach the zero defects target. The length of quality control loops must be reduced continuously for:
z
Internal complaints (scrap/rework) / Customer complaints (plant/0-km/field) /0/
54
Objectives and application
A reduction of the error response time makes it possible to::

z
reduce quality costs (nonconformity-/warranty costs) / avoid special inspections
PDCA sheets are used for tracking the effectiveness of introduced measures. PDCA
55
5. Quality Tools
5.2) 5S
SEIRI SEITON SEISO SETKETSU SHITSUKE
56
5.2)
5S
SEIRI Definition : To distinguish the necessities and the unnecessaries. Nothing but the necessities is put on site. Objective : Release space for effective use.
57
5.2)
5S
SEITON Definition : Place in order the necessities in designated area using specified method, and label them clearly . Objective : No wasting time on finding things.
58
5.2)
5S
SEISO Definition : Clean out the dirt on site and prevent contamination. Objective : Eliminate dirt and keep the site clean and bright.
59
5.2)
5S
SETKETSU Definition : Standardize the method of implementing above 3S and maintain the result. 3S Objective : Maintain result via standardization.
60
5.2)
5S
SHITSUKE Definition : Everyone does things according to regulations and get accustomed. Objective : Improve people quality to make people get serious on each job.
61
6 Traceability
What is traceability?
Standard ISO 8402 (Quality management and quality assurance-Vocabulary): Traceability is the capability to trace the history, application or location of an entity through the use of registered identification. (The entity may designate an activity, process, product, organism or person). Standard ISO 9000: Traceability is the ability to trace the history, implementation or location of that which is under consideration.
62
6 Traceability
Why we need traceability system?

Meeting regulatory requirements - The implementation of a traceability system makes it possible to meet regulator requirements (e.g. ISO/TS16949) ISO/TS 16949 Traceability as an integral part of quality systems - Traceability is already present in quality approaches it allows problems to be traced back to the source (raw material, faulty manufacturing process ), to understand the problem and take corrective action
63
6 Traceability
Why we need traceability system?

Reducing losses in the case recalled products - An effective traceability system allows action to be taken more quickly: if a problem occurs at a given time, the finished product which is suspect can be traced and replaced/repaired. Knowing the impact of raw materials on processes -Traceability allows for a better knowledge of the impact of the raw materials on the finished products. It allows a link to be made between the production results and the quality or the point of origin of the raw materials.
64
6 Traceability
1st possible tracking starting from the raw material to find corresponding finished product
and their destination 1
Raw Material from sub-supplier Logistics heat treatment at sub-supplier Logistics grinding at supplier Traceability managed by supplier! Traceability managed by Bosch! Final product (car)
Processing and Assembly at Bosch Logistics Logistics
Logistics
machining at Supplier
Processing and Assembly at car maker
65
6 Traceability
2nd Possible to determine at any point of chain the origin and characteristics of the product 2
Raw Material from sub-supplier Logistics heat treatment at sub-supplier Logistics grinding at supplier Traceability managed by supplier! Traceability managed by Bosch! Final product (car)
Processing and Assembly at Bosch Logistics Logistics
Logistics
machining at Supplier
Processing and Assembly at car maker
66
6 Traceability
General Recommendations
Effective lot definition - Each delivery to Bosch could be traced according to the delivery No to the internal lot No and then to the raw material by the lot definition. Lot Size Lot might consist of one shift, or eight hours of production, whichever is smaller. For Bulk Processes (e.g. heat treatment), lot size may be defined by quantity and vary based on process/production equipment (e.g. furnace capacity). Bosch can define maximum batch size. Each lot shall be traceable back to the raw material used.
67
6 Traceability
Integrality The lot definition should reflect all processes influencing the component/material. Be sure not only raw material but also purchasing parts are included in the system Support data Process data in each process should be recorded and linked to the lot No. which would be helpful for problem solving. Inventory The inventory (raw material, semi-products, final products) should be clearly managed and carefully monitored (quantity and identification No).
68
6 Traceability
Out-sourcing process For components, that require processing by outside companies to finish the process (e.g. heat treat, coining, grinding, coating, and other various processes), if the original lot were batch processed through the different secondary processes, then there would be no need to change the original lot number. However, if the batches are split at a secondary processor, then the lot number for each of the batches should be unique.
69
8D
Thank you
70
Internal | CP/IPA-CN-Q | 11/7/2006 | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copying and passing on to third parties.
Structure of Process Audit Questionnaire

Product development Process development Supplier/ Input material / Part B Serial production Production process Customer services / Satisfaction /
Part A Product development process
M1 Planning product development M2 - Realizing product development M3 Planning process development M4 - Realizing process development
M6.1 Personnel /Qualification / M6.2 Production Material/Equipment / M6.3 Transport/Parts Handling/Storage /Packaging /// M6.4 Fault Analysis/Corrective Actions /Continual Improvement //
71

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Rev.

Supplier Quality Development Program (SQDP)

Quality Basics In Business With Bosch Quality Basics By CP/PIN-CN-Q

Quality Basics In Business With Bosch

Quality Basics In Business With Bosch

Quality Basics In Business With Bosch

1. Business process flow with supplier

Quality Basics In Business With Bosch

1. Business process flow with supplier

Quality Basics In Business With Bosch

1. Business process flow with supplier

Quality training (e.g., SQDP) and CIP SQDP

Quality Basics In Business With Bosch

2. Bosch quality concept and principle

Quality Basics In Business With Bosch

500 20 000 22000 20 80

Quality Basics In Business With Bosch

2. Bosch quality concept and principle

Quality Basics In Business With Bosch

2. Bosch quality concept and principle

Quality Basics In Business With Bosch

2. Bosch quality concept and principle

Quality Basics In Business With Bosch

2. Bosch quality concept and principle

Bosch Quality Principle

Quality Basics In Business With Bosch

2. Bosch quality concept and principle

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch

3. Requirements for suppliers

Quality Basics In Business With Bosch