By David Hoyle
ISO/TS 16949:2002 (TS2) can have a big impact in most cases of the car because it formalises, less than a unmarried world-wide normal, the standard approach that has to be met through motor vehicle brands and their providers. This guide is the one complete advisor to realizing and gratifying the necessities of ISO/TS 16949:2002. Written by way of best-selling caliber writer David Hoyle ( ISO 9000 caliber structures guide ) this new booklet is perfect for these new to the traditional or constructing a unmarried administration approach for the 1st time, in addition to these migrating from present caliber administration platforms. it's going to go well with caliber process managers and caliber pros around the car undefined, managers and govt point readers, specialists, auditors, running shoes and scholars of administration and caliber. * the single whole ISO/TS 16949:2002 (TS2) reference: crucial for realizing either TS2 and ISO 9001:2000 * TS2 turns into essential for all automobile brands and their many millions of providers in 2006 * contains info of the certification scheme, the variations with prior criteria, money lists, questionnaires, assistance for implementers, stream charts and a thesaurus of phrases * David Hoyle is likely one of the world's prime caliber administration authors
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Extra resources for Automotive Quality Systems Handbook, Second Edition: ISO/TS 16949:2002 Edition
Example text
12 Take the agreed action and check that process stability has been restored. Variation Variation is present in all systems. Nothing is absolutely stable. If you monitor the difference between the measured value and the required value of a characteristic and plot it on a horizontal timescale in the order the products were produced, you would notice that there is variation over time. There does not have to be a required value to spot variation. ) you will see a pattern of variation that with an appropriate scale will show up significant deviations from the average.
If we want to reduce the common cause variation we have to act on the system. If we want to improve efficiency and effectiveness we also have to act on the system and both are not concerned with correcting errors but concerned with doing things better and doing different things. There is a second dimension to improvement – it is the rate of change. We could improve “gradually” or by a “step change”. Gradual change is also referred to as incremental improvement, continual improvement or kaizen. “Step change” is also referred to as “breakthrough” or a “quantum leap”.
Authority to change product usually remains in the hands of the producing departments. It is interesting to note that similar activities within a design department are not called “quality control” but “design assurance” or some similar term. “Quality control” has for decades been a term applied primarily in the manufacturing areas of an organization and it is therefore difficult to change people’s perceptions after so many years of the term’s incorrect use. In manufacturing, inspection and test activities have been transferred into the production departments of organizations, sometimes retaining the labels and sometimes reverting 34 Basic concepts to the inspection and test labels.