QS-9000

QS-9000 is the name for the Quality System Requirements used to increase customer
confidence in the quality of its suppliers.
The idea of QS-9000 is quite similar to ISO-9000, International Quality System Standard,
but QS-9000 applies particularly to the automotive industry for Chrysler Corporation,
ord !otor Company, "eneral !otors Corporation, and truc# manufacturers. QS-9000 is
made up of three sections$ an ISO-9000 based requirement, a sector-specific requirement,
and a customer-specific requirement. These requirements %uarantee a supplier procures a
%ood quality product. urthermore, by de&elopin% QS-9000, 'e 'ill be able to impro&e
our product, customer satisfaction, and supplier relations as 'ell.
Standards for ISO-9001 and QS-9000

____________________________________________________________________
ISO
QS
Quality System Requirements 9001
9000

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Management Responsibility X
X
Quality System X
X
Contract Review X
X
Design Control X
X
Document and Data Control X
X
Purchasing X
X
Control o Customer-Supplied Product X
X
Product !dentiication and "ractability X
X
Process Control X
X
!nspection and "esting X
X
Control o !nspection# Measuring# and "est $%uipment X
X
!nspection and "est Status X
X
Control o &on-Conorming Product X
X
Corrective and Preventive 'ction X
X
(andling# Storage# Pac)aging# Preservation and Delivery X
X
Control o Quality 'udits X
X
"raining X
X
Servicing X
X
Statistical "echni%ues X
X

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Production Parts Approval Process
X
ontinuous Improvement
X
!anufacturin" apa#ility
X

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ustomer-Specific Requirement
X

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(ac# to Ori%inal )a%e
Quality
Quality means a totality of characteristics of an entity that bear on its ability to satisfy
stated and implied needs. In some references, Quality is referred to as *fitness for use*,
*fitness for purpose*, *customer satisfaction*, or *conformance to the requirements.*
To achie&e satisfactory quality 'e must concern all sta%es of the product or ser&ice cycle.
In the first sta%e quality is due to a definition of needs. In the second sta%e it is due to
product desi%n and conformance. In the last sta%e quality is due to product support
throu%hout its lifetime.
There are t'o ma+or aspects of quality$ quality of desi%n and quality of conformance.
Quality of design in&ol&es the &ariations of a product or ser&ices in %rades or le&els of
quality. This includes the types of materials used in construction, tolerance in
manufacturin%, reliability, etc. Quality of conformance concerns ho' 'ell the product
conforms to the specifications and tolerances required by the desi%n. Quality of
conformance is influenced by the choices of manufacturin% processes, trainin% and
super&ision of the 'or#force, the type of quality-assurance system used, and the
moti&ation of the 'or#force to achie&e quality.
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Quality at Source (Source Inspection)
Source inspection is a technique used to pre&ent product defects by controllin% the
conditions that influence quality at their source. It is the performance of the supplier,s
facilities to increase customer confidence 'ith the supplier,s product quality. The
follo'in% elements are essential parts of source inspection.
The quality history of suppliers.
-ny possible effects that occur durin% purchasin%, based on the performance,
safety, and reliability of the final product.
)roduct comple.ity.
The ability to measure the product quality from buyer data.
The a&ailability of special measurin% equipment at the buyer,s plant to perform
the required inspection.
The product,s nature and its quality.
It is important to ha&e either e.ternal or internal company inspectors to assure adequate
product control. - sources inspection is performed to insure that the decision ma#in% is
correct and unbiased. urthermore, source inspection can be de&ised into t'o cate%ories
as follo's/
0. 1ertical source inspection inspects the process flo' to identify and control
e.ternal conditions that affect quality.
2. 3ori4ontal source inspection inspects an operation to identify and control inter&al
conditions that affect quality.
(ac# to Ori%inal )a%e
SO - Standard Operating rocedures
Standard Operatin% )rocedures 5SO)6 are the instructions that co&er operational parts.
Initially, an SO) is based on -rmy'ide publications and then modified to use local
operatin% conditions and command policies as a %uideline. The scope of SO) is e.tensi&e
and &aries. It pro&ides the ma+or instructions for all di&ision elements of operational
features.
In %eneral, there are t'o formats for an SO) to follo'$
- format that publishes all comprisin% documents 'hich details of the function
and the responsibilities of subordinate units.
- format that is published as a basic document 'hich includes %eneral
instructions to all units. This #ind of format has specific instructions for each
indi&idual unit. It is more detailed and easier to use.
(ac# to Ori%inal )a%e
S!"# - Single !inute "$change of #ie
S!78, often called *Quic% &hangeover*, is an process that can help us to reduce
do'ntime due to set-ups and chan%eo&ers. Quic# Chan%eo&er means 'e reduce time to
set up a machine or process. 9e use S!78 as a %uideline to eliminate our 'aste
chan%eo&er time in our production process, especially 'hile chan%in% a machine from
one product to another.
There are si. ma+or steps that 'e should be concerned 'ith $
0. 7nsure that e&erythin% needed for setup is already or%ani4ed and on hand to sa&e
time findin% somethin% in the process setup.
2. It is %ood to mo&e your arms but not your le%s to a&oid spendin% too much time
durin% ad+ustment or set-ups.
:. 8o not remo&e bolts completely to sa&e time durin% remo&in% bolts and settin% up
the process.
;. <e%ard bolts as enemies/ do 'hat e&er you can to %et rid of them to sa&e time by
usin% some equipment that is better than bolts 'hen chan%in% the process.
=. 8o not allo' any de&iation from die and +i% standards to sa&e time by usin% the
same standards. or e.ample, use the same si4e of nut and bolts for each die and
+i%.
>. -d+ustment is 'aste to ma#e the +i% or fi%ure simple to setup and a&oid 'astin%
time to ad+ust the positions.
(ac# to Ori%inal )a%e
S& - Statistical rocess &ontrol
Statistical )rocess Control 5S)C6 is an collection of statistical techniques that are used to
monitor critical parameters and reduce &ariations. 9e used S)C to achie&e process
stability and impro&e the capability throu%h reduction of &ariability. Often the term
*Statistical Quality &ontrol* is used interchan%eably 'ith *Statistical )rocess Control.*
The ob+ecti&e of S)C is to %et a process under control. This is done by identifyin% and
eliminatin% any specific causes of &ariation not associated 'ith the process itself. -
process that is in control 'ill constantly perform 'ithin its o'n natural limits.
S)C can be bro#en into t'o components$ process control and acceptance sampling. In
process control, S)C in&ol&es these se&en tools$ 3isto%ram, Chec# Sheet, )arato Chart,
Cause and 7ffect 8ia%ram, 8efect Concentration 8ia%ram, Scatter 8ia%ram, and Control
Chart These tools often called *'he Seven Q& tools.* !ost of the tools help us to
identify a problem in the process. -cceptance samplin% is used to reduce &ariation in the
process by usin% statistical samplin% techniques to select the proper samplin% si4e and to
interpret 'hether our 'hole product should be accepted or re+ected.
(ac# to Ori%inal )a%e
Sampling
Samplin% is the process of obtainin% samples from a lar%e %roup of data 5or called
population6. There are numerous data, so it is difficult or impossible to e.amine the
'hole %roup. 7.aminin% all data 'ill e.pend a lot of time, so doin% only a small part of
entire data, a sample, is more appropriate. -dditionally, samplin% theory is a study of the
relationship bet'een the 'hole data and the samples. It is useful to understand 'hether
there are differences bet'een t'o samples.
-ll possible samples of si4e n can be dra'n from a %i&en population. or each sample,
'e can calculate a statistic/ for e.ample, the mean and the standard deviation of the
data 'ill &ary from sample to sample. So a samplin% distribution is useful to e.plain the
data characteristics.
There are three types of samplin% processes$
0. Single sampling is composed of selectin% a specifically random sample of n items
from each %roup of items presented, and then condemnin% each %roup depends up
on the results. or e.ample, chose n items from each %roup for inspection. 9e
'ill accept the %roup if the number of defects is less than or equal to d, a specific
&alue. Other'ise, 'e 'ill re+ect them.
2. Double sampling is composed of selectin% t'o specifically random samples of n1
and n2 from data. (y a technique of this type, the results of selectin% a first sample
(n1) are acceptin% the %roup, re+ectin%, or tal#in% another sample of n2 items. The
decision ma#in% depends on the associated results.
:. Multiple sampling is a technique of samplin% that is similar to the double
samplin%, but there are more than t'o samplin% items used in decision ma#in%.
(ac# to Ori%inal )a%e
Scatter #iagram
- scatter dia%ram is a graphical dia%ram to sho' the relationship bet'een t'o data
&ariables. It is used to display the chan%e of one &ariable 'hen another chan%es. rom a
scatter dia%ram, 'e can find a mathematical equation that relates to the &ariables. To
create a scatter dia%ram, these steps are follo'ed$
Collect data. This is the most essential step.
(uild a data sheet to sho' the information from the data.
8efine the &ariable a.is of the %raph.
0. The hori4ontal a.is 5? a.is6 displays the &ariable,s measurement &alues/
most are cause &ariables.
2. The &ertical a.is 5@ a.is6 sho's the measurement &alues of another
&ariable/ most are effect &ariables.
)lot data on the %raph.
Construct a mathematical equation.
rom a scatter dia%ram, cur&es are tentati&ely de&ised for linear and non-linear cur&es.
9ith this, 'e can call t'o relationships bet'een &ariables to linear and non-linear
relationships.
(ac# to Ori%inal )a%e
Self Inspection
Self inspection is a technique of inspection in 'hich (or%ers chec% their o(n (or%.
Self inspection pro&ides the most immediate feedbac#. 9ith this technique, the 'or#er
may accept products that ou%ht to be re+ected. urthermore, the 'or#er may not notice all
the errors.
On the other hand, if the errors in decision and careless mista#es are eliminated, self
inspection 'ould be the efficient technique. 3o'e&er, it could be impro&ed by
de&elopin% tools or usin% de&ices that could automatically detect defects or mista#es.
)ro&idin% ne' #no'led%e of quality processes to 'or#ers is an efficient method to
impro&e the self inspection technique.
"enerally, the results from inspections are reported in terms of the total percenta%e of
defects. 9ith this method, inspectors 'ill chec# the final products. They may find some
mista#es or product errors, but they 'ill not #no' the actual error source. -s mentioned,
self inspection is a method to sol&e this problem.
(ac# to Ori%inal )a%e
Sensory Inspection
Inspections in&ol&e distin%uishin% acceptable from unacceptable %oods and comparin%
them 'ith a standard. Sensory inspection is a #ind of inspection, conducted by the
human senses, such as inspections of paint saturation or +ud%ments of platin% adequacy.
They are different from physical inspection, 'hich in&ol&es the use of de&ices, li#e
calipers, micrometers or %au%es, to measure.
or inspection of this #ind, it is difficult to set criteria because it depends on the physical
condition of human 'or#ers, the period of 'or#, and the s#ills acquired from e.perience.
Aaturally, different people ha&e different senses and e&en the same person may ma#e
different +ud%ments at different times. It is laborious to +ud%e an ob+ect 'ith a comple.
form or a not-'ell-defined shape.
(ac# to Ori%inal )a%e
Seven Steps or Seven Q& Steps
The B QC Steps process is a structured problem sol&in% approach for impro&in% 'ea#
processes. This approach is #no'n as reacti&e impro&ement. The B QC Steps is easy to
understand and learn, easy to use, and easy to monitor.
The B QC steps process is structured as follo's$
Step )* Select a 'heme+ In this step, the 'ea#ness in the process or the problem to be
sol&ed is clarified in a theme statement. - lo'chart, a Theme Selection !atri., or a
Cause C 7ffect 8ia%ram is used as a tool in this step.
Step ,* &ollect and -naly.e #ata+ This step focuses facts about the problem and
disco&ers 'hat types of problems occur frequently. 9hen collectin% data, you must thin#
of all possible causes. Chec#sheets and )areto 8ia%rams are the tools most often used.
Step /* -naly.e &auses+9ith sufficient data from step 2, the root cause, or fundamental
cause, is found by constructin% a Cause C 7ffect 8ia%ram.
Step 0* lan and Implement Solution+ In this step, you brainstorm for ideas that are
causin% the problem and de&elop a solution that pre&ents the root cause from recurrin%.
Then, you implement an ad+ustment to the process. The ;9,s and 03 !atri. 59hat,
9hen, 9here, 9ho, and 3o' !atri.6 is used to de&elop a plan.
Step 1* "valuate "ffects+@ou e&aluate the effects of implemented solution to ma#e sure
the solution 'or#ed and does not ha&e unacceptable results from the comparison of data,
before and after the implementation of the solution. In this step, comparati&e )areto
Charts and "raphs are frequently used to identify the results.
Step 2* Standardi.e Solution+ - standardi4ed solution is confirms that the old process is
replaced 'ith an impro&ed process and indicates that the solution is 'or#able. -
flo'chart is most often used.
Step 3* Reflect on rocess and the 4e$t ro5lem+ In this step, you consider 'hat the
team,s accomplishment 'as in the first > steps and recommend a 'ea#ness to 'or# on
ne.t.
(ac# to Ori%inal )a%e
3Q& 'ools
Se&en QC tools are fundamental instruments to impro&e the quality of the product. They
are used to analy4e the production process, identify the ma+or problems, control
fluctuations of product quality, and pro&ide solutions to a&oid future defects. Statistical
literacy is necessary to effecti&ely use the se&en QC tools. These tools use statistical
techniques and #no'led%e to accumulate data and analy4e them.
Se&en QC tools are utili4ed to or%ani4e the collected data in a 'ay that is easy to
understand and analy4e. !oreo&er, from usin% the se&en QC tools, any specific problems
in a process are identified.
BQC tools al'ays include $
Check Sheet is used to easily collect data. 8ecision-ma#in% and actions are ta#en
from the data.
Pareto Chart is used to define problems, to set their priority, to illustrate the
problems detected, and determine their frequency in the process.
Cause-and-Effect Diagram 5ishbone 8ia%ram6 is used to fi%ure out any possible
causes of a problem. -fter the ma+or causes are #no'n, 'e can sol&e the problem
accurately.
Histogram sho's a bar chart of accumulated data and pro&ides the easiest 'ay to
e&aluate the distribution of data.
Scatter Diagram is a %raphical tool that plots many data points and sho's a
pattern of correlation bet'een t'o &ariables.
Flow Chart sho's the process step by step and can sometimes identify an
unnecessary procedure.
Control Chart pro&ides control limits 'hich are %enerally three standard
de&iations abo&e and belo' a&era%e, 'hether or not our process is in control.
(ac# to Ori%inal )a%e