• The Layered Process Audit or LPA is a Quality Management Tool

that systematically involves all “Layers” of the plant

organization to achieve desired goals in quality and service.

• LPA Provides a Systemic Structure of Communication from

Operations on the Shop Floor, through the Management Chain
to the Facility General Manager.

• It Utilizes an Ongoing Series of Simple Daily Verification Checks

That Are Performed by the Operators and Reported through
the Layers of Management so that Elements of Non-
Conformance can be Detected Early and Acted Upon Quickly.
Example of the 5-Level Audit Plan for a Manufacturing Facility

Monthly Review of L3 inputs.

Driving CAs & Problem Solving of
all Concerns that have remained
open. Verification that requirements Plant
are met. Quarterly Review of L4
Manager inputs. Drive strategies on
Monthly Line Audit & Report to L5 improving processes and
Weekly Review of L2 inputs. LEVEL 5 implementing preventative
Reporting of open items &
measures.
Compare performance
required resources. Quality Functional
Systems Verification. against Customer
Managers Requirements and
Monthly Line Audit & Report LEVEL 4 Expectations.
to L4 Quarterly Line Audit.
Daily Review of L1 Production Managers & Verify Critical
inputs. Coordinate Engineers LEVEL 3 Quality Controls.
CAs. Reporting Acknowledge
open Issues. Line Supervisors & Success.
Weekly Line Audit & Coordinators LEVEL 2
Report to L3
Daily Checklist
Audit of Process Line Operators & Process Technicians
Parameters &
Conditions LEVEL 1
Reported to L2
• Uses a Dynamic Pro-Active Approach to Detect & Correct Problems.
• Provides an Integrated Reporting Structure that Reveals Areas of Highest
Concern.
• Non-Conformance Findings Lead to Immediate Containment
• Requires Top-Management Ownership & Participation
• Performed on a Set Schedule as part of the General Operating
Procedure.
• Employs Much of the Elements of Presently Existing Checklists and
Reporting Practices.
• Promotes Better Communication Between all Layers
• Requires a Shop-Floor Presence & Participation by Management
• Interaction is pro-active and viewed as positive
• Accelerates Containment, Problem Solving and Continuous Improvement
• LPA is not intended as a replacement of Error-Proofing,
Process Controls, Process Development & Improvement,
Problem Solving and Customer Satisfaction Programs. It is
intended as a systematic method of verifying the
effectiveness (or weaknesses) of these programs and giving
the management body a “moving picture” showing where
focus is needed.