Industrial Training Course (APQ - Shivshyam (Shiv Shyaam) Bind

“SUPRABHA”
ASSURED & BEST JOB TRAINING

COURSE
INDUSTRIAL TRAINING COURSE
COURSE SUITABLE FOR FINAL YEAR
STUDENTS
OF
(MBA-OPERATION,B-
TECH,POLYTECHNIC AND ITI)
ALL IN ONE
“Learn with doing and Enhance your skill with
Suprabhat”
Success = Right Time + Right
Method + Right Thinking
“ Winner DoNot Do Different Things ,They

DoThings Differently ”
“ The Right to Knowledge, The Right to Live ”
“ Knowledge is Such a Treasure Which Cannot

be Stolen ”
§ Right Planning, Strategy, Methods & dedication with target Are The
Key Of Success §
“Action is the foundational key to all
success”
“Every problem has a gift for you in its

hands.”
“The ability to convert ideas to things is the
secret of success”
In Memory of my Honourable Father Let

“Sh. Balkishun Bind”.
Suggested by : “Mis. Balraj Kaur”
Contents
1.
Organization
-----------------------------------------------------------------------
--------------------------5
1
1.1-Internal Organization
1.2-External Organization
1.3-Vision
1.4-Mission
1.5-Customer
1.6-Supplier
1.7-Supply Chain
2.
Quality Management
------------------------------------------------------------
-------------------------------7
2.1 Quality
Quality Of Appearance
Quality Of Fitment
Quality Of Performance
2.2
QA and QC
2.3 Management
2.4 Role & Responsibility
3.
5-S
-----------------------------------------------------------------------------------
----------------13
3.1-SEIRI
3.2-SEITON
3.3-SEISO
3.4-SEIKETSU
3.5-SHITSUKE
4.
Kaizen
-------------------------------------------------------------------------------
-------------15
4.1-Improvement
Continuous Improvement
Continual Improvement
4.2-Improvement Project
4.3-Innovation
5.
Poka –Yoke ------------------------------------------------------------------------
--------------------------------19
6.
Productivity Management
------------------
------------------------------------------------------------------20
6.1- Productivity
4-R
Production and Productivity
6.2- Process
VE
VA / NVA
Process Parameter
Process Qualification / Verification
Process Validation
Process Revalidation
Critical Process
Cycle Time
Tact Time
Bottle Neck Process / Machine
Line Capacity
Controlled Process and uncontrolled process
4- M + 1 E
Setup change
FTR Methodology
External setting & Internal setting
6.3-Product
Product Parameter
CTQs ( Critical To Quality )

CTQs ( Critical To Quality )
OEE
OLE
7.
3-M
-----------------------------------------------------------------------------------
----------------------29
7.1-Muda
7-Types of wastage
7.2-Mura
Variation /Un consistency in Output
7.3-Muri
8.
Problem Solving Technique
----------------------------------------------------
-------------------------------30
8.1 Problem
8.2 Problem Analysis
Red Bin Analysis
Spot Analysis
PM Analysis
Why-Why Analysis
3-G
Brain Storming
Probable Cause and Root Cause
Root Cause Verification and Validation
8.3
Problem Solving Tools
7-QC Tools
8-D (8- Discipline )
7-Steps Of Problem Solving
Quality Circle
CAPA/ Countermeasure
9.
Measuring and Testing Equipment
-------------------------------------------
-------------------------------60
9.1- Measurement
Measuring Instruments
Variable Gauges
Attribute Gauges
9.2-Equipments
9.3-Calibration
Variable Gauges Calibration
Attribute Gauges Calibration
Acceptance Criteria
10.
MSA (Measuring System Analysis ) ---------------------------------------
-----------------------------------111
10.1-Definition
Importance of MSA
Accuracy
Precision
Variation
Location Variation
Stability
Bias
Linearity
Width Variation
Repeatability
Reproducibility
11.
SPC / SQC -----------------------------------------------------------------------
---------------------------------128
11.1-Statistics
11.2-SPC
11.3-SQC
12. APQP ------------------------------------------------------------------------------

-------------------------------147
12.1-PDCA CYCLE
12.2-PHASE –I (Plan And Define Program)
12.3-PHASE-II (Product Design And Development)
12.4-PHASE-III(Process Design And Development)
12.5-PHASE-VI (Product And Process Validation )
12.6-PHASE-V (Feedback, Assessment And Corrective Action)
13. PPAP -------------------------------------------------------------------------------

------------------------------161
14. FMEA ------------------------------------------
------------------------------------------------------------------165
15. Lean Six
Sigma -----------------------------------------------------------------------------------
---------------173
16. Lean Manufacturing / TPS -------------------------------
-----------------------------------------------------176
17. TQM ---------------------
-----------------------------------------------------------------------------------------
-181
18. TPM
-------------------------------------------------------------------------
----------------------------------- 189
19. DWM -------------------------------------
----------------------------------------------------------------------- 204
20. JIT -----
--------------------------------------------------------------------------------------------
---------------206
21. ENGINEERING DRAWING -----------------------------
----------------------------------------------------208
21.1- Definition
Projection
Sections
21.2-Limit, Fit & Allowance
21.3-Geometrical Symbols used in Drawings
Surface Roughness Awareness
22. ISO 9001- 2015 -----------------------------------------------------------------

----------------------------------215
23. ISO/ TS 16949 -2009 ------------------
---------------------------------------------------------------------------219
24. IATF
16949 -2016 ---------------------------------------------------------------------------
--------------------228
25. STRATEGY TO ACHIEVE ZERO DEFECT
PPM ------------------------------------------------------294
26. QUESTION
BANK FOR SELF EVALUATION WITH ANSWER KEY--------------------
--------296
First Edition : From 15 Feb. 2019
Note : Please register

Book Code No. : STC
Candidate name , Father’s Name and permanent address of the

candidate
for cooperation when facing problem during self study.

With following
email.
suprabhat.tc14@gmail.com
Contact No. 8130611945 ( Shiv Shyam )
Without registered you can’t found any help from our

side.
Give your feedback in above email.

Organization
Organization The group of two or more persons work together to
achieve planned and specified target
under leadership of
management through systematic approach is known as organization.
The organizations have many process or departments as following
Production
Quality
Maintenance
Purchase
Marketing
Design and Development
Storage
HR ( Human Resource)
Research and Development etc.
There are manly two types of organizations depending on their nature

of work as following
There are manly two types of organizations depending on their nature

of work as following
Manufacturing organization
Manufacturing organization
Service providing organization
1-Manufacturing Organization–All those organizations who produce a

specified product though specified
process by using standard input as
a raw material is known as manufacturing organization.
2-Service providing Organization

-All those organization who never
produce any new products and provide only service as per customer
standard or requirement with help of some assisting
materials or tools
is known as service providing organization.
The organizations also to be categorized following two types
depending on ownership of the organization
as
1-Internal organization
2-External organization
1-Internal Organization- All branch or sister organization governing by

single mother corporate
organization is known as internal
organization.
2-External Organization-Any organization out of same organization is

known as external organization.
VisionThe life target of any organization or persons is known as

vision ( ध्येह ).
MissionThe methods which is used by anyone or any organization to

achieve their target is known as
mission (
ध्येह प्राप्ति का उपाय ).
Customer – Any organizations / persons who provide business or

service with payment money to any one is known as customer.
Customers are as following
Internal customer –All customers within same organization are

known as internal customer.
External customer- All those customer
who is out of same organization are known as external customer
OEM ( Original Equipment Manufacturer )All those organization
who have their own designed
products are known as OEM customer
End user
– Any one who uses the products or service is known as
end user customer these are also an external customer.
Next process All process after from any individual process is known
as next process of the before
process it is also an internal customer.
Other process / departments- Other department / Process is also a

customer of another departments it
is an internal customer.
e.g. - production is customer of Maintenance department, Quality is a

customer of Production department.
Supplier Any organizations /
persons who provide service or anything as per their customer
demand and take money for their service is known as supplier.
The suppliers are following types
Internal Supplier ( From one department to another department in

same organization )
External Supplier ( Out of the same organization )
Before process is supplier of all next process
Supply Chain –Management of goods / materials from supplier to

customer (End users) including all process is known as supply chain.
SUPPLIER
PROCESS
CUSTOMER
Quality Management
Quality –Simply fitness for use with satisfaction up to delightful stage
of customer is known as quality.
Fulfillment ( पूरा करना ) of all specifications and expectations of the

customer is also known as quality.
Quality is mainly three types as
following
1-Quality of appearance
2-Quality of fitment
3-Quality of performance
1-Quality of Appearance All those requirements specified by

customer, which is visual appeared with the products / things (Look of
any things ) is known as quality of appearance. e.g.- shapes of any
things, colour of any things, brightness / darkness of any things,
attractiveness of things, designs of any things
etc.
2-Quality of Fitment All dimensional requirements of any products
specified by customer which is impact
during assembly to the product
with their matching parts are known as quality of fitment. e.g.- length,
height, thickness, groove size, radius / chamfer size, diameter, depth
and geometric related parameters etc.
3-Quality of Performance –All
those requirements in any products which are directly impacts to the
life or
functions of the products is known as quality of performance.
e.g.- Hardness , case depth, chemical composition , micro structure ,
mechanical properties etc.
❖
Safety related quality also required in some products which may be
any one from above three types
Some Dimensions of Quality

Sl. Dimension of
No.
Product /
Service
Meaning
Measures
1
Performance
2
Features
3
Reliability
Primary product or service
characteristics
Added touches, bells and whistles, secondary characteristics
Consistency of performance over time
4
Durability
Useful life
5
Serviceability
Resolution of problems and complaints
Product Example
Signal-to-noise
ratio, power
Remote control
Mean time to failure
Useful life ( with repair)
Ease to repair
Service Example
Time to process
customer requests
Automatic bill
paying
Time variability to process requests

Keeping pace with industry
trends
Resolution of errors
6
Response
7
Aesthetics
8
Reputation
Characteristics of human-to-human interface
(timeliness, courtesy,
professionalism etc.)
Sensory characteristics (e.g. Sound, feel, look etc.)
Past performance and other intangibles
9
Cost
2.2- Q.A. AND Q.C.

Q.A. (Quality Assurance ) All those specified
activities / group of activities which are standardized / planned by
experienced / skilled and well qualified persons team ( CFT ) to
getting first time right and all
time right output from any specified
process is known as quality assurance.(QA activities prevent to
generate defective output from any process due to improper condition
of 4M+1E )
The some QA activities are as followings
❖
Calibration of instruments and gauges
❖
MSA study & SPC study
❖
Process qualification
Competitive cost compared to other

competitors similar type of
product(s)
Courtesy of dealer
Courtesy of teller
Ok-finished cabinet
Public opinion, Advertisement

Moderate cost
Appearance of bank
lobby
Past Experience
Reasonable
processing time
❖
Process validation ( प्रमाणिि करना )
❖
Process re – validation
❖
Process parameter audit
❖
OJT ( On the job training )
❖
Machine health check sheet
❖
Planned maintenance
❖
Jigs ,fixtures and tooling verifications (सत्यापन )
❖
Verification of input raw material and consumables before use
❖
Perishable ( नाशवान ) / worn out parts monitoring
❖
Monitoring of environmental conditions etc.
CFTThis is a team of 4 or more persons from two or more

departments in which all members must
concerned and having well
knowledge to the job for which CFT have been made.
OJTThis is a training program in which the training materials must be

related to the specified job and
दे
provided ( देना ) only to all those persons who will perform the job.
Planned maintenance – This is an important job of the maintenance

department, in this job maintenance
department make a check sheet
covering ( समममिि करना ) all points which is necessary to verify
frequently in the machines to avoid (

टािना ) breakdown of the
machine due to improper working of machine tool and output quality
related issues.
There are mainly three types maintenance as following
❖
Planned maintenance
❖
Breakdown maintenance
❖
Predictive ( भववष्यवािी ) maintenance
QC ( Quality control ) – All those activities / group of activities which

is specified to assess
(
मूलयाांकन ) the quality status of any output and prevent to forward
defective products to next process
( customer) is known as quality
control.
The some QC activities are as following
❖
Products audit (िे खापरीक्षा करना )
❖
100% or frequently inspection to output of any process
❖
Final stage inspection / end of line inspection
❖
Layout inspection ( ड्राइांग की सभी ववमाओ को चेक करना )
❖
PDI inspection
❖
Dock audit
❖
Poka –Yoke for detection
❖
Control charts
❖
SQC etc.
2.3- Management- Any c

ommittee ( सममिी ) of specified persons who
make policies, standards, planning, strategies and guidelines /
instructions for achieve / meet to the common goal is known as
management.
Managements are following types
❖
Corporate management
❖
Top management
❖
Middle management
❖
Section management
❖
Departmental management etc.
Role & Responsibility – The objectives of any designation to which

achievement, fulfilled the vacancy is
known as role of the designation.
Responsibility – The group of all those value added activities which is
necessary to meet the objectives is
known as responsibility.
Role & Responsibility Contract / Casual Worker With Organization
Role
❖
To insure the output of their owned work must as per W.I./
Instructions / Planning.
❖
To insure good house keeping maintained
at their work place area.
❖
To insure only required equipments (Instruments / Gauges / Trolley
/ Bins / Packing materials
etc.) in required quantity & specified things
are systematic arranged at their work place area.
❖
To insure FIFO
implemented and followed at their work place area.
❖
To insure storage considering specified maximum height level at
their work place area.
Responsibility
❖
Always perform their value added activities as per instruction / W.I.
❖
Never add own best idea with planned activities to perform the job.
❖
Always communicate status of observation finding during work to
their supervisor / engineer and section head.
❖
Quick inform about any NC observed during checking the job to all
concerned with supervisor.
❖
First of all study to W.I. of the job then
start the work accordingly on daily basis.
❖
Any idea for better must
share with their supervisor / section head to implement them.
❖
Always store the instruments / gauges at fixed location when it is not
in use.
❖
Never advise to their co worker to do their work according to own
idea / non standard idea.
❖
Collect and hand over all NC
components to their supervisor with move order at end of job/ duty.
❖
Always follow instructions to do the job till that time new instruction
not given by their supervisor
/ section head.
Role & Responsibility of line / In process Inspector With Organization
Role
❖
To insure value added and specific products manufacturing at each
and every process under him.
❖
To insure good house keeping
maintained at their zone.
❖
To insure only required instruments / gauges in required quantity &
calibrated are systematic
arranged at each and every process
running under him.
❖
To insure prevention (रोकथाम )of NC products forwarded to next
process as well as PDI. Responsibility
❖
Monitor process parameters of each process at shift starting time
and insure all running process
under him is running as per process
parameters given in PPS/ Control plan.
❖
Monitor availability of instruments & gauges with their calibration
status at each and every process at the time of shift started.
❖
Monitor operator skill / awareness about the doing process and
action accordingly on daily basis.
❖
Monitor and insure all fool proofing systems / POKA-YOKE are
implemented ( िागू करना ) and in live / proper working condition and
action accordingly.
❖
Review the removal of NC products of earlier shift from each and
every process and action accordingly on daily basis.
❖
FOP ( First of Piece ) approved as per PPS / Control plan and FOP
approval procedure and record observation in periodic audit
inspection report ( PAIR ).
❖
Perform periodic audit inspection at each and every process and
record actual observation in audit
report and action accordingly.
❖
Get approval of periodic audit inspection report from QA supervisor
once in 4- hours.
❖
Never add own best idea with planned activities to do the job.
❖
Monitor operator activities (क्रियाकिाप ) during periodic audit for
operator performing all specified activities as per PPS/ Control plan /
W.I./ SOP and action accordingly.
❖
Any idea for better must share with their supervisor / section head
to implement them.
❖
Remove (अिग करना ) to all NC products from each and every
process under him at the end of
shift and storage at specified place /
location.
❖
Always store the instruments / gauges at fixed location and place
when it is not in use.
❖
Audit 5-S condition status in their zone and action accordingly.
❖
Proper arrange to all audit reports and proper storage at specified
place and location at end of shift.
❖
Communicate / share all
important required information to their reliever before off their duty.
Role & Responsibility of PDI / Final Checking Inspector With

Organization
Role
❖
To insure only value added products supplying to customers on
time as per schedule with specified
packing and required records.
❖
To insure good house keeping maintained at their zone / PDI area.
❖
arranged at each and every process under
PDI area.
❖
To insure FIFO implementation and followed at PDI.
❖
To insure zero inventory at PDI area.
Responsibility
❖
Monitor availability of instruments & gauges and their calibration
status at PDI area at the time of shift start.
❖
Receive materials offered from final inspection and record in offer
register.
❖
Put fully filled white tag (material under inspection) with each bins.
❖
First of all study the W.I. of job then start the work accordingly on
daily basis.
❖
Never add own best idea with planned activities to do
the job.
❖
Check components according to sampling plan.
❖
Record observation in PDI report.
❖
Get approval of PDIR by QA supervisor & section head.
❖
If component found NC, put fully filled red tag and inform to
supervisor & section head (QA &
Production) and return to final
inspection.
❖
Maintain straight pass record on daily basis.
❖
Store OK material considering specified maximum height and put
fully filled green tag with material.
❖
Hand over OK material to PPC through move order with PDI
report.
❖
Any idea for better must share with their supervisor / section head
to implement the idea.
❖
Audit 5-S condition status in their zone and
action accordingly.
❖
Proper arrange to all PDI reports and proper storage at specified
location / place at the end of shift.
❖
Follow FIFO ( First In First Out ) at PDI.
❖
Always store the instruments / gauges at fixed location / place
when it is not in use.
❖
Communicate / share all important required
information to their reliever before off their duty.
Role & Responsibility of QA Supervisor / Engineer With Organization
Role
❖
To insure value added products manufacturing at each and every
process.
❖
❖
To insure all documents under him have timely updated as per
system / management required.
❖
To insure good house keeping
maintained at their zone.
❖
arranged at each and every process under
him.
❖
To insure FIFO implementation and followed at every work place
under him.
❖
To insure prevention of NC products forwarded to next process as
well as customer.
Responsibility
❖
Cross verification to audit reports at four hours frequency on daily
basis and action accordingly.
❖
Monitor to fool proofing / error
proofing / POKA-YOKE system for proper working and followed on
daily basis and communicate status to all concerned.
❖
Monitor FOP implementation and separate storage of approved out
put at the time of change in 4-
M conditions.
❖
Monitor process parameter w.r.t. control plan on daily basis and
action accordingly.
❖
Verification of defected products at the end of
shift and record in process rejection report.
❖
Monitor instruments / gauges availability at each required stage /
location and their calibration status.
❖
Audit and maintain 5-S & FIFO at work place / zone under him on
daily basis.
❖
Verify incoming material / BOP items inspection reports on daily
basis.
❖
Verify PDI reports on daily basis.
❖
Collect data for SPC / SQC and prepare Cp & Cpk study reports as
per plan.
❖
Prepare Layout inspection reports as per plan and submit to
customer.
❖
Prepare summary of in-process rejection , customer returned
components on weekly / monthly basis.
❖
Prepare pareto diagram of in-process rejection & customer
returned components.
❖
Review / verify customer returned products and maintain records.
❖
Visit customer end for customer complaints verification as per
required.
❖
Prepare dock audit reports as per plan.
❖
Prepare straight pass record on daily basis.
❖
Collect instruments & gauges from all user / process at the time of
setting changed and proper
storage as per W.I. at fixed place/
location.
❖
Procure all instruments & gauges in right condition (as per
products parameter specification)
,calibrated at the time of new setup
planned.
❖
Review inventory and storage of materials under inspection, ready
to handover PPC considering specified maximum storage height and
action accordingly.
❖
Communicate / share all important required information to their
reliever before off their duty.
Role & Responsibility of QA manager
with organization
Role
❖
To insure value added products manufacturing at all process and
supplying to customer as per
schedule plan on time with competitive
cost.
❖
❖
To insure NC products are controlling at generation process/
station and prevention to forwarded NC products to next process as
well as to customers.
❖
To maintain quality for basic requirements of customers.
❖
To increase customers satisfaction continually up to delight stage.
❖
To insure work as per system / standard procedure at all stages of
working process.
❖
To maintain good house keeping at each process of work.
❖
To insure all documents & records updated on time as per planned
/ system required.
❖
To insure countermeasures decided to prevent defects complained
from customers have
implemented and effective following.
❖
To insure all employee under him skilled as per required.
❖
To insure team work in Quality Assurance department.
❖
To insure incoming materials as per specification / standards.
Responsibility
❖
Review implementation of countermeasures and frequently monitor
effectiveness of actions decided to prevent the reoccurrence of same
type repeated defects/ problems.
❖
Approve BOP, IN-PROCESS and PDI reports on daily basis to
prevent flow of non conforming
products to next process.
❖
Review instruments & gauges calibration status wrt planned on
weekly basis and action accordingly.
❖
Review Cp & Cpk study reports, process & products audit reports
and action plan for improvement.
❖
Review customer feedback on monthly basis and action for
improvement.
❖
Planning to horizontal deployments countermeasures at all similar
process.
❖
Monitor effectiveness of countermeasures minimum six months
and action accordingly.
❖
Review POKA-YOKE monitoring report on
weekly basis and action accordingly
❖
Review good house keeping condition and FIFO implementation at
work place / shop floor on daily basis.
❖
Prepare strategy to reduce cost of quality & cost of poor quality
and monitor effectiveness.
❖
Analyze in-process rejection & customer returned products through
pareto diagram and strategy
to improvements.
❖
Frequently review skill level of QA employee under him and action
to increase skill level.
❖
Communication to all concerned through mail as per required and
solution if any query from any one.
❖
Training facilitator to all QA persons as per required up to required
performance.
❖
Execute QA activities at the time new components development.
❖
Review the output status of supervisors planned activities and
action accordingly.
❖
Prepare and submit CAPA to customer as per required.
❖
Prepare quality performance presentation for MRM.
❖
Review quality performance , gap analysis and planning strategy
for improvement on monthly basis.
❖
Sanction leave of QA persons working under their leadership.
❖
Prepare quality assurance department MIS and submit to plant
head on daily basis.
Lesson- 3
5-S
5-SThis is a good housekeeping tools and made from five words in
which each word started from letter S.
This is developed by japanese.
The five words are as following
❖
1S- SEIRI
( Segregation ) छाांटना
❖
2S- SEITON ( Systematic arrangement )
सुव्यवप्थथि करना
❖
3S-
SEISO ( Neat and clean )
साफसफाई करना
❖
4S- SEIKETSU ( Self
standardization )
थविः मानकीकरि करना
❖
5S- SHITSUKE (Self discipline )
थवानुशासन
5 S Approach
❖
A neat and clean factory will turn out fewer defective parts.
❖
A
neat and clean factory will make more on time deliveries.
❖
A neat
and clean equipment / machine perform more accurate output.
❖
A
systematic arranged work place save time of work.
Benefits of 5 S
❖
Zero waste Bringing lower cost and higher productivity.
❖
Zero
Injuries – Bringing improved safety.
❖
Zero Breakdowns –Bringing better maintenance.
❖
Zero Defects –
Bringing higher quality.
❖
Zero Changeovers – Bringing products diversification.
❖
Zero
Delays – Bringing reliable deliveries.
❖
Zero Complaints – Bringing greater confidence.
❖
Zero Losses –
Bringing corporate growth.
1S ( SEIRI )Segregation (छाटना ) of wanted and unwanted things from

work place is known as seiri.
During selection of unwanted things from work place always consider

the following four categories
❖
Things which is never require in future
❖
Things which is require
but not at this place
❖
Things which is require but not in this quantity
❖
Things which is require but not at this time
2S ( SEITON )Systematic arrangement of required things at work

place is known as seiton.
During systematic arrangements of required things following points
must considered
❖
Each and every things individual arranged
❖
Fix a place / location for each things and always put the things
after use at fixed place
❖
Mark boundary wall around the fixed place
❖
Must identify the things by name & category
❖
Arranged things must one touch pickup
❖
Over lapping among arranged things not allowed
3S ( SEISO ) Well cleanup at work place and around the work place
and maintain the shining of work place is known seiso.
During cleanup to work place must considered following points
❖
Well clean all things also which will be used. e.g. Machines,
Equipments, Instruments& gauges ,
Documents & record, Tables & chairs etc.
❖
.Make a machine check points standard for machine cleaning
considering C.L.I.T.,
C-Cleaning, L- Lubrication, I- Inspection, T-Tightening
❖
Make Categories for machine LIT points as daily , weekly and
monthly.
4S ( SEIKETSU ) Self make standards considering better

performance for all activities which will be done under your
responsibility and always perform the work as per standard. The
standard may be modified after a time period for continual
improvement.
The following points must considered during self standardization of

the activities
❖
Priorities the work considering importance / criticality of works
❖
Continue simplify the work
❖
Continue improvements in output
❖
Satisfaction of management / Boss
❖
Nature of work
❖
Location of work
❖
Situation of work
❖
Profitability of work
❖
Goal of work
❖
Types of work etc.
5S ( SHITSUKE ) Keep in mind discipline always.
Discipline means always perform your work as per instruction , put

uniform as per decided, don’t spite
anywhere, put things at fixed
place/location, always talk as per required.
Note : This time / present time Safety is
knowing as 6 S.
Lesson 4
KAIZEN
KAIZEN It is made by two words as following
KAI- Change continually
ZEN- For betterment
KAI is a china word and ZEN is Japanese word
Continual improvement for betterments through without investment of

money or light investments of money is known as KAIZEN.
KAIZEN Idea – Any activity or group of activities through which

improvements done is known as kaizen idea.
Kaizen idea may be a modification in method , device, material of

work to getting better result.
KAIZEN Theme- The subjects in which improvements done through

kaizen is known as kaizen theme.
Kaizen theme (ववषय ) may be one or more from following points
❖
P- PRODUCTIVITY
❖
Q- QUALITY
❖
C- COST
❖
D- DELIVERY
❖
S- SAFETY
❖
M-MORAL
Types of KAIZEN
KAIZEN are mainly three types as following
❖
Top management KAIZEN
❖
Middle management KAIZEN
❖
Worker KAIZEN
Top Management KAIZEN All those KAIZENs which can’t

implemented without permission of top management are known as
top management KAIZEN
e.g.
❖
Eliminate ( वविोपन ) any process from a specified line.
❖
Eliminate any steps from specified process.
❖
Change any supplier to reduce cost of raw material / increase
quality level of raw material
❖
Require some money for
improvements
❖
Duty planning of employees for reduce (कम करना ) manpower cost
etc.
Middle Management KAIZEN All those KAIZENs which can

implemented independently under section head are known as middle
management KAIZEN.
e.g.
❖
Reduce cycle time by innovation of new brand tooling
❖
Increase productivity through modification of existing program ❖
Increase quality level through modification of existing tooling / jigs
fixtures
❖
Increase productivity through VE ( Value Engineering )
❖
Reduce setup loss through develop setting master
❖
Reduce customer complaints through develop POKA YOKE etc.
Worker KAIZEN All those KAIZENs which can implemented by any

employee from senior executive to casual worker independently
either individual or with help of other worker are known as worker
KAIZEN.
e.g.
❖
Provide transparence sheet at any process to avoid coolant flow
on operator. ( Safety )
❖
Increase productivity through reduce rapid
travel length at any process.
❖
Increase 5-S level through develop hanger to manage tooling &
equipments at their work place.
❖
Reduce / Eliminate customer
complaint through develop POKA YOKE.
❖
Reduce oiling time of part thorough modify oiling method.
❖
Increase productivity through modify methods etc.
Improvement Any change for getting better results is known as

improvement.
❖
Improvement may be without money investment or with money
investment
Improvements are mainly two types
❖
Continuous improvement
❖
Continual improvement
CONTINUOUS IMPROVEMENT Improvements continuously to

achieve the target without stoppage,
only through single step is
known as continuous improvement. If fail, from any stage direct fall
on ground / starting stage. It is a poor method for improvement
planning.
Continuous
improvement
Time Period
CONTINUAL IMPROVEMENT Improve and sustain ( कायम रखना ) for

a time period again improve
and sustain for a time period.
Achievement of any target step by step is known as continual
improvement.
❖
Continual improvement method is better than
continuous improvement
❖
If fail after two or more steps not fall on bottom / starting stage. It is
best method for planning.
Sustain
Improve
Sustain
Improve
Improve
Time Period
LOGO
ABC Ltd
KAIZEN SHEET
ZONE : Z-21
KAIZEN THEME :
To reduce cutting oil cost and stop

spread of coolant oil on the ground
floor.
PROBLEM ANALYSIS :
Coolant tank wall height Designed in
machine is very low.
KAIZEN IDEA :
Modification in
coolant tank near
outlet coolant flow. COUNTERMEASURE :
To provide an extra cover plate in

coolant tank.
KAIZEN NUMBER-2 STARTING

DT. 27-3-17
COMPLETION
DT. 2-4-17
TEAM MEMBERS WITH NAME &

PHOTO
( SHIV SHYAM )
IDEA BY :
SHIV SHYAM
PROBLEM STATUS
: Coolant spread on floor .
WHY WHY –
1
2
Coolant is dropping from
coolant
tank
boundary
wall and spread on the
ground
floor.
WHY 3
The
coolant
tank wall
height is very low and
coolant
flow rate
is high.
WHY 4
Coolant
tank wall
height
designed
in
machine is very
low.
BENCH
MARKING
BEFORE
AFTER ( PHOTO)
( PHOTO )
Coolant
spread on floor
No Coolant spread on floor
RESULTS
BEFORE
&
AFTER
Coolant spread on
floor.
No Coolant on floor
after providing protection guard.
After providing cover

plate around the
coolant tank there are
no
leakage on floor.
Per day wastage of
cutting oil= 207 gms. Per liter
price of
cutting oil =
Rs 215
Per day cutting oil

wastage cost =
Rs 44.50
Per month cutting oil wastage cost =
Rs 1157
TARGET :
BENEFITS
QUALITATIVE
P
PLAN FOR HORIZONTAL
DEPLOYMENT
SL
WHERE WHO WHEN STATUS
STATUS
227 gms..
No coolant spread on floor.
QUANTITATIVE
BENEFITS :
1)Saved Rs 1157 /
Months.
2) Maintain good house

keeping.
Improvement Project Any projects identify for improvement to getting

more profit through investment of
money is known as improvement
project. Any improvement project can’t implemented without support
of top management.
There are some examples of improvement projects are as following.
❖
Use of transparence sheet on roof of building walls of building for
light in the building instead of
artificial ( electricity ) light in day time.
❖
Automation of measurement of output of any process at line.
❖
Modification of device by redesign to device of any equipment to
improve productivity / quality level.
❖
Reconditioning ( मरम्मि करना )of useless equipment by redesign to
their useless parts / device.
❖
Reduce manufacturing cost through developing multi tooling
device for more process at single station.
❖
Reduce material handling cost by developing wheel trolley.
❖
Reduce manufacturing cost by developing single pc conveyer at
shop floor to material handling from one stage to next stage by
gravitational force.
❖
Reduce manufacturing cost by use lift machine for loading &
unloading instead of manual.
❖
Eliminate power cut process rejection / scraps by use of inverters
etc.
ROAD MAP FOR IMPROVEMENT PROJECT
There are 7- standard steps used to implementation of improvement

projects are as following
STEP-1
❖
Define the project in detail
❖
Specify the theme – ( P,Q,C,D,S,M)
❖
Form a team with team leader, Coordinator & Facilitator
❖
Plan /
Schedule the meetings- Daily, Twice a week , Weekly ❖
Open a
monitoring register for improvement project meetings
STEP-2
❖
Organize CFT ( cross functional team ) meeting
❖
Define the responsibility of each member for the project
❖
Collect
the past / previous data or present level status
❖
Calculate existing
cost of selected project in rupees
❖
Set the new target and proposed cost saving for time bound period
STEP-3
❖
Organize CFT meeting
❖
Identify the contributors / probable causes & root causes
❖
Decide actions to be taken for improvement
❖
Define role and responsibility for each actions in detail
❖
Plan for implementation of actions decided
STEP-4
❖
Implementation of decided actions and monitoring of data ( After
actions implementation)
STEP-5
❖
Organize CFT meeting
❖
Review (पुनर्निरीक्षि ) effectiveness of actions with team
❖
If actions
are not effective, decide for next improvement action plan
❖
Follow
step4 onward activity till target not achieved
STEP-6
❖
Repeat all actions if improvement observed and see consistency
(सांगर्ि ) in results
❖
Monitor repeat trials / actions
❖
See effectiveness for next 3 months
❖
Target achieved and continually improving, calculate actual cost
saving from the project
❖
Congratulate the team and celebrate
success
STEP-7
❖
Complete documentation part of the project and submit
presentation in PPT ( Power Point ) file to the management
Innovation The development or find out of any new method /

machines / device / mechanism / medicals
which is used to improve
any things or simplify any things by replaced existing one is known as
innovation. Innovation is a steps of continual improvements.
POKA-YOKE
POKA YOKE
- This is a device / methodology which is used to
eliminate either the generation of defective
output (product) due to
mistakes of 4-M conditions, from any process or eliminate the flow of
defected output to next process /station, due to mistakes of 4-M
conditions through detection to defective output
( product ).
POKA-YOKE is also known as mistake proofing, error proofing

or fool proofing device.
POKA-YOKE mainly three types as followings (Facility base)
❖
Judgmental POKA-YOKE ( Status of output )
❖
Warning / informative POKA-YOKE ( Near to the mistake / About to
start mistakes )
❖
Source prevention POKA-YOKE ( Process never
made defective output )
POKA- YOKE on the basis of designing also following three types
❖
Mechanical POKA-YOKE
❖
Electrical POKA-YOKE
❖
Electronics
POKA-YOKE
Judgmental POKA-YOKE Any device / methodology which is capable

to right judge the status of output
of the process after completion to
the process very simply is known as judgmental POKA-YOKE.
Judgment never depend on operator skill, anyone can operate this

type POKA-YOKE very simply. Method of use this type POKA-YOKE
is very simple.
Warning / Informative POKA-YOKE Any device /methodology which

is provide warning or information
to operator when any mistake about
to start or near to start is known as warning type POKA-YOKE.
This type POKA-YORE required more skill operator. This type POKA-
YOKE judgment is depend on the attention of operator. There is a
chance to avoid information of POKA-YOKE by operator.
Source prevention POKA-YOKEAny device / methodology which is

capable to prevent / eliminate the generation of defective job during
process is known as source prevention POKA-YOKE.
This type POKA-YOKE stop the process at the time of job about to
generate defective output. This type
POKA-YOKE designed either
with process design, with equipment design or output designed.
Where provided this type POKA-YOKE, no meaning of more skill
operator.
POKA-YOKE always presented through before and after

photographs.
“POKA-YOKE IS A KAIZEN OR AN
IMPROVEMENT PROJECT TO INCREASE
QUALITI LEVEL OR SAFETY LEVEL”
PRODUCTIVITY MANAGEMENT
Productivity Any output that made considering the following
requirements of the customer is known as
productivity
❖
Right time
❖
Right things
❖
Right quantity
❖
Right quality
Above four requirements of customers are known as4-R.
ProductionThe output of any process which has made without

considering ( ध्यान रखना ) 4-R requirements of customer is known as
production.
All organization always require productivity from specified

process never require production.
ProcessThe group of specified
activities which convert any specified input into desired / specified
output is
known as process.
Process is mainly two types
❖
Manufacturing process
❖
Service process
VE ( Value Engineering ) Design or redesign of any process

considering free from NVA / totally elimination of useless activities is
known as value engineering.
NVA (Non Value Added)All those activities or group of activities for

which customer pay nothing is
known as non value added.
VA (Value Added)All those activities or group of activities which is

necessary to perform any specified output / without which the job
can’t made is known as value added. Customer always pay money
for value added.
Process parameter All those parameters / characteristics of any

process which is specified to produce or
change to any specified
input into desired output is known as process parameter of that
process.
e.g.- Cutting speed, feed, rpm, alignment, system pressure,
clamping pressure, coolant ratio, temperature,
cycle time, voltage,
ampere, vibration, etc.
Process qualificationThe activities of qualifying any process

parameter to produce desired and specified
output by the process all
time, is known as process qualification.
The process parameter qualifying through many time ( minimum five

time ) trial basis of the output by taking different values of process
parameters. This required familiar process experience.
Trial
Process parameters
Products parameter
RPM
Feed
System ClampingDia.-12±0.05
Dim.-54+0.2
Run outStatusNo.
pressure
pressure
0.1max
1
2
1
2
1
2
1
900
0.04
17
10
12.06
12.o2
54.12
54.18
o.14
0.16
NG
2
1200
o.04
20
12
12.02
Process validation This is a method to standardize the process

parameter for continue the process in controlled condition and getting
all time defect free output.
After qualifying the process set the range of those process

parameters which had provide output within specification and
satisfactory.
Process re-validationThe verification of any critical process parameter

w.r.t. specified process parameter
after a period of time by minimum
five time trial including full range of specification is known as process
revalidation.
Process revalidation required only for critical process as induction

hardening, welding, heat-treatment etc.
Critical process All those
process the output of which, impact to fitment during assembly,
impact to part
life, part durability or generate defect at next process
due to NG output of process, is known as critical process.
Those process are more critical whose output measured only after
cut the part. e.g.- welding process, induction hardening process,
heat-treatment process etc.
Cycle timeTime taken to complete the operation of any job, specified

at the process including loading and un loading time of the job is
known as cycle time.
The cycle time vary process to process.
Bottleneck process / machine The process / machine of any line

which cycle time longest wrt other all
process of the line and so tuff to
maintain quality of output is known as bottleneck process.
Tact time
The theoretical time available to produced complete (as per customer
requirement) one part wrt
customer schedule is known as tact time.
e.g. –
Customer schedule= 5000 pc per day
Available time = 1280 X 60

= 76800 Sec.
Tact time
= 76800 / 5000 = 15.36 Sec.
Line capacity The total number of outputs produced from any

specified process line within specified available time in one working
day is known as line capacity. At the time of calculating capacity of
any line
bottleneck process to be must considered.
The capacity of any line totally depends on bottleneck process /

machine of the line.
If the line capacity is less than per day customer schedule, it is

necessary to plan double machine of bottleneck process for achieve
the customer schedule on time.
Line balancing This is an important tool of production department

which is used at the time of lay out
design of any process line.
Any process lay out designed considering the next process cycle time
must be more than or equal to the
cycle time of all before processes ,
if possible.
The line balancing is required to avoid losses due to idling ( Waiting

time ) of any process.
❖
Minor stoppage of any process due to idling (No input material
available)
Controlled processAny process running only with common cause

variation is known as controlled process. The run charts / control
charts used to assess status of any running process.
All critical process must to be assessed / monitored through run

charts.
Uncontrolled process Any process running with special cause

variation is known as uncontrolled process.
In any process line,
always avoid run in uncontrolled condition because uncontrolled
process is never
capable to produce output as per specification of
customer resulting loss of organization profit.
4 M +1E –( Man,
Machine, Material, Method, Measurement and Environment)Any
process designed must
included Man, Machine, Material, Method,
Measurement and Environments.
The ability of any process totally depends on 4M+1E conditions of the

process.
The out of specification in one or more from 4M+1E is cause of

uncontrolled process.
The special cause of any uncontrolled process always occurred due

to out of control 4M+1E.
The following points must be considered to
control any process.
Man All concerned persons of any process must be OJT skilled. Lack
of awareness is cause of generate
defective output.
MachineMachine used to convert any input into desired output must

be in healthy condition.
Material The specified raw material which is
used to produce specified desired output must be defect free
(as per
given specifications).
Method All those activities or group of activities which has specified

after qualifying and validation must be within specified range. All
process parameters, jigs & fixtures, tooling, verifications and
consumables are
known as methods.
Measurement The assessment of any output with measuring

instruments including calibration status of measuring instruments and
devices is known as measurements.
Only right instruments & devices provide right observation. All

measuring instruments & devices must be
in healthy and right
condition. The Packaging and storage of measuring instruments are
also very important for right measurements.
Environments ( Mother Nature ) The environmental conditions as

lighting, vibration, noise, humidity and temperature must be as per
specification surrounding the measurement place / location.
The
frequently audit and correct NC observation of above conditions is
KRA of QA management of any organization.
Setup change of process Any change in 4M+1E conditions in process

is known as setting change.
Each and every setting change required
FOP(First of pc / setup approval ).
FTR- (First time right ) The process which is able to produce JOB first
time right and all time right.
The first produced job of this process is
known as first time right. A setting master is used with setting
W.I for
first time right job from any process.
Settings are mainly two types as following
❖
External setting
❖
Internal setting
External settingAll those required activities during setting of any

process which is performed without stop
the process is known as
external setting.
e.g.
❖
All required spanners/tooling must be arranged at the place of
setting change planned before stop the process.
❖
All the measuring instruments and gauges must be arranged at the
place of setting before stop the process.
❖
Input raw material must be enough available and arranged before
stop the process.
❖
All jigs /fixtures must be arranged at the place of
setting before stop the process.
❖
All the documents like control plan
/PQCS/ PPS/SOP/WI/ Parts drawing must be arranged at the place
of setting change before stop the process.
❖
All information related to new setting must be available to all
concerned persons before stop the
process.
Internal settingAll those activities or group of activities which can’t

perform without stop the process is
known as internal setting.
e.g.-Put offset, Program modification, setting of axis references,

loading of new inserts/tooling, change of
jigs/fixture, tightening of
insert/tooling, jigs & fixture etc.
This is an important tools of production departments. Above methods

of setting must be considered at the time of setup change to increase
the productivity.
Product The output of any specified process is known as product of

that process.
Products may be any things e.g.- liquid, solid or gas state.
Product parameter – The parameters or characteristics of any output

/ products designed by designer is
known as product parameter.
The products parameters are categorized as following.
❖
Appearance related product parameter ( visual requirements )
❖
Fitment related product parameter as diameter, length , width,
depth, thickness, angle etc.
❖
Performance related product
parameter as hardness, case depth, micro structure, surface finish
etc.
CTQs ( Critical to quality )The parameter of any process or products

which impact to next process, fitment
during assembly or
performance of the product is known as critical to quality.
These parameters required much attention during running the

process.
Those process, which output can’t measured / verified without

destructive the parts are known as critical process and the required
products parameters are known as products CTQs.
e.g.- core depth, case depth, welding bit depth, micro structure, grain
structure etc
To monitoring CTQs parameters of any process the following tools

are used.
❖
Control charts
❖
Run charts
❖
SPC /SQC
❖
Process revalidation etc.
OEE (Overall Equipments Effectiveness )This is a standard

methodology to assess the efficiency of any
equipment.
There are mainly three factors which are calculated to assess OEE of
any equipment
❖
AV ( Availability )
❖
PE ( Performance Efficiency)
❖
QP ( Quality Performance )
AVAILABILITY
(AV)
LOADING TIME ( PLANNED TIME ) =
880 X 60
X 25
=
1320000 Sec
DOWN TIME
( D.T.) =
B/D TIME + SETTING TIME + TOOL
CHANGEOVER TIME
=
0 + 3600 + 0 =
3600 sec
OPERATION TIME (O.T.) = LOADING TIME - DOWN TIME =

1320000 - 3600 = 1316400
Sec
OPERATION TIME = 1316400 Sec
LOADING TIME = 1320000 Sec
Operation Time 1316400
AVAILABILITY
=
-------------------------=
------------- = 0.99
Loading Time
1320000
PERFORMANCE EFFICIENCY (P.E.)
THEORITICAL CYCLE TIME ( T.C.T.) =

DESIGNED CYCLE TIME IN
SEC. =
35 sec
ACTUAL CYCLE TIME (A.C.T.) =
37 sec
T.C.T
OPERATING SPEED RATE (O.S.R.) =

------------=
35 / 37 = 0.95
A.C.T.
QUANTITY PRODUCED = 21500 nos
QUANTITY PRODUCED X A.C.T.
NET OPERATING RATE ( N.O.R.)=---------------------------------------- =

21500 x 37 / 1316400=0.60
OPERATION TIME IN SEC
PERFORMANCE EFFICIENCY (P.E.) =

O.S.R. X N.O.R. =0.95x0.60
= 0.57
QUALITY PERFORMANCE (Q.P.)
REJECT QTY. ( R ) =
350
OK MATERIAL
=
21150
. OK QUANTITY
QUALITY PERFORMANCE
=
-------------------------------- =
21150 /
21500 = 0.98
QNTY. PRODUCED
O.E.E. = AV X
P.E. X
Q.P.
= [0.99 x 0.57 x 0.98] x 100

= 55.30 %
OLE (Overall line Effectiveness ) – The data to calculate OLE taken

from end of line ( Final stage)
which is ready for dispatch to
customer and produced in specified time / 8 hours.
ABC TOOLS LTD.Doc. No. : QSP-ENG-01

ABC
Rev. No. : 04
QMS PROCEDURE
Eff. Date : 11.04.15
Page No. : 01 of 05
TITLE
MANUFACTURING PROCESS DESIGN
Purpose
: To specify procedure for the manufacturing process design
& approval for
Production.
Scope :This procedure covers all those components (castings,

forging, machined or molded ) castings which are developed by
company before initiating mass manufacturing.
Responsibility : Head– Design & Development
Procedure
: Process map for manufacturing process design
TITLE
QMS PROCEDURE
MANUFACTURING PROCESS DESIGN MAP
Eff. Date : 11.04.15

Page No. : 02 of 05
Responsibility
Process Mapping
Document / Records
ACTIVITY
Start
Marketing Head /
Director/ Plant
Head
1.
Receipt inquiry from customer
Marketing Head/
Director/ Plant
Head
2.
All information about concerned product

Enquiry register
F-MKT-XX
Customer input check list

F-MKT-XX
(Product drawing, std. Sample CSR)
Head - D&D/
Marketing Head
3. Available.
No
OK
4.
Inform to customer about

the missing information.
Yes
Head D&D C.F.T.

5.
Call CFT meeting & Do feasibility

and risk assessment study
C.F.T.
Marketing Head
CFT Member List
Initial Feasibility Review & Risk

analysis
F-ENG-XX
Technical feasibility study

F-ENG-XX
6. Feasible.No
7.
Inform to customer
e-mail, Telephone
Yes
Head - D&D/
Marketing Head
8.
Make quotation & send to the customer

Technical input data sheet
F-ENG-XX
Product Quotation
F-MKT-XX
Marketing Head/
Head - D&D
9. AcceptedNo
10.
Do techno commercial discussion with customer
Marketing Head
Head– D&D
Yes
11.
Receive P.O. / L.O.I. & C.S.R. along
with controlled part drawing

P.O., Letter of Indent, Customer
specific requirement
Head D&D
C.F.T.
Marketing Head
12.
Call CFT & Prepare Quality Planning

Timing Chart
13.
Communicate with
customer if required
Head - D&D
Head PS / TR
Head Prod.
14.
Prepare Bill of material for Product, Prod. Tooling,

Individual Tooling & process consumables
items
P
APQP Timing Chart
F-ENG-XX
Bill of Material– Product

BOM-ENG-XX
Bill of Material– Prod. Tooling

BOM-ENG-XX
Bill of Material– Indiv. Tooling

BOM-ENG-XX
Bill of Material– Prod.
Consumable
BOM-ENG-XX
QMS PROCEDURE
TITLE
Eff. Date : 11.04.15

Page No. : 03 of 05
Responsibility
Process Mapping
15.
C.F.T.
Prepare Pre Process Flow Chart,
Identify Product, Process & Special Characteristics, New Equipment Tooling &
Head - D&D
Facility Requirements and New Gauge & Testing Equipment Requirements,

Identify Internal
& External Customer, Define Role & Responsibility & Draft
Document / Records
Preliminary Process Flow Chart
PFC-ENG-xx
Identification of Product,
Process & Special Characteristics

F-ENG-xx
New Equipment Tooling & Facility

Requirement
F-ENG-xx
New Gauge & Testing Equipment

Requirement
F-ENG-xx
16.
Head
D&D
Prepare Tools & Gauges Development Plan, for all the

production tooling & new gauges
required for inspection
Tool Development Plan
PL-ENG-xx
17.
Head
– D&D
Develop Casting drawing if not given by the customer and get it
approved from
customer & also develop tool & gauges drawings
Casting Drawing
Tool Drawings , Gauge Drawings
18.
Head Pattern Shop

Prepare Tools & Gauges Manufacturing Plan and Manufacture
& Tool
Room
Tools & Gauges as per Tool & Gauge Drawings and inspect
Tool Manufacturing Plan
PL-TR-xx, PL-PS-xx
Sr. Exec. TR / PS
19.Inspection
Not OK
20.
Rectify tooling / gauges

as per inspection report
Tool Inspection Report
F-TR-xx
Gauge Insp. Report
OK
21.
Head
PS/TR
Tools & Gauges ready for trial. Inform Head– D & D

with Inspection report copy
T
e-mail
Tool Inspection Report

F-TR-xx , PL-PS-xx
22.
Head– D&D
Call CFT again & Decide for process flow, conduct PFMEA &
CFT
Finalize CP
specifications & inspection & testing frequency.
Process Flow Diagram
PFD-ENG-XX
Process FMEA
FMEA-ENG-XX
Control Plan
CP-ENG-XX
23.
Head
D&D
Prepare Process Flow Diagram, Do Process FMEA & Develop

Pre Launch Control Plan
24.
Head
– D&D
Prepare Trial Sheet specifying all trial spec. & special
precautions to be taken
for each trial process.
Trial Sheet
F-ENG-xx
Head– D&D25.
Head - Prod
Release Tooling & gauges and filled Trial Sheet to production

department. Discuss & finalize
trial date & time.
Trial Sheet
F-ENG-xx
Tool & Trial Sheet Issue Record
Q
TITLE
QMS PROCEDURE
Responsibility

Process Mapping
Eff. Date : 11.04.15

Page No. : 04of 05
Document / Records
Head– D&D &

Head Production
26.
Inform all concerned dept. & plant head for trial date & time through mail or through IOM.(
Inter office memo )
e-mail /
Inter Office Memo F-MR-xx
Head– D&D
Head– Prod.
27.
Carryout Trial as per Trial Sheet in the presence of all Sr. persons of
D&D , Production,
Process QA, DS / TR as per given schedule.
Trial Sheet
F-ENG-xx
AM – Prod & AM
– Process QA
28.
Record trial observations during trial at each process

Trial Sheet
F-ENG-xx
Head
– Prod.
29.
Handover castings & trial sheet to Quality for Dimensional Insp. &
Lab Testing with complete
process trial observations through IOM.
Trial Sheet
F-ENG-xx
Head– QA
30.Carryout Sample Insp. & Testing as per Pre Launch CP
.
Head - QA
31.
Handover Sample Inspection Report, Metallurgical Test

Report & Filled trial sheet to Head
D&D
Pre Launch Control Plan
CP-ENG-XX
Sample Inspection Report

F-QA-02
Metallurgical Test Report

F-LAB-xx
Head– D & D
32.
Call CFT to review all results and observations.

R
F-QA-xx

F-LAB-xx
Not OK
33.Insp. & test results
C.F.T.
Head - D&D
Head - QA
OK
38.
Submit samples to Customer with

all Insp. & Test results
Head - D&D
Head– PS / TR
Not OK
39.Approval R
OK
34.
Review all non-conformities

and make action plan.
35.
Modify T. drawings & documents if

reqd. and issue to concern
department.
issue to concern department if
36.
required.
Modify tooling as per revised

drawing and inspect
Head - D&D
Head - QA
40.
Send PPAP lot to the customer

with PPAP documents
Not OK
37.InspectioTn
S
OK
V
Sample Approval Report Customer
Part Submission Warrant

F-ENG-xx

F-QA-xx

F-LAB-xx

PFD-ENG-XX
Process FMEA
Control Plan
Initial Process Study
Report, MSA
Reports, Checking Aids
FMEA-ENG-XX,
CP-ENG-XX,
TITLE
Responsibility
QMS PROCEDURE
Process Mapping
Eff. Date : 11.04.15

Page No. : 05 of 05
Document / Records
Not OK
41.Customer
Taccepted
Sample Approval Report–

Customer
OK
Head - D&D
42.
Prepare Production Control Plan

Control Plan
CP-ENG-XX
Head - D&D
43.
Release Tooling for Mass Production and Production

Control Plan to DS / TR , Prod. ,
Quality
Inter Office Memo
F-GEN-xx
Control Plan
CP-ENG-XX
Concern Dept.
Heads
44.
Prepare Work Instructions , Process Sheets , Insp.

Standards & Other documents based on
Production CP
Head
– D & D
Work Instructions
WI-XX-YY
Process Sheet
PS-PRD-XX
Final Insp. Standard

FIS-QA-XX
Head - D&D
Head QA
45.
Summaries the feedback of development

& Prepare TGR & TGW
File records
Product development summary
& sign off
F-ENG-xx
Things Gone Right & Wrong

Report
F-ENG-xx
End
APQP & PPAP files
3-M ( MUDA, MURA, MURI )
3-M This is a management tools which is used to increase
productivity and profitability of
the organization.
1-M ( Muda ) – Muda is known as waste . All those activities or group

of activities which is not adding any value to the any process output is
known as muda. Customer never pay any money for
muda.
Muda ( Waste ) are mainly 7- Types as following
Muda ( Waste ) are mainly 7- Types as following

Over production
Over production
Over stock
Over stock
Rejection / Rework
Rejection / Rework
More movements
More movements
Over operation
Over operation
Waiting
Waiting
Over transportation
2-M ( Mura ) – Variation / un consistency observed in output of any

process is known as mura.
Variation occurred during running the
process must be within given specifications.
Variation are two types
❖
Job to Job / Piece to Piece variation
❖
Time to Time variation
3-M ( Muri ) Over loading of work / loading beyond the capacity of the
machine or worker which is occurring tension to worker is known as
muri.
Above all three is major impact ( कु प्रभाव ) to the profit of any

organization.
All 3-M may be found in any from following
❖
Man power / Employee
❖
Techniques
❖
Methods
❖
Times
❖
Facilities
❖
Tooling / Jigs & Fixtures
❖
Material
❖
Productivity
❖
Inventory
❖
Place
❖
Way of thinking etc.
At the time of KAIZEN above points must be considered.

PROBLEM SOLVING TECHNIQUE
Problem Any things observed opposite to specification or desired is
known as problem.
e.g.- The results of any work not satisfactory,
Over temperature , over cool , Output of any process not as
specified,
quality not as per customer, production not as per schedule,
appearance of any things not as per
choice etc.
Problem analysis – All those activities or group of activities which is

perform to find out the causes of any problem is known as problem
analysis.
There are many tools used to analyze the problem and take
countermeasures.
❖
The problem solving tools you will read later
Red bin analysis This is a tools which is used to analysis and

disposal of any non conforming / rejected job.
There are four standard steps which to be considered at the time of

disposal any NC job as following
There are four standard steps which to be considered at the time of

disposal any NC job as following
AUD ( Accept under deviation )
AUD ( Accept under deviation )
Re work
Re work
Alternate use
Alternate use
Scrap
1-Accept under deviation – Any job found not as per given

specification but that never occur problem during fitment , function
,performance or further process. This type job can be accepted under
deviation.
e.g.- Dia. 10.5 -0.10 mm found 10.51mm or 10.39 mm.
2-Re work – Any defected / rejected job which can make within given
specification by additional work and accepted is known as re work.
e.g.removal of burr’s , Dia. 10.50 + 0.10 mm found 10.64 mm etc.
3-Alternate use Any job that has been scraped may be re produced
for other useful things by some or full
additional work is known as
alternate use of the scraped material.
e.g.- Milk which has scraped for making curd may be used for making
khova sweets, a shaft of dia.12.0 and length 55.5 mm scraped may
be alternate used for making other shaft of less diameter and length
etc.
4-Scrap Any rejected job which can’t accepted considering above
three steps to be scraped and send to scrap area.
e.g.- any job outer diameter under size, any inner diameter over size,
length under size etc.
Spot analysisAnalysis / review the place of
defect generated for find out the phenomena/activity gone wrong or
what is the variation between before and after running process
considering 4-M condition is known as sport analysis.
This is also known as GAMBA and PM (Physical mechanism)

analysis.
Why-Why Analysis This is a method to find out the root cause of

small defects / problems. Put questions
up to five times for each
answer getting of every questions to find out the root cause of the
problem is
known as why-why analysis.
e.g.-Dia. 10.0 over size is a problem
Ans.- Tool worn out before life
W1- Why tool worn out before life
Ans.- Other brand tool used
W2- Why other brand tool used
Ans.- The specified brand tool was not available and production was
necessary to complete customer
schedule.
W3- Why the specified brand tool was not available
Ans.- The specified brand tools was consumed for develop new
components.
W4- Why the specified tool used to develop new components.
Ans.- There was no system implemented to new components

developments.
Root cause –No system to develop new components.
Action- System for new component developments to be implemented.
3-G ( GENCHI , GENBUTSU, GENJITSU ) –This is a problem solving

tools
1G-GENCHI – The meaning of this is go to the place of defect

generation and inspect and analyze to the 4- M conditions with
respect to given specifications to find out what is going wrong.
2 G-GENBUTSU The meaning of this is to find out, what is actual

problem. Find out the root
cause of any problem.
3-G-GENJITSU The meaning of this is to find out solution of the
problem through brainstorming. Find out corrective and preventive
action to eliminate or reduce to the problem.
CFT ( CROSS
FUNCTIONAL TEAM ) This is a team of two or more members in
which each member must concerned with the project / problem and
well skilled about project.
e.g. CFT of new component development
CFT of new component development

HOD process engineering
HOD process engineering
HOD production
HOD production
HOD quality assurance
HOD quality assurance
HOD customer concern cell
HOD customer concern cell
HOD tooling managements
HOD tooling managements
HOD purchase
HOD purchase
HOD maintenance etc.
Brainstorming The generation of more idea from each members of

CFT to find out probable causes of any problem is known as
brainstorming (बुप्ध्ि मांथन ). This is a systematic process to find out
root cause
of any problem with involving all concern (

से सम्बन्ि रखना ) members
of the problem.
CFT members may be from bottom to top
management any one .
e.g.- From operator to managers
Table of brainstorming as following
Problem- Outer diameter O/S
Sl. No.
Potential cause of defect/ problem ( Idea)
1
Insert worn before life
2
Input material hardness more
3
Wrong offset put by operator
4
Setting pc mixed
5
Coolant ratio less
6
Insert loose / Play
Probable Cause – All those causes which can be defect generated is

known as probable or potential
( सांभाववि ) causes of the problem / defect.
The potential causes of any problem which may be responsible to

generate the defect.
As potential causes in above table.
Root Cause The cause which is actual responsible to generate the

defects / problem is known as root
cause ( मूि कारि ) of the problem.
Root cause always found by verification of probable causes.
Root cause may be from MAN, MACHINE, MATERIAL, METHOD,

MEASUREMENT OR
INVIRONMENT.
Root cause verification and Validation
Root cause verification – Go to the station / process of defect

generation and review or check all
probable causes listed through
brainstorming by CFT step by step and find out actual phenomena
(घटना )which is responsible to generate the defect is known as root
cause verification.
The actual cause may be one or more from 4-M +
1E.
Root cause validation – Produced one or more job with current

situation / wrong condition of decided root cause and check the job
for defected parameter to validate the root cause of the defect is
known as root cause validation.
If the produced job found same as defected job, the found root cause
is responsible to generate defected job and required action to
eliminate the generation of defect again in future.
The root cause may be one or more for individual defect.
Five time why are used to find out the root cause of any actual cause.
Member name
A
Department
Production
Maintenance
Quality
Quality
Maintenance
Quality
e.g.
ProblemGeneration
OD
Oversize
Outer diameter over size
W1
Insert worn out
W2
1-Over use
W3
Insert life not monitored
W4
Lack of
awareness
W5
New
Operator
Not
Detection
Snap gauge NG
2-Input material hardness more
Gauge worn before

calibration
frequency
Supplier process NG
Gauge used more

100% inspection
performed
To short
out hold lot
Problem solving tools – There is some methods standardized which

is used to systematic analysis and solve any problem.
The standardized methods are known as problem solving tools.
Problem solving tools are as following
❖
7- STEPS OF PROBLEM SOLVING
❖
7 QC TOOLS
❖
8-D ( 8 DISCIPLINE )
❖
QUALITY CIRCLE
❖ 12-STEPS OF PROBLEM SOLVING
7
-STEPS OF PROBLEM SOLVING- ( AS PER HERO MOTO CARP
LTD)
❖
❖
SELECTING A THEME
❖
❖
UNDERSTANDING THE CURRENT SITUATION & SETTING
TARGET
❖
❖
CREATING A PLAN OF ACTION
❖
❖
ANALYZE THE FACTORS
❖
❖
DEVELOPING AND IMPLEMENTING COUNTERMEASURES
❖
❖
CONFIRMING EFFECTIVENESS
❖
❖
STANDARDIZATION & ESTABLISHING CONTROL
Selecting a Theme First of all theme to be selected.
Theme may be one or more from following points
❖
To increase the productivity
❖
To increase the quality level
❖
To reduce the manufacturing cost
❖
To improve the delivery
❖
To increase the safety level
❖
To increase / improve the morale
Understanding the current situation & setting targetCollection of data

about the problem to
understand the current status of problem and setting the new target
for improvement w
.r.t. current status
of the problem.
The target must be SMART
S – Specific
M- Measurable
A- Achievable
R- Realistic
T- Time bound
Creating a plan of action Prepare and planning of road map for

analysis and solving the problem.
Analyze the factors – Find out the
root cause through brainstorming among CFT and documentation of
all analysis data.
❖
Listing of probable ( सांभाववि ) causes
❖
Go to the station of defect generation and spot analysis ( कायि थथि
का ववश्िे षि करना ).
❖
Find out the root cause
❖
Verification to the root cause
❖
Validation to the root cause etc.
Developing and implementing countermeasures Find out the

corrective action and preventive action to reduce / eliminate the
problem.
Actions are mainly three types as following
❖
Containment / Temporary action
❖
Corrective / Permanent action
❖
Preventive ( रोकथाम सांबांिीि )/ Permanent action
Containment / Temporary action All those actions which is taken to

secure customer just after received the complaints is known as
containment or temporary action.
Following activities are followed in containment action
Following activities are followed in containment action
100% inspection / verification of the defected lot
inspection / verification of the defected lot
100 % segregation to the defected lot and separation OK & NG

material
segregation to the defected lot and separation OK & NG material
Provide identification mark on each and every OK job to avoid mixing

with NG job.
Provide identification mark on each and every OK job to avoid mixing

with NG job.
Supply OK material to customer in separate packaging.
Supply OK material to customer in separate packaging.
Inform customer about supplying segregated OK material before

supplying the material
Inform customer about supplying segregated OK material before

supplying the material
Correct the process of defect generation.
Correct the process of defect generation.
100 % inspection to all NC material from generation process to

customer end.
IMMEDIATE ACTION/
TEMPORARYACTION/SEGREGATION / SHORTING
Correction - To
bring into original state ( short term action )
Corrective action – Action taken to prevent the reoccurrence of the

problem through same root cause is known as corrective action.
Action on actual root causes as well as to avoid re occurrence.
This is also known as permanent action or Long term action.
Preventive action Action taken to prevent the occurrence of the

problem due to potential causes , due to which the problem has not
occurred this time is known as preventive action.
Action on potential causes so as to avoid occurrence.

Implementation of countermeasure – Implement the decided actions
to eliminate the generation of same defect is known as
implementation of countermeasure.
Confirming effectiveness – Collection of data after implementation of

actions and comparisons the data with before action implementation
data.
During confirming effectiveness following three results may be found.
❖
Before and After both data same
❖
After data show improvement / problem reduced wrt Before data.
❖
After data show zero defects/ eliminate the problem.
If both data same , the root cause was wrong selected or action was
not right and require again root cause
find out and action accordingly.
If after data show reduced in problem, there are still some cause is
not find out require find out remain root
cause and action to eliminate
the defect generation.
If after data show zero defects, the all root causes find out and action
is right and require to monitor
implemented actions frequently to
sustain the result. Monitor data for consecutive three months
minimum.
Standardization & Establishing control –The update all
related documents and collection of old documents from all
concerned users to avoid reoccurrence of same problem due to
wrong documents is
known as standardization and establishing
control.
7-QC Tools – There are seven standard steps used to analyze (

ववश्िे षि ) any problem and solve the problem is known as 7-QC
Tools.
The 7- QC Tools are as following
❖
Check sheet / Data collection sheet
❖
Pareto diagram
❖
Cause and Effect Diagram
❖
Stratification
❖
Scatter Diagram
❖
Histogram
❖
Control charts & Graphs
1-Check sheet – This is a standard format which is used to arrange

the data.
In process rejection for the month Oct.16
Sl. Defect descriptionNo.
1
Casting defect
2
Dent at center
3
Drill broken
4
Total length under size
5
Outer diameter under size
6
Drill dia.10 over size
Defect code
Tally mark
Frequency
A
IIII IIII IIII III
18
B
IIII IIII II
12
C
IIII IIII IIII IIII
19
D
IIII IIII IIII I
16
E
IIII IIII IIII
14
F
IIII IIII I
11
Sl.No.
Defects
1
Depth 10.5 over size
2
Drill broken
3
Total length under size
4
Run out more
5
Dia. 10 over size
6
Thickness 6.5 under size
7
Dent
8
Reamer 4.5 over size
9
Center oval
10
Face unclean
2-Pareto diagram – This is a standard method to find out vital few

(सक्रिय कु छ) defects from trivial
many (
िु च्क्क्ष अनेक ) defects.
Fortunately there is natural law which almost always ensure that a

relatively few of the contribution account for the bulk of the problem.
If the cause of these “vital few” defects are identified, we can

eliminate almost all the losses by
ग्रिा
concentrating ( एकाग्रिा ) on these particular causes, leaving aside of
the other “Trivial many” defects for
the time being.
Following steps used to prepare pareto diagram –
Collect the data of problem
Collect the data of problem
Arrange the data defect wise / phenomena wise
Arrange the data defect wise / phenomena wise
Arrange the data Largest to smallest sequence
Arrange the data Largest to smallest sequence
Sum the collected data
Sum the collected data
Calculate the contributive percentage for each defects / phenomena
Calculate the contributive percentage for each defects / phenomena
Calculate the cumulative percentage for each defects / phenomena
Calculate the cumulative percentage for each defects / phenomena
Plot the bar graph of contributive percentage with primary axis
Plot the bar graph of contributive percentage with primary axis
Plot the line graph of cumulative percentage with secondary axis
Plot the line graph of cumulative percentage with secondary axis
Arrange secondary axis in four divisions as 0, 25, 50, 75 and 100.
Find out vital few defects to analysis and improvement.
Arrangement of data from largest to smallest sequence

for plot pareto diagram.
In process rejection of Oct. 16
Defect Code
Defect Qty.
Cont. %
Cum. %
A
64
15.17
15.17
G
63
14.93
30.09
B
53
12.56
42.65
J
45
10.66
53.32
H
42
9.95
63.27
F
41
9.72
72.99
C
37
8.77
81.75
E
32
7.58
89.34
I
24
5.69
95.02
D
21
4.98
100.00
Total
422
Pareto Analysis of Inprocess rejection for the
Month of Oct. 16
16
100
14
12
75
10
8
50
4
25
0
0
Defects
Cont. %
Cum. %
❖
Pareto diagram is also known as Eighty , Twenty diagram
because naturally always it is found that the eighty percent
improvements observed after eliminate only twenty percent problems
of overall problem.
Cause and Effect Diagram – This is a problem / defects analysis tools

which is used to find out the root cause of generation of defect and
not detected at specified stations It is a brain storming (Idea
generation)
activity.
Through this tool mainly analyzed 5-M + 1E (Man, Machine, Material,

Method, Measurement &
Environment) conditions to find out what
had gone wrong w.r.t. specified activities to produced right
output
during process.
This is also known as Fish bone diagram, Ishukawa diagram, 5- rule

sheet analysis & 4-M condition analysis tools.
MAN
MACHINE
MEASUREMENT
Awareness/OJT Skill
Spindle Play
Checking method
Spectn.- OJT
Skilled
Actual- OJT Skilled-OK

Spectn.- 0.10 mm
Actual- 0.048mm-OK
Specification-Vernier
Actual- Vernier - OK
Setting Job
Slide Play
Calibration
Spectn.- 0.020 mm
Spectn-Put in red bin

Actual-In red bin-OK
Actual- 0.012mm-OK
Work Activity
Spectn.- As per WI
FOP Approval
Spectn.- Calibrated
Actual- Calibrated-OK
Spectn.-Every setup change
Actual-Only shift
startNG
Spindle Run out
Spectn.- 0.025 mm
Actual- As per WI-OK

Actual- 0.012 mm -OK
Hardness
Light at Surface plate
Oil hole chamfer

dia. found 3.82
mm against
specification
given3.0 + 0.4
mm
Spectn-200 to 240BHN
Clamping pressure
Actual-228 BHN-OK
Spectn.-15 – 20 Kg/cm²
Actual- 18 Kg/cm²-OK
Spectn.- Tube light
Actual- Tube Light-OK
Drill Size
Spectn.- 3.2 mm
Actual- 3.6mmNG
Light at Machine
Drill sharpness
Drill Angle
Spectn.- Two Tube light
Spectn.- No Blunt
Actual- No Blunt-OK
Spectn.- 120º
Actual- Two Tube Light-OK
Actual- 128º NG
MATERIAL
METHOD
ENVIRONMENT
Stratification This is a problem solving tool which is used to analyze

any problem / defect through collecting data machine wise, man wise,
shift wise, supplier wise, input material source wise, location wise,
Zone wise, place wise, phenomena wise etc.
e.g.
ProblemDent on face,dated-12/11/16
Machine
CN-1
CN-2
CN-3
CN-4
CN-5
SHIFT
A
12
32
12
11
21
B
16
11
34
24
34
C
43
15
22
25
18
Stratification of dent shift wise & machine wise
140
120
18
10034
25
CN-5
80
21
CN-4
24
22
CN-3
60
11
CN-2
12
15
CN-1
4034
32
20
11
43
1216
0
A
B
C
SHIFT
Scatter Diagram This is a problem solving tool which is used to

analyze any problem / defect through find out possible co relation
between two variables.
e.g.- Tool life & Hardness of input material, Surface roughness &
Feed, Rust & coolant ratio etc.
Two variables data for co relation study from same machine
Sample No.
Surface roughness in Microns
Feed in mm
1
0.28
0.12
2
0.23
0.1
3
0.18
0.08
4
0.14
0.06
5
0.11
0.04
6
0.09
0.03
Scatter diagram between surface roughness &
feed
0.3
0.28
0.25
0.23
0.2
0.18
0.140.15
0.120.110.1
0.090.1
0.08
0.070.06
0.05
0.040.03
0.02
0
0
1
2
3
4
5
6
7
8
Sample No.
Surface roughness
Feed
Scatter diagram mainly three types
Scatter diagram mainly three types
Positive relation scatter diagram- First variable value increase when

second variable value increase
& first decrease when second decrease.
& first decrease when second decrease.
Negative relation scatter diagram- First variable value increase when

second variable value
decrease & first decrease when second increase.
decrease & first decrease when second increase.
No relation scatter diagram – There are no relation between both

variable values.
HistogramThis is bar chart which is used to analyze
frequency of population within specified range.
This is also known as
frequency distribution chart. This is help to find behave of population
frequency distribution plot by collected continuous data from any
process.
Behave of population frequency distribution may be any one from

following two.
❖
Normal frequency distribution. ( Process running in controlled
condition)
❖
Abnormal frequency distribution. (Process running uncontrolled
required action to improvement)
e.g.
Dia. 10.50 + 0.10
10.54
10.56
10.55
10.56
10.54
10.54
10.56
10.54
10.54
10.54
10.55
10.53
10.54
10.55
10.60
10.56
10.59
10.56
10.56
10.57
10.51
10.52
10.56
10.57
10.55
10.55
10.54
10.55
10.55
10.56
10.56
10.55
10.55
10.51
10.58
10.54
10.55
10.58
10.59
10.55
10.55
10.57
10.58
10.54
10.56
10.56
10.53
10.57
10.55
10.58
USL
10.60
LSL
10.50
Tolerance
0.10
No. of class
5
Class interval
0.02
LCL
UCL
Frequency
Cumulative
10.5
10.52
3
3
10.52
10.54
12
15
>10.50
>10.52
10.54
10.56
24
39
>10.52
>10.54
10.56
10.58
8
47
>10.54
>10.56
10.58
10.60
3
50
>10.56
>10.58
Histogram
Frequency
30
2524
20
1512
10
8
5
3
3
LSL
10.52
10.54
10.56
10.58
10.60
USL
10.5
10.52
10.54
10.56
10.58
Control chart & Graphs – This is a problem / defects analysis tool

which is use to know the status of that process from which data
collected.
This is use to find out special causes in any process. This is also
known as run chart.
Variable Control chart :
e.g.
Diameter : 15.35-0.10
1
2
3
4
5
6
7
8
9
10
X1
15.25
15.28
15.29
15.33
15.29
15.33
15.33
15.3
15.32
15.32
X2
15.28
15.3
15.33
15.32
15.32
15.34
15.33
15.3
15.29
15.28
X3
15.26
15.33
15.32
15.29
15.32
15.27
15.32
15.32
15.28
15.32
X4
15.32
15.26
15.3
15.32
15.33
15.32
15.33
15.32
15.34
15.32
X5
15.32
15.33
15.32
15.32
15.32
15.33
15.32
15.33
15.32
15.32
Average
15.286
15.3
15.312
15.316
15.316
15.318
15.326
15.314
15.31
15.312
Range
0.07
0.07
0.04
0.04
0.04
0.07
0.01
0.03
0.06
0.04
X = 15.311
R = 0.047
UCLX
+ A2 R
=
15.339
UP TO 5 SAMPLES ' D3' VALUE = 0
LCLX A2 R
=
15.283
SAMPLE
A2
D4
MeanX
=
15.311
1
2.56
3.27
2
1.88
3.27
3
1.02
2.57
4
0.80
2.28
15.36
CONTROL CHART
15.34UCL
15.3215.31
15.3215.30
15.30
15.32
15.30
15.3115.30
15.31
MEAN15.30
15.2815.30
LCL
15.26
15.24
1
2
3
4
5
6
7
8
9
10
SUB GROUP
UCL
LCL
Mean
Average
Some Out-Of-Control ( OOC ) Signals
Test 1
Single point
outside the control limits.
Test 2
Two out of three points on one side of the center

line in zone A or
beyond.
Test 3
Four out of five points

on one side of the centerline in zone B
or
beyond.
Test 4
A run of eight points

on the same side of the centerline.
UCL xA
CX
C
B
ALCL x
UCL xA
CX
C
B
ALCL x
Test 5
Six points in a row
steadily Increasing
(or Decreasing ).
Test 6
Fourteen points in
a row alternating
up and down. the centerline in of
the centerline,
Test 7
Test 8
Fifteen points in Eight points in a a row hugging
row on
both sides
. zone C. with non in zone C.
Attribute Control chart :
This is use to find out status of any process output lot. This is used at
incoming stage, PDI stage or output
of any process at final inspection
stage.
There are two charts maximum used in industries as given below
There are two charts maximum used in industries as given

below
P - Chart
P - Chart
C – Chart
P – Chart Calculation :
Average Sample Size ( n ) = Sum of total inspected parts / No. Of

days ( Inspection perform days )
Average Proportion Defective ( P ) =
Sum of defective counts ( Minimum one week data ) / Sum of
inspected parts ( Minimum one week data )
UCL= P +3 x Sqrt. ( P ( 1 P ) / n )
LCL= P 3 x Sqrt. ( P ( 1 P ) / n )
Proportion defective= Total NG parts ( Single day ) / Total inspected

parts ( Single day )
P - Chart
0.14
0.12
0.100.11
0.100.11
0.10
0.08
0.080.09
0.08
0.08
0.06
0.06
0.06
0.04
0.02
0.00
Inspection date
UCL=
LCL
P-BAR
Proportion defective
C– Chart Calculation :
Average no. Of defect count ( C )= Sum of defective counts ( Found )

/ No of inspected lots
UCL= C + 3 x sqrt. ( C )
UCL= C 3 x sqrt. ( C )
C - Chart
90
80
79
7570
69
62
6360
61
5150
41
48
4340
30
20
1
2
3
4
5
6
7
8
9
10
Lot No.
UCL=
LCL=
C BAR
Defect Qty.
8
-D (DISCIPLINE) – There are eight discipline standardized steps
which is used to analyze and prevent
the reoccurrence of any defect /
chronic defect is known as 8-D.
The eight discipline steps are as following.
❖
Concern detail
❖
Similar part consideration
❖
Initial analysis
❖
Temporary countermeasure / Immediate action
❖
Final analysis
❖
Permanent countermeasure
❖
Countermeasure confirmation
❖
Follow-up action
STEP-1
Concern detail Describe and record all the information about the
problem, to be sure the problem is
correctly understood and nothing
is forgotten.
If NG part
from Tier 1,
write “ 1” and If NG part
from Tier 2, Description :

write “ 2”
Given by customer SQA team / Date of information of the supplier

Alert number
1-Concern Details
Alert date:
Report No :
Model : Rank :
Qty Affected
:
Final customer
effect
Model of part
Number of defective
parts after
sorting:
equivalent to the defective parts count

in PPM
Yes
Recurrence
No
Supplier has to fill this area with answering the questions: What ?
(Technical description of the defect, but not the root cause analysis)
Where ?
( Customer : SQA, Assembly line, Machining line, Field)

Who ?
(SQA team member name, worker in assembly line, worker in

machining line, field customer name if known)
When ?
(Date and time of defect discovering)
How ?
(How has the customer discovered the defect)
Why ?
(Why is it a problem)
Same defect with same cause not same customer

effect already
happened, with 8-D validated and closed
Similar part consideration It is a check list to help thinking about
which other parts could have the same defect. To be sure to protect
all the customers. If another part or plant can also be contaminated,
(दू वषि ) supplier is responsible for informing the supplier quality

department.
(same plant or different plant from where the first defect has been
discovered)
2 Similar Part Considerartion
Can the concern appear on other parts ?

Consider
Y
N
Comment /
Result
Other Models
Generic Parts
Other colours
Opposite Hand
Front / Rear
Other
Same process in other

model
(Item is same but model changed)
Comments are
mandatory, do not only tick Y or N
Same kind of products at

the supplier
STEP3
Initial Analysis It is the question : Do I have in my existing process(the
process described in the flow chart and Control plan) “something”that
should have detected the defect ?
May be the non–detection of the defect is due to an existing

pokayoke that doesn’t work properly.
Or due to a worker who is not
trained correctly.
In this step 3,Ithink about this, I check my control plan and my
process, to adjust quickly my control
fixture/worker if it is not working
properly.
3 Initial Analysis
Where should the non-confirming parts have been detected ?

During
process / Manufacture
Y
N
After Manufacture (e.g.-Final Inspection)
Prior to despatch
Reason for Non-Detection
Detailed explanations of the reason why the control plan was not
respected
Temporary Countermeasure / Immediate Actions –This step has two

purposes:
This step has two purposes:

Immediately protect the customers
Usually by sorting the parts, but also reworking or scraping the bad
parts.
This step four is a short check-list, but supplier has to think about
wherever Non conform part can be.
Example: Work in progress at
sub-supplier, stock at sub- supplier, incoming stock at supplier, work
in
progress at supplier, parts in transit (

पररवहन ) between sub-supplier
and supplier, stock of finished products at supplier, parts in transit
between supplier and logistic platform, parts in logistic platform stock,
parts in transit between logistic platform and OEM, incoming stock at
OEM, work in progress at OEM.
If some parts have been assembled
with main assembly or suspicious parts, way to control or repair the
main assembly has to be defined now also.
main assembly has to be defined now also.
Assure deliveries of good parts till the end of all actions that will be
defined in step 6.
Controls done at supplier should be described.
All the quantities have to be written , so, of course, this number can
increase day by day. Updates of the 8D will be sent.
Always exact quantities have to be written : No estimation, No

percentage.
In case of sending a batch back to supplier, supplier will sort the

parts, and inform to customer of the exact
number of bad parts found.
All activities performed to protect the customer should be done as

close to where the defect is produced as
possible.
4 Temporary Countermeasure / Immediate Action
What actions have
been taken to prevent delivery of reject parts
to customers
Location
Action
Qty
Qty
OK
NG
Work in progress
Stores stock
Warehouse stock
Service Parts
Other
How are OK parts identified?
Ref. No. of 1st OK part after Temporary C/M?
Delivery Date :
Comments :
Final Analysis This box has to present the result of the analysis of the
supplier
We want to know WHY the process has been able to produce lot of
good parts from beginning,and suddenly,one batch / one part is
wrong.
What is the difference, what happened to send a defect to the

customer ? The real cause of the defect.
Customer do not impose ( िागू करना ) a specific analysis method to

the supplier,but an analysis method
has to be used by the
supplier,and results achieved.
5 Why,Brainstorming,,Ishikawa,4M
The detail of what have been studied by the suppliers hould be sent
with 8D, on an additional 5 Why sheet.
5
Final Analysis
End date of analysis
Real root cause of concern in process
Consider : Man, Machine, Material, Method,Measurement
Who,Where,When, Why,How
Process settings,Rework
Maintenance
Cause
Resp.
Dept.
Here we only write the final root cause, at least

One cause for
occurrence
+ One cause for non-detection.
Step-6
Permanent Countermeasure description of all the permanent,

Defective countermeasures ( रोकने का
उपाय ) that will be
implementedto avoid the recurrence of the defect.
Implementation date of all the actions
6
Permanent Application date :
Countermeasure
What actions have been taken to prevent the manufacture of reject

parts in the future ? Such as fool proofing, Testing, Process Conrol
Action
Resp.
Dept.
Date
At least two actions:
One to avoid occurrence cause + One to avoid non –detection cause.

At least One action for one root –cause: But one root cause can have
two actions or more.
For each action:
The name of the responsible

of implementation of the action
For each action:

Commitment date
Countermeasure Confirmation
Check that countermeasures done in Step six are effective and
efficient.
Add the proofs of this confirmation on additional sheets on
the 8D on excel file.
7 Countermeasure Validation Date:

confirmation
Has the countermeasure been confirmed Yes

No
as effective ?
How ?
End of all validations date.
When all confirmations are

finished.
Please attach relevant data e.g. dimensional report, capability

study,attribute data,Process audit, etc.
STEP-8
Describe what have been done.
Follow -up Action To prevent the recurrence of the defect, later, on

same kind of parts, or on future
projects, the conformity reference file
and other supplier internal documents shall be up dated + To be sure
that all the documents and fixture have been updated correctly in link
with Step Six.
Step 8 is a check-list, to help to remember main points.
Some translation problems occurred in the official document, please

refer to these comments for future
explanation.
.
Date of latest modification.
Just after this date, if supplier quality Dept. go to supplier and audit,
all
actions have to be completely performed.
Standard Operation Sheets
Control Plan +
Process
Flow
Chart
Gauges
and
means
of
control
8 Follow-up Action
Closing date :
Do any of the following require action as a result of this concern ?
Yes
Resp.
Timing
Work / Inspection Instructions
Process Flow Chart
Control Plan / Chart
FMEA
Drawing
Gauge
Other ex.-Maintenance Plan
Sub-Supplier follow up
Tick YES if the document or
fixture has to be
modified.
For each item, the name of the modification responsible.
Commitment
date for each item.
Other documents
Same check-list or fixtures that

Process Data Sheets
for Sub-Supplier
have to be
reviewed
STANDARD - 8 D ( Problem Solving Technique )
This is a eight disciplens problem solving technique
0D
Planning for problem solve / 8-D
1D
Build / Form a Team
2D
Define the Problem
3D
Containment Action
4D
Determine the Root Cause
5D
Formulate and verify the root cause
6D
Correct the problem and confirm the effects
7D
Prevent the problem
8D
Congratulate the team
Planning : Planning to solve the problem through 8 D.

Finding the way of problem analysis, decide the
analysis tools,techniques, team members, timing for problem solving.
Form a Team : Decide and make a team for problem solve

through 8 D. The team is known as CTF,
the team members must skilled and concern with prolem. Jeneraly
members are from production, quality, maintenance and other
concerned departments.
Define the Problem: Finding the awareness about the

status of problem usingFinding the awareness about the
status of problem usingW + 2 H.Visit to
customer end, verify the problen, impact of problem at customer end,

seriousness of problem, location and quantity of defected parts etc.
What – Where – When-Who – Why and How – How Much
Containment Action: Action decided and implemented to

prevent the customer line stoppage due to
problem. Jeneraly segregation of defected parts from the defected lot

and identification of fresh lot
performed for contaiment action.
Determine the root cause: Findout the actual cause of

defect generation and defect not detected at
manufacturing location through using 7- QC tools and Why- Why

analysis tool.
Formulate and verify the root cause : Determine the

method / technique to verify the root cause
and validate the finding root cause for reality of root cause.
Correct the problem and confirm the effects: Decide the
action, implement the decided action
to prevent the re occurrence of problem and monitoring the

effectiveness of the corrective action for
minimum six months from
implementation date.
Prevent the Problem: Decide the prventive action,

implement the preventive action, monitor the
effectiveness of the action. If actions are effective plane for horizontal

deployment of the actions and update
all documents e.g. – PFD,
FMEA, CP, SOP, WI, DRAWINGS, TOOLINGS etc.
Congratulate the Team: Organize 8 D members meeting,

provide feed back of success of 8 D actioin
to all team members and motivate them, encourage them, appreciate

them for positive cooperation and celebrate for success.
8 D-Technique is used for chronic proble / repeated type

problems.
STANDARD– 7 STEPS ( Problem Solving
Technique )
7-Steps of problem solving
1- Definition of problem
2-Analysis of problem
3-Identification of causes
4-Planning of countermeasure
5-Imlementation
6-Confirmation of results
7-Standardization
Quality Circle Concept ( Q C C )This is a small group activity to

perform quality control, in which generally 6/7 persons from same
work place participated voluntarily to jointly solve the problem.
Structure of Quality Circle
Top Management
Steering Committee
Corporate / Chief
Coordinator
Facilitator
Unit Level
Leader /
Dy. Leader
Coordinator
Members
Potential Members
Structure for effective functioning
❖
A Structure is a pre requisite for performance➢
Structure should
start with top management policies and linked to organization
objective
➢
Policies- Intention ( इरादा ) of top management
➢
Objective-Specific goal to be achieved
➢
Strategies-The approach, The plans and the directions
➢
Structure (Mean)-A supporting framework of an organization
➢
Systems- A well formulated set of procedures for co ordinate
action
Functions of QC management
Top management Make policies, guidelines, strategies ( योजना

) and
implementation and reviews
Steering Committee Monitoring group to
guide, review and improve functioning of QC.
Facilitators Generally
manager of an area, whose role is to develop people working with
him. He should be role model and value shaper. Facilitator should be
rotated once in two years.
Leader / Deputy Leader
❖
Leader is generally chosen by the members of the circle by
consensus (सविसम्मर्ि )
❖
Leader should be given adequate (पयािति )
education and training to lead and develop leader
ship qualities and skills.
❖
Members join the group on their own and fully understanding the
concept and philosophy
of quality circle.
Quality Circle
ि
It is management with facts ( िथ्य )
It is management based on respect for humanity ( मानवजार्ि )
It provide mirror image of the abilities of top and middle management
It is consistent with basic human nature and can be successful

anywhere
It is an integral ( सम्पूिि समग्र ) part of TQM
Method of implementation QC
Establish / select a division for introducing quality circle
Select a person who would be in-charge of that division
Form a steering committee ( सममिी ) headed by head of the

organization and functional heads as its
members.
Review quality circle activities periodically
Role of facilitator
❖
Educate quality circle
❖
Serve as a resource person to the circles
❖
Keep the circle activities right on track
❖
Assist in meeting process
❖
Develop the skills and abilities of team members particularly
leadership quality
❖
Act as a liaison ( सम्पकि ) between quality circle
and the organization
❖
Extend help whenever needed
❖
Help in creating a healthy atmosphere during team meetings.
❖
To give correct feedback and encourage teams.
Communication ( सन्देश )
Communications are two types
❖
Oral
❖
Written
Oral At the time of meeting & discussion
It is important how it is said
Is it encouraging the team
Feedback (पीछे की ओर अवगि करना ) to the groups to help them to

move towards goal
Written
– It should be clear and unambiguous (सुथपष्ट)
Training Proper education and training is needed for proper

functioning of groups.
Facilitator’s job is to provide guidance, training for improvement and

enhancing ( बढ़ाना ) performance of
the quality circles.
Facilitator should train the leader and then continue to guide and
support the groups. How to provide the training
❖
During the quality circle meeting.
❖
Out of four QC meetings in a month one meeting can be used for
education.
❖
Members learn better through doing.
❖
Facilitator should link the application of the problem solving
technique from the stage of problem identification.
❖
With learning the confidence of group members increase.
❖
Enabling (समथि करना ) them to performance by providing guidance
at every stage.
Facilitator’s responsibility in QC process-
Insure that
❖
Regular meetings are held.
❖
There is regularity in attendance.
❖
Meetings are conducted ( सांचािन ) effectively
Assist in
❖
Clarifying and defining the problem, goal setting and planning.
❖
Proper choice and application of problem solving techniques
❖
Preparation of management presentations ( प्रथिुर्ि करि / प्रदसिन
करना ).
❖
Give proper feedback to the circles.
Important points to be followed by facilitator
Effective team work
❖
Clear learning from experience and goals.
बिा
❖
Openness and confrontation.( मुकाबिा )
❖
Support and trust.
❖
Cooperation and conflict.(ववरोि / सांघषि )
❖
Sound procedures in decision making
❖
Leadership
❖
Establishing sound relationships.
❖
Development of QC members.
Assessment of activity of QC.
Periodic assessment ( Quarterly)
❖
Regularity of meeting
❖
No. of problems identified
❖
No. of problem solved.
Major
Minor
❖
No. of management presentations
❖
Self reliance (ववश्वास ) in use of QC tools- Minimum five tools.
(Data collection, Stratification, Pareto, C & E diagram, Brainstorming)

❖
Planning and goal setting.
❖
PDCA, mile stone, Gantt chart ( क्रियाकिापों का समय िामिका
).
❖
Team approach in problem solving.
❖
Team cooperation.
❖
Team cohesiveness ( सशक्ि बनाना ).
❖
Ability to prepare management presentation.
❖
Ability to present a case study.
Who can become a leader
A quality circle is a grass root activity, generally consist of operators

and technicians, office workers.
Any one can be chosen as a leader
by consensus of group members.
Leader should be from amongst the group members.
Role of management staff is to facilitate the process.
Training points for QC leader
❖
Training to technical skills.
❖
Training for quality control techniques.
❖
Improvement techniques.
❖
Human relations techniques.
❖
Social relation techniques.
❖
General workshop practices outside his work area.
Important points for QC team leader
❖
Quality circle members are voluntary (थवैप्च्क्छक ) and from one
work area and know each other
well.
❖
Members are a closely kiny (एकही गुिों का ) and work as a team.
❖
Members should interact with one another to be effective.
❖
Members should share a common objective.
❖
There should be openness in the group.
❖
Members should respect one another.
❖
All should be equal partners in participation.
❖
Independence and initiative of each members should be protected.
❖
Information available should be freely available to all members.
❖
A QC leader has to lead the group but should not dominate to
proceedings.
❖
QC is a study and application of learning, development and
improvement.
Process for quality circle :
Step
Description
1
Identify problem and themes for improvement or prevention
relating to work area.
2
Prioritize and select one problem at a
time.
3
Start with defining the problem and its present status.
4
Set objectives and goals.
5
Plan how to reach the goal and constantly review progress.
6
Analyze using proper tools.
7
Use brainstorming for analysis, consider alternatives.(Use
brainstorming)
8
Choose solution on merit and consensus.
9
Test validity.
10
Implement
11
Collect post implementation data.
12
Standardize.
Techniques needed for operation of quality circle :

Techniques
needed for operation of quality circle :
Meeting :
Meeting :
Brainstorming :
Brainstorming :
Interactions in meeting :
Interactions in meeting :
Choosing a problem :
Choosing a problem :
Problem focus :
Problem focus :
To reach a solution :
To reach a solution :
Step by step approach :
How to conduct meetings?
How to do ?
Group dynamics
Based on data, consensus or voting, weighted

Defining it
Goal setting first
Planning
Planning
Deciding between vital few and trivial more : Analysis through pareto
diagram
Deciding between vital few and trivial more : Analysis
through pareto diagram
Investigating the cause : Cause and effect
diagram
10-Team process for generating ideas : Group synergy
11-Selection of solution :
12-Testing validity :
-Testing validity :
Implementation :
Implementation :
Collection of feedback information : Through consensus
Brainstorming
Commitment of all co operative

Post implementation data
Important points to conduct meeting effectively
Group dynamics :
Planning :
Milestone or Gantt chart
Sl. No. Activity Time Scale
5
Role of quality circle leader :
Quality expected of a leader :
What a group member realize by working in a quality circle :
Role and functions of a member :
How to begin your function :
What happens in a meeting :
Interactive behavior in a group :
Where individual opinion and where group consensus is important :
How can a member make meeting successful :
Interactive behavior in group working ( For member) :
Avoid negative behavior this would affect progress of team :
Quality circle for personal growth :

Action plan for introducing quality circles in a company / division :
Quality circle presentation Preparation

The following points must be covered in QCC presentation –
❖
Subject of QC presentation
❖
Organization and Circle awareness / Identification
❖
Definition of problem, selection of problem and details about
problem
❖
Identification of problems
❖
Used problem solving tools for problem analysis and root cause
analysis.
❖
Problem analysis data
❖
Problem solving ideas
❖
Implementation of ideas and monitoring the effectiveness data
❖
Action validation data
❖
Corrective actions taken to prevent the re occurrence
❖
Benefit ( Direct & Indirect ) from prevention of problem
❖
Technique / method to continue follow up of actions
❖
Next planned projects for QCC
❖
Any suggestion for presentation improvement
❖
Thanks
Important :
The maximum data, actions, problems must be pictorial/
graphical in presentation.
Maximum lines in one slide approximate 7
and 6 to 7 words in a line with font size 23 to 24. The presentation
must be attractive and legible visual for attended members.
Quality circle Project Implementation Steps
❖
Problem selection & Team ( CFT ) Formation
❖
Current status data of problem / Gemba observation
❖
Cause
Analysis
❖
Development of actions
❖
Trail & check the actions
❖
Standardization
❖
Conclusion ( र्नष्कषि ).
CAPA ( Corrective Action Preventive Action ) –
Correction :
Actions taken to stop / eliminate defected parts supply to
the customer after receiving complaint from customer is known as
correction. It is also known as temporary / Immediate action.
Generally following steps / activities are taken for correction
❖
Communication about defect / issue / problem to all concern
❖
100% re inspection all material laying from manufacturing stage to
customer end.
❖
Provide identification colour / mark on each and
every OK parts to avoid mixing after 100% re
inspection.
❖
Action at defect generation process to produce defect free output.
❖
Separate supply of 100% inspected parts to customer with pre
information about separate lots.
❖
Record the customer complaint in
specified register / format.
❖
Audit all similar process for complaint product parameter.
❖
Record the complaint / defect in past trouble ( मुप्श्कि / असुवविा )
data sheet.
Corrective Action : Actions taken to eliminate the
reoccurrence of same defect due to same root causes is
known as
corrective action.
Following steps required to systematic corrective action
❖
Make CFT( CROSS FUNCTIONAL TEAM) : A technical members
team in which each members
must concerned with defected job / part through any way. Members
may be from operator to managers.
❖
Spot analysis / GEMBA / PM (Physical Phenomena ) analysis :
CFT visit to defect occurrence
place / station and audit 4M + 1E
conditions for what is going / went wrong.
❖
Brain storming among CFT members: Discussion and find out /
write-down the probable causes
of defect generation and not
detection at specified stage.
❖
Validation of probable causes: Verification of all listed probable
causes and find out the root cause
through Why-Why analysis. (
Actual cause of defect generation and not detection)
❖
Decide actions to prevent the reoccurrence of the defect through
same root cause.
❖
Prepare road map / Gantt chart including 5W+2H ( What, Where,
When, Who, Why + How, How much ) to implement the decided
actions.
❖
Implement all decided actions.
❖
Update and revise all concerned and required documents as per
actions taken and destroy
( नष्ट करना ) old/obsolete (पुराना / अप्रचमिि ) documents.
❖
Horizontal deployment ( फै िाना ) to corrective actions at all similar
process.
❖
Monitor effectiveness of corrective actions for minimum three
months.
❖
Monitor and sustain ( कायम रखना ) implementation of corrective
actions for long time period.
Preventive Action :
Actions taken to prevent the occurrence of defect
due to potential causes(causes which is not this time generated the
complaint defect but in future may be generate this defect) is known
as
preventive action.
Following steps are required for preventive actions
❖
Compare listed probable causes through brainstorming with
specified causes in PFMEA
❖
Highlight the probable causes which
are not define in PFMEA
❖
Decide action / control for highlighted probable causes.
❖
Implement the decided actions.
❖
Monitor effectiveness of preventive actions.
❖
Update all concerned documents.
Countermeasure :
The corrective and preventive action are also
known as countermeasure.
There are standard format used for
countermeasure as 5-Rule sheet, 8-D, Why-Why analysis etc.
5-Rule
sheet
8-D
Why2 Analysis example

QMS PROCEDURE
Eff. Date : 01.12.18
Page No. : 01 of 03
TITLE
PROBLEM SOLVING
PROCESS
PURPOSE
This procedure defines the procedure / method to solve the problems

at all stages of
manufacturing.
SCOPE
This procedure is applicable for internal problems / defects.
RESPONSIBILITY
The overall responsibility for the effectiveness of this procedure lies

with:
•
HEAD - PRODUCTION
•
HEAD - Q.A
PROCEDURE
Process map for problem solving process

TITLE
QMS PROCEDURE
Eff. Date : 01.12.18
Page No. : 02 of 03
PROBLEM
SOLVING PROCESS
PROBLEM SOLVING PROCESS - 8 D METHODOLOGY PROCESS MAP
Responsibility
Process Mapping
Document / Records
Start
In charge – Process
QA
1.
Prepare monthly rejection data

summary for in process rejection
Monthly Internal Rejection
Summary
F-QA-xx
In charge – Process
QA
2.
Make overall component pareto

& select top three major
contributor (as per PPM target) if
problem/ defect is more than
one make defect wise pareto &
analysis worst one case of top
three major contributor
Pareto analysis - part wise
F-QA-xx
Pareto analysis– defect wise

F-QA-xx
Cross Functional Team
In-house rejection
analysis
3.
Customer compliant
/ customer return /
warranty.
Time frame for

8D
submission
Customer wise
Time frame for 8D submission
Sheet (Customer wise)
SS-QA-xx
In charge
– Process
QA
CFT / CR
Follow procedure of
corrective action
(8D / Problem solving method)
4.
Concern detail 1D
( Describe & record all the
information about the problem )
8D- Concern
and countermeasure
report summary F-QA-xx
In charge
– Process
QA
CFT / CR
5
Similar part consideration 2D
(same kind of product / other
modal of same product) through

applicable format
8D- Concern and countermeasure

In charge
– Process
QA
CFT / CR
Initial analysis 3D
(Review detection stage )
Consider manufacturing / Final
/ prior to
dispatch )
Why Why Analysis F-QA-xx
In charge
– Process
QA
CFT / CR
Temporary countermeasure 4D
Immediate action taken to prevent
delivery of rejects parts.
(Immediate action to protect the customer)

Containment Action Sheet
F-QA-xx

P
QMS PROCEDURE
Eff. Date : 01.12.18
Page No. : 03 of 03
TITLE
PROBLEM SOLVING
PROCESS
PROBLEM SOLVING PROCESS FOR CUSTOMER COMPLAINTS , RETURNS AND

INTERNAL REJECTION PROCESS MAP
Responsibility
Process Mapping
Document / Records
P
In charge
–
Process QA
CFT / CR
Cause analysis 5 D
(real root
cause of concern in process) do spot
analysis, brain storming,
Ishikawa,
5M & 1E why-why analysis for
occurrence & non detection
Defect Investigation
Sheet
Q
F-QA-xx
Why -Why Analysis Sheet

F-QA-xx
In charge
–
Process QA
CFT / CR
Permanent counter measure 6D

(to avoid occurrence cause &
non detecting cause) with
responsibility & target date
(such as fool proofing & process
control )
Permanent Countermeasure
Sheet
F-QA-xx
Progress Control Sheet
F-QA-xx
In charge
–
Process QA
CFT / CR
10
Countermeasure confirmation 7D
effectiveness verification of
countermeasure with
dimensional reports, poka yoka, capability sheet,
attribute data process audit
In charge
–
Process QA
CFT / CR
11
Follow up & action 8D
standardization of process
(documents modification with
responsibility & target date
Relevant Verification Reports
report summary
F-QA-xx
Tracking sheet for verification of

countermeasure implementation
against defect
F-QA-xx

report Summary
F-QA-xx
In charge
–
Process QA
CFT / CR
12
Monitoring of effectiveness of
action for next 3 months from
action implementation
date

report Summary
F-QA-xx
13.
Effective
Q
14
Planning for sustain
End
LESSON-9
MEASURING AND TESTING EQUIPMENTS
MEASURMENT : The finding of actual value / assessment of
categories of anything is known as
measurement.
Measurement are mainly two types depending on observation ( ममिना

/ मािुम होना ) as following –
❖
Variable measurement
❖
Attribute measurement
VARIABLE MEASUREMENT :
All those measurements which are
provide actual value / numerical value of measured things are known
as variable measurement.
e.g. 5Kg.,12.4 meter, 30.5 feet, 7 liter, 12.45 mm etc.
ATTRIBUTE MEASUREMENT : All those measurement which are

provide only category of observation are known as attribute
measurement.
e.g.- Length over size ,Diameter over size, Length under size,
Diameter under size, Dimension 34.0 over
size or under size etc.
MEASURING INSTRUMENTS : Measuring instrument is a devise

which is used to measure anything.
Measuring instruments are also
known as gauge.
Measuring instruments are mainly two types as following
❖
Variable type gauge
❖
Attribute type gauge
VARIABLE TYPE GAUGE :

All those measuring instruments or
measuring gauges which are provide
actual value of measurement
are known as variable type instruments or gauges.
e.g.- Vernier caliper, Height Gauge, Micrometer, Bore gauge, Simple

scale, Angle Protector, Measuring
tap, Pressure gauge, Dial gauge,
Hardness tester, Ampere meter, Volt meter, Temperature meter etc.
ATTRIBUTE TYPE GAUGE : All those measuring instruments or
measuring gauges which are
provide only category of measurement
are known as attribute type gauge.
e.g.- Depth gauge, Length gauge, Width gauge, Receiving gauge,

Center distance gauge, Plug gauge etc.
Least count of measuring
instrument : The smallest value which can accurate measured with
any instrument is known as least count of that measuring instrument.
Some measuring instruments which is most commonly used in

engineering works as following
Instrument Manual least count Dial least count Digital least count
❖
Vernier Caliper
❖
Height Gauge
❖
Micrometer
❖
Bore Gauge
❖
Dial Indicator
❖
Puppy Dial
❖
Air Plug Gauge
❖
Air Bore Gauge
0.02 mm
0.02 mm
0.01 mm & 0.001mm
Not Make
Not Make
Not Make
Not Make
Not Make
0.05mm
0.01mm
0.05 mm
0.01 mm
Not Make
0.001mm
0.01mm &
0.001mm
Not Make
0.01mm & 0.001mm
Not Make
0.01mm &
0.001mm
Not Make
0.001mm
Not Make
0.001 mm
Not Make
❖
Bevel Protector 5’ (Angle 5 minute)
Not Make
0.1’’ (Angle 1second)
❖
Profile projector Angle 1’ & Linear 0.01mm Not Make
0.1” & 0.001
mm
SOME IMPORTANT SCALES :
❖
1 Meter
= 1000 mm
❖
1 Centimeter
= 10 mm
❖
1 Inch = 25.4 mm
❖
1 Millimeter
= 1000 Micron
❖
1Micron = 0.001 mm
❖
1Inch = 8 sut
= 1000 thou ❖
1 Degree
= 60’ ( Minute )
❖
1 Minute
= 60” ( Second)
SOME MEASURING INSTRUMENTS AND GAUGES MOST

COMMON USED
SPINDLESLEEVE
RATCHET
ANVIL
CLAMP
THIMBLE
FRAME
Slottedtoadjust
playin threads
ThimbleMeasuring
MicrometerThimbl
Cap
Anvil
Faces
Screw
Fixede Ratche
Spindl
nutSleeve
tStop
Barrel
Thimbl
Locking
e
Ring
Frame
Blade Clamp
Screw
Blade
Dial
Main
Scale
Vernier Scale
Clamp
The Vernier Protractor is used for precisely measuring angles on

components.
Reading (1)
Reading (2)
Read the number of whole Degrees visible on the main

scale.
Read the number of mins where the Vernier Scale
is Exactly the same
as the main scale.
Slit Jetted
Long Air Plug
Single Jetted
Square Air Plug
Taper Air Plug/Ring
average diameter
deep bores
runout/concentricity
groove/slots
taper bore/angle
Feeler
Gauges
FeelerGaugesare manufactured from accurately rolled shims

and are used to measure
gap
sizes from 0.05mm up to about
1.25mm (0.002 to 0.050 inches). The numbers are markedon
the
gauge to give the thickness and thus the gap width.
NB: Feeler gauges should be wiped with a clean cloth before and
after use. If grease or dirt is trapped, a
false reading may be given.
CALIBRATION OF MEASURING INSTUMENTS AND GAUGES :
The verification of any measuring instrument /gauge with respect to a

standard for checking the accuracy status of the measuring
instrument / gauge is known as calibration.
During calibration following two factors must be considered –
❖
Physical condition of measuring instrument / gauge
❖
Measurement accuracy of measuring instrument / gauge
Calibration frequency of measuring instruments / gauges are

depends on use of
instruments/gauges.
STANDARD ROOM :
This is a separate room in which calibration of measuring instruments

perform.
The temperature of standard room 20ºc ± 1ºc
Humidity of standard room 50 % ± 10 %

Vibration should be zero – Calibration area shall be adequately free
from vibration.
Noise should be 60 dBA
Illumination ( Lux level ) – 450 to 700 Lux
Standard room must be closed to avoid external air pressure and

prevent the dust / dirt inside the standard room.
Slip gauge must be zero grad which is used for calibration.
All instruments ( Master Instrument) of STD. ROOM must be

calibrated from external NABL certified agency.
“NABL”
NATIONAL ACCREDITATION BOARD FOR TESTING AND

CALIBRATION LABORATORIES
Rev. No.
0
Page 1 of 1
TITLE : WORK INSTRACTION FOR VERNIER
CALIPERS CALIBRATION .
PURPOSE
To establish a procedure / method for the calibration of Vernier
calipers
SCOPE
All Vernier Calipers used to measure, test, inspect & control part
compliance to customer specification
& drawing
INSTRUCTIONS:
1. Material Required:
I) Cleaning solution
ii) Muslin cloth
iii) Fine nylon brush
iv) Calibrated slip gauge box ( Zero
Grade )
v) caliper checkers
vi) gauge oil

2. Procedure:
I) Examine carefully to surface of instrument for nicks, burrs,

scratches wear or any other sign of mishandling
ii) Carefully clean all
exposed surface with the help of muslin cloth & lightly apply gauge oil
to cleaned surfaces
iii) Verify zero setting of Vernier Caliper
iv) Record the reading shown by instrument when checked with

different size of slip Gauge for outside jaw
& caliper checker for inside jaw
v) Record the reading shown by instrument when checked with slip

gauge block for depth Bar
vi) Repeat the measurement steps a
sufficient no. of times/5 times to find out any obvious incorrect
observation.
vii) If any defect have been found at this stage that
would effect the accuracy of function of instrument
discontinue calibration & refer to Para

3.0 for remedial action.
viii)Record all observation on the equipment calibration
report
ix) take acceptance criteria as per IS : 3651 (Part -1)-1982
3. Instrument correction
I) If any instrument at any stage of calibration is not providing

accurate reading or is not functioning properly,
will be recalibrated
and repaired, returned as is for restricted use or scrapped.
ii) If any instrument is providing accurate results in a particular range

then the instrument should be used for
Rev. No.
0
Page
1 of 1
TITLE :
WORK INSTRACTION FOR HEIGHT GAUGE
CALIBRATION.
PURPOSE
To establish a procedure/ method for the calibration of Height Gauge
SCOPE
All Height Gauges used to measure, test, inspect & control part
& drawings.
INSTRUCTIONS:
ii) Muslin cloth
iv) Calibrated height master
v) gauge oil
2. Procedure:
I) Examine carefully to surface of instrument for burrs, scratches or

any other sign of mishandling
ii) Carefully clean all exposed surface
with the help of muslin cloth & lightly apply gauge oil to
cleaned surfaces
iii) Verify the zero setting of Height Gauge.
iv) Record the readings shown by instrument when checked with

different block heights of Height Master
25, 50, 100, 150, 200, 250, 300

etc
v) Repeat the measurement steps a sufficient no. of times /5 times to

find out any obvious incorrect observation.
vi) If any defects have
been found at this stage that would affect the accuracy of function of
instrument,
refer to Para
vii) Record all observation on instrument calibration report.
viii) Take acceptance criteria as per IS:2921-1988
I) If any instrument at any stage of calibration is not providing

accurate reading or is not functioning properly,
will be recalibrated and repaired, returned as is for restricted use or

scrapped.
ii) If any instrument is providing accurate results in a particular range

then the instrument should be used for
ORGANIZATION NAME
Doc.
No.
WI-QA-xx
Rev. No.
0Logo
WORK INSTRUCTION
Eff. Date
01.01.2017
Page
1
of 1
TITLE : WORK INSTRACTION FOR MICROMETER
CALIBRATION .
PURPOSE
To establish a procedure/method for the calibration of Micrometer
SCOPE
All Micrometers used to measure, test, inspect & control part

& drawing
INSTRUCTIONS:
ii) Muslin cloth
iv) Calibrated slip gauge box
v) Gauge oil
2. Procedure:
I) Examine Carefully to surface & tip of the anvil & spindle of nicks,
burrs, scratches wear or any other sign of
mishandling that may affect accuracy of the instrument.
ii) Apply sufficient amount of cleaning solution to dampen a muslin

cloth, carefully clean exposed surfaces
removing all foreign
substances, particulate matter & lightly apply gauge oil to clean
surfaces
iii) Verify zero setting of Micrometer by observing the
indicated reading with micrometer in the free position
iv) If micrometer
does not read zero, micrometer can easily be adjusted to zero by
removing the thimble
& rotating the inner screw to align the zero graduation.
v) Record the observation when checked by different size of gauge

blocks of 2.5, 5.1, 7.5, 10.3, 12.5, 15, 18, 20,
22.5, 25.0 for 0-25 micrometer.
vi) For 25-50 mm & 50-75 mm micrometer the initial 25 & 50 mm add
in above combination respectively
vii) If any defect have been found
at this stage that would affect the accuracy of function of micrometer
discontinue calibration & refer to Para 3.0 for remedial action.
viii) Repeat the measurement steps a sufficient no. of times / 5 times

to find out any obvious incorrect measure.
ix) Record all observation
on the equipment calibration
report
x) take acceptance criteria as per IS:2967-1983
I) If any instrument at any stage of calibration is not measuring

accurate or is not functioning properly,
will be recalibrated and
repaired, returned as is for restricted use or scrapped.
ii) If any instrument is measuring accurate in a particular range then

the instrument should be used for
Logo
Rev. No.
0
WORK INSTRUCTION
Eff. Date
01.01.2017
Page
1 of 1
TITLE :WORK INSTRACTION FOR DIAL TEST
INDICATOR CALIBRATION .
PURPOSE
To establish a procedure/method for the calibration of Dial Test
Indicator
SCOPE
Dial test indicator used to measure, test, inspect & control part compliance to customer
specification
& drawing
INSTRUCTIONS:
ii) Muslin cloth
v) Gauge oil
vi) Comparator stand
2. Procedure:
I) Examine carefully to surface of the comparator stand & tip of the Dial for nicks, burrs,
scratches & wear or
other sign of mishandling that may affect the accuracy of instrument
ii) Apply sufficient amount of cleaning solution to dampen a muslin cloth, carefully clean all
exposed
Surfaces to removing all foreign substance & particulate matter & lightly apply gauge oil to
cleaned surfaces
iii) Ensure proper mounting of the Dial on the comparator stand
iv) Record the observation shown on instrument when checked with different slip gauge
blocks
(e.g. 0.05, 0.10, 0.20, 0.30,

0.50….)
v) Repeat the measurement steps a sufficient no. of times/5 times to find out any obvious
incorrect reading
vi) If any defects have been found at this stage that would affect the
accuracy of function of instrument,
refer to Para 3.0 for remedial action.
vii) Record all reading on instrument calibration report
viii) Take acceptance criteria / required accuracy, equal to the least count of the instrument
I) If any instrument at any stage of calibration is not measuring accurate or is not functioning
properly,
Rev. No.
0
Page
1 of 1
TITLE : WORK INSTRACTION FOR RECEIVING
GAUGE CALIBRATION .
PURPOSE
To establish a Procedure / method for the calibration of Receiving

Gauge
SCOPE
This method is applicable for all Receiving Gauges used to inspect &
control part compliance
to customer specification & drawing
INSTRUCTIONS:
1. Material
Required:
ii) Muslin cloth
iii) Gauge
oil
iv) Micrometer
v) Height gauge
2. Procedure:
a) Verify the identification mark on the gauge is distinct and in

agreement with gauge Drawing
b) Examine carefully to all surfaces
for nicks,burrs, scratches wear or any other sign of physical
damage or other sign of mishandling that may affect accuracy of the

gauge.
c) Check the gauge for star mark dimension center distance
with Height gauge, plug diameter
with micrometer & bore diameter
with bore gauge given in respective gauge drawing.
d) Compare the
observed dimension with the specified dimension given in the
respective gauge
drawing
e) If the plug & bore diameter of the receiving gauge not confirm
drawing specification, reject
the bush & plug
f) If any other defect have been found at this point that would affect
the accuracy of function of gauge discontinue calibration & refer to
Para3.0for remedial action.
g) Record all reading on the gauge inspection
report.
h) Dimensions & tolerance will be in accordance with the specification

in the Drawing
3. Gauge Correction
I) If any gauge exceeding specified tolerance at any time during

calibration
Rev. No.
0
Page
1 of 1
TITLE :
WORK INSTRACTION FOR PLUG GAUGE
CALIBRATION.
PURPOSE
To establish a procedure / method for the calibration of all plain plug

gauge
SCOPE
All plain plug gauge used to gauge, inspect & control part compliance
to customer
specification & drg.
INSTRUCTIONS
1. Material
Required:
ii) Muslin cloth
iii) Hard arkansas stone
iv) Calibrated slip gauge box (Zero Grade)
v) Gauge
oil
vi) Micrometer
2. Procedure:

agreement with gauge
Drawing
b) Examine carefully to all surface for nicks, burrs, scratches wear or

any other sign of
physical
damage or other sign of mishandling that may effect accuracy of the

gauge. If some defect found refer Para no.-3
c) Clean any positive surface imperfection utilizing a hard Arkansas

stone
d)Apply sufficient amount of cleaning solution to dampen a muslin

cloth, carefully clean
exposed surfaces removing all foreign substance & particulate matter

& lightly apply gauge
oil to clean surfaces
e) Check the diameter, ovality, taper & other Parameter of the gauge
as specified in the
drawing &record the same.
f) If any defect have been found at this point that would effect the
accuracy of function
of gauge discontinue calibration & refer to Para
report
h)Dimensions &tolerance shall be in accordance with the

specification in the Drawing &
IS 919(Part-2):1993
3. Gauge Correction
I) If any gauge exceeding specified tolerance as per Para 2(a) at any

time during calibration
Will be recalibrated and repaired, returned as is for restricted use or
scrapped.
Rev. No.
0
Page
1 of 1
TITLE :
WORK INSTRACTION FOR SNAP GAUGE
CALIBRATION.
PURPOSE
To establish a Procedure / method for the calibration of all Snap

Gauge
SCOPE
All snap gauge used to gauge, inspect & control part compliance to
customer specification
& drawing
INSTRUCTIONS
ii) Muslin cloth
iii) Hard Arkansas stone
v) Gauge oil
2. Procedure:

Drawing
b) Examine carefully to all surface for nicks, burrs, scratches wear or

any other sign
of physical damage or other sign of mishandling that may effect

accuracy of the gauge
If some defect found refer Para .no-3

c) Clean any positive surface imperfection utilizing a hard Arkansas
stone
d) Apply sufficient amount of cleaning solution to dampen a
muslin cloth, carefully clean
all exposed surfaces removing all foreign substance & particulate

matter & lightly apply gauge oil to cleaned surfaces
e) Measure length / gap & other Parameter of the gauge as specified

in the drawing
And note the same
f) If any defect have been found at this point that would effect the
record
h) Dimensions & tolerance shall be in accordance with the

specification in the Drawing &
IS 919(Part-2):1993
3. Gauge Correction
I) If any gauge exceeding specified tolerance as per Para 2(a) at any

Rev. No.
0
Page
1 of 1
TITLE : WORK INSTRACTION FOR DEPTH GAUGE.
CALIBRATION.
PURPOSE
To establish a procedure /method for the calibration of Depth Gauge
SCOPE
This method is applicable to all Depth Gauges used to inspect &

control part compliance
to customer specification &drawing

INSTRUCTIONS:
ii) Muslin cloth
iv) Height gauge
v) Micrometer
vi) gauge oil
2. Procedure:
I) Clean the surface of gauge with Muslin cloth & cleaning solution
ii) Examine carefully the gauge surface for surface defects.
iii) Clean the pin from the ring of Depth gauge
iv) check the gauge only for star mark dimensions shown in drawing
v) Check the thickness of ring with the help of height gauge &
diameter with the help
of micrometer
vi) If the ring of depth gauge does not confirm the size with respective
gauge drawing
reject the gauge
vii) Now check the pin height with help of height gauge & Pin
diameter with the
help of micrometer
viii) If the Pin of depth gauge does not confirm the size with
respective gauge drawing
reject the gauge
ix) Record all reading on the gauge calibration report
x) The Pin & ring should be clearance fitted
I) If any instrument at any stage of calibration is not giving accurate

reading or is not
functioning properly, shell be recalibrated and repaired, returned as is

for restricted
use or scrapped.
Rev. No.
0
Page 1 of 1
TITLE : WORK INSTRACTION FOR THREAD PLUG
GAUGE CALIBRATION.
PURPOSE
To establish a Procedure /method for the calibration of Thread Plug

Gauge
SCOPE
All thread plug gauge used to gauge, inspect & control part
compliance to customer
Specification & drawing
INSTRUCTIONS
1.Material Required:
ii) Muslin cloth
iv) Wear check ring (W.C.R)
2. Special Precautions :Do not apply excessive force when

checking the Thread
Plug Gauge with W.C.R

3. Tolerance: Not more than one thread of W.C.R allowed for all
thread Plug gauges.
This one turn is to be measured at the time of withdrawing check ring

from plug gauge
4. Procedure:

calibration chart.
b) Examine Carefully to all surface, burrs, scratches or any other sign

of physical damage or
other sign of mishandling that may effect
accuracy of the gauge.
c) If any defect have been found at this point that would effect the
d) Check the Thread Plug Gauge with W.C.R Ring should not qualify
more than one
thread as specified in Para 3.0 If W.C.R qualifies less
than one thread accept the Plug
gauge as O.K. If it Qualifies more
than one thread than refer para5.0
e) Record Observation on the gauge inspection card.

specification in the Drawing
& gauge calibration chart
5. Gauge Correction
I) If any gauge exceeding specified tolerance as per Para 3 at any

shall be scrapped
Rev. No.
0
Page
1 of 1
TITLE :WORK INSTRACTION FOR THREAD RING
GAUGE CALIBRATION.
PURPOSE
To establish a Procedure / method for the calibration of Thread Ring

Gauge
SCOPE
All thread ring gauge used to gauge, inspect & control part
compliance to customer
& drawing specification
INSTRUCTIONS:
1.Material Required:
ii) Muslin cloth
iv) Wear check plug (W.C.P)

2. Special Precautions :Do not apply excessive force when
checking the Thread Ring Gauge
with W.C.P
3. Tolerance:Not more than one thread of W.C.P allowed for all
thread ring gauges. This one
turn is to be measured at the time of withdrawing check plug from ring

gauge
4. Procedure:

calibration chart.
b) Examine carefully all surface, burrs, scratches or any other sign of

physical damage or
other sign of mishandling that may effect accuracy of the gauge.
c) If any defect have been found at this point that would effect the
of Gauge discontinue calibration & refer to Para
d) Check the Thread Ring Gauge with W.C.P plug should not qualify
more than one thread
as specified in Para 3.0 If W.C.P qualifies less
than one thread accept the ring gauge as
O.K. If it Qualifies more
than one thread than refer para5.0
e) Record Observation on the gauge inspection card.

specification in the Drawing & gauge
calibration chart
5. Gauge Correction
I) If any gauge exceeding specified tolerance as per Para 3 at any

will be scrapped
PREPARED BY
CHECKED BY
APPROVED BY
Logo
ORGANIZATION NAME
Doc.No.
WI-QA-XX
Rev.No.
0
WORK INSTRUCTION
Eff.Date
01.01.2017
Page 1of 1
TITLE : WORK INSTRUCTION FOR INSTRUMENT

IDENTIFICATION NUMBERING
PURPOSE
To establish a procedure / method for the Instrument identification

number
SCOPE
This method is applicable to all Variable Gauges identification number

used for
measure & Inspection
INSTRUCTIONS:
2. Procedure:
( Purchase year)
( Instrument serial no.)
(Type of instrument)
For Example :HG-02/12
HG
-
Height Gauge
02
serial number of Height

Gauge
12
year of
Purchasing
Organization NAME
Doc. No.
WI-QA- XX
Rev. No.
0Logo
WORK INSTRUCTION
Eff. Date
01.01.2017
Page
1 of 1
TITLE :WORK INSTRACTION FOR GAUGE
IDENTIFICATION NUMBER
PURPOSE
To establish a procedure for the Gauge identification number
SCOPE
This method is applicable to all Attribute Gauges identification

number used for Inspection
INSTRUCTIONS:
2. Procedure:
(serial no of gauge if same size

more
than one)
(serial no of gauge operation

wise)
(component file Sl. No.)
For
Example:21.0070002
21
-
serial number of component file
007
-
serial number of gauge operation wise
0002
-
2nd gauge of 5th operation
SOME MASTER INSTRUMENTS WHICH IS USED FOR INTERNAL

CALIBRATION
AND THEIR ERROR ACCEPTANCE CRITERIA :
S.No.
NAME OF ITEM
1
Air Gauges
2
Surface Plate
3
Comp. Stand
4
Slip Gauge
5
Sound Level Meter
6
Profile Projector
7
Dig.Stop Watch
8
Dig.Th.Hygro.Meter
9
Dig.Lux Meter
10
Torque Wrench
11
Measuring Pin
12
Roughness Tester
13
Beval
Protractor
14
Cmm
15
Master Cylinder
CALIBRATION
AGENCY
FREQ
( NABL CERTIFIED)
External Agency3 Months

External Agency1 Year
External Agency1
Year
External Agency1
Year
External Agency2 Years
External
Agency2 Years
External Agency3
Years
Acceptance
Criteria
±1µ
0 Grade 7µ
0 Grade 3.5µ
±0.2µ
±5 Db
±5 µ
±5 Sec.
±0.5° C
±10Lux
±5 Nm
±1µ
±0.2µ
±5’
±0.0025µ
±2µ
INHOUSE CALIBRATION ACCEPTANCE CRITERIA AND

USED STANDARD
Logo
INHOUSE CALIBRATION STANDARDS
DOC NO:- XX
REV NO:- 00
DATE:
01/01/2017
S.No.
NAME OF ITEM
1
DIAL OR
ORD.VERNIER
ii
DIAL OR
ORD.VERNIER
iii
DIAL OR
ORD.VERNIER
iv
DIAL OR
ORD.VERNIER
DIAL OR
ORD.VERNIER
vi
DIAL OR
ORD.VERNIER
ORD.VERNIER
i
MICROMETER
ii
MICROMETER
iii
MICROMETER
iv
MICROMETER
v
MICROMETER
vi
MICROMETER
vii
MICROMETER
3
i
DIAL HEIGHT GAUGE
ii
DIG.HEIGHT GAUGE
4
i
PUPPY DIAL
ii
PUPPY DIAL
iii
PUPPY DIAL
5
i
PLUNGER DIAL
ii
PLUNGER
DIAL(SMALL)
iii
PLUNGER DIAL
6
PLUG GAUGES
7
SNAP GAUGES
8
RECEIVER GAUGES
9
DEPTH GAUGE
10
CONC.CH.GAUGE
11
RUNOUT CH.GAUGE
12
SYM.CH.GAUGE
13
ANGLE CH. GAUGE
14
PERPEND.CH.GAUGE
15
TH. PLUG
GAUGES
16
TH. RING GAUGES
17
ANGLE PLATE
18
V – BLOCK
RANGE
L.COUNT
10u,20u,0 – 150 MM
STANDARD USED
IS 3651 (PART-1):1982
0 – 200 MM10u,20u,
IS 3651 (PART-1):1982
0 – 300 MM10u,20u,
IS 3651 (PART-1):1982
0 – 150 MM50u,100u
IS 3651 (PART-1):1982
0 – 200 MM50u,100u
IS 3651 (PART-1):1982
0 – 300 MM50u,100u
0 – 25 MM
0.001,0.010MM
25 – 50 MM
0.001,0.010MM
50 – 75 MM
0.001,0.010MM
75 – 100
MM
0.010 MM
100 – 200
MM
0.010 MM
200 – 225
MM
0.010 MM
225 – 250
MM
0.010 MM
0 – 300MM
0.010 MM
0 – 300MM
0.010 MM
0 – 0.140
MM
0.001 MM
0 – 0.20 MM
0.002 MM
0 – 0.80 MM
0.010 MM
0 – 1 MM
0.001 MM
0 – 5 MM
0.010 MM
0 – 10 MM
0.010 MM
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
Specfic Dim.
0.005MM
2.5’’,3’’,4’’,6’’
0.005MM
IS 3651 (PART-1):1982
IS 2967:1983
IS 2967:1983
IS 2967:1983
IS 2967:1983
IS 2967:1983
IS 2967:1983
IS 2967:1983
IS 2921:1988
IS 2921:1988
IS 2092:1983
IS 2092:1983
IS 2092:1983
IS 2092:1983
IS 2092:1983
IS 2092:1983
IS 919(PART-2): 1993
IS 919(PART-2): 1993
According toGauge Drg

According toGauge
Drg
IS 2334:1975
IS 2334:1975
IS 2554/1991
IS 2967:1983
ACCEPTANCE
ERROR
0-100MM± 20u
100-200MM±30u
200-300MM±30u
0-100 MM ± 50u
100-200MM ±60u
200-300MM ±70u
± 0.002MM
± 0.002MM
± 0.002MM
±0.003MM
±0.004MM
±0.006MM
±0.006MM
0-100MM±20u
100-200MM ±30u
200-300MM±30u
±0.002MM
±0.004MM
±0.006MM
±0.002MM
±0.006MM
±0.006MM
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
According to
tolerance
0.005MM
0.005MM
REMARKS
Acceptance Criteria Based on National / International

Standards
❖ Gauge Block– Acceptance criteria as per IS 2984 :
Permissible Error on Flatness, Parallelism and length of Slip gauges

at Reference Temperature : 20C.
(Permissible Error inm )
Range of
Nominal Grade‘0’
Grade‘1’
Grade‘2’
Lengths L ( mm
Over
and Parallelism
includin
(µ)
-
10
0.10
10
25
0.10
25
50
0.10
50
75
0.12
75
100
0.12
Upto
Gauge
Parallelism
Length(µ) (µ)
GaugeGauge
Parallelism
LengthLength (µ) (µ) (µ)

0.12
0.16
0.14
0.16
0.20
0.18
0.25
0.18
0.30
0.20
0.20
0.30
0.45
0.30
0.30
0.60
0.40
0.30
0.80
0.50
0.35
1.00
0.60
0.35
1.20
2. Thread Measuring Wires – Acceptance criteria as per IS 6311–

1978
Nominal Diameter of Wire

Tolerance on nominal Diameter
Uniformity
of Diameter
Below 8mm diameter
0.5m
1.0m
3. Cylindrical Setting Standard – Acceptance criteria as per IS

4349– 1987 : ( All values are in‘mm’ )
Size – Range
Tolerance on Diameter
( Diameter )
‘D’
3 – 50
 0.010
50 – 150
 0.010
150 – 300
 0.025
Maximum permissible
variation on diameter
Concentricity
‘D’
0.001 5
0.002 5
0.001 5
0.002 5
0.002 5
0.002 5
4. Cylindrical Measuring Pins – Acceptance criteria as per IS

11103 – 1984
Nominal Diameter d Permissible Deviation Tolerance on Circularity (

mm )
( m )
( m )
Grade‘0’
Grade‘1’
Grade‘2’
Grade‘0’
Grade‘1’
Grade‘2’
From 0.1 upto and
including 20
0.3
1
2
0.15
0.5
1.0
5. Plain Ring Gauges– Acceptance criteria as per IS 3485– 1983
1. Permissible limits for Diametrical variations. Diameter  IS

919 Tolerance Js3
Nominal DiameterPermissible ( mm )
Diametrical variation ( m )
3 – 10
1.25
10 – 18
1.5
18 – 50
2
50 – 80
2.5
Nominal Diameter
( mm )
80 – 120
120 – 180
180 – 250
250 – 315
Permissible
Diametrical variation ( m )
6. Thread Measuring Prisms– Acceptance criteria as per IS

6150– 1971
Designation Height dimension

size
less than (mm)
A
3
B
3
C
4
D
5
Parallelism of working face w.r.t

working edge within (m)
2.5
2.5
2.5
2.5
Flatness of the working

face within (m)
0.5
0.5
0.5
0.5
7. Riser Block – Acceptance criteria as per IS 13907 – 1994
Nominal Height
Permissible variation in Height
Permissible deviation
between mean
( mm )
(m )
and nominal Height (m)
150
1.5
 1.5
250
2.0
 2.0
300
2.5
 2.5
600
4.0
 4.0
8a.Calliper– Acceptance criteria as per IS 3651 – 1982 Part– I. (

For L.C. 0.05mm / 0.1mm )
( IS Standard specifies acceptance criteria only for Vernier Calipers )

1. Maximum permissible Error of Measurement :
Measured Length
Maximum permissible
(mm)
Error in reading
(
m )
0
50
100
60
200
70
300
80
Measured Length
(mm)
400
500
600
Maximum permissible Error in reading
(
m )
90
100
110
❖ Parallelism of External Measuring faces within 20 um /

100mm.
❖ Parallelism of Internal Measuring faces within 10um over their

length.
8b. Calliper – Acceptance criteria as per IS 3651 – 1982 Part– II. (

For L.C. 0.02mm )
( IS Standard specifies acceptance criteria only for Vernier Calipers )

❖ Maximum permissible Error of Measurement :
Measured Length
Maximum permissible Error in
( mm )
Reading
( m )
0
20
100
30
200
30
300
40
400
40
500
50
Maximum Tolerance in Parallelism

of External Measuring faces
( m )
10
10
10
15
15
20
❖
Parallelism of Internal Measuring faces within 10um over their
length.
9. Height Gauge– Acceptance criteria as per IS 2921– 1988 .
( IS specifies acceptance criteria only for Vernier Height Gauge of

L.C..0.020mm)
❖ Maximum permissible Measurement Error.
Measured LengthMaximum permissible Measured Length

(mm)
Error in
reading(mm)(m )
0
20
400
100
30
500
200
30
600
300
40
Maximum permissible Error in reading
(
m )
40
50
50
❖ Squareness of the guiding edge of the beam should be within

0.03mm/100mm
❖
The Flatness of the base should be within 0.005mm.
10. Depth Gauge– Acceptance criteria as per IS 4213– 1991.
( IS specifies acceptance criteria only for Vernier Depth Gauge of L.C.

0.020mm)
Measured Length (mm)
Maximum permissible Error of

Maximum permissible Measurement
(m)
Parallelism Tolerance (m)
0
20
8
100
30
10
200
30
10
300
40
20
❖ The Flatness of the Reference Face should be within 5 um.
11. External Micrometer – Acceptance criteria as per IS 2967–

1983
❖ Maximum permissible Errors :
Measuring Range
of Micrometer (mm)
0 – 50
50 – 100
100 – 150
150 – 200
200 – 250
250 – 300
300 -350
350 – 400
400 -450
450 500
Tolerance on zero
setting (m)

2
3
4
5
6
7
8
9
10
11
Tolerance on Parallelism of
Error of Measurement
Measuring faces
(m)
(m)
2
4
3
5
4
6
5
7
6
8
7
9
8
10
9
11
10
12
11
13
❖
The Flatness of the Measuring Faces should .be within 1 um, not
more than four bands of the same colour should be visible on either
of the faces.
12. Internal Micrometer– Acceptance criteria as per IS 2966–

1964
❖
Maximum permissible Errors :
Measuring Range (mm)

Maximum Permissible Error in
Upto and Including

Length (m)
25 – 150
5
150 – 300
10
300 -450
15
450 – 600
20
13. Micrometer Head– Acceptance criteria as per IS 9483– 1993

❖
Maximum permissible Errors :
Squareness ofMeasuring Range of

Measuring Face to Micrometer Head (mm)
axis
(m)
0 – 15
1
0 – 25
1
0 – 50
1
Tolerance on zero
Maximum permissible setting (m)
Error (m)

2
4
2
4
4
5
❖ The Flatness of the Measuring Faces should be within 1 um,

not more than four bands of the same colour should be visible
on either of the faces.
14. Height Micrometer - Acceptance criteria as per IS 13907 –

1994
Parameter
1. Instrumental Error for Micrometer screw for total displacement
2. Instrumental Error for each revolution of Micrometer Thimble.
3. Instrumental Error for Stepped column
4.Overall Performance of the Instrument
5. Parallelism of Measuring Faces

Permissible Values
1.5m
0.5m
2m upto 300mm

3m above 300mm
3m
1m
15. Comparator with Stand – Acceptance criteria as per IS 7599–

1975 Part I and II
❖
Maximum Permissible Error of reading :
Magnification factors on Measuring

Maximum Permissible Heads
Error of reading
From
Upto and including
250
500
1.5m
500
1000
0.8m
1000
2000
0.5m
2000
5000
0.3m
5000
10 000
0.1m
10 000
above 10 000
0.03m
❖
The Flatness of the Base of the Comparator Stand should be
within 1.5m.
16. Plunger type Dial Gauges / Lever type Dial
Gauges –
Acceptance criteria of Plunger type Dial Gauge as per IS 2092– 1983
Acceptance criteria of Lever type Dial Gauge as per IS 11498 –

1985
❖
Plunger type Dial Gauge :
IS does not give specifications for L.C. : 1m Plunger type Dial
Gauge. All values are in ‘mm’
Limits of Error
Requirement
0.01mm L.C.
0.002mm L.C. Sensitivity (
including Hysteresis)
0.003
0.001
Repeatability
0.002
0.000 5
Accuracy
Any 1/10th rev.
0.005
0.001
over
Any 1 rev.
0.010
0.004
and
Any 2 rev.
0.015
0.006
interval of
Any larger interval upto 10 revs.
0.020
0.018
B. Lever type Dial Gauge –
IS specifies acceptance criteria only for 0.010mm L.C. Lever type

Dial Gauges.
Requirement over an Interval of

Limits of Errors ( mm )
Any 0.1mm
0.005
Any half revolution
0.01
Total
0.015
Hysteresis
0.003
Sensitivity
0.002
17. Dial Snap Gauge– Acceptance criteria as per IS 14271 – 1995

❖ Maximum Parallelism Error
Size Range (mm)

Maximum Parallelism Error (m)
Grade‘1’
Grade‘2’
0
50
2.5
4
50
75
3
5
75
125
4
6
125
175
5
8
175
250
7
10
250
300
8
12
The Flatness of the Measuring Faces should not exceed 1.5 um.
24a. Bevel Protractor – Acceptance criteria as per IS 4239– 1970
Size of
Tolerance
in MicrometersBlade Flatness Straightness (mm)
150
150 10
200
200 15
300
300 20
Angular Tolerance for

Parallelism
15
20
30
Bevelled ends in
minutes of Arc
±5
±5
±5
24b. Bevel Protractor – Acceptance criteria as per IS 5812– 1970

❖
Maximum permissible Error of Measurement :
Size of
Tolerance in MicrometersBlade Flatness Straightness Parallelism
(mm)
150
150 10
15
200
200 15
20
300
300 20
30
Angular Tolerance for

Bevelled ends in
minutes of Arc
±5
±5
±5
25. Adjustable Snap Gauges – Acceptance criteria as per

IS 7606 – 1982
Range (mm)
Maximum Deviation in Parallelism (m)
Over
Upto &
including
C & MC Type
A & b Type
0
32
3.0
4.0
32
89
4.0
6.0
89
152
5.0
7.0
152
300
5.0
-
26. Surface Plate – Acceptance criteria as per IS 7327 – 1991

(Granite) / IS 2285 – 1981.
Size of Plate (mm)
DiagonalBorder
Tolerance on deviation from Flatness Overall for
Lentgh Zone Plates of Grade (m)
Approx. (mm)
0
1
2
3(mm)
Rectangular
160 x 100
188
2
3.0
6.0
12.0
25.0
250 x 160
296
3
3.5
7.0
14.0
27.0
400 x 250
471
5
4.0
8.0
16.0
32.0
630 x 400
745
8
5.0
10.0
20.0
39.0
1000 x 630
1180
13
6.0
12.0
24.0
49.0
1600 x 1000
1880
20
8.0
16.0
33.0
66.0
2000 x 1000
2236
20
9.5
19.0
38.0
75.0
2500 x 1600
2960
20
11.5
23.0
46.0
92.0
Square
250 x 250
354
5
3.5
7.0
15.0
30.0
400 x 400
566
8
4.5
9.0
17.0
34.0
630 x 630
891
13
5.0
10.0
21.0
42.0
1000 x 1000
1414
20
7.0
14.0
28.0
56.0
Brinell – Rockwell
Hardness Conversion Chart
Hardness Conversion Table

Logo
Gauge Inspection Standard
(Plain Plug Gauge)
Doc. No.:SPM/GIS/XX
Rev.No.: oo
Date (Origin) 1.1.2017
Part Name:- Application for all parts
Part specification:
+X
-Y
A:- Basic size of comp.

X:-Upper Spec. Tolerance
Y:-Lower Spec.
Tolerance
DIMENSIONAL:
FOR. TOLERANCE
+0.200
-0.000
+0.400
-0.000
+0.100
-0.000
Sl.
Parameter
No.
Specification
1
Go Size
( A-Y)
+0.01
3
+0.00
Inspection
method/
Instrument
Used
Micrometer list
count
0.001mm
Remarks
Measure 3 Reading and take the average
No Go
Size
( A+X)
+0.00
-0.010
Micrometer list
count
0.001mm
Measure 3 Reading and take the average
Visual :
Sl.
Parameter
No.
Specification
Inspection method/ RemarksInstrument Used
A
Rust
Not Allowed
Visual
Remove the rust
B
Identification
Clear visible
Visual
Basic size of product characteristics
C
Damage
Not Allowed
Visual
Check only on functional area
Prepared
By: Approved By:
Logo
Gauge Inspection Standard
(Snap Gauge)
Doc. No.:SG/GIS/XX
Rev.No.: oo
Date (Origin) 1.1.2017
Part Name:- Application for all parts
Part specification:
+X
-Y
A:- Basic size of comp.

X:-Upper Spec. Tolerance
Y:-Lower Spec.
Tolerance
DIMENSIONAL:Sl.
No.
Parameter
FOR. TOLERANCE
±0.05
Specification
Inspection
method/ Instrument
Used
Acceptance Criteria
1
Go Size
( A+X)
+0.000
-0.005
Slip Gauge
Slip Gauge of size ( A+X) + 0.000:-Should not pass

Slip Gauge of
size ( A+X) - 0.005:Should pass
2
No Go Size
( A-Y)
+0.00
-0.000
Slip Gauge
Slip Gauge of size ( A-Y) - 0.000:-Should not pass
Slip Gauge of size ( A-Y) + 0.005:Should pass
DIMENSIONAL:FOR. TOLERANCE
±0.200
Sl.
Parameter
No.
Specification
Inspection
method/ Instrument
Used
Acceptance Criteria
1
Go Size
( A+X)
+0.000
-0.020
Slip Gauge

Slip Gauge of
2
No Go Size
Slip Gauge of size ( A-Y) -0.000:-Should not pass

( A-Y)
+0.01
-0.000
Slip Gauge
Slip Gauge of size ( A-Y) + 0.010:Should pass
DIMENSIONAL:FOR. TOLERANCE
±0.500 and above
Sl.
Parameter
No.
Specification
Inspection
method/ Instrument
Used
Acceptance Criteria
1
Go Size
( A+X)
+0.00
-0.050
Slip Gauge

Slip Gauge of
2
No Go Size
( A-Y)
+0.01
-0.000
Slip Gauge
Slip Gauge of size ( A-Y) - 0.000:-Should not pass

Slip Gauge of size
( A-Y) + 0.010:Should pass
Visual :
A
Rust
B
Identification
C
Damage
Prepared By:
Not Allowed
Visual
Remove the rust
Clear visible
Visual
Basic size of product characteristics
Not Allowed
Visual
Check only on functional area
Approved By:
GAUGE TOLERANCES AND THEIR LOCATIONS FOR GAUGES

INSIDE MEASUREMENTS ( HOLES) PLUG GAUGES
All values are in micrometer (µm)
Nominal sizes
Work Tolerance Grades as per ISO
mm
Symbols
Up
Over
to & 6
7
8
9
10
11
12
13
14
15
16
Incl.
T
6
10
14
25
40
60
100
140
250
400
600
H / 2
0.6
1
1
2
5
5-3
Y
1
1.5
3
0
0
0
0
Z
1
1.5
2
5
10
20
40
T
8
12
18
30
48
75
120
180
300
480
750
H / 2
0.75
1.25
1.25
2.5
6
63
6
Y
1
1.5
3
0
0
0
0
Z
1.5
2
3
6
12
24
48
T
9
15
22
36
58
90
150
220
360
580
900
H / 2
0.75
1.25
1.25
3
7.5
7.5
6
10
HS / 2
0.75
0.75
0.75
2
4.5
4.5
Y
1
1.5
3
0
0
0
0
Z
1.5
2
3
7
14
28
56
T
11
18
27
43
70
110
180
270
430
700
1100
H / 2
1
1.5
1.5
4
9
9
10
18
HS / 2
1
1
1
2.5
5.5
5.5
Y
1.5
2
4
0
0
0
0
Z
2
2.5
4
8
16
32
64
T
13
21
33
52
84
130
210
330
520
840
1300
H / 2
1.25
2
2
4.5
10.5
10.5
18
30
HS / 2
1.25
1.25
1.25
3
6.5
6.5
Y
1.5
3
4
0
0
0
0
Z
2
3
5
9
19
36
72
T
16
25
39
62
100
160
250
390
620
1000
1600
H / 2
1.25
2
2
5.5
12.5
12.5
30
50
HS / 2
1.25
1.25
1.25
3.5
8
8
Y
2
3
5
0
0
0
0
Z
2.5
3.5
6
11
22
42
80
T
19
30
46
74
120
190
300
460
740
1200
1900
H / 2
1.5
2.5
2.5
6.5
15
15
50
80
HS / 2
1.5
1.5
1.5
4
9.5
9.5
Y
2
3
5
0
0
0
0
Z
2.5
4
7
13
25
48
90
Nominal sizes
Work Tolerance Grades as per ISOmm
Symbols
Up to
Over
& 6
7
8
9
10
11
12
13
14
15
16
Incl.
T
22
35
54
87
140
220
350
540
870
1400
2200
H / 2
2
3
3
7.5
17.5
17.5
80
120
HS / 2
2
2
2
5
11
11
Y
3
4
6
0
0
0
0
Z
3
5
8
15
28
54
100
T
25
40
63
100
160
250
400
630
1000
1600
2500
H /
2
2.5
4
4
9
20
20
120
180
HS / 2
2.5
2.5
2.5
6
12.5
12.5
Y
3
4
6
0
0
0
0
Z
4
6
9
18
32
60
110
T
29
46
72
115
185
290
460
720
1150
1850
2900
H / 2
3.5
5
5
10
23
23
180
250
HS / 2
3.5
3.5
3.5
7
14.5
14.5
Y
4
6
7
0
0
0
0
Z
5
7
12
21
24
40
45
80
100
170
210
α
2
3
4
4
7
10
15
25
45
70
110
T
32
52
81
130
210
320
520
810
1300
2100
3200
H / 2
4
6
6
11.5
26
26
250
315
HS / 2
4
4
4
8
16
16
Y
5
7
9
0
0
0
0
Z
6
8
14
24
27
45
50
90
110
190
240
α
3
4
6
6
9
15
20
35
55
90
140
T
36
57
89
140
230
360
570
890
1400
2300
3600
H / 2
4.5
6.5
6.5
12.5
28.5
28.5
315
400
HS / 2
4.5
4.5
4.5
9
18
18
Y
6
8
9
0
0
0
0
Z
7
10
16
28
32
50
65
100
125
210
280
α
4
6
7
7
11
15
30
45
70
110
180
T
40
63
97
155
250
400
630
970
1550
2500
4000
H / 2
5
7.5
7.5
13.5
31.5
31.5
400
500
HS / 2
5
5
5
10
20
20
Y
7
9
11
0
0
0
0
Z
8
11
18
32
37
55
70
110
145
240
320
α
5
7
9
9
14
20
35
55
90
140
220
Where T is job dimension tolerance ,H / 2 is gauge

manufacturing Tolerance and Z is wear
allowance.
GAUGE TOLERANCES AND THEIR LOCATIONS FOR GAUGES
OUTSIDE MEASUREMENTS ( SHAFTS) SNAP GAUGES
All values are in micrometer (µm)
Nominal sizes
Work Tolerance Grades as per ISO
mm
Up Symbols
Over
to & 5
6
7
8
9
10
11
12
13
14
15
16
Incl.
T
4
6
10
14
25
40
60
100
140
250
400
600
H₁ / 2
0.6
1
1.5
1.5
2
5
5
-3
Hᵨ / 2
0.4
0.4
0.6
0.6
0.6
1
1
Y₁
1
1.5
3
0
0
0
0
Z₁
1
1.5
2
5
10
20
40
T
5
8
12
18
30
48
75
120
180
300
480
750
H
₁ / 2
0.75
1.25
2
2
2.5
6
6
3
6
Hᵨ / 2
0.5
0.5
0.75
0.75
0.75
1.25
1.25
Y₁
1
1.5
3
0
0
0
0
Z₁
1
2
3
6
12
24
48
T
6
9
15
22
36
58
90
150
220
360
580
900
H₁ / 2
0.75
1.25
2
2
3
7.5
7.5
6
10
Hᵨ / 2
0.5
0.5
0.75
0.75
0.75
1.25
1.25
Y₁
1
1.5
3
0
0
0
0
Z₁
1
2
3
7
14
28
56
T
8
11
18
27
43
70
110
180
270
430
700
1100
H₁ / 2
1
1.5
2.5
2.5
4
9
9
10
18
Hᵨ / 2
0.6
0.6
1
1
1
1.5
1.5
Y₁
1.5
2
4
0
0
0
0
Z₁
1.5
2.5
4
8
16
32
64
T
9
13
21
33
52
84
130
210
330
520
840
1300
H₁ / 2
1.25
2
3
3
4.5
10.5
10.5
18
30
Hᵨ / 2
0.75
0.75
1.25
1.25
1.25
2
2
Y₁
2
3
4
0
0
0
0
Z₁
1.5
3
5
9
19
36
72
T
11
16
25
39
62
100
160
250
390
620
1000
1600
H₁ / 2
1.25
2
3.5
3.5
5.5
12.5
12.5
30
50
Hᵨ / 2
0.75
0.75
1.25
1.25
1.25
2
2
Y₁
2
3
5
0
0
0
0
Z₁
2
3.5
6
11
22
42
80
T
13
19
30
46
74
120
190
300
460
740
1200
1900
H₁ / 2
1.5
2.5
4
4
6.5
15
15
50
80
Hᵨ / 2
1
1
1.5
1.5
1.5
2.5
2.5
Y₁
2
3
5
0
0
0
0
Z₁
2
4
7
13
25
48
90
Nominal Work Tolerance Grades as per ISOsizes mm
Up Symbols
Over
to & 5
6
7
8
9
10
11
12
13
14
15
16
Incl.
T
15
22
35
54
87
140
220
350
540
870
1400
2200
H₁ / 2
2
3
5
5
7.5
17.5
17.5
80
120
Hᵨ / 2
1.25
1.25
2
2
2
3
3
Y₁
3
4
6
0
0
0
0
Z₁
2.5
5
8
15
28
54
100
T
18
25
40
63
100
160
250
400
630
1000
1600
2500
H
₁ / 2
2.5
4
6
6
9
20
20
120
180
Hᵨ / 2
1.75
1.75
2.5
2.5
2.5
4
4
Y₁
3
4
6
0
0
0
0
Z₁
3
6
9
18
32
60
110
T
20
29
46
72
115
185
290
460
720
1150
1850
2900
H₁ / 2
3.5
5
7
7
10
23
23
Hᵨ / 2
2.25
2.25
3.5
3.5
3.5
5
5180
250
Y₁
3
5
6
9
0
0
0
0
Z
₁
4
7
12
21
24
40
45
80
100
170
210
α₁
1
2
3
4
4
7
10
15
25
45
70
110
T
23
32
52
81
130
210
320
520
810
1300
2100
3200
H₁ / 2
4
6
8
8
11.5
26
26
H
ᵨ / 2
3
3
4
4
4
6
6250
315
Y₁
3
6
7
9
0
0
0
0
Z₁
5
8
14
24
27
45
50
90
110
190
240
α₁
1.5
3
4
6
6
9
15
20
35
55
90
140
T
25
36
57
89
140
230
360
570
890
1400
2300
3600
H₁ / 2
4.5
6.5
9
9
12.5
28.5
28.5
Hᵨ / 2
3.5
3.5
4.5
4.5
4.5
6.5
6.5315
400
Y₁
4
6
8
9
0
0
0
0
Z
₁
6
10
16
28
32
50
65
100
125
210
280
α₁
2.5
4
6
7
7
11
15
30
45
70
110
180
T
27
40
63
97
155
250
400
630
970
1550
2500
4000
H₁ / 2
5
7.5
10
10
13.5
31.5
31.5
Hᵨ / 2
4
4
5
5
5
7.5
7.5400
500
Y₁
4
7
9
11
0
0
0
0
Z
₁
7
11
18
32
37
55
70
110
145
240
320
α₁
3
5
7
9
9
14
20
35
55
90
140
220
Where T is job dimension tolerance ,H1 / 2 is gauge

manufacturing Tolerance and Z1 is wear allowance.
TITLE
QMS PROCEDURE
Eff. Date : 01.04.2016
Page No. :
01 of 07
CONTROL OF INSPECTION, MEASURING & TESTING

EQUIPMENTS
PURPOSE
To define the procedure / method to control & calibration of

inspection, measuring & test
equipments.
SCOPE
It is applicable to all measuring, inspection & test equipments which

are used for inspection of
Specific requirements of product quality and the process parameters.
RESPONSIBILITY
Over all responsibility for the effective implementation of this

procedure lies with :
•
In-charge Standard Room –
•
In-charge Lab –
All type of inspection & measuring equipments
Lab testing equipments.
PROCEDURE
Process Map for new equipment procurement and calibration

Process Map for Master equipment Calibration
Process Map for Internal Calibration
Process Map for External Calibration
Process Map for Calibration of Lab Test Equipments

QMS PROCEDURE
Eff. Date : 01.04.2016
Page No. :
02 of 07
TITLE
CONTROL OF INSPECTION, MEASURING & TEST
EQUIPMENTS
NEW EQUIPMENT PROCUREMENT AND
CALIBRATION PROCESS MAP
Responsibility
Process Mapping
NEW EQUIPMENT PROCUREMENT AND CALIBRATION

Start
Exec. Engg.
Exec. / in charge
Std room
1.
Identify the need of equipment based inspection and testing

requirement, assessed during
new product development or
regular requirement
Document / Records
New gauge & Testing
equipment
Requirement
F-ENG-xx
New equipment
requirement list
F-SR-xx
Exec. Engg
Exec. / in charge
Std room
2.
Give requirement to purchase department on purchase indent in case of purchased outside

or load in tool room on TRWR format
in case of manufactured in house
Purchase indent
Tool room work request.

F-TR-xx
Exec. Std room

3.
Collect equipment from store through ERP & verify as per WI

WI of new equipment
verification
WI-SR-xx
In charge / Exec
std room
4.
Is Calibration
Nocertificate & condition
of equipment is ok
5.
Send equipment back

to store.
Check sheet for new

equipment verification
F-SR-xx
In charge / Exec
std room
In charge / Exec
std room
In charge / Exec
std room
Yes
6.
Check the equipment as per standard or drawing. Store at proper
location, if not required
currently.
7.
During issue of equipment provide unique I.D No. as per work

instruction. Calibrate
equipment as per internal / external calibration
work Instruction & add in list of IMTE &
calibration plan of IMTE
In charge
std room
8.
Review the calibration certificate as per acceptance

criteria / standards
WI for gauge & instrument
identification
WI-SR-xx
List of Inspection Measuring

& Test Equipments
ML-SR-xx
List of Attribute Gauges

ML-SR-xx
Internal Calibration Plan for

IMTE
PL-SR-xx
External Calibration Plan for

IMTE
PL-SR-xx
Internal calibration Plan of

Attribute gauge
PL-SR-xx
In charge / Exec
std room
9.
NoIs Calibration result
is ok?
Yes
10.
Update calibration List, Calibration plan & maintain calibration certificates of equipment
11.
Send equipment
back to supplier
and replace
equipment
WI for Internal / External

calibration
WI-SR-xx
Equipment acceptance
criteria
ML-SR-xx
External Calibration
certificate
Internal Calibration
certificate
F-QA-xx
QMS PROCEDURE
TITLE
EQUIPMENTS
Responsibility
MASTER EQUIPMENT CALIBRATION PROCESS MAP

Process
Mapping
MASTER EQUIPMENT CONTROL

Start
Eff. Date : 01.04.2016

Page No. :
03 of 07
Document / Records
In charge / Exec
std room
1.
Prepare the list of Master equipment & identify the need of

calibration of master equipments
which are to be used for
internal calibration purpose

List of Master Equipments
ML-SR-xx
In charge / Exec
std room
In charge / Exec
std room
2.
Decide master equipment calibration frequency &

Prepare master equipment calibration plan
Calibration Plan for
Master Equipment
PL-SR-xx
In charge / Exec
std room
WI for External / Internal

calibration
WI-SR-xx
3.
Calibrate master equipment from NABL accredited lab

10
After repair equipment

received beck throw
store.
as per WI & plan
In charge
std room
9.
Send it for repair to Authorized agency

4.

criteria
Equipment acceptance
criteria
ML-SR-xx
Yes
In charge
std room
8.
Is it is
repairable?
5.
NoIs calibration
Result ok?
In charge / Exec
std room
Yes
6.
Update calibration List, Calibration plan & maintain calibration certificates of mater
equipments.
No
11.
Scrap it, put red mark and

keeps in rejected area &
entry in rejection register
In charge / Exec
std room
7.
Keep/ store master equipment in safe condition.

Do not use them for regular inspection
purpose.
12.
Scrap equipment with list

handover to store & data
update
Calibration Plan for
Master Equipment
PL-SR-xx
List of Master Equipments

ML-SR-xx
Rejected Gauge record

F-SR-xx
Rejected Instrument
record
F-SR-xx
QMS PROCEDURE
TITLE
EQUIPMENTS
Responsibility
INTERNAL CALIBRATION PROCESS MAP

Process Mapping
INTERNAL CALIBRATION OF EQUIPMENT

Start
Eff. Date : 01.04.2016

Page No. :
04 of 07
Document / Records
In charge / Exec
std room
1.
Prepare the list of Inspection, Measuring & Test

equipment & identify the need of calibration
of IMTE
which are calibrated internally
List of Inspection Measuring
& Test Equipments
ML-SR-xx
ML-SR-xx
In charge / Exec
std room
2.
Decide calibration frequency of IMTE & Prepare

calibration plan of IMTE
In charge / Exec
std room
3.
Take calibration list of equipment due for calibration on day to day basis
by computer
software Fox Pro & inform to shop floor user one day before
or in morning of due date by Mail
In charge / Exec
STD room.
Concern Shop floor

user
4.
Collect equipment for calibration those send by

user & keep them in soaking area.
In charge / Exec
std room
14.
No
Records
maintain of
gauge
13.Is
Yes
requirement
of new equip?

IMTE
PL-SR-xx

Attribute gauge PL-SR-xx
Requirement of new gauge list

F-SRxx
15.
Issue to user
after calibration
with Identification
& calibration
sticker
12.
Receive Missing / damage
gauge Memo
Yes
Gauge instrument repair / replacement request F-SRxx
5.No
11.
Have received
Missing Gauge
all Gauges
or instrument
Work instruction for internal
calibration WI-SR-xx
No
Yes16. 6.
Next day collect gauge /
Perform calibration with master equipment,

instrument positively
as per WI of internal
calibration by only
authorized person
In charge / Exec
std room
In charge / Exec
std room
22.
Prepare calibration certificate / report
After repair equipment received

beck throw store.
7.
review its result & compare it with

acceptance criteria of equipment
8.
If equipment with
in limit?
21.Send the equipment to

external source for repair
17.
No
Is equipment Yesrepairable?
yes
9.
Change calibration sticker in

instrument with due date & provide
color code as per WI in
attribute
gauge & again issue to user
No
20.
Is repair in
house?
No
18.
Scrap the item & keeps in rejected

Yes
23.
area & entry in reject gauge &
Repair the equipment in
instrument record
house standard
room / tool room
In charge / Exec
std room
In charge / Exec
std room
10.
Update status in calibration plan & list. Maintain calibration certificate

19.24.
Scrap equipment with listAfter repair equipment handover to store & data updatereceived
beck.
End
List of acceptance criteria of IMTE

ML-SR-xx
Internal calibration
certificate
F-QA-xx
Attribute Gauge record

QAD-F-xx
Calibration sticker
Color coding for due month

of calibrated equipment
CCS-SR-xx
List of IMTE ML-SR-xx

ML-SR-xx

IMTE
PL-SR-xx

Attribute gauge PL-SR-xx
Rejected Gauge Record

F-SR-xx
Rejected Instrument record

F-SR-xx
QMS PROCEDURE
TITLE
EQUIPMENTS
Eff. Date : 01.04.2016

Page No. :
05 of 07
Responsibility
EXTERNAL CALIBRATION PROCESS MAP

Process Mapping
Document / Records
In charge / Exec
std room
EXTERNAL CALIBRATION OF EQUIPMENT
Start
List of inspection measuring &
test equipment
ML-SR-xx
In charge / Exec
std room
1.
Prepare the list of Inspection, Measuring & Test

equipment & identify the need of calibration
of IMTE
which are calibrated externally

IMTE
PL-SR-xx
2.
Decide calibration frequency of IMTE & Prepare

calibration plan
In charge / Exec
std room
3.
Calibrate Equipment from NABL accredited lab as per

plan
10
After repair equipment received

beck throw store.
WI for External / Internal
calibration
WI-SR-xx
In charge / Exec
std room
4.

criteria
9.
Send it for repair to Authorized

agency
Yes
Equipment acceptance criteria
ML-SR-xx
In charge / Exec
std room
In charge / Exec
std room
5.
No
Is calibration
Result ok?
8.
Is it is
repairable?
Yes
6.
Update calibration List, Calibration plan & maintain calibration certificates of IMTE.
7.
Issue the equipment to use

NO
11.
Scrap it keeps in rejected

area & entry in rejection
register
List of inspection measuring &

test equipment
ML-SR-xx

IMTE
PL-SR-xx
Rejected Gauge Record

F-SR-xx
Rejected Instrument record

F-SR-xx
End
12.
Scrap equipment with

list handover to store
& data update
Page No. : 06 of 07
TITLE
CONTROL OF INSPECTION , MEASURING & TEST
EQUIPMENTS
Responsibility
CALIBRATION OF LAB EQUIPMENTS PROCESS MAP

Process
Mapping
Document / Records
CALIBRATION OF LAB EQUIPMENTS

Start
Lab In-charge
1.
Select NABL Accredited External Calibration Lab

or Equipment manufacturer for calibration
NABL Accredited Scope
Certificate
Lab In-charge
2.
Prepare list of Lab Test Equipments with all detail of equipment

List of IMTE
ML-LAB-xx
Lab In-charge
3.
Provide unique identification number to each lab

equipment as per list of test lab equipments
Lab In-charge
4.
Prepare external & internal calibration plan as per

decided frequency based on its use and
criticality
Calibration Plan for Lab Test
Equipments
PL-LAB-xx
Lab In-charge
5.
Review calibration plan for upcoming

calibration of equipment every week
Lab In-charge
Internal
C
External
7.6.
Follow external Calibration
calibration procedure
Onsite calibration
Purchase Head
Lab In-charge
8.
Give Annual Maintenance Contract ( Servicing & Calibration )
to equipment manufacturer
or NABL accredited agency
AMC / Job order
Lab In-charge
9.
Call service engineer of equipment manufacturer or

B
NABL accredited agency before due
date of calibration

Equipments
PL-LAB-xx
Lab In-charge
10.
Arrange to carryout calibration of equipment through service engineer

and put calibration
sticker on equipment with next due date
Calibration Sticker
Lab In-charge
11.
Prepare visit report of service engineer. Highlight

servicing and calibration result in report
Visit Report– AMC / Job work
Lab In-charge
12.
Collect / Receive calibration certificate of

test lab equipment.
Master’s Calibration Certificate
Equipment Calibration Certificate
Lab In-charge
13.
Review master equipment certificate for NABL traceability.

Verify calibration results in
equipment calibration certificate
and compare it with acceptance criteria Equipment
Calibration Certificate
List of Test Lab Equipments

ML-LAB-xx
Page No. : 07 of 07
TITLE
CONTROL OF INSPECTION , MEASURING & TEST
EQUIPMENTS
Responsibility
CALIBRATION OF LAB EQUIPMENTS PROCESS MAP

Process
Mapping
Document / Records
CALIBRATION OF LAB EQUIPMENTS

A
B
Lab In-charge
8.
9.
Is Calibration
Repair OK ?
Equipment
Lab In-charge
10.
Scrap it
Lab In-charge
12.
Update Calibration Record & External Calibration Plan

of IMTE and maintain calibration
certificates
Equipments
PL-LAB-xx
Calibration record
F-LAB-xx
End
Calibration Certificates
PREPARED BY
APPROVED BY
ISSUED BY
CONTROLLED STATUS
LESSON -10
MSA ( MESUREMENT SYSTEM ANALYSIS )
Synopsis
:
Measurement system analysis (MSA) is used to know the percentage

of measurement error incurred by an operator with relevant gauge for
measuring part.
MSA should be used for a criterion to accept new measuring

equipment, a comparison of
one measuring device against
another, a basis for evaluating a gauge suspected of being
deficient
( कमी / अभाव ), a comparison for measuring equipment
before and after repair.
Measurement system variations are measured by Stability, Bias,

Linearity, Repeatability and
Reproducibility.
Case study on gauge R & R will clarify how to take measurement

using trained operator and get a
clue ( सुराग ) of the problem
systematically.
Purpose
The purpose of this course is to provide individuals and teams

with the knowledge and skills to
calculate gauge R &R %. The
course covers defining Stability, Bias, Linearity, and reason for
getting more % of Repeatability, Reproducibility or both.
Objectives:
The objectives of this course, participant ( भागिेनेवािा ) will be able to:
1.
Explain the importance of thinking.
2.
Understand stability, bias, linearity
3.
Understand and calculate gauge R & R %.
4.
Able to take decision on measurement variation.
Some Important Definition:
Gauge
: Any device which is used to obtain measurements or
frequently used to refer specifically to the devices used on the shop
floor; includes Go / No-Go devices.
Operator: Any persons who normally take measurements with the

measuring instruments for obtain value
/ category of any things is
known as operator.
Measurement System: The collection of instruments or gauges ,

standards, operations, methods, fixtures,
software, personnel,
environment and assumptions used to quantify a unit of measure or
fix assessment to
the feature characteristics (ववशेषिा / िक्षि
) being
measured, the complete process used to obtain measurements is
known as measurement system.
Standard:
•
Accepted basis for comparison
•
Criteria for acceptance
•
Known value, within stated limit of uncertainty( अर्नप्श्चििा ), accepted
as a true value
•
Reference Value for any process
Properties
•
M.S. must be in statistical control (i.e. Variation is due to common
cause only and not due to special cause).
•
Variability of M.S. must be small compared with the manufacturing
process variability.
•
Variability of M.S. must be small compared with specification limits.
•
Increments of measure must be small relative to the smaller of
either the process variability or the
specification limits. (Common
thumb rule: One-tenth of tolerance)
•
Statistical properties of M.S. may change as the items being
measured vary ( अन्िर / बदिजाना ).
Measurement Issues :
•
Does the M.S. have adequate sensitivity?
- First, does the instrument (and standard) have adequate

discrimination?
Discrimination is fixed by design and serves as the basic starting

point for selecting a measurement
system. Typically (
ववमशष्टिा ), the rule of tens has been applied
- Second, does the measurement system demonstrate ( प्रमाणिि करना )
effective resolution?
Related to discrimination ( अिग करना ), determine if the measurement

system has the sensitivity to detect changes in product or process
variation for the application and conditions.
•
M.S. statistically stable over time?
Under repeatability conditions, the measurement system variation is

due to common causes only and not special causes
The measurement analyst must always consider practical and
statistical significance.
•
Statistical properties consistent ( संगति ) over the expected (आशा करना
) range and adequate
( पर्ााप्ि ) for the purpose of measurement (product control or process

control)?
Objective of MSA
Measurement system analysis (MSA) is used to know the percentage

of measurement error incurred by an operator with relevant gauge for
measuring part.
•
A criterion to accept new measuring equipment.
•
A comparison of one measuring device against another.
•
A basis for evaluating a gage suspected of being deficient.
•
A comparison for measuring equipment before and after repair.
Types of Measurement System Variation
1-Location Variation
•
Stability, Bias (or Accuracy), Linearity
2-Width Variation
•
Repeatability ( or Precision), Reproducibility
Gauge Bias:
Bias is the difference between the observed average value of the

measurement and the master value.
The master value can be
determined by averaging several measurements with the most
accurate measuring
equipment available (e.g. metrology lab).
Gauge Repeatability:
Gauge repeatability is the variation in measurements obtained with

one measurement instrument when
used several times by one
operator while measuring the identical characteristic on that location
of the same
part.
Gauge Reproducibility:
Gauge reproducibility is the variation in the averages of

measurements made by different operator using
the same measuring
instrument when measuring the identical characteristic on that
location of the same part.
Comparison between Gauge Repeatability & Reproducibility
Source
Gauge
Operator
Part
Location
Characteristic
Observation
Gauge Stability:
Gauge stability is the total variation in
the measurements obtained with a measurement system on the
same master or parts when measuring a single characteristic over an
extended ( बढ़े हुए ) time period.
Repeatability
ONE
ONE
SAME
SAME
IDENTICAL
SEVERAL
Reproducibility
SAME
SEVERAL
SAME
SAME
IDENTICAL
AVERAGE
Gauge Linearity:
Gauge linearity is the difference in the bias values throughout the

expected operating range of the gauge.
Error Source
1
Part
2
Instrument
3
Standard
4
Method
5
Operator
Environme6
nt
Assumptio
ns
Component
Production part, sample, measuring job, Unit under test (UUT),

artifact, check standard
Gauge, master gauge, measuring machine, test stand
Scale, reference, artifact, check standard, consensus, Standard

Reference Materials (SRM), class, acceptance criteria
On-the-Job training, verbal, work instruction, control plan, inspection

plan, test program, part program
Appraiser, calibration or test technician, assessor, inspector
Temperature, humidity, contamination, housekeeping, lighting,

position, vibration, power, Electromagnetic Interface (EMI), noise,
time, air
Statistical, operational, calibration, constants, handbook values,

thermal stability, modulus of elasticity, laws of science
Parameter
Unknown
Means of comparison
Known value accepted
as truth, reference value or acceptance criteria
How
Who
Conditions of
measurement, noise
Criteria, constant, or
supposition for reliable measurement
Preparation for a measurement system study:
•
Should be planned activity.
•
# Operator, # Parts, # Trial to be determined in advanced.
•
Operators to be chosen from those who normally operate the
instrument.
•
Parts must be selected from the process and represent its entire
operating range.
•
Defined measurement procedure to be followed.
•
Least count of instrument must be at least one-tenth of the expected
process variation or tolerance of
the characteristic.
Steps to minimize likelihood of misleading result:
•
Each operator should use the same procedure (including all steps &
to obtain the reading).
•
Measurement should be made in a random order to insure that any
drift/ changes that could occur will
be spread randomly throughout the study.
•
Reading the equipment, the reading should be estimated to the
nearest number that can be obtained.
•
Preferably study could be supervised by senior person.
STABILITY
Procedure:
(1) Obtain sample and establish its reference value relative to

traceable standard; identify as master sample
for stability analysis
•
If not possible, select production part in mid-range of process or
tolerance
•
Best practice to include samples at the low, mid and high range-
requires you to chart / track
all three categories
(2) Measure master sample

3 to 5 times on a periodic basis ( day or
weekly)
(3) Plot the data on an X bar and R or X bar and s chart
(4) Establish control limits and evaluate for out of control or unstable
conditions using standard control chart analysis.
Bias
Procedure:
(1) Measure one sample part precisely on tool room or layout

inspection equipment.
(2) Have one operator measure the same part a minimum 10 times;
using the gage being evaluated.
(3) Calculate the average of the
readings.
(4) Difference between the reference value and the observed average
represents the measurement system’s
bias.
Acceptability Criteria
The bias error of a measurement system is unacceptable if it is

significantly different from zero or exceeds
the maximum
permissible
error
established by the gage
calibration procedure. In such cases,
the measurement system should be recalibrated or an offset
correction applied to minimize this error.
If the bias is relatively
large, look for these possible causes:
(1) Error in the master
(2) Worn components
(3) Instrument made to the wrong dimension.
(4) Instrument measuring the wrong characteristic.
(5) Instrument not calibrated properly.
(6) Instrument used improperly by operator.
Linearity
Procedure
(1) Choose parts (g 5) throughout the operating range of the

measurement instrument.
(2) Reference values of the parts can be
determined with layout inspection equipment.
(3) Each part to be measured (m 10) on that subject gage by one of
the operator who normally use the
gage.
(4) The bias of each one of those chosen parts is determined by the
difference between the reference value and observed average
measurement.
(5) Plot the individual biases and the bias averages with respect to
the reference values.
(6) Calculate and plot the best line and the
confidence band of the line using following equations.
For the best fit line, use: yi = a xi +b

Where yi = bias averages
xi = reference value
and
xy – (x y )/gm
a =
= slope
x2– (x)2/ gm
b= y – ax
For a given x0 , the  level confidence bands are
yi2 -byi - a xiyi Where s = 
gm-2
1
(xo- x )2
Lower : b + a x 0 - [t - [t/2 {
+
} ½ s ]
gm
(xi- x )2
1
(xo- x )2
Upper : b + a x 0 + [t + [t/2 { +
} ½ s ]
gm
(xi- x )2
(7) Plot the “bias=0” line and review the graph for indications of
special causes and the acceptability of the linearity.
For the measurement system linearity to be acceptable, the “ bias =0”

line must lie entirely within the confidence bands of the fitted line.
(8) If the graphical analysis indicates that the measurement system

linearity is acceptable then the following hypothesis should be true.:
H0 : a=0, slope=0.
H0 do not reject if a
t =  t t /2
 (xi- x )2
If the above hypothesis true then the measurement system has same
bias for all reference values. For the linearity to be acceptable this
bias must be zero. H0 : a=0, slope=0.
H0 : b=0, intercept (bias)=0.
H0 do not reject if
b
t =  t t /2
1
x2
[ 
+
] s
gm
(xi- x )2
(9) If a measurement system has non-linearity, look for these possible

causes
(a) Instrument not calibrated properly at both lower and upper
end of the operating ranges
(b) Error in the minimum or maximum
master
(c) Worn Instrument
(d) Internal instrument design characteristics.
REPEATABILITY & REPRODUCIBILITY

Gauge R & R study by
Average & Range method
Preparation prior to conducting study R &R
•
Should be planned activity.
•
# Operator, # Parts, # Trial to be determined in advanced.
•
Operators to be chosen from those who normally operate the
instrument.
•
Parts must be selected from the process and represent its entire
operating range.
•
Defined measurement procedure to be followed.
•
Least count of instrument must be at least one-tenth of the expected
process variation or tolerance of
the characteristic.
Steps to minimize likelihood of misleading result
•
Each operator should use the same procedure (including all steps &
to obtain the reading).
•
Measurement should be made in a random order to ensure that any
changes that could occur will be
spread randomly throughout the study.
•
Reading the equipment, the reading should be estimated to the
nearest number that can be obtained.
•
Preferably study could be supervised by senior person.
Procedure:
Data Collection
(i) Obtain a sample of 10 parts that represent the actual or expected

range of process variation.
(ii) Choose operator A, B, C (at least 2
operator) and number the parts 1 to 10.
(iii) Calibrate the gage if this is part of the normal gauging

procedures.
(iv) Let operator A measures 10 parts in a random order of

measurement and enter the results in row 1. Let
operator B and C
measure the same 10 parts without seeing each other's readings then
enter the results in rows 6 and 11 respectively.
(v) Repeat the cycle using different random order of measurement.

Enter data in rows 2, 7, 12. Record the data in the appropriate
column.
Calculation
(1) Subtract the smallest reading from the largest reading in rows 1, 2
and 3; enter the result in row 5. Do
the same for rows 6, 7 and 8; and
11, 12 and 13; enter results in rows 10 and 15respectively.
(2) Total
row 5 and divide the total by the number of parts sampled to obtain
the average range for first
operator A trials Ra. Do the same for rows
10 and 15 to obtain Rb and Rc.
(3) Transfer the average of rows 5, 10 and 15 ( Ra, Rb, Rc) to row 17.
Add them together and divide by the
number of operators and enter
results as R.
(4) Enter R in rows 19 and 20 and multiply by D3 and D4 to get the

lower and upper control limits.
(5) Sum the rows (rows 1,2,3, 6,7,8,
11,12,13). Divide the sum in each row by the number of parts
sampled
and enter these values in the right most column labeled
“Average”.
(6) Add the averages in rows 1,2,3 and divide the total by the number
of trials and enter the value in row 4 in the Xa block. Repeat this for
rows 6,7,8 and 11,12,13 and enter the results in the blocks for Xb and
Xc in
rows 9 and 14, respectively.
(7) Enter the maximum and minimum averages of rows 4,9 and 14 in
the appropriate space in row 18 and
determine the differences. Enter
this difference in the space labeled Xdiffin row 18.
(8) Sum the measurements for each trial, for each part, and divide the
total by the number of measurements
(number of trials times the
number of operators). Enter the results in row 16 in the spaces
provided for
part average.
(9) Subtract the smallest part average from the largest part average
and enter the result in the space
labeled Rp in row 16. Rp is the
range of part averages.
(10) Calculate Repeatability (Equipment Variation (EV)) = R X K1
(11) Calculate Reproducibility (Appraiser Variation (AV))
= [(XdiffX K2)2 - (EV2 / nr)] where n= no. of parts & r = no. of trials
(12) R & R =(EV2 + AV2)
(13) Part Variation (PV):

PV = Rp X K3
(14) Total Variation (TV): TV =(R&R2 + PV2)
(15) % EV = 100[EV/TV]
(16) % AV = 100[AV/TV]
(17) % R & R = 100[R&R/ TV]
(18) % PV = 100[PV/TV]
Graphical Analysis
(1) Plot the ranges for each operator with part combination on the
range chart. Do the same for averages
on average chart.
(2) Draw upper control limit (UCLR) and the lower control limit (LCLR)
in repeatability range control
chart.
(3) Draw upper control limit (UCLx) and the lower control limit (LCLx)
in the part appraiser average chart.
(4) Higher gage % R&R may be
because of
* problem in operator only
* problem in gage only
* problem in gage & operator both

If it is because of operator only then ranges for some or all operator
/ part combination are outside of the repeatability range control limits.
If it is because of gage only then averages for some or all operator /
part combination (more than 50% points) are inside of the appraiser
average control limits.
If it is because of Operator & Gage both then ranges for some or all
operator / part combination are
outside of the repeatability range
control limits as well as averages for some or all operator / part
combination (more than 50 % points) are inside of the appraiser
average control limits.
Ranges for all operator / part combination are inside range control
limit imply

Operator are consistent
Using gage in same way or procedure
Operators are trained

Averages for all operator / part combination ( more than 50 %
points) are inside control limit imply
➢Gage is inadequate to detect
the part-to-part variation.
If repeatability is large compared to reproducibility, the

reasons may be
➢The instrument needs maintenance.
➢The gage should be redesigned to be more rigid.
➢The clamping or location for gauging needs to be improved.
➢There may be excessive within part variation.
If reproducibility is large compared to repeatability, then possible

causes could be
➢The operator needs to be better trained (how to use and read)
➢Calibrations on the gage dial are not clear
➢A fixture may be needed to help the operator in using gage more

consistently.
Guidelines for acceptance of gage R &R
Under 10 % error - The measurement system is acceptable.
10% to 30% error - May be acceptable based upon importance of

application, cost of gage, cost of repairs
etc.
Over 30 % error- Measurement system needs improvement. Make

every effort to identify the problems and
have them corrected
Gage Repeatability & Reproducibility (ANOVA Method)
Analysis of Variation is a standard statistical technique where the

variation can be decomposed into 4
categories: parts, operators,
interaction between parts and operator, and replication error due to
the gage.
Advantage compared to average and range methods
•
It is capable of handling any experimental set up.
•
Can estimate the variances more accurately.
•
Extract more information (such as interaction between parts and
operators effect)
Attribute Measurement System Study
Short Method:
Data Collection
(1) Select at least 20 parts. In selecting those parts, it is desirable that

some of the parts are slightly below
and above both specification
limits ( i.e border sample), some are outside specification.
(2) Two or three operators then measure all parts thrice in a manner
not having bias to each other.
Definition:
Producer’s Risk or False alarm or Type I error
A good part will sometimes be called “bad” .
Consumer’s Risk or Miss Rate or Type II error
A bad part will sometimes be called “good” .
Risk Analysis Methods
* Hypothesis Test Analysis

* Signal Detection Theory
Acceptance Criteria
Decision False Alarm Effectiveness

Miss Rate
RateMeasurement System
Acceptable for the appraiser
 90%
2%
 5 %
Marginally
acceptable for the appraiser – may need  80 %
5%
10%
improvement
Unacceptable for the appraiser – needs improvement

< 80%
>5 %
>10%
Uncertainty
The difference between the measured value and the true value is the
ERROR OF MASUREMENT.
Since the true value can never be
known, the best that can be done is to estimate by various means the
magnitude of the error. This is called uncertainty.
Estimate can be made of the uncertainty of a measurement process

or of a single measurement obtained from the process. This estimate
must include contribution to the uncertainty due to the scatter of the
results about the mean, and those due to systematic errors of the
process.
It is recommended that uncertainty be defined as a pair of numbers,

one the credible bounds for bias, and
the other an index of precision,
usually in the form of the standard deviation (or estimated standard
deviation). These
may also be
defined, respectively, as
the
SYSTEMATIC
COMPONENET OF
UNCERTAINTITY and RANDOM
COMPONENT OF UNCERTAINTITY.
RANDOM COMPONENNT OF UNCERTAINTITY:
In precision measurements, when observations are repeated a

number of times under substantially the same conditions, the results
of such measurements are not found to identical. This is due to
presence of small
independent random variables such as:
* The way connections are made
* Uncontrolled environment conditions
* Inherent instability of the apparatus used
* Personal judgment of the observer
The indeterminacy in the measurement results due to these factors is

referred to as the random component
of uncertainty. The random
component of uncertainty follows a normal distribution. The sample
standard
deviation is as follows
s 2 = 1/ n-1[  ( xi– x )2 ]
where s = sample standard deviation, xi = observed value and x =
average of observed values, n = sample
size.
The random component of uncertainty, Ur is given by the formula
Ur =
s. t/2, n-1
n-1
Where ‘t’ is the student’s ‘t’ factor and the value may be picked up
from the table for any predefined confidence level.
The NCTCF ( National Co ordination of Testing and Calibration

Facilities programme, Govt. of India)
recommends the 99 %
confidence levels. However, agencies like NPL are reporting
uncertainties with
95% confidence level for calibration purposes.
Example
Measurement of 1 kg weight using 1 kg standard weight and a

precision balance. The measured values of a mass of 1 kg are
excess of 1 kg are 543, 590, 630, 490, 550, 570, 480, 575, 510 and
600 mg.
Average X = 1kg + 553.8 mg
Std dev = 48.9
At 99 % confidence level, t =3.25 ,
Ur =
s. t /2, n-1
n-1
= 
48.9 X 3.25/9 =
50.24 mg
Accuracy :
Accuracy is the closeness of agreement between the average of a

large number of experimental measurements of a characteristic and
the master value of that characteristic.
Precision:
Precision is a measure of the degree of repeatability between

measurements.
ACCURATE
INACCURATE
PRECISE
IMPRECISE
CLASSIFICATION OF MSA STUDY IN TERMS OF GAUGES

VARIABLE GAUGE STUDY ATTRIBUTE GAUGE STUDY
TWO TYPE OF VARIATION
LOCATION VARIATION WIDTH VARIATION
STABILITY
REPEATIBILITY(PRECISION)
BIAS (ACCURACY) REPRODUCIBILITY
LINEARITY
ONLY EFFECTIVENESS OF THE APPRAISER

IS CALCULATED BY
THIS STUDY.THIS IS VERY EFFECTIVE FOR APPRAISER
SELECTION
GAUGE R & R STUDY

GAGE REPEATABILITY AND
REPRODUCIBILITY DATA SHEET
Analyzed By :
Gauge Name :
Appraiser : A
Approved By :
Gauge No. :
Appraiser : B
Part No. :
Gauge Type :
Appraiser : C
Part Name :
Trials : 3
Parts : 10
Appraisers3
Performed Date
Appraiser / 1
2
3
4
5
6
7Trials
A 1
12.30
12.31
12.29
12.29
12.30
12.32
12.28
2
12.30
12.30
12.30
12.31
12.31
12.30
12.28
3
12.29
12.32
12.32
12.31
12.33
12.29
12.29
AVERAGE
12.297
12.310
12.303
12.303
12.313
12.303
12.383
8
9
10
12.30
12.33
12.29
12.30
12.32
12.29
12.30
12.33
12.29
12.300
12.327
12.290XA = 12.3030
RANGE
0.01
0.02
0.03
0.02
0.03
0.03
0.01
B 1
12.31
12.30
12.29
12.30
12.31
12.30
12.29
2
12.30
12.30
12.29
12.30
12.29
12.31
12.29
3
12.31
12.31
12.29
12.31
12.31
12.31
12.30
AVERAGE
12.307
12.303
12.290
12.303
12.303
12.307
12.293
0.00
0.01
0.00ra = 0.0160
12.30
12.29
12.29
12.30
12.30
12.31
12.31
12.31
12.30
12.303
12.300
12.300XB = 12.3010
RANGE
0.01
0.01
0.00
0.01
0.02
0.01
0.01
C
1
12.30
12.32
12.30
12.29
12.30
12.32
12.29
2
12.29
12.32
12.30
12.28
12.32
12.30
12.29
3
12.28
12.29
12.31
12.28
12.33
12.30
12.28
AVERAGE
12.290
12.310
12.303
12.283
12.317
12.307
12.287
RANGE
0.02
0.03
0.01
0.01
0.03
0.02
0.01
PART
AVERAGE 12.298
12.308
12.299
12.297
12.311
12.306
12.288
(XP)
( ra + rb +rc ) / ( No. of Appraisers) = 0.0157

( X Max – X
Min ) =
R X D4
R X D3
Notes:
* D4 =3.27 for 2 trials and 2.58 for 3 trials; D3 = 0 for up to 7

trials. UCLR represents the limit of
individual R's. Circle those that are beyond this limit. Identify the
cause and correct. Repeat these
readings using the same appraiser
and unit as originally used or discard values and re-average and re
compute R and the limiting value from the remaining observations.
0.01
0.02
0.02rb = 0.0120
12.30
12.32
12.32
12.31
12.32
12.29
12.32
12.33
12.30
12.310
12.323
12.303XC = 12.3033
0.02
0.01
0.03rc = 0.0190
X = 12.3024
12.304
12.317
12.298RP = 0.0289
R = 0.01567
XDiff=0.00233
UCL R =
LCL R =
GAGE REPEATABILITY AND REPRODUCIBILITY DATA SHEET
Analyzed By :
Gauge Name :
Appraiser : A
Approved By :
Gauge No. :
Appraiser : B
Part No. :
Gauge Type :
Appraiser : C
Part Name :
Trials : 3
Parts : 10
Appraisers3
Performed Date
Measurement Unit Analysis

% Total Variation (TV)
Repeatability - Equipment Variation (EV)

Trials
K1
% EV = 100( EV /
TV)
EV = R X K
% EV = 71.37
2
0.8862EV = 0.00926
3
0.5908
Reproducibility - Appraiser Variation (AV)

APPRESERS
2
3
% AV = 100 (
AV /TV) AV ={( XDiffX K2)²- (EV²/nr)}½A
= 0.00
AV
= 0.00000
n=Number of parts
K2
0.7071
0.5231
r
r= Number of trials
Repeatability & Reproducibility (R & R)
+ AV
)½
Parts
% R&R = 100( R&R/TV)

R & R = ( EV
R = 71.37
R
= 0.00926
2
0.7071
Part Variation (PV)

3
0.5231
PV = R
0.4467
% PV = 100( PV/TV) P
= 70.05
P
= 0.029 X 0.3146 = 0.009095
0.4030
Total Variation (TV)

6
0.3742
7
0.3534
ndc = 1.41( PV / GRR)
TV = ( R&R² + PV² )½ 8
0.3375
N
=
1.383877 T
= 0.01297
9
0.3249
ndc( Number of distinct category)
10
0.3146
Acceptance Criteria :
(1)
ndc ( number of distinct category ) Should be more than 5
(2) % Gage R & R < 10 % ideally acceptable
(3) 10 to 30% may be acceptable based upon importance of

application, cost on
measurement device, cost of repair
(4) % Gauge R & R >30 % Not acceptable.
FINAL DECISION : Gage system needs improvement.

REPEATABILITY RANGE CONTROL CHART
Analyzed By :
Approved By :
Part No. :
Part Name :
Gauge Name :
Gauge No. :
Gauge Type :
Trials : 3
Parts : 10
Appraiser : A
Appraiser : B
Appraiser : C
Appraisers3
Performed Date
AVERAGES (X BAR CHART)

X(Double Bar) = 12.3024
UCL =(X Double bar + A2 R Bar)

=12.3117
LCL=(X Double bar - A2 R Bar)

=12.2932
12.3300
12.3200
12.3100
UCL LINE
12.3000
LCL LINE12.2900
12.2800X
12.2700
AVE
12.2600
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
27 28 29 30
RANGES (R CHART)
r( Bar) = 0.0157
UCL = (D4 X R Bar) =0.0403
LCL = ( D3 X R Bar) =
0.000
0.050
0.040
UCL LINE
0.030
LCL LINE
0.020
AVERAGE
0.010
0.000
RANGE
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21
22 23 24 25 26 27 28 29 30
PART BY APPRAISER PLOT
12.34
12.32
12.30
APP A
12.28
APP B
12.26
APP C
1
2
3
4
5
6
7
8
9
10
Sample Size
A2
D3
D4
2
1.88
3.27
3
1.02 ( Take for A2)
2.57 ( Take for D4)
4
0.73
2.28
5
0.58
2.11
6
0.48
2
7
0.42
0.08
1.92
8
0.37
0.14
1.86
9
0.34
0.18
1.82
10
0.31
0.22
1.7
Attribute Measurement System Analysis
Part Name
Part No.
Specification
Approved By
Date
Gauge Type
Gauge No
Prepared By
Part
1
1
1
2
0
3
0
4
0
5
1
6
1
7
0
8
0
9
0
10
0
11
1
12
1
13
1
14
0
15
1
16
1
17
1
18
1
19
1
20
1
3
1
2
1
1
1
1
0
0
0
0
0
0
0
0
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
1
0
1
1
1
1
1
1
1
1
1
0
0
0
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
C
Referenc
Reference Codee
Value
2
3
1
1
1
0
1
0
1
0
0
0
0
0
1
1
1
1
1
1
1
0
1
0
0
0
0
0
0
0
0
0
1
1
1
1
1
1
1
1
1
0
0
0
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
Appraiser - A
Decision
Reference
0
1
0
22
1
1
2
35
Total
24
36
Appraiser - B
Total
Decision
Reference
0
23
0
22
37
1
2
60
Total
24
36
36
Total
22
38
60
Appraiser - C
Decision
Reference
Total
0
1
0
21
1
22
1
3
35
38
Total
24
36
60
Appraiser - A
% Effectiveness
%Misses
95 8.33 Acc.
Un Acc.
Appraiser - B
%False
% Effectiveness
2.78
96.67
Acc.
Acc.
%Mis
ses
8.33 Un
Acc.
%Fal
se
0.00
Acc.
Appraiser - C
% Effectiveness%Misse
%Falses
93.33
12.50
2.78
Acc.Un Acc.
Acc.
Decision for appraiser

Acc.
Acceptable
% Effectiveness
%Misses
%False
≥ 90 %
≤ 2%
≤ 2%
M.Acc.
Marginally
Acceptable -May Need Improvement
Un.Acc.
Un Acceptable-Needs Improvement
Legend:
1
Acceptable
+
0
Not Acceptable
-
X
≥
80 %
≤ 5%
≤ 10 %
< 80%
> 5%
> 10 %
Ok - Ok
NG - NG
Ok - NG OR NG - OK
WI FOR MSA
DOC. NO.
QAS-W-22
WORK INSTRUCTIONREV. NO. 00ABC
DATE
1/1/2017
Department.: - Q.A.
M/C. NO. _____________
Subject: - MSA WORK
INSTRUCTION
1.
GENERAL:
Location error : Location error is normally defined by analyzing bias

and linearity.
Width Error :
Width error is normally defined by analyzing gauges R &
R.
As in any study or analysis, sufficient planning for MSA and

preparation should be done prior to
conducting a measurement
system analysis as below:
1.1 List of gauges for variable and attributes, which are referred in the
control plan.
1.2
The instruments are classified family wise to conduct the gage R
&R study. For example if we have
two or more vernier calipers with
the same range and/or same least count, take one which is more
bias
error.
1.3 Select 2 or 3 operators those normally operate the gauge for

gage R &R.
1.4 The MSA study shall be performed in the same environment as

gauge is in use.
1.5 If any of the gauges undergo maintenance/servicing MSA study

will be carry.
2. VARIABLE GAUGE STUDY:
2.1
Gauge Repeatability & Reproducibility study:
Following steps to be followed during conducting variable gauge

study:
2.1.1
Take calibrated gauge for study as per M.S.A. plan and
determine the range, least count, accuracy
of gauge and tolerance of
sample part.
2.1.2
Gauge must have a discrimination that allows at least one tenth
of the expected process variation of
the characteristic to be read
directly.
2.1.3
Take 10 parts of samples from the entire range and at least 2
appraisers. The person conducting the study should ensure the
identification no. /S.No. of samples by keeping the samples in
numbered
tray.
2.1.4
Take the measurement of each part in random order to ensure
that any drift change that could occur will spread randomly through
study. . However the person conducting study should know
which no.
part is being checked and recorded the data accordingly. Record the
observation in the format Gage R &R.
Compare the result of R & R study to acceptance criteria as follows
Under 10% error10% to 30% error
Over 30% errorThe measurement system acceptable.
May be accepted based upon importance of application, cost, repair

etc. and
decided head of concerned department.
Measurement system not acceptable needs improvement.
DOC. NO.
QAS-W-22
WORK INSTRUCTIONREV. NO. 00
ABC
DATE
1/1/2017
Department : - Q.A.
M/C. NO. _____________
Subject: - MSA WORK
INSTRUCTION
2.2 Bias, Uncertainty & Linearity Study:
2.2.1
Take five slip gauges for conducting the Bias, Uncertainty &
linearity study as appropriate for the
gauge, which is under study, and
note down the reference value of these slip gauges.
2.2.2
Take one operator and measure 10 times each slip gauge in the
normal manner and note down the
observation in the format Bias.
2.2.3
Calculate average (x), (x²), Bias (y), (xy), Range, Sigma R (
r), Sigma b (
b), t statistic, uncertainty, y=b+ax, lower confidence
bend & upper confidence bend for each part as formulas
given in
format with help of XL worksheet.
2.2.4
Plot linearity trend for bias and lower & upper confidence bend.
Linearity trend is within the
lower & upper confidence bends accept
the gauge otherwise reject.
3. Attribute Gauge study:
3.1 Take calibrated attribute gauge, which is under study.
3.2 Take 10 parts (Ok, not Ok and borderline) and select two or three
operators.
3.3 Check all the part with the help of higher accuracy instrument and
note down the reference values.
3.4
Check all the 10 part for three trails by each operator and note
down the observations 1 for pass
(OK) and 0 for not OK in the format
of attribute gauge study.
3.5 % Effectiveness
= ( Total
right
decision
/ Total
decision) X
100,
% Miss rate = (Total wrong decision for
NG / Total actual NG ) X 100, %False alarm = ( Total wrong
decision for OK / Total actual OK ) X 100
3.6
Note down the decisions made by each operator and calculate
the % effectiveness, %misses and %
false.
3.7
Take the decision for the measurement system acceptable or not
based on the criteria given in the
format.
False Alarm Rate
Decision of Measurement
Effectiveness
Miss Rate
System
Acceptable for the appraiser

≥90%
≤2%
≤5%
Marginally acceptable
for the ≥80%
≤5%
≤10%appraiser-need improvement
Unacceptable for the appraiser<80%

>5%
>10%need improvement
QMS PROCEDURE
Eff. Date :
15.09.16
Page No. : 01 of 02
TITLE
MEASUREMENT SYSTEM ANALYSIS ( MSA )
PURPOSE
This procedure defines the method for analyzing & reducing variation
present in measurement
System.
SCOPE
This is applicable to :
•
All type of Inspection measuring & test equipment
RESPONSIBILITY

with:
•
In-charge - Std. Room
•
H.O.D -QA
PROCEDURE
Process Map for MSA Study

TITLE
QMS PROCEDURE
MEASUREMENT SYSTEM ANALYSIS ( MSA )
Responsibi
lity
MSA STUDY PROCESS MAP

Process Mapping
Start
Eff. Date :
15.09.16
Page No. :
02 of 02
Document / Records
In charge
/Exec Std
room
1.Identify & prepare the list of Inspection Measuring & Test Equipment & attribute
gauges
List of Insp. Measuring

& Test Equipment
ML-SR-xx

ML-SR-xx
In charge
/Exec Std
room
In charge
/Exec Std
room
3.VARIABLE MSA
Collect 10 Piece Max, Min size

& reject size
ATTRIBUTE MSA
Collect 50 piece Max, Min size

& reject size (1/3parts
rejected)
MSA Plan
PL-SR-xx
Yes
In charge
/Exec Std
room
4.With 2 / 3 appraisers
check 10 pcs 3 times
Work Instruction for
MSA study
WI-SR-xx
15.
No
Is result
satisfactory?
y?
Is result
satisfactory?
14.
Make Calibration report

MSA Study
F-SR-xx (Variable)
F-SR-xx(Attribute)
In charge
/Exec Std
room
5.
Calculate Bias & linearity of
instrument which are used in
R & R study ( Calibration Rep.)
13.
Received beck after
rectification
With 3 appraisers check
50 piece 3 times
Linearity study
F-SR-xx
12.
Send for rectification
Yes
Calculate the
effectiveness, Miss Rate

& False alarm /rate
MSA study
WI-SR-xx
In charge
/Exec Std
room
6.
NoIs result
satisfactory?
11.
Can it be
rectified?
MSA Study
F-SR-xx (Variable)
F-SR-xx (Attribute)
Take corrective Action

& give training to
appraiser how to use

attribute gauge
In charge
/Exec Std
room
In charge
/Exec Std
room
In charge
/Exec Std
room
Yes
7.
Conduct gauge R & R study as

per work instruction
8.
Compare the result of study to

the acceptance criteria
9.
No
Is result
satisfactory?
In charge
/Exec Std
room
2. Prepare Yearly MSA Study Plan based on criteria given in work instruction
Yes
10.
File MSA record

No
Scrap
No
Is result
satisfactory?
Y
Yes
File MSA Record

Corrective Action
Report
MSA Study
F-SR-xx (Variable)
F-SR-xx (Attribute)
16.
Take corrective Action

& give training to
appraiser how to use
variable gauge
Work
Instruction for
MSA study
WI-SR-xx
End
Identification criteria of
MSA study
WI-SR-xx
LESSON -11
SPC ( STATISTICAL PROCESS CONTROL )
STATISTICS
“Statistics may be defined as the collection, presentation, analysis

and interpolation of numerical data”
FUNCTON OF STATISTICS
•
To present facts in definite form
•
To enlarge individual experience
•
To provides guidance in the formulation of policies
•
To use it as a techniques for making comparisons
•
To simplify-un widely & complex data so as to make them
understandable
LIMITATIONS OF STATISTICS
•
Use of statistics is limited to numerical studies
•
Statistical relies on estimates & approximations
•
Applicable only to group data not individual
The most popular terms in the statistics which is commonly used are:
1.
Arithmetic Mean or Average
2.
Median
3.
Mode
4.
Range
5.
Standard deviation
ARITHMETIC MEAN OR AVERAGE
•
It is the quotient obtained by dividing the sum of the value by the
number of the values.
•Formula: (continuous series)
X=(X1+X2+X3…Xn)/n
•
X : average value
•
X1: readings
•
n : no of reading
MEDIAN
•
Median: value at mid-point
Mode
Value Most often occur in a series.
or
Point of Maximum Frequency (In frequency distribution)
RANGE
1.Range: (Absolute Dispersion )
•
Highest value- Lowest Value
•
R= H-L
STATISTICAL PROCESS CONTROL ( SPC ) :
Statistical Process Control (SPC) is the technique, adopted (थवीकार

करना / अपनाना )by most of
the companies,
which
helps
to predict
(भववष्यवािी )variation, using
sample measures
by
determining the amount of common cause &
detect special / assignable causes of variation in the process through
control chart. SPC should be used as an operator’s tools to make
quality visible (as for example, through capability indices, control
chart, data display, using different types of light / color code, pictorial
diagram etc.) for continuous improvement by documenting statistical
evidence, in Preventive-based-System throughout the organization.
Control chart helps to reflect
the performance of the process &
monitor output of the process, and give a good indication of whether
any problem are likely to be correctable locally or will require action
on the system.
A machine or process is under statistical control if it
demonstrates stability and consistency over a period of time, when all
opportunities for special / assignable causes of variation have had a
chance to occur.
Process capability is an indication of prediction of the level of quality

(or a measure of the inherent uniformity) a machine ( or
manufacturing process) can produce.
Case study on control chart and Process Capability clarify how to

take sample and get a clue of
the problem systematically.
Objectives:
Objectives:
To assess ability of any running process.
To assess ability of any running process.
To find out nature of any running process
To find out nature of any running process
To find out variation of any running process
To find out variation of any running process
To find out special cause in any running process
What is Quality Control?
Quality control is “the process through which we measure actual

quality performance, compare it
with a standard and act on the
differences”.
Product Control VS Process Control

Product Control
Process Control
(1)
Keep product characteristics
within specification
(2)
Maintain outgoing product
Identify those process parameter,
which are
affecting variation in product characteristics; Control
them
on target with minimum
variation .
Maintain continuous quality and
Productivity improvement
(3) Detect nonconforming units in final stage Prevent production of

nonconforming units
Why should we now be concerned with quality?
❖
Customer satisfaction
❖
To improve productivity
❖
To improve competitive position
❖
To stay in business
Variation
The purpose of using capability analysis is to measure / predict the

amount of variation. But, in order to do that, we must understand
variation. There is always variation in everything we do,
even though
it may be slight. No two tools are sharpened the same. We would like
to completely
get rid of variation but we know that can’t be done. We
have to predict how big it is, whether it is
bigger than, what we can
tolerate and what to do about if it is too big.
Types of Variation
Types of Variation
Natural Variation (Common Causes): Variation comes from inherent

variation or from common
causes.
causes.
Assignable Variation (Special Causes): Special cause is something

has gone wrong in the process
– something that isn’t normally there.
The important thing now are that variation always exists,

variation comes from common
causes and special causes,
common causes variation can be changed only by changing the
process, and special cause variation can be eliminated by fixing
the process.
Process improvement can only take place when the
special causes of variation are eliminated and one by one the
common causes or variation reduced.
Difference between Common &
Assignable Cause
SL
Common Cause
Inherent Variability & remain constant over1time.
Example:
Output from a single established machine
Only a change in the system will reduce that variability.
4Only management has the ability changes.

Assignable Cause
They
occur in frequently in an unpredictable manner.
Example:
I )Between operator /machines / different batches

of raw material.
II) Due to Tool wear / set up.
They can be found, measured & eliminated.

The machine operator is
best able to discover and make to make changes.
Sources of Variation
MAN -(Training, Skill, Motivation, Communication, Attitude,

Experience, Trust ( आथथा ) etc.)
MACHINE (Fixture, Gages, Tooling
etc.)
MATERIAL (Raw material, Hardness, Coolant etc.)
METHOD -(Process Docs., Speed, Feed etc.)
MEASUREMENT (Measuring instrument, Procedure, Gage R & R

etc.)
ENVIRONMENT (Cleanliness, Noise, Humidity, Timeliness, Central

coolant etc.)
Decision Makers
Gather ( एकत्र करना ) the facts

Organize the facts
Interpret ( व्याख्या करना / समझाना ) the facts
Make a decision
Data Gathering
* Types of data: Variable & Attribute
* Reasons for collecting Data: Primarily for decision making
100 % Inspection & Sampling
100% inspection is only may be 90% effective. It
- Does not ensure good parts.
- Can be very fatiguing.
- Can be expensive ( महँगा / कीमिी ).
Is non-value-added work.
Sampling is easier, faster, and less expensive and can generate

better results.
Types of Data: Variable & Attribute
Variable: Data that can be measured and can be put on a scale
Eg. Distance, Length, Dia. etc. measuring by Scale, Micrometer, Dial

indicator
Attribute: Non-measurable data that cannot be put on a scale

Eg.
Color, Plug Gage (go / no-go)
Reason for Collecting Data
* To understand an actual situation: You need correct data to better

understand what is happening to a
process or method at a certain
point in time. Correct data are required to determine ( र्निािररि करना ) if
and what action needs to be taken.
* For
analysis: After
data are
collected, they are
analyzed and
information is
extracted
( उद्िरि करना / सार

) through the use of statistical methods.
Therefore, data should be collected in
such a way as to simplify later
analysis. These data are used in experiments and problem solving.
*
Data for process control Acceptance or Rejection of lot: Data are
collected and placed in a control chart
depends on the relationship
between what the process is doing and what is supposed to do.
Purpose of Data gathering

Data gathering ( एकत्र करना ) means to gather information on a
specific topic or problem that you are working on. Data is another
word for information. Gathering and organizing data can make
better
decisions. There are following benefits to data gathering
- Improved work flow
- Reduction in costs
- Prevention oriented ( अनुकूि बनाना )
- Development of a quality consciousness ( चेिना / होश )
- Work with facts rather than opinions (

राय / मि )
- Improve decision making
We use this data to capability analysis. The purpose of doing

capability analysis is to answer these
questions.
1.
Can we make it right? (Machine / Process Capability)
2. Are we making it right? (Process Control)
3. Have we made it right? (Product Audit)
4. Can we make it better? (Process Improvement)
Organize the facts
Basic Problem Solving Tool
A type of chart to identify problems is a trend chart. It is a simple and

basic tool that will show period-toperiod picture.
The trend chart can also be used to monitor what is happening on

certain operations and be used to predict what will happen in the
future. This can be used to see if improvements are being made and
how much they are affecting the process.
Histogram serves many purposes. They are graphic displays of data

to show a condition as it currently exists. The histogram is readily and
simply understood and therefore, it is often used as a simple and
common communication tool. A histogram is one type of Frequency
distribution.
Construction of Histogram
Step 1: Gather the data or information.
Step 2: Rank order and tally data
[ (i) R = max value – min value
(ii) Choose approx. no. of class intervals between 5 and 15. Use
formula k = 1 + 3.222 log 10 N, N= total frequency
(iii) C = (R + W)/ k, W = smallest unit of measurement
(iv) Lower limit = X min– 0.5W ]
Step 3: Prepare the vertical and horizontal axis of the histogram.
Step 4: Fill in numeric values on horizontal axis
Step 5: Fill in frequency values on vertical axis
Step 6: Draw each frequency bar corresponding to each value.
Introduction to Basic Statistics
To understand how to analyze and use data it must be put into a

consumable form. When data is presented graphically, it is more
understandable or consumable. The purpose of basic statistics is to
take data and put
it into a form that makes it easy to understand and
easy to communicate.
Total for Member

2000
Mean (Average) = ------------------= -----= 400
Number of Members
5
Median (Middle Value): Median value in a group when arranged

from lowest to highest.
Mode (Most Occurring Value): Mode is
the most of the most frequent occurring value in a group.
When
the data is arranged into a histogram, the highest bar represents
the mode.
Range : Difference between the lowest and greatest
value.
\Standard Deviation:  =  (X - X)2 /n

(Population SD)
s =
 (X - X)2 /n-1
(Sample SD)
Normal Distribution is “bell shaped”.
Statistical Process Control
“Statistical” means having to do with numbers or more particularly

with drawing conclusions from
numbers.
“Process” means a set of conditions or causes which work together to

produce a given result.
“Control” means to keep something within
boundaries or to make something behave the way we want it to
behave.
Why we use SPC?
* Prevention Vs. Detection
* To Document Statistical Evidence

* A Tool for Operator
* To Make Quality Visible
* Continuous Improvement Tool
Operator Controllability
Three elements are required in order to provide operators an

environment of self-control
* Knowing what they are supposed to do.
* Knowing what they are actually doing.
* Having the ability to regulate the process.
Quality Visibility
* Through Capability Indices (M/C & Process)

* Through Control
Charts
* Through Data Display / Pictorial Diagram

* Using Different Type of
Light / Color Code
How SPC Helps
Using sample measures to predict variation by determining the

amount of common cause and helping to
detect Special causes of
variation in the process.
Capability Analysis
* Communicate capability requirements to your machine supplier.

*
Qualify blanks, or raw parts.
* Assure gage capability.
* Assure proper machine / equipment set-up, tooling, and

adjustments.
* Begin capability analysis at supplier end.
* If acceptable, repeat process in in-house.

Conditions for Capability Study
* New or rebuilt equipment
* On-going capability assessment for existing equipment
* Actions to be taken if equipment is not capable:
- Work to improve capability of the equipment and repeat capability

evaluation.
- Change engineering specifications / tolerances to improve capability

index to desired value.
- Accept equipment “as it is”, with agreement to employ a

documented process control plan which will
insure that non-
conforming product cannot be passed on the customer.
Types of Capability Studies
There are different types of studies that determine capability:
* Short Term Machine Capability Study (Small sample of consecutive

( िममक / िगािार ) pieces)
* Long Term Machine Capability
Study(Variation over brief time period - 8 hours)
* Process Capability
Study (Meeting customer requirements over long time period)
Process Capability
“Capability refers to the quantification

( पररमािन ) of common
cause of variation. The presence of special or Assignable cause
variation make the prediction of capability impossible and the
meaning of a capability index unclear ”.
- Victor E Kane, Process Capability Indices, JQT, Jan 1986

Cpk :
what is it?
A prediction, of the level of quality (or a measure of the inherent

uniformity) a machine (or
manufacturing process) can produce.
Statistical Control
A
machine
or
process
is
in control when
it
has
demonstrated
stability
and consistency
( सांगर्ि / अववरोि
)over a period of time, when all
opportunities for special / assignable causes of
variation have had a chance to occur.
Control Development Steps
1. Choose a control subject.
2. Choose a unit of measure.
3. Set a standard of goal for the control subject.
4. Choose a sensing device.
5. Measure and record performance.
6. Interpret difference between actual and standard.
7. Take action on difference.
Control Chart helps to
- Reflects the performance of the process.
- Give a good indication of whether any problems are likely to be

correctable locally or will
require action on the system.
- Monitor output and communicates to users.
- Separate special causes from common causes.
- Determine capability of production process.
- Determine process stability.
- Predict future output.
- Problem solving tool.
- Historical document.
- Minimize the net economic loss from over adjustment and under
adjustment (Dr. Deming).
CONTROL CHART (VARIABLE & ATTRIBUTE)
Answers questions before choosing a control chart ???
* What characteristic is to be investigated?
* What testing devise of gauges will be required?
* What is the purpose of the control chart?
* Which chart will most effectively accomplish the purpose:
A: Variable Control Chart [Moving Range, Average Range ( X & R),

Average SD.( X & S), Moving
Average, Median Range, Pre-Control]
B: Attribute Control Chart [Defective ( p, np), Defect (c,u)]
* What sample size should be drawn? (Risk, Sample to sample

variation, cost, within sample
variation)
* How often sample should be drawn?
* How sample will be drawn? (Consecutive, Randomly)
How to decide which is important characteristic?
* Customer Critical
* Product Critical
* Process Critical
* Under Study for Quality Improvement
Control Chart Selection

CONTROL CHART SELECTION
Type of Data
Variable
Attributen Size
Defects
Defective
n<7n>7
n=1
n>1
X & R
X & s
X & Rm
n size
equal
1 defectSeveral
per chart
defects
per chart
n size
n sizeEqual
Unequalnp chart
p chartp chart
n size
unequal
1 defectSeveral
per chart
defects
per chart
3/1/99
DSB
1
Average & Range chart (X & R)
Step 1: Select subgroup period & sample size
Step 2: Record the data on the control chart format.

Step 3: Calculate
Mean (X bar) and Range (R) for each sample. Step 4: Test
distribution for Normality
Step 5:Calculate the central lines
R = (R1 + R2+…….. + Rk ) / k
X = ( X1 + X2+.……...+ Xk ) /k
Step
6: Calculate the control limits
UCL R = D4 R
LCLR= D3R
UCL X = X+ A2R
LCL X = X - A2R
Step 7: Select vertical & horizontal axis
Step 8: Draw control limits
Step 9: Plot ranges and averages
Step 10: Analyze the range chart
Step 11: Analyze the X chart
Step 12: Locate & Correct special causes
Step 13 : Estimate Standard deviation.
^ = R /d2
Step 14: Cp = ( USL – LSL ) / 6 ^ Cpk = min { (
USL-X ) / 3 ^ , ( X-LSL ) / 3 ^ }
Step
15 : Comment on Process Behavior. Review for
- Points beyond the control limits
- Distance of points from the process average
- Runs
- Trends
- Cycles
Attribute Control Chart
Step 1: Select subgroup period & sample size.
Step2: Record
each
subgroup number of
nonconforming
units
(defective)
or nonconformities on the chart.
Step 3: Depending upon the type of chart, record each

subgroups.
a) Proportion of nonconforming units (p); or
b) Number of nonconforming units (np); or
c) Number of non conformances (c); or
d) Number of nonconformities per unit (u)
Step 4:Calculate the appropriate ( उचचि ) process average ( p, or

np or c or u)
Step 5: Draw control limits
Process Average
2
UCL
LCL
P
p
{p(1-p)/n}
p + 3{p(1-p)/n}
p –
3{p(1-p)/n}
np
np
{np(1-p)}
np + 3{np(1-p)}
np – 3{np(1-p)}
u
u
u / n
u+ 3{u/n}
u – 3{u/n}
c
c
c
c – 3c
c – 3c
Step 6: Select vertical & horizontal scale.
Step 7: Draw control limits and process average.
Step 8: Plot the subgroup values on the control chart.
Step 9: Interpret ( समझाना ) the chart for process control

* Points beyond the control limits
* Distance of points from the process average
* Runs
* Trends
* Cycles
Step 10: Locate and Correct special causes
Control Chart will not
Make processes capable or Solve process problems but they

can give clues to possible
causes.
Process Capability & Control
If control has been established. Then Capability can be

assessed.
Process Control
Data
Average and Ranges ( X bar & R)
Tool
Control Chart
Parameter
Control Limits
Evaluation
Stability of the process over time
Capability
Individual X
Histogram and Normal Curve
Specification Limits
Ability of the process to produce parts

within specification
Process Capability Classification:

Process
Classification
Incapable
Marginally Capable
Capable
Evaluation Criteria
Cpk
Defect Rate
< 1.0
> 0.3 %
1.0 to 1.33
0.3 % to 0.003%
> 1.33
< 0.003 %
Product- Process Compatibility Classification:

Product
Critically
Classification
Critical
Major
Minor
V – Not acceptable for production

IV - 100 % inspection
III – SPC
II - Frequency Check
I
- Audit only
Process Capability & Process Control
Process Capability Classification
Incapable Marginal Capable

V
IV
IV
III
III
II
II
II
I
OUT of
CONTROL
IN
CONTROL
NOT CAPABLE
•
Inconsistent shape of distribution
•
•
Inconsistent process center
•
•
Inconsistent process spread
•
•
Exceeds specification limits
•
•
Not predictable
•
•
Use SPC
•
•
Perform experimental design
•
Investigate specifications
•
Change process
CAPABLE
Inconsistent shape of distribution

Inconsistent process center
Inconsistent process spread
Consistently within spec. limit
Not
predictable
Use SPC
NOT CAPABLE
CAPABLE
•
Consistent shape of distribution
•
Consistent shape of distribution
•
Consistent process center
•
Consistent process center
•
Consistent process spread
•
Consistent process spread
•
Exceeds specification limits
•
Consistently within spec. limits
•
Predictable
•
Predictable
•
Use SPC
•
Use SPC
•
Perform experimental design
•
Investigate specifications
•
Change process
Process Capability & Process Control

NOT CAPABLE
CAPABLE
OUT OF CONTROL
IN CONTROL
4
3
2
1
No.
ACTION
1
Continue to monitor process
Impact on Customers
Low Risk
2
Must reduce special causes
3
Must improve process by reducing common causes
4
Must take action to protect customer
SET UP VERIFICATION:
This has to be done before starting the mass production in the press
shop machine mainly. Run the machine after die, tool and fixture
proper adjustment, machine maintenance and setting of
machine parameter at their working recommended (

सौंपना / सिाह
)levels.
See the trail sample and try to set the above things until the desired
output comes at middle level.
Calculate the control limits for special
characteristics parameters, if process is stable and under
statistical
control.
For next time onwards, after doing die, tooling, fixture adjustment,
machine maintenance and after setting of machine process
parameter; collect minimum two trail pieces ; see whether points
fall
within central one-third control limits. If it is so, set up can be
approved for mass production.
If the results fall in outer two-third
zone of control limit, then a second set of parts should be
manufactured, measured. If point falls in the same outer two-third
control zone, then setup should be adjusted and this sequence to be
repeated; unless consecutive ( िममक ) minimum two parts fall within
one-third control zone.
CONTROL CHARTS
This is a chart which is used to prevent non confirming product

generation from any process and also provide status of the process
that, the process is running with only common cause variation
or
there is any special cause in the process.
The control charts are generally used for critical process only, and
pictorial represent the status of
any process and easy to understand
by anyone about the process condition.
Marginal
Risky
High Risk
SIX Sigma
“Quality is our job, Customer satisfaction is our duty, Customer

loyalty is our future”
Motorola Philosophy: “Quality is our job, Customer satisfaction is our

duty, Customer loyalty is
our future”
Note: Six Sigma means six standard deviation fit between “ Target
and Specification”, ( Six standard deviation fit between Mean value
and USL or LSL )
Relationship between Cpk and percent Nonconforming
Cpk
Sigma
Expected Percent Expected yield %
Expected no. of
Nonconforming
parts out of spec
0.10
76.4177
23.5823
764.2 PPT
0.20
54.8506
45.1494
548.5 PPT
0.30
36.8120
63.1880
368.1 PPT
0.40
23.0139
76.9861
230.1 PPT
0.50
13.3614
86.6386
133.6 PPT
0.60
7.1861
92.8139
71.9 PPT
0.70
3.5729
96.4271
35.7 PPT
0.80
1.6395
98.3605
16.4 PPT
0.90
0.6934
99.3066
6.9 PPT
1.00
 3 sigma
0.2700
99.7300
2.7 PPT
1.10
9.6685 X 10 -2
99.9033
966.8 PPM
1.20
3.1822 X 10 -2
99.9682
318.2 PPM
1.30
9.6193 X 10–3
99.9904
96.2 PPM
1.33
 4 sigma
6.3342 X 10–3
99.9937
63.3 PPM
1.40
2.6691 X 10–3
99.9973
26.7 PPM
1.50
6.7953 X 10–4
99.9993
6.8 PPM
1.60
1.5867 X 10–4
99.9998
1.6 PPM
1.67
 5 sigma
5.7330 X 10–5
> 99.9999
573.3 PPB
1.70
3.3965 X 10–5
> 99.9999
339.7 PPB
1.80
6.6641 X 10–6
> 99.9999
66.6 PPB
1.90
1.1981 X 10–6
> 99.9999
12.0 PPB
2.00
 6 sigma
1.9732 X 10–7
> 99.9999
2.0 PPB
Assumptions underlying the construction of this table:
•
The process is in control
• The characteristic being assessed is “on target” at the midpoint of

the specification limits.
•
The characteristic being assessed is normally distributed
Cp & Cpk Study
Data Monitoring sheet : This is a standard format which is used to

recording the observation to calculate Cp & Cpk value.
LOGO
PART NAME :
MODEL :
PROCESS / OPERATION :
M/C NO. :
PARAMETER :
SPECIFICATION :
DATE
SHIFT /
TIME
1
ABC LIMITED
SPC DATA MONITORING SHEET
PART NO. DATE :

M/C NAME :
INST. / EQUIP.:
OBSERVATION
( MONITOR 5M & 1E CONDITION 2
3
4
5
DURING
DATA COLLECTION )
Checked by : F-QA-3 / 01 / 01.01.17
Reviewed by :
ABC Limited
Doc. No.
WI-QA-04
Rev. No.
ooLOGO
WORK INSTRUCTION
Eff. Date
01.01.17
Page
01 of 04
TITLE : STATISTICAL PROCESS CONTROL STUDY
PURPOSE
The purpose of this procedure ( प्रक्रिया ) is to present guidelines for carrying out statistical
studies to control the special quality characteristics during manufacturing stage .the quality of
the product
SCOPE
This procedure is applies to critical characteristics identified by Customer or Internally.
RESPONSIBILITY
HOD-Process Control
&
HOD - QA
INSTRUCTIONS TO CALCULATE Cp & Cpk ( PROCESS

CAPABILITY )
SHORT TERM CAPABILITY
Short term study is based on the data collection for Short period i.e. one operation run of the
machine
This study is being normally to find out the machine capability
Lot Size : Minimum
lot size is 30 parts ( Preferred lot size is 100 Nos. )
Sample selection
criteria
Instructions during
sample production and
measurement
Non Consecutive Intervals ( Preferred )
1-5
20-25
40-45
60-65
80-85
95-100
Batch No.
Consecutive Intervals ( Min. )
1
1-5
2
6-10
3
11-15
4
16-20
5
21-25
6
26-30
i) Machine should be in healthy condition

ii) Production tooling should be used
iii) Production
setting condition to be ensured
Do's
iv) Cycle Time & Run@rate should be monitored as a
condition during the Trial
v) Marking should be done on each part
vi) Measurement of part should be done by the qualified man & qualified Gauge /
measuring
system
vii) Process to be set on target mean before start of data collection

i) No correction should be
done during the consecutive part manufacturing
ii) Machine should not be stopped a longer
period during the data collectionDon'ts
iii) Don’t Reset the Process
iv) No Tool change should be done
Calculations :
a) Calculate
the sum of each sub group & then the average ( X ) of each subgroup
X1 + X2 +……………………………+Xn (Where n is the no. of sample in each subgroup)

X
=
n
b) Calculate the range ( R ) of each subgroup as below :
R = X highest
- X Lowest of each subgroup
c) Calculate the average range R as below :
R1 + R2 +……………………………+Rk
(Where k is the no. of sample in each subgroup)
R =
n
d) Calculate the control limits for range chart i.e. UCLr and LCLr to show the extent by which
subgroup ranges would vary if only common cause of variations were present
UCLr =D4 x R
, LCL =D3 x R ( Value of D4 & D3 constant are given in the table below )
Rev. No.
00
Logo
WORK INSTRUCTION
Eff. Date
1.1.17
Page
2 of 4
TITLE :
STATISTICAL PROCESS CONTROL STUDY
e ) Plot the X and R chart

Calculations :
f ) Calculate the average X as follows :
X1 + X2 + ………………..Xk
X =
( Where K is the no. of sample in each subgroup
n
UCLx = X + A2 R
& LCLx = X – A2 R
( Where A2 is constant and
given in Table)
g ) Draw the average X , UCL x & LCLx as solid lines on the “ Process
capability data sheet”
Compare all the subgroup averages ( X ) against the UCLX & LCLx
Process Capability :
h) σ = R / d2
( where R is the average of the subgroup and
A2 is the constant given in Table )
USL-LSL
Tolerance
Cp =
=
6σ
6σ
Cpk = Minimum, of { USLX ) / 3σ } and { (X – LSL) / 3σ } ( For two

sided specified limits eg.12 ± 0.10 mm )
USL-X
Cpk
=
( For one sided specified limits eg. Run out ≤ 0.05 mm)
(Uni-
directional) 3σ
Review of results :
1)Compare the capability results against the Target.
2)Take corrective and preventive actions to improve the capability if

lower than the Target.
3)If Cpk is within Target , maintain the results in future.
4)Plot the trend against Target.
5)Review X bar & R bar chart, If not OK take suitable actions.
REFERENCE TABLE
n 2
3
4
5
6
7
8
9
10
A2
1.88
1.02
0.73
0.58
0.48
0.42
0.37
0.34
0.31
D4
3.27
2.57
2.28
2.11
2
1.92
1.86
1.82
1.78
D3
0
0
0
0
0
0.08
0.14
0.18
0.22
d2 1.33
1.69
2.06
2.33
2.53
2.7
2.85
2.97
3.08
Note: Above calculation is valid incase of normal distribution of

population only.
ABC Limited
Doc.No.
WI-QA-05
Rev.No.
ooLogo
WORK INSTRUCTION
Eff.Date
01.01.17
Page
03 of 04
TITLE :
LONG TERM CAPABILITY ( Cpk )
Long term study is based on measurement collected over a period of time. The data shall be
collected for long
enough time and in such a way as to include all expected source of
variation
Lot Size : Minimum lot size is 30 parts ( Preferred lot size is 100 Nos. )
Take 20 subgroup of 5 parts as follows :
Sample selection
criteria
Condition 1
Condition 2
Condition 3
Condition 4
Instructions during sample production and

measurement
Do's
Don'ts
Take 5 samples produced consecutively after equal intervals of
time
covering all working shifts
Use data filled in Run Chart during fixed interval of time
Take 5 samples of each day Production / supply for desired length of

period
Random samples at irregular intervals may be taken.
i) Min. batch qty. 1000 Nos. or one day production quantity whichever
is
less should be the population
ii) Min. 100 pcs sample (20subgroup) for process capability

calculation
iii) Preferred population size for data collection is 1 week
prod. X all shifts
iv) Machine should be maintained in health condition
v) Production tooling should be used
vi) Production setting condition to be ensured
vii) Measurement of part should be done by the qualified man &

qualified
gauge / measuring system
viii) Data collection should be covering of all 5M variation
ix) study to be conducted in SPC study format / software
i) No correction should be done during the subgroup manufacturing

ii)
Do not reset process while picking up samples for subgroup
iii) No
tool change should be when selecting samples within the subgroup
iv) No special setting should be done during samples production
Calculations :
a) Calculate the sum of each sub group & then the
average ( X ) of each subgroup
X1 + X2 +…………+Xn
(Where n is
the no.of sample in each subgroup)
X = n
b) Calculate the range ( R ) of each subgroup as below :

R = X
heighest - X Lowest of each subgroup
c) Calculate the average range

R as below :
R1 + R2 +……………+R
k
(Where k is the no. of sample in each
subgroup)
R=n
d) Calculate the control limits for range chart i.e. UCLr and LCLr to
show the
extent by which
subgroup ranges would vary if only common cause of variations were

present
UCLr = D4 x R bar , LCLr = D3 x R bar (Value of D4 D3 constant are

given in the table below)
Rev. No.
00
Logo
WORK INSTRUCTION
Eff. Date
1.1.17
Page
4 of 4
TITLE :
e ) Plot the X and R chart

Calculations :
f ) Calculate the average X as follows :
X1 + X2 + ………………..Xk
X =
( Where K is the no. of sample in each subgroup
n
UCLx = X + A2 R
& LCLx = X – A2 R
( Where A2 is constant and
given in Table)
g ) Draw the average X , UCL x & LCLx as solid lines on the “ Process
capability data sheet”
Compare all the subgroup averages ( X ) against the UCLX & LCLx
Process Capability :
h) σ = R / d2
( where R is the average of the subgroup and
A2 is the constant given in Table )
USL-LSL
Tolerance
Cp =
=
6σ
6σ
Cpk = Minimum, of { USLX ) / 3σ } and { (X – LSL) / 3σ } ( For two

sided specified limits eg.12 ± 0.10 mm )
USL-X
Cpk
=
( For one sided specified limits eg. Run out ≤ 0.05 mm)
(Uni-
directional) 3σ
Review of results :
1)Compare the capability results against the Target.
2)Take corrective and preventive actions to improve the capability if

lower than the Target.
3)If Cpk is within Target , maintain the results in future.
4)Plot the trend against Target.
5)Review X bar & R bar chart, If not OK take suitable actions.
REFERENCE TABLE
n 2
3
4
5
6
7
8
9
10
A2
1.88
1.02
0.73
0.58
0.48
0.42
0.37
0.34
0.31
D4
3.27
2.57
2.28
2.11
2
1.92
1.86
1.82
1.78
D3
0
0
0
0
0
0.08
0.14
0.18
0.22
d2 1.33
1.69
2.06
2.33
2.53
2.7
2.85
2.97
3.08
Note: Above
calculation is valid incase of normal distribution of population only.
QMS PROCEDURE
Eff. Date : 01.05.18
Page No. : 01 of 02
TITLE
STATISTICAL PROCESS CONTROL
PURPOSE
This procedure defines the method for improving manufacturing

processes effectiveness &
efficiency through statistical process control.
SCOPE
This is applicable to :
•
Special / Critical Product characteristics specified by the customer.
•
Special / Critical Product / Process characteristics identified
internally by CFT
RESPONSIBILITY

with:
•
Head / In-charge Production ( Primary )
•
Head / In-charge– QA ( Primary )
•
Head– Design & Dev. ( Secondary )
PROCEDURE
Process Map for SPC Study
QMS PROCEDURE
TITLE
PROCESS MAP FOR
SPC STUDY
Responsibility
Process Mapping
Document /
Records
Start
Training faculty
CFT – D&D, QA,

production
2.Identify & prepare the list of Special/ Critical Characteristics of each product as per control
plan / PPS /
Customer specification.
List of Critical / Special
Characteristics
ML-ENG-xx ,
Inch / Head QA
.
3.
Prepare Yearly SPC Study Plan

SPC Plan
PL-QA-xx
Shift Inch / Supv.

Prod & QA
5.
Mention the 4M
changes in
control chart 4.Eliminate the special causes &
Conduct SPC study as per Work Instruction.

(Choose sample size & frequency of check as
per WI
Work Instruction for SPC study
WI-QA-xx
Section/ line
in-charge /
Inch. Prod./ QA
6.
Calculate Cp/ Cpk as

applicable
SPC Data Monitoring Sheet

F-QA-xx
SPC Study F-QA-xx
CFT – D & D, QA
Prod. Process &
Maintenance Team
7.
Is
Cpk ≥ 1.33
NO
11.
Analyze problem & identify
root cause(s) of Poor
Performance/ Capability of
Processes
Brain storming sheet F-QA-xx
Cause & Effect Diagram F-QA-xx

Why- Why Analysis F-QA-xx
CFT – D & D, QA
Prod. Process &
Maintenance Team
YES
8.
Analyze control
charts for trends
12.
Decide & take necessary
corrective actions to
improve process capability
Corrective Action
Report
F-QA-xx
SPC Study F-QA-xx
Shift Inch / Supv.

Prod & QA
CFT – D & D, QA
Prod. Process &
Maintenance Team
9.
Continue to monitor
the process
13.
Implement actions and
conduct SPC Study again and monitor results
SPC Data Monitoring Sheet

F-QA-xx
SPC Study
F-QA-xx
14.
Review results to see the

improvement in process
performance / capability
SPC Study F-QA-
xx
Head / Inch. QA
Head / Inch. Prod.
1.
Impart Knowledge of basic statistical concept to all

concerned as per training procedure.
10.
Maintain the records
15.
Improve process
continuously
Progress Report Sheet - SPC
F-QA-xx
End
Eff. Date : 01.05.18

Page No. : 02 of 02
Basics concepts
- SPC
Process Capability Study
TM-HR-XX
LESSON =12
APQP ( Second Edition, July 2008 )
PRODUCT QUALITY PLANNING CYCLE
PLAN:
Technology and concept development
DO:
Product / Process Development and Proto type Verification
CHECK:
Confirmation Product and Validation Process
ACT:
ADVANCED PRODUCT QUALITY PLANNING ( APQP ):
This is a structured method of defining and establishing

( सांथथापन
)the steps necessary to assure that a product satisfies the customer.
APQP goal is to facilitate communication with everyone involved to

assure that all required steps
are completed on time. The effective
product quality planning depends on organization’s / company’s top
management commitment to the effort required in achieving customer
satisfaction.
Benefits of APQP: Following are the benefits of APQP
➢
This provide direct resources to satisfy the customer.
➢
This promote early identification of required changes.
➢
This avoid late changes.
➢
This provide a quality product on time at the lowest cost.
STEPS OF APQP EXECUTION ( कायािन्वय ):
There are some steps as given under must be considered at the time
of APQP executionOrganize the team: Assign a process owner for
the APQP project. Across functional team ( CFT ) should be
established to assure effective execution of APQP. The CFT should
include representatives from multiple functions like manufacturing,
quality, engineering, human resources, purchasing, sales, field
service, customers, suppliers as appropriate ( उपयुक्ि ).
Define the
scope: The APQP team must identify customer needs, expectations
and requirements.
➢
Select a project team leader.
➢
Define the role and responsibilities of each functions
representative.
➢
Identify the customer- Internal and External.
➢
Define customer needs.
➢
Select suppliers, individuals that must be added to the APQP
team, and
those not required.
➢
Understand and define customer expectations.
➢
Assess the feasibility of the proposed design, requirements of
performance
and process for manufacturing.
➢
Identify timing, cost and constraints( प्रर्ि बांि ) that must be
considered.
➢
Identify / Define assistance required from the
customer.
➢
Identify documentation method and / or process.
Team to team: Line of communication between APQP team and other

customer and organization teams. This may include regular meetings
with other teams.
This is dependent upon the number of issues requiring resolutions.

Training: An effective training program that communicates
development skills and all the requirements to fulfill customer needs
and expectation.
Customer and organization involvement: The organization has an

obligation to establish a CFT to manage the APQP process and same
performance expect from supplier.
Simultaneous engineering: This is a process where cross functional

teams strive ( सांघषि करना ) for a common goal.
Control plans: This is a written description of the systems for

controlling output and processes.
Concern resolution: At the time of
APQP process the team will encounter ( सामना करना ) product design
and / or processing concerns. This concerns should be documented
on a matrix with assigned responsibility and training including
discipline problem solving methods in difficult
situations.
Product quality timing plan: This is a planning which is include

sequence of required activities
and timing of activity executions.
The quality timing plan has must start and completion date for each
activity. This is help to monitoring the progress of planned activities
and required necessary actions.
Plans relative to the timing chart: The success of any program

depends on meeting customer
needs and expectations in a timely
manner at a cost that represents value. This is required to APQP
team to concentrate its efforts on problem prevention.
APQP MATRIX
The matrix shown below depicts ( चचत्रत्रि करना ) the product quality
planning functions for three types of organizations.
Important points / steps of APQP Matrix as under
Required Steps for APQP

Design
Responsible
Define the Scope
Plan and Define
Product Design and Development
Feasibility
Process Design and Development
Product and Process Validation
Feedback, Assessment and Corrective Action

Control Plan
Methodology
YES
YES
YES
YES
YES
YES
YES
YES
FIVE PHASES OF APQP
FIVE PHASES OF APQP
PLAN AND DEFINE PROGRAM
PRODUCT DESIGN AND DEVELOPMENT
PROCESS DESIGN AND DEVELOPMENT
PRODUCT AND PROCESS VALIDATION
FEEDBACK, ASSESSMENT AND CORRECTIVE ACTION

PHASE –I
Type of Organization
Manufact
uring
Only
YES
NO
NO
YES
YES
YES
YES
YES
Service Organization like Heat Treat, Warehousing, Transportation

etc.
YES
NO
NO
YES
YES
YES
YES
YES
This phase describes how customer needs and expectations are

linked to planning and defining a quality program. The goal of any
product program is meeting customer needs while providing
competitive value.
The input required in this phase and output of this phase given under
INPUTS
➢
Voice of the customer ( Warranty & Quality data,
Customer / Field
experience, Market Information, OEM Vehicle build timing, OEM
Volume expectations )
➢ Business plan / Marketing strategy
➢ Product / Process benchmark data
➢ Product / Process assumptions( अनुमान )
➢ Product reliability studies
➢ Customer Inputs
OUTPUTS
➢ Design goals
➢ Quality and reliability goals

➢ Preliminary bill of material
➢
Preliminary process flow chart
➢ Preliminary list of special product
and process characteristics

➢ Product assurance plan
➢ Management support ( Including
Program timing and planning for

resources and staffing to support
required capacity )
PHASE
– 2
This phase describes the elements of the planning process during

which design features and characteristics are developed into a near
final form.
In this phase the product quality planning process is designed to

assure a comprehensive and critical review of engineering
requirements and other related technical information.
The inputs and
outputs applicable to this phase are as follows
INPUTS
➢
Design goals
➢ Quality and reliability
➢ Preliminary bill of material

➢ Preliminary process flow chart
➢
Preliminary list of special product
and process characteristics
➢ Product assurance plan
➢ Management support
OUTPUTS
➢ Design failure mode and effects analysis ( DFMEA )

➢ Design for
manufacturability and assembly
➢ Design verification
➢ Design Reviews
➢ Prototype build – Control plan
➢Engineering drawing ( with numerical data)

➢ Engineering
specifications
➢ Material specifications
➢ Drawing and specifications changes
➢ New equipment, tooling and facilities requirements

➢ Special
product and process characteristics
➢ Gauges / testing equipment requirements
➢Team feasibility commitment and management support
PHASE
– 3
This phase discusses the major features of developing a

manufacturing system and its related control plans to achieve quality
products. This phase is designed to ensure the comprehensive
development of an effective manufacturing system.
The inputs and outputs applicable to this phase are as follows
INPUTS
➢
Design failure mode and effects analysis ( DFMEA )
➢ Design for
manufacturability and assembly ➢ Design verification
➢ Design Reviews
➢ Prototype build – Control plan
➢ Engineering drawing ( with numerical data)

➢ Engineering
specifications
➢ Material specifications
➢ Drawing and specifications changes
➢ New equipment, tooling and facilities requirements

➢ Special
product and process characteristics
➢ Gauges / testing equipment
requirements
➢Team feasibility commitment and management
support
OUTPUTS
➢ Packing standards and specifications

➢ Product/Process quality
system
review
➢Process flow chart / Diagram (PFD)

➢ Floor plan layout
➢ Characteristics matrix
➢ Process failure mode and effect analysis ( PFMEA )
➢
Pre-launch control plan
( With POKA YOKE )

➢ Process instructions
➢ MSA Plan
➢ SPC Plan
➢ Management support ( Including operator staffing and training plan

)
PHASE – 4
This phase discusses the major features ( ववशेषिा ) of validating the

manufacturing process
through an evaluation of a significant (

महत्वपूिि ) production run.
During a significant production run, the APQP team should validate
that the control plan and process flow chart are being followed and
the product meet customer requirements.
The inputs and outputs applicable to this phase are as

followsINPUTS
➢
Packing standards and specifications
➢ Product/Process quality
system review
➢ Process flow chart / Diagram (PFD) ➢ Floor plan
layout
➢ Characteristics matrix
➢ Process failure mode and effect analysis ( PFMEA )

➢ Pre-launch control plan
With POKA YOKE )

➢ Process instructions
➢ MSA Plan
➢ SPC Plan
➢ Management support
OUTPUTS
➢ Significant production run
➢ Measurement system evaluation ( MAS study )

➢ Preliminary
process capability study(SPC study)
➢ Product part approval ( PPAP
lot submission )
➢ Production validation testing
➢ Packaging evaluation
➢ Production control plan
➢ Quality planning sign-off and management

support
PHASE
– 5
FEEDBACK, ASSESSMENT AND CORRECTIVE
ACTION
The production control plan is the basis for evaluating
product or service at this phase. The inputs and outputs applicable to
this phase are as follows
INPUTS
➢
Significant production run
➢ Measurement system evaluation ( MAS study )

➢ Preliminary
process capability study(SPC study) ➢ Product part approval ( PPAP
lot submission )
➢ Production validation testing
➢ Packaging evaluation
➢ Production control plan
➢ Quality planning sign-off and management support
OUTPUTS
➢ Reduced variation
➢ Improved customer satisfaction

➢ Improved delivery and service
➢Effective use of lessons learned/ best practices
APQP Timing Plan ( Phase Wise )

Program Event
Resp.
Start
Finish
Status
P & A
P & A
PHASE - I (PLAN & DEFINE PROGRAM)
1) Customer inputs
CFT/Mktg.
2) Preliminary Listing of Special Product andEngg.Process Characteristics
3) Material Specifications
Engg.
4) Initial Feasibility & Risk analysis

Engg.
5) QUOTATION
Mktg.
REVIEW OF PHASE - I ACTIVITIES
PHASE - II (PRODUCT DESIGN & DEVELOPMENT)
1) Timing Plan for development
2) Purchase Order Review
3) Process Flow Chart (Prelaunch)
4) Part Drawing- BOP
5) Part Drawing -Machining
6) Manufacturing Feasibility Review

Dev./Engg
Mktg
Engg+CFT
Engg
Engg
CFT/Engg
REVIEW OF PHASE - II ACTIVITIES

PHASE - III (PROCESS
DESIGN & DEVELOPMENT)
1) Process Flow Diagram (

PFD)
Engg.
2) Process FMEA CFT/Engg.
3) Pre-Launch Control Plan

Engg.
4) QA Plan
I) BOP Check Point

QA / BOP
II) Final Check Point
QA / PDI
5)
Fixtures List
Engg.
6) Gauge List
QA /Engg.
7) Tools List
8) Process Instructions (PPS) Pre -Launch
9) Capability (Cp / Cpk) Study Plan
Engg.
Engg.
Dev./QA
10) Measurement Systems Analysis Plan (MSA)

QA
11) Target
Setting for Cpk / defect PPM
I ) Internal Customer
II ) External Customer
III) Straight Pass
IV ) Warranty Claim
V ) Rework
12) Floor Plan Layout
13) Training Plan (Machine & Operator

specific)
14)
Work Instructions (Hindi)
15) Packaging Standard
16) Trial Run Plan

CFT/APQP Team
Engg.
Dev+QA
Dev.
Mktg/Engg
Dev.
REVIEW OF PHASE - III

ACTIVITIES
PHASE - IV (PRODUCT &
PROCESS VALIDATION )
1) Review OF Fixtures Status
2) Review of
Gauges Status
3) Review of Cutting Tools Status

4) Review of raw Material Status
5)
Production Trial Run (Run@rate)
6) Cpk Study
7) MSA Study
8) Process Qualification
9) Packing Evaluation
10) PSW Submission
Dev./Engg
Dev./Engg
Dev./Engg
Dev./Engg
Dev./ QA
QA / Dev.
QA /
Dev.
Dev./ QA
Dev./Mktg.
Dev./Mktg.
REVIEW OF PHASE - IV
ACTIVITIES
PHASE - V (FEED BACK &
IMPROVEMENT PLAN)
1) Customer''s Feedback
2) PSW Sign off
3) Rampup Activity
3.1) Review of Targets
3.2) Monitoring for process stability

3.3) Modification / Rectification of
Fixtures
/Process
4) Production Control Plan
5) Process Planning Sheet (PPS) / Process

Instructions Final
6) Learning from Project
Mktg.
Mktg/Engg
Dev /Engg
Dev /Engg
QA / Dev.
Dev /Engg
Engg.
Engg.
CFT
REVIEW OF PHASE - V
ACTIVITIES
TITLE
QMS PROCEDURE
Eff. Date : 01.09.18
Page No. : 01 of 06
APQP / PPAP
PURPOSE
This procedure defines the method for APQP & PPAP
SCOPE
- Project Timing Plan
- Project Review at different stages
- Review of Customer Inputs
RESPONSIBILITY

with:
•
Engineering Head
•
CFT / APQP TEAM
•
Production & QA Head
PROCEDURE
Process map for APQP & PPAP process
QMS PROCEDURE
Eff. Date : 01.09.18
Page No. : 02 of 06
TITLE
APQP / PPAP
Responsibility
APQP & PPAP PROCESS MAP

Process Mapping
Start
Marketing Head
Engineering Head
1.
Receive part Drawing / Standards /

Volume (RFQ) & Entry in Register
Document / Records
6.
Communication with
customer & resolve
the issue
Engineering CFT /
Marketing
Review of Customer Inputs / Material Specification
Customer Input receiving
record
F-ENG-xx
Engineering CFT
3.
Preliminary Listing of Special Characteristics (if applicable)

Customer part drawings
Material Standards
Customer Input Checklist

F-MKT-xx
Engineering CFT /
Marketing
4.
Initial Feasibility & Risk Analysis

List of CTQ Parameters
F-ENG-xx
List of Spl. Characteristics

F-ENG-xx
7.
With
modification
5.
NoFeasible
Initial feasibility & Risk

Assessment
F-ENG-xx
Technical Feasibility Study
F-ENG-xx
Engg. Head /
Marketing
Engg. Head /
Marketing
8.
Prepare issue sheet /

design change
request
Yes
12.
Prepare & submit Quotation
13.
Receive LOI / Purchase Order

Quotation Sheet
F-MKT-xx
Engg. Head /
Marketing
9.
Customer
Approval
Feasible
14.
Not OKCheck
Letter of Intent / P.O.
Engg. Head /
Marketing
10.
Regret
OK
15.
Go ahead for Development

Letter of Intent / P.O.
11.
RFQ Cancelled
16.
Review of Phase-I Activities

APQP Review meeting
Sheet
F-ENG-xx
( Phase - I
P
TITLE
QMS PROCEDURE
APQP / PPAP
Eff. Date : 01.09.18

Page No. : 03 of 06
Responsibility
Process Mapping
Document / Records
P
HOD
– Engineering
17.
Based upon Customer needs

Prepare Development Plan
New Product Development Plan
F-ENG-xx
Exec. / AM Engg.
CFT - NPD ( Engg)
18.
Prepare APQP Timing Plan

APQP Timing Chart
F-ENG-xx
Exec. / AM Engg.
CFT - NPD ( Engg)
19.
Prepare Listing of Tooling. List of Gauges & testing

equipments , List of Cutting Tools, List of
Machines
BOM-Production Tooling
BOM-ENG-xx
List of Production Tooling
ML-ENG-xx
List of machines & equipments

ML-ENG-xx
New gauge & Testing Equipment

requirement F-ENG-xx
Product Checking Aids
F-ENG-xx
BOP Drawing
Exec. / AM Engg.
20.
Make BOP Drawing (If required)
Part Drawing
Exec. / AM Engg.
21.
Make Part Drawing (If required)
Exec. / AM Engg.
22.
Issue Drawing / Standard to

concerned deptt.
Drawing distribution record
F-ENG-xx
Head - Purchase
23.
Raw material source

Identification / finalization
& procurement plan
24.
Ref. QSP-PUR-XX & QSP-PUR-XX
CFT – NPD
Head– Engg.
26.
Review of Phase - II Activities

APQP Review meeting
Sheet
F-ENG-xx
( Phase– II )
Q
QMS PROCEDURE
Eff. Date : 01.09.18
Page No. : 04 of 06
TITLE
APQP / PPAP
Responsibility
Process Mapping
Document / Records
Exec/ AM Engg.
Engg. Head
Exec/ AM Engg.
Engg. Head
CFT – NPD
17.
Prototype Control
Plan
Prepare PFD / PFC

Review Tool List

PFD-ENG-XX
PQCS-ENG-XX
BOM-Production Tooling
BOM-ENG-xx

ML-ENG-xx
Conduct FMEA
Failure Mode & Effect
Analysis FMEA-ENG-XX
Exec/ AM Engg.
Engg. Head
CFT – NPD
Make Prototype
Samples
Final Listing of Special

characteristics
Review Gauge
List
Control Plan / PQCS
( Proto )
CP-ENG-XX / PQCS-ENGXX
F-ENG-xx
Exec/ AM Engg.
Engg. Head
CFT – NPD
Submit Prototype Samples

with report as per
customer manual
Prelaunch Control Plan

/ PQCS
Review Fixture List

F-ENG-xx
CP-ENG-XX / PQCS-ENGXX
Exec/ AM Engg.
Engg. Head
CFT – NPD
Sample
Approval
QA Plan (Check Point–
BOP / Final Insp.)

CP / Cpk Study /
MSA Plan
Exec/ AM Engg.
Engg. Head
CFT – NPD
Prepare Preliminary Process
Planning Sheet
Exec/ AM Engg.
Engg. Head
CFT – NPD
Target setting &
Reinforced Control
During Rampup
Input from Supplier plan (in case in
Renault & Nissan)
F-
ENG-xx
IMIS-QA-XX
RMQP-LAB-XX
FIS-PRD-XX
PDIS-QA-XX
SPC Plan &

MSA Plan
PL-ENG-xx
PPS-ENG-XX
Target setting & Reinforced

Control F-ENG-xx
Engg. Head
CFT – NPD
Operator Training Plan
CFT – NPD
Trial Run Plan
Work Instruction
( Hindi)
Operator Training Plan

PL-ENG-xx
Exec/ AM Engg.
CFT – NPD
Packaging Standard
Trial Sheet F-ENG-xx
WI-PRD-XX
Packaging Standard
PS-ENG-XX
Head - Engg.
CFT – NPD
Review of Phase - III Activities
APQP Review meeting

Sheet
F-ENG-xx
( Phase– III )
R
QMS PROCEDURE
Eff. Date : 01.09.18
Page No. : 05 of 06
TITLE
APQP / PPAP

Responsibility
Process Mapping
Document / Records
Engineering
Review the Status of
Fixtures, Tools, Gauges & Raw Material

Update the
Tooling List
Fixture , Tool , Gauge (FTG)
F-ENG-xx
Tool Development Plan

PL-ENG-xx

ML-ENG-xx
Head
– Engg. , QA &
Production
Production Trial Run (Run@ Rate)

Trial Sheet
F-ENG-xx
(Production Trial Run )
Process In-charge
Production & QA
Conduct Cpk Study

SPC Study
( Process Capability Study)

F-QA-xx
Process QA In charge
Conduct MSA Study
Gauge R& R Study
F-QA-xx
CFT – NPD ( Engg )

Process Qualification (if required)
Process Validation Report
F-ENG-xx
Engg. / PPC In-charge

Packaging Evaluation
Packaging Standard
PS-ENG-XX
Engg./Mktg.
PSW Submission & PPAP Documents
PPAP documents

F-ENG-xx
Engg./ CFT
Review of Phase - IV Activities
APQP Review meeting
Sheet
F-ENG-xx
( Phase– IV )
S
QMS PROCEDURE
Eff. Date : 01.09.18
Page No. : 06 of 06
TITLE
APQP / PPAP
Responsibility

Process Mapping
Document / Records
Mktg. Head
Engg. Head
Get Feedback from customer /
Communicate to Customer for
further Action
Mail / Telephonic
Mktg. Head
Engg. Head
PSW sign off

F-ENG-xx
Head - Prod./ QA /
Engg.
Ramp-up Activities (Review of Targets /Monitoring for Process

Stability)
Volume Ramp up
QSP-PRD-xx
Target setting / Reinforced controls

during ramp up
F-ENG-xx
NO
Head - Prod. / QA
/Engg.
Completion
Exec. / AM - Engg.
YES
Release Control Plan /

PQCS - Production
Control Plan CP-ENG-XX
Process Quality
Control Sheet PQCS-ENG-XX
Exec. / AM - Engg.
Final Listing of Special
Characteristics
List of CTQ Parameters /
List of Spl. Characteristics

FENG-xx
Exec. / AM - Engg.
Release Process Planning
Sheet (Final)
Process Planning Sheet

PPS-ENG-XX
Process Sheets
PS-ENG-XX
Head Engg.
CFT - NPD
Review Learning from

Project
Things gone right & Things gone wrong
F-ENG-xx
Head Engg.
CFT - NPD
Review of Phase - V Activities
APQP Review meeting

Sheet
F-ENG-xx
( Phase– IV )
End
PREPARED BY
APPROVED BY
ISSUED BY
CONTROLLED STATUS
ABC
DOCUMENT REVISION HISTORY
DOC. NO.
ISSUE NO.
ISSUE DATE
Doc No
P - ENG - XXX
Rev. No.
Changes
Prepared By
Description
Rev. Date
Revised by
Approved By
APQP
Remarks
TITLE
QMS PROCEDURE
Eff. Date : 01.05.16
Page No. : 01 of 02
CONTROL PLAN
PURPOSE
To identify the Product & Process Characteristics & parameters and

to address them into Control Plan.
SCOPE
New Part Development and Review Existing Parts
RESPOSIBILITY
The overall responsibility for the effectiveness of this procedure

lies with :
Primary : Head– Engineering
Secondary : Head– QA & Production
PROCEDURE
PROCESS MAP FOR DEVELOPMENT , REVIEW AND

MODIFICATION OF CONTROL PLAN / PQCS
TITLE
QMS PROCEDURE
CONTROL PLAN
Control Plan Process Map
Eff. Date : 01.05.16

Page No. : 02 of 02
Responsibility
Process Mapping
Document / Records
Start
Head Engg.
Head QA
Identify Need for

CONTROL PALAN
2.
APQP (New Part Development

APQP Timing Plan
PL-ENG-xx
Head Engg.
. Prototype/ Prelaunch
/Production control plan
3.
As per work instructions control plan updation
WI for Control Plan

WI-ENG-xx
Exec. / AM Engg.
4.
Collect Data
as per Input Check Lists

Control plan input
checklist
CL-ENG-xx
NOT OK
Exec. / AM Engg.
Exec. / AM Engg.
CFT
Check
Inputs to build
Control Plan
PFMEA
Check
Inputs to build
PFMEAOK
7.
OK
Build / Update CONTROL

PLAN
8.
Refer Control Plan Input

matrix
9.
Refer Control Plan Input
matrix
Control plan input

checklist
CL-ENG-xx
Control plan input matrix

F-ENG-xx
Control plan input matrix

F-ENG-xx

PQCS
PQCS-ENG-XX
Head Engg.
10. Check
11.
Refer Control Plan Check

list
Control plan input

checklist
CL-ENG-03
Exec. / AM Engg
Exec. / AM Engg
12.
Release Control Plan
with updated revision

PQCS
PQCS-ENG-XX
13.
Maintain Record as per

Control document Procedure
END
Document Distribution
Record F-ENG-xx
Document Revision
History
F-ENG-xx
Engineering document
control procedure
QSP-ENG-xx
LESSON =13
PRODUCTION PART APPROVAL PROCESS ( PPAP )
( Fourth Edition, June 2006 )
PPAP is a system which is execute to provide the evidence that all

customer engineering design
record and specification requirements
are properly understood by the organization and that the
manufacturing process has the potential to produce product
consistently meeting these requirements during an actual production
run at the quoted ( भाव / र्नववदा ) production rate.
Purpose of PPAP
This is determine that customer design and specification

requirements are properly understood by organization and process
has potential ( सांभव ) to produce products consistently meeting the
requirements during the actual production run at the rate of quoted
with customer.
Significant production run
The sample parts for PPAP must be taken from significant production
run. The significant
production shall be run from one hour to eight hours.
The significant production must be at the production site and using all
the 4- M conditions from the production environment.
The PPAP samples must covered each individual cavities / process

for measurement and testing
specified in customer design record /
part drawing.
There are total eighteen documents required at the time of PPAP

lot approval by customer
as given following
as given following
Design Record ( Part Ballooning Drawing )
Design Record ( Part Ballooning Drawing )
Authorized Engineering Change Documents ( ECN )
Authorized Engineering Change Documents ( ECN )
Customer Engineering Approval
Customer Engineering Approval
Design Failure Mode and Effects Analysis ( DFMEA )
Design Failure Mode and Effects Analysis ( DFMEA )
Process Flow Diagram ( PFD )
Process Flow Diagram ( PFD )
Process Failure Mode and Effects Analysis ( PFMEA )
Process Failure Mode and Effects Analysis ( PFMEA )
Control Plan
Control Plan
Measurement System Analysis Studies ( MSA )
Measurement System Analysis Studies ( MSA )
Dimensional Results ( Part Layout Inspection Report )
Dimensional Results ( Part Layout Inspection Report )
Records of Material / Performance Test Results ( MTC, LTC )
Records of Material / Performance Test Results ( MTC, LTC )
Initial Process Studies ( SPC Study Report )
Initial Process Studies ( SPC Study Report )
Qualified Laboratory Documentation ( Lab Equipment / Instrument

List )
Qualified Laboratory Documentation ( Lab Equipment /
Instrument List )
Appearance Approval Report ( AAR )
Appearance Approval Report ( AAR )
Sample Production Parts(Min.300pcs./8hour’sProduction, As per

Customer )
00pcs./8hour’sProduction, As per Customer )
Master
Sample ( One part from PPAP lot approved by Customer as Master )
Master Sample ( One part from PPAP lot approved by Customer
as Master )
Checking Aids ( List of Part Measuring Instruments /
Equipment )
Checking Aids ( List of Part Measuring Instruments / Equipment

)
Customer-Specific Requirements ( Any Specific Requirement of

Customer )
Customer-Specific Requirements ( Any Specific
Requirement of Customer )
Part Submission Warrant ( PSW)
NOTE : One extra document is required when organization is

manufactured bulk materials. The
extra document is – Bulk material check sheet which is

known as ninth document of PPAP.
1-Design Record:
The organization shall have the design record for the saleable
product / part, including design
records for components or details of
the saleable product/ part. ( Part drawing in hard copy with
pictorial (
सचचत्र ), geometric dimensioning & tolerance [ GD&T]
sheets)
2-Authorized Engineering Change documents:
The organization shall have any authorized engineering change

documents for those changes not
yet recorded in the design record
but incorporated ( ममिाहुआ ) in the product, part or tooling.
3-
Customer Engineering Approval:
Where specified by the customer, the organization shall have

evidence of customer engineering
approval.
4-Design Failure Mode and Effect Analysis ( DFMEA ):
The product design responsible organization shall develop a design

FMEA in accordance with, and complaint to, customer specified
requirements.
Note- A design FMEA may be applied to a family of similar parts or

materials.
5-Process Flow Diagram ( PFD ):
The organization shall have a PFD in an organization specified format

that clearly describes the production process steps and sequence, as
appropriate ( उपयुक्ि ), and meet the specified customer
needs, requirements and expectations ( सम्भावना ).
6-Process Failure Mode and Effects Analysis ( PFMEA ):
The organization shall develop a process FMEA in accordance with,

and compliant to, customer
specified requirements.
Note: A single process FMEA may be applied to a process

manufacturing a family of similar parts
or materials if reviewed for
commonality ( सामूहहक ) by the organization.
7- Control Plan:
The organization shall have a control plan that defines all methods
used for process control and complies with customer specified
requirements.
Note: Control plans for families of parts are acceptable if the new
parts have been reviewed for
commonality
by the organization.
8-Measurement System Analysis Studies ( MSA ):
The organization shall have applicable MSA studies, ( Gauge R&R,

Bias, Linearity, Stability) for all new or modified gauges, measurement
and test equipment.
9-Dimensional Results:
The organization shall provide evidence that dimensional verifications

required by the design
record and the control plan have been
completed and results indicate compliance with specified
requirements. The dimensional results must be for each unique
manufacturing process.( all production cells/ lines, all cavities, molds,
patterns or dies. The dimensional records must cover
all dimensions,
characteristics and specifications as noted on the design record and
control plan.
10-Records of Material/ Performance Test Results:
The organization shall have records of material and/or performance

test results for tests specified on the design record or control plan. (
Material test report/ Material test certificate/ Lab test
certificate )
The organization shall perform tests for all parts and product
materials when chemical, Physical or Metallurgical requirements are
specified by the design record or control plan. 11-Initial Process
Study ( SPC Study Report ):
The level of initial process capability or performance shall be

determined to be acceptable prior to submission ( आवेदन ) for all
special characteristics designed by the customer or organization. The
organization shall obtain customer concurrence ( सहमि / सहयोग ) on

the index for estimating
initial process capability prior to submission.
❖ Acceptance Criteria for Initial study:
The organization shall use the following as acceptance criteria for

evaluating initial process study
results for process that appear stable.
Results Interpretation( र्नििय / व्याख्या )
Index > 1.67

The process currently meets the acceptance criteria.
1.33 ≤ Index ≤ 1.67
The process may be acceptable. Contact the
authorized customer
representative for a review of the study results.
Index < 1.33

The process does not currently meet the acceptance
criteria. Contact
the authorized customer representative for a review
of the study
result.
12-Qualified Laboratory Documentation ( Lab Instrument / Equipment

List ):
Inspection and testing for PPAP shall be performed by a qualified

laboratory as defined by customer requirements ( e.g., an NABL
laboratory ). The qualified laboratory shall have a laboratory scope
and documentation showing that the laboratory is qualified the type of
measurements or test conducted.
When an external /commercial laboratory is used, the organization

shall submit the test results
on laboratory letterhead or the normal
laboratory report format. The name of the laboratory that perform the
test, the date of the test and the standards used to run the tests shall
be identified.
13-Appearance Approval Report ( AAR ):
A separate appearance (
आभास / उपप्थथर्ि ) approval report shall be
completed for each part or
series of parts if product/part has
appearance requirements on the design record.
14-Sample
Production Parts:
The organization shall provide sample product, minimum 300

consecutive (िगािार) parts / 8 hour’s production / as specified by the
customer.
15-Master Sample:
The organization shall retain a master sample for the same period as
the production part approval record or (a) until a new master sample
is produced for the same customer part number for customer
approval. (b) where a master sample is required by the design record,
Control plan or
inspection criteria, as reference or standard. The
master sample shall be identified as such, and shall show the
customer approval date on the sample.
16- Checking Aids ( Part Dimensional Measuring Instruments /

Equipments List ):
The organization shall submit with the PPAP
submission any part-specific assembly or
component checking aids (
मापन यांत्र की सूची ). The organization shall certify that all aspects of the
checking aid agree with part dimensional requirements.
Note: Checking aids can include fixtures, variable and attribute

gauges, templates specific to the product being submitted.
Applicability of PPAP:
PPAP shall apply to internal and external organization sites supplying

production parts, service
parts, production materials, or bulk
materials. For bulk materials, PPAP is not required unless
specified
by the authorized customer representative.
Requirement of PPAP submission to Customer:
The organization shall obtain approval from the authorized customer

representative for➢
A new part or product ( A specific part, material,
or colour not previously
supplied to the specific customer )
➢
Correction of a discrepancy on a previously submitted part.
➢
Product modified by
an engineering
change to design
records,
specifications, or materials.
➢
Tooling change
➢
Location change
➢
Supplier change
➢
Material change
17- Customer – Specific Requirements ( CSR ): The organization

shall have records of compliance
to all applicable customer – specific
requirements. For bulk materials, applicable customer –
specific
requirements shall be documented on the bulk material requirements
checklist. 18- Part Submission Warrant ( PSW ) : Upon completion of
all PPAP requirements, the organization shall complete the part
submission warrant ( PSW ).
A separate PSW shall be completed for each customer part number

unless otherwise agreed to by the authorized customer
representative.
If production part will be produced from more than one cavity, mold,
tool, die, pattern, or
production process, e.g.- line or cell, the
organization shall complete a dimensional evaluation on
one part
from each. The specific cavities, molds, line, etc., shall then be
identified in the “Mold/Cavity/ Production Process” line on a PSW, or
in a PSW attachment.
The organization shall verify that all of the measurement and test
results show conformance with customer requirements and that all
required documentation is available and, for level 2, 3, and 4, is
included in the submission as appropriate. A responsible official of
the organization shall approve the PSW and provide contact
information.
NOTE
1: One warrant per customer part number can be used to
summarize many changes providing that the changes are adequately
( पयाितििा ) documented, and the submission is
in compliance with
customer program timing requirements.
NOTE
2: PSWs may be submitted electronically in compliance with
customer
requirements.
Part Weight ( Mass ): The organization shall record on the PSW the
part weight of the part as
shipped ( Finish part as customer drawing ),
measured and expressed in kilograms to four decimal places ( 0.0000
Kg.) unless otherwise specified by the customer. The weight shall not
include shipping protectors ( रक्षक ), assembly aides, or packing
materials.
To determine part weight, the organization shall individually weigh ten

randomly selected parts, calculate and report the average weight. At
least one part shall be measured from each cavity, tool, line or
process to be used in product realization.
NOTE: This weight is used for vehicle weight analysis only and does
not affect the approval process. Where there is no production or
service requirement for at least ten parts, the organization should use
the required number for calculation of the average part weight. For
bulk ( ढे र ) materials , the part weight field is not applicable.
Levels of PSW : There are five levels of PSW as given below
Level
Requirements
Level
Warrant only (and for designated appearance items, an appearance

approval report) submitted to the customer.
Level – 2
Warrant with product samples and limited supporting data
submitted to the customer.
Level – 3
Warrant with product samples and complete supporting
data submitted to the customer.
Level – 4
Warrant and other requirements as defined by the
customer.
Level
Warrant with product samples and complete supporting data

reviewed at the organization’s manufacturing location.
Criteria of PPAP Submission Requirement :
(1)- Initial submission (2)- Engineering change (3)- Tooling transfer,

replacement, Refurbishment, or additional (4)- Correction of
discrepancy (5)- Tooling inactive> 1year (6)- Change to optional
construction or material (7)- Supplier or material source change (8)-
Change in part processing
(9)- Parts produced at additional location
(10)- Other
LESSON =14
Failure Mode and Effects Analysis
FMEA is an analytical methodology used to ensure that potential

problems have been considered and addressed throughout the
product and process development process(APQP).
What is benefit of
FMEA
1-Findout design / process related failure modes before they happen.
2- Find the effect & severity of these failure modes.
3-Find the causes and probability of occurrence of these failures.
4- Determine the controls and effectiveness of controls
FMEA
Failure Mode- This is a concise (सांक्षक्षति ) description of how a part,

system, manufacturing process
may potentially fail to performs its functions.
Effect- This is a description of the consequence ( पररिाम / निीजा ) of a

part or system failure.
Atypical failure mode may have several effects.
Severity Rating – This is a numerical rating of the impact on
customers.
When the more/ multiple effects exist of a failure mode enter the
worst case severity to calculate risk.
Causes – The cause of failure occurrence.
Occurrence Rating
Controls- The method, mechanism, procedures, technique and tests

which is used to prevent the
occurrence of failure or detect to the
failure is known as controls.
Design controls are prevent or detects failure prior to engineering

release
Detection Rating- This is a numerical rating of effectiveness of

controls to prevent the occurrence of failure or detect to the failure.
Risk Priority Number ( RPN )- The product of Severity, Occurrence

and Detection is known as RPN.
RPN
= S X O X D = Risk.
Action
Types of FMEA : FMEA are two types as following
1-DFMEA (Design Failure Mode and Effects Analysis ): This is used

during / at the time of new part research and development ( R & D).
2- PFMEA ( Process Failure Mode and Effects Analysis ): The

process FMEA, referred as PFMEA which is support manufacturing
process development in reducing the risk
Doc. WI-AP
ABC
WORK INSTRUCTION
No.
02
Rev. 02No.
Issue
1.7.2008TITLE
PROCESS FAILURE MODE & EFFECTS
ANALYSISDate
Page
1-4
Column 1: PFMEA is done for every process
described in the process flow where value
addition done on product
and write purpose.
Colum 2 (Requirement):
Write desired and no undesired (like no faults) outcome of the
process mention in
Colum 1 of FMEA
Colum 3: ( Potential Failure Mode ) is opposite of desired outcome of the
process mention in
Colum 2 of FMEA
Colum 4: (Potential Effect of Failure ) is written with respect to the External and Internal
Customer. If that failure cannot go to the external customer , then
only Internal
customer effect will be
mentioned.
Colum 5: ( Severity) Check the severity table and give severity number . Max rating of
Internal and External customer is taken for RPN Calculation.
Colum 6: (Classification)
If severity No. is 10-8 then characteristic is " Special Characteristic SC "
or customer
specified characteristic with
their symbol
Colum 7: (Potential Causes )
Write the root causes for
failure mode .
Colum 8: (Current process Control Prevention)
Look at the cause given in Colum 7 and ask:
What present process control are applied to prevent the cause ?
Colum 9: (Occurrence )
a) What is the percentage failure over past six month because of each failure mode ?
b)Check the percentage contribution of the particular cause and find
out / calculate that 1 Defect appears in how many.
c)Go by probable concept , if that is potential failure mode or data not available for existing
failure .
d)Check the occurrence table and give occurrence number (o)
Colum 10: (Current Process Control Detection)
Look at the causes given in
Colum 7 and ask:
What are current controls to detect the cause ?
Look at the Failure mode given in Colum "3" and ask
What are the control applied to detect the Failure mode ( Coloum3) ?
Colum 11: (Detection Number)
Find out Detection number (D) for each process control detection
Colum 12: ( RPN )
RPN is calculated for every "cause " ( S * O * D )
Recommended action will be taken for either Severity >8 or rpn >120
( S * O * D - 6 * 4 * 5 ) OR OCCURRENCE > 4 or
Customer specified RPN
Responsibility and target date will be mention.
Action will be taken within
Target Date.
RPN will be Reviewed after action taken.
FMEA will be reviewed whenever customer complaint occur , internal failure , control not
adequate.
PREPARED
BY:
APPROVED BY:
SEVERITY TABLE
Criteria:
Effect
Severity of effect on Product
Failure to meet Safety and/or
Regulatory Requireme
nts
Loss or
Degradatio
n of
Primary
Function
(Customer Effect)
Potential failure mode effects safe vehicle

operation and/or involves
noncompliance
with government regulation without
warning.
Potential failure mode affect safe vehicle operation and/or involves

noncompliance
with government regulation with warning.
Loss of
primary function (vehicle
inoperable, does not effect safe vehicle

operation).
Degradation of primary function (vehicle operable, but at reduced

level of
performance).
Loss or
Degradatio
n of
Secondary Function
Loss of secondary function (vehicle operable,
but at comfort/convenience functions at inoperable).
Degradation of secondary function (vehicle operable, but

comfort/convenience
functions at reduced level of performance).
Annoyance
No effect
Appearance or Audible Noise, vehicle operable, item does
not conform and noticed by most customers(>75%).
Appearance or Audible Noise, vehicle operable, item does not

conform and noticed by many customers(50%).
Appearance or Audible Noise, vehicle operable, item does not

conform and noticed by discriminating
customers(<25%).
No discernible effect.
Criteria:
Severity of effect on Rankprocess
(Manufacturing / Assembly Effect)
May endanger operator
(machine or assembly) 10without warning
May endanger operator
(machine or assembly) with 9

warning
100% of product may have8to be scrapped. Line
shutdown or stop ship.
A portion of the production run may have to be

scrapped. Deviation from 7primary process including
decreased line speed or
added manpower.
100% of production run
may have to be reworked

6
off line and accepted.
A portion of the production

run may have to be 5reworked off line and
accepted.
100% of production run
may have to be reworked in 4station before it is
processed.
A portion of the production

run may have to be 3reworked in-station before
it is processed.
Slight inconvenience to
process, operation or2operator.
No discernible effect.1
Likelihood of Failure
OCCURENCE TABLE
Criteria: Occurrence of Cause – PFMEA Ranking

(Incidents per
item/vehicles)
Very High
100 per thousand
1 in 1010
High:
50 per thousand
1 in 209
20 per thousand
8
1 in 50
10 per thousand
1 in 1007
Moderate:
2 per thousand
1 in 5006
0.5 per thousand
1 in 2,0005
0 .1 per thousand
1 in 10,0004
Low:
0.01 per thousand
1 in 1,00,0003
≤ 0.001 per thousand
1 in 10,00,0002
Very Low
Failure is eliminated through preventive control.
1
Opportunity for Detection
DETECTION TABLE
Criteria: Likelihood of Detection by Process

Rank
Control
No detection
opportunity
Not likely to detect

at any stage
Problem detection post processing

No current process control; can
not detect or is10not analyzed
Failure Mode and/or Error (Cause) is not easily 9detected (e.g., random
audits).
Failure Mode detection post-processing by
operator through visual/tactile /audible means.

8
Likelihood of
Detection
Almost
impossible
Very
remote
Remote
Problem detection at source

Failure Mode detection In-Station
by operator through visual/tactile /audible means or postprocessing
through use of attribute gauging 7
(go/no-go, manual torque
check/clicker wrench,
etc)
Failure Mode detection Post-Processing by operator through use of

variable gauging or in
Station through use of attribute gauging 6(go/no-go, manual torque

check/clicker wrench,
etc)
Failure Mode or Error (Cause ) detection instation by operator

through use of variable
gauging or by automated controls in-station

that will detect discrepant
part and notify 5
operator (light, buzzer, etc.). Gauging
performed on setup and first-piece check (for

set-up cause only).
Failure mode detection post-processing by

automated controls that will detect discrepant
4part and lock part to prevent
further processing.
Moderately High
Error detection and/or problem prevention
Failure mode detection in-station by automated controls that will

detect discrepant part and automatically lock part in station to prevent
3
further processing.
Error (Cause) detection in-station by automated controls that will

detect error and prevent 2discrepant part from being made.
High
Very high
Detection not
applicable; error
prevention
Error (Cause) prevention as a result of fixture design, machine design

or part design.
Discrepant parts cannot be made because item 1has been error-proofed by

process/ product
design.
Very low
Low
Moderate
Very high
QMS PROCEDURE
Eff. Date :15.09.17
Page No. : 01 of 03
TITLE
PROCESS FAILURE MODE &
EFFECTS ANALYSIS
PURPOSE
To identify the potential failures and to address them throughout the

Product & Process development
SCOPE
Applicable for
New Part Development and Existing Parts

RESPOSIBILITY
The overall responsibility for the effectiveness
of this procedure lies with :
Primary : Head– Engineering
Secondary : Head– QA & Production
PROCEDURE
Process map for development , review and modification

TITLE
QMS PROCEDURE
PROCESS FAILURE MODE & EFFECTS ANALYSIS
DEVELOPMENT , REVIEW AND MODIFICTION PROCESS MAP
Eff. Date : 15.09.17

Page No. : 02 of 03
Responsibility
Process Mapping
Document / Records
Start
Head Engg.
Head QA
Identify Need for

PFMEA
2.
APQP (New Part

Development
APQP Timing Plan
PL-ENG-xx
Head Engg.
4
.
Form CFT Team
3.
FMEA & Control Plan

Updation
/ Review
(Existing Parts)
CFT – Engg. / NPD
FMEA-ENG-XX
CFT TEAM
5.
Collect Data
as per Input Check Lists

PFMEA Review checklist
FMEA-ENG-XX
PFMEA checklist - New part /

Existing Part
CL-ENG-xx
CFT TEAM
NO
7.
Check
Inputs to build
PFMEA
Check
Inputs to build
PFMEAOK
8.
CFT TEAM
CFT TEAM
CFT TEAM
Develop / Revise PFMEA ref. FMEA Manual as
per SAE- J1739 (4th Edition)
10.
ESTABLISH " Risk Priority

Number"
9..
Ref. Doc. No. :

ENG.-W-04 (''S"
Ranking decision
Martrix)
ENG.-W-05 ("D'
Ranking
decision Marix)
ENG-W-07 ("O"
Ranking decision
Marix)
Renault / Nissan
Specific
If Sev = 10, RPN > 10

If Sev =8~9, RPN ≥50
If Sev = 1~7, RPN ≥100
If OCC ≥ 6
11.
Action to be
taken
YESEither SEV ≥
or OCC ≥ 6
or RPN ≥
100
12.
Recommend action to
redure the RPN & record the
action
in PFMEA documents
A
B
FMEA Manual
WI for “S” Ranking Decision

Matrix WI-ENG-xx
WI for “D” Ranking Decision

Matrix WI-ENG-xx
WI for “O” Ranking Decision

Matrix WI-ENG-xx
Process failure mode &

effect analysis
FMEA-ENG-XX
Work Instruction for FMEA

WI-ENG-xx
QMS PROCEDURE
Eff. Date : 15.09.17
Page No. : 03 of 03
TITLE
PROCESS FAILURE MODE &
EFFECTS ANALYSIS
PROCESS FAILURE MODE & EFFECTS ANALYSIS PROCESS

MAP
Responsibility
Process Mapping
Document / Records
A
B
13.
Follow up the action

implemented.
effect analysis FMEA-ENG-XX
CFT TEAM
NO
CFT TEAM
14.
Update the PFMEA During

next review
effect analysis FMEA-ENG-XX
15.
Check
PFMEA
NOT OK
based on the
B
PFMEA
Check List
Process failure mode & effect
analysis output checklist

CL-ENG-xx
OK
CFT TEAM
16.
Release PFMEA with updated revision

Document Distribution Record
F-ENG-xx
Document Revision History

F-ENG-xx
CFT TEAM
17.
Maintain Record as per Document

Control Procedure
Engineering document control
procedure
QSP-ENG-xx
END
LESSON =15
Lean Six Sigma
Journey of Quality & Improvements

1920 – 1940’s
Quality thru inspection : Time and motion studies by FW Taylor.
1940 1960’s
Quality thru SPC : Using statistical techniques for reducing variability

and quality control. Dr. Deming.
1960 1980’s
Quality thru TQM : Quality assurance ( Ishikawa & Crosby ), Quality

circles, JIT, TPM, TQC.
1987 and beyond
Quality thru Six Sigma : Zero Defects. (BPR-Hammer)
2000 and beyond
Quality thru Lean Six Sigma : Lean Manufacturing + Six Sigma.

Optimized flow from the customer point of the view.
History of Six-Sigma ( 6ϭ )
➢ Established by Motorola in the 1980’s.
➢
Changes quality measurement from percentage to PPM.
Variation and defects needs to be measured, analyzed, minimized

and ideally eliminated.
•
What gets measured, gets focused.
•
What gets focused, gets improved.
•
What gets improved, gets recognized.
•
What gets recognized, gets institutional.
What is Six Sigma :
➢
Systematic approach to improve any process ( Manufacturing,
Design or Administrative
( प्रबांिन ) functions ).
➢
Analyze and improve any process thru statistical tools and
technique.
➢
Technique to relentless ( ववना नरम पिे ) pursuit ( अनुसरि ) of
variability reduction and
defects eliminations.
Six Sigma is a ratio of process specification width and design

specification width of that process in which the process specification
width is half of the design specification width.
Design specification width ( Drawing Tolerance ) is also called “ Voice

of the customer” .
Process specification width :

This is the tolerance of actual running
process. To find out the process width, collect the data minimum 50
pieces continuously and calculate the range & standard deviation.
Six Sigma Metric
Sigma
Yield
Yield level
(Centered )
( 1.5 Sigma shift )
Defect (PPM) Defect (PPM)

( Centered )
( 1.5 Sigma shift )
± 1
ϭ68.26
30.23
± 2ϭ95.44
69.13
± 3ϭ99.73
93.32
± 4ϭ99.9937
99.38
± 5ϭ99.99994
99.98
± 6ϭ99.9999998
99.9997
317400
697700
45600
308700
2700
66810
63
6210
0.6
233
0.002
3.4
Motorola achieve Six Sigma process 1.5ϭ shifted which generate

3.4 PPM or less
defects.
A Process with 10 Steps
Each process step has a 3ϭ quality level =
93.32 % Yield
Probability of success ( acceptable ) at each step =

0.9332 The
overall success probability =
0.933210 =
0.999966
➢ Overall process Yield

=
50.08 % ( 499200 DPM)
Another Process with 10 Steps
Each process step has a 6ϭ quality level =
99.99966 % Yield
Probability of success ( acceptable ) at each step =

0.9999966
The overall success probability =
0.999996610 =
0.999966
➢ Overall process Yield

= 99.9966 % (34 DPM)
DMAIC
Process
•
D ( Define) : Identify the opportunity for
improvement.
•
M ( Measure ) : Identify the key out puts
•
A ( Analyze ) : Identify critical inputs ( find out causes &
root causes)
•
I ( Improve ) : Formulate the actions,
implement the actions, assess the effectiveness. •
C (
Control ) : Monitor the actions implementation and
sustain to the achievements.
Activities of DMAIC
Define:
•
Select project
•
Define project objective
•
Form the team
•
Map the process
•
Identify customer requirements
•
Identify priorities
•
Update project file
Phase Review
Measure:
•
Define measures
•
Evaluate measurement system
•
Determine process stability
•
Determine process capability
•
Set targets for measures
Phase Review
Analyze:
•
Identify potential causes
•
Analyze causes
•
Select root causes ( critical)
Phase Review
Improve:
•
Characteristics
•
Optimize
•
Set tolerances for causes / root causes
•
Improve the causes / root causes
•
Verify the improvement
Phase Review
Control:
•
Control causes / root causes
•
Monitor results / actions effectiveness
•
Validate control plan
•
Close the project.
Phase Review
Organization Structure of Six –Sigma
1
-Champion :
Leader of the organization / unit, Sponsor ( प्रयोजक ) of the projects,

Promotes and support
projects with resources.
2-Master Black Belt ( MBB) : Assistant and advisor to champions,

Support BB, Monitor and removes bottlenecks ( सकरा ), Spread
expertise about lean six sigma.
3-Black Belt ( BB) : Full-time person for lean six sigma projects and
drive complex ( जहटि )
projects, Train and educate BB/GB,
Communicate with champion.
4-Green Belt ( GB) : Part-time team member, Drives less complex

projects, Understand basic working knowledge for lean six sigma
project.
5-Yellow Belt (YB) : Support team member in projects, Awareness of

approach and methodology on lean six sigma.
LESSON =16
Lean Manufacturing System / TPS
Toyota Production System – Lean
According to Taichi Ohno
•
Toyota Production system is a production system
The Kanban is a technique for its implementation
•
The two pillars of Toyota Production System are
–
Just in time and
–
automation with a human touch
•
The tool used to operate the system is Kanban Features of Lean
System
1.
Waste of overproduction
–
Quantitative – making more products than required
–
Early – making product before it is needed
2.
Quantity Control, Quality Assurance and respect for humanity
3.
JIT and automation
–
Each process must be supplied with the required items in the
required quantity at the required time, with no accumulation
4.
Flexible workforce and Originality and integrity
5.
JIT production
6.
KANBAN System
7.
Maintaining JIT by KANBAN System
8. Information via KANBAN
9. Adapting to changing production quantities ( pull system )
10. Production Smoothing
–
Production in accordance to market demands
–
Determining daily production sequence
11. Adapting to product variety by General Purpose Machines
12. Shortening setup time
13. Process layout for shortened lead time
14. Standardization of operations
•
Tact time = Necessary output per month / operating days per month
•
Cycle time = operating hours per day / necessary output per day
15. Automation
•
Autonomous defect control system
•
Visual control system
16. Improvement activities
Foundation for implementing Lean System
•
Kanban System
•
Suggestion scheme
•
QC circle
•
5S
•
Visual management
•
Poka Yoke
•
Production Planning System
TWO PILLARS OF LEAN- TOYOTA PRODUCTION SYSTEM
1 : Just In Time
•
Letting the goods flow just in time along the process
–
Reduced lead time
–
Reduced operations other than processing
–
Reduced inventory
–
Obtaining a balance between processes
–
Problems become clear
Organizing processes
Method of
Transportation
Shortening time for

Exchange of die
Organizing standards
operations
Method of letting
Goods flow
Method of providing
information
Method of restraining
overproduction
Load smoothing Production
2 : Automation ( स्वचालन ) with human touch
•
To discover abnormalities and problems within a process, machine
and lines are made to stop autonomously
–
Problem become clear, solutions are found and implemented ; QA
–
Heightened ( बढाना ) sense of improvement
–
Accepting challenge for higher level
–
Management centered on controlling abnormalities
Method of stopping
Machine and lines
Sequence of automation
with a human touch
Method of repairing
Breakdowns
Method of repairing
Defects
Visual control
Method of discovering
problems etc.
Manufacture in a balanced manner
IE Approach to LEAN System

KEY CHARACTRISTICS
1.
Production must be load smoothed
2.
Make lot size as small as possible
3.
Be thorough in your resolve to produce only what is needed, when
needed and in
quantity needed
ATTITUDE EMPHASIZING FACTS
1.
Make sure that everyone can understand where the problem is -
use KANBAN and ANDON
2.
Clarify the purpose behind task ( र्नयि कायि
) of problem solving –
Probe into true cause and offer solution
3.
Even if there is one defective item provide a corrective measure -
Even if defect occur
one in thousands, as certain facts. Find root
cause and take action.
Progressive Autonomation
•
Stage 1 - Manual work
•
Stage 2 – Mechanical feeding and machining
•
Stage 3 – Automatic feeding and machining
•
Stage 4 – Semi automation
•
Stage 5 – Pre automation
•
Stage 6 – Automation
JIT – LEAN Manufacturing
•
Process– Flow of material in time and space. Its transformation from
raw material to semi finished or semi finished to finished product
•
Operation – The action performed by machines and workers on
material
Process Improvement
•
Process Improvement
–
Value Engineering – How can this product be redesigned to
maintain quality while reducing manufacturing costs
–
Method Improvement – How can the manufacturing of this product
be improved
Process Improvement - Case Studies
•
Eliminating flashing – Flashing occurs in a conventional die casting
because opening in die are
necessary to allow air to escape ( बचना )
as the molten metal is poured ( उड़ेिना ) in. It is
almost impossible to
finish pouring in time to prevent metal from entering these small
openings.
•
In past removing of circumferential flashing is one press operation
was considered an improvement over filing.
•
In West Germany, Daimler Benz developed a low pressure casting
method which removes air
from die with a vacuum pump before
introducing molten metal, an approach eliminating
flashing altogether.
•
Toyota uses vacuum molding for both die casting and plastic
molding.
Removing foam
–
An innovation for high speed plating, spraying or showering the
surface to be plated resulted in
75% reduction in plating time by
forcing undesirable bubbles. In addition, this method reduced power
consumption dramatically.
POKA YOKE Inspection method
–
Successive, self and source inspection can all be achieved through
use of poka yoke methods.
–
It is 100% inspection through mechanical or physical control
–
Control type : when poka yoke is activated, the machine or
processing line is shut down so that the problem can be corrected
–
Warning type : when poka yoke is activated, a buzzer or a lamp is
flashed to alert the worker
Inspection method
•
Source inspection
•
Self inspection
•
Successive inspection
Inspection techniques
100% inspection
•
Inspection methods
Poka Yoke
Regulating function
Setting function
1. Control type
2. Warning type
1. Contact
2.Fixed number
3. Motion step
Eliminating storage
•
E type storage – Certain accumulation result from
unbalanced flow between processes
•
C type storage –
Buffer allowed between processes to avoid machine
breakdowns or rejects
•
S type storage – Overproduction
beyond that required for current control process ( Safety
stock )
Shortening Lead Time
•
Single unit production and conveyance.
–
Extended to processes such as welding, machining, pressing etc.
•
Multi function workers
•
Small lot production
–
Casting, forging, stamping etc.
•
Shortening waiting time and conveyance time
•
Mutual relief movements where a worker help each other to
complete the work in given cycle time
•
Use of full work control system, where difference in capacity is
significant
•
Shortening waiting time caused by pre-process lot size
Principles of shortening production cycle
•
Reduce process delays
–
Ratio of
to 1:4.
–
To reduce this
synchronizing
necessary
•
Reduce lot delays Standard operating routine
processing time to storage is 2:3
leveling production and flow between processes is
–
Eliminating process delay through quantity leveling and
synchronization can reduce
production cycle by 80%. To reduce it
further requires reduction or elimination of lot
delays
-
Reducing lot size can help us to accomplish this
Broad Approach to shortening Lead Time

Five principles for facility
preparation for JIT
1.
Install multiple compact facilities to enable small lot size production
2.
Develop a technology for shortening chemical reaction time
3.
Eliminate excessively speedy facilities – Key is the takt time 4.
Connect machines so that products can flow rapidly
5.
Plan flexible manufacturing system (FMS) for the future needs
Standard Operations
Three components of standard operation
1.
Cycle time
2.
Work procedure
3.
Standard stock at hand
Balanced production amongst

all processes with minimum labour
And minimum work in process

Standards operations
Cycle time
Standard quantity of work in process
Elements of standard operation

Lean Manufacturing
Tools
There are twenty tools through which the lean manufacturing concept
implemented.
There are twenty tools through which the lean manufacturing concept
implemented.
5-S
5-S
KAIZEN
KAIZEN
3-M
3-M
Work standardization
Work standardization
Value stream mapping (VSM )
Value stream mapping (VSM )
JIT
JIT
KANBAN
KANBAN
KPI
KPI
OEE
OEE
RCA
RCA
Single -minute exchange of dies ( SMED )
Single -minute exchange of dies ( SMED )
Andon (Visual feedback system for the plant floor to indicate

production status)
Andon (Visual feedback system for the plant floor to indicate

production status)
Heijunka ( Level Scheduling )
Heijunka ( Level Scheduling )
PDCA
PDCA
POKA –YOKE ( Error proofing )
YOKE ( Error proofing )
SMART Goal setting
SMART Goal setting
TAKT TIME
TAKT TIME
Six big losses ( Break down, setup/ adjustments,Small

stops,Reduced speed,Startup
rejection,Production rejection)
rejection,Production rejection)
Jidoka (Autonomation
Jidoka (Autonomation
Hoshin Kanri ( Policy Deployment )
Steps of lean implementation
1-Team Formation
2-Develop communication and feedback system
3-Communicate about launch of program
4-Train employee
5-As- is analysis / current scenario assessment
6-5-S Implementation
7-TPM implementation
8-Value stream mapping
9-Waste identification
10- Process mapping
11-Takt time
12-OEE and Six big losses
13-Line Balancing
14-SMED
15-Pull system / single piece flow
16-Quality at source
17-Error Proofing
18-Cellular manufacturing / Layout optimization
19-Standardized operation
20-Kaizen event
LESSON =17
TOTAL QUALITY MANAGEMENT ( TQM )
TQM.- This is a management approach to long – term success

through customer satisfaction.
In a TQM effort –All members of an
organization participate ( भागिेना ) in improving processes, products,
services and the culture in which they work.
TQM is an effective management tool for ensuring continuous

customer satisfaction, leading to attainment
( उपिप्धि )of organizational
growth. It is a systematic way of guaranteeing that organized
activities are
happening according to the planned. Propagation ( प्रचाररि
करना ) of TQM values in an organization is a
means of pushing the
total organization to higher standards of performance. Quality in all
spheres of activities must start with “ Quality consciousness” ( सचेिन )
within an organization, and on its interaction
with the environment. Have a total quality spirit ( जोश / प्रवृर्ि ) and
improvement in quality of work life, quality of performance are bound
to become visible, motivating and satisfying for all.
TQM cannot be thought of as conformation to specifications alone,

since it demands continuous
improvement.
TQM is an integrated management approach in satisfying customer

needs in totality on a continuing basis
through involvement each and
every employee in the organization making continuous improvement
on one
side and on appropriate ( उचचि ) cost effective technology
along with proper solving methodology, on the other.
TQM is both a philosophy and a set of guiding principles that

represent the foundation of a continuously improving organizations.
This is the application of quantitative methods and human resource to
improve
the material and services supplied to an organization, all the
processes within an organization, and the degree to which the needs
of the customers are met, now and in future.
➢
TQM is a methodology to maintain quality through involvements of
each employee of the organization at each levels of work.
➢
TQM is a method of ensuring long term profitability of the business
/ organization.
➢
Give top priority to quality required by customer.
➢
Only attempt to reduce cost once quality has been secured.
Why quality management :
➢
Responding better to customer demands.
➢
Poor quality products disappear from market.
➢
Management that places little value to quality becomes
unprofitable and impossible to sustain.
➢
No longer enough to produce goods as per received specifications.
➢ Companies must identify their customer’s requirements.
➢
Making management more efficient.
➢
Placing high value on quality
•
Generation of ideas
•
Creativity flourishes
•
Ability of work force is enhanced
•
Productivity improves
➢
Overall impact
•
Higher quality of goods
•
Overall improvement in corporate management.
TQM as management tool :
➢
Each of the organization’s member must possess ( कधज़ा )the
required skill
➢
Members must be feel a part of administration &
management.
➢
All must act on basis of shared objectives and
principles.
➢ TQM’S COMMON GOAL
•
To economically achieve the quality that satisfies customer’s
demands.
➢ TQM’S COMMON LANGUAGE
•
Put quality first
•
The next process is our customer
•
Speak with facts
•
Give importance to the process
•
Priorities ( प्राथममकिा )
•
Control at the source
•
Respect humanity ( मानवजार्ि )
➢
TQM’S COMMON PRINCIPLES
•
Work by rotating PDCA cycle
•
Implement/Apply statistical tools
•
Base judgment on facts
Fundamental principles of TQM
Customer orientation (
स्स्िति ): It is an obsession ( ग्रथििा ) for both
internal and external customers
and their needs through regular
feedback.
Vision: Future vision of an organization leads to directions, values

and goals which lift horizons
( सीमा ) and raise expectations.
Leadership commitment: Top down commitment and bottom up

initiative ( प्रारप्म्भक ). Reduce
bureaucracy ( कायाििय सम्बन्िी ). Coach
the team and support the effort ( प्रयास ).
Quality strategy: This strategy emanates ( प्रकट होना ) from top.

Defect prevention- not inspection i.e. building quality up stream ( प्रवाह
). Leads to strategic goals and plans of action.
Values: Translate the organizational strategy into thrust ( प्रहार ) areas.
Quality culture: Not to sacrifice ( त्याग ) quality for quantity. Dedication

to continuously strive ( प्रयास
करना ) for improvement in all procedures,
activities and services. Every employee to strive for professional
excellence in own capacity. Constantly work for eliminating all waste.
Employee empowerment ( अधिकार देना ) and participation:

Technology cannot innovate, only
people can. Bring about work ethics ( ववश्वास ) and attitudinal changes
to harness ( साज ) the potential, commitment and involvement of
people.
Team work approach: It includes horizontal ( Break barriers between

departments ), vertical ( reduce
layers of work ), cross functional
team approaches.
Communication ( सांदेश ): To way, clear, consistent and forceful.

Essential ( महत्वपूिि ) for open and active involvement of whole
organization and people in company’s vision and values.
Process centered: Not product or result centered. Each function to

re-assess its purpose. Training: Education instead of exhortations (
उपदेस ).
Problem solving and TQM tools: Identify most critical quality

problems in the organizations. Constitute
( सथथावपि करना ) task forces to
work out solutions. TQM tools can be very effective in problem
solving.
Continuous improvement: Not a static ( प्थथर ) but a dynamic ( गर्ि मान

) concept of improvement. Raise “bench mark” in all areas and
achieve organizational excellence.
Measurement and audit: Meticulously ( सिकि िासे ) planned and

periodic monitoring systems ensure
excellence.
➢
Use statistical analysis to identify quality loss based on facts
➢
Continuously improve the work by following PDCA loop
TQM Operational model
TQM looks down from two different considerations towards

management as explained below1-Team work: It develop a
participative culture where every worker is involved in a team relating
to his / her work and decisions concerning his / her work and fellow (
साथमे काम करने वािे )
employees. Such a team work and participation is
organized through quality circles and quality
improvement teams. It
develops respect for each other in the organization.
2-Use of quality tools and techniques for problem solving:

It is a
system, based on statistical process control techniques and tools
aimed at satisfying customer expectations by continuously working
across the organization to improve internal and external processes.
The rigorous
( हहथटपुष्ट ) use of tools and techniques by a team ensures the
complete analysis and development
of solutions.
TQM System: TQM system is defined as the organizational structure,

responsibilities, procedures, WI, SOP and resources for implementing
quality management.
TQM System includes three basic components namely- Team / Group

activities, Process improvement and policy management to align the
organization resources to ensure improved customers satisfactions.
Criteria to judge effectiveness of quality management
➢
Do the goods or services it produces satisfy its customer’s
requirements ?
➢
Does it provide these goods or services cost
effectively ?
Types of quality losses
➢
Product related quality losses
➢
Process related quality losses
➢
Cost & efficiency related quality losses
Product related quality losses:
➢ Losses arise when goods or services do not conform to customer’s

requirements.
➢
These are born by supplier, the customer or both.
➢
In competitive market, buyers stop buying. The result loss of
markets / business.
➢
The loss of customers is ultimately loss to
supplier.
➢
Losses due to nonconformities in planned quality.
➢
Losses due to delivery related nonconformities.
➢
Losses due to purchase related nonconformities.
➢
Losses due to service related nonconformities.
Process related quality losses:
➢
Over processing.
➢
Poor process design.
➢
Over adjustment / under adjustment.
➢
Un capable process setup.
➢
Poor selection of tooling / process.
➢
Un capable operators / personnel.
➢
100 % Inspection.
➢
Reworking.
➢
Idle time.
➢
Too much inventory.
➢
Delays.
➢
Excess consumption of RAW MATERIALS, ENERGY etc.
➢
Excess processing.
➢
Low speeds.
➢
Excess setup change.
➢
Excess documentation.
➢
Poor technology.
➢
Excess process steps.
Cost & efficiency related quality losses:
➢
Non value added activities in process.
➢
Equipment speed loss.
➢
More meetings.
➢
Customer end visit to attend complaints.
➢
Poor planning of personnel jobs / works.
➢
Poor design of process.
➢
Poor selection of tooling.
➢
Waste of resources resulting from defectives and process quality.
➢
Losses due to redundant products / process designs, over-strict (
ज्यादा सख्ि )
tolerances.
➢
Excess stock / inventory.
➢
Poor line balancing.
➢ Failure to develop employee’s capabilities.
➢
Social losses.
Points of business / organization profitability improves.
➢
Customers seek products or services that perform better, easier to
use, more
reliable, safer and cheaper.
➢
Those with zeal ( उत्साह ) and tenacity ( दृढ़िा ) with which these kinds
of
improvements are pursuit ( अनुसरि ) to have major impact on

competitiveness. Practice of TQM:
➢
Quality training
•
Quality training programs to be planned.
•
Methods of training should be as below
- OJT
- Group training
- Outside training
➢
Routine management
•
Training in standards
•
Change control
•
Hardware maintenance
•
Tracing causes of abnormalities
•
Continuous improvements in every day works
Four phases of TQM implementation
➢
The trial & preparation phase
➢
The introductory phase
➢
The promotion phase
➢
The consolidation ( मजबूि करना ) phase
The trial & preparation phase:
➢
Decision to implement TQM is taken after the following
•
Top management investigates method of implementing TQM
•
Top & senior management participate in a presentation, seminar
(
गोप्ष्ि ) on TQM
•
Top management discusses of process and consensus (सविसम्मर्ि
से) to
introducing TQM
•
Organization will explore ( खोज करना ) how to implement TQM in
their
own way, depending on history and environment
•
Companywide if full commitment or in a section to wait & watch.
•
Better to focus on design or production technology / methods
•
In older organizations it is best to start by pointing out what is wrong
The introductory phase:
➢
Decide which dept. will be responsible for TQM promotion
➢
Chairman / president formally ( ओपचाररक ) announces that TQM is to
be
introduced.
➢
Companywide TQM committee is established
➢
Grade specific TQM training is provided
➢
Individual department / section / QC improvement activities are
started
Obstacles ( अवरोि ) and solutions at introductory phase:
➢
Negative attitude towards need for improvement
•
Change people’s thinking through QC training.
•
Detect deficiencies ( कममयाँ ).
•
Measure losses.
➢
Management of routing work
•
More consistent and reliable ( ववश्वसनीय ).
•
Identifying and analyzing the status using statistical techniques.
•
Revising existing standards.
•
Introducing improvement tools like quality circles.
➢
Interaction through meetings and conferences.
The promotion phase:
➢
Introduce policy management.
➢
Link improvement activities with top management policies.
➢
Keep on expanding (ववथिाररि ) standardization activities.
➢
Standardize results of improvements.
➢
Once a department has enough accumulations ( बढ़िे हुये िम में ) of
improvements
start to tackle ( सामना करना ) problems which affect organization as a

whole.
➢
Introduce top management quality audits.
•
Top management should themselves diagnose ( र्नदान).
➢
TQM
implementation is gradual ( िममक बृद् चि ) and slow activity.
•
Rushing ( हड़बड़ी ) and short cuts do not work.
The consolidation phase:
➢
Accurate collection and analysis of market quality information.
➢
Grade specific quality training.
➢
New product development management.
➢
QC circle activities.
➢
Top management diagnoses.
Role of department & section managers :
➢
Find out exactly what their, own department or section must supply
to subsequent
( अनुविी ) processes and related processes and check its quality.

➢
Scrutinize ( जाांचना ) the mechanism and method of work and recognize
the
problems they must deal with.
➢
Coach their subordinates, continually introduce improvements and
raise quality of their respective work.
➢
Support QC circle activities and try to keep workplace lively and
vibrant.
➢
Provide driving force for promotion of TQM.
Examples of grade specific training:
➢
General training and new entrant training.
➢
Problem solving and QC circle training.
➢
Training in QC techniques.
➢
Middle management training.
➢
Top management training.
➢ Worker / Other’s training.
Examples of routine management:
➢
For manufacturing department
•
Workplace control
•
Absenteeism
•
Employee turnover
•
Environment control of operation
•
Neat and clean workplace maintenance
•
Safety control
•
Number of improvement proposals submitted ➢
Work control
•
Production plan- Plan vs actual
•
Ratio of defectives ( ratio of total defectives, re-work, Yield, physical
unit
of material )
•
Quality deficiencies through feedback from downstream process.
•
Training for new, skilled workers, multiple skill.
• Evaluation of worker’s skill.
➢
Raw material control
•
Control of location of parts and material, quality control.
•
Maintenance of quality of stocks.
–
First in first out method control.
➢
Facility management
•
Control of working ratio
•
Facility maintenance management
–
5-S Campaign ( अमभयान )
–
Check at the start of the work
–
Monitoring
–
Periodic check
➢
Measurement control
•
Temperature, Humidity, Noise, Illumination ( प्रकास / रोशनी), Vibration,
Air flow, Dust.
•
Control of measuring equipment
–
Check before use at the start of work.
–
Periodic calibration.
•
Control of measurement work
–
Control of measuring accuracy
–
Training of measurement skill
•
Control of boundary samples
•
Control of judgment level of inspectors
•
Measurement environment control
➢
Change control
•
Control of action for abnormalities
•
Countermeasures for abnormalities
•
Implementation of prevention to avoid recurrence
➢
Improvement of manufacturing process
•
Process capability studies
•
Implementation of improvements in process
•
Implementation of improvements in methods
What is management by quality
➢
Responding to customer demand
➢
Making management more efficient
Two distinct views of quality control
➢ QC from buyer’s stand point
•
How to inspect product quality ?
•
Specify product quality standards and also design methods,
production methods, control methods etc.
• Quality control based on purchaser’s requirements is too general

and rigid
( किोर ) and of limited usefulness in creating new quality
systems.
➢ QC from vendor’s stand point
•
Emphasizes ( को महत्व देना ) on continuous improvement and meeting
market demands
•
Management tool for performing quality improvements methodically,
systematically and continuously.
•
Cut off defective products at the source by improving the processes
•
Making products with defect free processes
•
Emphasis on analyzing the causes of defects and preventing their
recurrence by improving the processes
Product quality and process quality
➢ The quality of a company’s quality control program is judged from

the following
viewpoints:
•
Whether the product or services satisfy customers requirements
•
Whether the products or services are supplied economically.
TQM
Common goal
➢
Put quality first
➢
The next process is customer
➢
Work with facts
➢
Give importance to the process
➢
Prioritize
➢
Prevent recurrences
➢
Control the source
➢
Respect humanity
World class quality through TQM
Quality in business is accomplished by adopting TQM company wide.

A word of caution ( चेिावनी), there
are usually mare ways to fail than to
succeed. There are some potential dangers like too much delegation
( प्रर्ि र्नचि मण्डि), training without action, confusing activity with results,
misuse of tools, focus on attitudes, ignoring the data, going too fast
and skimp ( काम देना ) on resources.
These dangers must be watched out for at the beginning itself of the
quality journey.
Customer focus: TQM focuses the energy of the organization on the

customer. The reason for strategic
( महत्वपूिि ) quality goals is to
delight ( आनप्न्दि करना ) the customers. The leadership is extended
(
थिा रि
ववथिाररि ) towards the goal of delighting to the customer. Finance
looks for its primary income
opportunities through identifying and
satisfying customer needs. Cost saving are realized ( कयािप्न्वि ) by
eliminating the poor quality that irritates( चचढ़ना ) the customers and
also costs money. Empowerment
( अचिकार ) of people in the
organization is for the purpose of delighting the customers.
Strategic
quality planning: The elements of strategic quality planning are not
too difficult to understand.
There are four important obligations ( कििव्य ) of management as

under
of management as under
Clear Vision: A clear vision ( ध्येय ) of where the company is going.

Vision of
company must be clearly stated and communicated to each and

every member of the organization in language he / she understands.
the organization in language he / she understands.

Clear Key
Objective: Clear definition of small number of key objectives
( उददेश्य)
that must be achieved if the company is to realize its vision.
that must be achieved if the company is to realize its vision.
Translate Key Objective: Translation of key objectives throughout

the organization so that each person knows how performing his / her
job, helps the company to achieve the objectives.
company to achieve the objectives.
Achieve Key Objective: A fair and honest appraisal ( मूलयर्निािरि ) so that

each and every employee knows how his / her performance has
contributed
( सहयोग )to the organization’s efforts ( प्रयास ) to achieve the
key objectives, accompanied ( साथ चिना ) by guidance as to how the
individual can improve this
performance.
Quality is managed by three similar processes. Now the names are

quality planning, quality control, quality improvement.
Quality planning is the activity for developing the products and

processes required to meet customer
’s needs.
Quality control evaluates actual quality performance, compares actual

performance to quality goals and acts on the difference.
Quality improvements is the means for raising ( उपर उिाना ) quality

performance to unprecedented
( अभूिपूवि ) levels.
Quality leadership requires that goods, services and internal

processes must satisfy and delight to customers. Quality planning is
the process for ensuring to the same. The structure and participation
( भागिेना ) of quality planning may appear to increase the planning
time, but they can actually reduce the
total time required for reaching ( पहुँचना ) full operations.
Elements of TQM
1)
Customer satisfaction
2)
Do it right first time
3)
4)
Employee involvement
5)
Empowering the staff
6)
Bench marking
7)
Feedback mechanism
Principles of TQM
1)
Customer - focused
2)
Total employee involvement
3)
Process- centered
4)
Integrated System
5)
Strategic and systematic approach
6)
7)
Fact –based decision making.
8)
Communications
LESSON =18
Total Productive Maintenance ( TPM)
Goals Of T.P.M. :
➢
Maximize equipment efficiency ( Improve overall efficiency )
➢
Develop a system of productive maintenance for life of the
equipment.
➢
Involve all departments that plan, design, use or
maintain equipment in implementation of TPM.
➢
Actively involve all employees ( Top to Bottom )
➢
Promote TPM through motivation management ( Autonomous
small group activity )
Total Productive Maintenance:
➢
Total effectiveness :Pursuit of economic efficiency or profitability.
➢
Total PM: Maintenance prevention, improve maintainability and
preventive maintenance ( covering whole life cycle of production
system )
➢
Total Participation: Autonomous maintenance by
operators and small group activity in all departments at all levels.
➢
To pursue for the maximization of efficiency of the production
system.
➢
Make all losses zero.
➢
Achieving zero accident, zero defect and zero breakdown.
➢
Cover entire life cycle of production system.
8-Pillars Of T.P.M. Development:
➢
Individual Improvements
➢
Autonomous Maintenance
➢
Planned Maintenance System
➢
Education And Training To Improve Individual Skills
➢
Early Equipment Management (Design And Erection ( थथापना)
Stages) ➢
Quality Maintenance System
➢
Maximizing Efficiency Of Indirect Department
➢
Management Of Safety And Environment
7- Big Losses:
➢
Downtime
•
Loss on account of breakdown.
•
Loss on account of changeover and adjustment.
•
Loss on account of tool change.
➢
Speed Losses
•
Loss on account of minor stoppages.
•
Loss on account of reduced speed.
➢
Defects
•
Loss on account of start-up.
•
Loss on account of defects and repair.
Eliminating 7- Big Losses:
➢
Taking Action Against Breakdowns
•
Function loss breakdown.
•
Function reduction breakdown.
•
Exposing hidden defects.
➢
Improving Set -up And Adjustment
•
Improving Set-up – Separating internal set-up and external set-up.
➢
Reducing Speed Losses
➢
Reducing Chronic ( चचरकामिक ) Quality Defects
Measuring Equipment Effectiveness:

Overall Equipment Effectiveness ( O.E.E.) =
Availability X Performance rate X Quality rate
➢
Availability ( Operating Rate ) : Improved by eliminating
breakdowns, Set-ups and adjustment losses and other stoppages.
➢
Performance : Improved by eliminating speed losses, minor
stoppages and idling.
➢
Quality ( Rate Of Quality Products ) : Improved by eliminating
quality defects in the process
and during start-up.
Chronic Losses:
➢
Chronic losses refers to a phenomenon ( घटना िम ) that occurs
repeatedly within a certain
range of distribution
•
Need innovative solutions ( To achieve optimal conditions )
➢
Sporadic Losses : sudden outbreaks due to changes in
parameters or conditions
•
Can be controlled by re storing the conditions to original status.
Why Chronic Losses Are Neglected:
➢
The Cause Is Unknown
•
Inadequate investigation, poor coordination between departments
➢
Cause Is Known But Action Is Ineffective
•Characteristics of chronic looses are not understood

➢
Action Not Implemented Thoroughly
•
Poor follow-up of preventive measures, conditions not maintained ➢
Symptomatic ( िाक्षणिक ) Treatment ( Stopgap Measures )
•
Many stopgap measures, basic solution ignored
➢
Misjudgment
•
Under estimation
•
Magnitude ( पररमाि) and cost of problem considered negligible.
•
Incorrect Assumptions ( अनुमान )
•
Assuming improvements too costly, assuming problems will
disappear
•
Misunderstanding Of Training As Lack Of Practice
How To Reduce Or Eliminate Chronic Losses?
➢
Study The Ways Of Reducing Chronic Losses
•
Analyze the phenomenon
•
Review to find out the real factor / cause
•
Expose ( वववरि ) / uncover hidden causes
➢
Approach For Detecting Defects
•
Approach towards ideal conditions
•Approach for understanding the cause of minor defects
➢
Equipment Performance Restoration
➢
Reliability
•
Fabrication reliability
•
Installation reliability
•
Design reliability
•
Operation and manipulation ( हेरफे र करना) reliability
•
Maintenance reliability
➢
Learning To Operate And Maintain Equipment
•
Know-how to attain optimal ( श्रेष्ि / आदशि ) conditions
➢
Restoration
•
Returning the equipment to its original , proper and ideal condition
➢
Cleaning
Deterioration:
➢
Natural deterioration ( ववकृ र्ि )
➢
Forced deterioration
➢
Restoration ( पुनहप्राति ) to original state
Basic Approach Towards Zero Breakdown:
➢
Starting Point
•
Equipment breakdowns are caused by people
•
If the way of thinking and behavior of people are changed,
equipment breakdowns
can be reduced to zero
•
Change the way of thinking
from “equipment fails”
to “we will not cause
breakdowns”
And “breakdowns can be
reduced to zero”
➢ Uncover The “Hidden Defects” Which Are The Causes Of The

Breakdown
➢
Physically Hidden Defects
•
Internal defects, normally not visible from outside
•
Not visible due to improper fitment
•
Not visible due to dust and dirt
➢
Psychologically ( मनोववज्ञार्नकिी) Hidden
•
Overlooked because of indifferent attitude
•
Regarded as negligible and ignored
•
Cannot be noticed due to lack of experience.
Five Countermeasures For Achieving Zero Breakdown:
➢
Maintaining basic conditions
➢
Adhering ( अनुसरि करना ) to operating conditions
➢
Restoring deterioration
➢
Improving weakness of design
➢ Improving skills / expertise
Zero Breakdown - A Four Phased Approach:
➢
Phase I : Stabilize Equipment Failure Intervals ( MTBF )
•
Restore unchecked deterioration
•
Prevent accelerated deterioration
➢
Phase II : Lengthen Equipment Life
•
Correct design weaknesses
•
Eliminate chance or accidental breakdown
•
Restore visible deterioration of equipment
➢
Phase III : Periodically Restore Deterioration
•
Restore deterioration periodically
•
Use senses to detect internal deterioration
➢
Phase IV : Predict Equipment Life
•
Use machine diagnosis techniques
•
Analyze sudden breakdowns
Three Activities For Handling
Deterioration:
➢
Activities To Prevent Deterioration
➢
Activities To Measure Deterioration
➢
Activities To Restore Deterioration
TPM Small Group Activity:
➢
What A Small Group Do ?
•
Helps to meet company’s goals and employees needs through
concrete ( सख्ि / र्नप्श्चि ) activities
•
Sets a goal compatible with that of the organization
•
Aim at achieving these goals through cooperation and team work
•
Sense of accomplishment ( दक्षिा ) enhances company’s business
results and promotes activities that satisfy basic human needs of the
employees
•
Multiple overlapping TPM group structure is a representative of
small group activity
➢
Keys To Success Of TPM Small Group Activity
•
Motivation
•
Ability
•
favorable working environment
➢
The Following Attitude Of Each Worker Is The Most Important
• Each worker should start thinking “This is my equipment and I must

maintain it”
Important Tools For TPM Group Activity:
➢
TPM Activity Board
•
Activity board is used to display what was to be done, what has
been done and what
needs to be done and how?
•
Items to be recorded on the activity board
–
Approach towards policy of action
–
Progress chart
–
Record of result achieved ( comparative index )
–
Important questions on priority, why and what problems are
foreseen
–
Points that need to be reconsidered( पहचानना ) ( review of
breakdowns and causes )
–
Examples of countermeasures, examples of detecting abnormalities
–
Number and types of abnormalities exposed
–
Implementation plan for restoration and improvement
➢
Meeting Must Be Short But More Frequent
•
Leader has to play a crucial ( र्निाियक ) role to facilitate meetings
•
Meetings must be short but frequent
•
Leader reports proceedings of meetings periodically to manager in-
charge. This
way group receives proper guidance and support of the
management
➢
One Point Lesson To Educate Circle Members On Areas Specific
To Their Workplaces
•
Three categories of one point lessons
–
Basic knowledge
–
Examples of trouble shooting ( )
–
Examples of countermeasures
Raising Skill Levels Through TPM:
➢ Important Goal Of TPM Is To Raise Workers’ Skill Levels
•
Attention : ability to concentrate and discover abnormalities
•
Judgment : ability to think logically and make sound decisions
•
Action, treatment, and restoration skills : prompt ( ित्पर ),
appropriate and informed action to restore conditions
•
Preventive skills : ability to prevent as well as correct problems
•
Prediction skills : ability to forecast ( पूवािनुमान ) a problem based
on minor
occurrences, signs or even suspicion
➢
Stages Of Skill Development
• Don’t know ( no education )
• Have knowledge, but can’t perform ( education, but no training )
•
Can perform, but not well ( insufficient training )
•
Can perform with full confidence ( fully trained )
➢
Organize Necessary Skill And Education
➢
Provide Training And Practice ( Doing )
➢
Evaluation Of Skills
Self Initiated Maintenance:
➢ Maintain One’s Own Equipment By Oneself
•
Acquire ( प्राति करना ) four abilities necessary for the operator
–
capability of judging abnormality
–
Correct measures to be implemented immediately
–
Quantify abnormality - set standards
–
Follow the rules [ in letter and spirit (हहम्मि ) ]
•
Four stages of acquiring the capabilities
–
Level 1 - to restore or improve any abnormality detected by one
self
–
Level 2 - to understand the function and structure of the equipment
and try
to detect the cause of abnormality

–
Level 3 - understand the relation between equipment and quality.
Any
abnormality in quality can be forecasted and cause detected
–
Level 4 - repair of the equipment
•
Self initiated maintenance to be pursued as per company guidelines
7-Steps For Pursuing Self Initiated Maintenance:
➢
Step 1 Initial cleaning
➢
Step 2 Countermeasures against source and difficult to detect
spots ( पिा िगाना )
➢
Step 3 Preparation of standards for cleaning
and oiling
➢ Step 4 Overall inspection
➢
Step 5 Self initiated inspection
➢
Step 6 Seiri, Seiton ( reorganization and maintenance )
➢ Step 7 Through implementation of self initiated maintenance
Step Diagnosis:
➢
Purpose Of Step Diagnosis
•
To confirm if one has reached the acceptable level or not
•
TPM circles get activated by receiving comments, on both good and
bad points
•
This diagnosis helps in deciding a plan of activities to be conducted
and direction to be taken
Step 1 - Initial Cleaning:

❖
Points To Remember
➢
Dirt, Soil And Other Harmful Foreign Matter Can Be The Cause Of
Breakdown If Not
Removed In Time
•
The foreign ( चचतस / बुरादा ) matter in moving parts of machines,
hydraulic and air
pressure system
•
In automatic machines soiling from material and supply chutes can
cause
stoppages.
•
May cause poor quality due of sticking ( चचपकना ) of unwanted
matter in dies etc.
•
It is difficult to carry out inspection and repair of dirty equipment
➢
Cleaning Leads To Inspection
•
Cleaning The Main Body Of Equipment
•
Cleaning The Supplementary Equipment And Tools
•
Lubrication State
•
Cleaning The State Around The Machinery
➢
Higher Losses If Oiling Is Not Done Properly
➢
Loose Belts Cause Trouble
Step 2 - Removing The Source Of The Problem:
➢
Remove the source of generation of dirt
➢
Improvements where dispersion ( त्रबखरना ) is prevented by
providing a local cover
➢
Type of improvements possible for
problematic spots
•
Pace of implementation to be improved by making necessary
improvements
•
Proceeding with improvements in step 2
–
Cleaning operation to be made easier
–
Scope of oiling to be reduced to minimum area
–
Reducing the dispersion of cut powder and cutting oil to minimum
–
Flow rate of cutting oil to be increased so that cut powder do not get
accumulated
–
Area where cutting oil flow must be reduced to minimum
–
Make the inspection easier
–
Providing inspection window
–
Provide stopper to check loosening
–
Remove oil pan
–
Provide oil gauge
–
Modify oiling inlet for easier supply of oil
–
Wiring to be dressed
–
Change layout of pipe lines
–
Modify to make changing parts easier
•
Understand the content of improvement plans and confirm effect
Steps Of Cleaning And Preparation Of Oiling Standards:
➢
Decide by oneself factors which need to be considered
•
Is there any method which can make the operator follow the
standards strictly ?
•
Decide by oneself the standard which need to be followed
–
To understand the importance of various conditions and factors
which need to be followed
–
To be capable of preparing standards by one self
–
To prepare standards by oneself
➢ Apply one’s best for preparing the standards
➢
Time restrictions permitted for cleaning and oiling to be made
prerequisites
•
Target time to be clearly displayed
Correct Method Of Proceeding With Self Initiated Maintenance:
➢
Checking the oiling system
➢
Tightening prevents the defects due to nuts and bolts
•
Generation of defectives or rupturing due to loosening of bolts and
nuts
•
Damage or wrong operation due to loosening of terminals in control
panels
•
Leakage due to loosening of flange bolt of pipe couplings
Check Points For Bolts And Nuts:
➢
Loosening of bolts and nuts
➢
Defective bolts and nuts or out of center
➢
Use of plain washers in long holes
➢
Loosening of nuts meant for level adjusting bolt
➢
Fixing of nuts and bolts
➢
Length of the bolt ( 2/3 thread should be out )
➢ Check marks
Steps Of Overall Inspection And Self Initiated Inspection:
➢
Overall inspection focuses on the following points
•
Extraction ( र्नचोड़ ) of items / subjects of overall inspection
•
Preparation of teaching material and planning the education and
training for
overall inspection.
•
Education of the leader
•
Education through different communication methods for the
operators
•
Put into practice whatever has been learnt and detect abnormalities
•
Promote management and control through eye observation
Preparation of efficient standards for self initiated maintenance and

inspection:
➢
Matching the standards prepared by operations and
maintenance departments
➢
Inspection cycle to be decided by the
person-in-charge
➢
Deciding the time required for inspection
➢
Integrating equipment knowledge of the operator
➢
Clearly establish relation between equipment and quality
➢
Analysis of breakdown and defective product
SEIRI - SEITON : ( Reorganization And Maintenance )
➢
SEIRI and SEITON
➢
Role of operator
•
Correct operation, rearrangement, adjustment at early stage
•
Recording of data with regard to movement, quality and processing
condition
•
Preparation of tools, equipment
•
Confirmation of items in order to perform the above items with
certainty
➢
Tips for SEIRI - SEITON
•
It is fixed that when and how much a particular item will be used by
whom
•
It is also essential to confirm that it can perform its function properly
•
Where and how much a particular article is needed is fixed and
made clearly visible
•
The place for keeping and place for keeping are decided
•
The person-in-charge, for daily management and the method of
processing,
replenishment and removal are to be decided beforehand
Countermeasures For Zero Breakdown ( To Eliminate Seven Major

Losses )
➢
Strive for upgrading overall efficiency of equipment
➢
Define ways of proceeding effectively with breakdown
countermeasures
➢
Principles for achieving zero breakdown
•
Arranging basic conditions
•
Strictly following the instructions
•
Restoration of deterioration
•
Removal of forced deterioration environment
•
Improving the weak points in design
•
Improving the technical capabilities
Learning from Breakdowns
➢
Mental attitude to learn something from breakdown
•
Breakdown is our problem
•
Breakdown is a matter of shame ( शमि )
•
Let us learn from breakdown
➢
Breakdown will not come down with incorrect measures
•
Overlooking the synergetic ( सहभागी ) effect of minor defects
•
Operating conditions of structural components?
•
Deterioration of equipment being neglected
➢
Lack of understanding of true phenomenon of breakdown
➢
No consideration given to human behavior
•
Mistake in selecting operating method
•
Failed to lubricate
•
Overlooked looseness of bolts
•
Failed to carry out checks
•
Missed replacement of parts in time
•
Poor repair of breakdown
•
Inadequate adjustment after repair / overhaul
Correct Understanding Of Breakdown:
➢
Understanding The Phenomenon Of Breakdown Correctly
•
Learn about function and correct way of using equipment and parts
•
Studying the operating conditions correctly and listing the check
items
•
Immediate investigation of affected parts based on check list
•
Include human error in possible causes of breakdown
➢
Give Full Attention To Daily Check To Prevent Breakdown
•
Audit of method of daily check
•
Improving the method of daily check
➢
Proceeding With Analysis Of Breakdown Through 7 Steps
•
Step 1 : Preparation of breakdown record
•
Step 2 : Study the function, correct operating conditions of the
equipment
•
Step 3 : Tracing ( अनुरे खन ) the origin and listing up check items
•
Step 4 : Investigation of actual conditions based on check items
•
Step 5 : Restoration of affected parts
•
Step 6 : Consideration of recurrence prevention
•
Step 7 : Arranging the breakdown analysis sheets and
preparation of checking
standards
Correct Analysis Of A Breakdown:
➢
To Understand The Cause Of Breakdown Correctly
र्ि
•
To study configuration ( आकृ र्ि ), function and correct operation of
equipment and its parts
•
To study the above correct conditions and prepare a check list
•
To immediately investigate the faulty parts based on check list items
•
To investigate the faults in human actions
•
Method of finding out check items
–
Analyzing the method of daily check
–To further improve the method of daily check
Basic Approach To Quality Maintenance :
➢
Significance Of Quality Maintenance
•
Aimed at zero defect and zero rework
➢
Control Of Effect Vs Control Of Cause
➢
Relationship Of Quality Maintenance With 8 Pillars Of TPM
•
Determining the conditions for controlling the generation of defects (
these
should be well defined )
•
Controlling the conditions to curb ( वश में रखना ) generation of
defects ( strict
adherence )
• Maintaining the “ zero defect “ level
➢
Scope Of Tackling ( सांभािना ) Quality Maintenance
•
Man
•
Machine ( Equipment )
•
Material
•
Method
•
Information
7- Step Approach For Quality Maintenance :
➢
Step 1 : grasping ( पकड़ना ) the status quondam ( भूिपूवि )
•
Investigation of the actual state of quality by stratification
•
Ranking of defects and arranging existing QC methods
•
Breakdown of defect modes into pareto chart
•
Investigation of difference between standard operation and actual
operation
•
Investigation of the way quality characteristics of process /
equipment vary,
investigation of process capability
•
Determination and following of defect data collection method
➢
Step 2 : Restoring The Primary Faults
•
Executing countermeasures for defect phenomenon for which cause
has been
understood and for the conditions which have been derived from the
standards
➢
Step 3 : Factor Analysis For Chronic Defects
•
Factor analysis for the defects for which cause has not been
understood
•
PM analysis for defects concerning machines
➢
Step 4 : Eradication ( नाश ) Of Cause Of Chronic Defects
•
Taking countermeasures for items wise results in PM analysis have
been found
unsatisfactory
•
Make efforts for eradication of chronic defects
➢
Step 5 : Determining The Conditions For Zero Defect
•
Arranging in quality maintenance matrix chart
•
Adding these to standards for self maintenance check items
➢
Step 6 : Controlling The Conditions For Zero Defect
•
Carrying out checking based on checking standards
•
Controlling the tendency of checking results, executing restoration
of faults before
they reach abnormal level
➢
Step 7 : Improving The Conditions For Zero Defect
•
Reviving (पुनजीववि होना ) the checking methods, periodicity, criteria
etc.
•
Improving them so that they become much more effective conditions
in controlling
‘zero defect’
Basics Of Pm Analysis :
➢
Step 1 : Clarify The Problem
➢
Step 2 : Conduct A Physical Analysis Of The Problem
➢
Step 3 :
List Every Condition Potentially Related To The Problem
➢
Step 4 :
Evaluate Equipment, Materials And Methods
➢
Step 5 : Plan The
Investigation
➢
Step 6 : Investigate Malfunctions
➢
Step 7 : Formulate ( प्रर्ि पादन ) Improvement Plans
Stages Leading To a Breakdown :
➢
Stage 1 : Potential Minor Defects
➢
Stage 2 : Visible Minor
Defects
➢
Stage 3 : Reduced Minor Efficiency
➢
Stage 4 : Short
Stoppages
➢
Stage 5 : Breakdowns
Maintenance - Role Of an Operator :

➢
MAN
➢
Sickness
➢
Treatment
➢
Rehabilitation(बहाि करना )
➢
Aging
(
आयु बढाना)
➢
Checkup And
➢
Healthcare
Stage 1 : Potential Minor Defects :

➢
Minor Defects Such As Worn-
Out Belts, Loose Bolts, Missing Nuts Etc. , If Ignored
•
Can lead to a major breakdown or a big problem
•
Can result in production of defective products
Stage 2 : Visible Minor Defects :
➢
Minor Visible Defects Such As Oil Leakage's, Air Packages,
Damaged Pipes, Electrical
Wiring Etc., If Ignored - Can Accumulate And Cause
•
A major breakdown
•
Quality problems
•
Safety hazard such as a big fire
Stage 3 : Reduced Operating Efficiency :
➢
Accumulation Of Minor Defects Leads To
•
Reduction of speed
•
Reduced operator efficiency
•
Losses due to compromises at every stage to continue production
activity
Stage 4 : Short Stoppages :
➢
Finally Machine Has To Be Stopped For Short Periods
•
For minor repairs
•
Frequent adjustments
•
Frequent oil topping or change
•
Frequent changeovers to alternate equipments / methods
Stage 5 : Breakdowns :
➢
Finally Machine Can Not Run At All
•
Has to be stopped for a longer period
MACHINE
Breakdown
Repairs
Testing
Deterioration
Preventive &
Predictive Maintenance
•
Alternate machine has to be used to continue production
•
Time needed for repair ( mostly overhaul ) is quite long as enough
damage has been
done to the equipment needing replacement of several parts
Basic Points For TPM :
➢
Full Knowledge Of Machine Or Equipment
•
Get comprehensive knowledge of parts and functions of your
machine
➢
Develop Sensibility To Detect Abnormality
•
Changes in sound, temperature, vibration etc.
➢
Ability To Decide On The Spot
•
Discover abnormalities and take action immediately
• If you can’t correct it call for help - maintenance staff etc.
➢
Operate A Machine At Full Specified Speed
•
Learn to maintain machine well so that it can always be operated at
full speed / efficiency
Step 1 : Cleaning :
➢
Active Cleaning
•
Looking for problems and defects while cleaning
•
Clean at places you normally do not see or cannot access such as
under the machine, inside covers, drain oil from tanks ....
➢
What To Look For While Cleaning
•
Dust, cracks, bends, wear, leakage, dirt, oil, colour fading ( फीका
पड़ना ), rust, scratches, missing parts
➢ Always Remember That “Cleaning Is Inspection”
Step 2 : Checking During Operation :
➢
Constantly check machine for any abnormality
➢
Pay full attention to machine while it is running - excessive noise,
vibration, overheating,
play, distortion ( ववकृ र्ि होना ) etc.
➢
Look For
•
Loose nuts and bolts
•
Lubrication points
•
Contacts points
•
Parts using oil or air pressure
•
Electrical wiring, switches, contacts
➢
Use Your Five Senses To Detect Abnormality Such As Heat, Smell,
Vibration Etc.
Lubrication :
➢
Improper Lubrication Has Been Found As The Main Cause For A
Large Number Of
Breakdowns
•
Too much oil will result in leakage
•
Too little oil will result in biting and excessive wear
➢
Check For Proper Lubrication
•
Is lubrication being carried out regularly?
•
Are standards for quantity, temperature and quality being
maintained?
•
Are there any oil leakage?
•
Are there any abnormalities such as change of colour etc.
Proper Tightening Of Nuts And Bolts :
➢
Loose nuts and bolts cause vibration which damages the machine
and also cause defective products
➢
Too tight bolts and nuts cause strain and permanent damage
➢
Use visual controls
•
Checking and correcting standards
•
Alignment marks
Cleaning Motors :
➢
Regular cleaning and inspection of exposed parts of motors will
enable operators to spot
abnormalities and prevent damage to
motors
•
Casing - use dry cloth to wipe ( पोंछना ) casing. One should be able
to see all areas
including manufacturers name plate
•
Bearing - cleaning oil and dirt clinging to area around bearing give
good look of the bearing. Scratches, bite ( काटना ), play, leakage
become visible
•
Cooling fan - clean fan by blowing air using a blower
•
Brush - blowing air will clean area around brush and will make it
visible so that
extent ( ववथिार ) of wear
can be seen
Cleaning Pumps :
➢
Know the
functions of each part of pump
➢
Can be cleaned from outside without disassembling
➢
Give full attention to
•
Casing
•
Shaft coupling
•
Seals, collar rings, seal ring, mechanical seal, V packing
•
Flanges
•
Filters
•
Valves, pipes, auxiliary parts
Types And Structure Of Motors :
➢
DC Motors
•
Used for applications requiring
–
Large starting torque
–
Variable speed control
➢
AC Motors
•
Used for applications requiring
–
Constant speed
–
Pumps, blowers etc.
–
Easy maintenance
•
Types
–
Induction motors - wound rotors, squirrel cage
–
Single phase and three phase
Types And Structure Of Pumps :
➢
Centrifugal pumps
•
Transfer fluids by rotation of an impeller inside a casing
➢
Positive displacement pumps
•
Hydraulic pumps
–
Reciprocating type using piston or diaphragm and
–
Rotary type using vanes or gears
➢
Special pumps
•
Jet pumps using air to lift liquids, gases
Checking Procedures Of Motors :
➢
Outer surface
•
Abnormal noise
–
Foreign matter trapped inside
–
Defective parts - bearing etc.
–
Defective centering, alignment
•
Abnormal smell
–
Smell of overheated winding, Burning of oil
•
Excessive vibration
–
Loose bolts, Alignment
➢
Bearings
•
Oil leakage
•
Dirt
•
Damage
•
Uneven motion
➢
Wires
•
Loose wires
•
Damaged wires
•
Change in colour at contact points
➢
Control panel
•
Oil leakage
•
Dirt damage
Checking Pumps :
➢
Before start up
•
Cooling water / lubricating oil
•
Packing gland
•
Shaft coupling
•
Inlet valve / discharge valve
•
Priming water
•
Direction of rotation
➢
During Operation
•
Pressure, electric current
•
Temperature of bearing
•
Seals
•
Vibration
•
Abnormal noise
Safety Activity In TPM :
➢
The way to look at safety in TPM
•
TPM enables us to make equipment and surroundings much safer
and develop human beings who are more conscious (चेिना) of safety
thereby preventing disasters ( सांकट )
➢
Why and how disasters occur and how TPM is preventing them?
•
Disasters occur due to
–
Unsafe conditions, Actions of human beings
•
TPM prevents these unsafe conditions and unsafe actions of human
beings
➢
Relationship between initial cleaning and safety
•
Cleaning is checking
•
Elimination of 3K’s ( Kitsui, Kiken And Kitanai - Difficult, Danger
And Dirty )
➢
Tools For Promotion Of Safety In TPM
•
Activity boards, One Point Lessons, Meetings
History Of TPM :
➢
1950’s Preventive Maintenance
•
Establishing maintenance functions
❖
Approaches :
–
Preventive maintenance ( 1951 )
–
Productive maintenance ( 1954 )
–
Maintainability improvement ( 1957 )
➢
1960’s Productive Maintenance
•
Recognizing importance of reliability, maintenance, and
effectiveness in plant
design
❖
Approaches :
–
Maintenance prevention ( 1960 )
–
Reliability engineering ( 1962 )
–
Maintainability engineering ( 1962 )
–
Engineering economy
➢
1970’s Total Productive Maintenance
•
Achieving PM efficiency through a comprehensive system based on
respect for human beings and total employee participation
❖
Approaches :
Eliminating 7-Big Losses :

➢
Taking action against breakdowns
•
Function loss breakdown
•
Function reduction breakdown
•
Exposing hidden defects
➢
Improving set-up and adjustment
•
Improving set up - separating internal set up and external set up
➢
Reducing speed losses
➢
Reducing chronic quality defects
Priority Implementation Points For Safety In TPM :
➢
Initial cleaning
•
Cleaning to uncover hidden dangers
•
Danger prediction training ( sensing a dangerous situation and how
to handle it )
➢
Countermeasures for source of occurrence and difficult spots
•
Frequent stoppage of line may result someone put finger inside and
get hurt
➢
Preparation of standards of cleaning and lubrication
➢
Overall check of instruments
•
For example discovery of a broken thermometer in a gas pipe from
unusual vibration prevented a disaster
•
Prepare a disaster prevention review sheet
➢
Self checking
•
Preparation of basic standards for cleaning and lubrication
➢
Reorganization, orderliness and standardization for self
maintenance
•
Follow above steps and standardize
➢
Through implementation of self initiated diagnosis
•
Carry out self diagnosis periodically and do not all it to follow a set
pattern
•
Top management inspection at least once a year
Level Of Safety Will Improve With TPM :
Behavioral science, System engineering
Ecology ( पाररप्थथर्ि की )
Management for innovation and creation, performance action and

control and foreman plan, Logistics
➢
With thorough implementation of 5S the workplace will look
beautiful and different
➢
With self initiated improvements, case wise
improvements etc. Unsafe areas will decrease
➢
Capability to sense
abnormalities will make it possible to detect abnormalities at early
stage
➢
One shall develop precise safety standards and follow these
➢
Use of equipment by trained and authorized persons only and all
determined to full safe guard the equipment being used by him / her
Special Features Of Safety Activities In TPM :
➢
Putting philosophy of prevention into practice at workplace
➢
Keeping priority on
•
Controlling the source of danger / risk
•
Preventive management
➢
Breakdowns and stoppages lead to high level of danger / risk
•
Trace the origin of flaw / defect, however small, and eliminate it. The
trouble does
not recur
➢
Breakdowns occur due to lack of foresight
•
Stress on improving sensibility and foresight ( दू रदृप्ष्ट ) of human
beings
8-Pillars Of TPM :
❖
Individual Improvements
❖
Planned Maintenance
❖
MP System
❖
Education And Training
❖
Autonomous Maintenance
❖
Quality Maintenance
❖
Administration
❖
Safety, Sanitation & Environment
12
- Steps for TPM Implementation:
1.
Declaration by top management to introduce TPM
2.
Introductory education and campaign for TPM
3.
Establishing TPM promotion organization
4.
Setting basic principles and targets for TPM
5.
Creation of master plan for establishing TPM
6.
Kick-off of TPM
7.
Establishing system for improving production efficiency
8.
Establishing initial control system for new products and equipment
9.
Establishing quality maintenance organization
10. Establishing system to improve efficiency of administration and

other indirect departments
11. Establishing system to control safety, sanitation and working
environment
12. Total application of TPM and raising its level
Daily Work Management ( DWM)
All those activities which must be performed regularly / daily to

efficiently achieve the goals / targets of each work zone’s duties is
known as DWM. The objective of DWM is to maintain the current
status and also include activities need to improve the situation.
DWM is a system to manage departments functions. All the

processes must be defined, standardized, controlled and improved by
the process owners.
Objective of DWM :
( 1 ) To avoid fire- fighting / crisis (सांकट ) of managers. (2 ) Manage

time for improvement / innovation.
( 3 ) To make comfortable in
routing activities.
( 4 ) To avoid failure in improvements initiatives.
Steps to start DWM :
Step- 1 :
❖ Establish ownership :
•
Define functions ( Purpose of the process / functions)
–
Primary , Secondary, Tertiary
❖ Organization Structure : ( Who)
•
Establish responsibility and authority
–
Responsibility : It define what to do. ( What )
–
Authority : The degree of power to make decision.
❖
Establish
accountability ( जवाबदेही):
Process owner is accountable for performance of each process under

him. Step- 2 : Process and measurement :
❖
Define process : ( Method / How )
•
Business process flow, Procedures, Standard work instructions
❖
Measurement of accountability: ( Managing Standard points )
•
Function objectives
❖ Key check points for process control ( Audit points )

Step- 3 :
Gap / Scope of improvement analysis :
❖
Identify the gap / improvement points.
Causes of gap :
There are two types of causes for gap Known Causes :
❖ Perform root cause analysis

❖ Generate solutions / actions
❖
Select the best actions
❖ Standardize the process
❖ Monitor the effectiveness of actions

❖ Horizontal deployment
Unknown Causes :
❖ Understanding the facts ( collect the data )
❖ Analyze the data
❖ Find out the root cause / Perform the root cause analysis
❖
Generate action
❖ Select best actions
❖ Standardize the process / Implement the actions

❖ Monitor the
effectiveness of actions
❖ Horizontal deployment
Time management in DWM :
The DWM manage activities, priorities and schedules instead of

time
.
Be positive, Think positive, Do positive :
❖
Avoid conflicts
❖
Think and feel pleasant all the time
❖
Imagine good
❖
Think you can manage any situation
❖
Be mature
Just In Time( JIT )
This is a methodology of reducing flow times within the production

system and response time of customer and supplier.
This is also known as “Toyota Production System” ( TPS ) or “ Just In

Time Production”
This is a set of techniques which is used to increase
productivity, reduce production system cost
and improve quality rate.
This is also philosophy of management to reduce / eliminate waste

and continuous improve the productivity.
Elements of J.I.T. :
The Following points are the JIT elements ❖

Elimination of waste
❖
Quality at source of generation
❖
Flexible and balanced work flow
❖
❖
Respect to human
❖
Visual and simplified control
❖
Focus on customer expectation ❖
Partnership with key supplier
Problems of Production :
Always getting right material & physical resources at right time in right
quantity at right place and produce as per customer need quality and
products.
Requirement of JIT is High quality at low cost products / service

deliver to customer on time.
Getting the material as per need avoid
too much inventory and extra cost.
Philosophy of JIT :
➢
Right Things
➢
Right Quantity
➢
At right time
➢
With right quality
Reduce Inventory, reduce WIP, short lead tine ( No too early, No too
late )
Advantage of JIT :
➢
Eliminate Non- Value Added activities.
Perform in shortest time with less money spent.
➢
Involve your customers and suppliers.
Eliminate NVA activities and duplication.
➢
Less WIP and shorter set-up time as single digit.
Less time, best quality first time and all time and faster through-put.
Actions of JIT :
❖
Develop people through training, morale and productivity.
❖
Eliminate waste from all working areas.
❖
Optimize ( आदशि ) production flow and material handling.
❖
Improve quality
❖
Control tooling
❖
Steps of JIT implementation :
❖
Top management commitment.
❖
Steering committee.
❖
Education program.
❖
Pilot project planning.
❖
Employee training.
❖
Pilot implementation.
❖
Pilot post mortem.
❖
Feedback to steering committee.
❖
Expansion to next project.
Goal of JIT :
Link supplier’s cycle to organization’s cycle to mutually reduce waiting

and moving time.
Engineering Drawing ( Mechanical )
Drawing : A drawing is a graphic representation of a real thing. To

draw something as a figure means of lines expressing some ideas on
the paper is the drawing. The purpose of the drawing is
to define and
specify the shape and size of a particular object by means of lines,
other information about the object, which can’t be expressed by lines,
are given side by side on the drawing in a simplest and shortest way.
A good type of drawing gives full information about the object in a

shortest and simplest way.
Engineering Drawing :
A drawing worked out by an engineer, having
engineering ideas, for the engineering purpose is known as
engineering drawing. It is the universal graphic language of
engineers, a world language, a language of use and ever increasing
value.
Machine Drawing :
Machine drawing is one of the parts of
engineering drawing pertaining
to the drawing of machines.
Mechanical engineers are mainly concerned with the machine
drawing.
Types of engineering drawing base on projection :
There are two projections used in engineering drawing as following –
–
First Angle Projection:
In first angle projection drawing, the view projected opposite side of

the viewer / observer.
eg. – Top view below of the object, right side
view at left side, front view opposite side of viewer.
Symbols used for
first angle projection as-
Third Angle Projection:
In third angle projection drawing, the view projected same side of the
viewer / observer.
eg. – Top view up side of the object, right side view
at right side, front view same side of viewer.
Symbols used for third
angle projection as
Tolerance :
Tolerance is the amount of variation permitted in the size
of a part or in the location of points or surfaces.
The amount of variation permitted from the specified nominal size in

the manufacture of the part
is known as tolerance.
It is the difference between the limits.
T = USL
– LSL
The tolerance on any given dimension varies according to the degree

of accuracy necessary for that particular dimension.
Eg. – ø 12.0 ± 0.10
Tolerance = 12.10 -11.90 = 0.20 mm
Allowance : The intentional ( सामभप्राय ) difference between the

dimensions of the two mating
parts is called allowance.
Limits : The maximum and minimum sizes indicated by a toleranced

dimension are called limits.
Nominal Size : It is a close approximation to a standard size without

any specified tolerance, used for the purpose of general identification.
The exact size required for any part for use.
Basic Size :
The basic size is the nominal dimension from which all
variation are made. In other
words, It is size from which limits of size
are derived by the application of allowance and tolerances.
It is the exact theoretical size from which limits are figured.
Deviation : The difference between basic / nominal size and

permissible limit is known as
deviation.
Upper Deviation : The algebraic difference between the maximum

limit of size and the corresponding basic size is known as upper
deviation.
Lower Deviation : The algebraic difference between the minimum limit

of size and the corresponding basic size is known as lower deviation.
Zero Line :
In a graphical representation of limits, a straight line to
which the deviations are referred is called zero line.
The zero line is the line of zero deviation and represents the basic
size.
Design Size : It is the size from which the limits of size are derived by
the application of tolerances.
When there is allowance, the design
size is the same as the basic size.
Fits : The relation existing / found between two mating parts after
assembled, is known as fits.
Fits are mainly three types as following –
1-Clearance Fit :
In which an internal member fits in an external, and
leaves an air apace or
clearance between the parts is known as
clearance fit.
A minimum shaft in a maximum hole will give a clearance fit. The

shaft size must be less than hole size.
Shaft
– ø 10.0 -0.10 and Hole – ø 10.0+0.01 / +0.10
2-Interference Fit : In which the internal member is larger than the

external member, such that there is an actual interference of metal. It
is opposite of clearance fit.
A maximum shaft in a minimum hole will give interference. The shaft

size must be more than hole size.
Shaft – ø 12.0+0.10 and Hole – 12.0 -0.02 / -0.10
3-Transition Fit : In which the fit might be either a clearance fit or an

interference fit.
Surface Roughness Symbols
60⁰
60⁰
Basic Symbol Removal of material by machining Removal of material

not permitted
b
c (f )
a
e d
a – Roughness value Ra in micrometer, b- Production method,
treatment or coating, c- Sampling
length, d- Direction of lay, e-
Machining allowance, f- Other roughness values ( in brackets )
GD &
T Symbols : GD & T are a drawing communication symbols which is
used to communicates
the design requirement by symbols. Most
commonly symbols which are used in mechanical drawings are as
given following.
Geometric Dimensioning & Tolerances

Type of feature
Type of
Tolerance
Individual
( No Datum Reference )
Form
Individual
or
Related
Features
Profile
Related
Features
( Datum
Reference Required )
Orientation
Run Out
Location
Characteristics
Symbol
Flatness
Straightness
Circularity / Roundness
Cylindricity
Line Profile
Surface Profile
Perpendicularity
Angularity
Parallelism
Circular Run out
Total Run out
Concentricity
O
Position
Symmetricity
Important Terms of Mechanical Drawings :

Datum : This is a
theoretically exact point, plane or axis from which a dimensional ( GD
& T)
measurement is required.
Datum plane -A
Datum Feature :
This is a feature ( ववशेषिा ) part symbol that contact
a simulated datum.
Datum Feature
Other Important Symbols used in mechanical drawings :
Symbol
Meaning
Dimension Origin
Counter Bore
Counter Sink
Depth
All Around
Between
Target Point
Conical Taper
Slope
Square
Symbol
Meaning
L
LMC – Least material condition
M
MMC – Maximum material
condition
T
Tangent Plane
P
Projected Tolerance Zone
F
Free State
øDiameter
R
Radius
Flatness :
This is a permissible deviation provided by designer in any
plane surface. The maximum
allowable concave / convex state at a
plane surface is known as flatness.
Straightness : A condition where an element of a surface or an axis is

a straight line.
Cylindricity : Describes a condition of a surface of
revolution in which all points of a surface are equidistant from a
common axis.
Roundness : Describes the condition on a surface of revolution (

Cylinder, cone, sphere ) where all points of the surface intersected by
any plane.
Parallelism : Is the condition of a surface, line or axis which is

equidistant at all points from a
datum plane or axis.
Perpendicularity : Is the condition of a surface, axis or line which is
90⁰ from a datum plane or a datum axis.
Angularity : Is the condition of a surface, axis or center plane which is

at a specified angle from a datum plane or axis.
Profile of a line : Is the condition permitting a uniform amount of

profile variation, either
unilaterally or bilaterally, along a line element
of a feature.
Profile of a Surface : Is the condition permitting a uniform amount of

profile variation, either
unilaterally or bilaterally on a surface.
Position : Defines a zone within which the axis or center plane of a

feature is permitted to vary from true ( theoretically exact ) position.
Concentricity : Describes a condition in which two or more features, in

any combination have a
common axis.
Run out : Is the composite deviation from the desired form of a part
surface of revolution through on full rotation of the part on a datum
axis.
Total Run out : Is the simultaneous composite control of all elements

of a surface at all circular
and profile measuring positions as the part
is rotated through 360⁰.
Symmetry : Is a condition in which a feature ( or features ) is

symmetrically disposed about the center plane of a datum feature.
Maximum Material Condition ( MMC ): This is a symbolic language /

communication of mechanical drawings for dimensioning. Where
MMC provided, the required tolerance must be measured where the
size having maximum material amount ( Job / part weight is
maximum ).
e.g. Hole – Smallest hole size bear maximum material.(
ID-10.0+0.10 , MMC when hole size 10.00 )
Shaft- Biggest shaft size
bear maximum material.( OD-12.0+0.14 ,MMC when outer dia.
size12.14 )
2 X 10.0+0.10
A
ø 0.10 M
A B C
B MMC - Symbol
Least Material Condition ( LMC ): This is a symbolic language /

communication of mechanical drawings for dimensioning. Where
LMC provided, the required tolerance must be measured where the
size having smallest material amount.
e.g. Hole – Biggest hole size bear minimum material. ( ID-10.0+0.10 ,

LMC when hole size 10.10 )
Shaft- Smallest shaft size bear minimum material.( OD-12.0+0.14 ,
LMC when outer dia. size
12.00 )
Q-1 : What is GD & T means ? Which ASME std. used in most of

industries?
Ans. : GD& T meaning, geometric dimensioning & tolerance. ASME Y

14.5- 2009 /2013 used in most of industries.
ASME- American Society of Mechanical Engineers.

Q-2 : Why we use GD & T, and when ?
Ans. : Consider if any large assembly having 10 nos. of parts. As per

their fitment/ function/ orientation
❖
Interchangeable with mating parts
❖
Engineers language to communicate / universal language follow
single standards all over the world.
Q-3 : What is GD&T basic symbols and types ?
Ans. :
❖
Form
❖
Orientation
❖
Profile
❖
Location
❖
Run out
Q-4 : Which GD&T symbol / types is not required datum ? Ans. :

Form
•
Flatness
•
Straightness
•
Circularity
•
Cylindricity
Q-5 : What is difference between flatness and straightness ?
Ans. : Flatness is a surface control feature of that feature or

geometry.
Straightness is line or axis control of that feature.
Q-6 : What is difference between circularity and cylindricity ?
Ans. : GD& T meaning
Q-7 : What is difference between circular run out and total run out ?
Ans. : Circular run out- Only one cross-section of circular parts is

check in one revolution.
Total run out - Complete cross-section and
surface also check in one revolution.
Q-8 : What is difference between circularity and concentricity ?
Ans. : Concentricity- Its axis to axis precision or its control parts,

parallelism / straightness as
well as eccentricity, when we apply concentricity.
Circularity- Its roundness / circular of a part at any cross- section.
Q-9 : What is MMC & LMC ?
Ans. :
MMC- Maximum material condition LMC – Least material condition.
e.g.
Inner Diameter– 16.0 -0.10
MMC= 15.90 mm LMC – 16.00 mm
Q-10 :
What is virtual condition ?
Ans. : The difference between MMC and geometrical tolerance is

known as virtual condition.
Considering ID in a plate is 12.0-0.10
MMC= 11.90 mm
Geometrical Tolerance – 0.20 mm
ø 0.20 M
A B C
VC= MMC – Geometrical Tolerance
= 11.90– 0.20
Ans. = 11.70 mm
Principal criterion of roughness
Roughness Value Ra. µm

Roughness Grade Number Roughness
Symbol
50
N12
25
N11
12.5
N10
6.3
N9
3.2
N8
1.6
N7
0.8
N6
0.4
N5
0.2
N4
0.1
N3
0.05
N2
0.025
N1
Roughness Parameters
Roughness calculation methods are as given below
Sampling length
l
Evaluation length l n = n x l
Each parameter explained below is defined as calculated within a

sampling length. Specific parameters to be obtained over the
evaluation length will be noted as required.
Profile peak
Highest peak of assessed profile
Deepest valley of assessed profile

Profile valley
Ra ( Arithmetic mean
deviation of the profile ):
Ra is the arithmetic mean of the absolute values of the profile

deviations ( Yi ) from the mean line.
Ra is defined over the entire
evaluation length.
Ra = Average of Y = ( Yi1 + Yi2 + Yi3 + Yi4+ ………… Yi n ) / n
Where Y is the absolute value of the profile deviation from mean line.
Yi
Ry ( Maximum height of the profile ):
Ry ( JIS ) is the sum of height Yp of the highest peak from the mean
line and depth Yv of the deepest valley from the mean line.
Ry = Yp + Yv
Yp
Ry
Yv
Rz (Ten
– point height of irregularities ):
Rz is the sum of the mean height of the five highest profile peaks and
the mean depth of five deepest profile valleys measured from a line
parallel to the mean line.
Rz = Average of five Yp + Average of five Yv
Yp1
Yp2
Yp3
Yp4 Yp5
Yv
1
Yv2
Yv3
Yv4
Yv5 Profile peak / highest peak and profile valley /
deepest valley of assessed profiles
A portion that projects upward (
convex ) from the mean line of the assessed profile is called the “
profile peak”, and that which projects downward ( concave ) is called
the “profile valley”.
The highest point of each profile peak is called the
“highest peak”, and the deepest point of each profile valley is called
the “deepest valey”.
However, if the profile peak height, or the profile valley depth is less
than 10 % of the Ry value, it
is not regards as the highest peak or
deepest valley, respectively.
Rp (Maximum profile peak height ): Obtain profile peak height ( Rpi )

within each sampling
length. The mean / average value of the Rpi’s
over the evaluation length is defined as Rp.
Rp = ( Rp1 +Rp2 +Rp3
+Rp4 +Rp5 ) / 5 , [ Where the number of sampling length n = 5]
Sampling length
l
Evaluation length l n = n x l
Rp ( JIS’ 82 ) is the height from the highest peak to the mean line
over the evaluation length.
LESSON =22
ISO -9001-2015 ( Fifth Edition from 15/09/2015 )
ISO –
International Organization for Standardization.
ISO 9001 -2008 ( Total 8- Clauses )
0 – Introduction
1 – Scope
2 – Normative Reference
3 – Terms & Definitions
4 – Quality Management System
5 – Management Responsibility
6 – Resource Management
7 – Product Realization
8 – Measurement, Analysis and Improvement
Implementation of PDCA cycle in ISO clauses.

Plan -( 4 – Context of
the Organization, 5 – Leadership, 6 – Planning, 7 – Support )
Establish the objectives of the system and its processes, and the
resources needed to deliver
results in accordance with customers’
requirements and the organization’s policies, and identify and
address risks and opportunities;
Do – 8 – Operation
Implement what was planned;
Check – 9 – Performance Evaluation
Monitor and (where applicable) measure processes and the resulting

products and services against
policies, objectives, requirements and
planned activities, and report the results;
Act – 10 – Improvement
Take actions to improve performance, as necessary.
ISO 9001 – 2015 ( Total 10- Clauses )

0 – Introduction
1 – Scope
2 – Normative Reference
3 – Terms & Definitions
4 – Context of the Organization 5 – Leadership
6 - Planning
7 – Support
8 - Operation
9 – Performance Evaluation
10 - Improvement
ISO
9001 -2008
Products
Documentation ( Quality Manual, Procedures, Records & Work
Instructions )
Work environment
Monitoring and measuring equipment

Purchased Products
Supplier
Quality Management Principles :
Different in terminology of ISO 9001 -2008 & ISO 9001 -2015
ISO
9001– 2015
Products and services
Documented Information
Environment for the operation of process

Monitoring and measuring
resources
Externally provided products and services
External
provider
ISO 9001 -2008 : There were eight principles as following –
1.
Customer focused organizations
2.
Leadership
3.
Involvement of people
4.
Process approach
5.
System approach to management
6.
Factual ( ) approach to decision making
7.
8.
Mutually beneficial supplier relationship
ISO 9001 -2015 : There are seven principles as following –
1.
Customer focus
2.
Leadership
3.
Engagement of people
4.
Process approach
5.
Improvement
6.
Evidence- based decision making
7.
Relationship Management
Approach of ISO 9001 -2015 :
This International Standard promotes the adoption of a process

approach when developing, implementing and improving the
effectiveness of a quality management system, to enhance customer
satisfaction by meeting customer requirements.
There are three approach as following
1.
Risked based thinking : (Risk-based thinking is essential for
achieving an effective quality management system.)
2.
Process approach
3.
P-D-C-A approach
The application of the process approach in a quality management

system enables:
a) Understanding and consistency in meeting
requirements;
b) The consideration of processes in terms of added value;
c) The achievement of effective process performance;
d) Improvement of processes based on evaluation of data and

information.
Risk : Effect of uncertainty on a desired result is known as risk.
General Introduction of ISO 9001 -2015 ( Fifth Edition 15/ 09/ 2015 ) :
The adoption of a quality management system is a strategic decision

for an organization that can help to improve its overall performance
and provide a sound basis for sustainable development
initiatives.
The potential benefits to an organization of implementing a quality

management system based on this international Standard are:
A) The ability to consistently provide products and services that meet

customer and applicable
Statutory and regulatory requirements;
B) Facilitating opportunities to enhance customer satisfaction;
C) Addressing risks and opportunities associated with its context and

objectives;
D) The ability to demonstrate conformity to specified
quality management system requirements.
This International
Standard can be used by internal and external parties.
It is not the intent of this International Standard to imply the need for:
— uniformity in the structure of different quality management

systems;
— alignment of documentation to the clause structure of this

International Standard;
— the use of the specific terminology of this
International Standard within the organization.
The quality
management system requirements specified in this International
Standard are
complementary to requirements for products and
services.
This International Standard employs the process approach, which

incorporates the Plan-DoCheck-Act
(PDCA) cycle and risk-based thinking.
The process approach enables an organization to plan its processes

and their interactions.
The PDCA cycle enables an organization to
ensure that its processes are adequately resourced and managed,
and that opportunities for improvement are determined and acted on.
Risk-based thinking enables an organization to determine the factors
that could cause its processes and its quality management system to
deviate from the planned results, to put in place preventive controls to
minimize negative effects and to make maximum use of opportunities
as
they arise consistently meeting requirements and addressing future

needs and expectations poses
a challenge for organizations in an
increasingly dynamic and complex environment. To achieve this
objective, the organization might find it necessary to adopt various
forms of improvement in addition to correction and continual
improvement, such as breakthrough change, innovation and re-
organization.
In this International Standard, the following verbal forms are used:
— “shall” indicates a requirement;
— “should” indicates a recommendation;
— “may” indicates a permission;
— “can” indicates a possibility or a capability.
Information marked as “NOTE” is for guidance in understanding or

clarifying the associated requirement.
Clauses of ISO 9001 -2015 ( Total 10 Clause )
1 Scope
2 Normative references
3 Terms and definitions
4 Context ( सम्बन्ि ) of the organization
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of interested parties
4.3 Determining the scope of the quality management system
4.4 Quality management system and its processes
5 Leadership
5.1 Leadership and commitment
5.1.1 General
5.1.2 Customer focus
5.2 Policy
5.2.1 Establishing the quality policy
5.2.2 Communicating the quality policy
5.3 Organizational roles, responsibilities and authorities
6 Planning
6.1 Actions to address risks and opportunities
6.2 Quality objectives and planning to achieve them
6.3 Planning of changes
7 Support
7.1 Resources
7.1.1 General
7.1.2 People
7.1.3 Infrastructure
7.1.4 Environment for the operation of processes
7.1.5 Monitoring and measuring resources
7.1.6 Organizational knowledge
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented information
8
Operation
8.1 Operational planning and control
8.2 Requirements for products and services
8.2.1 Customer communication
8.2.2 Determining the requirements for products and services
8.2.3 Review of the requirements for products and services
8.2.4 Changes to requirements for products and services
8.3 Design and development of products and services
8.3.1 General
8.3.2 Design and development planning
8.3.3 Design and development inputs
8.3.4 Design and development controls
8.3.5 Design and development outputs
8.3.6 Design and development changes.
8.4 Control of externally provided processes, products and services
8.4.1 General
8.4.2 Type and extent of control
8.4.3 Information for external providers
8.5 Production and service provision
8.5.1 Control of production and service provision
8.5.2 Identification and traceability
8.5.3 Property belonging to customers or external providers
8.5.4 Preservation
8.5.5 Post-delivery activities
8.5.6 Control of changes
8.6 Release of products and services
8.7 Control of nonconforming outputs
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General
9.1.2 Customer satisfaction
9.1.3 Analysis and evaluation
9.2 Internal audit
9.3 Management review
9.3.1 General
9.3.2 Management review inputs
9.3.3 Management review outputs
10 Improvement
10.1 General
10.2 Nonconformity and corrective action
10.3 Continual improvement
Annex A (informative) Clarification of new structure, terminology

and concepts
Annex B (informative) Other International Standards
on quality management and quality
Management systems developed by ISO/TC 176
LESSON =23
ISO / TS 16949-2009 QMS
AWARENESS ( Third Edition from 15/ 06/2009 )
ISO /TS 16949 is a International Standard for Quality Management

System ( QMS ) Q = Quality =
M = Management
=
S = System =
ISO
= International Organization for Standardization TS = Technical
Specification
ISO /TS 16949 QMS is developed by IATF & JAMA with support from
ISO/TC 176 , Technical Cell IATF : International Automotive Task
Force , JAMA : Japanese Automotive Manufacturers
Association
ISO / TS 16949 : 2009 ( Third edition ) – latest edition released on

15.06.2009
ISO / TS 16949 QMS
ISO 9001 : 2008 + Additional requirement for worldwide automotive

industries
BENEFITS OF ISO / TS 16949 QMS STANDARD
•
Makes sure everything is under control
•
Consistency in each value added activity
•
Provides foundation for improvement
•
More Business
•
International recognition
Customer looking for , New Definition : Reduced Variation

Work
together in the leadership of Management
Repetition ( Say what you do , do what you say , prove it & improve it
)
Prod : 100 /
Hr
Rejection : 5 %
Inventory : 5 Lac
GOALS OF ISO / TS 16949 QMS
•
•
Defect Prevention
•
Waste elimination & Variation Control in supply chain
CONTINUAL IMPROVEMENT
Improve and sustain for a period of time and further

Improve &
sustain.
6000
Productivity
5000
Apr’15
May’15
CONTINUOUS IMPROVEMENT : Improvement against target only.
CORRECTIVE ACTION
Actions to eliminate the causes of nonconformities in order to prevent

recurrence.
PREVENTIVE ACTION
Action to eliminate the causes of potential nonconformities in order to

prevent their occurrence
DEFECT PREVENTION
Through ---Calibration , Preventive Maintenance , Mistake Proofing ,

PFMEA
SUPPLY CHAIN
SUPPLIER
ORGANIZATION CUSTOMER
WASTAGE
•
Non value added activities
•
Out of Spec at Supplier , Organization & Customer end
VARIATION
Difference between Maximum Value and Minimum Value
Variation can’t be eliminated, it is only reduced. Variation should be

reduced. and always hit the target.
Accurate
ISO/TS 16949
-
SECTION
1 , 2 ,3
4 , 5, 6 , 7, 8
PDCA CYCLE
Plan -- Clause 4, 5, 6 ( Establish the objectives and process
necessary to deliver results in accordance with customer
requirements and the organization’s policy )
Do -- Clause 5 – 7 (Implement the processes )
Check -- Clause 5 – 8 ( Monitor & measure processes and product

against policies, objectives
and requirements for the product and
report the results.)
Act -- Clause 5 – 8 ( Take actions, corrective & preventive to

continually improve the process
performance )
Core Tools of ISO / TS 16949 -2009
Core Tools of ISO / TS 16949 -2009

APQP (Advanced
Product Quality Planning ) 2nd. Edition
. Edition
FMEA ( Failure Mode & Effect Analysis )
FMEA ( Failure Mode & Effect Analysis )

MSA (
Measurement System Analysis )
( Measurement System Analysis )

SPC
( Statistical Process Control )
( Statistical Process Control )
PPAP ( Production Part Approval Process )
Standard ISO / TS 16949 -2009 QMS Focus :
4rth. Edition
4rth. Edition
2nd. Edition
4rth. Edition
Precise
Not accurate & Precise
/ CLAUSE
/
ELEMENT
Introduction
Main Sections
❖
Customer focus ( Examine and study customer expectations /
requirements and implements customer needs )
❖
Process approach ( Improve process and product quality )
❖
Continual improvement in the organization
Process approach :
Application of a system of the process within an organization,

together with the identification and
interactions of these process and
their management can e refer as process approach.
Turtle Diagram :
This is a Process input and output diagram
ISO / TS 16949 : 2009 CLAUSES
CLAUSE 1 - SCOPE / INTRODUCTION (Automotive Supplier)

OEM TS not mandatory , Tier 1 Supplier - TS mandatory , Tier 2
Supplier - ISO 9001 mandatory & goal TS
CLAUSE 2 - REFERENCE
TS 16949 QMS STD. -- ISO 9001 ( Std.) , ISO 9000 ( Definition) ,

ISO9004 ( Guidelines )
CLAUSE 3 – TERMS & DEFINITION
MAIN SECTIONS
CLAUSE
4
-Quality Management System
CLAUSE
5 Management Responsibility
CLAUSE
6
-Resource Management
CLAUSE
7 Product Realization
CLAUSE
8
-Measurement Analysis & Improvement
CLAUSE 4 QUALITY MANAGEMENT SYSTEM

4.1 General
Requirement
4.2 Documentation Requirements
1.
List of activities / processes
2.
Interaction of processes
3.
Out sourcing quality assurance – Job work & off loading
4.
Quality Manual, Turtle diagram & operational objectives
5.
Quality policy & objectives of the organization
6.
Documented Procedure - Activity , Sequence , Responsibility ,
Formats , Work
Instructions
7.
Formats - Spec monitoring sheets
8.
Scope Company’s scope
4.2.3 Control of Documents
Documents can e revised or modified- It is a live document.
Identification : Name & No. , Rev No. Effective Date & Page No.
Approval of Document , Control
4.2.4 Control of Records
Record can’t be changed if filled once in specified format.

Identification : Name & Format No. , Retention Period , Disposal of
Record
CLAUSE 5 MANAGEMENT RESPONSIBILITY
5.1 Management Commitment :
Top management shall provide evidence of its commitment to the

development and implementation of the
quality management system and continually improving its

effectiveness by
a) communicating to the organization the importance of meeting

customer as well as statutory and regulatory requirements,
b) Establishing the quality policy,
c) Ensuring that quality objectives are established,
d) Conducting management reviews, and
e) Ensuring the availability of resources.
5.2
- Customer Focus :
Top management shall ensure that customer requirements are

determined and are met with the aim of
enhancing customer satisfaction

5.3- Quality Policy :
Top management shall ensure that the quality policy
a) is appropriate to the purpose of the organization,
b) includes a commitment to comply with requirements and

continually improve the effectiveness
of the
quality management system,
c) provides a framework for establishing and reviewing quality

objectives,
d) is communicated and understood within the organization, and
e) is reviewed for continuing suitability.
5.4
- Planning
5.4.1 Quality Objective :
Top management shall ensure that quality objectives, including those

needed to meet
requirements for
product, are established at relevant functions and levels within the

organization. The quality
objectives shall be measurable and
consistent with the quality policy.
•
Identification of Customer Requirement & Expectations
• Company’s Quality Policy & Objectives
Objectives should be S M A R T
Specific, Measurable, Achievable, Realistic, Time Bound
•
Organization Chart
•
Responsibility & Authority
•
MR
•
Management Review
5.4.2 Quality Management System Planning :
Top management shall ensure that
a) The planning of the quality management system is carried out in

order to meet the requirements given in 4.1, as well as the quality
objectives, and
b) The integrity of the quality management system is maintained

when changes to the quality management
system are planned and implemented.
5.5
- Responsibility, Authority and Communication
5.5.1
-
Responsibility and Authority :
Top management shall ensure that responsibilities and authorities are

defined and communicated within the organization.
5.5.2 Management Representative :
Top management shall appoint a member of the organization's

management who, irrespective of other
responsibilities, shall have responsibility and authority that includes
5.5.2
- Internal Communication :
Top management shall ensure that appropriate communication

processes are established within
the
organization and that communication takes place regarding the

effectiveness of the quality management
system.
5.6
- Management Review
5.6.1 General :
Top management shall review the organization's quality management

system, at planned intervals, to
ensure its continuing suitability, adequacy and effectiveness. This

review shall include assessing
opportunities for improvement and the
need for changes to the quality management system,
including the
quality policy and quality objectives.
Records from management reviews shall be maintained
5.6.2 Review Input :

The input to management review shall include information on
a) results of audits,
b) customer feedback,
c) process performance and product conformity,
d) status of preventive and corrective actions,
e) follow-up actions from previous management reviews,
f) changes that could affect the quality management system, and
g) recommendations for improvement.
5.6.3 Review Output :
The output from the management review shall include any decisions
and actions related to
a) improvement of the effectiveness of the
quality management system and its processes,
b) improvement of
product related to customer requirements, and
c) resource needs.
CLAUSE
6 RESOURCE MANAGEMENT
6.1 Provision of
Resources
6.2 Human Resource Training & Skill
6.3
Infrastructure Building , Work place, M/c & Equipments ,
Support Services
6.4 Work Environment - Human factor ,
Physical Factor , House keeping , Safety
CLAUSE
7
PRODUCT REALIZATION
7.1 Planning of Product
Realization
- Development of Processes / Quality Plan
7.2 Customer Related Processes

- Customer
Requirements related to Product , Feasibility, Customer
Communication
7.3 Design & Development
- APQP process - PPAP process – Planning, Execution , review ,

validation , Approval
(APQP : Advance Product Quality Planning ,
PPAP : Production Part Approval Process)
7.4 Purchasing
- Supplier QMS , Customer Approved Source, Purchasing

Information, Verification of Purchase Product , Supplier Performance
7.5 Production and Service Provision
- Control Plan , WI , Verification of Job Setup , Preventive and

Predictive Maintenance , Management of Production Tooling,
Production Scheduling, Validation of Prod. Processes, Identification &
Traceability, Customer Property, Preservation of Product , Inventory
7.6 Control of Monitoring & Measuring Equipment
- Measurement System Analysis , Calibration , Lab requirements
CLAUSE 8 MEASUREMENT , ANALYSIS &

IMPROVEMENT
8.1 General
Identification of SPC tools , Knowledge of Basic Statistical Concept
8.2 Monitoring & Measurement
Customer Satisfaction, Internal Audit , Mfg. Processes , Product
8.3 Control of Nonconforming Product
Rejection & Rework Control
8.4 Analysis of Data
Customer Satisfaction , Conformity to product , Trends in quality and

operational performance with progress towards objectives
8.5 Improvement
Continual Improvement , Corrective Action , Preventive Action
Mandatory procedures in ISO TS16949-2009.
16949-2009.
Control of documents
Control of documents
Control of records
Control of records
Training
Training
Internal audit
Internal audit
Control of non conforming products
Control of non conforming products
Corrective action
Corrective action
Preventive action
ABC TOOLS LTD.

ABC
LIST OF PROCEDURES
SL.
PROCEDURE TITLETS CLAUSE
NO.
REF. No.
1
DOCUMENT CONTROL
4.2.3
2
CONTROL OF RECORD
4.2.4
3
BUSINESS PLAN
5.4
4
INTERNAL COMMUNICATION
5.5.3
5
MANAGEMENT REVIEW
5.6
6
HUMAN RESOURCE MANAGEMENT
6.2
7
CONTRACT REVIEW
7.2
8
7.1, 7.2, 7.3
9
CHANGE CONTROL
7.1.4
10
MACHINERY PROCUREMENT &6.3INSTALLATION
11
NEW SUPPLIER DEVELOPMENT
7.4.1
12
PURCHASING
7.4.1
13
SUPPLIER EVALUATION
7.4.1
14
SUPPLIER UPGRADATION
7.4.1.2
15
PRODUCTION PLANNING AND CONTROL
7.5
16
VALIDATION OF PRODUCTION PROCESS
7.5.1
17
PROCESS CONTROL
7.5.2
18
8.2.3.1
19
MAINTENANCE
7.5.1.4
20
TOOLING MANAGEMENT 7.5.1.5
21
STORAGE,PRESERVATION & JOBWORK7.5.5ACTIVITY
22
INVENTORY CONTROL
7.5.5.1
23
INCOMING MATERIAL INSP. AND TESTING
7.4.3
24
IDENTIFICATION AND TREACEABILITY
7.5.3
25
CONTROL OF IMTE
7.6
26
PRE DELIVERY INSPECTION
8.2.4
27
LABORATORY REQUIREMENTS
7.6.3
28
CONTROL OF NONCONFORMING PRODUCT
8.3
29
HANDLING OF CUSTOMER COMPLAINT
8.5.2
30
CUSTOMER RETURNED PRODUCT
8.5.2.4
31
REWORK PROCESS
8.3.2
32
MEASUREMENT SYSTEM ANALYSIS
7.6.1
33
CUSTOMER SATISFACTION
8.2.1
34
INTERNAL AUDIT
8.2.2
35
8.5.1
36
CORRECTIVE ACTION
8.5.2
37
PREVENTIVE ACTION
8.5.3
PREPARED BY
APPROVED BY
CONTROLLED STATUS
Doc. No. : QSP-ABC-01

Rev. No. : 01
Rev. Date : 15.04.18

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Eff. Date : 21.11.2018

Page No. : 01 of 02
TITLE : WORK
INSTRUCTION FOR DOCUMENT NUMBERING
SYSTEM
DEPARTMENT CODING SYSTEM
EACH DEPARTMENT OF THE ORGANIZATION IS IDENTIFIED BY THE CODE OF TWO
OR THREE LETTERS AS PER FOLLOWING.
THESE CODES WILL BE MENTIONED IN
EACH AND EVERY DOCUMENT AND RECORD OF THE CONCERN DEPARTMENT.
SL. DEPARTMENT NAME

DEPARTMENT CODE
NO.
1
MARKETING
MKT
2
DESIGN & DEVELOPMENT ENG
3
PATTERN SHOP
PS
4
TOOL ROOM TR
5
PURCHASE PUR
6
STORE
STR
7
PRODUCTION - FOUNDRY
PRD ( BS )
8
PRODUCTION – BUSH SECTION
PRM
9
QUALITY
QA
10
MAINTENANCE
MNT
11
HUMAN RESOURCE MANAGEMENT
HR
12
MANAGEMENT RESPONSIBILITY
MR
DOCUMENT NUMBERING SYSTEM

EVERY DOCUMENT AND RECORD OF THE ORGANIZATION IS IDENTIFIED AS PER
FOLLOWING NUMBERING SYSTEM :
SL. NO.
DOCUMENT NAME
1
APEX MANUAL
2
IM SYSTEM PROCEDURE
3
OPERATIONAL OBJECTIVES
BUSINESS PLAN
PROCESS FLOW DIAGRAM
POTENTIAL FAILURE MODE &4
EFFECT ANALYSIS
5
CONTROL PLAN
6
WORK INSTRUCTION
7
BILL OF MATERIAL
8
SAMPLING PLAN
9
RAW MATERIAL QUALITY PLAN
10
PROCESS SHEET
11
FINAL INSPECTION STANDARD
12
CALIBRATION PLAN
13
MSA PLAN
14
SPC PLAN
15
LAYOUT INSPECTION PLAN
16
TRAINING CALANDER
17
MASTER LIST
18
CHECK LIST
19
CHECK SHEET
20
FORMATS
NUMBERING
ABBREVIATION
SYSTEM
AM – BML-01
AM : Apex Manual ,
BML : Plant Name ,
IMP – YY – XX
QSP : Quality System Procedure , YY : Department , XX : Sl. No.
OO-MR-
01(XX)
OO : Operational Objectives , MR : MR office , XX : Sl. No.
BP-BML-01
BP :
Business Plan , BML : Plant Name
PFD – YY - XX
PFD : Process Flow Diagram , YY : Department , XX : Sl. No.
PFMEA :
Potential Failure Mode & Effect Analysis , YY : Part PFMEA – YY – XX
Category , XX : Sl.
No.
CP – YY – XX
CP : Control Plan , YY : Part Category , XX : Sl. No.
WI – YY – XX
WI : Work
Instruction , YY : Department , XX : Sl. No.
BOM – YY – XX
BOM : Bill of Material , YY : Part
Category , XX : Sl. No.
PL – YY – XX
SP : Sampling Plan , YY : Department , XX : Sl. No.
RMQP – YY – XX
RMQP: Inspection Plan Raw Material , YY : Department , XX : Sl. No.
PS
– YY – XX
PS : Process Sheet , YY : Department , XX : Sl. No.
FIS – YY – XX
FIP : Final Inspection Plan , YY : Department , XX : Sl. No.
PL – YY – XX
PL :
Plan , YY : Department , XX : Sl. No.
PL – YY – XX
PL : Plan , YY : Department , XX : Sl. No.
PL – YY – XX
PL – YY – XX
PL – YY – XX
ML – YY – XX
ML : Master List , YY : Department , XX : Sl. No.
CL-YY-XX
CL : Check list , YY : Department , XX : Sl. No.
CS – YY – XX
CS : Check Sheet , YY : Department , XX : Sl. No.
F – YY – XX
F : Format , YY : Department , XX : Sl. No.
Eff. Date : 21.11.2018

Page No. : 02 of 02

TITLE : WORK
INSTRUCTION FOR DOCUMENT NUMBERING
SYSTEM
DOCUMENT PREPARATION & APPROVAL
RESPONSIBILITY AND AUTHORITY
SL. DOCUMENT NAME

NO.
PREPARE
APPROVAL
1
QUALITY MANUAL
MR
CMD / JMD
2
QUALITY SYSTEM PROCEDURE
DEPARTMENT – EXECUTIVE & MR
PLANT HEAD /
MR
3
DEPARTMENT – EXECUTIVE & MR
PLANT HEAD
4
BUSINESS PLAN
MR
CMD / JMD
5
PROCESS FLOW DIAGRAM
EXECUTIVE PROD.
PRODUCTION HEAD
POTENTIAL FAILURE MODE & EFFECT ANALYSIS
CFT
ENGINEERING HEAD / HEAD QA
7
CONTROL PLAN
CFT
ENGINEERING HEAD / HEAD QA
8
WORK INSTRUCTION
SR. EXECUTIVE - CONCERN DEPT.
HEAD – CONCERN DEPT.
9
BILL OF MATERIAL
HEAD – CONCERN DEPT.
10
SAMPLING PLAN
SR. EXECUTIVE - QA
HEAD – QA / AM - QA
11
RAW MATERIAL INSPECTION PLAN
SR. EXECUTIVE - QA
12
INPROCESS INSPECTION PLAN
SR. EXECUTIVE – QA / PROD
13
FINAL INSPECTION PLAN
SR. EXECUTIVE - QA
14
CALIBRATION PLAN
SR. EXECUTIVE - QA
15
MSA PLAN
SR. EXECUTIVE - QA
16
SPC PLAN
SR. EXECUTIVE – QA / PROD.
HEAD – PROD.
17
LAYOUT INSPECTION PLAN
SR. EXECUTIVE - QA
18
TRAINING CALANDER
EXECUTIVE - HR
HEAD – HR / PLANT HEAD
19
MASTER LIST
HEAD – CONCERN DEPT. / MR
20
IDENTIFICATION CARD
HEAD – CONCERN
DEPT. / MR
21
CHECK LIST
22
FORMATS
LESSON -24
IATF 16949-2016 QMS AWARENESS
( 1st. Edition from 01 October 2016 )
IATF- International Automotive Task Force : This is an automotive

quality management system
standard.
This quality management system requirements for automotive

production and relevant service
parts organizations.
Base of IATF Standard :
This is a common quality management system, followings are base of

this standard
This is a common quality management system, followings are base of

this standard
ISO 9001 – 2015
2015
ISO / TS 16949 – 2009
2009
AVSQ ( Italian )
AVSQ ( Italian )
EAQF ( French )
EAQF ( French )
QS 9000 ( US)
QS 9000 ( US)
VDA 6.1 ( German )
Difference Between ISO / TS 16949:2009 and IATF 16949:2016

Standard :
ISO / TS 16949:2009 ❖
8 Clauses
❖
Based on ISO 9001:2008
❖
Requirement of ISO 9001 Included in the standard itself
❖
M.R.
required.
❖
Risk based thinking not required
IATF 16949:2016
❖
10 Clauses
❖
Based on ISO 9001:2015
❖
Included only supplemental requirements of ISO 9001
❖
Risk
assessment is mandatory with each process of the organization
❖
M.R. ( Management Representative ) is not mandatory
History of IATF 16949:2016
–
ISO / TS 16949 ( 1st. edition ) was originally created in 1999 by the

International Automotive
Task Force ( IATF )with the aim of harmonizing ( yek saman karna )
the different assessment
and certification systems worldwide in the supply chain for the

automotive sector. Other revisions
were created ( 2nd. Edition in 2002, and 3rd. edition in 2009) as
necessary for either automotive
sector enhancements or ISO 9001 revisions. ISO / TS 16949 [ along

with supporting technical
publications developed by original equipment manufacturers ( OEMs

) and the national
automotive trade associations ) introduced a common set of

techniques and methods for common
product and process development for automotive manufacturing

worldwide.
IATF 16949 : 2016 ( 1st. edition ) cancels and replaces ISO / TS

16949 : 2009 ( 3RD. edition ).
Goal of IATF 16949:2016 – The goal of this automotive QMS

standard is the development of a
quality management system that provides for continual improvement,

emphasizing defect
prevention and the reduction of variation and waste in the supply

chain.
Three goals :
❖
❖
Defect prevention
❖
Reduction of variation and waste in supply chain ( Lean 6-sigma
approach )
Approach of IATF 16949:2016 – There are three approach
as given below –
❖
Risked based thinking
❖
Process approach
❖
P-D-C-A, approach
Risk : Effect of uncertainty on an expected result is called risk.
Process approach : There are four requirements for process

approach as given below –
❖
Process Identification
❖
Process Implementation
❖
Process Management
❖
Process Improvement
Method of process measurement : There are two requirements

required for any process
measurement as following
❖
Process efficiency
❖
Process Effectiveness
Scope of IATF 16949:2016 – This automotive QMS standard defines

the quality management
system requirements for the design and
development, production and, when relevant, assembly, installation,
and services of automotive – related products, including products with
embedded software.
This automotive QMS standard is applicable to sites of the

organization where manufacturing of customer – specified
production parts, service parts, and/ or accessory parts occur.
This automotive QMS standard should be applied throughout the

automotive supply chain. IATF 16949:2016 Requirements : There are
four requirements as given below❖
Shall – Mandatory requirement (
Organization must prepare procedures )
❖
Should –
Recommendation ( Organization may be implement )
❖
Note –
Guidance or clarification
❖
Such as – Guidance only
IATF 16949:2016 Principles : There are seven principles as following

–
1.
Customer focus
2.
Leadership
3.
4.
Process approach
5.
Improvement
6.
Evidence- based decision making
7.
Relationship Management
IATF 16949:2016 Clauses ( Total 10 Clause )
1- Scope
1.1Scope- automotive supplemental to ISO 9001:2015
Scope- automotive supplemental to ISO 9001:2015
Normative References
2.1 Normative and Informative References
Normative and Informative References
Terms and Definitions
3.1 Terms and definitions for the automotive industries
Terms and definitions for the automotive industries
Context of the Organization
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of interested parties
4.3 Determining the scope of the quality management system
4.3.1 Determining the scope of the quality management system-

supplemental
4.3.2 Customer- specific requirements
4.4 Quality management system and its processes
4.4.1.1 Conformance of products and processes
4.4.1.2 Product safety
4.4.2 As ISO 9001: 2015 requirement
As ISO 9001: 2015 requirement
Leadership
5.1 Leadership and commitment
5.1.1.1 Corporate responsibility
5.1.1.2 Process effectiveness and efficiency
5.1.1.3 Process owners
5.1.2 Customer focus
5.2 Policy
5.2.1 Establishing the quality policy
5.2.2 Communicating the quality policy
5.3 Organizational roles, responsibilities and authorities
Organizational roles, responsibilities and authorities
Planning
6.1 Actions to address risks and opportunities
6.1.1 & 6.1.2
6.1.2.1 Risk analysis
6.1.2.2 Preventive action
6.1.2.3 Contingency plans
6.2 Quality objectives and planning to achieve them
6.2.1 & 6.2.2
6.2.2.1 Quality objectives and planning to achieve them –

supplemental 6.3 Planning of changes
Planning of changes
Support
7.1Resources
7.1.1
General
7.1.2
People
7.1.3
Infrastructure
7.1.3.1 Plant, facility, and equipment planning
7.1.4
Environment for the operation of processes
7.1.4.1 Environment for the operation of processes- Supplemental

7.1.5
Monitoring and measuring resources
7.1.5.1 General
7.1.5.1.1 Measurement System Analysis ( MSA )
7.1.5.2 Measurement Traceability
7.1.5.2.1 Calibration / Verification Record
7.1.5.3 Laboratory requirements
7.1.5.3.1 Internal laboratory
7.1.5.3.2 External laboratory
7.1.6
Organizational knowledge
7.2 Competence
7.2.1 Competence- Supplemental
7.2.2 Competence- on-the-job training
7.2.3 Internal auditor competency
7.2.4 Second-party auditor competency
7.3 Awareness
7.3.1 Awareness-Supplemental
7.3.2 Employee motivation and empowerment
7.4 Communication
7.5 Documented information
7.5.1
General
7.5.1.1
Quality Management System Documentation
7.5.2
Creating and updating
7.5.3
Control of documented information
7.5.3.1 & 7.5.3.2
7.5.3.2.1 Record retention
7.5.3.2.2 Engineering specifications
Engineering specifications
Operation
8.1Operational planning and control
8.1.1
Operational planning and control- Supplemental
8.1.2
Confidentiality
8.2
Requirements for products and Services
8.2.1
Customer communication
8.2.1.1 Customer communication- Supplemental
8.2.2
Determining the requirements for products and services
8.2.2.1
Determining the requirements for products and services-
Supplemental
8.2.3
Review of the requirements for products and
services
8.2.3.1.1 Review of the requirements for products and services-
Supplemental
8.2.3.1.2 Customer-designated special characteristics
8.2.3.1.3 Organization manufacturing feasibility
8.2.3.2 As per ISO 9001: 2015 requirement
8.2.4
Changes to requirements for products and services
8.3
Design and development of products and services
8.3.1 General
8.3.1.1Design and development of products and services-

Supplemental
8.3.2 Design and development planning
8.3.2.1 Design and development planning-Supplemental
8.3.2.2 Product design skill
8.3.2.3 Development of products with embedded software
8.3.3 Design and development input
8.3.3.1 Product design input
8.3.3.2 Manufacturing process design input
8.3.3.3 Special characteristics
8.3.4 Design and development controls
8.3.4.1 Monitoring
8.3.4.2 Design and development validation
8.3.4.3 Prototype program

8.3.4.4 Product Approval Process
8.3.5 Design and development outputs
8.3.5.1 Design and development outputs- Supplemental
8.3.5.2 Manufacturing process design output
8.3.6 Design and development changes
8.3.6.1Design and development changes-Supplemental
8.4
Control of externally provided processes, products and services
8.4.1 General
8.4.1.1 General-Supplemental
8.4.1.2 Supplier selection process
8.4.1.3 Customer-directed sources ( also known as “DirectedBuy” )

8.4.2 Type and extent of control
8.4.2.1 Type and extent of control-Supplemental
8.4.2.2
Statutory and regulatory requirements
8.4.2.3 Supplier quality management system development
8.4.2.3.1 Automotive product-related software or automotive products

with embedded
software
8.4.2.4 Supplier monitoring
8.4.2.4.1 Second-party audits
8.4.2.5 Supplier development
8.4.3 Information for external providers
8.4.3.1Information for external providers-Supplemental
8.5Production and service provision
8.5.1 Control of production and service provision
8.5.1.1 Control plan
8.5.1.2 Standardized work-operator instructions and visual standards
8.5.1.3 Verification of job set-ups
8.5.1.4 Verification after shutdown
8.5.1.5 Total productive maintenance
8.5.1.6 Management of production tooling and manufacturing, test,

inspection tooling and
equipment
8.5.1.7 Production scheduling
8.5.2 Identification and traceability
8.5.2.1 Identification and traceability-Supplemental
8.5.3. Property belonging to customers or external providers
8.5.4. Preservation
8.5.4.1 Preservation- Supplemental
8.5.5. Post-Delivery activities
8.5.5.1 Feedback of information from service
8.5.5.2 Service agreement with customer
8.5.6. Control of changes
8.5.6.1 Control of changes-Supplemental
8.5.6.1.1 Temporary change of process controls
8.6. Release of products and services
8.6.1 Release of products and services-Supplemental
8.6.2 Layout inspection and functional testing
8.6.3 Appearance items
8.6.4 Verification and acceptance of conformity of externally provided

products and services
8.6.5 Statutory and regulatory conformity
8.6.6 Acceptance criteria
8.7. Control of nonconforming output
8.7.1
8.7.1.1 Customer authorization for concession
8.7.1.2 Control of nonconforming product-Customer-specified

process
8.7.1.3 Control of suspect product
8.7.1.4 Control of reworked product
8.7.1.5 Control of repaired product
8.7.1.6 Customer notification
8.7.1.7 Nonconforming product disposition
8.7.2 As per ISO 9001 requirement
As per ISO 9001 requirement
Performance Evaluation
9.1 Monitoring, Measurement, Analysis and Evaluation
9.1.1 General
9.1.1.1 Monitoring and Measurement of Manufacturing

Processes
9.1.1.2 Identification of statistical tools
9.1.1.3 Application of statistical concept
9.1.2 Customer satisfaction
9.1.2.1 Customer satisfaction-supplemental

9.1.3 Analysis and evaluation
9.1.3.1 Prioritization
9.2. Internal audit
9.2.1 and 9.2.2
9.2.2.1 Internal audit programme
9.2.2.2 Quality Management System Audit
9.2.2.3 Manufacturing Process Audit
9.2.2.4 Product Audit
9.3. Management Review
9.3.1 General
9.3.1.1 Management Review-supplemental
9.3.2 Management Review Inputs
9.3.2.1 Management Review Inputs-supplemental
9.3.3 Management Review Outputs
9.3.3.1 Management Review Outputs-supplemental

Management
Review Outputs-supplemental
Improvement
10.1 General
10.2 Nonconformity and corrective action
10.2.1 and 10.2.2
10.2.3 Problem solving
10.2.4 Error-proofing
10.2.5 Warranty management systems
10.2.6 Customer complaints and field failure test analysis
10.3 Continual Improvement
10.3.1 Continual Improvement-supplemental
Mandatory procedures in IATF 16949-2016.
Mandatory procedures in IATF 16949-2016.

Management of product safety ( 4.4.1.2 )
Management of product safety ( 4.4.1.2 )
Managing calibration/ verification records ( 7.1.5.2.1 )

Managing calibration/ verification records ( 7.1.5.2.1 )
Identifying training needs including awareness (7.2.1)
Identifying training needs including awareness (7.2.1)
Verify internal auditors are competent ( 7.2.3 )
Verify internal auditors are competent ( 7.2.3 )
Motivate employees to achieve quality objectives ( 7.3.2)
Motivate employees to achieve quality objectives ( 7.3.2)
Review, distribution and implementation of all customer engineering

standards ( 7.5.3.2.2 )
Review, distribution and implementation of all customer engineering

standards ( 7.5.3.2.2 )
Design & development process ( 8.3.1.1 )
Design & development process ( 8.3.1.1 )
Documented supplier selection process ( 8.4.1.2 )
Documented supplier selection process ( 8.4.1.2 )
Multi disciplinary approach for special characteristics identification(

Customer & risk
analysis ) (8.3.3.3 )
analysis ) (8.3.3.3 )
Identified outsourced processes ( 8.4.2.1 )
Identified outsourced processes ( 8.4.2.1 )
Purchased products, processes and services conformation ( 8.4.2.2 )
Purchased products, processes and services conformation ( 8.4.2.2 )
Evaluate supplier performance ( 8.4.2.4 )
Evaluate supplier performance ( 8.4.2.4 )
Control and react to changes ( 8.5.6.1)
Control and react to changes ( 8.5.6.1)
Control temporary changes ( 8.5.6.1.1 )
Control temporary changes ( 8.5.6.1.1 )
Utilize risk analysis methodology to assess risks in the rework(

8.7.1.4 )
Utilize risk analysis methodology to assess risks in the rework(

8.7.1.4 )
Utilize risk analysis methodology to assess risks in the repair ( 8.7.1.5

)
Utilize risk analysis methodology to assess risks in the repair ( 8.7.1.5

)
Disposition of non conforming products ( 8.7.1.7)
Disposition of non conforming products ( 8.7.1.7)
Internal audit process ( 9.2.2.1 )
Internal audit process ( 9.2.2.1 )
Problem solving ( 10.2.3 )
Problem solving ( 10.2.3 )
Use of appropriate error -proofing methodologies (10.2.4 )
Use of appropriate error -proofing methodologies (10.2.4 )
Continual improvement ( 10.3.1 )

ABC
ABC TOOL PRIVATE LIMITED
MASTER LIST OF DOCUMENTED PROCESSES/PROCEDURES (
AS PER IATF )
S. PROCESSIATF
Date of
Revision
NO.
APPROACHCLAUSE
TITLE
Origion
No./DateNO.
1
PA-01
4.4.1.2
PRODUCT SAFETY
01.07.2018
00
PROBLEM SOLVING,
WARRANTY
2
PA-02
8.7.1.7MANAGEMENT & NON 01.07.2018
00CONFORMING PRODUCT
HANDLING
3
PA-03
7.1.5.2.1CALIBRATION & LAB 01.07.2018
00MANAGEMENT
4
PA-04
7.2.3INTERNAL AUDITOR 01.07.2018
00COMPETENCY
5
PA-05
7.5.3.2.2
ENGINEERING SPECIFICATION
01.07.2018
00
6
PA-06
8.3.1.1
NEW PRODUCT DEVELOPMENT
01.07.2018
00
7
PA-07
8.4.1.2
NEW SUPPLIER SELECTION
01.07.2018
00
8
PA-08
8.4.2.1
CONTROL OF OUTSOURCED 01.07.2018
00PROCESSES
9
PA-09
8.4.2.3SUPPLIER AUDIT & QMS 01.07.2018
00DEVELOPMENT
10
PA-10
8.4.2.4
SUPPLIER MONITORING
01.07.2018
00
TOTAL PRODUCTIVE
11
PA-11
8.5.1.5
MAINTENANCE FOR TOOLS & 01.07.2018
00
MACHINES
12
PA-12
8.5.6.1
4M CHANGE MANAGEMENT
01.07.2018
00
13
PA-13
8.5.6.1.1TEMPORARY CHANGE OF 01.07.2018
00PROCESS
CONTROL
14
PA-14
8.7.1.4 & CONTROL OF REWORKED & 01.07.2018
008.7.1.5
REPAIRED
PRODUCTS
15
PA-15
9.2.2.1
INTERNAL QMS AUDIT 01.07.2018
00
16
PA-16
9.2.2.1
MANUFACTURING PROCESS & 01.07.2018
00PRODUCT AUDIT
17
PA-17
10.2.4POKA-YOKE OR ERROR 01.07.2018
00PROOFING
18
PA-18
10.3.1
01.07.2018
00
19
PA-19
9.3
MANAGEMENT REVIEW
01.07.2018
00
20
PA-20
7.2.1 &
EDUCATION & TRAINING AND 01.07.2018
007.3.2
EMPLOYEE MOTIVATION
F15-MR-00
COMPETENCY CRITERIA ( IATF )
Doc. No.
Rev. No.
Issue Date
Financial Year : 2018-2019
Name : Shiva
Deptt. : Quality
Criteria : 3 or less than 3 required training (training needed)

Criteria : 4 Scope of learning
Criteria : 5 Expert (Can train to others)
S. No.
Criteria
Required
Score TrainingsScore for
for
Needed position (1
person
(Yes / No)to 5)
Customer specific requirement understanding (customer

specific
standard tolerances).
Measurement instrument usage and MSA (Measurement

system
analysis) and calibration criteria.
Rejection and rework analysis, PPM calculations, strategy for PPM

reduction.
4
7 QC tools.
5
SPC - Statistical process control.
6
Kaizen and suggestion scheme understanding.
7
Supplier audit.
8
Knowledge of IS Standards.
9
Incoming and outgoing inspection.
Work instructions, Operation standards, Control plan,

10
Drawing
ballooning, Procedures understanding, writing
and modification, Process flow chart.
11
FMEA.
12
PPAP & APQP.
13
Knowledge of Pressing process and defects.
14
Internal Audits.
15
Process & Product Audit.
16
Poka Yoke Creation & Monitoring.
17
Customer Score card.
18
Measuring Instruments understanding & handling.
19
Understanding of traceability & its importance.
20
IATF 16949:2016 Std knowledge
21
Contingency plan
22
Vendor rating
Prepared By
55
Approved By
QMS PROCEDURE
Eff. Date : 01.09.17
Page No. : 01 of 03
TITLE
RISK ASSESSMENT AND MANAGEMENT
PURPOSE
This procedure defines the method for identification and control of

risk associated with QMS including impact on delivery and quality of
product.
SCOPE
This Procedure is applicable for all the process of the organization.
RESPONSIBILITY

with:
•
Management Representative
•
All concerned process owners
PROCEDURE
Risk assessment and management
Risk
: Risk is the effect ( positive or negative ) of an event or series of
events that take place in one or
several location. It is computed from
the likelihood of the event becoming an issue and the consequences
it would have various factors will be identified in order to analyze risk
including followings –
Impact intensity: How bad will it be if it happens?
Mitigation: How can organization reduce the likelihood, and by how

much?
Contingency: How can organization reduce the impact, and by how

much?
Likelihood: How likely is it to happen?
Consequence: It is an undesirable event or impact which would

negatively affect the process / operation.
Risk = Likelihood x Consequence
Risk Identification, Assessment and Management:
Risk associated with impact on delivery and quality of product are

identified and assessed for control and mitigation by using
appropriate technique and tools like brainstorming, among CFT.
Evaluation of the risk assessment is done yearly by the process
owner for their departmental risks. For new component, the
concerned process owners ( CFT ) will be identify risk associated with
their process. After identification of risk CFT will analyze to identified
risk and their controls measures and contingency plans as per
severity of the risk. Only the finalize risk will be documented.
The risk
assessment associated with product delivery shall include the
followingsThe risk assessment associated with product delivery shall
include the followings
Facility / equipment availability and their
maintenance
Facility / equipment availability and their maintenance
Supplier performance and material availability / supply
The risk assessment associated with product quality shall include, as

applicable
The risk assessment associated with product quality shall include, as

applicable
Delivery of nonconforming product
Delivery of nonconforming product
Availability of competent personnel
While identifying the risk organization shall take into account the
context of the organization, determined needs and expectations of
the interested parties.
The identified risk and opportunities shall be updated, if required by

the results of corrective &
preventive actions.
QMS PROCEDURE
Eff. Date : 01.09.17
Page No. : 02 of 03
TITLE
Process of risk assessment:
The process of risk assessment shall be as per following –
Stablish the Context
Risk Identification
Risk Analysis
Risk Evaluation
Risk Treatment
Each risk will be evaluated and scored according to the defined risk
parameters identified as
below
Likelihood :
Likelihood is the current estimate of probability that the risk will occur
over the impact time frame. It is measured in percent and based on
historical data or professional judgment.
The likelihood value will
likely change over time as the risk is actively managed. The ratings
for
likelihood will be taken as per the table given below
Criteria of likelihood rating
Likelihood
Probability of occurrence
Very Likely
70 to 100 % ( 3 )
Probable
40 to 70 % ( 2 )
Unlikely
0 to 40 % ( 1 )
Consequence :
Consequence is an undesirable event or impact which would

negatively affect to the specified system output. Consequence is a
subjective ranking by the CFT with help of historical data, team skill /
past experience or comparison with other systems.
The level and types of consequences will be decided as per the table
given below
QMS PROCEDURE
Eff. Date : 01.09.17
Page No. : 03 of 03
TITLE
Criteria of Deciding Levels and Types of Consequence
Consequences
Impact on Delivery
Impact on Quality
Low ( 1 )
Low ( 1 )
Medium ( 2 )
Medium ( 2 )
High
( 3 )
High
( 3 )
If the Risk Priority Number ( RPN ) is greater or equals to 6, the risk

will be identified as
significant and action plan will be as per criteria
specified below
Low ( 1 - 2 )
Risk is low: Action required soon, interim measures
possible.
Medium (
3 - 4 )
Medium risk is unacceptable: Mitigation measures are required to

control the risk.
High (
6 or above )
High risk is unacceptable: Immediate action before start the work is

required with contingency plan.
If likelihood or consequence is 3 action required to reduce it.
Risk Evaluation :
The risk evaluation is a continuous process to reduce the risk, e.g.-

high risk convert into medium risk and medium risk convert into low
risk continuously. This is an ongoing activity.
The evaluation of all
reported risk to be calculated as per the table given below
Very Likely
70 to 100 % ( 3 )
Medium Risk
High Risk
High Risk
Probable
40 to 70 %
( 2 )
Unlikely
0 to 40 %
( 1)
Development of Contingency Plan :
Set of actions to take in the event
significant risks materialize is called as contingency plan. It will be
include, at a minimum, alternative sources of action, action time and
communication process. The primary and secondary responsibilities
with individual identification and contact details also must be
documented in contingency plan.
Contingency plan will be required if the risk priority number ( RPN ) is

greater than or equal to 6.
Low Risk
Medium Risk
High Risk
Low Risk
Low Risk
1
2
Medium Risk
Consequences
Documents & Records :
❖
Risk identification & assessment record
❖
Contingency plan
ABC TOOLS LTD.
RISK IDENTIFICATION & ASSESSMENT RECORD
ABC/ RSK/ XX
Part No.: Part Name :

Type of Risk :
Customer:
Assessment Date :
Next assessment Date : After Dispatch
De
par
RISK IDENTIFICATION
tm
ent
Pr
R
obl
I
Descripti
FINAL IDENTIFIED
em
S
on
RISK
Ar
K
ea
RISK
ASSESSME
NT
Exist
Addit
CONT
RPN
ing ional
INGE
Lik
(L x
Mea
Mea
NCY Cons
C)
sure
sure
PLANeli
equen
s
s
NINGho
ces
od
ASSESSME
NT AFTER
NeCONTINGE NCY
As
e
pon
se
m
sibili
xt R
Res RPN
ss
a
tyL
C
=
m
rk
L x C
en
s
t
Q
ua
lit
y
Very
Likel
yMedi
High
High
High
um
Risk
Risk
100
Risk
Prob
able
Low Mediu
High
High
Riskm Risk
70%Risk
Unlik
Mediely
Low Low
umum
Risk
Risk
Risk40%
3
Assessment Rate and action
below :
2
Low (1-2) : Risk is Low; action required soon, interim measures

possible
Medium (3-4) : Medium Risk is unacceptable, Mitigation measures

are required to control the risk
1
2
3
Consequence
Prepared BY:
High (6 or above)
: High Risk is unacceptable,
Immediate action
before working is needed and Contingency plan also required.
If Likelihood or Consequence is 3 Take action to reduce it.
Reviewed & Approved By:

B
Eff. Dt.
01.04.18
C
Page.No.
01 0f 01
Process : Quality ( Laboratory Requirement , Handling of Customer
Complaints & Returns, Calibration ) Target updated on: 01.04.08
Reviewed on :
Sl
. Objective
N
s
o.
Current Year 2008-2009

Status
Target Review
Resp.
Action
Parameters
Measuring / Evidence
Period
PlanDat
IndexActual
Q1
Q2
Q3
Q4
a
Reduction
in
Customer Complaint
Target
3
2
2
1
Avg. Customer
Customer 3
Complaint Head
Complaint in a Register &
QA
monthActual
Trends
Target
100%
100%
100%
100%
Calibratio
n Plan Vs Achieveme
nt
Actual Calib.
Calibration Plan,
HeadX100
92%
CalibrationQAPlanned Calib.
Record &
Actual
Trends
Reduction in
Customer Return
Products Cost
Target
4
3
2
1
Customer
% Cost w.r.t.
Returned
7.4
Product
Head
SalesRecord &
QA
Actual
Trends
Reduction 4
in %
Rejection
Target
15
13
11
10
Rejection % Rejection
15
Data ,
Head
Analysis &
QA
Actual Trends
Cost of
Poor
Quality
w.r.t. Sales
Target
22
19
16
13
Monthly
Inspection
% Cost w.r.t. 24.8

& Testing
Head
Sales
Cost QA
Actual
Reports &
Trends
AB
Rev. No.
01
C
Eff. Dt.
02.07.18
Page.No.
01 0f 01
Process : PPC & Production
Target Updated on : 02.07.08
Reviewed
on:
Sl.
Objectives
No.
Measuring Status
Parameters
Da
ta
Current Target Year 2008 - 2009
Review
Resp.
Action/ Evidence
Period
PlanIndex
Actual
Q1
Q2
Q3
Q4
Production 1
Plan Vs
Achievement
Actual Prod.
X100
Planned Prod.
Reduction in 2
Inprocess
Rejection Castings
% Rejection
Reduction in R.C. Sand
3
Wastage in Mould &
Core
% Rejection
Productivity
Improvement
4
in terms of
number of
Heats
No. of Heats
Target
100
100
100
Monthly
Prod.Plan PL-PRD100
01
Actual
Summary
report & Trend
Daily Rej
Target
16
14
12
10
monitoring 16
sheet
Actual
Summary
report
&Trend
Material
Target
8
7
6
5
issue slip
Core
&Mould
10
prod log Actual
sheet
Summary
report
&Trend
Melting log Target
20
20
25
30
sheet
18
Summary
Actual
report & Trend
Productivity
5
Improvement
- Mould
Making
Present Prod.
/Day
Previous
Prod. / Day
X100
Previous
Prod. / Day
Target
10
14
18
22
Mould
prod. Log 10
sheet
Actual
Summary
report &
Trend
Reduction in 6
Rework Cost
(Lower End)
Reduction in 7
Melting
Power
Consumption
Rework Cost
x100
Prod. Cost
(In Rs)
Total Power Cons.
X 100
Total Melting in Tonnage
(In units/kg)
Target
20
18
16
10Rework
23.3
Summary
Actual
report & Trend
Target
2.6
2.4
2.3
2.1
Melting log sheet
2.66
Summary
Actual
report & Trend

B
Eff. Dt.
01.04.18
C
Page.No.
01 0f 01
Process : Mgmt. Representative (Internal Audit, Business Plan, Mgmt. Review, Customer
Satisfaction, Continual Improvement ) Target updated on: 01.04.08
Reviewed on :
. Objectives
N
o
Current Status
Year 2008-2009Revi
Measuring
Target Evide
ew Resp.
Action
ParametersData
Index
/ ActualQ1
Q2
Q3
Q4
nce
Peri
Plan
od
Internal Audit Performance

Target
Target
2008
Actual
Management
2
Review
Performance
Target Target
2008
Actual
Company
3
Objectives Vs
Achievement
Target Target
2008
Actual
Customer
Satisfaction
Target
Target
2008
Actual
Business Plan
Performance
Target
Target

2008
Actual
Audit Cost Reduction

Target
Target
2008
Actual
Cost Saving
7
through
Kaizens
Target Target
2008
Actual
A
Rev. No.
01B
Eff.
Dt.
01.10.18 C
Page.No.
01 0f 01
Process : Maintenance
Target update on: 01.10.08
Reviewed on :
Sl
. Objectives
N
o.
Measuring Status
t /
ParametersData
Current Targe
Year 2008-2009Revie
Res
Action
Inde
Actua
Q
Q
Q
QEvidence
w p.
Plan
x
l
1
2
3
4Period
Preventive
maintenanc
e As per plan.
Achievement X100 =%
plan
Target
PL-MNT
01,
Quarte
HOD
100
Summary
rly
.Report and
ActualTrend
M/C &
Equipment
2
Breakdown time
reduction.
T.BD HRS. X100 =%
T.R.HRS.
Target
Break down
report ,
Monthl
HOD
1.5
Summary
y
.Report &
Actual
Trends
Reduction
in repeated
3
nature of breakdowns
.
T.Rep B.D HRS
X100 =%
T.R.HRS.
Target
Breakdown
Record ,
Repeated
Monthl
HOD0.30
break down
y
.Summary
Actual
Report &
Trends
Target
Reduction
in MTTR.
T.B.D HRS.
=HRS. NO. OF.BD 1.76
Summary
Quarte
HOD
break down
rly
.
Actual
Energy cost reduction.
Rs. …./ TON

Target
Melting
summary
report
7625 /energy
Quarte
HOD
/T
consumptiorly
.n report,
Actual
summary
energy
cost& trend
Reduction
6
in Break
down Cost.
Rs. .lac.
Target
Break down
report
register,
Quarte
HOD
2.5
summary &
rly
.trend break
Actual
down cost
reduction
Rev. No.
00
ABC
Eff. Dt.
01.04.18
Page.No.
01 0f 01
Process : Manufacturing Process Design
Target Updated on : 01.04.08
Reviewed on :
Sl.
Objectives
No.
Measuring Current Target Year 2008 - 2009

EvidencRevie
Action
Parameters
Status
/ e
w Resp.
PlanData
Index
Actual
Q1
Q2
Q3
Q4
Period
Technical
input data
sheet
1
preparation
within
scheduled
time.
Target Technic
al Input Head
Data
Quarte-
% Achievement
Record,rly
Desig
Summar
n &
Actual
y & Dev.
Trends
Product
2
development
as per plan.
Actual Days
x 100Target Product
Planned Days
Dev
HeadPlan Vs
-Actual
Quarte
DesigData, rly
n & Actual
Summar
Dev.y
Report
& Trend
Execution of engineering
3
change within
scheduled
time.
Target
No. of ECR ,
Head
engineeringAnalysis
-
change in timeof ECR ,
Quarte
Desig
( %
Achievement
Summar
rly
Actual
y Report n & )
& TrendDev.
Target
Cost
4
reduction
through yield
improvement.
Trial
Head
Sheet,Quarte
-
% Improvement
Summarrly
Desig
y Report n &
Actual
& Trend
Dev.
ABC
TURTLE DIAGRAMRev. No.
Eff. Date
: 02
: 15th Nov 2008
PREPARED BY
APPROVED BY
APPROVED BY
COPY STATUS
APEX MANUAL
ABC
TURTLE DIAGRAM
Section : - M - 10
Rev. No. : 01
Eff. Date : 23rd Mar'2008
OUTPUT
1. OK Product as per Planning
2. Rejection & Scrap

3. Process Validation
ABC
TURTLE DIAGRAM
Rev. No.: 01
Eff. Date : 21st Mar 2008
ABC
APEX MANUAL
TURTLE DIAGRAM
Section
:
M 10
Rev. No. : 01
Eff. Date : 21st Mar'2008
ABC
TURTLE DIAGRAM
Rev. No.
:
01
Eff. Date
:
14th Nov 2008
OBJECTIVE MEASURABLES
EFFECTIVENESS
1.Internal Audit Performance

2.Management Review
Performance
3.Company Objectives Vs
Achievement
4.Customer Satisfaction
EFFICIENCY:
1.Business Plan Performance
OUTPUT
1.Internal Audit Finding & Summary
2.Management Review
Meeting Minutes
3.Business Plan Status Reports

4. Objectives Status Reports
5.Customer Satisfaction
Report
6.Controled Documents
7.Continual Improvement Project Status Report
TRAINING SKILL & COMPETENCY
1.Product Knowledge
2.Tool Manufacturing Process

Knowledge
3.Measuring & Test equipment Knowledge
4.Machine & Equipment Operating

Knowledge
5.Problem Solving Tools/ 7 QC Tools
6.Caliration of IMTE
7.IATF 16919, ISO 9001:2015
8.Risk Identification
9.5 S, KAIZEN, Safety, First Aid

Rev. No. : 00
QMS PROCEDURE
Eff. Date : 01.09.17
Page No. : 01 of 03
TITLE
DOCK AUDIT
PURPOSE
This procedure defines the method for Dock audit process
SCOPE
This Procedure is applicable for finished material ready to dispatch
RESPONSIBILITY

with:
•
Management Representative
•
HOD QA
PROCEDURE
Process map for Dock Audit ABC

ABC TOOLS LTD.
TITLE
Responsibility
QMS PROCEDURE
DOCK AUDIT
DOCK AUDIT PROCESS MAP

Process Mapping
Doc. No. : QSP-QA17
Rev. No. : 00
Eff. Date : 01.09.17

Page No. : 02 of 03
Document / Records
Start
Head QA
Head QA
1.
Prepare Annual Plan for Dock audit

Annual Dock Audit Plan
PL-QA-xx
2.
Circular audit plan to all auditors

/ inspectors
Circular / mail
Qualified Auditors
QA Engineers
3.
Conduct dock audit at delivery stage as per dock
audit check list (sample qty. 02~05 parts/audit)

Dock Audit Checklist
CL-QA-xx
Qualified Auditor
QA Engineers
4.
Record result / observation

in check list
Dock Audit Checklist
CL-QA-xx
Qualified Auditor
QA Engineers
5.
Is result ok?
Yes
A
No
Qualified Auditor
QA Engineers
6.
Reject the material / Lot and inform Head QA & PPC
Qualified Auditor
QA Engineers
Auditee & Process

Head
7.
Is there a
No
chance of
delivery failure?
Non Conformance Report

F-MR-xx
8.
Raise non
conformity report &

send material lot back to concern
area
Do the root cause analysis

and take CAPA
as per
procedure
Head QA Head PPC

Yes
14.
Request Customer for deviation
Head Engg. / QA
15.
Approval of
deviation
10.
Close NCR
and submit to MR with
closer
evidences
Deviation Request Form
F-ENG-xx
Non Conformance Report

F-MR-xx
Closer evidences
Given
Not Given
B
C
QMS PROCEDURE
Rev. No. : 00
Eff. Date : 01.09.17

Page No. : 03 of 03
TITLE
DOCK AUDIT
DOCK AUDIT PROCESS MAP
Responsibility
Process Mapping
Document / Records
A
B
C
Head QA
Head Prod.
16.
Possible
Get it verified
for R/W
possibility
11.
Do containment
Action like
segregation / rework
Rework Process
QSP-PRD-xx
Head Prod. / PPC

12.
Get it re verified
by QA
Pre delivery Inspection
Report
F-QA-xx
Not
Possible
Head QA
Head Prod.
17.
NoScrap
13.
Is the result
satisfactory?
Yes
Head QA
18.
Clear lot
and allow
for dispatch
MR
19.
Prepare audit summary
Report and present in
MRM
Dock Audit Summary

Report
F-QA-XX
QMS PROCEDURE
Eff. Date : 01.05.2016
Page No. : 01 of 03
TITLE
REWORK PROCESS
PURPOSE
This procedure defines the method to ensure that rework able

product is prevented from
unintended use.
SCOPE
This is applicable to the all rework able product as well as suspect

material or product.
RESPONSIBILITY

with :
Production Head
QA Head
PROCEDURE
Process map for rework process
QMS PROCEDURE
Eff. Date : 01.05.2016
Page No. : 02 of 03
TITLE
REWORK
PROCESS
REWORK PROCESS MAP
Responsibility
Process Mapping
Document / Records
Start
Production
supervisor/ Quality
inspector/ operator
1.
Check the parts as per specification
Production
supervisor/ Quality
inspector/ operator
2.
Separate out the non conforming parts and

keep in yellow tray/ yellow bin/ yellow stand
Process Planning Sheets
PPS-ENG-XX
Process Sheets PS-PRD-XX

Final Inspection Standard
FIS-PRD-XX
Pre delivery Inspection Standard

PDI-ENG-XX
Nonconforming material Tag

( Yellow )
Line in-charge /
Production
supervisor/ Quality
inspector
3.
Re-verification of non conforming parts for the

defect identified and also verifies other
dimension to know if there is any more
defects in same parts. Make Decision for rework or not.

Work Instruction for Criteria for
deciding Scrap or Rework of part
WI-PRD-xx
Rejection Verification Report

F-PRD-xx
Line in-charge/
Production
supervisor/ Quality
inspector
4.
Rework able ?
YES
NO
5.Mark the component

with red paint and keep
in red bin/ red stand at
identified place &
periodically hand over
to rejection store, after
getting approval from
quality head/ Plant
Head.
Production
supervisor/ Quality
inspector
6.
Identify the parts with rework tag/ yellow marker. If there are two defect, mark both defects
on part & tag.
If the defects are more than two, part will be scraped.
Open “rework tracking sheet” for monitoring

Reject Material Tag ( Red )
NC part Handling
Procedure
QSP-PRD-xx
Rework tracking Sheet

F-PRD-xx
Production
supervisor/ Quality
inspector
7.
NoIs it online Rework
able ?
8.
Rework the part in YES

exiting shift or
beginning of next
shift
NO
A
C
B
Rework matrix
RM-PRD-xx
QMS PROCEDURE
Eff. Date : 01.05.2016
Page No. : 03 of 03
TITLE
REWORK PROCESS
Responsibility
REWORK PROCESS MAP
Process Mapping
Document / Records
A
Line in-charge/
Production
supervisor/ Quality
inspector
1.
Make arrangement of machine out of line.
C
Production
supervisor/ Quality
inspector
2.
Issue move order for rework

quantity to production
Line in-charge/
Production
supervisor
Production
supervisor/ Quality
inspector
B
3.Rework as per rework
matrix Instruction as
advised by line
in-charge
YES
4.
Inspect the rework Parts for reworked dimension/

Metallurgy as well as affected dimension
which can
go wrong during rework as per specification Move order
Rework matrix
RM-PRD-xx
Rework Material Inspection
Report F-PRD-xx

F-LAB-XX
6.
NO
Is it Rework
able ?
5.
Is it OK ?
Production
supervisor/ Quality
inspector
Keep Reworked Parts in yellow bin with relevant documents for next
operations.
Rework
Material Inspection
Report F-PRD-xx

F-LAB-XX
Production
supervisor/ Quality
inspector
NO
8.
For reworked parts, inspect all dimensions /

Metallurgy as specification at final inspection
Rework Material Inspection
Report F-PRD-xx

F-LAB-XX
Production
supervisor/ Quality
inspector
11.
9.Reject & keep in rejection
NO
If found OK ?place & update the
record
Line in-charge/
Production
supervisor/ Quality
inspector
YES
7.
YES
10.
Hand over the reworked parts separately to PDI

with “rework tracking sheet” and other
necessary
report/ feedback
Rework Tracking Sheet

F-PRD-xx
Final Inspection Report

F-PRD-XX
End
ABC
ABC TOOLS LTD.
QMS PROCEDURE
TITLE
ABNORMAL MANAGEMENT
Doc. No. : QSP-PRD10
Rev. No. : 00
Eff. Date : 11.09.2016

Page No. : 01 of 02
PURPOSE
This procedure defines the method to control the unusual (Abnormal)

situations.
SCOPE
This is applicable to all area in the company.
RESPONSIBILITY

with:
•
Head / In-charge Production (Primary)
•
Head / In-charge– QA (Primary)
•
All Departments HOD (Secondary)
PROCEDURE
Process Map for Abnormal Management
TITLE
Responsibility
Rev. No. : 00
QMS PROCEDURE
Eff. Date : 11.09.2016
Page No. : 02 of 02
ABNORMAL MANAGEMENT
ABNORMAL MANAGEMENT PROCESS MAP
Process Mapping
Document / Records
Start
HOD concern
departments / line
charge
HOD concern
departments / line
charge
1.
List of Abnormal situation
ML-PRD-xxIdentify abnormal condition (un-usual situation) e.g. power

handlingfailure, tool broken, trolley fallen etc & make list & WI.
of abnormal condition (
unusual situation)
WI-PRD-xx
2. Arrange abnormal parts keeping stand for each line
/ area & paint it with “yellow color”.
HOD concern
departments / line
charge
All employees
3.
Impart training to all shop floor persons for keepingTraining Record– Abnormal abnormal
parts on “Stand” made for it.
condition handling
4.
All employees should keep the un-usual parts onF-PRD-xx
abnormal stand when ever
found & inform to
production supervisor.
Line in-charge/
production
supervisor
Line in-charge/
production
supervisor
Quality inspector /
quality supervisor
5.
Production supervisor should generate record for
abnormal parts indicating part name, model, quantity &
the abnormal situation resulted generation of abnormal

parts.
Abnormal parts monitoring

sheet
F-PRD-xx
6.
Production supervisor should handover these abnormal parts
to quality inspector along with its details.

sheet F-PRD-xx
7.
Quality inspector should check the abnormal parts as per
control plan / PPS / Drawing for esthetics & dimensions.Control plan, PPS, Process
Sheet, Drawing, Insp. Stds. &

WI
8.
If result
found OK
10.
NO
NO
Rework12.
able
Scrap
Quality inspector /
quality supervisor
YES
9.
Quality inspector
should send the
part to next process

YES
11.
Quality inspector shall handover the

parts to production supervisor for
rework as per rework
procedure.
Follow Control of NC product
QSP-PRD-xx
Rework procedure
QSP-PRD-xx
Line in-charge/
production
supervisor
13.
Production supervisor should collect data,

compile it & should generate trend chart.
sheet F-PRD-xx
Line in-charge/
production
supervisor / QA
14.Production supervisor / production Head should make action plan to
reduce the abnormal part quantity & monitor the implementation.
End
8D concern and
countermeasure report
summary F-QA-xx
Effectiveness monitoring
sheet (Abnormal
management)
F-PRD-xx
MICRO ENGINEERING SOLUTIONS
PPAP
Index
Part Name : Rotor
Customer :
Part No : 1061
Engineering Solutions
Sl. Document Description
No.
1
Engineering Drawing ( Controlled )
2
PFD
3
Process FMEA
4
Control Plan
5
MSA Studies
6
Dimensional Results
7
Initial Process Studies (
SPC )
8
Sample Product
9
Master Sample
10
Checking Aids
11
Level-III Requirement
PROCESS FLOW
DIAGRAM
Part Name : Boss Rotor
Part No : 961
Process
Process Flow
No.
Customer :
Engineering Solutions
Process Description
10
20
30
40
50
60
70
Forging Received from

Customer
Facing, turning, boring &
chamfering
Facing, turning, threading & chamfering
Drilling, Counter Drilling,

tapping & chamfering
Final Inspection as per

Standard
PDI
Material Dispatch to
Customer
PROCESS FMEA
ITEM :
Model Year's :
Core Team :
Proces
s
Step
Function
Function
Receivi
ng
Forgin
g
Req
Poten
uiretial
men
Failur
e(s) Mode
Free
Unclea
from
n facebend
OD
Unclea
Ovel
n face
Poten
tial
Effect
(s) of
Failur
e
Rejecte
d
Rejecte
d
Process Responsibility :PFMEA No. :
Prepared By :
Key Date:
PFMEA Date ( Origin ) :
Current Process
Resp
Action Results
onsi
Potenti
al
cause(s)
of
Failure
Reco
bilit
Control
mm
y &
Action
Controls
Preventi
on
RP
end
Targ
Taken
Rs N
ed
et Compl
S
O
D
PDetecti
Acti
Com
etion
Non
on
pleti
Dateon
Date
7
7
Supplier
Process
Issue
Supplier
Process
Issue
Flash Free
more
from
than flash
0.50
mm
Insert
Damag
ed
7
Supplier
Process
Issue
Supplier
Process
audit
report
Supplier
Process
audit
report
Supplier
Process
audit
report
7
Incoming8
392IR
3
Incoming8
168IR
3
Incoming8
168IR
IR
Machi
ning
1st.
OUTEO / SR
DIA
94.60
± 0.2U / S
Part
not
fitted
5
Scrap
7
1-Insert
wear
2-Wrong
Offset
3-Material
hardness
more.
1-Tool life
monitoring
2-OJT
3-Material
MTC
1-First pc.
approval75report
3
5
Inprocess
inspection 105report
COUN
TER
DIAO / S73.0 ±
0.3
Scrap
7
1-Wrong
Offset
2-Material
hardness
less.
1-OJT
3-Material
MTC
U/S
Part
not
fitted
5
O/S
STEP
DIA37.50 ± 0.1
U / S
Scrap
Part
not
fitted
7
5
1-Insert
wear
2-Wrong
Offset
3-Material
hardness
more.
1-Wrong
Offset
2-Material
hardness
less.
1-Insert
wear
2-Wrong
Offset
3-Material
hardness
more.
1-Tool life
monitoring
2-OJT
3-Material
MTC
1-First pc.
approval
report105
105
Inprocess
inspection
3
report5
75
1-OJT
3-Material
MTC
1-Tool life
monitoring
2-OJT
3-Material
MTC
1-First pc. 105
approval
report
3
3
5
Inprocess
inspection 75report
MICRO ENGINEERING SOLUTION
CONTROL
PLAN
Proto Type Pre- Launch Production
C P No. :
Key Contact /
Phone :
Date ( Orig. ):
Date Rev.:
Core Team :
Part No. / Last
Change Level :
Part's Name / Description :

Org. / Plant Approval / Date :
Organization / Plant
Org. Code :
Other Approval / Date ( If
Required ):
Document No. :
Rev. No.:
Issue Date.:
Page :
Customer Engg.
Approval / Date ( If
Required ):
Customer Quality
Approval / Date ( If
Required):
Other Approval / Date (

If Required):
Characteristics
Methods
ProceMac
Part / ss hine,
Product Process Name
Devic
Spl.
/ No. :
/ e,Jig,
N
Produ
Proces
Class
Process Oper
Chart.
Tools o
ct
s
Specificaationfor
.:
tion / Descr
Mfg.
Toleranciption
e
Evaluatio
n
/Measure
ment Techniqu
e
Sample
Control
Frequ
Metho
Size
encyd
Recei
10
ving
Forgi
ng
Reaction Plan
1OUTER
94.60 ± 0.2DIA
VC/SG
2COUNT
73.0 ± 0.3ER DIA
20
Mac
STEP
37.50 ± 0.1hinin
3
DIAg 1st.
VC
VC
TAPER
80% MIN.
1:5
TAPER
GAUGE
1st. Pc
approval
1 2-hr& In
pc
process
inspectio
n report
1st. Pc
approval
1 2-hr& In
pc
process
inspectio
n report
1st. Pc
approval
1 2-hr& In
pc
process
inspectio
n report
1st. Pc
approval
1 Shift& In
pc
process
inspectio
n report
Reject the parts, Stop
the process, Inform to
prod. In-charge&
correction the process

prod. In-charge&

prod. In-charge&

prod. In-charge&
Gauging
100%
by
operator

prod. In-charge&
MES
REDBIN ANALYSIS REPORT
Date of Analysis:
Total Production :
Total Rejection :
Sl.
Part Rej.
Defect Description
Status
No.
Name
Qty.
Analysis Team member :
F-RBA -29 / 00 / 01.09.2018
WWA No.
:
Date
:
MES
Prod. Date
:
WHY - WHY ANALYSISDefect Status :
Problem / NC :
What is your final action :

Status after implementation
of Corrective Action :
Why
Answer
Action
F-WAR -16 / 00 / 01.09.2018
Initial Sample Inspection Report
Part Name:
Part Number:
Customer Name:
Sl. Characteristics
No.
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Specification
Inspection
Method
I.S.I.R. No. & Drg. No.
Inspection Date
Sample Size
Observation
Judge
Rema
1
2
3
4
5
ment
rk
Inspected by:
F-ISR-33 / 00 / 01.09.2018
Approved by:
5- S Audit Check Sheet
5-S Sl.
Review PointsPoint Observed
Findings DetailsDescription
No.
Marks
Marks
Are all unserviceable items 1

removed
from the work place?
Are all inadequate raw materials,
semi-finished products and /or
waste properly disposed of and
away from work place?

SEIRI
Are all unused tools, spare parts 103
and / or materials properly stored
from work place?
Are all frequently used items
4
sorted, arranged, stored and
labeled?
Does the current inventory / In
5
process inventory reflect only
required materials / parts?
Are all access aisles, storage areas,
1
working places and equipments
clearly marked and defined?
Are all electronic files organized in
2
an efficient, easy to find data / file
system?
Are all tools, devices andSEITON
3
instruments properly organized in
10
regular or designated area?

Are all fire extinguishers,
4
walkways, and exits lea of
obstacles?
Are all shelves labeled for item

5
location, quantities and weight
( If applicable )?
Are all tools/ equipments cleaned
1
and properly stored shutdown on
a daily basis?
SEISO
Are all machines, work stations,4
floors, walls and surfaces clean, 2

free from clutter and properly
maintained?
SEISO
4
SEIKETSU3
4
SHITSUKE4
Are all lighting within the
classroom / la environment
clean and in working order?

Are designated work areas 6properly marked within the
classroom/ lab areas?
Is cleaning completed daily and
recorded on a cleaning check
sheet?
Do all work place areas have

adequate lighting and /or
ventilation?
Do all employees actively
participate in continuous
improvements efforts ( 5- S
team, idea boards, root cause
for variation, safety workshops, updated SW)?
Are 5- S standard procedure 10written, clearly and actively
used?
Are all 5-S standards reviewed

to create clear improvement
plans for work area?
Is there a documented process
in place to ensure unnecessary
items do not " creep" back into
the work area?
Is a daily cleaning check sheet in

place and up-to- date?
Are all daily cleaning /
maintenance reports completed

and on file?
Have above all 4-S been fully
implemented and functioning
well?
Are all past audits posted and
used for improvements?

10
Have all employees been
adequately trained in 5-S
standard procedures?
Are all employees wearing
proper safety equipment?
Are all employees wearing
uniforms?
Are all 5-S procedures up-to
date and regularly reviewed?

Auditee :
Auditor :
F- 5 SCS-27 /00 / 01.09.2018
Safety Audit Check Sheet
Sl.
Review PointsPoint Obser
No.
Marks
ved
Marks
1
Are all walking or working surfaces free from tripping 1/slipping hazards?
2
Are all emergency phone numbers and procedures 1posted at or near
telephones?
3
Are all fans equipped with a blade guard with1openings no greater than ½
inch?
4
Are machine and belt guards in place and in good 1condition?
5
Is equipment properly maintained and adjusted to 1prevent personal injury
and equipment damage?
Are areas requiring use of protective equipment (e.g.
6
Eye Protection Required) adequately posted with
1
warning signs and enforced?
7
Is damaged/malfunctioning equipment tagged “Out1of Service”?
8
Is there at least three (3) feet of clearance in front of1electrical panels?
9
Are all cords/plugs free from damage or 1deterioration?
10
Is good housekeeping practiced in work area?
1
11
Is storage
adequately supported/stable to avoid 1tipping/falling?
12
Is the storage of combustibles in the work area held1to a minimum to
avoid a fire hazard?
13
Are all flammable containers properly1closed/covered to control vapors?
14
Are Appropriate eye/face protection is available and1used if hazard
present?
15
Are PPE is properly stored, clean and in good1condition?
16
Are Fire extinguishers properly mounted, located, 1and identified?
17
Are Fire extinguishers inspected, recharged, and1maintained as
required?
18
Are Heavy items stored below 5 ft. unless secured1and stepladder
provided?
19
Are waste storage areas (bins, totes) designated?
1
20
Are
electronic devices, (monitors, TVs, circuit boards, 1etc.) managed properly?
Auditee :
Auditor :
F -SACS-28 /00 /01.09.2018
Findings
Details
VISION
Micro Tools Solution Vision is“Highly
Customer Oriented, Human & System run,
Global
Organization with a Concern for
Society”
The chief Components of our
Company Vision’s
❖ Dedication for customer
satisfaction.
❖ Well humanity relation.
❖
Orderly managements.
❖ Worldwide Company.
❖ Sensitive towards society.
MISSION
We Micro Tools Solution Achieve our
Goal Through Adopting System, Excellent
Technical skilled Personnel, Latest
Technology, Imparting Training, Employee
Health and Environment Friendly culture,
Continual Improvement & Innovation with
Team Work.
Issue No.:
Work Instruction for In-process Inspection
Sl.
DescriptionNo.
1
Proper clean the surface plate & all measuring instruments and
gauges before start the
job.
Attend Quality meeting as per planned time with process quality /

rejection data on daily basis.
Check the operator OJT skill w.r.t. process requirement/ WI / SOP

and use of
measuring instruments and gauges and action
accordingly.
Check all process parameter w.r.t. SOP and stop the process incase
of any parameter
4
found out of specification given in SOP and inform to production in-

charge for correction
and hold all parts for 100% verification.
Check all measuring instruments / Gauges for calibration status and

stop the process &
5
hold all parts in case of any gauge found out of calibration and inform
to prod. & QA incharge for provide the calibrated gauge and 100 %
verification of hold parts.
Check first piece of all process for each & everyone dimensions given
in SOP properly and inform to operator about status of part, first piece
approved part store separate.
6
Provide red mark on all NG parts and put in the red bin. Record
observation in first
piece approval report.
Check the proper working status of POKA YOKE if any, stop the
process when POKA
YOKE found not working properly, inform to
prod. & QA in-charge, hold verified all the
7
material for 100% re
verification. Action for correction to the POKA YOKE and cross verify
after correction.
Verify the output of each process for product parameter as per
frequency given in sop,
stop the process and inform to prod. & QA in-
charge for action if any dimension found
8
out of specification, hold all
materials for 100% verification with identification mark on
each parts.
Record observation in in-process inspection report.
Power cut part must collect from each process operator and store
separate with power 9
cut identification on part and verify the parameter which was progress
during power cut
At end of shift collect all NG parts from all process and store at red
bin table for analysis 10
and action. Maintained rejection record in daily rejection
summary report.
11
Gat approval from QA In-charge for in process
inspection report on daily basis.
Issue No.:
Work Instruction for Final Inspection
Sl.
DescriptionNo.
1
Proper clean the final inspection table, work place & all
measuring instruments and gauges before start the job.
Check the availability of all required measuring
instruments and gauges 2
and there calibration status at
work place.
Check all measuring instruments / Gauges for calibration

status and 3
inform to QA in-charge in case of any
instrument / gauge found out of
calibration and get
calibrated gauge for inspection to the part. Physical
verify the proper working of all gauges before start the
inspection 4
with master sample and handover the gauge
to QA in-charge if found defective.
Attend Quality meeting as per planned time with process

quality / rejection data on daily basis.
Check the parts as
per final inspection standard / SOP and record 6
observation of five pieces in final inspection report.
Check the proper working status of POKA YOKE if any,
inform to QA in
charge when POKA YOKE found not working properly,

hold all POKA YOKE verified materials for re verification.
Action for correction to the POKA YOKE and cross verify
after correction. Follow the limit sample for visual
inspection like dent mark, tool mark, 8
forging defects,
scratch mark etc.
Inform to operator, in process inspector, prod. & QA in-

charge when any 9
part found NG.
10
All rejected parts must put in red bin with red marking
on the rejected part.
All re workable parts must put in
yellow bin with yellow marking on the 11
rejected part.
At end of shift collect all NG parts from the red bin and
store at red bin
12
table for analysis and action.
Maintained rejection record in daily rejection summary
report.
13
Gat approval from QA In-charge for final
inspection report on daily basis.
ONE POINT LESSON ( OPL ) – FINAL
INSPECTION STAGE
LIMIT SAMPLE FOR DRILL BROKEN IN
BOSS ROTOR
DOC. No.:- OPL- F I - 01

ISSUE DATE : 05.12.18
Basic Knowledge
Improvement Cases
Trouble Cases
OK Part No Drill Broken

NG Part Drill Broken
Note : 1) OK Parts put in output bin with green marking
on parts.
2) NG parts put in rejection / red bin with red
marking on parts.
Rev. No.:
Issue No.:
Work Instruction for Pre Dispatch Inspection
Sl.
Description
No.
1
Proper clean the work place & all measuring instruments

and gauges Before
start the job.
Check the availability of
all required measuring instruments and gauges and 2
there calibration status at work place.
Check All measuring instruments / Gauges calibration

status, If ok then start 3
the inspection. If Not found
calibration time of limit than inform to QA incharge.
Physical verify the proper working of all gauges before
start the inspection 4
with master sample and handover
the gauge to QA in-charge if found defective. Check the
parts as per PDI inspection standard / SOP and record 5
observation of five pieces in PDI inspection report.
Follow the limit sample for visual inspection like dent

mark, tool mark, 6
forging defects, scratch mark etc.
Inform to production in-charge, QA in-charge And final

inspection in-charge 7
when any part found NG.
Re verify the shorted lot for all NG dimensions for 10

pieces and action8
accordingly. Record observation in
PDI report.
Put the OK (Green ) tag with accepted lot.9

10
Handover
OK material to dispatch in-charge with PDI report for
supply.
11
Gat approval from QA In-charge for final inspection.
Work Instruction for Red-bin Analysis
Sl.
Description
No.
1
Proper clean the work place & all measuring instruments

and gauges befor start the job.
Check the availability of
all required measuring instruments and gauges and 2
there calibration status at work place.

status and inform 3
to QA in-charge in case of any
instrument / gauge found out of calibration and get
calibrated gauge for inspection to the part. Physical
verify the proper working of all gauges before start the
inspection 4
with master sample and handover the gauge
to QA in-charge if found defective. Attend Quality
meeting as per planned time with process quality /
rejection 5
data on daily basis.
Verify the rejected parts for NG parameters and record

observation in red 6
bin analysis report.
Follow the limit
sample for visual inspection like dent mark, tool mark, 7
forging defects, scratch mark etc.
8
Offer report to QA & Prod. In-charge for decision.
9
Follow the instruction of QA / Production in-charge.
10
Handover OK material to next process.
Rejected material send to rejection yard / store with red

marking on each 11
part.
Gat approval from QA In-charge
for final inspection report on daily basis.12
13
Maintain red bin analysis summary report.
Work Instruction for Calibration of instruments
& Gauges
Sl. No.
Description
1
Collect the instrument / gauge from work place which is

due for
calibration.
2
Proper clean the instrument / gauge.
3
Prepare list of instrument / gauge which are due for
calibration.
4
Check the physical condition of the
instrument / gauge.
Handover to QA / Production in-charge for calibration

from external agency.
6
Receive the instruments / gauges
with calibration report.
Review the calibration report and calibration sticker on

instrument / gauge.
8
If instrument found OK issue the
instrument / gauge to user.
9
Maintain the calibration
report in file.
10
Update the calibration plan.
11
If instrument / gauge found NG put the red colour on the

instrument / gauge and store in rejected instruments
store.
12
Maintain reject instrument report.
Prepared By:
Approved By:
MICRO TOOLS SOLUTION
Handling of Customer Complaint
Sl. No.
Description
1
Response to the customer and regret for inconvenience
cause.
2
Plan / visit to the customer for verify the
problem / issue defected parts .
3
Communicate the
status of complaint to all concerned persons.
4
Plan /
Action to offer fresh lot to the customer ( Containment
action ).
5
Record the complaint in customer complaint
record.
6
Call CFT and analyze the problem.
7
Find out
the root cause.
8
Plan for corrective action.
9
Correct the
problem.
10
Plan for preventive action.
11
Prevent the
problem.
12
Monitor the effectiveness of the CAPA for
three months.
13
Update the documents and horizontal
deployment the actions.
Work Instruction for Job Setup
Sl.
DescriptionNo.
1
Discuss with reliever about the machine health condition

and product quality status machine setting / running
status.
Proper clean the equipment, jig-fixtures / tooling
& all measuring instruments / 2
gauges before start the
job.
Check all process & machine parameters according
to SOP and correct the 3
parameter in case found out of
specification.
Check the availability of measuring
instruments / gauges required at machine.4

status and inform to 5
QA inspector in case of any gauge
found out of calibration and not available at machine.
Check the proper working condition of POKA YOKE if
any installed at process 6
Proceed first job carefully and check all dimensions as
per SOP, if found OK
7
offer the job to QA inspector for
approval.
8
QA inspector advise to continue production, start
machine for mass production.
9
If part is reject put red mark on part and store in red
bin.
Correct the setting and check the job for NG parameter, if

OK offer to QA 10
inspector for approval.
Follow the
instruction of QA inspector till first job OK.11
12
Record the production in hourly production report
with reason of short fall .
13
Always perform the job as per SOP and WI.
14
Handover all rejected part to QA inspector at the end
of shift.
15
Proper communicate to the reliever about M/C, health,

product quality and other important information before
leave the job.
Process Name:
Process No.
Daily Machine Check Sheet
Machine Name:
Part Name
Month
Machine No
Sl.
Process
No.
Parameter1
2
3
4
5
6
7
8
9
10
A
B
Tail Stock 1
Pressure
2
Chuck Pressure
3
Coolant Level
4
Coolant Ratio
5
Lubrication Level
Machine
Cleaning
7
Elect. Panl. /AC
AB Normal
Sound
Operator Signature:
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
Supervisor Signature:
Note: If any parameter found out of specification, Pl. correct the

parameter before start production.
Reviewed by : F-MCS-07/ 00 /
Preventive Maintenance Check Sheet

Process Name:
Machine
Name:
Part Name
Month
Process No.
Machine No
Sl.No.
Process
Parameter1
2
3
4
5
6
7
8
9
10
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
1
Check Clean
Coolant Tank 2
Clean
Hudy. Tank Clean
4
Hyd. Filter
Repeatability(X 5
&Y )
6
Check Run out
7
Elect. Panel. / AC
8
Motor Fan
Operator Signature:
Supervisor Signature:
Note: If any parameter found out of specification, Pl. correct the

parameter before start production.
Reviewed by : F-PMC-32/ 00 /
Operator Skill Matrix
Other Machines Skill Level

Sl. Operator M / C
No.
Name
Operate
Rema
MEC-01 MEC-02 MEC-03 MEC-04 MEC-05 MEV-06 MED-07 rk(CNC
(CNC
(CNC
(CNC
(CNC
(VMC )
(C.Drill )Lath )
Lath )
Lath )
Lath )
Lath )
SHIV CNCMANGAL
1&2
ADITYA
CNC3&4
3
PRADEEP
CNC-7
4
RANJAY
VMC-7
5
RAVINDRA
VMC-7
6
PUSPENDRA
CNC-3&4
7
VIKRAM
CNC-1&2
8
SURJIT
VMC-3
9
INDRAJIT
CNC-1&2
10
MANOJ
VMC-3
11
MINTUN
CNC-1&2
12
RAHUL
VMC-3
13
JAVED
CNC-3&4
14
SHIV CHARAN
CNC-3&4
15
OMPRAKASH
CNC-3&4
16
DEEN DAYAL
CNC-1&2
17
KRISHNAKANT
CNC-1&2
Criteria of Evaluation:
Only Operate the M/C
Prepared by:
Operate & Supervison
Operate, Supervison Maintenance
Approved by:
Minimum Five
Lots ( 100 Pcs. Each Lots )
STANDARD OPERATING PROCEDURE ( SOP )

SOP
No.MESPart
961
/ SOP-01No.
Operatio
Drilling &
n Name Chamfering /
& No.
30
Part Name
Material
M/C Name
Fixture No.
Tool Names
BOSS ROTOR
Make
Feed
Issue Date.
Rev. No.
Coolant Name
Coolant Ratio
RPM
TCF
1/9/2018
oo
Recording
Check Item
Supervisor
Operator
Inspector
Sl.
Characteris
No
tics
Specifications
Inspection
Method
1
DOWEL HOLE DIA
2
PCD DOWEL HOLE
3
POSITIONS
5.5 ± 0.1
61.0 ± 0.1
RECEIVING
GAUGE
4
TAPING ( 3 PLACES )
5
TAPPING PCD
6
POSITIONS
HOLE DIA ( 6 PLACES )
8
HOLE PCD
9
POSITIONS
10
COUN.HOLEDEPTH
11
COUN.HOLE DIA
12
ANGLE
13
ANGLE
M6 X 1.0
58 ± 0.10
ø 6.1 ± 0.10
57.0 ± 0.10
3.0 ± 0.1 ( 6 PLACES )
12.0 ± 0.20
29⁰
3X62⁰
RECEIVING
GAUGE
1 Pcs/ 2 Hrs.
PLUG GAUGE
RECEIVING
GAUGE
yes
yes
yes
Process
setting, Data yes
process,
yes
insp.report,
machine
yes
check, sheet
wi
RECEIVING
GAUGE
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
yes
H.G
PLUG GAUGE
RECEIVING
GAUGE
RECEIVING
GAUGE
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
yes
yes
yes
yes
Sl.
Characterist
No
ics
Drilling
fixture
2
cutting oil %
4-6 %
CMM
refractome
ter
Daily
Recor
Control
d
Method,
Process
setting, Data
process,
insp.report,
yes
machine check
Modifications
Mo
Reasen ofd.N
Mod.o.
Date
Prep. By:App. Approved Date:By:
Important Note:
1-In case of any
abnormality contact to
supervisor.
2- Follow 100%
inspection of suspected parts.
3-Rejected/ Red marked parts send to red bin analysis table.
Specifications
As Per Drawing
PLUG GAUGE
RECEIVING
GAUGE
TPG
RECEIVING
GAUGE
Cla
Periodical
Size &
Chec
ss
Frequencyked
By:
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
1 Pcs/ 2 Hrs.
Process Parameters:
Inp.Metho
d
Size &Chec
Frequencyked
Class
By:
Control Method
Record
yes
yes
Drown By:
Checked & Approved By:

QA
Production
CEO:
Receiving Inspection Report

Challan / Bill Part Name:
No.
Challan / Bill Part Number:

Date
R.I. No.
Inspection Date
Supplier Name:
Challan / Bill Qty.

Sl. Characteristics
SpecificationInspection
Observation
No.
Method
1
2
3
4
Judgeme
Remar
5
nt
k
10
11
12
13
14
15
16
17
18
Details of issues / Rejection:
Material Status:
Accepted
Not Accepted Shorting Out
Accept Under Deviation
Inspected by:
F-RIR-09/00/
Approved by:
In process Inspection Report ( Hourly )
Part Name:
Part Number:
Sl. Characterist
N
icso.
1
OUTER DIA
Specificati
on
94.50 ± 0.2
Inspecti
on
Method
VC/SG
2
COUNTER DIA
3
STEP DIA
4
TAPER 1:5
TAPER OPENING
DIA
6
STEP DEPTH
COUNTER7
CHAMFER
8
OD CHAMFER
9
OD R/O
10
COUNTER DEPTH
11
COLLAR THICKNESS
12
RADIUS
13
APPEARANCE
14
15
71.0 ± 0.3
VC
32.50 ± 0.1
80% MIN.
VC
TAPER
GAUGE
21
VC/PG
1.55 ± 0.2
H.G
C 0.5 X 45⁰
PP
C 0.5 X 45⁰
0.2 WRT B
PP
TAPER
MANDRAL
3.5 ± 0.1
H.G
11.8
VC
0.8 ± 0.2
RG
NO DENT&BURR
Visually
Process / Shif
Inspecti
Opt. Name:
t
on Date
M/Process / C Opt. No.
No.
Size/FrequeObservation
Remar
ncy
1
2
3
4
5
6
7
8k
Final Inspection
Report
Part Name:
Part Number:
Shift:
Sl. Characteristi
No
cs.
1
OUTER DIA
2
COUNTER DIA
3
STEP DIA
TAPER1.5 BLUE4
MATCHING
5
TAPER OPENING DIA
6
STEP DEPTH
7
COUNTER CHAMFER
8
OD CHAMFER
9
OD R/O
10
COUNTER DEPTH
11
GAUGE DEPTH(18)
Specificat
ion
Inspection Method
Total
Production:
OK Qty.:
Rejected
Qty.:
Observation
1
2
3
4
5
F.I.R. No.
Inspection Date
Judgeme
Remar
nt
k
92.6+_.2
VC/SG
71.0+_0.3
36.5+_.1
80% MIN.
21
1.55+_.2
G0.5*45"
0.5*45"
0.2 WRT B
3.2+_0.1
2.05+_.2
12
COLLAR THICKNESS
13
STEP DIA CHAMFER
14
RADIUS
15
BOSS DIAMETER
16
THREADING
17
CHAMFER DIA
18
ANGLE
19
THREAD CHAMFER
20
OD CHAMFER
21
RADIUS
22
DISTANCE
23
DIMENSION
24
HEIGHT
25
COLLAR THICKNESS
26
PARALLELISM
27
FLATNEES
28
OD R/O
29
DIMESIONS
30
APPEARANCE
Inspected by:
F-FIR-11 / 00
11.8
0.5*45"
0.8+_0.2
33.975+_0.02
M30*1.5-8G
18.0+_0.1
90'
1.0*45'
0.5*45'
1.5+_0.2
2.0+_0.3
4.65+_0.1
14.65+_0.1
9.5+_0.15
0.2 WRT A
0.1 MAX.
0.1 WRT B
55
DENT&BURRS
VC
VC
TAPER
GAUGE1.5/BLUE GEL
VC/PG
H.G
PP
PP
MANDRAL+DIAL
H.G
TAPER
FLASHPINGAUGE/H.G
VC
PP
RG/PP
VC/RG
THREAD RING GAUGE

PP
PP
PP
PP
CONTRACER
PP
PP
H.G
VC
DIAL+COMP.STAND
SREWJACK+DIAL
MANDRAL+DIAL
PP/VC
VISUALLY
Approved by:
Rework Inspection Report

Part Name:
Rework Qty.
RIR No.
Part Number:
OK Qty.:
Rework dt.
Shift:
Rejected Qty.:
Insp. Dt.
Sl. Characteri
No.
stics
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
Specificati
Inspection Observation
Judgem
Remar
on
Method1
2
3
4
5
ent
k
Part Name:
Part Number:
Customer Name:
Sl. Characteristic
No
s.
1
OUTER DIA
2
COUNTER DIA
3
STEP DIA
TAPER1.5 BLUE
MATCHING
5
TAPER OPENING DIA
6
STEP DEPTH
7
COUNTER CHAMFER
8
OD CHAMFER
9
OD R/O
10
COUNTER DEPTH
Pre Dispatch Inspection Report
Specificatio
n
Inspection Method
Challan /
Bill No.
Challan /
Bill Date
Challan /
Bill Qty.
Observation
1
2
3
4
5
P.I.R. No.
Inspection Date
Judgemen
Remar
t
k
91.6+_.2
VC/SG
72.0+_0.3
36.5+_.1
80% MIN.
21
1.55+_.2
G0.5*45"
0.5*45"
0.2 WRT B
3.5+_0.1
11
GAUGE DEPTH(18)
12
COLLAR THICKNESS
13
STEP DIA CHAMFER
14
RADIUS
15
BOSS DIAMETER
16
THREADING
17
CHAMFER DIA
18
ANGLE
19
THREAD CHAMFER
20
OD CHAMFER
21
RADIUS
22
DISTANCE
23
DIMENSION
24
HEIGHT
25
COLLAR THICKNESS
26
PARALLELISM
27
APPEARANCE
Inspected by:
F-PDI-12 / 00
2.05+_.2
12.8
0.5*45"
0.8+_0.2
33.965+_0.03
M30*1.5-8G
16.0+_0.1
90'
1.0*45'
0.5*45'
1.5+_0.2
2.0+_0.3
4.65+_0.1
15.65+_0.1
9.6+_0.15
0.2 WRT A
DENT&BURRS
VC
VC
TAPER
GAUGE1.5/BLUE GEL
VC/PG
H.G
PP
PP
MANDRAL+DIAL
H.G
TAPER
FLASHPINGAUGE/H.
G
VC
PP
RG/PP
VC/RG
THREAD RING
GAUGE
PP
PP
PP
PP
CONTRACER
PP
PP
H.G
VC
DIAL+COMP.STAND
VISUALLY
Approved by:
QUALITY POLICY
We, at MTS, are committed to demonstrate

value added and
environment friendly
products to our customers for delightment by
establishing proactive based manufacturing,
fostering team work with continual
improvement and a healthy & amicable
environment in the organization.
QUALITY OBJECTIVES
•
REDUCTION IN CUSTOMER COMPLAINTS
•
REDUCTION IN COST OF POOR QUALITY
•
REDUCTION IN REPEATED NATURE OF BREAKDOWN
•
REDUCTION IN HAZARDOUS WASTAGE
•
REDUCTION IN ACCIDENT
•
INCREMENT IN SALES
•
INCREMENT IN CUSTOMER SATISFACTION
•
IMPROVEMENT IN SUPPLIER RATING
•
IMPROVEMENT IN EMPLOYEE SKILL AND SATISFACTION
•
INVENTORY TURNOVER OPTIMIZATION
•
MAINTAIN EMPLOYEES HEALTH
•
TIMELY COMPLIANCE OF LEGAL REQUIREMENTS

Report No. :
MES
Part Name
Drawing No. & Rev. No.
Model
Customer
Sl. Parameter
No.
LAYOUT INSPECTION REPORT
Date
:
Page No.
:
Machine Name
Machine No.
Operation No.
Inspection Qty.
Specification
Insp.
Method
ObservationsVariation
Comments :
Disposition : OK
Rejected Conditionally Accepted
Inspected by
F-LIR-01 / 00 / 01.09.2018
Verified by
Approved by
`
Customer Complaint Record
Date
:
SlRoo
Closi
. Compl
Compo
Non
Custo
Defec
t Correc
PrevenRe
Tarng N
aint
nent Confor
mer ted
Cau
tive
tivesp.
getStat
o.
Date
Name
mity Name
Qty.
se
Action
Action
Dt.us( s)
Prepared by Checked by Approved by

F-CCR-04 / 00 / 01.09.2018
S
ME

CALIBRATION MONITORING
RECORD
Lea
Eqipm
Iden
Ran
st Sl. ent
t. ge Cou
No.
Name
No.in nt mm
in
mm
Ne
xt
MaCal. Acce
Error in Certific
Calibrati
Stat
Du
keFre
pt. Equipm
ate No.
on Date
us
e q.
Criter
iaent
Dat
e
Prepared by :
Reviewed by :
F-CMR-26 / 00 / 01.09.2018
MES
CORRECTIVE & PREVENTIVE ACTION
Date
:REPORT
Type of Complaint / NC :
Non
Root
ActionTarget
Effectiven
Conformity
CauseCorrective Preventive
Resp.Dt.
ess of
Status
( s)
Action
Actionaction
Prepared by Checked by
Approved by
F-CAPA-15 / 00 /
MES
CEA No.
:
Date
:
Prod. Date
:
Defect Status :
CAUSE & EFFECT ANALYSIS SHEET
Part Name :
Drg. No. :
Model :
Problem :
Location :
Type of Problem :
CAUSE & EFFECT DIAGRAM
Problem

F-CEA-17 / 00 /
01.09.2018
STATISTICAL PROCESS
CONTROL STUDY
PART
Boss Rotor
Instru
QUALITY
CMM
CHARACTERISTINAME:
ment
CS
PART
961Least 0.0001
STANDARD
No. :
Count
DATA COLLECTION:
Date of
Measurem
27.11.2018
ent
Measurem
ent Time
GROUP
1
2
3
4
5
6
7
8
NO.
X1
33.9633.966
33.965
33.
33.9
33.9
33.9
33.9
6
967
67
67
64
66
33.9633.967
33.967
33.
33.9
33.9
33.9
33.9X2
7
967
66
65
65
67
33.9633.965
33.966
33.
33.9
33.9
33.9
33.9X3
6
967
65
67
66
67
33.9633.967
33.967
33.
33.9
33.9
33.9
33.9X4
5
966
66
67
65
67
33.9633.967
33.967
33.
33.9
33.9
33.9
33.9X5
7
967
66
67
65
66
Prepared Checked ByBy
B.K
Ramesh
B. Dia.
SPC NO. :
ApproveDATE :d By
Shiv
27.11.20
Shyam
18
5
33.965 ±Shift0.03
A + B
Sampling Ratio
All Dimensions
are in mm
9
10
33.9
33.9USL67
67
33.9
33.9
68
65
33.9
33.9
67
67
33.9
33.9LSL67
67
33.9
33.9
68
65
33.96
2
UP TO 5 SAMPLES ' D3' VALUE = 0
SA
MP
d2
A 2
D4
LE
1.1
2.5
3.2
23
60
70
1.1
1.8
3.2
28
80
70
1.6
1.0
2.5
93
20
70
2.0
0.8
2.2
59
00
80
2.3
0.5
2.1
26
90
10
large
33.967
33.967
33.967
33.
33.9
33.9
33.9
33.9
967
67
67
66
67
33.9
33.9Xmax.=
68
67
33.968
small
33.965
33.965
33.965
33.
33.9
33.9
33.9
33.9
966
65
65
64
66
33.9
33.9Xmin.=67
65
33.964
RANG0.002
0.002
0.002
0.0
0.00
0.00
0.00
0.00
E
01
2
2
2
1
0.00
0.00
1
2
0.002
AVG.
33.97
33.97
33.97
33.
33.9
33.9
33.9
33.9
97
7
7
7
7
33.9
33.9
7
7
33.966
F - SPC-02 / 00 /
33.96
8
Prep
Checke
Approve
DAT
STATISTICAL PROCESS CONTROLared d By
d
By
E :
STUDY
By
B.K
Ramesh
Shiv
27.1.1
Shyam8
PART
Boss Rotor
Instrumen
CMM
NAME:
t
QUALITY
B. Dia.
SPC NO. :
5CHARACTERISTICS
961Least 0.0001
PART NO.Count
STANDARD
33.965
± 0.03
Shift
A +B
X- Bar Chart
U.C
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.969.L. 67
67
67
67
67
67
67
67
67
67
L.C
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.9
33.9
.L.
65
65
65
65
65
65
65
65
65
65
U.C
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
.L.
4
4
4
4
4
4
4
4
4
433.965
L.C
0.00
0.002
0.003
0.0040.00
0.00
0.006
0.007
0.0080.009
10.L.
1
0
0
0
0
5
0
0
X0
0AVG.0U.C.L.
L.C.L.0
R- ChartU.C.L.X =
33.967
0.004
0.003
L.C.L. = 33.965
0.002
X
0.001
U.C.L. = 0.0036
0.000
R
1
2
3
4
5
6
7
8
9
10L.C.L.R =
0.000
U.C.L.
L.C.L.
R-BAR
RANGE
Std.Dev.'σ'0.000
=7
Cp = (S/6σ)
1.37
Cpk U =
0.75
REMARCpk L =
1.99KS:
ACTUAL0.75Cpk
F - SPC-02 / 00 / 01.09.2018
Calculation Formulas
UCL x = X +A₂ x R , LCL x = X - A₂ x R, UCLR = R x D₄, LCLR = R x

D₃
Std. Dev.'σ'= R / d₂ , Cp = (S/6σ) , Cpk U=(USL-X)/3σ , Cpk

L=(X-LSL)/3σ
Actual Cpk = Minimum of ( Cpk U & Cpk L )
List of checking aids
Part Name:
Part Number:
Customer Name:
Balloon Drg. No.
Sl. Instrument
No.
Name
Prepared by:
Instrument
Make
No.
Least
Range
Count
Calibration
Date
Approved By:
F-CA-34 / 00 / 01.09.2018
Activities during Ramp-up :
Activity Purpose:
Plan and implement additional activities to ensure quality and delivery

requirements are maintained during the launch period.
Notes:
The activities during ramp-up have two distinct objectives:

-achievement and maintenance of the quality requirements
-achievement and maintenance of the delivery requirements
-For quality, the Ramp-up Activity is a planned management

confirmation activity covering the period from the end of process
development through to the achievement of a stable full volume
condition.
-The content of the activity must be planned prior to SOP. The plan
should have a duration of approx 3 months after SOP.
-This activity shall continue until customer agrees to its removal.
-The supplier must ensure that any quality issues that may arise are
quickly identified, contained and corrected at the supplier's location
and not at the customer plants.
-For delivery, the Ramp-up Activity is an activity to manage the effects

of the increase in production volume on the supplier's ability to meet
delivery requirements.
-These activities will be used to verify the supplier's Production

Capacity Plan.
-The supplier must ensure that any delivery issues that may arise are
quickly identified and corrected.
Activity Content:
Create and implement a Ramp-up Activity Plan that shall achieve the
two objectives of the rampup period.
Monitor progress of the Ramp-up Activity Plan and implement

countermeasures
Output Document :
Ramp Up Activity Plan
Ramp-up Activity Concern & Countermeasure Report
STRATEGY TO ACHIEVE ZERO DEFECT PPM
The following approach ( activities / actions ) are required to achieve

zero defects PPM
generation at process / operation stage
Sl.
Activity / Strategy
No.
1
Formation of Team ( CFT – Prod., Q.A., Tooling,

Maintenance.,
Process Engg., Std. Room etc. )
2
Preparation of Road Map for achieve Zero PPM
3
Current PPM data collection ( overall defects )
4
Paroties the data defected qty. / Cost wise
Sett the Goal for 1st. step achievement with 20 % Safety
5
factor ( Goal must be SMART & according to team capacity )
6
Define Role, Responsibility and Authority of CFT
7
Categories the defect data in 4–M condition wise
Selection of defects for improvements considering goal for 1st. step

achievement from pareto chart
9
Categories the selected defects 4–M condition wise 10
Analyze the selected each defects honestly through fish bone

diagram and Why- Why analysis
Find out actual Root Cause ( more than one root cause
11
for each defect ) honestly through Why- Why analysis
(
considering 5W + 2 H base contribution )
12
Validation of each root cause honestly for ensuring of the

specified
root cause rightness
Plan / Decide corrective action as well as preventive
13
action for each root cause honestly ( Action to improvement in
concerned 4–M conditions )
14
Plan & implement actions for each root cause considering

5W + 2 H
15
Collect PPM data of each defects after action implementation (

Minimum 6 days data )
16
Compare the data with before data
17
If result is not meeting goal, repeat from Sl. No. 10
18
If result is as per Goal, plan for sustain for long.
19
Sett Goal again for next step and follow from Sl.No.5
During same
time plan and implement monitoring / reviewing on daily basis all the
process to ensure all
20
process are running with / as per 4–M ( Man , Machine, Methods,
Material, Measurement ) conditions specified in
concerned control
plan ( CP ) and action accordingly.
Identify fool proofing devices /
systems to prevent the
21
generation of defected output and auto gauging for detect

defective
output at source at maximum process & continual reduce variation of
all the process.
Responsibility
Target Date
Operation Head
HOD – Q.A.
HOD – Q.A.
HOD – Q.A.
CFT / Operation
Head
CFT/Operation
Head.
HOD – Q.A
CFT
HOD – Q.A
HOD – Q.A
1 Days
1
Days
2 Days
2 Days
1 Days
1
Days
2 Days
1 Days
2 Days
6 Days
CFT
6 Days
CFT
2 Days
CFT
5 Days
CFT
6 Days
HOD – Q.A
CFT
CFT
CFT
CFT / Opert. Head
2 Days
1
Days
1 Days
1 Days
1 Days
CFT/Operation
Head
2 Days
CFT/Operation
Head
Time required to achieve zero defect PPM minimum Six

Months.
Ongoing
Each Month Target with 20 % safety factor to achieve

zero defect PPM
Smart Goal setting to achieve zero defect PPM
within six months
14000
Target for each step improvement
( Actual target + 20 % of
the actual target )

12000
10000
8000
6000
4000
2000
0
Current PPM
Jan.18
Feb.18
March.18
Apr.18
May.18
June.18
Months
SELF ASSESSMENT QUESTION BANK
IATF 16949 :2016 AND ISO 9001 :2015
Q-1: What is the IMS ?
Ans-: Integrated Management System
IMS is a common quality management system which is concluded to

the followingsFor IMS the organization must get certificate of the
following standards –
❖
ISO 9001 QMS ( Quality Management
System ) – Fifth edition from 15 Sep. 2015.
❖
ISO 14001 EMS (
Environment Management System )- Second edition from 1Oct.
2016.
❖
OHSAS 18001(Occupational Health and Safety
Management System)1st.Pulished Jul2007.
❖
IATF 16949 (
Automotive Quality Management System ) 1st. edition from . edition
from Oct. 2016.
OHSAS 18001 similar standard published by ISO as
ISO 45001: 2018 first edition.
Q2: What is the IMS common work ?
Ans-: Followings are the common work of IMS .
❖
Document control
❖
Record control
❖
MRM ( Management Review Meeting )
❖
Competence training and awareness
❖
Corrective action
❖
Preventive action
❖
Internal audits
❖
Plan, support and facilitate process / product ( Layout ) and system
audit
❖
Support and facilitate customer audit
❖
Plan and support supplier audit
❖
Guide for surveillance audit
❖
Ensure all company policies, procedures and WIs ( work
instructions ) are documented in clear readable, updated, controlled
and implemented at user place in all processes of the organization.
❖
Ensure system implemented at each process of the organization.
Q3: What competency required for QMS auditor ?
Ans-: The QMS auditor must aware about the following
❖
Automotive process approach
❖
Risk- based thinking
❖
Customer specific requirements
❖
ISO 9001 and IATF 16949 standards requirements
❖
IATF core tools requirements ( APQP, PPAP, FMEA, MSA and SPC
)
❖
Audit planning, conducting, NCs reporting / recording and NCs
closing knowledge
❖
Road map preparation for System
implementation
Q4: How many clauses in IATF 16949: 2016 and ISO 9001: 2015
QMS standard ?
Ans-: There are 10 clauses in both QMS standards
as following
1)
Scope 2) Normative References 3) Terms and Definitions 4)
Context of the Organization
5)
Leadership 6) Planning 7) Support 8)
Operation 9) Performance Evaluation
10) Improvement
Q5: What is IATF 16949: 2016 and ISO 9001: 2015 QMS Principals ?
Ans-: There are 7 principals in both as following

❖
Customer focus
❖
Leadership
❖
❖
Process approach
❖
Improvement
❖
Evidence-based decision making
❖
Relationship management
Q6: What is the Difference between Rework and Repair ?
Ans-: According to ISO 9001:2015 the definition of both as following
Rework : Action on a nonconforming product or service to make it

conform to the requirements.
Rework can affect or change parts of the nonconforming product or

service.
Repair : Action on a nonconforming product or service to
make it acceptable for the intended use.
Repair can affect or change parts of the nonconforming product or

service
Q7: What is the Difference between QA and QC ?
Quality Control ( QC ) : This is a part of quality management focused

on fulfilling quality requirements.
Quality Assurance ( QA ) : This is a part of quality management

focused on providing confidence
that quality requirements will be
fulfilled.
Quality Assurance ( QA )
This is a complete system to assure the quality of product or services.

It is a way of
management to assure product quality through strategic system.
Activities of QA
•
Process
•
Selection of tools
•
Training
•
Defect prevention
•
Specifying the process on verification
and validation base.
Prevention of quality problems / issues through planned and

systematic strategy including
documented system like FMEA,
Procedures, SOP, Control plan, WI etc.
Quality Control ( QC )
This is only a measure to determine the quality level of product and

service. It is a process of QA.
Activities of QC
•
Product
Inspection
Check point review

Defects finding
Testing
Activities or techniques used to achieve and maintain the product

quality, process and service.
Q8: What is the Difference between document and record ?
Ans-: The definition of both as following
Document : Any soft or hard media used for guidance to doing the job
accordingly is called as
document.
e.g.- FMEA, WI, control plan, any drawing, SOP, QMS manual,
procedures, certificates etc.
Record :
Evidence of any activities / job performed ( done ) is called
as record.
e.g.- Production report, machine check sheet, inspection
reports, rejection report, audit report etc.
Q9: What is the Difference
between monitoring and measurement ?
Monitoring : Determining the status of a system, a process, a product,

a service or an activity.
Measurement : Process to determine a value
of anything.
Q10: What is the Difference between verification and validation ?
Verification : Confirmation, through the provision of objective

evidence, that specified requirements have been fulfilled.
The activities carried out for verification are sometimes called a

qualification process.
Validation : Confirmation, through the provision
of objective that the requirement for a specific
intended use or
application have been fulfilled.
The use conditions for validation can real or simulated.

Ans. : Bold & Under lined option is right
answer.
7QC TOOLS
TRAINEE
NAME : TOTAL MARKS
: 10
EMPLOYEE NO.
:
SECTION :
ACTUAL MARKS : Q 1
What is 7 Q. C. Tools?
A. Problem Solving Tools
C. N. C. Finding Tools
Q 2
Cause and effect diagram used for
A. Shorting contributors of problem
C. Shorting Chronic Issues
Q 3
Scatter diagram used to
A. Find out major issues
C. Find Chromic issues
Q4
How many types of Scatter diagram
A. -5
C. -4
Q5
UCL is
A. Under Control Lot
C. Upper Class Limit
Q6
L C L =
A. xc+A2R
C. R X D4
Q7
The value of A₂ is
A. 1.33
C. -0.59
Q8
80/20 diagram is
A. Control Chart
C. Scatter Diagram
Q9
Which is cause and effect diagram?
A. Check Sheet
C. Control Chart
Q10
7 QC tools used
A. Anywhere
C. Only in Process
B. Problem Analysis Tools

D. Root Cause Finding Tools
B. Plotting Trend
D. Repeated Issues
B. Find out minor issues
D. Find out relation between two variables
B. -3
D. -1
B. Upper Control Limit
D. Uncontrolled Limit
B. R X D3
D.
x – A₂R
B. 1.26
D. 0
B. Pareto Diagram
D. Stratification
B. Scatter Diagram
D. Fish Bone Diagram
B. Only in Automobile
D. Only Customer Complaint

answer.
5-S
Q.1
What is the standard steps of 5-S ?.
Ans.
A Seiton-Seiri-Seiso-Seiketsu-Shitsuke
C Seiso- Seiri- Seiton-
Shitsuke- Seiketsu
B Seiri- Seiton- Seiso- Seiketsu- Shitsuke

D Seiri- Seiton- Seiso-
Shitsuke- Seiketsu
Q. 2
Why to implement 5’S in industries ?
Ans.
A Improving product quality C Improving production
B Customer
need
D All of these
Q.3
What is the benefit of 5-S in industries ?
Ans.
A More pleasant work
C Easier to communication
B- Customer
satisfaction
D All of above
Q. 4 What is the meaning of “SEITON” ?
Ans.
A- Short
C- Set in order
B- Shine
D- None of these
Q. 5 What is the meaning of “SEIKETSU”
Ans.
A Standardize
C Sustain
B Shine
D- Non of these
Q. 6 “A place for everything and everything in its place” is the
meaning of
Ans.
A- Seiri
B Seiso
C Seiton
D- Seiketsu
Q. 7 “Keep everything swept and clean” is the meaning of
Ans. A- Seiri
B- Seiso
C- Seiton
D- Seiketsu
Q. 8 “Make a habit of using correct procedure” is the meaning of
Ans
. A- Seiri
C Seiton
Q.9 What is the meaning of “SEIRI”
Ans.
A Set in order
C- Sustain
Q. 10 What is the meaning of “SEISO”
Ans.
AStandardize
C- Sustain
Q. 11 What is the meaning of “shitsuke”
Ans.
A- Standardize
C- Sustain
B Seiketsu
D- Shitsuke
B- Shine
D- Short
B Shine
D- Set in order
B- Shine
DShort
Training Subject: APQP& Control Plan, PPAP, FMEA
Employee Name:
EMP. Code NO.:
Q.1 what is the meaning of APQP
Ans.
A. Advanced Product Quality Planning
B. Advance Process Quality
Planning
Q. 2
Write down PDCA cycle
A. Plan Do Check Act
Total Marked Obtained
C. Advanced Physical Quality
C. Production Development Check Action

B. Public demonstration corrective action
Q.3 Meaning of DFMEA
Ans.
A. Drawing Failed Material Effect Analysis
C. Development Failure Measurement Effect
Analysis
B. Design Failure Mode and Effect Analysis
Q. 4. What is meaning of QFD
Ans. A. Quantity Function Deployment C. Quality Final Decision
B. Quality Function Deployment

D. Quality Future Development
Q.5 The preliminary process capability study should be

performed on characteristics indentified in
Ans.
A. In process sheet
C.
in control plan
B. in process flow chart D. as per company requirement
Q6. Which is not a core tool.
Ans.
A. APQP
B. PPAP
C. MSA
D.
CSR
Q7. Are Gages/ testing equipment
requirements identified at the time of APQP process.
Ans. A .Yes
C. After APQP
B. No D. After Production
Q 8 Are approval required on control plan from customer
Ans.
A. No.
B Yes
Q 9.
What is the correct meaning of PPAP
Ans.
A. Production Part Approval Process C. Product Production Analysis
Process
B. Part Production Assessment Process

D. Pre Part Approval Process.
Q10.
What is the PPAP quantity as a standard:
Ans.
A. 300 nos or one hrs to 8 hrs production
B. 100 nos or one hrs to 8 hrs production
Q 11. What is the correct Ppk index
during PPAP
Ans.
A. >1.67
B. >1.33
C. >1.33<1.67
D. <1.0
Q12. What action should be taken when acceptance criteria are

not satisfied?
Ans.
A. 200% inspection
C. 100% inspection
B. No action require
D. Reject all material
Q13. Are product or pat requirement during PSW submission in

Level-III
Ans.
A Yes
B. NO
Q14. Which is Ppk index accepted by PPAP manual
Ans.
A. >1.67
B. >1.00
C. >1<1.33
Q15. Meaning of AAR
Ans.
A. Appearance Approval Report
B. Approval awaited for rejection
C. All
action rejected
Q16. What type of action to be taken when
acceptance criteria are not satisfied?
Ans.
A. 100% inspection & inform to customer
B. informs to customer & give corrective action & do 100 %

inspection
Q17
Write full form of FMEA
Ans.
A. Failure mode and effect Analysis
B. Fail Model evaluation & Analysis
Q18. Write full form of RPN
Ans.
A. Risk Priority Number
B. Risk Permanent Number
Q19. Is there any standard Max value of RPN in AIAG FMEA

manual?
Ans.
A. Yes
B. NO
C. 300 nos or 8 hrs production

D. 100 nos or 8 hrs production
C. full mode engineering Analysis

D. Failure model effect Analysis
C. Rework Production Number

D. Rate per Number.
Training Topic: PPAP

Emp. Name:
Emp. Code:
Q1. What is the full name of PPAP
Ans. A . Potential Problem Audit Process

C. Production Part Approval Process
B. Pure Problem Analysis Process

D. Process Problem Audit Points
Q2. What is the Clause of PPAP in ISO/TS-16949
Ans. A. 7.3.2.1 B. 7.5.4.3

C. 7.3.6.3
D. 7.6.4.4
Q3. In whish phase of APQP required PPAP.
Ans. A. II
B. IV
C. I
D. III
Q4. When PPAP required

Ans. A. New Product C. New Location
B. New Supplier
D. Above all.
Q5. what is the latest edition of PPAP.

Ans. A. First
B. Second C.
Third
D. Forth
Q6. the latest edition of PPAP from when effective.
Ans. A. Jan. 2002

B. June 2008
C. May 1958
D. June 2006
Q7. Who were developed PPAP requirement.
Ans. A. AIAG & Big-3

B. JAMA
C. IATF
D. ISO/TS-16949
Q8. How many documents required with
PPAP
Ans A. 12
B. 7.
C. 18
D. 21
Q 9. which type Control plan submitted with PPAP.

Ans. A. Photo types
B. General C. Pre launch
D.
Production
Q10. How many sample submitted with PPAP as per standard.
Ans. A. 30 Pcs
B. 300 Pcs
C. 500 Pcs
D. 10 Pcs
Training Topic: Inspection & Testing Handling
Process (ITHP)
Name of Employee:
Code No.:
Q 1 What is the clause no. of control of N.C. Products.
i)
4.3.1 ii) 7.3.2 iii) 8.5.2 IV) 8.3
Q 2 What colour use to identify to N.C. Products.
I)
Yellow II) Red
III) Green IV) White
Q 3 What is full form of N.C. Product.

I)
Not
complete
product
III) Non conforming product
II)
Not
complaints
product
IV)
Not conform production
Q 4 How many standard method to deposal of N.C. Products.
I)
4 II) 6 III) 2 IV) 5
Q 5 Who is authorized to approval deviation request for N.C.

Products.
I)
HOD Production II) HOD Quality III) Plant Head /
Customer IV ) M.D./ M.R
Q 6 Re inspection must in case of.
I) Re work/Segregate
III) N.C. Observed
Q 7 Cause of N.C Product may be.

II)Accepted under deviation IV)
Customer dissatisfy
I)
Man II) Machine III) Method
IV) 4M+1E
Q 8 How many types of N.C. Products.
I)
Only One II) Two III) Three
IV) More
Q 9 Why traceability required to N.C. Products.

I)
Avoid mix up
II)
III) Satisfy to customer
Q 10 Why identification required to N.C. Products.

I)
This is a system
III) Customer satisfaction
II) Actual analysis
IV) Follow to system
II) Avoid mix up
IV) Self satisfaction

Training Subject:
Control of Documents &
Records
Employee Name:
EMP. Code NO.:

Q.1 What is the clause no. of document control?
Ans.
A. 7.3.2
B. 4.2.3
C. 8.5.4
D. 6.2.3
Q. 2
What is the clause no. control of records?
A. 7.3.4
B. 4.3.2
C. 8.5.3
D. 4.2.4
Q.3 Right mark with document.
Ans.
A. Sample IR
B. P.A.R.
C. F.M.E.A.
D. Straight pass
Q. 4. Right mark with
record.
Ans.
A. C.P.
B. P.P.S. C. W.I.
D. P.D.I.R.
Q.5 External document is:
Ans.
A. P.F.M.E.A.
B. E.C.R.
C. E.C.N.
D. P.F.D.
Q6. Internal document is:
Ans.
A. E.C.N. B. Component Drawing
C. E.C.R.
D. Customer Standard
Q. 7
Who is
responsible to control W.I.?
Ans.
A. Section Head
B. Head Quality
C. Head Engineer D. M.R.
Q. 8. Who is
responsible to control P.P.S.?
Ans.
A. Production Head
B. Quality Head
C. Engineering Head
D. Plant Head
Q. 9. Retention period required with:
Ans. A. F.M.E.A.
B. Tooling Drawing
C. Drawing
D. P.D.I.R.
Q. 10. What colour
standardized for master copy:
Ans. A. Green
B. Blue
C. Red
D. Yellow
Q. 11. Revision no. of provided with:
Ans.
A. Only documents
B. Only Record
C. Only Format
D. Above All
Q. 12. ECR approval authority person:
Ans.
A. Engineering Head
B. Plant Head
C. Quality Head
D. M.R
MEASUREMENT SYSTEM ANALYSIS
TRAINEE
NAME :
EMPLOYEE NO.
: SECTION :
Q 1
What is full form of MSA ?
Ans
A. Measuring System Analysis
C. Measurement System Analysis
Q 2
What is the clause of MSA in TS Standard
Ans
A. 6.7.1
C. 7.4.1
Q 3
When MSA to be done ?
Ans
A. Monthly
C. Before new part development
Q 4
What is the purpose of MSA ?
Ans
A. To reduce variations in measurement system
C. To increase measurement during prod.
Q5
What is Accuracy ?
A. Closeness to a true value / accepted ref.

Ans
value
C. Both
Q6
What is Precision ?
TOTAL MARKS
: 30
ACTUAL MARKS :
B. Measurement Systematic Analysis

D. Monitoring System Analysis
B. 7.5.1
D. 7.6.1
B. During daily running process
D. During Development & as per plan
B. To decide correct equipment use

D. To satisfy customer
B. Closeness of repeated readings to each other D. None
Ans
A. Expected variation of repeated measurements over the range
of measurement
B. Closeness of agreement between avg. of
measured results and a ref value.
C. Both
Q7
What is Bias ?
D. None
Ans
A. Total of ref value and avg. of measurement
C. Diff between ref
value and measurements
Q8
What is Stability ?
Ans
A. Change in bias over a period of time
C. Change in bias
throughout expected operating range
Q9
What is Linearity?
Ans
A. Diff between ref value and avg. of measurement
C. Diff in
bias throughout the expected
operating range
Q10
Which are location variations?
Ans
A. Bias , Linearity & Stability
C. GRR
Q11
Which are width variations?
Ans
A. Accuracy
C. Linearity
Q12
While doing GRR Study , we take
Ans
A. One instrument , one part, one appraiser
B. One instrument,
> one part, > one appraiser
C. > one instrument , part & appraiser

D. One instrument, One part ,
> one appraiser
Q13
What we analyze as Repeatability ?
A. Appraiser Variation
B. Equipment Variation
Ans
C. Total Variation
D. Part Variation
Q14
What we analyses as Reproducibility ?
Ans
A. Appraiser Variation
B. Part Variation
C. Equipment Variation
D. Total Variation
B. Diff between ref value and avg. of measurement
D. Change in measurement over a period of time

B. Diff in bias throughout the expected operating range
D. None of any
B. Change in bias over a period of time
D. Difference in bias
B. Attribute
D. Precision
B. Bias
D. Repeatability & Reproducibility
Q15
What is n & r in GRR Study?
Ans
A. n = trials & r = parts
C. n = parts & r = trials
Q16
What is GRR formula?
Ans
A. Sqrt. ( GRR2 + AV2 )
C. Sqrt. ( TV2 + AV2 )
Q17
What is the acceptance criteria of GRR ?
Ans
A. > 10%
C. > 20%
Q18
What is ndc formula?
Ans
A. 1.41 (PV/TV)
C. 1.41 ( GRR/PV)
Q19
What is the acceptance criteria of ndc ?
Ans
A. < 5
C. > 5
B. n = trials & r = appraiser

D. None of above
B. Sqrt. ( EV2 +TV2 )

D. Sqrt. ( EV2 + AV2 )
B. < 10%
D. < 30%
B. 4.14 ( PV / GRR )
D. 1.41 (PV/GRR)
B. > 10
D. = 5
Q20
What is the acceptable criteria in X bar - R
chart during conducting GRR Study.
Ans
A. All average readings
should fall outside CL
C. One half or more of the averages should
fall
outside CL
B. All average reading should fall in side CL

D. None of above
Q21
For GO-NO GO type gauges and visual /
appearance parameters which study to be conducted
Ans
A. Bias
C. Stability
Q22
What is the purpose of Attribute Study
Ans
A. To reduce appraiser variation
C. To reduce part variation
Q23
In Attribute gauge study 1 stands for
Ans
A. Acceptable decision
C. Un acceptable decision
Q24
What is Miss Rate?
Ans
A. OK NG
C.
NG
OK
Q25
What is False Alarm?
Ans
A. OK
NG
C. NG
OK
Q26
What is Effectiveness
A. Total opportunities for decision / No. of correct Ans

decision
C. No. of correct decision / total opportunities
for decision
Q27
As per thumb rule what should be the Kappa Value ?
Ans
A.
> 0.75
C. < 0.40
Q28
What is Acceptance criteria for Miss Rate?
Ans A. ≥ 2%
C. ≤ 2%
Q29
What is Acceptance criteria for False Alarm?
Ans A. ≥ 2%
C. ≤ 2%
Q30
What is Acceptance criteria for Effectiveness?
Ans
A. ≥ 90%
C. ≤ 90%
B. GRR
D. Attribute Study
B. To reduce Equipment Variation
D. None of above
B. Measurement number
D. None
B. OK
OK
D. NG
NG
B. OK
OK
D. NG
NG
B. No of wrong decision / Total opportunities for decision
D. None of above
B. < 0.75
D. > 0.40
B. ≥ 5%
D. ≤ 5%
B. ≥ 5%
D. ≤ 5%
B. ≥ 80%
D. ≤ 80%
3M
Name of Emp.
Max. Score
10
Code No
Earn Score
Q1.
Which activity does not add value is called ?
A.
Muri
B
Mura
C
Muda
D
All above
Q2.
Which activity does not creative is called ?
A.
Muri
C
Muda
Q3.
What do you understand by Muda ?
A.
Waste
C
Overburden
Q4.
What do you understand by Mura?
A.
Non value
C
Uneven
Q5.
What do you understand by Muri?
A.
Inconsistent
C
Change value
Q6.
How many type of muda?
A.
7
C
9
Q7.
How many type of waste?
A.
5
C
7
Q8.
Waiting time is result of
A.
Poor lay out
C
Long change over time
Q9.
Over production is cause by ?
A.
Unstable schedule
C
Unreliable processes
Q10.
Excess inventory caused by ?
A.
Long
change over time
C
Not adhering to process
B
Mura
D
All above
B
Inconsistent
D
All above
B
Inconsistent
D
Stress
B
Unreason Stress
D
Non of them
B
5
D
3
B
8
D
1
B
Batch completion
D
All of them
B
Inaccurate information
D
All of them
B
Lack of balance in work flow
D
All of them
Topic: Defect Analysis System
Name:
Total Marks:
Employee No:
Obtain Marks:
Que.1 what is the
Problem
A.
Not is Space
B.
Not Fitment
C.
Assthtic NG
D.
Gap Between Idle and Present
Que.2 Pareto Analysis Toll Work On Rule
A.
50/50
B.
60/40
C.
30/70
D.
80/20
Que.3 Why We Need Defect Analysis.
A.
Reduce Customer Complain
B.
Improve Quality
C.
Improve Productive
D. All
Que.4 Which Tool is known as fishbone diagram
A.
Histogram
B.
Pereto Gram
C.
Control Chart
D. Cause and effect diagram
Que.5 which is a brain storming tool
A.
Histogram
B.
Pereto Gram
C.
Control Chart
D. Cause and effect diagram
Que.6 what do you mean by daming cycle
A.
PCDA
B.
MSA
C.
SPC
D.
NONE OF THEM
Que.7
what do you mean by CAPA.
A.
Contain Action
B.
Corrective Action
C.
Privatives Action
D. All of them
Que.8
Six Sigma Quality when expressed as per million parts
represent.
A.
6667 Defect Per million
B.
3444 Defect Per Million Parts
C.
3.4 Defect Per Million Parts
D.
None of above
Que. 9 what are resource used for manufacturing product.
A. Man
B. Machine
C. Material
D.
Method
E. All of and above
Que. 10 What do you understand by PQCS
A. Process Quality Control Sheet
B.
FMEA
C.
SPC
D.
MSA
TRAINING QUSTION ANSWER SHEET (PRODUCTION PART

APROVAL PROCESS)
NAME : DATE :
EMPLOYEE
NO. : DEPARTMENT :
QUE. 01
WHICH LEVELDEFAULT LEVEL FOR PPAP
SUBMISSION?
ANS 01
A
5
B
3
C
2
D
1
QUE. 02
IS THE CONTROL PLAN MADE BEFORE FMEA ?
ANS 02
CORRECT
WRONG
DO NO
D
KNOW NOT
FEASIBLE
QUE. 03
IN WHICH QUALIFIED LABORATORY DOCUMENT USED
?
ANS 03
A
APQP B
SPC C
PPAP
D
MSA
QUE. 04
WHICH IS NOT REQUIRED IN PPAP?
ANS 04
A
SPC B
PSW C
FMEA D
CAPA
QUE. 05
WHAT IS MEANS OF FIRST LETTER "P" OF PPAP ?
ANS 05
A
PART B
PRODUCTION
C
PLANING
D
PRESS
QUE. 06
WHAT IS MEANS OF" A" IN PPAP ?
ANS 06
A
ATHOURITY
B
APPROVAL
C
ASSIGNMENT D
AGGRIMENT
QUE. 07
PROCESS FLOW DIAGRAM IS ONE DOCUMENT OF
PPAP IS CORRECT ?
ANS 07
A
YES B
NO
C
NO IDEA
D
NOT NEED
QUE. 08
HOW MUCH LEVELS OF PPAP SUBMISSION ?
ANS 08
A
2
B
6
C
5
D
1
QUE. 09
IS CONTROL PLAN DOCUMENT OF PPAP ?
ANS 09
A
YES B
NO
CNOT
DCONFIRM
NOT NEED
QUE. 10
PPAP IS REQUIREMENT OF WHICH STANDARD?
ANS 10
ATS:
B
MSA C16949
ISO 14001
D
BS OHSAS 18001
Training Subject: Kaizen/Continual Improvement

Employee
Name:
EMP. Code NO.:
Q.1
Kaizen is Innovation
Improvement
√
Change Exchange
Q. 2
Type of Kaizen
One Two
√
Three
Four
Q.3 Kaizen Theme

Profit
Method
Improvement
√
Subject
Q. 4. Kaizen Idea √
Process
Group of activity
Method
Technique
Q.5 What is PQCDSM
Ans. A. Process, Quantity, Cost, Delivery, Safety, Moral

B.
Productivity Quality, Cost. Delivery, Safety, Moral
C. Process, Quality, Control, Dispatch, System, Moral. D. Process,

Quality, Control, Delivery, System, Moral.
Q6. Difference between Kaizen & Improvement Projects.
Ans.
A. Investment
C. Manpower
B. Cost
D. None of Above
Q7. What is Kai
Ans.
A. Change
C.
Production
Q 8 What is Zen
Ans.
A. For Better Continuous
C. For Method Work
Q 9.
Indian Means of Kaizen Ans.
A. Innovation of department.
C. Change of cost.
Q.10
Select True or False
B. Safety
D. None of above
B. For Exchange
D. For Innovation
B. Continual Improvement.
D. None of above.
Ans. True
False
A.
Kaizen is continuous Improvements.
√
B.
Kaizen theme may be one or from PQCDSM.
√
C.
Kaizen is also known as improvement project.
√
D.
Kaizen may be anywhere.
√
TRAINEE
NAME : EMPLOYEE NO.
:
Q 1
What is PFD ?
A. Process and product flow diagram
B. Process
flow diagram
C. Flow of the product through the process from
incoming to outgoing.
Q2
What are the three column in standard process flow diagram
mentioned in PFMEA reference manual ?
PFD & FMEA PROCESS
TOTAL MARKS
: 25
SECTION :
ACTUAL MARKS :
A. Op. no. , process flow and output
C. Source of variation and process no. & flow

Q3
What is the symbol
of Operation in PFD ?
A.
C. D
Q4
What is the symbol of Inspection in PFD ?
A.
C. D
Q5
What is the symbol of Storage in PFD ?
A.
C. D
Q6
What is full form of PFMEA ?
A. Failure mode & effect assessment
C. Potential Failure mode & effect analysis
Q7
When PFMEA reference standard released ?
A. Feb'1993
C. Jul'2001
Q8
How many types of PFMEA ?
A. Process FMEA
C. Design & Process FMEA
Q9
What is the purpose PFMEA ?
A. To maintain TS Standard requirements
C. Evaluate potential
risks, estimate probability of occurrence of the cause of failure
and
their resultant failure modes.
Q10
When PFMEA is to be done ?
A. Whenever customer complaint arise
B. After 1st trial of product /
process
C. Before development, whenever customer complaint
arise, int. rejection increased , any
change in product / process
Q11
What are the process steps to develop PFMEA ?
A.
Identification of team, Define the scope & customer,
Identification of function and
specifications, Identification of
potential failure modes & their effects, Identification of potential
causes & their controls, Severity , Occurrence and detection
ranking identifying
and assessing risks (RPN ), Recommended
actions and results.
B. Identification of function and specifications, Identification of

potential causes & their controls,
identifying and assessing risks,
Recommended actions and results.
C. Identification of team, Identification of function and specifications,

Identification of potential failure modes & their effects, identifying and
assessing risks, Recommended actions and results.
B. Source of variation , Process flow & Deliverables
D. None
B.
D.
B.
D. B.
D.
B. Process Functional mode & effect analysis

D. None
B. Feb'1995
D. Jun'2008
B. Design FMEA
D. None
B. To made control plan only

Q12
Which customer need to be
considered in the FMEA process ?
A. End user & OEM

B. OEM & Regulators
C. End user , OEM
Assembly and manufacturing centers , Supply chain
manufacturing ,
Regulators
Q13
What is failure mode ?
A. Only Product failures
C. Only Process
failures
Q14
Failure mode is
A. Requirements
C.
Just opposite of requirements
Q15
What is effect of failure ?
A. Product / Process requirements
B. Product/Process could potentially fail to meet its

requirements
D. What the customer might notice or experience
B. Same as effect of failure

D. None
B. Product/Process potentially fail to meet its requirements
C. What the customer might notice or experience or impact on

end user and customer
Q16
What is Severity ?
A.
Value associated with most serious effect for a given failure
mode
D. Rank associated with the

C. Likely hood that a specific cause of
failure will occur
best detection control
Q17
What will be the ranking of severity if vehicle fails without
alarming ?
A. 9
B. 8
C. 10
D. 7
Q18
What will be ranking of severity if vehicle operable but comfort
and convenience functions inoperable ?
A. 7
C. 8
Q19
What is occurrence ?
A. Value associated with most serious effect for a given failure mode
B. 6
D. 5
C. Likelihood that a specific cause of failure will occur
D. Rank associated with the

Q20
What will be the occurrence ranking if 1 per 100 occurrence of
cause ( Incident / items or vehicle ) ?
A. 4
C. 6
Q21
What is detection ?
A. Value associated with most serious effect for a given failure mode
B. 5
D. 7
B. Likelihood that a specific cause of failure will occur

C. Rank associated with the
Q22
What will be the detection ranking if problem detected post
process by variable gauges ?
A. 4
B. 5
C. 6
D. 7
Q23
What is RPN ?
B. Risk Priority Number =

A. Risk Priority Number = S x O x D
S+O+D
C. Risk Priority Number = S X D

D. Risk Priority Number = S x O
Q24
What is the action taken criteria for RPN ?
A. 120
B. 100
C. 90
D. Continuous actions for improvement
Q25
During FMEA process actions are to be taken for the
A. Failure mode
B. Causes of failure mode
C. NG specifications
D.
Effect of failures
Signature : Trainee
Evaluated by :
QUALITY POLICY & OBJECTIVES
TRAINEE
NAME :
EMPLOYEE NO.
: SECTION :
Q 1
What is Quality ?
A. Customer looking for
C. Good looking
Q 2
What is Management ?
A. Repetition of activity as defined
C. Work together under some one leadership
Q 3
What is System ?
Q4
What is Policy ?
A. Commitment of organization
C. Repetition of activity as defined
Q5
What is quality policy clause in TS 16949 QMS ?
A. 5.2
C. 5.3
Q6
Quality objectives should be ?
A. Qualitative
C. Measurable
Q7
What is quality objectives clause in TS 16949 QMS ?
A. 5.4.2
C. 5.4.3
Q8
What is the meaning of SMART ?
A. Beautiful
C. Specific, Measurable, Achievable, Realistic,

Time Bond
Q9
What is turtle diagram ?
A. Trend Chart
C. Pie Chart
TOTAL MARKS
: 10
ACTUAL MARKS :
B. Low cost product

D. None
B. Work as per Manager instructions

D. None

D. None

D. None
B. 5.4
D. None
B. Non tangible
D. Not measurable
B. 5.4.1
D. None
B. Makeup Full
D. Brightness
B. Run Chart
D. Input, Process, Output Chart
Q10
What are input & output of process in any turtle diagram ?
A. Support requirement & Objective

B. Process & Products
Parameter
C. Tooling Require & Customer Require
D. Gauges
Require & Part measure
TRAINING TEST PAPER
NAME :DEPARTMENT:
EMP. NO.
TOTAL MARKS:
MARKS OBTAINED :PASSING MARKS:TIME:01 Hrs.
Q1: What do you mean by cutting speed, feed, and depth of cut?
Q2: What is safety devices in the machine?
Q3: What is N.C part?
Q4: Define colour coding (green, red, yellow where these colour
coding is used for)?
Q5: What is poka-yoke?
Q6: Types of poka-yoke?

Q7:What is “5-s” and what is the advantage of “5-s” ?
Q8:What is safety ?
Q9: What are the safety devices or equipment and their usages of
machine and its surroundings ?
Q10:What types of measuring
instruments used on the line ?
Q11:What are quality, quality control, QA ?
Q12:What do you mean by kaizen ?
Q13:What are the uses of kaizen in system improvement ?
Q14:What do you mean by TS 16949:2009 ?
Q15: What is 7qc tools ?
Q16:What are the safety parameters of product ?
Q17:What are the alarm and indicators in the machine while working
on machine ?
Q18:What are the different type oil used in machine ?
Q19:What is the use of poka-yoke in machine ?
Q20: What are abnormal conditions during operation?
TRAINING TEST PAPER
NAME:
DEPARTMENT : QUALITY (S.ROOM)
EMP.NO. :
TOTAL MARKS :
MARK OBTAINED :
PASSING MARKS :
Q1: Does operator should be aware colour coding for calibration

according to the month?
Q2: What is N.C part and what colour is
used for N.C. part?
Q3: Does operator know about the reject gauge places?
Q4: What do you mean by 5’s?
Q5: What are the safety parameters?
Q6: Does operator check gages crack and rusty?
Q7: Does operator check all dimensions as per drawing?
Q8: Does operator have the knowledge of W.I regarding calibration

and other W.I related to his work?
Q9: What do you mean by CMM? what is functions of CMM?
Q10: What do you mean by handling of equipment?
Q11: What are the abnormal conditions?
Q12: What is the calibration procedure?
Q13: What do you mean by acceptance criteria?
Q14: What is MSA?
Q15: What is the effect of temperature in std. room?

ISO /TS 16949 QMS AWARENESS
TRAINEE
NAME :
EMPLOYEE NO.
: SECTION :
Q 1
What is Quality ?
A. Customer looking for
C. Good looking
Q 2
What is Management ?
TOTAL MARKS
: 25
ACTUAL MARKS :
B. Low cost product

D. None

Q 3
What is System
?
Q4
What is full form of ISO ?
A. International organization for Standardization

B. International
standard organization
Q5
What is full form of TS ?
A.
Theoretical Standard
C.
Technical Specification
Q6
What is OEM , Tier 1 & Tier 2 Supplier ?
A. OEM : Original
Equipment Manufacturer, Tier 1 : Who supply to OEM , Tier 2 :
Who supply to
Tier 1
B. OEM : Who supply parts to customer, Tier 1 : Who supply parts to

Tier 2 , Tier 2 : Who supply parts to OEM
Q7
Who made ISO /TS Standard and when ? What is current revision
level of standard ?
B. Work as per Manager
instructions
D. None
B. Work as per Manager
instructions
D. None
C. Organization for Standardization

D. None
B. Technology Standard
D. None
A.
Indian Standard Organization
C. American Automotive Panel
Q8
What are goal of ISO/TS QMS ?
B. IATF & JAMA with support from ISO/TC 176 Technical

committee
D. None
A. Continual Improvement, Defect Prevention , Waste elimination

& Variation control
B. Plant sale improvement , Low cost product
supply etc.
C. None of above
Q9
What is PDCA ?
A. Plan, do, check, act
C. Product development corrective action

Q10
How many clauses in
ISO/TS Standards ?
A. 6
C. 7
Q11
What are the main clauses ?
A.
4,5,6,7,8
C. 5,6,7,8
Q12
What is APQP , FMEA , CP , PPAP , MSA & SPC ?
A.
Documents
C. Records
B. Product , Design , Communicate

, Analyze
D. Process development corrective action
B. 5
D. 8
B. 3,4,5,6,7
D. 1,2,3
B.
Core Tools
D. None
Q13
What are the mandatory procedure in ISO/TS 16949 Standard ?
A. Document Control , Management Review, Training , Control of
NC product , Internal Audit , Continual Improvement, Corrective
and Preventive action
B. New Product development, Purchasing , Process control
Q14
What are the focus areas ISO /TS standard ?
A.
Customer Satisfaction , Process Approach & Continual
Improvement
B. Training , Product Quality , Improvement
C. None
Q15
What is continual improvement ?
A. Straight line improvement

B. Improve & sustain , further
improve & sustain
C. None
Q16
What is Correction ?
A.
Actions taken to eliminate causes of nonconformities in order to
prevent recurrence
B. Action taken to eliminate causes of potential
nonconformities in order to prevent their occurrence
C. Action taken
to correct the nonconformity
Q17
What is Corrective action ?
A.
Actions taken to eliminate causes of nonconformities in order
to prevent recurrence
B. Action taken to eliminate causes of potential nonconformities in

order to prevent their occurrence
C. Action taken to correct the
nonconformity
Q18
What is Preventive action ?
A.
Actions taken to eliminate causes of nonconformities in order to
prevent recurrence
B.
Action taken to eliminate causes of
potential nonconformities in order to prevent their occurrence
C. Action taken to correct the nonconformity
Q19
What is the clause of Training ?
A.
6.3.2.
B.
6.2.2
C. 6.4.2
D. 6.1.2
Q20
What is the clause of Management Review ?
A.
5.6
B. 5.5
C. 6.5
D. 5.4
Q21
What is the clause of control of non conforming
product ?
A.
3.8
B.
8.3
C. 7.3
D. 8.4
Q22
What is the clause of Calibration / Control of
Monitoring & Measuring devices ?
A.
7.6
B. 7.5
C. 6.7
D. 7.4
Q23
What is the clause of Internal Audit ?
A.
8.2.4
B.
8.2.2
C. 8.2.1
D. 8.2.3
Q24
What is the clause of continual improvement ?
A.
8.5.1
B. 8.5.3
C. 8.5.2
D. 8.1.5
Q25
What are the clause of Corrective and
Preventive action ?
A.
8.2 , 8.4
B. 8.3.2 , 8.3.3
C. 8.2.5 , 8.2.6
D.
8.5.2 , 8.5.3
Signature : Trainee
Evaluated by :
Training Subject: Safety
Employee Name:
EMP. Code NO.:

Q.1 What is the meaning of PPE
Ans.
A. Private Part Equipment B. Public Protector Equipment
C. Personal Protective Equipment

D. Pre Protective Equipment
Q. 2
When we work on height what precaution used.
A. Stand on Suitable platform

B. wear Aprons
C. Safety belt Applied

D. All of these
Q.3 Which type of fire extinguisher is used in electric fire. Ans.

A.
Water type
B. Co2 Type
C. foam type
D. Sand Type
Q. 4. What precaution will used when
repairing of electrical panel & circuit
Ans. A. stand on insulated met

C. switch off in coming supply
B. Instrument earth properly
D. All of these
Q.5 When someone fallen from height. What we will do
Ans.
A. First inform to first adder
C. firstly inform to HR
B. firstly inform to Plant
Head
D. firstly inform to Department Head
Q6. What Precaution should take at the time of Welding
Ans.
A. Flash back arrester should be equipped
B. Keep cylinder upright
C. Used screen to avoid spark

D. All of these
Q. 7
What to do before operating the machine.
Ans.
A. Check Oil leakage
B. Both of them
C. Clean Machine
D. None of these.
Q. 8. May be 5”S” help for improving safety in plant.
Ans. A. Yes
C. No
Q. 9. How many types of fire extinguisher.
Ans. A. One type

C. Two type
B. Three type
D. four type
Q. 10. What is the fire
fighting material. Ans. A. Sand
C. Water B. CO2
D. All of these
QUESTION PAPER - SPC AWARENESS & PROCESS
CAPABILITY STUDY
TRAINEE
NAME :
EMPLOYEE NO.
: SECTION :
Q
1
What is full form of SPC ?
A. Statistical Product Control
C. Statistical Process Control

Q
2
What is the clause of SPC in TS Standard
A. 8.3.1 & 8.3.2
C. 8.4.1 & 8.4.2
3
Where SPC is required ?
A. Critical and functional parameters
C. Critical dimensional parameters only

Q
4
What is Mean / Average ?
TOTAL MARKS
: 20
ACTUAL MARKS :
B. Static Process Control

D. Specific Process Control
B. 8.2.1 & 8.2.2

D. 8.1.1 & 8.1.2
B. Attribute parameters only
D. Only customer defined parameters

A. Value at mid-point
C. Value Most often occur in a series

Q5
What is Median ?
B.
Dividing the sum of the values by
number of values
D. Highest value- Lowest Value
A.
Value at mid-point
C. Value Most often occur in a series
Q6
Whais mode ?
B. Dividing the sum of the values by number of

values
A. Value at mid-point
C.
Value Most often occur in a series
Q7
What is Standard
Deviation ?
A. Value Most often occur in a series

B. Dividing the sum of the
values by number of
values
B. Value at mid-point C.
The average distance between the
individual numbers and the mean
Q8
Which is location error ?
A. ( OK Ans)
B.
C.
Q9
Which is
spread error ?
A. ( OK Ans)
D.
B.
C.
D.
None
None
Q10
Which is stable process ?
A. ( OK Ans)
B.
Q11
Tick
common causes ?
A. Fault of process
B. Random
( Ans. BCEF )
C. Uncontrollable
E. Due to design of the process

F. Many in Numbers
Q12
Tick
special cause ?
A. Fault of process
( Ans. ADG)
B. Random
C. Uncontrollable
E. Due to design of the process
F.
Many in Numbers
D. Easy to identify
G. Resp. of the operator
D. Easy to identify
G. Resp. of the operator
Q13
What is Cp ?
A. Actual process spread / Allowable process

spread
C. Allowable process spread - actual process

spread / 3 σ
Q14
What is the formula for Cp calculation ?
A. USL LSL / 3 σ
C. USL LSL / 6 σ
Q15
What is CPU ?
A.
Upper Capability Index
C. Lower Capability Index

Q16
What is the formula of CPU ?
A. LSL X / 3 σ
C. X USL / 3 σ
Q17
What is CPL ?
A. Upper Capability Index
C. Lower Capability Index
Q18
What is the formula of CPU ?
A. LSL X / 3 σ
C.
X LSL / 3 σ
Q19
What is Process Capability Index ( Cpk ) ?
B.
Allowable process spread / Actual
process spread
D. None
B. UCL LCL / 3 σ
D. UCL LCL / 6 σ
B. Process Capability Index D. None
B.
USL X / 3 σ
D. USL X / 6 σ
B. Process Capability Index D. None
B. USL X / 3 σ
D. LSL X / 6 σ
A. Scaled distance between the process mean and the closest

specification limit.
B. Scaled distance between farest specification
limit and process mean.
Q20
What is Process Capability Index ( Cpk ) ?
A. Maximum of ( CPU or CPL )
B.
Minimum of ( CPU or CPL )
APQP PROCESS ( NEW PRODUCT
DEVELOPMENT )
TRAINEE
NAME : TOTAL MARKS
: 25
EMPLOYEE NO.
:
SECTION :
ACTUAL MARKS :
Q 1
What is full form of APQP ?
A. Advance process quality planning

B. Advanced product quality
planning
C. Advance physical quantity product
D. None
Q 2
What are the clauses of APQP in TS Standard ?
A. 7.1 ,7.2, 7.3

B. 7.2, 7.4, 7.5
C. 7.1, 7.2
D. 8.1 , 8.2
Q 3
What is the latest edition of APQP ref. standard and when it
released ?
A. 3rd - Nov 2008

B. 2nd - Nov 2009
C. 3rd Oct 2008

D. 2nd - Nov 2008
Q 4
What is the purpose APQP ?
A. To ensure less cost product

B. To ensure manufacturing in
organization
C. To define and establishing the steps necessary to
assure that the product satisfies the
customer.
Q 5
What is the Goal APQP ?
A. To ensure less cost product

B. To get more business from
customer
C. To facilitate communication with everyone involved
to assure that all the required
steps are completed on time.
Q 6
What is LOI ?
A. Letter of Intent
B. Life of Intent
C. Letter of Inspection
D. None
Q 7
What is the product design clause / section in TS standard ?
A.
7.3.2
B. 7.1.2
C. 7.3.3
D. 7.2.2
Q8
What is PDCA ?
A. Plan, do, check, act

B. Product , Design , Communicate , Analyze
C. Product development corrective action
D. Process development
corrective action
Q9
What is Feasibility Section ?
A. 2.3
B. 2.12
C. 2.13
D. 2.2
Q10
How many chapters / sections in APQP including Control plan ?
A. 5
C. 4
Q11
What is the meaning of QFD ?
A. Quality deployment
C. Quality Format for Design

Q12
What is PSW ?
A. Part Specification Warranty

C. Part Specific Warrant
Q13
Under
which level OEM required samples and documents ?
A. 1
B. 2
C. 3
D. 4
Q14
What is IPPT ?
A. Initial Production Part Tag

B. Internal Production Part Technique
C. Internal Product Planning Tag
D. None
B. 6
D. 3
B. Quality Function Deployment

D. None
B. Part Submission Warrant

D. None
15
When product came in production ?
A. After sample approval

B. After PPAP Lot approval
C. After
Customer audit
D. None
Q16
What is acceptance level of Ppk index ?
A. < 1.33
B. < 1.67
C. > 1.67
D. > 1.33
Q17
When preliminary process capability study done during APQP
Process ?
A. During Mass Production
B. During Production trial
run
C. During Sample manufacturing
D. None
Q18
Under which section customer requirements are reviewed and
documented ?
A. Plan & Define Program
C. Process design & development
E. Feedback assessment and corrective action
Q23
Under which section packaging evaluation done ?
A. Plan &
Define Program
Q24
Which are coming under section feedback assessment and
corrective action?
A. Measurement System Analysis studies
B.
Production part approval
C. Reduce variation , Improve customer
satisfaction , delivery and service and learning
and best
practices
Q25
What is the last step in APQP process ?
A. Product quality
planning summary & Approval
C. PPAP lot approval
Q19
Under which section feasibility study done ?
A. Plan & Define
Program
Q20
Under which section Timing plan made ?
A. Plan & Define
Program
Q21
Under which section special characteristic are identified ?

B. Product design & Development
C.
Process design & development
D. Product & Process Validation
E.
Feedback assessment and corrective action
F. None of Above
Q22
Under which section Process FMEA & Pre launch control plan
made?

F.
None of Above

F. None of Above

F. None of Above

F.
None of Above

F. None of Above
B. Learning for project ( TGW & TGR )

D. Both A & B
Signature : Trainee
Evaluated by :
answer.

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“SUPRABHA”

ASSURED & BEST JOB TRAINING

“ Winner DoNot Do Different Things ,They

“ The Right to Knowledge, The Right to Live ”

“ Knowledge is Such a Treasure Which Cannot

“Every problem has a gift for you in its

In Memory of my Honourable Father Let

2.4 Role & Responsibility

Production and Productivity

Process Qualification / Verification

Bottle Neck Process / Machine

Controlled Process and uncontrolled process

External setting & Internal setting

CTQs ( Critical To Quality )

Variation /Un consistency in Output

8.2 Problem Analysis

Red Bin Analysis

Probable Cause and Root Cause

Root Cause Verification and Validation

8-D (8- Discipline )

7-Steps Of Problem Solving

Variable Gauges Calibration

Attribute Gauges Calibration

12. APQP ------------------------------------------------------------------------------

12.2-PHASE –I (Plan And Define Program)

12.3-PHASE-II (Product Design And Development)

12.4-PHASE-III(Process Design And Development)

12.5-PHASE-VI (Product And Process Validation )

12.6-PHASE-V (Feedback, Assessment And Corrective Action)

13. PPAP -------------------------------------------------------------------------------

21.2-Limit, Fit & Allowance

21.3-Geometrical Symbols used in Drawings

Surface Roughness Awareness

22. ISO 9001- 2015 -----------------------------------------------------------------

First Edition : From 15 Feb. 2019

Note : Please register

Candidate name , Father’s Name and permanent address of the

for cooperation when facing problem during self study.

Contact No. 8130611945 ( Shiv Shyam )

Without registered you can’t found any help from our

Give your feedback in above email.

Design and Development

Research and Development etc.

There are manly two types of organizations depending on their nature

There are manly two types of organizations depending on their nature

Service providing organization

1-Manufacturing Organization–All those organizations who produce a

2-Service providing Organization

1-Internal Organization- All branch or sister organization governing by

2-External Organization-Any organization out of same organization is

VisionThe life target of any organization or persons is known as

MissionThe methods which is used by anyone or any organization to

Customer – Any organizations / persons who provide business or

Customers are as following

Internal customer –All customers within same organization are

products are known as OEM customer

Other process / departments- Other department / Process is also a

e.g. - production is customer of Maintenance department, Quality is a

The suppliers are following types

Internal Supplier ( From one department to another department in

External Supplier ( Out of the same organization )

Before process is supplier of all next process

Supply Chain –Management of goods / materials from supplier to