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Pso 6.0 PDF
Pso 6.0 PDF
th
Process Sign-Off 6 Edition
AQP
PSO
ADVANCE QUALITY
PLANNING &
PROCESS SIGN-OFF (PSO)
6th Edition
January 2009
This manual defines the requirements for Advance Quality Planning (AQP) and Process
Sign-Off (PSO), required to verify conformance to Chryslers Quality System Standards.
AQP, PSO, ISO/TS-16949 and the Chrysler Development System (CDS) form the
foundation for Supplier readiness to ensure a successful program launch. A Suppliers
certification to ISO/TS-16949 alone is not sufficient for PSO approval; all PSO requirements
must be met to assure conformance to dimensional, material, functional and, where
applicable, appearance requirements. In addition, every external Supplier of production
parts to Chrysler shall be ISO/TS-16949:2002 third party registered. Effective January
5th, 2009, the requirements stated in this document apply to all Chrysler Production
Suppliers, including sub-tier Suppliers.
In order to achieve part quality improvements, this manual has been modified to reflect
Chryslers current AQP and PSO philosophy. Emphasis was placed upon adherence to
the Chrysler Development System (CDS). In addition, the Supplier Quality Assurance
Process (SQAP) 3rd Edition Manual, formerly used within the NEA market, has been
incorporated into the PSO process. Review this manual carefully and in its entirety to
assure that all PSO requirements are known and understood.
The name Chrysler, as used in this manual, refers to Chrysler LLC and its subsidiaries
which manufacture Chrysler, Dodge and Jeep brand vehicles. The word Supplier is
intended to indicate both external and internal Tier 1 Suppliers. The term sub-tier
Suppliers refers to all Tier 2 and lower organizations, both internal and external.
Chrysler PSO Team denotes Chrysler Employee involvement only, while PSO team
indicates all individuals involved in the PSO process (i.e., Chrysler and Suppliers).
The term Chrysler Supplier Quality Engineer or SQE, as used in this manual, refers to
the Chrysler LLC Supplier Quality Engineer.
The term shall, as used in this manual, indicates mandatory requirements. The word
should indicates a suggestion or recommendation. Suppliers choosing other approaches
shall be able to show that their approach meets the intent of this manual.
For questions or comments concerning the Process Sign-Off manual, please contact your
Chrysler Supplier Quality Engineer (SQE).
ACKNOWLEDGMENTS
Bryan Book
Vic Randolph
Rich Merna
Inbo Kim
Jim Gajda
Jinghua Rong
Chris Hegele
John Che
Rick Lewis
Larry DAgostino
Mike Carr
Greg Masel
Mariana Luna
Lisa Sacino
Corporate Quality
Jose Velez
Lynn Yang
Powertrain Quality
Ed Myzienski
FMEA CoC
Page
Advance Quality Planning......................................................................................... 1
Process Sign-Off ...................................................................................................... 4
Process Sign-Off Element Requirements.................................................................. 11
Appendix A Forms and Instructions ......................................................................... 49
Appendix B Tables and Examples ........................................................................... 69
Appendix C FTC Calculations .................................................................................. 75
Appendix D PSO Extended Run ............................................................................... 81
Appendix E Forever Requirements ........................................................................... 83
Appendix F Internal PSO Requirements .................................................................... 89
Frequently Asked Questions .................................................................................... 95
Reference Manuals............................................................................................... 100
Glossary .............................................................................................................. 101
Index................................................................................................................... 113
Chrysler involvement in AQP and PSO is based upon the IRE, as follows:
For parts assigned a High Risk Level, the SQE leads both the AQP and PSO.
For parts assigned a Medium Risk Level, the Supplier leads the AQP and the SQE
leads the PSO.
For parts assigned a Low Risk Level, the Supplier leads both the AQP and PSO.
NOTE: For programs with Supplier-led AQP, the Supplier may use either the AQP
process or the AIAG Advanced Product Quality Planning (APQP) and Control Plan
manual. See Chryslers Customer-Specific Requirements for ISO/TS-16949, cl. 4.2.2.
The following Risk Drivers should be reviewed in order to determine the risk level of the
component or module when performing the IRE:
Are there issues preventing Primary Production Tools Complete by S1 Start?
Will PPAP be completed by S2 Start Readiness?
Is the design complete?
Has Historical Design Stability (e.g., high CN activity) been considered?
What is the Customer impact if the part fails (Safety, appearance, function, etc.)?
What is the level of process technology (e.g., established, widespread, innovative)?
Is this a new manufacturing location?
Have there been historical quality problems with similar parts?
Is the Supplier ISO/TS-16949 certified?
Is the Supplier PPAP Self-Certified?
What is the Suppliers EBSC measure for quality?
Has the Supplier historically required multiple PSO visits to obtain PSO approval?
Has the Supplier recently been placed on 3CPR?
What is the Suppliers ability to successfully conduct AQP/APQP activities?
AQP Meetings
AQP Meetings are required for all High-risk components and modules, and should be held
on a regular schedule as determined by the AQP Team (suggested weekly). Meetings for
Medium-risk components and modules can be held on an as needed basis, as
determined by the SQE and/or Engineer. The SQE schedules the meetings, acts as chair,
and is responsible for their proper documentation (but can delegate this task as
necessary). Some meetings should be held at the Supplier and Chrysler (or Chryslerdesignated) manufacturing facilities, if possible.
The initial kick-off AQP meeting should be held at the beginning of the program, after
completion of the IRE. Kick-off AQP meeting suggested activities include:
Review the IRE
Establish team roles and responsibilities
Determine AQP meeting frequency
Confirm core AQP Team members
Review the source package
Review volume assumptions (e.g., shift pattern agreement with P.O. volumes)
Establish and review program timing/major milestones/CDS gate timing
Establish AQP/Process Sign-Off (PSO) expectations
Confirm manufacturing location
When initial program timing is developed, deliverables for quality gates that are already
past due shall be included for completion. These deliverables shall be distributed into
appropriate, future quality gates as determined by the AQP Team.
AQP meetings should include review of the following activities:
Program timing and major milestones
CDS timing and gate deliverables for the current and next quality gate
Open issues
NOTE: The SQE is responsible for open issues tracking, but may delegate this task as
necessary.
To assist with planning, tracking, and reporting deliverables and issues during AQP, the
following documents and forms are available: the Executive Summary form, AQP Open
Issues form, and AQP Timing chart. The Executive Summary and AQP Open Issues
forms are required for all High-risk parts and strongly recommended for all other parts.
See the PSO website https://gsp.extra.chrysler.com/qlty/pso/index.html and Appendix A
for electronic and hard copy versions.
Risk to Launch parts
The PTSQE may designate any part to be a Risk to Launch at any stage of the program.
Reference the Chrysler process Key and Risk to Launch Component Designation for
Supplier Quality in the Global Sourcing Book of Knowledge (BoK) for full details.
First Production Shipment Certification (FPSC)
The First Production Shipment Certification (FPSC) process must be initiated by the
Supplier prior to Gate C - S1 Start. See "First Production Shipment Certification" in the
BoK and PSO website (https://gsp.extra.chrysler.com/qlty/pso/index.html).
Process Sign-Off (PSO)
PSO is the verification that AQP has been successfully completed. PSO is detailed more
fully in the following section.
Production Part Approval Process (PPAP)
Upon receipt of PSO A Approval, the Supplier can proceed with their PPAP submission
in the Chrysler Quality Management System (CQMS). PSO A Approval and PPAP
submission is required prior to supplying parts for Gate S2 Start Readiness. An Interim
Approval Authorization (IAA) may be required for parts that have not completed PPAP
before they can be shipped to the Chrysler (or Chrysler-designated) facility. Suppliers
should contact their Chrysler SQE or Product Engineer for additional information
regarding IAAs. For full PPAP details, refer to the Production Part Approval Process
(PPAP) manual from the AIAG and the Chrysler Customer-Specific Requirements for PPAP
at http://qmsi.extra.chrysler.com/wi/clients/QMSI_e.
NOTE: PSO Z Approval, along with a dimensional PPAP submission, is insufficient to
allow a Supplier to ship parts to Chrysler; an IAA is required.
Forever Requirements
Proposed changes to the manufacturing process after PPAP must be requested through
the WebCN/FR system prior to implementation. See Appendix E in this manual.
COPYRIGHT 2009 CHRYSLER LLC
2) Determine New/
Modified Parts.
Low
Medium
High
4c) Chrysler leads
both the AQP and
PSO.
6) Identify "Risk to
Launch" parts (may be
done at any program
stage). Develop
Recovery Plans, as
necessary
7) Begin FPSC
process prior to Gate C
- S1 Start.
8) Schedule, determine
quantity, and perform
Trial runs / SRE.
9) PV Testing
"N" Approval
"Z" Approval
"A" Approval
12c) Submit
dimensional PSW/
PPAP
RESPONSIBILITY
LEGEND
L = LEAD
RESPONSIBILITY
S = SUPPORT
L/S = DEPENDS ON
PART RISK LEVEL
STEP
Identify Key
1
Components
Determine
2
New/Modified Parts
IRE & resultant risk
3
level
4a Supplier-led AQP & PSO
Supplier-led AQP,
Chrysler-led PSO
4c Chrysler-led AQP & PSO
Quality Planning phase
5a
(APQP)
5b AQP phase
Identify Risk to
6
Launch Parts
4b
REMARK
Low risk
Medium risk
High risk
High risk
S
S
At any program
stage
Prior to Gate C
S1 Start
FPSC
8
9
Trial Runs/SRE
PV Testing
S
S
S
S
L
L
10 Pre-PSO Meeting
L/S
L/S
L/S
L/S
L/S
L/S
Low: Supplier
Med/High: SQE
N Approval
A Approval
Z Approval
Corrective Actions,
reschedule PSO On-Site
12b Submit full PPAP
Submit dimensional
12c
PPAP
12a
13 Complete Element 21
14
SUPPLIER
CHRYSLER
SQE
CHRYSLER
ENGINEERING
CHRYSLER
PRODUCT TEAM SQE
Forever Requirements
submissions
Via WebCN/FR
10
11
Sub-tier Supplier
quality performance
process
Sub-tier Supplier
Forever
Requirements
conformance
verification
Corrective Action
procedure
DOE (Design of
Experiments) process
or equivalent
eCIMS or 8-Step
Corrective Actions for
issues encountered todate
Lessons Learned
Communication
procedure
12
13
14
15
16
Documentation
DFMEA (MANDATORY
ENGLISH)
Best Practice
procedure
3.2 The Supplier shall have an internal best practice procedure used
in the development of DFMEAs. It shall include documentation and
data which explains how the DFMEA severity, occurrence, and
detection numbers were developed.
3.2.1 This procedure shall be reviewed periodically for effectiveness
and include lessons learned with inputs from past issues (e.g.
eCIMS, NCT, warranty, CSA, yard holds, etc.).
3.2.2 The procedure shall include a process for continuous
evaluation and improvement of failure modes listed in the DFMEA.
This process shall have a method to determine which failure modes
are the highest risk, and address those first.
3.3 Error proofing and controls shall be identified in the DFMEA.
3.4 The DFMEA shall be a living document traceable to all design
changes. It shall contain all special characteristics (see Element 12).
3.5 A DFMEA shall be completed for each unique Supplier-designed
product. The Chrysler Product Engineer shall have lead responsibility
for reviewing and ensuring that the DFMEA is acceptable. The
Supplier shall have lead responsibility for ensuring that the DFMEA
meets all requirements. All DFMEA activities shall be completed on or
before required quality gate timing.
3.6 The DFMEA shall include all sub-components of the end-item
assembly.
3.7 The Supplier shall ensure all failures observed during Engineering
Development (ED) and Design Verification (DV) testing are captured
within the DFMEA.
3.8 The Supplier shall ensure the occurrence and detection ability of
failures observed during DV testing correlate with the occurrence and
detection values documented on the DFMEA.
3.9 Buzz-Squeak-Rattle (BSR) and Noise-Vibration-Harshness (NVH)
issues shall be addressed, as applicable.
NOTE: Special attention (as defined by Chrysler Engineering) should
be given to failure modes with:
A Severity 8, regardless of Occurrence or Detection values.
A Severity 5 and Occurrence 4, regardless of Detection (this
equates to high customer dissatisfaction).
A Detection of 10.
17
18
Documentation
PFMEA (MANDATORY
ENGLISH)
Best Practice
procedure
5.2 The Supplier shall have an internal best practice procedure used
in the development of PFMEAs. It shall include documentation and
data which explains how the PFMEA severity, occurrence, and
detection numbers were developed.
5.2.1 This procedure shall be reviewed periodically for effectiveness
and include lessons learned with inputs from past issues (e.g.
eCIMS, NCT, warranty, CSA, yard holds, etc.).
5.2.2 The procedure shall include a process for continuous
evaluation and improvement of failure modes listed in the PFMEA.
This process shall have a method to determine which failure modes
are the highest risk, and address those first.
5.3 Error/mistake proofing and controls shall be identified in the
PFMEA.
5.4 The PFMEA shall be a living document, reviewed and updated for
all process and/or product changes, as necessary. It shall contain all
special characteristics (see Element 12).
5.5 The Chrysler SQE shall have lead responsibility for reviewing and
ensuring that the PFMEA is acceptable. The Supplier shall have lead
responsibility for ensuring that the PFMEA meets all requirements. All
PFMEA activities shall be completed on or before required quality gate
timing.
5.6 The PFMEA shall reflect the entire manufacturing process.
5.7 The Supplier shall ensure that all failure modes observed during
pre-production runs are captured on the PFMEA.
5.7.1 The Supplier shall ensure the rate of occurrence and ability
to detect failures observed during pre-production runs correlate
with occurrence and detection values documented on the FMEA.
5.8 BSR and NVH issues shall be addressed, as applicable.
NOTE: Special attention should be given to failure modes with:
A Severity 8, regardless of Occurrence or Detection values.
A Severity 5 and Occurrence 4, regardless of Detection (this
equates to high customer dissatisfaction).
A Detection of 10.
19
20
21
22
23
24
Documentation
Parts Handling Plan
Electro-static
Discharge (ESD)
procedures (if
applicable)
25
26
Documentation
Operator instructions
Set-up instructions
Changeover
instructions
First Piece Approval
instructions
Mistake proofing
instructions
Rework/repair
procedures and
instructions
Gage operation
instructions
Inspection instructions
Key Personnel training
& qualification process
Boundary Sample
verification procedure
27
28
29
30
AND FPSC
Documentation
List of special
characteristics
Prototype build part
layouts
FPSC Plan & Results
(MANDATORY
ENGLISH DOC)
Master Tracking List (if
applicable)
31
32
33
34
35
Documentation
LPA procedures
LPA work instructions
LPA Structure and
Frequency Chart
LPA Process Control
Audit Checklist
LPA Error Proofing
Verification Audit
Checklist
List of individuals
responsible for
updating LPA
LPA Implementation
Plan (for new
Suppliers)
36
37
38
39
40
41
42
43
44
Documentation
Initial Process Study
Results
45
46
47
48
APPENDIX A
FORMS & INSTRUCTIONS
49
50
Error / Mistake
Proofing
Implemented
(S2)
Key Milestones/Events
Appearance Approval
Report Accepted (S2)
Comments
Date
Description
MRD
Completion Date
(P / A):
Completion Date
(P / A):
Completion Date
(P / A):
Completion Date
(P / A):
Supplier Management /
Financial Stability /
Historic Performance
Design /
Change
Activity
Greenfield
Location
Assigned To (Name):
Assigned To (Name):
Assigned To (Name):
Assigned To (Name):
Mix / Volume
Changes /
Releases
Causal Factors
Late Sourcing /
Resourcing
Pre-PSO Mtg
PSO Visit/PDR
PV Testing
PPAP Dim/Lab
Gate A - V1
Date
Key Component?:
Revision date:
Gate D1 - S0 Start
Gate C - S1 Start
S2 Start
Mitigation Plan for current build phase (S1, S2, V1). List issues in order of most significant (highest risk). Include Actual Verse Target information
Component PV Testing
Complete (S1)
Y/N
Outbound
Personnel Hiring /
Shipping Racks / Training Complete
Dunnage (S1)
(S2)
Description
Parent Company:
Supplier Name:
Supplier Code(s)/Mfg. Location:
Ship to Location
(Chrysler plant/module supplier):
Line Speed
Required
Sub-Supplier(s)
Primary Production
Station Cycle Time /
Readiness (S2) Tooling Complete (S1)
FTC (S1)
Risk Drivers -
Design Records
Supplier actual daily tool capacity and actual work pattern concur with P.O.?
M.Y./Vehicle Line:
Part Name:
Part Number(s):
51
Status
eCIMS Tracking
Name
Supplier Name
Key or High Risk Sub - Suppliers (Tooling & equipment and/or components)
Description (Tooling/Equipment
Supplier Location
Managing Group (AH,
description or component part name)
NEA, Mexico, EU, Tier
1, Tier 2, etc.)
Week 2
Week 3
Week 5
Implementation Date
Approved / InProcess
V1
S2
S1
Target Date /
Actual Date
Process
Documentation
PSO Summary
Elements Complete
Status of parts - Prototype parts, prototype process, home line, fully debugged, less PDR, etc.
Week 1
Permanent Fix
Burst Builds (BB) /Trial Runs (TR) - Burst Build is any run at rate based on P.O. Daily Tool Capacity and Work Pattern using production parts. Trial runs are
all other builds.
Date
P/A
Quantity
BB/TR
Duration
Parts / Hour
Issue Description
eCIMS Number
Name
52
Name
Issue / Description
M.Y./Vehicle Line:
Part Name:
Part Number(s):
Open Date
Name
Parent Company:
Supplier Name:
Supplier Code(s)/Mfg. Location:
Ship to Location
(Chrysler plant/module supplier):
Comments / Resolution
Key Component?:
Revision date:
53
1.2
1.3
2.5
7.2
8.1
8.9
9.8
10
10.6
11
12
12.3
12.4
13
SQE
SQE
ENG
ENG
ENG
ENG
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
14
15
15.1
15.6
16
17
17.7
18
19
20
21
21.5
21.6
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
SQE
ENG
ENG
DO
SQE
Component-level
S-1
EF
Start
S2
S-2
Month-Date
Month-Date
V1
Month-Date
STATUS
REQUIRED
All
Y,
Y,
Y,
Y,
G,
G,
G,
G,
Safety Characteristics
Y,
G,
Y,
Y,
Y,
Y,
Y,
Y,
Y,
Y,
Y,
Y,
G,
G,
G,
G,
G,
G,
G,
G,
G,
G,
Y,
Y,
Y,
G,
G,
G,
BSR/NVH
CURRENT DAY
ACTUAL
Y,
G,
Y,
G,
Y,
Y,
G,
G,
Y,
Y,
G,
G,
Y,
G,
Operating Instructions
Y,
G,
Y,
G,
Y,
Y,
G,
G,
Y,
G,
All
Y,
Y,
Key
G,
Y,
G,
Process Monitoring
Process FMEA
G,
Y,
Y,
G,
G,
Y,
G,
Y,
Design FMEA
ACTION PLAN
Y,
YEAR
Month-Date
Month-Date
G,
G2
Month-Date
D2
Month-Date
Problem Solving
S-0
Month-Date
All
D1
Month-Date
Y,
Month-Date
G,
Key
EF
YEAR
Month-Date
ACT
G2
EF
Month-Date
Y,
PLAN
END
# of Days Month-Date
G,
ACT
# of
Veh
G,
PLAN
BEGIN
MRD
REVISION DATE:
REVISION:
Quality Planning
13.19
SQE
Build Date
SUPPLIER RESPONSIBLE
PERSON
Build
Name
S0
S1
S2
V1
TIMING CHART
ITEM / ACTIVITIES
SQE
PSO
Element
Number
PART NAME(S):
PART NUMBER(S):
SQE
SUPPLIER:
SUPPLIER CODE:
SQE
CUSTOMER
LEAD
Header:
Document
Or Task:
54
PART NAME(S)
SUPPLIER
MFG. LOCATION
PART NUMBER(S)
SUPPLIER CODE
PRE-PSO MEETING DATE
CHANGE LEVEL(S)
PROGRAM
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Not Applicable
Missing/Reject
Documentation / Task
Corrections
Sec.
Approved
All Documents
Approved?
55
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
10. Operating Instructions
10.1 Operator Instructions
10.1 Set-up Sheets
10.1 Changeover instructions
10.1 1st Piece approval instructions
10.1 Mistake proofing instructions
10.1 Gage operation instructions
10.2 Key Personnel Training & Qualification process
10.3 Boundary sample verification procedure
10.4 Rework/repair instructions
56
"N"
"Z"
PART NAME(S)
"A"
OPTION #
SUPPLIER
0
0
PART NUMBER(S)
0
0
CHANGE LEVEL(S)
PROGRAM
SUPPLIER CODE
1/0/1900
MFG. LOCATION
DATE
PROCESS
Accept
Reject
N/A
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Accept
Reject
N/A
PROCESS
Accept
Reject
N/A
Accept
Yes
No
Date
Yes
No
Date
Reject
N/A
Manufacturing Facility
ENGINEERING
SUPPLIER QUALITY
57
PART NAME(S)
SUPPLIER
0
PART NUMBER(S)
0
0
CHANGE LEVEL(S)
PROGRAM
0
0
MFG. LOCATION
SUPPLIER CODE
1/0/1900
ISSUE/ACTION
RESPONSIBILITY
TARGET
DATE
CLOSED
DATE
58
59
MFG. LOCATION
SUPPLIER CODE
SUPPLIER NAME
0
0
1/0/1900
Overall Process:
Station/Operation Description
Process /Part
USL
UCL
Part/Proc
Avg.
LCL
LSL
PERFORMANCE RESULTS
Pp
Quantity
Attempted
Quantity Accepted
Ppk
Meas.
Freq.
LINE RATE:
Quantity
Attempted
SHIFT:
Req. FTC
Quantity
Accepted
Station/ Operation
#
1
2
3
4
5
6
7
8
9
10
11
12
Item
#
QUANTITY RUN:
PROGRAM
CHANGE LEVEL(S)
PART NUMBER(S)
PART NAME(S)
Actual FTC
% GR&R
ACC/ REJ
ACC/ REJ
60
SUPPLIER
MANUFACTURING LOC
PART NUMBER(S)
SUPPLIER CODE
PRE-PSO MEETING DATE
CHANGE LEVEL(S)
PROGRAM
Calculation
Data input from production P.O.:
Input information
Part Number
Part Number
Part Number
Part Number
Part Number
Total (A1 + A5)
Pieces/day
Pieces/day
Pieces/day
Pieces/day
Pieces/day
Pieces/day
shifts
hours
days
hours/shift
hours/shift
hours/shift
hours/shift
Start:
hours/shift
Finish:
attempted parts
failed parts
hours
pieces
In process calculations:
H) Available production hours/shift [B2-(C1+C2+C3+C4+C5)]
I) Available production hours/day [B1*H]
J) Chrysler required parts per hour at the PDR [A/I]
K) Witnessed parts per hour at the PDR [G/F]
hours/shift
hours/day
parts/hour
parts/hour
Requirements:
L) FTC calculation [((D-E)/D)*100]
M) Difference between witnessed parts/hour and required parts/hour [K-J]
%
pieces
0
61
The combined Chrysler Daily Tooling Capacity should be obtained from the Chrysler Purchase Order - "TOOL CAP"
If shared line = N:
A1)
Input the Daily Tooling Capacity and part number from the Chrysler Purchase Order.
A2-A5)
Leave as the default 0.
If shared line = Y, shared with Chrysler parts only:
A1-A5)
Input the Daily Tooling Capacity and part number from the Chrysler Purchase Order for the various parts being
validated.
NOTE: The assumption for this calculation is that all of the part numbers have the same operating pattern and the same
takt time.
NOTE: If the components being validated have varying operating patterns or different takt times, then separate calculation
worksheets should be completed for each part.
If shared line = Y, shared with other customers:
A1-A5)
Input the Daily Tooling Capacity from the Chrysler Purchase Order for the various parts being validated.
C4)
In hours/shift, input the time dedicated per shift to other customers.
NOTE: The assumption for this calculation is that all of the part numbers have the same operating pattern and the same
takt time.
NOTE: If the components being validated have varying operating patterns or different takt times, then separate calculation
worksheets should be completed for each part.
B)
The shift pattern should be obtained from the Chrysler Purchase Order - "SH/HR/DY"
B1) Number of shifts per day - "SH" on Purchase Order
B2) Production hours per shift - "HR" on Purchase Order
B3) Number of production days per week - "DY" on Purchase Order
NOTE: Please input appropriate comments in the blanks provided.
C)
D) The parts attempted during the PDR are the total number of parts the supplier produced including rejects/scrap.
E) First time through fall out during the PDR is the number of parts that were rejected from the manufacturing process during
first evaluation. This is not the final number of unacceptable parts, but only those that failed
first time through the
process. (This number will be used in the FTC calculation.)
F) Length of PDR in hours is the measured time it took to conduct the production demonstration run. Please input start and
finish time in cells provided.
G) Acceptable parts witnessed at the PDR are the total number of parts, minus any rejects, which were demonstrated during
the production run. (May differ from first time through fallout.)
COPYRIGHT 2009 CHRYSLER LLC
62
Available production hours/day are the net hours per day the supplier has available to build product.
J) Chrysler required parts per hour at the PDR are the total number of acceptable parts the supplier must produce, in an hour's
time, necessary to satisfy Chrysler.
K) Witnessed parts per hour at the PDR are the number of acceptable parts witnessed by the PSO team, which the supplier
produced within an hour's time.
L) FTC (First Time Capability) is the percentage of acceptable parts witnessed at the production demonstration run out the
total number of parts attempted at the PDR.
If the Chrysler requirement of 90% or greater is met, the cell will turn green.
If the Chrysler requirement is not met (less than 90%), the cell will turn red.
NOTE: If the FTC is less than 90%, the PSO team shall take product and process technology, complexity, supplier
experience, and the effectiveness of defect containment actions into account when deciding whether the demonstrated lower
FTC values are acceptable with a documented deviation. A Chrysler Supplier Quality Manager's signed approval is required for
deviation from the PSO FTC requirement.
M) The difference between required parts/hour and witnessed parts/hour gives the total number of parts over or under the
Chrysler requirement.
If the part difference is greater than (the Chrysler required parts per hour + 10% ), the cell will turn green indicating the
line speed is acceptable. i.e. (J + 10%) M, then cell = green (requirements met).
If the part difference is between 0 and (the Chrysler required parts per hour + 10% ), the cell will turn yellow indicating the
line speed has met requirements, but the part difference is very close and may require additional attention.
i.e. 0 <= M < (J+10%) then cell = yellow.
If the part difference is less than 0 , the cell will turn red indicating the requirement is not met. i.e. M < 0 the cell = red.
NOTE: In the event (M) is yellow, it is strongly advised to conduct an Extended Run PSO to stress the supplier's
production line and increase confidence in the supplier's ability to meet Chrysler requirements. PSO Extended Run
options are explained in the PSO manual. Continuous improvement actions should also be developed for bottleneck
operations or other operations which showed poor performance during the PSO run.
63
64
Item
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Item
#
PROGRAM
CHANGE LEVEL(S)
PART NUMBER(S)
PART NAME(S)
Process /Part
Meas.
Freq.
2/Shift
Part
Meas.
Freq.
2/Shift
Part
Process /Part
USL
0.097
0.097
USL
UCL
0.00895
0.00895
UCL
Part/Proc Avg.
0.0874
0.0874
Part/Proc Avg.
LCL
0.0851
0.0851
LCL
LSL
0.077
0.077
LSL
Summary Example
Pp
2.54
2.5
Pp
Ppk
2.41
2.28
Ppk
Quantity Attempted
30
30
Quantity Attempted
SUPPLIER CODE
MFG. LOCATION
SUPPLIER
Quantity
Accepted
30
30
Quantity
Accepted
0
0
100%
100%
1/0/1900
ACC
ACC
ACC/ REJ
12.70%
9.37%
% GR&R
65
66
COMMENTS:
CHARACTERISTIC
SPECIFICATION
Length
Hole Size
SPECIFICATION
CHARACTERISTIC
DATA
METHOD OF MEASUREMENT
Witnessed By:
CALIPER
CMM MACHINE
METHOD OF MEASUREMENT
QUANTITY
ATTEMPTED
30
30
QUANTITY
ATTEMPTED
SUMMARY EXAMPLE
QUANTITY
ACCEPTED
30
28
QUANTITY
ACCEPTED
FTC PERCENTAGE
(without repair)
100%
93%
FTC PERCENTAGE
(without repair)
1/0/1900
SUPPLIER CODE
SUPPLIER NAME
MFG. LOCATION
As part of the PSO, the actual measurement process must be witnessed by the PSO Team.
- A minimum of 3 characteristics are to be checked. For any given part, assembly, or process,
the number of characteristics selected depends upon the complexity.
- A minimum of 30 randomly selected samples shall be checked during the PSO On-site Visit.
- Variable data is preferred but attribute data is acceptable.
- Refer to the Performance Matrix (Appendix B) for Ppk requirements.
- For attribute data, a 30 piece sample with one or more non-conformances is unacceptable.
- All deviations shall be listed in the COMMENTS section of this document.
PROGRAM
CHANGE LEVEL(S)
PART NUMBER(S)
PART NAME(S)
PP / PPK
1.7/1.6
2.3/2.2
PP / PPK
PROCESS ACC/REJ
REJ
ACC
PROCESS ACC/REJ
67
68
APPENDIX B
Tables and Examples
69
0-15
<D>
100% Inspection
16-25
26-50
51-75
50
76-125
75
65
126-225
90
75
226-425
100
85
426-1300
110
90
1301 and up
115
90
ACTIONS ON PROCESS
ACTIONS ON LOT
No Nonconforming units
Continue to operate
Accept
One or more
Nonconforming units
70
PERFORMANCE MATRIX
There are two risks inherent in every decision, either (1) we have accepted bad parts (consumers risk), or
(2) we have rejected good parts (producers risk). Test plans seek to balance these risks by specifying
sample size and/or acceptance criteria so that neither the consumer nor the producer carries the higher
proportion of risk.
Sometimes, for business or other reasons, it may be important to hold one risk constant and allow the other
risk to float based on sample size. Such is the case for PP and PPK. Chrysler wants to minimize its risk of
accepting a population below 1.33 PPK.
The following table presents the sample size and acceptance criteria that keeps the risk of accepting a bad
population ( 1.33) at 6.4% (93.6% that population > 1.33 PPK will be accepted). Depending upon sample
size, the risk of rejecting a good population ( 1.67) could be very high. The table allows for trade-offs
between sample size and producers risk to be identified.
Sample Size
Risk of Accepting a
Population <= 1.33 PPK
Risk of Rejecting a
Population >= 1.67 PPK
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
150
200
250
300
2.94
2.10
1.89
1.78
1.71
1.67
1.64
1.61
1.59
1.58
1.56
1.55
1.54
1.53
1.52
1.52
1.51
1.50
1.50
1.49
1.46
1.44
1.43
1.42
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
6.4 %
86.3%
77.3%
68.7%
60.7%
53.3%
46.5%
40.4%
34.9%
30.1%
25.8%
22.0%
18.7%
15.9%
13.4%
11.3%
9.5%
8.0%
6.7%
5.6%
4.7%
1.9%
1.0%
0.6%
0.3%
71
1st Layer of
Management
Supervisors Supervisor 1
2nd Layer of
Management
Area
Managers
Supervisor 2
Own Department
Supervisor 3
Own Department
Plant Staff
and Plant
Manager
Department F
1 per 1 per
shift shift
1 per 1 per
shift shift
2 per
week
Department E
1 per
shift
Department D
1 per
Own Department shift
Audit
Assignment
Department C
Assigned
Management
Personnel
(example)
Department B
Assigned
Management
Category
(example)
Department A
Engrng Mgr
Rotate Depts.
1 per week
Quality Mgr
Rotate Depts.
1 per week
Tooling Mgr
Rotate Depts.
1 per week
H.R. Mgr
Rotate Depts.
1 per week
Training Coord.
Rotate Depts.
1 per week
Plant Manager
Rotate Depts.
1 per week
72
(I)
High
Severity Zone
Severity
(II)
Potential High Warranty Zone
6
5
4
3
(III)
2
1
1
4
5
6
Occurrence
10
73
The PFMEA drives the Error/Mistake Proofing, the Process Control Plans, and
Preventive Maintenance Plans.
Without an effective PFMEA, high risk failure modes may not be adequately
controlled.
PFMEA is not an individual assignment but a team activity.
Risk Priority Number (RPN) is a tool that can be used to ascertain robustness of the
design or the process. However, RPN thresholds are not recommended for use in
mandating corrective actions.
Corrective action items should be directed towards first reducing the occurrence of
failure modes with high Severity and/or high occurrence values, then reducing the
Detection values (see Special Attention Shall Be Given To: above).
Suppliers should use the AIAG manual Potential Failure Mode and Effects
Analysis as a reference for proper methods and procedures for developing PFMEA.
RPN = Severity of failure (S) * Likelihood of Occurrence (O) * Detection ability (D)
PFMEA TERM
Severity (S)
Occurrence (O)
Detection (D)
Risk Priority
Number (RPN)
DEFINITION
It is an assessment of the
seriousness of the effect of the
potential failure mode to the
customer. Severity applies to the
effect only.
It is how frequently the specific
failure cause/mechanism is
expected to occur.
It is an assessment of the
probability that the proposed
current process control will detect a
potential cause/mechanism, or the
probability that the process control
will detect the subsequent failure
mode, before the part or
component leaves the
manufacturing operation or
assembly location.
The team shall undertake efforts to
reduce risk through corrective
action(s). Special attention should
be given when severity is high (i.e.,
8).
RATING SCALE
1 - 10
1 - 10
1 - 10
1 - 1000
74
APPENDIX C
FTC Calculations
75
PURPOSE
First Time Capability (FTC) is part of a process capability study that identifies how well the process
produces quality parts. For multiple assembly lines or tools, FTC studies shall be conducted on each one.
FTC can be an important measure, because generally the lower the value, the greater the amount of rework
required. As defects and rework increase, there is a greater possibility that the Supplier will ship nonconforming parts.
Chryslers requirement for FTC is 90% or greater. Following the PDR, the PSO Team shall review the FTC
values for each operation and the overall process. If the FTC is less than 90%, the PSO team shall take
product and process technology, complexity, Supplier experience, and the effectiveness of defect
containment actions into account when deciding whether the demonstrated lower FTC values are acceptable
with a documented deviation. The SQE Managers signed approval is required for deviation from the PSO
FTC requirement.
FTC can be used to prioritize product and process improvement. If a Supplier encounters a situation where,
despite their best efforts, they cannot find a solution to an inherently low FTC, Chrysler can assist in the
improvement effort by supplementing the Supplier's team with experienced engineering and manufacturing
specialists from a wide variety of disciplines.
DESCRIPTION
FTC is measured as the number of items processed correctly divided by the total number of items
processed. Correctly processed means no repairs or rework are allowed. Therefore, in a multi-operation
process, a higher FTC is expected for an operation or zone than for an entire process.
2.
3.
Create a block diagram for the process showing each operation. The flow diagram or floor layout
provided by the plant can also be used.
Collect the following data from the PDR.
a. Quantity of assemblies attempted.
b. Quantity of rejected assemblies from each operation.
c. Quantity of acceptable assemblies from the end of the line. Do not include repaired or reworked parts.
Calculate the operation and process FTC using the examples as a guide.
76
Operation 1
Operation 2
Operation 3
270 Pcs
243 Pcs
Operation 4
226 Pcs
217 Pcs
300 Pcs
30 Pcs
Rejected
17 Pcs
Rejected
27 Pcs
Rejected
9 Pcs
Rejected
Figure 1
Example 1 - Series Process Flow Diagram With Demonstration Data
Begin by calculating the FTC for each operation. Operation 1 is shown here with its respective
PSO PDR data
Operation 1
270 Pcs
300 Pcs
FTCOp 1
30 Pcs
Rejected
Qty Completed
Qty Attempted
270
300
0.90 or 90%
Figure 1A
In a similar manner, calculate the FTC for each operation in the process using Equation 1. The
general operation model is shown in Figure 1B. Table 1 shows a summary of the quantities and
FTCs for the process in Example 1.
Quantity
Attempted
Operation
Number
Quantity
Completed
Quantity
Rejected
FTCOPERATION
Qty Completed
Qty Attempted
Equation 1
Figure 1B
COPYRIGHT 2009 CHRYSLER LLC
77
Operation
Quantity
Attempted
Quantity
Completed
FTC
300
270
0.90
270
243
0.90
243
226
0.93
226
217
0.96
TABLE 1
Quantities and FTCs for Example 1
Enter the calculated operation FTCs in their respective operation blocks of the process diagram.
Calculate the process FTC by dividing the quantity completed for the process, 217 units, by the
quantity attempted 300 units.
Total Qty Completed 217
FTCPROCESS
0.723 or 72.3%
Total Qty Attempted 300
Enter the FTCPROCESS value on the process diagram. The completed Example 1 process diagram is
shown in Figure 2. The diagram can be included with the final PSO documents as a record of the
process starting capability.
Operation 1
FTC
90%
Operation 2
270 Pcs
FTC
90%
Operation 3
243 Pcs
FTC
93%
Operation 4
226 Pcs
FTC
96%
217 Pcs
FTC = 72.3%
300 Pcs
30 Pcs
Rejected
17 Pcs
Rejected
27 Pcs
Rejected
9 Pcs
Rejected
Figure 2
Example 1 - Series Process With Operation and Process FTC's Shown
94 Pcs
2 Pcs
Rejected
Operation 1
Operation 2
288 Pcs
Operation 4
Operation 6
242 Pcs
265 Pcs
218 Pcs
91 Pcs
81 Pcs
300 Pcs
12 Pcs
Rejected
10 Pcs
Rejected
23 Pcs
Rejected
24 Pcs
Rejected
Operation 5
78 Pcs
67 Pcs
11 Pcs
Rejected
Figure 3
Example 2 - Series / Parallel Process Flow Diagram With Demonstration Data
COPYRIGHT 2009 CHRYSLER LLC
78
Calculate the FTC for each operation in the process using Equation 1 and the operation model
shown in Figure 1B on page 2. Table 2 shows a summary of the quantities and FTCs for the
operations in Example 2.
Operation
Quantity
Attempted
Quantity
Completed
FTC
300
288
0.96
288
265
0.92
96
94
0.98
91
81
0.89
78
67
0.86
242
218
0.91
TABLE 2
Quantities and FTCs for Example 2
Enter the calculated operation FTCs in their respective blocks on the process diagram. Calculate
the process FTC by dividing the total quantity completed, 218 Units, by the quantity attempted,
300 units. The result is the FTC for the process.
FTCPROCESS
Qty Completed
Qty Attempted
218
300
0.726 or 73%
Add the process FTC to the process diagram. The completed diagram for Example 2 is shown in
Figure 4. The diagram can be included with the PDR report to document the initial process
performance.
96 Pcs
Operation 3
94 Pcs
FTC
98%
2 Pcs
Rejected
Operation 2
Operation 1
FTC
96%
288 Pcs
FTC
92%
Operation 6
Operation 4
265 Pcs
91 Pcs
FTC
89%
242 Pcs
81 Pcs
FTC
90%
218 Pcs
FTC = 72.6%
300 Pcs
12 Pcs
Rejected
10 Pcs
Rejected
23 Pcs
Rejected
78 Pcs
Operation 5
FTC
86%
24 Pcs
Rejected
67 Pcs
11 Pcs
Rejected
Figure 4
Example 2 Series / Parallel Process With Operation and Process FTCs Shown
79
80
APPENDIX D
PSO Extended Run
81
Increased
confidence of
Supplier
readiness on
selected parts
Figure 1
It is important for the PSO Team to decide the type of PSO Extended Run that will be used and the timing,
so it can be integrated into the PSO planning process. In some cases, there will be additional pieces built or
multiple shifts run during the PDR. In other cases there will be additional visits made at later dates to
ensure readiness as launch approaches.
Due to the variety of manufacturing processes utilized at Suppliers, the final details of a PSO
Extended Run for a particular part are decided by the PSO Team. The following reference options (15) have historically been used, but other options may be developed as indicated in option number 6.
Option Number
1
2
Option Description
Option Benefit
Table 1
82
APPENDIX E
Forever Requirements
83
FOREVER REQUIREMENTS
Forever Requirements (FR) are a collective group of activities. These activities are required of all
Tier 1 Suppliers by Chrysler and must be performed in order to assure process stability and
component quality (see items 1 through 5 below).
1. Suppliers are to proactively communicate with Chrysler. Know when to raise the red
flag. This includes but is not limited to tooling refurbishment or replacements.
2. Suppliers are to request approval from Chrysler prior to implementing any anticipated
material or process changes. This includes tool and equipment moves on the suppliers
plant floor (e.g., from point "x" to point "y" within location 12345-A).
3. Suppliers are to request approval from Chrysler prior to implementing any internal
movement (between facilities e.g., 12345-A to 12345-B) or Sub-Tier manufacturing
location changes.
NOTE: Movement of any existing part number (and related tooling) between facilities,
for example 12345-A to 12345-B, are addressed via the RESOURCE PROCESS. The
resource process can only be initiated by the Chrysler Buyer. Contact the Buyer for
further instructions (see Resource Section). Sub-Tier manufacturing location changes
are addressed via the FOREVER REQUIREMENTS system.
4. Suppliers are to watch for Sub-Supplier issues and inform Chrysler of them.
5. Suppliers are to notify Chrysler of possible supply and/or capacity issues.
Once the need for a FR has been determined, the document should be processed as quickly as
possible in order to avoid manufacturing interruptions or a delay in efficiencies.
The Tier 1 Supplier shall submit the FR requests through the on-line Chrysler WebCN
Management System. Suppliers must request and receive approval from Chrysler before
implementing any of the above or related activities (see items 1 through 5 above). Electronic
approvals from Supplier Quality, Engineering, Procurement (as well as any other assigned
approvers) are required before the FR document is finalized. Completed changes must still be
PPAP-approved.
84
85
FR Change Request
document is created
Originator Submit
Document
System moves
document to
Ready for
Approval
Approval Process
Begins (sign-off)
Buyer Approves
System (LVL 2)
System moves
document to
Finalized
New Location
Authorized
STATUS
Document is
Electronically
Finalizes
Assigned
Submit
Ready for Approval
Finalized
86
NOTE: if the requested change(s) was rejected by any of the approvers, the Supplier must correct
the rejected item(s) and resubmit the document to the Team. Failure to resubmit the document
will end the Forever Requirements process for the proposed change(s). Additionally, if the rejected
change(s) cannot be corrected the document is cancelled. The approval (or rejection) process
should be concluded by all affected Chrysler personnel within 5 business days.
Issues related to ODD Box items should be addressed by including detailed attachments of the
concern to the FR Document.
A fully approved Web CN FR indicates that Chrysler approves the plan only (as additional tasks
may be required). Suppliers will distribute hard copies and/or electronic notifications of
completed tasks as necessary.
87
The Buyer initiates a Resource Notice for any of the above examples through the WebCN
Management System. Electronic approvals from Quality, Engineering, Logistics and
Material Handling are required before the Resource Notice document is approved.
NOTE: If an activity listed above is initiated by a Tier 1 Supplier, that request must be
submitted to the Chrysler Buyer through a formal letter or e-mail. The Buyer will then
evaluate the request and initiate the Resource Notice. Completed changes must still be
PPAP approved.
For additional information on Resourcing activities, process flowcharts etc., the SQE should refer
to the Book of Knowledge (BoK). Suppliers do not have access to this system and should contact
their Chrysler SQE for additional information.
88
APPENDIX F
Chrysler Internal PSO Requirements
89
PV
Testing
Production
Demonstration Run
(PDR) & Analysis
Documentation
90
91
Tool Layouts
Assembly Graphics
Tool & Op Sheets
Spare Parts List
Error and mistake proofing plan. This includes a list of error and mistake proofing by operation
number
Line Speed Simulation
AME MQAS procedure for gauge identification
PM plan, schedule, procedure and work instructions
Plant Deliverables
Plants procedure for documentation revision changes due to part number changes
Plants procedure for obtaining and distributing CATIA revisions
Control Plan (MANDATORY ENGLISH DOCUMENT)
Best Practice document for developing Control plans (input from FMEA & Control plans for similar
products)
PPAP status list
Plant MQAS procedure for Problem Solving
Incoming inspection plan and procedures
Incoming sampling plans
Receiving reports
Material standards
Inspection/test reports
Parts Handling Plan
Material Handling procedures
Packaging Instructions
Maintenance plan for WIP (work in process) containers
Copy of Routing cards or travelers
Operator, 1st piece approval, mistake proofing, set-up, changeover, rework/repair, inspection and
packaging instructions
Record of operator training
Operator qualification process
Documentation control procedure
Visual management (displays & diagrams)
First Production Shipment Certification (FPSC) Plan (MANDATORY ENGLISH DOCUMENT)
Control Charts (As Applicable)
COPYRIGHT 2009 CHRYSLER LLC
92
93
Deviations to Initial Process Study requirements documented on the PSO COMMENTS SHEET (if
applicable) (MANDATORY ENGLISH DOCUMENT)
Deviation from FTC requirement w/Commodity Supplier Quality Manager signature (if applicable)
(MANDATORY ENGLISH DOCUMENT)
Simulation or shipping test results (Corp Mat Handling)
Warranty process flow diagram (MANDATORY ENGLISH DOCUMENT)
Warranty procedures
Annual Validation Schedule
PV Testing
Internal Powertrain Programs must adhere to the requirements outlined in element 21 of the PSO Manual.
94
95
1.
How far down do we go with the certification of the supply chain? 3rd tier? 4th tier?
Certification down to the production material Suppliers and, if applicable, any secondary
processes/services (e.g. plating, heat treating, etc) would be sufficient.
2.
What should our reaction plan be if Suppliers refuse to conduct PSO's on their sub-tier
Suppliers?
PSO is part of Chrysler's Supplier evaluation and the Production Part Approval Process.
According to TS-16949 and the Chrysler Customer-Specific Requirements for TS-16949,
Suppliers are responsible for evaluation and Production Part Approval of their sub-tiers. All
Chrysler Suppliers are required to be TS-16949 3rd Party certified. Note that while this does
not require that Suppliers perform a PSO specifically, it does require an evaluation and/or
PSO-like activity. Failure to conduct evaluations and Production Part Approval of sub-tiers is
a failure to meet TS-16949 requirements and may result in the loss of Chrysler business.
Notify the Buyer and Global Sourcing Management of any occurrence of this situation.
3.
Suppliers don't follow the Lot Acceptance Sampling Table. They always inspect about 5
parts/lot; lot size is 1,000 pcs. Should we force them to inspect as many as the table says?
For attribute sampling, two or more of the inspection criteria in TS-16949 shall be used,
otherwise the guidelines in the Lot Acceptance Sampling Table shall be followed. For variable
sampling, the Supplier shall be consistent with the Statistical Process Control manual
requirements.
4.
Medium- and High-risked parts require a PSO led by the Chrysler SQE. If the PSO Team
considers a product to be Low risk, is PSO required?
Yes. All Low-risk products shall have a Supplier led PSO that documents and establishes
their production readiness.
All High-risked products will have both a Chrysler led AQP and PSO. All Medium-risked
products will have a Chrysler led PSO and a Supplier led APQP.
5.
If a Supplier changes a process, where does the Supplier go to start the PSO process, the
Responsible Design Engineer or the SQE? We've been told both.
Before a Supplier makes any changes to their assembly process they shall initiate a Forever
Requirements request and obtain approval from the Chrysler Release Engineer, SQE, and
Buyer. The SQE will determine the risk level of the change (if approved).
6.
Most Suppliers use CMM printout for inspection documentation. Do we need to transfer this
data to the appropriate form?
No, a copy can be attached or a statement provided on the Comments Sheet that the PSO
Team verified the measurement.
7.
In a multi-cavity tool, should parts come from all cavities to calculate capability or
performance indices (i.e., CP/CPK and PP/PPK)?
Parts should come from all cavities, however each cavity (process stream) should be
calculated individually as stated in the Statistical Process Control (SPC) manual.
96
8.
Our forms do not have a control number or issue date. This is an ISO/TS-16949 requirement.
What should be done?
The forms are part of the manual, and they are identified in Chryslers Master Record List.
9.
10.
Can the PSO Team accept a Production Demonstration Run which is less than 300 pieces/2
hours?
Yes. The PSO Team shall authorize any deviation from requirements (minimum of two hours
or 300 pieces, whichever is more stringent) and enter an explanation on the PSO Comments
Sheet.
11.
12.
You don't have to have PSO approval prior to V1 if you have an IAA. Explain the system of
tool payment after PSO elements 1-20 without an approved PSW.
IAA is not an alternative to PSO. An IAA indicates failure to meet program requirements. It
enables shipments on an interim basis to support vehicle development timing until corrective
action (PSO approval) can be completed.
After a Supplier successfully completes the first 20 elements for both documentation and
process, the SQE grants a Z disposition which, following the submission of a dimensional
warrant, allows tool payment at the discretion of the Purchasing Agent.
13.
Who gets the FPSC form in the plant? Is there an organization to handle this?
The Supplier shall review the plan and Gate C - S1 Start results with the PSO Team at the
Pre-PSO meeting. All FPSC results shall be retained by the Supplier for 1 year after V1
Launch for review by Chrysler personnel upon request.
97
14.
Regarding FPSC, what if we take a truck frame with 400 dimensions, for example. How many
frames do we need to measure? All 2000?
The AQP Team, working with the Supplier, will determine what shall be an adequate plan to
satisfy the FPSC requirements.
15.
Expand the FPSC explanation. Add examples for attendees to follow. Include a slide that
explains a statistical analysis of the first 2,000 pieces is required which is different than the
300 piece PSO capability study.
Parts from the SRE and PDR runs are generally not included in FPSC duration (although
they still must be inspected per the FPSC plan). However, the AQP/PSO Team may allow
them to be included in certain situations, especially if some of these parts will be used for
production. Refer to the internal Chrysler First Production Shipment Certification (FPSC)
process in BoK and on the PSO website.
16.
If an offshore Chrysler employee performs a PSO in his/her local country, this manual
requires them to use English for the master documentation. This should be a team decision.
Chrysler is a global company. As stated, English is the official language of Chrysler and
therefore an English translation has to be available. It does not preclude other language
versions.
18.
19.
Is it acceptable for a Supplier to add or remove operators from a production line during the
line speed demonstration?
The number of operators required for the production line shall be identified on the Process
Flow Chart, Manufacturing Layout, and/or Workstation Layout. The Supplier may not
deviate from this number during the PDR; line-balancing and other ergonomic or efficiency
studies are expected to be completed prior to the PSO On-Site visit.
98
20.
21.
The Supplier has several required documents that they consider proprietary, and will not allow
us to review them. How do we handle this?
All AQP and PSO required documents shall be available for review at the request of the
Chrysler SQE. Review of the documents may take place at the Suppliers location or at a
Chrysler location, at the discretion of the team. In those rare cases when a Supplier refuses
to allow Chrysler personnel to review required documents at all, the PSO should be rejected
and the matter brought up to Chrysler management (SQE, Engineering, and/or Purchasing,
as appropriate).
22.
Since the new station cycle time/FTC metric is required to be completed by Gate C S1
Start, does this mean the SRE is also required by S1 Start?
No. While it makes sense to do both together (if possible), SRE is only required to be
completed before the Pre-PSO meeting and may be done after S1 Start.
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REFERENCE MANUALS
Chrysler Manuals:
Packaging and Shipping Instructions
Product Assurance Testing
Test Data Analysis manual
P&S 8-Step Corrective Action Process manual
Available From:
AME Standards:
AME Standards-Gage Standards
Available From: https://gsp.extra.chrysler.com/mfg/amedd/gages/index.htm
Other Manuals:
Production Part Approval Process (PPAP)
Measurement Systems Analysis (MSA) Manual
Statistical Process Control (SPC) Manual
Potential Failure Mode and Effects Analysis (FMEA)
Advanced Product Quality Planning and Control Plan (APQP) Manual
Quality Systems Requirements for Automotive Suppliers (ISO/TS 16949)
Quality Systems Requirements of VDA (VDA 6.3)
Available From:
NOTE:
100
GLOSSARY
101
102
CP: capability index that compares the process capability to the maximum allowable
variation as indicated by the tolerance. This index provides a measure of how well the
process will satisfy the variability requirements. CP is not impacted by process location.
This index can be calculated only for two-sided (bilateral) tolerances. (Statistical Process
Control Manual, pg. 132)
CP=
USL - LSL
6 C
Where,
USL LSL
6 R
d2
R
d2
CPK: capability index that takes the process location as well as the capability into
account. (Statistical Process Control Manual, pg. 132)
C PK
CP
CPL =
Where,
USL - X
3 C
USL
LSL
3
3 R
3 R
and
d2
LSL
d2
X
C
R
d2
103
DFMEA is a living document that is updated as the design changes and progresses
through design verification and production.
DESIGN OF EXPERIMENTS (DOE): a statistical approach to efficiently plan and structure
a series of controlled tests. In its broadest sense, it encompasses planning, setting up,
running the tests, and analyzing the data. The goal is to identify the sources of product
variation that should be optimized or eliminated for consistent product performance with
a minimum number of tests.
DESIGN VERIFICATION PLAN AND REPORT (DVP&R): formalized test planning and
reporting tool. It lists the testing necessary to assure that functional and reliability
criteria and target requirements are defined in specific measurable terms. It provides a
convenient reporting format for Engineering Development (ED), Design Verification (DV),
Production Validation (PV) and Continuing Conformance (CC) testing.
DESIGN VERIFICATION (DV) TESTING: testing phase that demonstrates the final
released component or assembly meets design intent. The tests, sample sizes, and
performance requirements are detailed in Engineering Performance Standards.
DRAWING CHANGE LEVEL: the latest design level of the released drawing. It is a two
digit alpha field that can be accessed on ODCICS2 through screen ENAA or ENJA.
ELECTRONIC CORPORATE ISSUE MANAGEMENT SYSTEM (eCIMS): Chryslers
electronic system for documenting serious issues that arise during vehicle prototype,
launch, or volume production phases.
ENGINEERING STANDARDS: are written requirements that describe materials,
processes, performance, reliability, quality and/or design requirements for a material,
process, or part or a family of materials, parts, or systems.
ENGINEERING STANDARDS SUPPLIER DISTRIBUTION (ESSD): the Chrysler computer
system that gives Suppliers access to Chrysler Engineering Standards. It is available online at https://essd.extra.chrysler.com/ESSD/Login.jsp.
ERROR PROOFING: Error proofing is a method used to identify potential process errors
and either designs them out of the product or process, or eliminate the possibility that the
error could produce a defect. Examples of error proofing include:
A rod clip designed to work in left- and right-handed parts (as opposed to separate
clips for each;
A hole or slot designed so that mating parts can only fit in the proper orientation;
An operation that will not function until all components are present in the proper
orientation.
FIRST PRODUCTION SHIPMENT CERTIFICATION (FPSC): FPSC ensures that initial
production shipments meet all Chrysler product specifications. It is intended to identify
part problems and contain the parts at the Suppliers manufacturing facility during the
launch phase. FPSC requires the Supplier to provide statistical evidence of conformance
to special product and/or process characteristics prior to the shipment of components to
the Chrysler (or Chrysler -designated) assembly plant. Certification is for a minimum of
2000 parts (per assembly plant) or for a specified period of time as identified by the
Chrysler AQP team.
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FIRST TIME CAPABILITY (FTC): FTC is equal to the number of acceptable parts
produced divided by the total number of parts produced. Rework and repair are NOT
counted in the number of acceptable parts, nor are parts initially rejected by the process
but found to be acceptable after re-testing. See Appendix C for examples.
GAGE REPEATABILITY & REPRODUCIBILITY (R&R): a method used to determine the
acceptability of a measurement system as a percentage of the product tolerance or
process variation. Repeatability is a measure of the ability of the gage to repeat a given
measurement, and is evaluated by repeatedly measuring the same parts (equipment
variation). Reproducibility is a measure of the ability of people to reproduce a series of
measurements using the same gage, and is evaluated by two or more operators
independently repeating the inspection of a set of parts (appraiser variation).
GEOMETRIC DIMENSIONING & TOLERANCING (GD&T): a system of symbols used to
define part and part feature shape, size, position, tolerances, etc.
HOME LINE: Suppliers assembly line located in the manufacturing facility where volume
production of the part(s) takes place using production tooling and processes.
INTERIM APPROVAL AUTHORIZATION (IAA): documentation and approval to temporarily
use a part that does not meet PPAP approval requirements for Pilot builds, launch, or
production.
ISO/TS 16949: is a Technical Specification that describes, in conjunction with ISO
9001:1994, the Quality System Requirements for Automotive Suppliers. ISO/TS 16949
has been prepared by the International Automotive Task Force (IATF) for all participating
worldwide OEMs.
KEY <D> CHARACTERISTICS: designated by the or <D> symbols on Engineering
Source Documents. Key Product Characteristics are toleranced and measurable
characteristics (i.e. dimensions, torque etc.) of a part, component or assembly that may
cause failure to meet customer satisfaction specifications due to manufacturing and/or
assembly, and therefore, require special attention to ensure acceptable results. Reference
PS-7300 Key Product Characteristics the Use of Diamonds for additional information.
KEY PERSONNEL: all personnel necessary for the successful operation of a production
manufacturing process during the scheduled operating pattern (as detailed on the P.O.).
This may include, but is not limited to: operators, inspectors, material handlers, process
set-up personnel, supervisors, and also management (if applicable).
LINE SPEED: the contracted maximum tool capacity rate determined by dividing the
Daily Chrysler Tooling Capacity (Pieces per Hour) by the Suppliers Net Operating Time for
Chrysler Parts (Hours/Day). The line speed shall be verified during the Production
Demonstration Run.
LOT: specific amount of material or group of components; not to exceed eight hours or
one days production, whichever is smaller.
MANUFACTURING FLOOR PLAN: a pictorial layout of the entire manufacturing facility
drawn to scale. It is to include all machinery, office space, lab space, shipping-receiving
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105
areas, quarantine areas, hold areas, etc. The layout also indicates any proposed areas for
expansion and development.
MISTAKE PROOFING: Mistake proofing is a method used to clearly identify errors that
may occur and prevent them from becoming non-conformances. Examples of mistake
proofing include:
Sensors, optics, and/or vision systems that detect missing or incorrectly-assembled
components;
End-of-line (EOL) testers that check functional requirements;
Pick lights or barcode labeling to assist in proper part selection;
Continuity testing for electrical components.
NET OPERATING TIME FOR CHRYSLER PARTS: equal to the number of hours (normal
work pattern), less scheduled down-time (e.g. breaks, start up, preventive maintenance,
shared production, tool changeovers, shut-down, etc.) and time scheduled to run other
customers parts and/or other Chrysler parts.
NOISE VIBRATION HARSHNESS (NVH): measurable perceptions of vehicle attributes.
These items are usually discovered and measured by Chryslers NVH laboratory facilities.
NVH attributes are typically tuned to a certain frequency and amplitude in order to
achieve an overall vehicle signature frequency. This signature is optimized by vehicle
development for the best customer responses.
NON-CONFORMANCE TRACKING (NCT) SYSTEM: Chryslers electronic system for
documenting and tracking part issues at the manufacturing plants. It also provides a
method for replacement of those parts and for Supplier dispute of the issue. Serious
quality issues are also documented in the e-CIMS system.
OPERATOR INSTRUCTIONS: lists of steps in performing an operation that may contain
inspection requirements, required tools and gages, SPC applications, sample size and
frequency, and acceptance/rejection criteria. They communicate all requirements involved
in that particular operation and are readily accessible to the operator.
PACKAGING: material that is used to store and ship parts. It provides protection and
containment of parts. It affects ease of handling by manual or mechanical means.
Packaging may consist of returnable or non-returnable items including dunnage.
PART CHANGE LEVEL (PCL): the latest design level of the part (not necessarily the
drawing). It is a two digit alpha field found on ODCICS2 through screens ECCE or ENCZ.
PART SUBMISSION WARRANT (PSW): an industry-standard document required for all
newly-tooled or revised products in which the Supplier confirms that inspections and
tests on production parts show conformance to customer requirements.
PERISHABLE TOOLS: tools which are consumed in the process of producing a product,
and are usually a cost item, e.g., drill bits, cutters, sockets, driver tips, inserts, hobs,
broaches, welding tips, etc.
106
PP: performance index that compares the process performance to the maximum allowable
variation as indicated by the tolerance. This index provides a measure of how well the
process will satisfy the variability requirements. PP is not impacted by process location.
(Statistical Process Control Manual, pg. 133)
PP =
USL - LSL
6 P
Where,
USL LSL
6s
PPK: performance index that takes the process location as well as the performance into
account. (Statistical Process Control Manual, pg. 133)
PPK
PP
PPL =
Where,
USL - X
3 P
USL X
3s
LSL
3
and
LSL
3s
X
P
PRE-PSO MEETING: a meeting conducted by the PSO Team, chaired and coordinated by
the SQE, with the Supplier. The meeting is conducted at a Chrysler-selected location prior
to the PSO On-Site visit. The purpose is to review all of the Suppliers required
documentation in a sequential way and determine the Suppliers readiness for the
Production Demonstration Run (300 pcs.) and PSO On-Site Visit.
PRE-PRODUCTION SAMPLE REPORT (PPSR): a dimensional and performance verification
document, submitted with all part samples used prior to S1 Start.
PREVENTIVE MAINTENANCE (PM): a planned system of actions performed to prevent
breakdown of a machine or equipment as a result of normal use.
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108
109
Characteristics the Use of Diamonds for more information regarding Key characteristics
and PF-SAFETY for additional information regarding Safety characteristics.
STATION CYCLE TIME: the amount of time required for one station of a production
process to complete all required operations once (i.e. from one particular event until that
event is repeated). The required operations are generally documented in the operator
work instructions for that station.
STATISTICAL CONTROL: the condition describing a process from which special causes of
variation have been eliminated. Only common causes remain; e.g., observed variation
could be attributed to chance causes. On a control chart, statistical control is evident by
the absence of points beyond the control limits and by the absence of non-random
patterns or trends within the control limits.
STATISTICAL PROBLEM SOLVING (SPS): the organized use of special problem solving
tools (e.g. Fishbone Diagrams, Pareto Charts, ANOVA, etc.), to better understand
problems, their root causes and determine solutions.
STATISTICAL PROCESS CONTROL (SPC): the use of statistical techniques such as
control charts to analyze a process or its outputs to take appropriate actions to achieve
and maintain a state of statistical control and to improve the process capability.
SUB-COMPONENT: one or more parts that when assembled together results in the EndItem Assembly or module.
SUB-TIER SUPPLIER: see TIER 2 (& LOWER) SUPPLIER.
SUPPLIER READINESS EVALUATION (SRE) RUN: the first documented build attempt by
the Supplier following installation, setup, and tryout of the production equipment and
tools. The Supplier Readiness Evaluation run shows that the process is set-up, debugged,
and ready for a Production Demonstration Run during the PSO On-Site Visit. The
Supplier Readiness Evaluation Run and analysis provides the Supplier with the
opportunity to optimize and refine the process. The Supplier, with the concurrence of the
Chrysler PSO Team, will determine the quantity of parts that are completed during this
run. The purpose of the SRE is to provide pre-production data that confirms the proper
set-up, operation, and performance of the installed production line. Data collected during
this run typically include measurement data, machine cycle times, operation times,
quantity attempted, quantity accepted, etc. From this data, estimated production rates,
FTC, yields, and PP and PPK for special characteristics are calculated. The Chrysler PSO
Team will evaluate the data from this run when deciding whether to schedule the PSO
On-Site Visit.
SUPPLIER TOOL RECORD (STR): A form generated by the creation of a new TPO (Tool
Purchase Order) requiring the identification of Supplier, or Chrysler owned tooling,
affected by the TPO.
SUPPLY CHAIN: includes all Suppliers used in producing a given part; from tier one to
the source of production materials.
110
SUPPLY CHAIN MAPPING: a method used to look at the complexity of the extended
enterprise value chain. Mapping details the manufacturing process, transportation and
other factors that go into component production.
TAKT TIME: The time in which one vehicle, assembly, or part (the item of interest) is to
be made.
TAKT Time
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INDEX
Page(s)
Advance Quality Planning (AQP) ............................................... .. 1-9,12-14
AQP Flowchart.................................................................................... .. 7-8
AQP Responsibilities Chart........................................................................ 9
AQP Team Members.................................................................................. 1
A Approval .................................................................................................1,3,4,6,9,45,47,98
Bar Code Labeling.................................................................................. ..42
BSR/NVH .....................................................................17,19,46,94,102,106
Chrysler Development System (CDS) .................................. ..1,2,12,102,109
Comments Sheet .......................................................................................... 6,39,93,94,96,97
Control Plan ....................................................2,12,15,21-22,23,24,34,37,43,46,73,91,92,102
Daily Tooling Capacity .......................................................... ..6,39,40,62,68
Design FMEA ..........................................................................................17, 31,73,91,103,104
Documentation Checklist .....................................................................54-56
DVP&R .......................................................................................... 15,18,21,31,46,91,102,104
Electro-Static Discharge (ESD) Guidelines .................................................26
Element Requirements.....................................................................................................11-47
Error and Mistake Proofing ..................................................... 29,33-35,36,92,93,104,106,111
Error and Mistake Proofing Requirements for Electrical Components ............................... 34-35
Error and Mistake Proofing Requirements for Modules/Sequenced Part Delivery................... 35
First Production Shipment Certification (FPSC) .............................. 3,9,31-32,92,97,98,99,104
First Time Capability (FTC) ................................ 4,5,6,22,36,37,39,40,75-79,94,97,99,105,110
First Time Capability (FTC) Calculation Examples....................................75-79
Forever Requirements ............................................................. 3,9,12,13,18,26,29,32,36,83-88
Frequently Asked Questions ................................................................95-99
Gage and Test Equipment Evaluation..................................................... ..43
Gage R&R................................................................................... ..43,93,105
Glossary ...............................................................................................................101-111
IAA .................................................... 3,29,47,97,105
Incoming Material Certification Plan....................................................... ..23
Initial Process Study............................................................................... 31,45,64-65,93,94,99
Internal PSO Requirements ..................................................................89-94
Layered Process Audit .............................................................. ..26,32,36,72
Lot Acceptance Sampling Table ............................................................................................70
Measurement System Report ............................................................................31,37-38,66-67
N Approval ........................................................................................................................6,9
Net Operating Time for Chrysler Parts ....................................... ..39,105,106
Operating Instructions ...................................................................... ..27-29
Outgoing Material Certification Plan ....................................................... ..24
Packaging Approval...................................................................................41
Part Number, Description, & Change Level...................................................................... 15-16
Parts Handling Plan ..................................................................... ..25-26,92
Parts Packaging and Shipping Specifications ..................................... ..41-42
Performance Matrix...................................................................................71
Process Capability Indices (CP, CPK)........................................ .. 21,45,96,103
Process Performance Indices (PP, PPK) .............................................. 6,37,40,45,71,96,107,110
PPAP ...............................................1,2,3,4,5,6,9,12,13,23,40,45,84,86,88,92,97,105,108,109
Pre-PSO Meeting..................................................................4,5,9,32,37,39,43,45,54,97,99,107
Preventive Maintenance ................................... 6,25,26,27,33,44,73,106,107
Problem Solving ..............................................................................13,91,92
Process Flow Diagram and Manufacturing Flow Chart..20,91,94,105-106,108
Process FMEA ........................................................................ 15,19,21,24,31,36,73-74,91,108
Production Demonstration Run (PDR) .. 5,6,20,21,27,38,39-40,45,46,76,77-79,82,94,97,98,108
Production Validation (PV) Testing ...................4,5,6,9,18,37,46-47,91,94,97,104,108,109,110
PSO Checklist...........................................................................................57
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114
SECTION
Entire Document
DESCRIPTION OF CHANGE
Initial Revision
Foreword
Updated foreword.
Acknowledgements
Removed note allowing buyer to provide tool capacity in writing rather than
P.O. from What is a PSO? section.
Added note regarding lack of approval for Chrysler-designed packaging
under 3. Production Validation Testing.
Revised information regarding IAAs under When is PSO Performed? and
Interim Approval Authorization sections.
Added Note 3 (moved from 7.7 of Element Requirements).
PSO Element
Requirements
Appendix E Forever
Requirements
Frequently Asked
Questions
Glossary
Corrected terminology.
Added definitions for Key Personnel and Station Cycle Time.
Entire Document
115
6.0
01/2009
Foreword
Updated foreword.
Acknowledgements
Replaced Scope and Definition section with process-based format for both
AQP and PSO.
Added and updated AQP process from Book of Knowledge
Updated PSO process
Revised PV Testing section to accommodate Component-level PV testing at
Gate C S1 Start
PSO Strategy
PSO Element
Requirements
116
Added Executive Summary, AQP Open Issues, and AQP Timing Chart
Revised PSO Document Checklist and PSO Checklist
Changed SRE form to Supplier Readiness Evaluation/Trial Run Results
Appendix B
Appendix E
FAQ
Glossary
Entire document
117
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