02 - Control of Non Corforming Product Sep13

Quality & Industrial
Performance
CONTROL OF
NONCONFORMING PRODUCT
“Going From Reactive to Proactive”
This presentation was developed by General Motors Corporation Global Purchasing & Supply Chain and PSA Supplier Development.
All rights reserved. No part of this material may be reproduced in any form, or by any method,
for any purpose, without written permission of General Motors Global Purchasing & Supply Chain or PSA Supplier Development.
Reference Doc-Info: 01601_13_00116
PSA GM Purchasing & Logistic Committee 1

CONTROL OF NON-CONFORMING PRODUCT
Introduction
PURPOSE: SCOPE:
• Ensure that product that does not • Production material or components.
conform to specified requirements is:
• Engineering Samples
- Prevented from unintended use
• Prototype Samples
- Contained and/or segregated
- Dispositioned by Management • Incomplete Processed material
• Ensure proper communication if there • Other materials not intended to be

is an escape. shipped to the customer.
• Establish a consistent labeling

identification process using Visual RESPONSIBILITY:
Management such as (Stoplight) RED,
• Ownership
YELLOW, GREEN method.
 Quality Manager
• Contingency Plan for All
• Situations

Benefits
• Assures all suspect and nonconforming product is contained.
• Increases customer satisfaction and communication.
• Reduces quality disruptions through control and continuous improvement.
• Assures all issues are resolved with all customer contacts: internal and external.
• Assures a systematic approach for all issues.

Traceability rules, what are we searching for ?
Criteria of Requirement
1 – page 5-11
2 – page 12-13
3 – page 14-20
4 – page 21
5 – page 22-28
Auditor hints – page 29
Next Requirement

Traceability Purpose
Traceability gives to Customer the ability to identify suspect product with precision for
Containments and Recalls
Recalls:
• No forgotten vehicle  protect the final customer
• Limit the number of vehicles to recall
• Brand image
• Avoid useless recall for the customer
• Limit ressources in field
Containments:
• Helps to define the exactly extension of the problem
• Used to define if vehicles assembled with non conforming products were

shipped to the dealers/final customer
• Assure the right Breaking Point

Traceability Benefits:
• The ability to have precision in Containments and recalls minimizes population sizes,
saving significant $$$ with every recall for which we collect trace data
• Recent recalls have shown this to be true: Axles, Seat Belts, Engine Castings,
Steering Gears.
• Customers
 Plants handling containments
 FPE handling recalls
 Other regions with Legislative requirements

What does Upstream Traceability do?
• Upstream traceability
allows a part or unit's
manufacturing conditions to
Identification of suspected
batches be known.
• In this way, a defect's

origins can be discovered.
parts or batches
• Markings and records are
often used to do this.
vehicle or product

What does Downstream traceability do?
• Downstream traceability
allows products – resulting
from a part or unit's
particular manufacturing
Identification of batches concerned conditions – to be located.
by the defect
• It also allows those

Identification of parts
vehicles/assemblies
or batches affected by any defect to be
identified.
• This is carried out by

keeping suitable records.
Identification of all
concerned vehicules

3 types of Traceability :
Unit link traceability : allows each major unit (or part

of a unit) to be linked to the vehicle.
Reinforced traceability (lot control) : packaging of same

parts is given a unique reference. This reference is
Imprecision
linked to a unit or a vehicle.
Cost
Temporal Traceability : information on logistical flows
and production is retained. This information is used
to identify a part's origins and use. Traceability
relies on FIFO
Compromise between cost of traceability data and Imprecision

Traceability application during Program Timing (Customer Perspective)
Establish trace capabilities Capture & use trace information
Pre- PPAP MV-
IVER Status ns SORP
IVER
PQRR PQRR PQRR
Business Each targeted part is Business Value:

For each program, released as trace, Point-of-assembly
strategy & PPAP approval Reliable, timely
clear definition of all with KPC field scan & electronic
consistent trace reflects trace trace data to
parts that are indicated and info is passed to
part selection requirements, trace support all
intended to be traced approved CG2503 on database; changes
criteria ready to & data validation stakeholders
(local & enterprise) record, incl. in PTRs
apply
carryover
Part trace Trace Form Approved

requirements submitted; label Trace Form
established & bar code submitted by
validated supplier
Samples
submitted to
plant(s)

Methods to assure the traceability effectiveness:
• Labeling: should be kept for each part and/or package according to traceability strategy
established in the Organization Traceability Procedure
• Label Error Proofing Activities: helps to prevent mislabeling issues

- Refer to LEP workshop – Label Error Proofing (and External Logistic)
• FIFO: should be respected
• Link between production lots and delivered lots should be ensured (even after
repacking process)
• Dilution: high risk process which could increase the dilution should be identified:
- Derivative Flows: Reworks & recycling processes (parts may be reintroduced in
the flow several days after production)
- Intermediate stocks
- Temporary and in-process storages (pipeline stocks)

Relationship: “Supplier” Operation
Labeling:
and “Customer” Operation
(Example)
APPROVED MATERIAL
CURRENT OPERATION: NEXT OPERATION (INTERNAL/EXTERNAL):
Color in the Label:

Quality Status
PART NUMBER: Traceability
PART DESCRIPTION:
QUANTITY: MODEL: DATE:
OPERATOR (NAME/ID): LOT NUMBER/TRACEABILITY:
COORDENATOR: PHONE EXTENSION: SHIFT:
1st 2nd 3rd
INSPECTOR: NOTE:
QUALITY
ID:

LEP: Plant Floor Assessment
(Example)
Name________________________________________________________________________________________________
Location________________________________________________________________Date__________________________
LABEL ERROR PROOFING ASSESSMENT - MANUFACTURING
Always (Yes)
Sometimes
Frequently
Never (No)
Directions: Answer each question by checking the column that applies.
PARTS WITHOUT LABELS
1 Do you have partial containers of finished goods?
2 Is there more than one partial container of finished goods for a part/number?
3 Are partial containers clearly, consistently and correctly identified as "partials"?
4 Are partial containers of finished goods kept in a designated, segregated area?
5 Do the operators follow a written process for re-introducing partial containers?
6 Do you repack parts?
7 Is there more than one part number in the repack/sorting area at the same time?
8 Is non-conforming material placed in a clearly, consistently and correctly identified container?

FIFO present in all operations
• Minimize inventory and allows traceability of material.
• FIFO present in ALL OPERATIONS (Including repacking, kitting, buffers, WIP, and any
staging areas).
• Visual aids support all operations and standardized work.
• FIFO rotation – FIFO should occur on a daily basis unless otherwise noted by the plant
(in these cases FIFO may occur on a weekly basis).
• Ensure that FIFO is part of layered audit process.
• FIFO processes are documented and are part of standardized work.
FIFO Material In All Storage Locations

Material In FIFO Order Oldest Material to Operator First
Full Full
CMA Full Full
Empty
Empty
Supplier
Overflow

Informations
Date 3 Date 2 Date 1 about
incoming are
recorded
Plant Manufacturing
Process
STORAGE
NON
CONFORMITY
WITH FIFO: FEW CUSTOMER TO ALERT
WITHOUT FIFO: MANY CUSTOMER TO ALERT
?
FIFO against wall
SINGLE LANE: MULTIPLE LANES:
WALL
9 represents the oldest stock, 10 represents next oldest, 11 represents next oldest 1 TO LINESIDE/POU
12 represents the newest
A 2 FIFO OVERHEAD VIEW
new stock oldest stock 2nd oldest WALL
stock
12 9 10
STEP 1 3 FROM DOCK/PRESS
12 9 10
12 9 11 1 TO LINESIDE/POU
from dock/press
B 2 FIFO
3
Retrieve Driver
FROM DOCK/ To Move FIFO
WALL 1 PRESS Indicator
9 10 12
STEP 2
C 2 TO LINESIDE/POU
9 10 12 3 FIFO
9 11 12
1
D 2 TO LINESIDE/POU
2nd oldest 3 FIFO

stock WALL
oldest stock new stock
9 10 1 FIFO
12
9 10 STEP 3 2 FROM DOCK/PRESS

12
E
9 11 12 3 TO LINESIDE/POU

FIFO – single lane flow (flow rack)
(best example of FIFO in a perfect world)
FIFO TOP VIEW OF FLOWRACK
Feed in Feed Out
FIFO = Queue
FIFO – single lane flow (bulk)
Blue marked floor Green marked floor

or visualized with or visualized with
signs (feed out) signs (feed in)
Warning: A stack = F.I.L.O. (First In, Last Out)

FIFO can be guaranteed in the stack only with additional handling operations.
In some case, it’s not a suitable solution

Example of FIFO Indicator for Bulk Material
The indicator is a plastic cone with a FIFO sticker attached.

The indicator can be easily moved from lane to lane by drivers on their fork trucks.

Example of FIFO indicator for flow racks
The indicator is a simple sign fixed on a wire rope.

The indicator can be easily moved from lane to lane

Derivative Flow: Rules and Responsibilities
Derivative Flow
Q control
Main Flow
Shipping to
Step 1 Step 2 Step 3 Step 4 Customer
Reworks
Derivative Flow
Safety
Derivative Flow
Stock
• All derivative flows could disturb the FIFO

• Without any rules or procedures, FIFO can’t be guaranteed to the customer
• Examples of rules
• Reworks: parts to rework must be re-introduced in the main flow within
the shift time
• Q Control: parts controlled must be shipped first for the next day
• Safety Stock: Shipping must be done with parts from safety stock every
Monday

Quantitative approach (Dilution Calculation): Purpose and how to use
• The Organization shall have a method to estimate the quantity of parts involved in a
recall/containment campaign. This method shall take into consideration:
• Type of traceability (unit link, lot control, temporal traceability);
• FIFO (potential mixture between lots);
• Derivative Flow
• Amount of days between production date of non-conforming part (component or
assembly) and BP (countermeasure)
• Also, this method shall drive the organization to answer the following questions:
• When was the part produced? When did the problem begin?
• Is there FIFO issues (mixture)?
• Is there derivative flow issues?
• Is the issue in a component or assembly?
• Is the issue related to sub-tier or internal process?
• How many parts are involved?
• A theoretical math model could help the organization to estimate the amount of parts
that should be claimed during a recall/containment campaign.

Example
Product: Control Unit (CU)
Demand: 1000 parts/day
Process: see Process Flow
Current situation
• Tier 2 Component: Relay
• Tier 2 ensure a reinforced traceability: Batch Number
• Size of the Batch: 5000 parts
• Shipped in 50 boxes (50x100 in one batch)
• Tier 1: Assembly & Welding
• Tier 1 ensures a reinforced traceability: manufacturing date of CU printed after OK test
• 1000 pcs produced/day
• There is a rework process on relay, daily rate of rework: 1% (10 parts/day)
• Reworked parts are not traced (no any identification implemented)
• Rework area is fed for each new batch of component: One packaging = 100 parts
• Tier 2 is overseas, there is a lot of stock at Tier 1 plant. Therefore, the management of the
FIFO is not very robust and very often 2 different batches are mixed.

Example
What will happen if there is an issue with Relay which was reworked?
Theoretical situation (combination of 2 below issues):

- One batch of relay impacted for a quality issue e.g.: burrs on contact plate (batch
number xyz) and
- Welding issue at manual rework station e.g.: wrong welding parameter set up(1%)
Both issues result in a quality problem as burrs melt in and causing short circuit
How can the suspected range calculated?

Theoretical number of parts to recall:
CU produced with the batch xyz and reworked

Nb = 5 000 x 1% = 50 parts
Size of batch Daily rate of rework
xyz

Example
In case of any complaint from customer, only available information is the manufacturing
date of CU (call: D0).
Situation:
• Tier 1 is NOT enable to know whether a CU has been reworked or not (operation not
traced)
• Leadtime for a batch at the rework station: 10 days (100 parts, which are a full
packaging, divided by the average cycle time: 10 parts/day)
 Tier 1 must recall products manufactured between
• D0 - 10 days (in worst case last piece from batch was reworked on D0), and
• D0 + 10 days (in worst case first piece from batch was reworked on D0).
All together 20 days which mean 20 000 parts

Example
 If Tier 1 wants to cover the risk associated the bad management of the FIFO
(mixing between 2 batches) period needs to be doubled and recall D0-20 days
to D0 +20 days => 40 000 parts
Dilution = real impacted quantity / theoretical impacted quantity
=> Dilution = 40 000 / 50 = 800

Example
How can dilution be improved?

How can the suspected range for recall be reduced?
Actions for dilution improvement:
1. Strict rules implemented to keep FIFO at Tier1
 There is no risk to mix batches therefore period to recall is D0-10 days to D0
+10 days => 20 000 parts
=> Dilution = 20 000 / 50 = 400
2. Modification of material handling: relays from the same batch are used at rework
and production. After a Tier2 batch (5 000pcs) finished, relays at rework has to be
changed to next batch as well.
 Action 1 implemented and as Tier2 batch identified (5 000 pcs) and there is
no risk to mixed reworked parts from other Tier2 batch.
• D0–5 days in worst case last piece from the batch
• D0+5 days in worst case first piece from the batch
=> Dilution = 10 000 / 50 = 200

Example
3. Implement new traceability system
• Each CU identified with traceability number
• IT system developed to trace all operations including rework
• IT system tracks Tier2 batch# as well
 Each affected parts can be identified:
=> Dilution = 50 / 50 = 1
No threshold limit for Dilution calculation.

Choice of action implemented depends on severity, occurrence and detection of
potential issue. FMEA approach is used.

Auditor hints
- Check parts in process and suspected material that last operation performed is
identified.
- When traceability is required check it via a part. If you have unitary traceability on a
parameter or a component: choose a finished product and ask for the component /
process "value" associated with the product.
- Assure that LPA check sheet is assuring traceability application.
- Precision Calculation: check how many finished products must be verified if an
incoming part, a process parameter or a rework process failed.
Global Purchasing and Supply Chain

Identification and segregation of NC, what are we searching for ?
1 – page 31-32
2 – page 31
3 – page 32-33
4 – page 34-36
5 – page 31
6 – page 31
Auditor hints – Page 37
Prev. Requirement Next Requirement

CONTROL OF NONCONFORMING PRODUCT
Material Identification
IDENTIFICATION OF NONCONFORMING OR SUSPECT MATERIAL IS PARAMOUNT

• The achievement of customer expectations relies on a method to contain defects
( Nonconforming product) within the manufacturing process and implement
corrections to protect the next downstream customer.
• Organizations shall establish a method to ensure product that does not
conform to specified requirements is prevented from unintended use or
installation by:
– Using consistent identification and visual management(e.g. tagging,
dedicated scrap bins, paint dot etc.)
– Released using a defined process and authority (decision rules, responsibility
and escalation process)
– Using a containment method to track and manage non-conforming and suspect
material identified both at customer or supplier process
– Eliminating the risk of nonconforming/suspect parts be mixture with good
parts through standardized work, process audit and action plan

(Example)
SUSPECT
SCRAP DO NOT USE
OK FOR USE
TAG CONTENT TAG CONTENT TAG CONTENT
IN THIS SECTION IN THIS SECTION IN THIS SECTION
IS AT LOCAL IS AT LOCAL IS AT LOCAL
DISCRETION DISCRETION DISCRETION
PLT001 PLT002 PLT003

REQUIRED FOR SCRAP REQUIRED FOR REWORK, ANY COLOR (except red or yellow)
PRODUCT/CONTAINERS REINSPECT, SUSPECT FOR CONFORMING PRODUCT IS
PRODUCT/ CONTAINERS ACCEPTABLE
(SCRAP BINS PAINTED RED DO NOT
TAG SHOULD SHOW LAST
REQUIRE A TAG)
OPERATION.TO ASSURE
PROPER REINTRODUCTION
(IF YELLOW IS NOT USED TO DISTINGUISH SCRAP FROM SUSPECT, THE RED TAG shall HAVE DISPOSITION.)

Example
Using visual tagging (Figure 4) and color bins(Figure 1, 2 and 3) for identification in plastic Injection
section:
• Red – Scrap
• Yellow – Suspect / Under Inspection / Rework
• Green – Approved
Figure 3
Figure 1 Figure 2
Rack colors and/or Labels: Both examples may be used for

Identification
Yellow card is used for Rework , Suspect and/or under

Inspection
Suspected Card must contain last operation performed . Figure 4

Segregation
All nonconforming and suspect product shall be segregated to prevent

unintended use or installation through containment.
• At the end of each shift, non-conforming product should be counted,

documented, and should be removed from the process/manufacturing
area to an off line designated containment area or into scrap containers.
SEGREGATION AREAS:
• Segregation areas shall be foot printed or otherwise identified.
Example: - Scrap bins
- Rework Tables
- Containment areas
- Nonconforming material hold areas
• A method to inventory non-conforming material is required (Including Date,

P/N, Defect, MRB disposition)

Segregation
Ex: Hold Area/Quarantine away from the Line (isolated and foot printed)
• Rack match with • Rack match with
products size (Small) . products size (Large) .
Scrap table : Containment area:

Segregation
Ex: Hold Area (Quarantine) Ex: Scrap Rack Ex: Rework Table
Small room isolated Scrap Rack is closed , foot Rework table is identified and
from line used as hold printed , away from line colored .
& Repair area

Auditor hints
- Check in shop floor that identification tagging system is used in all areas including
documentation (check incoming, working stations, control station, rework) and
including visual management like foot print, color coding, labels etc.
- Ask operators that every one in shop floor is understanding color coding used inside
the organization.
- Scrap boxes size should match with part size.
- Verify quarantine, access is defined, quantity is controlled Verify that avoidance of
mixing NOK part ensure via layout of workplace, handling and storing of NC parts.

Communication and action for issues, what are we searching for ?
1 – page 39
2 – page 40-41
3 – page 42-44
4 – page 39-40

Communication
• The organization’s containment process shall include a Quality Alert notification
system to communicate the problem. Quality Alerts shall:
– Be posted and promptly communicated to all stakeholders.
 Internal Departments, Operators
 Tiered suppliers or vendors
 Customers
– Be used for internal or external issues (at least for FR items).
• The Quality organization is responsible to issue, post and remove the quality alert.
• Andon systems should be used on shop floor to alert organization when error occur.
NOTE: The Quality Alert should only be removed after corrective action has been
validated and the work instructions have been updated if appropriate.

Communication (Example)
Quality Alert
• A quality alert shall:
– Establish the tasks, time line
and communications necessary
to ensure customer
requirements are met.
– Define the problem, the
standard, and the deviation to
the standard
• Should include pictures or samples
explaining the deviation
• Should document operator review
and understanding by signing the
document.
• Should inform when remove the
posting (removal date)

Communication
Andon Sytem Phone Calls Quality Alert
 Andon System may  Cell Phone may be  Use Quality Alert document to
be used to used for communicate the issue till solve
Communication when communication . the problem and update all
error is documentation (SOS & JES, C.P,
produced/identified PFMEA).
in the station  Quality Alert should be simple
and clear

Communication
WHEN DO YOU CALL THE CUSTOMER?

A potential external issue exists when you are not confident all product is contained as
evidenced by:
• The containment worksheet shows that the potential quantity exceeds the quantity
found.
• The oldest material in-house contains product which exhibits the non-conformance.
• Intermittent problem with no clear starting point.
If Yes to any statement above…CALL!

Who to Contact :
– Assembly Plants
– Service Parts (SPO)
– Tiered Suppliers as required

Communication
Contact External Needs to be a “live” conversation – no voice or email.
Customer A phone list for contacts is established.
Establish conference calls when required by customer.
» A supplier executive acts as lead and

single point for communication.
» All stakeholders including Tier suppliers
participate in calls.
GM Contacts (Example)
Initial contact must be made with at least one person at each affected facility.
GM SQ Mgmt Team Name Responsibility E-mail Phone
GM EngineerTeam Name Responsibility E-mail Phone
GMT 560 (Flint)

Department Name Responsibity & shift E-mail PHONE

Communication
Initiate at customer locations with appropriate sort
instructions.
A Customer should be informed of the following items:
Develop & implement
containment • Certification method.
and certification plans • Description and picture(s) of the marked parts.
• Description and picture(s) of any marked or added labels.
Begin shipping Identify parts/labels.

certified stock Begin to ship certified stock.
Notify customer of breakpoints.
CERTIFIED STOCK SHIPMENTS (Example)
Assembly Ship Arrival Tracking Assembly Ship Arrival Tracking
Carrier Quantity Carrier Quantity
Plant Date Time Date Time number Plant Date Time Date Time number
Arlington Silao
Flint 880 Toluca
Pontiac Mishawaka
PSA GM Purchasing & Logistic Committee 44 44

Auditor hints
- Review FR board and check if open issues has quality alert posted
- Check Quality Alert is clear , understood by team , and posted in stations needed
(Operation , Quality )
- Customer and tier supplier contact list are available

Containment activity, what are we searching for ?
1 – page 49-50
2 – page 34-35/47
3 – page 47/51
4 – page 49-51
5 – page 48

Containment
Leadership shall develop, organize and maintain a system for control of nonconforming
product to include the following:
• A documented containment procedure to prevent identified defects from flowing to
the next customer.
• Containment Worksheet, Quality Alert, Instructions, Operator training records.
• A clear understanding of the standard and the deviation supported by a good visual
explaining the standard.
• Safety stock/pipeline protection through fast reaction avoiding potential downtime
Note: Customer approval may be required during a containment activity where task are
performed to bring the product back to the standard. This may also require supporting
documentation such as work instructions, trial runs, etc.
• For product containment issues, containers shall be identified:

Red = Nonconforming product
Yellow = Suspect product
Green = After breakpoint conforming product
• When sorting, product identified as nonconforming shall not be placed into
standard work-in-process or finished goods containers.

Containment – Exit Criteria
The default exit criteria will be used when no other exit criteria is defined. The default
criteria is listed below:
• Twenty (20) working days of data from the containment activity, and a summary,
which verifies that the normal production controls are effective for controlling the
discrepancy(ies) identified in the Containment activity. The time begins
accumulating from the date of implementation of permanent corrective action.
• Documentation showing the root cause was identified and verified
• Documentation indicating that corrective action was implemented and validated
• Copies of all documentation revised as required (control plan, FMEAs, process flow
diagram, operator’s instructions, etc.)
• Documentation indicating that every effort was taken to implement error proofing.

Containment Worksheet
A Containment worksheet shall be used and completed to:
• Provide a systematic approach to containing all suspect product
• Identify a potential quantity and all areas to be checked for nonconforming
product
• Reconcile expected quantities of suspect material vs. actual
• Document the defect condition and standard to be met
A Containment worksheet should also be used to :

• Document the sort method (e.g. visual, gage, boundary sample)
• Specify the identification method for sorted good/bad product.
• Track and document results of the containment activity
• Trigger immediate customer notification if an escape of nonconforming product
is possible

Containment Worksheet (Continued)
CONTAINMENT WORKSHEET (Example)
DEPA RTMENT: DEPA RTMENT CONTA INMENT OWNER: DA TE:
Laboratory G. Hall 1/6/2003

PRODUCT NA ME / NUMBER: 10066044
PRODUCT NONCONFORMA NCE:
Burr on flange
PRODUCT CONTAINMENT SCOPE
IDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED
POTENTIAL AREA SUSPECT PROD. VERIFICATION

LOCATION QTY. VERIFIED FOUND? QTY? RESPONSIBILITY
Receiving 500 P.S. 500 P. Smith

Laboratory 6 K.C. 6 T. Brown
WIP Storage Areas 1000 P.S. 1000 P. Smith
Outside Processing - (Plating) 1000 C.J. 1000 C. Jones
Scrap Bins 42 K.C. 42 C. Jones
Rework Areas 0 B.T. 0 C. Jones
Shipping Dock 0 K.C. 0 C. Jones
Heat T reater 0 P.S. 0 C. Jones
At Customer 0 B.T. 0 C. Jones
In T ransit 0 B.T. 0 C. Jones
Service Parts Operations 0 P.S. 0 C. Jones
TOTAL FOUND 2548 2548 C. Jones
SEGREGATE SUSPECT PRODUCT TO (location, as feasible): 2548 pcs to Containment Area

SORT METHOD (eg. visual, gage, mating part): Visual for burrs
SORT CRITERIA (clear pass / fail standards): Max Burr per standard
I.D. METHOD CONFORMING (eg. mark, tag, sign): White paint dot near defect area
I.D. METHOD NONCONFORMING (eg. mark, tag, sign): Mark defect with red paint.

Communication
Break Point
Only give a break point after:
• You understand the DEFECT
• Have contained all suspect product internally and externally
• Have a method to identify and sort out the defect until material from the
corrected process is available.
• 100% Inspection ensures defect free/certified stock to the customer
Remember:
Violating the BREAKPOINT is not acceptable. Will almost always result in
a PRR being issued and additional containment actions required.

Auditor hints
- Verify that Containment Worksheet is used before initiating any containment.

- Check Containment Worksheet contains all the potential locations.
- Check that countermeasures are put in place for each Alerts.
- Ask team member about containment and its rules.
- Ask one team member perform who containment in any FR issue, how he did the
containment and how he filled the Containment Worksheet.

Standardization of rework and repair, what are we searching for ?
1 – page 54
2 – page 54
3 – page 54
4 – page 54
5 – page 54
6 – page 54

Disposition (reusable or scrap)
Reusable; (rework/repair)
• A work instruction to perform rework
• A method to identify scrap and rework product traceability
• Customer approval may be required
• Failures Modes from rework/repair are considered in the PFMEA
Reintroduce product
• All control plan inspections and tests shall be performed;
• Product removed from the approved process flow should be
reintroduced into the process stream at or prior to the point of
removal.
• Reintroduced product needs to be identified and have traceability.
• Best practice would suggest that you do not run product more than
twice.
NOTE: When it is not possible to reintroduce at or prior to removal: an
approved (Quality Manager) documented rework and inspection
procedure shall be used to assure conformance to all specification and test
requirements.

Auditor hints
- Rework is part of Process Flow.

- Potential failure modes of rework are detailed in PFMEA.
- Check rework station, standardized work is applied.
- Check if team members understand rework identification process and follow one
rework part , how handled , identified , and how reintroduced back to line.

Control of parts under approved deviation, what are we searching for ?
1 – page 57
2 – page 58-60
3 – page 57
4 – see MC2

Customer approval, identification and traceability for parts under deviation
Customer Approval requested

• Supplier must request a customer approval for a product deviation before
ship parts. Without this customer approval, it is not allowed ship parts with
deviation to customer.
• Customer approval is limited for a period of time and/or quantity of parts
and supplier must manage it.
Identification & Traceability

• All parts with deviation must be identified as suspected till customer
approve them;
• Traceability of parts under deviation must be recorded by supplier
• Parts under customer approval shall be identified (part or box
identification – number of customer approval) before shipping to customer
• Breakpoint shall be established and informed to customer

GM Deviation Form
GM PPAP Worksheet GM 1411 Instructions
General Instructions for GM 1411

This fo rm is required when ever a supplier is submitting a part fo r P P A P A ppro val at a level o f Saleable o r No n-Saleable P P A P (less than Full
* PPAP)
This fo rm is required to verify that the supplier required P erfo rmance/Validatio n requirements as specified in the SOR have been satisfacto rily
* co mpleted and co nfirmed by the Custo mer Validatio n Engineering gro up as specified in Sectio n 2 instructio ns belo w.
Supplier to co mplete all HEA DER info rmatio n, Sectio n 1(this is subject to appro val and/o r revisio n by the SQE o r P P A P A ppro val gro up),
* Sectio n 3 and Supplier A utho rized signature sectio n
SQE to co nfirm and/o r revise sectio n 1as appro priate, co mplete Sectio n 2 as specified; verify accurate info rmatio n o n remainder o f fo rm and
* o btain Custo mer signatures as indicated
This GM 1411fo rm is to be attached to the appro priate GQTS P P A P reco rd in the GQTS P P A P mo dule with all Saleable and No n-Saleable
* P P A P submissio ns
Detailed Instructions for completing the GM 1411 PPAP Worksheet

H e a de r Inf o rm a t io n 1 Name assigned to manufacturing lo catio n
Supplier Name:
Supplier Co de: 2 Supplier assigned DUNS number o f the manufacturing lo catio n
GM 1411Expiratio n Date: 3 The expiratio n date is the last acceptable date o f shipment o f the part under this GM 1411Wo rksheet A ppro val status repo rt
Re-submissio n Date: 4 New pro mise date o r P P A P submissio n date. The supplier's co mmitment date to have the Co rrective A ctio n P lan item(s) co mpleted
and resubmitted to the P P A P gro up. P art Readiness tracks the re-submissio n date fo r fo llo w-up when required. The re-submissio n
date must be prio r to the Saleable / No n-Saleable expiratio n date.
A pplicatio n: 5 List pro grams where the part is used
P art Name: 6 Engineering released finished end item name
P art Number: 7 GM 8 digit P art Number submitted fo r P P A P
EWO # / E 2 8 Engineering Wo rk Order number o r E 2 number, o f the asso ciated P P A P submissio n that autho rizes print changes
ECL: 9 Engineering Change level o f the asso ciated P P A P submissio n
ECL Date: 10 Date o f Engineering Change Level submissio n
Submissio n Level: 11 Submissio n Level 1-5, Enter the submissio n level determined by the pro curing divisio n
12 Enter the actual weight in kilo grams to three decimal places

KG Wt.
13 The number o f samples received under that part # fo r a given DUNS lo catio n
Sample #
14 Custo mer use o nly; Inspecto r o r SQE initials
Inspecto r/SQE:
15 A dditio nal sample parts required, specified by the P P A P lab
A dditio nal Sample:
16 P P A P A ctivity Co de is a GQTS system generated number assigned to each sample when sample is created in the system
P P A P A ctivity Co de:
S e c t io n 1 17 Shade o r circle the bo x co rrespo nding to the M aster Status that is being requested; S=Saleable, N=No n-Saleable. Co mplete Sectio ns 2
Select M aster Status : & 3, as applicable NOTE: A No n-Saleable status here may be o verridden by Sectio n 2 signatures
Lab Status: 18 Enter the appro priate status fo r EA CH Lab; A =A ppro ved, S=Saleable, N=No n-Saleable, R=Rejected, NR=No t Requested
S e c t io n 2 : 19 This sectio n re pla c e s the requirements co vered by the GM E364 fo rm; Item 1, 2, OR 3 M UST be co mpleted with all GM 1411
Supplier P erfo rmance submissio ns
and Validatio n ~ When external supplier P erfo rmance/Validatio n is specified in the SOR, a co py o f the GM 3660 with GM Validatio n Engineer and GM
Requirements Lead Engineer signatures indicating Sign-Off Co mplete is required to o btain Full P P A P . Supplier to include a co py o f the appro ved and
signed GM 3660 fo rm (including required attachments fo r P ro o f o f Validatio n Letter and the final GM 1829) in the P P A P submissio n and
retain in their P P A P files. Co mplete this sectio n per the fo llo wing co nditio ns:
It e m 1: Y E S indicates the supplier has pro vided a signed and appro ved GM 3660 fo rm fro m the Custo mer Validatio n gro up a nd the
supplier is requesting a Saleable o r No n-Saleable status fo r a reaso n o t he r t ha n P erfo rmance/Validatio n inco mplete; Validatio n gro up
signatures no t required o n GM 1411; N / A indicates no external supplier P erfo rmance/Validatio n requirements specified in the SOR and
the supplier is requesting a deviatio n to Full P P A P fo r a no n- v a lida t io n related reaso n.
It e m 2 : Y E S indicates requirements 1& 5 o n the GM 3660 are co mpleted making the part a "Saleable Status" but the final GM 3660 is
no t signed and appro ved (previo us GM E364); GM Validatio n Engineer and GM Lead Engineer signatures required (o r per regio nal
directio n) o n the GM 1411fo rm; N o indicates requirements 1& 5 NOT satisfacto rily co mpleted and part is NON-Saleable; GM Validatio n
and GM Lead Engineer signatures (o r per regio nal directio n) required o n GM 1411fo rm.
It e m 3 : N O indicates part is No n-Saleable due to external supplier P erfo rmance/Validatio n requirements NOT fully met and/o r
validatio n is inco mplete; ho we v e r, status is acceptable to mo ve part to "Saleable Status" ; GM Release Directo r A ND GM Validatio n
Directo r, and SQ Directo r (o r per regio nal directio n) signatures required o n the GM 1411fo rm. (Engineering signatures required prio r to SQ
Directo r signature)
S e c t io n 3 20 Issues: List all Labs and asso ciated Driver Co des that are preventing this part fro m reaching Full A ppro ved P P A P status
A ctio n P lans Issue:
A ctio n P lans to Reach 21 List specific actio n plans required to o btain (FULL) A ppro ved P P A P fo r EA CH Driver Co de (item) ; M UST also include the name o f the
A ppro ved P P A P : perso n respo nsible to co mplete the A ctio n P lan
Co mpletio n Date: 22 Include the date the A ctio n P lan is to be co mpleted
On GP -12 P lan 23 Fo r each Issue listed, indicate if the GP -12 P lan fo r this part inco rpo rates any checks asso ciated to the issue listed
Supplier (A utho rized 24 Required supplier autho rized signature fro m respo nsible supplier o fficial to ensure co mpliance to the info rmatio n pro vided fo r the
Signature): Sample Status being requested o n the GM 1411fo rm if less than P P A P A ppro ved.
Detailed Instruction for completing the GM 1411 PPAP Worksheet continued

Custo mer A ppro vals: 25 Obtain signatures fro m the appro priate Custo mer areas as fo llo ws o r as specified by regio nal pro cesses:
~ Supplier Quality Engineer signature required o n all GM 1411fo rms
~ P ro duct Engineer required when a Design related o r validatio n related issue is listed
~ Validatio n Engineer required when P erfo rmance/Validatio n issues listed
~ Lab / M aterial Engineer, A ppearance / P aint Engineer and any o ther signatures such as B uyer, A ssembly P lant, Quality M anager etc.
signatures required when issues listed invo lve the specific area and as indicated by regio nal pro cesses
~ Reference the "Driver Co de Guide" fo r clarificatio n o n signatures required fo r specific Driver Co des. NOTE: Requirements are subject
to change and my vary fo r each pro curing divisio n/regio n, co ntact the divisio n/regio n SQE fo r details
~ Fo r No n-Saleable submissio n: SQE signature mandato ry, additio nal signatures at SQE discretio n.


PSA Deviation Form
Reference of the document :
This fo rm is to be sent to all REQUEST TO DELIVER NONCONFORM PRODUCTS UNDER THE SUPPLIER'S
P SA 's sites co ncerned by the 01276_09_00685
request RESPONSIBILITY
The decision taken by PSA Peugeot Citroen to authorized non conform product do not release the supplier from his responsibility regarding the quality
of the product.
DIRECTION
DIRECTION
DES PROGRAMMES
OF PROGRAMS
ET DEAND
LA STRATEGIE
AUTOMOTIVEAUTOMOBILE
STRATEGY Date : Name, address and phone number of the applicant :
DIRECTION
DIRECTION
DE OF
LA QUALITY
QUALITE
Vehicle : Organ :
Security and Reglementation impact : Client impact : Products Date of the first
Product : Characteristic : designation non conform
R S R S P A B C Ref PSA delivery :
product :
Reference : 01276_09_00685 Security and reglementation impact description :
Sent quantity :
Sort of document : Form Supplier's désignation and Cofor :
Date of the next
Revisions : v2 conform product
change from v1 due to error on the reference of english version (referenced 01276_10_00049 delivery :
instead of 01276_09_00685)
Subject and description of the nonconformity : Supplier's recommendation for assemblage and use by PSA :
DEMANDE
REQUEST
D'AUTORISATION
TO DELIVER NONCONFORM
DE LIVRER DES
PRODUCTS
PRODUITS
UNDER
NON CONFORMES
THE SUPPLIER'S
SOUS
RESPONSABILITE
RESPONSIBILITY
FOURNISSEUR
Action plan for quality convergence :
List of the other PSA's plant involved :
Marking* : Yes If Yes, what kind of

Objet du
Object of formulaire
the form : : No marking :
* : delete where inapplicable
Thebut
Le purpose
de ce formulaire
of this formest
is de
to specify
préciserthe
lesnecessary
informations
information
nécessaires
that àallow
PSAPSA
PEUGEOT
PEUGEOT CITROEN
CITROENlui permettant
to authorize a
d'autoriser
delivery of nonconform
la livraison deproducts
produitsform
non-conformes
a supplier. provenant d'un fournisseur que ce soit pour les projets ou pour la vie
série ou vie courante du véhicule.
PSA ANSWER :
The supplier has to send this form to each PSA PEUGEOT CITROEN facilities concerned by the nonconform product.
Le fournisseur doit envoyer ce formulaire à chaque site PSA PEUGEOT CITROEN concerné par la livraison des produits Delivery of the product authorized : Delivery refused : Request number :
non-conformes
The decision taken désignés
by PSA PEUGEOT CITROEN to authorize nonconform product, do not release the supplier from his
responsability regarding the nonconform products Name, address and phone number of the signatory : PSA comments :
La décision prise par PSA PEUGEOT CITROEN d'autoriser des produits non-conformes, ne dégage en rien le
fournisseur
PSA PEUGEOT de ces CITROEN
produits, will
de provide
sa responsabilité
the supplier
leswith
concernant.
a written answser by return of the present form. The answer is
only availible for the facilities it was sent to.
PSA PEUGEOT CITROEN formulera une réponse écrite aux fournisseurs par retour du formulaire. Cette réponse n'est
valable que pour
Additionnal information
le site concerné
: par la demande d'autorisation de livrer non-conforme.
Informations
The informations
complémentaire
in red are mandatory.
:
Les informations notées en rouge sont obligatoires.

Auditor hints
- Site history of requests for deviations.

- Procedures and forms used on site.
- Check PPAP WS for GM.
- Check 'Request to deliver non-conform product' for PSA and initial samples are
available for deviations.
- Multiskill approach for the decision for initiate deviation request.
- Evidence of traceability.

Control of Non-Conforming Product effectiveness, what are we searching
for ?
1 – page 63
2 – page 64
3 – page 65
4 – page 65
5 – page 65
6 – page 65
Prev. Requirement What goes wrong

Containment Worksheet vs. Dilution Calculation
CONTAINMENT WORKSHEET (Example)
DEPA RTMENT: DEPA RTMENT CONTA INMENT OWNER: DA TE:
Laboratory G. Hall 06/01/2003

PRODUCT NA ME / NUMBER: 10066044
• D0–5 days in worst case last piece

PRODUCT NONCONFORMA NCE:
Burr on flange
PRODUCT CONTAINMENT SCOPE
IDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED
LOCATION
POTENTIAL
QTY.
AREA
VERIFIED
SUSPECT PROD.
FOUND? QTY?
VERIFICATION
RESPONSIBILITY from the batch
• D0+5 days in worst case first piece
Receiving 500 P.S. 500 P. Smith
Laboratory 6 K.C. 6 T. Brown
WIP Storage Areas 1000 P.S. 1000 P. Smith
Outside Processing - (Plating)
Scrap Bins
1000 C.J. 1000 C. Jones from the batch
42 K.C. 42 C. Jones
Rework Areas
Shipping Dock
0
0
B.T.
K.C.
0
0
C. Jones
C. Jones
=> Dilution = 5 000 / 100 = 50
Heat T reater 0 P.S. 0 C. Jones
At Customer 0 B.T. 0 C. Jones
In T ransit 0 B.T. 0 C. Jones
Service Parts Operations 0 P.S. 0 C. Jones
TOTAL FOUND 2548 2548 C. Jones
SEGREGATE SUSPECT PRODUCT TO (location, as feasible): 2548 pcs to Containment Area

SORT METHOD (eg. visual, gage, mating part): Visual for burrs
SORT CRITERIA (clear pass / fail standards): Max Burr per standard
I.D. METHOD CONFORMING (eg. mark, tag, sign): White paint dot near defect area
I.D. METHOD NONCONFORMING (eg. mark, tag, sign): Mark defect with red paint.
Compare quantity from Dilution Calculation vs.

pieces needed to be checked during
containment

Analysis & Effectiveness :
Example:
* Use pareto to attack top
quality issues .
* Same should be done with
VOC and Down Time
Repair Tracking
Control plan Updated
First time Quality
Drill Deep
* Periodic Review (Monthly) PFMEA Updated

Pareto Chart
with top management .

CNC Board
Sector 1 Sector 2 Sector 3 Sector 4
Customer
Complaint
BP Violation
Cost of Poor Sector 1 Sector 2 Sector 3 Sector 4

Quality
Sector 1 Sector 2 Sector 3 Sector 4

Containment 35000
PPM Trend
3.0%
Pareto Chart - Top 6 Issues period 1
period 3
period 2
current period
35000
30000
PPM Trend
3.0%
period 3
period 2
current period
35000
30000
PPM Trend
3.0%
period 3
period 2
current period 35000
30000
PPM Trend
3.0%
period 3
period 2
current period
Activity
30000
25000 2.5%
25000 2.5%
25000 2.5%
25000 2.5%
20000 2.0% 20000 2.0%

20000 2.0%
20000 2.0%
15000
15000
15000 1.5%
15000 1.5%
1.5%
1.5%
10000
10000
10000
Sheet
10000 1.0%
1.0%
1.0%
1.0% 5000
5000
5000
5000 0.5%
0.5%
0.5% 0
0.5% 0
period 1
period 2
period 3
current period
9/1
9/2
9/3
9/4
9/5
9/8
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
0
period 1
period 2
period 3
current period
9/1
9/2
9/3
9/4
9/5
9/8
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
period 1
period 2
period 3
0
current period
9/1
9/2
9/3
9/4
9/5
9/8
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
period 1
period 2
period 3
current period
9/1
9/2
9/3
9/4
9/5
9/8
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
0.0%
Problem 1 Problem 2 Problem 3 Problem 4 Problem 5 Problem 6 0.0%
0.0%
0.0% Problem 1 Problem 2 Problem 3 Problem 4 Problem 5 Problem 6
Problem 1 Problem 2 Problem 3 Problem 4 Problem 5 Problem 6
Problem 1 Problem 2 Problem 3 Problem 4 Problem 5 Problem 6
Data for last 4 periods Current Period Data

4 Period
period 1
period 2
period 3
PPM for
current
period
Period
4 Period
period 1
period 2
period 3
PPM for
PPM
current
Total
Total
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
period
Period
4 Period
period 1
period 2
period 3
PPM for
9/1
9/2
9/3
9/4
9/5
9/8
current
PPM
Total
Total
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
period
Period
9/1
9/2
9/3
9/4
9/5
9/8
4 Period
period 1
period 2
period 3
PPM
PPM for
Total
Total
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
current
period
Period
9/1
9/2
9/3
9/4
9/5
9/8
PPM
Total
Total
9/10
9/11
9/12
9/15
9/16
9/17
9/18
9/19
9/22
9/23
9/24
9/25
9/26
9/29
9/30
9/1
9/2
9/3
9/4
9/5
9/8
Problem Description
Problem Description
Problem Description
Problem Description Problem 1 157 131 75 4 367 16104 2 1 0 0 1 0 0 4 1747
Problem 1 157 131 75 4 367 16104 2 1 0 0 1 0 0 4 1747
Problem 1 157 131 75 4 367 16104 2 1 0 0 1 0 0 4 1747
Problem 1 157 131 75 4 367 16104 2 1 0 0 1 0 0 4 1747 Problem 2 21 0 0 0 21 921 0 0 0 0 0 0 0 0 0
Problem 2 21 0 0 0 21 921 0 0 0 0 0 0 0 0 0
Problem 2 21 0 0 0 21 921 0 0 0 0 0 0 0 0 0
Problem 2 21 0 0 0 21 921 0 0 0 0 0 0 0 0 0 Problem 3 15 18 5 1 39 1711 1 0 0 0 0 0 0 1 437
- By Sector
Problem 3 15 18 5 1 39 1711 1 0 0 0 0 0 0 1 437
Problem 3 15 18 5 1 39 1711 1 0 0 0 0 0 0 1 437
Problem 3 15 18 5 1 39 1711 1 0 0 0 0 0 0 1 437 Problem 4 7 21 0 0 28 1229 0 0 0 0 0 0 0 0 0
Problem 4 7 21 0 0 28 1229 0 0 0 0 0 0 0 0 0
Problem 4 7 21 0 0 28 1229 0 0 0 0 0 0 0 0 0
Problem 4 7 21 0 0 28 1229 0 0 0 0 0 0 0 0 0 Problem 5 0 26 10 0 36 1580 0 0 0 0 0 0 0 0 0
Problem 5 0 26 10 0 36 1580 0 0 0 0 0 0 0 0 0
Problem 5 0 26 10 0 36 1580 0 0 0 0 0 0 0 0 0
Problem 5 0 26 10 0 36 1580 0 0 0 0 0 0 0 0 0 Problem 6 0 0 8 5 13 570 2 1 1 0 0 1 0 5 2183
Problem 6 0 0 8 5 13 570 2 1 1 0 0 1 0 5 2183
Problem 6 0 0 8 5 13 570 2 1 1 0 0 1 0 5 2183
Problem 6 0 0 8 5 13 570 2 1 1 0 0 1 0 5 2183
- Period Total Rejects

Total Reviewed
PPM
200
6400
31250
196
7300
26849
98
6800
14412
10
2290
4367
504
22790
22115 5
360 300
#### 6667 3571
2 1
280 360
0
0
1
320
1
310
3125 3226
0
360
0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
2290
4367
Total Rejects
Total Reviewed
PPM
200
6400
31250
196
7300
26849
98
6800
14412
10
2290
4367
504
22790
22115 5
360 300
#### 6667 3571
2 1
280 360
0
0
1
320
1
310
3125 3226
0
360
0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
2290
4367
Total Rejects
Total Reviewed
PPM
200
6400
31250
196
7300
26849
98
6800
14412
10
2290
4367
504
22790
22115 5
360 300
#### 6667 3571
2 1
280 360
0
0
1
320
1
310
3125 3226
0
360
0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
2290
4367
Total Rejects
Total Reviewed
PPM
200
6400
31250
196
7300
26849
98
6800
14412
10
2290
4367
504
22790
22115 5
360 300
#### 6667 3571
2 1
280 360
0
0
1
320
1
310
3125 3226
0
360
0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
2290
4367
period 1
period 2
period 3
current
period 1
period 2
period 3
period
current
period 1
period 2
period 3
period
current
period 1
period 2
period 3
period
current
period
% defects for pareto chart

% defects for pareto chart
% defects for pareto chart Problem 1 2.5% 1.8% 1.1% 0.2%
% defects for pareto chart Problem 1 2.5% 1.8% 1.1% 0.2%
Problem 1 2.5% 1.8% 1.1% 0.2% Problem 2 0.3% 0.0% 0.0% 0.0%
Problem 1 2.5% 1.8% 1.1% 0.2% Problem 2 0.3% 0.0% 0.0% 0.0%
Problem 2 0.3% 0.0% 0.0% 0.0% Problem 3 0.2% 0.2% 0.1% 0.0%
Problem 2 0.3% 0.0% 0.0% 0.0% Problem 3 0.2% 0.2% 0.1% 0.0%
Problem 3 0.2% 0.2% 0.1% 0.0% Problem 4 0.1% 0.3% 0.0% 0.0%
Problem 3 0.2% 0.2% 0.1% 0.0% Problem 4 0.1% 0.3% 0.0% 0.0%
Problem 4 0.1% 0.3% 0.0% 0.0% Problem 5 0.0% 0.4% 0.1% 0.0%
Problem 4 0.1% 0.3% 0.0% 0.0% Problem 5 0.0% 0.4% 0.1% 0.0%
Problem 5 0.0% 0.4% 0.1% 0.0% Problem 6 0.0% 0.0% 0.1% 0.2%
Problem 5 0.0% 0.4% 0.1% 0.0% Problem 6 0.0% 0.0% 0.1% 0.2%
Problem 6 0.0% 0.0% 0.1% 0.2%
Problem 6 0.0% 0.0% 0.1% 0.2%

Auditor hints
- Prior to audit check Controlled Shipping and customer complaints link to control on
non conforming product.
- Verify that containment driven back to the source of error.
- Verification of countermeasure action.

What goes wrong ?
• Lack of traceability procedure or not followed

• Shop floor team are not trained on using identification codes and cards.
• Use containment area too much which lead at the end not to follow rules as
designed
• Area (containers) sizes used for segregation are not suitable with product
size
• Range of suspect product not defined properly
• Too many action needed based on monthly performance analysis (FTQ , 6
panels ,…)
• Weak follow up from top management

Prev. Requirement

02 - Control of Non Corforming Product Sep13

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Quality & Industrial

Reference Doc-Info: 01601_13_00116

PSA GM Purchasing & Logistic Committee 1

• Ensure proper communication if there • Other materials not intended to be

• Establish a consistent labeling

PSA GM Purchasing & Logistic Committee 2

PSA GM Purchasing & Logistic Committee 3

PSA GM Purchasing & Logistic Committee 4

• Used to define if vehicles assembled with non conforming products were

• Assure the right Breaking Point

PSA GM Purchasing & Logistic Committee 5

PSA GM Purchasing & Logistic Committee 6

• In this way, a defect's

PSA GM Purchasing & Logistic Committee 7

• It also allows those

• This is carried out by

PSA GM Purchasing & Logistic Committee 8

Unit link traceability : allows each major unit (or part

Reinforced traceability (lot control) : packaging of same

linked to a unit or a vehicle.

Compromise between cost of traceability data and Imprecision

PSA GM Purchasing & Logistic Committee 9

PQRR PQRR PQRR

Business Each targeted part is Business Value:

Part trace Trace Form Approved

PSA GM Purchasing & Logistic Committee 10

• Label Error Proofing Activities: helps to prevent mislabeling issues

PSA GM Purchasing & Logistic Committee 11

Color in the Label:

QUANTITY: MODEL: DATE:

OPERATOR (NAME/ID): LOT NUMBER/TRACEABILITY:

COORDENATOR: PHONE EXTENSION: SHIFT:

1st 2nd 3rd

PSA GM Purchasing & Logistic Committee 12

PSA GM Purchasing & Logistic Committee 13

FIFO Material In All Storage Locations

PSA GM Purchasing & Logistic Committee 14

WITH FIFO: FEW CUSTOMER TO ALERT

WITHOUT FIFO: MANY CUSTOMER TO ALERT

2nd oldest 3 FIFO

9 10 STEP 3 2 FROM DOCK/PRESS

PSA GM Purchasing & Logistic Committee 16

Feed in Feed Out

Blue marked floor Green marked floor

Warning: A stack = F.I.L.O. (First In, Last Out)

PSA GM Purchasing & Logistic Committee 18

The indicator is a plastic cone with a FIFO sticker attached.

PSA GM Purchasing & Logistic Committee 19

The indicator is a simple sign fixed on a wire rope.

PSA GM Purchasing & Logistic Committee 20

• All derivative flows could disturb the FIFO

PSA GM Purchasing & Logistic Committee 21

PSA GM Purchasing & Logistic Committee 22

PSA GM Purchasing & Logistic Committee 23

Theoretical situation (combination of 2 below issues):

How can the suspected range calculated?

CU produced with the batch xyz and reworked

PSA GM Purchasing & Logistic Committee 24

PSA GM Purchasing & Logistic Committee 25

Dilution = real impacted quantity / theoretical impacted quantity

=> Dilution = 40 000 / 50 = 800

PSA GM Purchasing & Logistic Committee 26