A

‘Gift’
for
Quality
Engineers From……
Ahmad Nanniwale
QMS Lead Auditor (IRCA certified)
✉
ahadengineers@gmail.com
We honor Promise 8796879235

AHAD ENGINEERS
Consultancy for:
ISO 9001, IATF 16949, Testing and Calibration
Hadapsar, Pune – 411028, 9545626086
Registered Office:
‘AMAN’ Plot No. 29, S. No. 410/2, Haji Chand Colony,
Lane No.5, Near ‘Khusi Villa 2’, Next to Fatima Masjid,
Miraj - 416410, Dist. – Sangli, Maharashtra, INDIA.

1
 FOREWORD
Mission Statement –

 To make this book as a quick reference of first choice to the Quality Engineers in the engineering
field
 We shall be the organization of first choice to the customers in the consultancy services
 We shall be driven by our commitment to customer satisfaction, through reliable services at
competitive price

Objectives –

 To give the world the best we have

 To give a basic knowledge that one must have

Special Notes –

 We are thankful to one and all who have been helped us in publishing this booklet
 Every care has been taken to ensure that the information given in this book is correct & suitable for
use. In the unlikely event that a problem relating to it is found, suggested revisions are invited &
should be submitted to ahadengineers@gmail.com
 This book and it’s all contents are the property of ‘AHAD ENGINEERS’ and shall not be reproduced
in part or in whole without written permission from us.

Bibliography –

ISO 9001 - Quality management systems - Requirements

1
IATF 16949 - Quality management systems requirements for automotive production
2
ISO 9000 – Quality management systems - Fundamentals and vocabulary
3
ISO 19011 - Guidelines for auditing management systems
4

Second Issue, Nov 2016 r 100

INDEX
2
 Particulars Page No.
Title Page 1
Foreword 2
Index 3
Good Thoughts 4
Formula for Success 8
Short Forms 9
Published Standards 12
Marathi Typing 20
Customer Service 21
Paper Sizes (Trimmed) 21
Diamond 21
General Knowledge 22
States and Capitals 22
Computer Help 23
Height vs. Weight 24
Maharashtra Map 25
Office Exercise to improve health 26
Formulas and Conversions 27
5S 33
Kanban 35
Kaizen 36
Poka Yoke 38
ISO 9001 – QMS requirements 39
IATF 16949 - QMS requirements for Automotive Production 43
ISO 9000 – QMS Fundamentals and vocabulary 77
ISO 19011 - Guidelines for auditing management systems 86
5 Core Tools 92
Seven Quality Tools 113
Important instructions for Surface Plates / Straight Edges 115
SMART Target 116
Calendar 2017 117
Personal Protective Equipment (PPE) 118
Geometric Dimensioning & tolerances 119
Special Characteristics 120

GOOD THOUGHTS
3
 With great knowledge comes great power
 If we do not take care of our customer, somebody else will do
 Excellence is not a skill, It is an attitude
 Winners don't do different things, they do things differently
 Education is not for knowing more, but for behaving differently
 Be not afraid of going slowly, be only afraid of standing still
 There is saying in the united states that customer is King, But in Japan customer is GOD
 It is not important how long you lived, but it is important how you lived
 Ask what is wrong & not who is wrong
 It take months to find a new customer, seconds to lose one
 Be master of the mind rather than be mastered by mind
 If you do not have what you like, you must like what you have
 Know more than others, Work more than others, Expect less than others, you will succeed…
 Prevention is better than cure
 The first and most important step towards success is the feeling that we can succeed
 Fault is in others, this is fault in thinking itself
 Religion Good habits / Duty work – Let us talk of it less, practice more
 Every Sunrise delivers opportunities, while every sunset ask what we did with opportunities,
‘Make the Best TODAY’
 TEAM – Together Everybody Achieves More
 Speed of the leader is the speed of the team
 Well begun is half done
 Better Do Right Things Than Doing Things Right
 Better be alone than in bad company
 Beauty is simply reality, seen with the eyes of love
 A man is great by deeds, not by birth
 An umbrella cannot stop the rain but it still protects you like confidence may not bring success to
you always but it gives courage to face any challenge in your life. Hence be confident in your
thought process and the actions you take in your life.
 Wishing you and your family a fantastic year ahead where Dreams become Reality, Success
Becomes Routine and Happiness becomes a Way of Life.
 Come as a visitor, Return as a friend
 Henceforth actions should speak rather than words (Let actions to speak)
 Actions speak louder than words
 A bad workman quarrels with his tools
 better late than never
 A friend in need is a friend indeed
 A penny saved is a penny gained
 A stich in time saves nine
 Every dog has its day

4
 First come first served
 God helps those who help themselves
 Health is wealth
 No pains, no gains
 Practice makes a man perfect
 To err is human
 Union is strength
 Tit for tat
 Jack of all trades, but master of none
 The empty mind is devil's workshop
 Where there is a will, there is way
 Nothing in this world is to be feared, it has to be understood only
 With money you can buy a house but not a home, A Clock but not time, a bed but not sleep, a
book but not knowledge, see a doctor but not good health, a position but not respect, blood but
not life, sex but not love
 Not everything that is faced can be changed, but nothing can be changed until it is faced
 Lead, Follow or get out of the way
 Together we can, and we will make a difference
 TODAY - The Opportunity to Do Any work, better than Yesterday
 Success is not permanent and failure is not final! SO, never stop working after success and never
stop trying after failure
 Better lose one minute in life, rather than lose life in a minute
 Only those who see invisible can do the impossible
 If you think you can win, you can win. Faith is necessary for victory
 The few who do care are the enemy of the many who only watch
 Give to the world the best you have, and the best will come back to you
 Someone can give knowledge, but skills has to be developed by every individual
 For things to change, I must change
 A few minutes of care is better than hours of repair
 An idea can turn to dust or magic, depending on the talent that rubs against it
 You can’t push anyone up the ladder, unless he is willing to climb himself
 The way to develop self-confidence is to do the things you fear and get a record of successful
experiences behind you
 See Opportunities in Difficulties and NOT Difficulties in Opportunities
 If you want something which you never had before, do something which you have never done
before
 Heavy rains remind us of challenges in life. Never ask for a lighter rain. Just pray for a better
umbrella. That is attitude.
 When flood comes, fish eat ants & when flood recedes, ants eat fish. Only time matters. Just
hold on, God gives opportunity to everyone!

5
 Life is not about finding the right person, but creating the right relationship, it's not how we care
in the beginning, but how much we care till ending.
 Some people always throw stones in your path. It depends on you what you make with them,
Wall or Bridge? Remember you are the architect of your life.
 Every problem has (n+1) solutions, where n is the number of solutions that you have tried and 1
is that you have not tried. That’s life.
 It’s not important to hold all the good cards in life. But it’s important how well you play with the
cards which you hold.
 Often when we lose all hope & think this is the end, God smiles from above and says, `relax dear
it’s just a bend. Not the end. Have Faith and have a successful life.
 One of the basic differences between God and human is, God gives, gives and forgives. But
human gets, gets, gets and forgets. Be thankful in life what you have!
 Only two types of persons are happy in this world. 1st is Mad and 2nd is Child. Be Mad to achieve
what you desire and be a Child to enjoy what you have achieved!
 When you are in the light, everything follows you, but when you enter into the dark, even your
own shadow doesn’t follow you.”
 Coin always makes sound, but the currency notes are always silent. So when your value
increases keep yourself calm silent
 Be creative. Be innovative. Think differently and positively.
 Invite others towards good with wisdom. Live life with no excuse and love with no regrets. When
life gives you a 100 reasons to cry, show life that you have 1000 reasons to smile. Face your past
without regret. Handle your present with confidence. Prepare for the future without fear. Keep
the faith and drop the fear.
 Great men say, "Life has to be an incessant process of repair and reconstruction, of discarding
evil and developing goodness.... In the journey of life, if you want to travel without fear, you
must have the ticket of a good conscience."
 The most beautiful thing is to see a person smiling...
And even more beautiful, knows that you are the reason behind it!!!
 A positive thought is the seed of a positive result
 If you don’t like something, change it. If you can’t change it, change your attitude. Don’t
complain.
 The most significant change in a person’s life is a change of attitude. Right attitudes produce
right actions.
 If you really want to be happy, nobody can stop you
 Whether a glass if half-full or half-empty, depends on the attitude of the person looking at it.
 A positive attitude is not a destination. It is a way of life.
 The difference between a successful person and others is not a lack of knowledge, but rather a
lack of will.
 The positive thinker sees the invisible, feels the intangible, and achieves the impossible
 The man with confidence in himself gains the confidence of others
 A positive attitude is like a magnet for positive results
 Our life is a reflection of our attitudes
6
 Attitude, not aptitude, determines your altitude
 A creative attitude is the fuel of progress and growth
 Either I will find a way, or I will make one
 Forgive others and you will be forgiven
 A professional can do his best work when he does not feel like it. Professional don’t quit, that’s why they
win
 As a professional we need to maintain a proper balance in our life by allocating the time we have. There
are occasions where you have to learn to say No.
 For every minute you are angry, you lose 60 seconds of happiness
 Life is like riding a bicycle. To keep your balance, you must keep moving
 Innovation distinguish between a leader and a follower
 If you want to stand out, don’t be different, be outstanding
 There is nothing noble about being superior to some other man. The true nobility is in being
superior to your previous self.
 When one door of happiness closes, another opens
 Individuals score points, but teams win games
 Just a word can begin a conversation and a conversation can lead you to find solutions to impossibilities
 Accept your past without regret, handle your present with confidence and face your future without fear
 Life is like a riding a bicycle. To keep your balance, you must keep moving.
 Life and time are the world’s best Teachers. Life teaches us to make good use of time. Time teaches us
the value of life.
 Ability – I can do it , Motivation – I will do it, Attitude – I will do it better
 Life is like a flute! It may have many holes and emptiness. But if you work on it carefully, it can play
MAGICAL Melodies!!
 Leaders walk the talk
 A beautiful relationship does not depend upon how good we understand someone, but on how well we
avoid misunderstandings
 One tree makes a million match sticks…, only one match stick needed to burn a million trees…
 Don’t compare yourself with anyone in this world… if you do so, you are insulting yourself
 Do not pray for an easy life, pray for the strength to endure a difficult one
 Never blame anyone in your life. Good people give you happiness. Bad people give you experience. Worst
people give you lesson & best people give you memories.
 No one can go back and change a bad beginning, But anyone can start now and crate a successful
ending…
 If you really want to fly, you need to let go off the things that weigh you down.
 None can destroy iron, But its own rust can! Likewise none can destroy a person, But its own mind set
can! Our thoughts can change our life….
 Speak in such a way that others love to listen to you. Listen in such a way that others love to speak to
you.
 If egg is broken by outside force, life ends! If broken by inside force, life begins! Great things always begin
from inside.
 dusa-yaaMcyaaMt daoYa Aaho , yaa ivacaaratca daoYa Aaho
7
  va@t ikisaka gaulaama nahIM
 90% of accidents can be prevented if suggestions on safety are implemented in time
 mana maoM saurxa,a, kama maoM saurxa,a, tao jaIvana kI haogaI rxaa
 holmaoT Gar pr, Ktra sar pr, jauta gaa^Mva maoM caaoMT paM^Mva
maoM
 kama pr rKao saurxaa ka phra, Gar lao jaayao iKlata huAa^M caohra
 AanaMdmaya AayauYyaacao Kro tM~, saurixatta paLa ha ekmaova
maM~
 gaa^gala, jauta, h^nDglaaovhja phnao, yahI hO saurxaa ko gahnao
 kama calaa} [Mntjaama, duGa-Tnaa kao pOgaama
 Fast driving is smart, safe driving is an art
 Duty pays you, Safety saves you
 Which is good, may not be safe; but which is safe, is always good
 To make your workplace beautiful & cheerful, follow Safety rules they are very useful
 Safe working is prime; unsafe working is a crime
 Safety in action and mind always leaves accident behind
 Accidents are reduced when Safety is introduced
  Power off before you leave
  Urge recycling 
  Print only if absolutely necessary

LET US FOLLOW THE MEETING DISCIPLINE

 START ON TIME
 KEEP MOBILES ON VIBRATING MODE
 STICK TO THE AGENDA
 NO PRIVATE MEETINGS
 NO INTERRUPTIONS OR WALKOUTS
 AGREE TO ACTIONS WITH TARGETS
 FINISH ON TIME
FORMULA FOR SUCCESS
A SMALL TRUTH TO MAKE OUR LIFES 100% SUCCCESSFUL …………………….
IF A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
IS EQUAL TO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
THEN H+A+R+D+W+O+R+K = 8+1+18+4+23+15+18+11 = 98%
8
K+N+O+W+L+E+D+G+E = 11+14+15+23+12+5+4+7+5 = 96%
L+O+V+E = 12+15+22+5 = 54%
L+U+C+K = 12+21+3+11 = 47%
(NONE OF THEM MARKS 100%)
THEN WHAT MAKES 100%
IS IT MONEY ? ……………………. NO !!!!
LEADERSHIP ? ……………………. NO !!!!
EVERY PROBLEM HAS A SOLUTION, ONLY IF WE PERHAPS
CHANGE OUR “ATTITUDE”
IT IS OUR ATTITUDE TOWARDS LIFE & WORK THAT MAKES
OUR LIFE 100% SUCCESSFUL….
A+T+T+I+T+U+D+E = 1+20+20+9+20+21+4+5 = 100%
DON’T YOU THINK SO?!?!?!
SHORT FORMS

Abbr. : Abbreviation
AIAG : Automotive Industry Action Group
AISI : American Iron and Steel Institute
ALU : Arithmetic Logic Unit
AM : Anti Meridian
API : American Petroleum Institute
APQP : Advanced Product Quality Planning
ASCII : American Standard Code for Information Interchange
ASME : American Society of Mechanical Engineers
ASN : Advance Shipment Notification
ASNT : American Society for Non Destructive Testing
ASTM : American Society for Testing & Materials
BBC : British Broadcasting Corporation
BHEL : Bharat Heavy Electrical Ltd.
BIS : Bureau of Indian Standards
BP : Blood Pressure
BSF : Border Security Force
BSI : British Standards Institution
CA : Chartered Accountant
CAD : Computer Aided Design
CAM : Computer Aided Machining
CBI : Central Bureau of Investigation
CFM : Cubic Feet per minute
CIN : Corporate Identification Number
CID : Criminal Investigation Department
CMD : Cubic meter per day
CNG : Compressed Natural Gas

9
CNN : Cable News Network
CPU : Central Processing Unit
CRT : Cathode Ray Tube
DIN : German Standards
DOS : Disk Operating System
DTP : Desk Top Publishing
DVD : Digital Video Disk
ECG : Electro Cardiogram
ERP : Enterprises Resources Planning
EDP : Electronic Data Processing
EN : European Norms
FBI : Federal Bureau of Investigation
FMEA : Failure Mode and Effects Analysis
GMT : Greenwich Mean Time (London)
GST : Goods and service tax
G8D : Global Eight Disciplines
HAL : Hindustan Aeronautics Ltd.
HMT : Hindustan Machine Tools
HP : Horse Power
HSD : High Speed Diesel
IAF : Indian Air Force
IAF : International Accreditation Forum
IAS : Indian Administrative Service
IATF : International Automotive Task Force
ICU : Intensive Care Unit
IEC : International Electro Technical Commission
IFSC : Indian Financial System Code
IPS : Indian Police Service
IRCA : International Register of Certificated Auditors
ISO : International Organization for Standardization
IST : Indian Standard Time (GMT + 5:30)
JIS : Japanese Industrial Standard
LAN : Local Area Network
LCD : Liquid Crystal Display
LC : Letter of credit
LC : Labor charges
LDO : Light Diesel Oil
LED : Light Emitting Devices
LIC : Life Insurance Corporation
LPG : Liquefied Petroleum Gas
MBBS : Bachelor of Medicine, Bachelor of Surgery
MICR : Magnetic Ink Character Recognition
MLA : Member of Legislative Assembly
MLC : Member of Legislative Council
10
MP : Member of Parliament
MS : Master of Surgery
MSA : Measurement System Analysis
MTBF : Mean Time between Failures
MTTR : Mean Time to Repair
NABL : National Accreditation Board for Testing and calibration Laboratories
NCC : National Cadet Core
NDA : National Defense Academy
NDA : Non-Disclosure Agreement
NRI : Nonresident of India
NTPC : National thermal power corporation
OEE : Overall Equipment Efficiency
OEM : Original Equipment Manufacturer
OK : All Correct
ONGC : Oil and Natural Gas Commission
PAN : Permanent Account Number
PF : Provident Fund
Ph D : Doctor of Philosophy
PIN : Postal Index Number
PM : Prime Minister
PPAP : Production Part Approval Process
Psi : Pound per square inch
PWD : Public Works Department
QCI : Quality Council of India
RAF : Rapid Action Force
RAM : Random Access Memory
RBI : Reserve Bank of India
RFQ : Request for Quote
ROM : Read Only Memory
RTGS : Real Time Gross Settlement
SAE : Society of Automotive Engineers
SAT : System Accuracy test
SMPS : Switch Mode Power Supply
SPC : Statistical Process Control
SQC : Statistical Quality Control
SWL : Safe working load
TC : Technical Committee
TUS : Temperature Uniformity Survey
UK : United Kingdom
UN : United Nations
UPSC : Union Public Service Commission
VGA : Video Graphics Adaptor
VIP : Very Important Person
VP : Vice President
11
 WC : Water Closet
WHO : World Health Organization
WWW : World Wide Web

PUBLISHED STANDARDS

Sr.
Description Standard Number
No.
1 Quality management systems - Fundamentals and vocabulary ISO : 9000
2 Quality management systems - Requirements ISO : 9001
Quality management systems - Guidelines for performance
IS/ISO : 9004
3 improvements
Quality management systems - Requirements for automotive
IATF : 16949
4 production
5 Environmental management systems - Requirements ISO : 14001
Occupational health and safety management systems -
ISO 45001
6 Requirements
7 Guidelines for auditing management systems ISO : 19011
Requirements for bodies providing audit and certification of
ISO/IEC : 17021
8 management systems
General requirements for the competence of testing & calibration
IS/ISO/IEC : 17025
9 laboratories
10 American National Standard for Calibration ANSI Z540.3
11 Advanced Product Quality Planning and Control Plan           APQP
12 Potential Failure Mode and Effects Analysis FMEA
13 Production Part Approval Process             PPAP
14 Measurement System Analysis MSA
15 Statistical process control SPC
Specification for Quality Management System Requirements for
Manufacturing Organizations for the Petroleum and Natural Gas API Spec. Q1
16 Industry
Closed Die Shaped Forgings for Use in the Petroleum and Natural
Gas API Spec. 20C
17 Industry
Open Die Shaped Forgings for Use in the Petroleum and Natural
Gas API Spec. 20B
18 Industry
12
 Standard Test Methods for Pitting and Crevice Corrosion Resistance
of stainless steels and related alloys by use of ferric chloride ASTM G 48
19 Solution
Dimensional tolerances for steel drop and press forgings and for
BS 4114
20 upset forgings made on horizontal forging machines
Quality Standard for steel castings for valves, flanges, fittings, and
ANSI/MSS SP-55
21 other piping components
Wrought steel for mechanical and allied engineering Purposes (Part
BS 970 (Part 3)
22 3 - Bright bars for general engineering Purposes)
Hot rolled products of structural steels - Part 2: Technical delivery
BS EN 10025-2
23 conditions for non-alloy structural steels
Hot rolled products of structural steels - Part 3: Technical delivery
conditions for normalized/ normalized rolled weldable fine grain BS EN 10025-3
24 structural steels
Steels for quenching and tempering - Part 1: Technical delivery
DIN EN 10083-1
25 conditions for special steels
Steels for quenching and tempering - Part 2: Technical delivery
DIN EN 10083-2
26 conditions for non-alloy steels
Steel die forgings - Tolerances on dimensions Part1- Drop and
DIN EN 10243-1
27 vertical press forgings
Schedules for wrought steels Part 5 - Stainless & Heat resisting
IS : 1570 (Part 5)
28 steels
Schedules for wrought steels Part I - Steels specified by tensile
IS : 1570 (Part I)
29 and /or yield properties
30 Iron castings with spheroidal or nodular graphite specification IS : 1865
Glossary of terms relating to iron and steel Part I - General
IS : 1956 (Part I)
31 Metallurgy, HT and Testing
32 Glossary of terms relating to iron and steel Part II - Steel Making IS : 1956 (Part II)
Glossary of terms relating to iron and steel Part IV - Steel sheet &
IS : 1956 (Part IV)
33 Strip
Carbon steel forgings for general engineering purposes -
IS : 2004
34 Specification
35 Tolerances for closed die steel forgings IS : 3469 (Part I-III)
36 Flame and induction hardening steel spec. IS : 3930
37 Steels for Hardening and tempering-Specifications IS : 5517
Specification for spring dowel sleeves (light and heavy patterns) for
IS : 5988
38 use in foundries
Standard test methods for determining the inclusion content of
ASTM E 45
39 steel
Steel - Determination of content of nonmetallic inclusions -
IS : 4163
40 Micrographic method using standard diagrams
Macroscopic methods for determination of nonmetallic inclusion
IS : 10138 (Part 1)
41 content in wrought steels Part I - Blue fracture test method
Macroscopic methods for determination of nonmetallic inclusion
IS : 10138 (Part 2)
42 content in wrought steels Part 2 - Step machined test method
Standard method of macro etch testing steel bars, billets, blooms
ASTM E 381
43 and forgings
44 Standard test methods for determining average grain size ASTM E 112
13
45 Steels - Micrographic determination of the apparent grain size IS : 4748
Standard test methods and definitions for mechanical testing of
ASTM A 370
46 steel products
Standard test methods for notched bar impact testing of metallic
ASTM E 23
47 materials
48 Standard Test Method for Tension Testing of Metallic Materials ASTM E 8/E8M
49 Method for IZOD impact test of metals IS : 1598
50 Metallic Materials - Tensile testing at ambient temperature IS : 1608
51 Method for charpy impact test (V notch) on metallic materials IS : 1757
Nondestructive testing - Qualification and certification of NDT
DIN EN 473
52 personnel - General principles
ASTM A
Standard practice for ultrasonic examination of steel forgings
53 388/A388M
Recommended practice for straight beam ultrasonic testing of Steel
IS : 4225
54 plates
Code of practice for ultrasonic pulse echo testing by contact &
IS : 3664
55 immersion method
Calibration blocks for use in ultrasonic non-destructive testing -
IS : 4904
56 Spec
Code of practice for Ultrasonic flaw detection of ferritic steel
IS : 8791
57 forgings
58 Standard Guide for magnetic particle examination ASTM E 709
59 Code of practice for magnetic particle flaw detection IS : 3703
60 Standard practice for penetrant examination ASTM E 165
61 Industrial Radiographic Testing - Code of practice IS : 2595
62 Standard test method for brinell hardness of metallic materials ASTM E 10
63 Method for Brinell Hardness Test for Metallic Materials IS : 1500
64 Method for Brinell hardness test for Grey cast iron IS : 1789
65 Method for verification of brinell hardness testing machines IS : 2281
66 Standard test method for rockwell hardness of metallic materials ASTM E 18
67 Method for Rockwell hardness test for Metallic materials IS : 1586
Hard metals - Rockwell hardness Test - Scale A (Part 1 - Test
IS : 5652 (Part1)
68 method)
Standard test methods for indentation hardness of metallic
ASTM E 110
69 materials by portable hardness testers
Standard hardness conversion tables for metals Relationship
among brinell hardness, vickers hardness, Rockwell hardness, ASTM E 140
70 superficial hardness, knop hardness, and scleroscope hardness
71 Hardness conversion tables for metallic materials IS : 4258
72 Method for End Quench Test for hardenability of steel IS : 3848
73 Method for Macrostreak Flaw Test for steel IS : 4075
74 Method for bend test IS : 1599
Determination of resistance to intergranular corrosion of stainless
ISO : 3651-2
75 steels
76 Roughness Comparison specimens IS : 4290
Standard Test Method for Atomic Emission Vacuum Spectrometric
ASTM E 1086
77 Analysis of Stainless Steel by point to plane Excitation Technique

14
 Standard practice for using significant digits in test data to
ASTM E 29
78 determine conformance with specifications
Standard Test Method for Atomic Emission Vacuum Spectrometric
ASTM E 415
79 Analysis of carbon and Low alloy steel
Standard Test Method for Determining Volume fraction by
ASTM E 562
80 systematic manual point count
Standard Practice for verification and classification of Extensometer
ASTM E 83
81 systems
82 Specification for Rubber Gaskets IS : 11149
83 Clamping studs for machine tools IS : 13178
Hexagon head bolts, screws and nuts of product grades a & b
IS : 1364 ( PART 1 )
84 hexagon head bolts
Hexagon head bolts screws and nuts of product grades a & b
IS : 1364(PART 2)
85 hexagon head screws
Hexagon head bolts screws and nuts of product grades a & b
IS : 1364 ( PART 3 )
86 hexagon nuts
87 Slotted head countersunk screw IS : 1365
88 Slotted cheese head screw IS : 1366
Mechanical properties of fasteners made of Carbon steel & Alloy
IS : 1367
89 steel
Technical supply conditions for threaded steel fasteners (part-8)
IS : 1367 (PART-8)
90 mechanical & performance properties
91 General requirements for Bolts, Screws & Studs IS : 1367 - part 1
Hexagon thin nuts (chamfered) with metric fine pitch thread
IS : 13724
92 product grades a & b
93 Gasket & packing’s- Composition Cork- Specifications IS : 14538 (part 1,2)
94 Plain washers IS : 2016
95 Parallel keys and keyways IS : 2048
96 Hexagon socket head cap screws IS : 2269
97 Specifications for Cylindrical pins -Unhardened IS : 2393
98 Cast iron angle plates IS : 2554
99 Specification for quenching oil IS : 2664
10
Fasteners single coil rectangular section spring lock washers spec. IS : 3063
0
10
Specification for Circlips for Shafts IS : 3075 - part 1
1
10
Specification for Circlips for Bores IS : 3075 - part 2
2
10 Dimensions for Screw Threads for Bolt and Nuts (Diameter range
IS : 3139
3 M42-M150)
10
Ext., Internal threaded Taper pins IS : 3524
4
10
Gears - Cylindrical gears - Accuracies IS : 3681
5
10
Rolling bearings - static load ratings IS : 3823
6
10
Rolling bearing dynamic load rating and rating life IS : 3824
7
15
10
Specification for grease nipple part - ii conical head grease nipples IS : 4009 - PART II
8
10
Firm joint dividers IS : 4019
9
11
Spring calipers IS : 4052
0
11
Specification for steel for Spring washers IS : 4072
1
11
Spring dividers IS : 4083
2
11
Firm Joint Inside and outside calipers IS : 4189
3
11
General purpose rubber water hose IS : 444
4
11
Spec. For steel wire for mechanical springs IS : 4454 ( PART 1 )
5
11
Rubber air hose IS : 446
6
11
Welded V- blocks IS : 4492
7
11
Block squares IS : 4563
8
11
M.S. Worm drive hose clips clamp IS : 4762
9
12
Gauge For wire diameters IS : 5049
0
12
Rotary shaft Lip type Oil seal-Nominal dimensions & Tolerances IS : 5129 - part 1
1
12
Rotary shaft Lip type Oil seal- Performance test procedures IS : 5129 - part 4
2
12
Rotary shaft Lip type Oil seal- Identification of visual imperfections IS : 5129 - part 5
3
12
Camel Back type straight edge IS : 5268
4
12
General requirements for Plain washers & Lock washers IS : 5369
5
12
Plain Washers IS : 5370
6
12
Hexagon socket head set screws IS : 6094
7
12
Specification for thin Parallel keys & keyways IS : 6167
8
12
Cast iron box angle plates IS : 6232
9
13
Spring collets IS : 6238
0
13
Specifications for jig bushes headed and headless jig bushes IS : 666 ( PART I )
1
13 Specifications for jig bushes renewable drill bushes IS : 666 ( PART II )

16
2
13
Specifications for Taper pins IS : 6688
3
13
Cylindrical pins -Hardened steel & Martensitic S. S. IS : 6689
4
13
Specifications for Lock nuts, Narrow series & Lock washers IS : 6731
5
13 Fasteners- Spring lock washers for screws with cylindrical heads-
IS : 6735
6 Specifications
13
Fasteners -CSK head screws with Hexagon socket-Specifications IS : 6761
7
13
Dimensions for O-rings & Grooves for vacuum flanges IS : 6838
8
13
Cylindrical square IS : 6952
9
14
Sleroscope h.t. machine IS : 7172
0
14
Specifications for cross recessed CSK head screws IS : 7485
1
14
Gears - Cylindrical gears - Accuracies - Method of Inspection IS : 7504
2
14
Method for Sealability test for Gasket materials IS : 7714
3
14
Specifications for Copper alloy Gate, Globe & Check valves IS : 778
4
14
Domed cap nut IS : 7790
5
14
Helical compression springs- Design & calculations IS : 7906 - part 1
6
14
Helical compression springs- Specifications IS : 7906 - part 2
7
14
Helical compression springs- Data sheet IS : 7906 - part 3
8
14
Specification for General purpose Ball valves IS : 9890
9
15 Specification for temporary corrosion preventive fluid, soft film,
IS : 1154
0 solvent deposited, water displacing
15
Electroplated coatings of Hard chromium for Engineering purposes IS : 1337
1
15
Electro less Nickel - Phosphorus coatings IS : 13677
2
15
Water fittings-Copper alloy Float valves (Horizontal plunger type) IS : 1703
3
15
Methods for testing Anodic coatings on Aluminium & its alloys\ IS : 5523
4
15
Code of practice for phosphating of Iron & Steel IS : 6005
5
15
ISO general purpose metric screw threads tolerances IS : 14962 ( PART 2 )
6

17
15
ISO general purpose metric screw threads tolerances IS : 14962 ( PART 3 )
7
15
ISO general purpose metric screw threads tolerances IS : 14962 ( PART 4 )
8
15
ISO general purpose metric screw threads tolerances IS : 14962 ( PART 5 )
9
16
Live working- Guidelines for Quality Assurance Plan IS : 14994
0
16 General tolerances for dimensions and form and position part I –
IS : 2102 ( Part I )
1 general tolerances for linear and angular dimensions
16
Allowable deviations for Untolerenced dimensions IS : 2102 Part II
2
16
Dimensions for External Interference Threads IS : 2186
3
16
Dimension for center holes IS : 2473
4
16
Sampling inspection procedures IS : 2500 ( Part II )
5
16
Sampling inspection procedures IS : 2500 ( Part III )
6
16 Sampling procedure for inspection by attributes Part 1 - AQL for lot
IS : 2500 (Part 1)
7 by lot inspection
16
Dimensions for threaded center holes IS : 2540
8
16
Guide for the selection of Fits IS : 2709
9
17
Specification for bitumen mastic for use in water proofing of roofs IS : 3037
0
17
Assessment of Surface roughness IS : 3073
1
17
Dimension for relief grooves IS : 3428
2
17 Methods for SQC during production-Guidelines for selection of
IS : 397 - part 1
3 Control charts
17
Methods for SQC during production- Control charts for attributes IS : 397 - part 2
4
17 Methods for SQC during production-Special control charts by
IS : 397 - part 3
5 variables
17
Methods for SQC during production-Master control systems IS : 397 - part 4
6
17
ISO Metric screw threads -Basic & design profiles IS : 4218 - part 1
7
17 ISO General purpose Metric screw threads -Basic dimensions for
IS : 4218 - part 3
8 design profiles
17 Limits of sizes for commercial bolts and nuts (Diameter range 1 to
IS : 4218 – part 5
9 39)
18
ISO General purpose Metric screw threads -Tolerancing System IS : 4218 - part4
0
18 Pitch diameter combinations IS : 4218 (Part II)
18
1
18
Test Chart for Capstan and Turret lathes IS : 4537
2
Geometrical tolerancing on Technical drawings Part I - Tolerancing
18 of form, orientation, location & run out and geometrical definitions IS : 8000 (Part 1)
3 appropriate
18 Geometrical tolerancing on Technical drawings Part 2 - Maximum
IS : 8000 (Part 2)
4 Material Principles
18 Geometrical tolerancing on Technical drawings Part 3 -
IS : 8000 (Part 3)
5 Dimensioning & tolerancing of profiles
18 Geometrical tolerancing on Technical drawings Part 4 - Practical
IS : 8000 (Part 4)
6 examples of indications on drawings
18
Deviations for untoleranced dimensions of SGI castings IS : 8350
7
18
General Terms in Dimensional Metrology IS : 8378
8
18
ISO system of limits and fits IS : 919 (Part 1)
9
19
ISO system of limits and fits IS : 919 (Part 2)
0
19
Specification for Polyethylene floats for Float valves IS : 9762
1
19 International standard general tolerances for linear, angular and
ISO : 2768
2 radial dimensions
19 Sampling procedure for inspection by attributes Part 1 - AQL for lot
ISO : 2859-1
3 by lot inspection
19 Specification for hexagon handles for plain and threaded plug
IS : 5388
4 gauges
19 Measurement management system - requirements for
IS / ISO : 10012
5 measurement processes & measuring equipment
19
Surface roughness profile method IS : 10707
6
19
Cylindrical measuring pins IS : 11103
7
19
Dial, scale, index IS : 11222
8
19
Specification for lever type dial gauges IS : 11498
9
20
Measuring tape IS : 1270
0
20
Quality assurance requirements for measuring equipment IS : 14012 ( PART 1 )
1
20
Metric steel scale IS : 1481
2
20
Specification for plunger type dial gauges IS : 2092
3
20
Engineer’s square IS : 2103
4
20 Steel straight edges IS : 2220
19
5
20
Plug and Ring Gauges for self-holding tapers IS : 2251
6
20 Engineering metrology - measuring equipment – cast iron surface
IS : 2285
7 plates - specification
20
ISO General purpose Metric screw threads -Gauges & gauging IS : 2334
8
20
Specification for vernier height gauges IS : 2921
9
21 Engineering metrology - plain v-blocks for inspection purposes -
IS : 2949
0 specification
21
Internal micrometer IS : 2966
1
21
Specification for external micrometers IS : 2967
2
21
Specification for slip gauges IS : 2984
3
21
Feeler Gauge (0.03mm - 1mm) IS : 3179
4
21
Tolerances for Plain Limit Gauges IS : 3455
5
21
Specification for 'go' and 'no go' snap gauges IS : 3477
6
21
Plain plug gauges IS : 3484
7
21 Specification for Plain And Master Setting Ring Gauges (Size 1to
IS : 3485
8 315mm )
21
Toolmaker's Flats and High Precision Surface Plates IS : 3510
9
22
Toolmaker's straight Edges IS : 3512
0
22
Specification for Vernier Calipers (L.C.-0.1&0.05mm) IS : 3651 ( Part I )
1
22
Specification for Vernier Calipers (L.C.-0.02mm) IS : 3651 ( Part II )
2
22
Strip Feeler Gauges for electrical purposes IS : 4210
3
22 Thread Pitch gauges for ISO metric Screw Threads (Pitch Range 0.25
IS : 4211
4 to 6 mm)
22
Vernier depth gauge IS : 4213
5
22
Mechanical bevel protractor IS : 4239
6
22
Engineer’s parallels IS : 4241
7
22
Precision rollers IS : 4349
8
22 Engineering metrology - precision equipment – slip gauge
IS : 4440
9 accessories

20
23
Plate snap gauges IS : 4583
0
23
Universal and Elongated Type V-Blocks IS : 4960
1
23
Radius gauge IS : 5273
2
23
Sine bars IS : 5359
3
23
Optical flats IS : 5440
4
23
Spirit level IS : 5706
5
23
Optical bevel protractor IS : 5812
6
23
Single angle sine table IS : 5939
7
23
Compound angle sine table IS : 5943
8
23
Sine center IS : 5979
9
24
Bench center IS : 5980
0
24
Plain plug gauge IS : 6137
1
24
Prismatic angle gauges IS : 6231
2
24
Gauging members for plain plug gauges IS : 6246
3
24
Length bars IS : 7014
4
24
Assembly and identification of plug gauges IS : 7018 Part III
5
24
Torque wrench IS : 7268
6
24
Granite surface plate IS : 7327
7
24 General requirements for engineer's comparators with stand part I
IS : 7599 (Part1)
8 - engineer's comparators
24 General requirements for engineer's comparators with stand part II
IS : 7599 (Part2)
9 –comparator stand
25
Plain Adjustable snap gauge IS : 7606
0
25 Gauge allowance & manufacturing tolerances for plain gauges for
IS : 7859
1 inside measurement
25 Gauge allowance & manufacturing tolerances for plain gauges for
IS : 7876
2 outside measurement
25
Gauges Single Ended Progressive type IS : 8023
3
25 Plug and Ring Gauges for self-release IS : 9475
21
 4
25
Measuring Instruments - Micrometer heads IS : 9483
5
25
Taper Plug and ring gauges IS : 9529
6
25
Thread ring gauge IS : 9610
7
25
Thread plug gauge IS : 9631
8

Note: for validity of standards, please confirm with agencies providing update services

Note: If you do not have Shivaji 01 and Rupee font in your PC, Pl. ask for the same from us

MARATHI TYPING ( FONT – SHIVAJI 01)

q q Q Q ` `
w w W W ~ ~
e e E E @ @
r r R R / /
t t T T $ $
y y Y Y X X
u u U U ^ ^
22
 i i I I & &
o o O O < <
p p P P > >
a a A A - -
s s S S _ _
d d D D + +
f f F F [ [
g g G G ] ]
h h H H { {
j j J J } }
k k K K \ \
l l L L = =
z z Z Z : :
c c C C ? ?
v v V V x x
b b B B # #
n n N N ( (
m m M M * *
CUSTOMER SERVICE
A Customer is the most important visitor on our premises
He is not dependent on us, we are dependent on him.
He is not an interruption on our work, He is the purpose of it.
He is not an outsider on our business, He is part of it.
We are not doing him a favor serving him,

He is doing us a favor by giving us the opportunity to do so “

Mahatma Gandhi
“Customer Service is identifying and effectively & efficiently meeting customer expectations, obvious and
hidden”
23
Customers - Pay our salary, our….future

PAPER SIZES
A3 297 X 420 mm
A4 210 X 297 mm / 8.27” x 11.69”
A5 148 X 210 mm
Executive 7.25” x 10.5”
Letter 8.5” x 11”
Legal 8.5” x 14”

* DIAMOND *
WE NEVER
COMPROMISED ON
ANYTHING BELOW
THE BEST, AND
THAT’S THE ONLY
QUALITY MEASURE
WE FOLLOW
GENERAL KNOWLEDGE
 State best person prize – Maharashtra Bhusan puraskar
 Nation prize – Bharatratna Puraaskar ( India’s best person)
 International best person prize – Noble puraskar
 Oscar prize – International film line , USA
 Nation song – Jan Gan Man
 Nation Flower – Lotus
 Nation animal – Tiger
 Nation bird – Peacock
 King of fruit – Mango
 Game – Hockey
 Language – Hindi
 Human temp. – 36.9 °c normal • Pulse – 72 nos. per minute
 www.bareactsonline.com – Govt. updated rules

24
  Orange for friendship
 White for peace
 Green for growth
 ACCEPTED MATERIAL – Green Colour Tag
 REJECTED MATARIAL – Red Colour Tag
 HOLD MATRIAL – Yellow Colour Tag
 REWORKED MATERIAL – Orange Colour Tag

Sr. No. State / Territory Capital Main Cities

1 Jammu & Kashmir Sri Nagar
2 New Delhi
3 Punjab Chandigarh Amritsar,Ludhiana,Jalandhar
4 Himachal Pradesh Shimla
5 Rajashtan Jaipur Bikaner,Jodhpur
6 Uttaranchal Dehradun Nainital,Rudrapur,Haridwar,Pantanagar
7 Bihar Patna
8 Haryana Chandigarh Gurgaon,Faridabad,Panchkula,Rewari,Rothak,Bawal
9 Nepal Kathmandu
10 Madhay Pradesh Bhopal Indore,Jabalpur,Gwalior,Dhar,Dewas
11 Gujrat Gandhinagar Ahmedabad,Surat,Rajkot,Vadodara,Daman
12 Chhattisgarh Raipur
13 Uttar Pradesh Lucknow Agra,Merut,Mathura,Barelly,Kanpur,Gorakhpur,Aligarh,Varanasi,Al
lahabad,Sharanpur,Azamgarh,Noida
14 Orissa Bhubaneshwar
15 West Bengal Kolkata Howrah,Haldia
16 Jharkhand Ranchi Jamshedpur
17 Maharashtra Mumbai Pune,Sangli, Aurangabad, Kolhapur, Ahmednagar, Nagpur, Jalgaon,
Solapur, Nashik,Satara
18 Kerala Thiruvanthapurum Ernakulum,Kochin,Kolam
19 Karnataka Bangaluru Hubli, Belgaum, Mangalore, Mysore,Gokak
20 Goa Panji Mapsa,Vasco
21 Andhra Pradesh Hyderabad Guntkal,Secundrabad,Kakinada,Vijaywada,Vishakhapatnam
22 Tamil Nadu Chennai Coimbatore,Pondicherry,Ooty,Vellore,Salem,Kannyakumari

COMPUTER HELP / SHORT KEYS

WINKWEY + D Desktop Explorer Alt + 0131 ƒ
WINKWEY + E Explorer Alt + → Open folder Alt + 0149 •
WINKWEY + F Search/find Alt + ← back Alt + 0153 ™(Trademark)
WINKWEY + R Run Alt + F File Menu Alt + 0162 ¢
WINKWEY + L Lock Alt + E Edit Alt + 0163 £ (Pound)
Switch between
Outlook Alt + Tab open application Alt + 0169 ©(copyright)
Ctrl + shift + I Inbox Alt + F4 Close Alt + 0174 ® (registered)
Ctrl + shift + o Outbox Alt + Enter Properties Alt + 0176 ° (Degree)
Ctrl + shift + c new contact F1 Help Alt + 0177 ±
F9 Send/receive all F2 Rename Alt + 0178 ²
Ctrl + N New mail F5 Refresh Alt + 0179 ³
Alt + S Send mail F7 Spell check Alt + 0181 µ
25
Alt + R Reply F12 Save as Alt + 0188 ¼
Alt + L Reply to all Ctrl + S Save Alt + 0189 ½
Alt + W Forward Ctrl + Alt + Del Reboot Alt + 0190 ¾
Word Shift + Del Delete permanent Alt + 0215 ×
Delete one word to optional files
Crt + Del right
Ctrl select in folder Alt + 0216 Ø
Delete one word ctrl + mouse
Crt + Backspace
to Left scroll zoom Alt + 0247 ÷
Shift + F3 Change case MS OFFICE Webdings g 
Repeat last
F4 
action Ctrl + A Select All Webdings c
Alt + Shift + D Insert date Ctrl + X Cut Webdings = 
Alt + Shift + T Insert time Ctrl + C Copy Webdings 
Excel Ctrl + V Paste Wingdings 
Bold
F2 Edit cell Ctrl + B Highlighted Dollar $
F5 Go to cell Ctrl + N Open New Rupees r
Ctrl + ; Insert date Ctrl + O Open options Euro €
Ctrl + Shift + ; Insert time Ctrl + P Print window Yen ¥
Sum of above Care of ℅
Alt + = cells Ctrl + F Find Box
Alt + Enter Wrap Text Ctrl + I Italic
Ctrl + D Copy above cell Ctrl + K Insert Link
value from other
= cell Ctrl + U Underline
value from other
=Sheet Name!Cell No.
sheet cell Ctrl + Z Undo last action
=’Drive Name:\Folder value from
Name\[File
Name.xlsx]Sheet
other file sheet Redo last
Name!Cell No. cell Ctrl + Y action
Move one word to
=TODAY() Today’s date Ctrl + → right
=sum(cellno:cellno Move one word to
sum
) Ctrl + ← Left
To show Move cursor to
‘Number
complete no. Ctrl + Home beginning
Move cursor to
Ctrl + End end
HEIGHT V/S WEIGHT

26
 PIPELINE COLOUR CODES
Sr. No. Description Colour Code
1 Water Sea Green
2 Steam Aluminium
3 Oil, Liquids Light Brown
4 Air Sky Blue
5 Gases Yellow
6 Other Black

MAHARASHTRA MAP

27
OFFICE EXERCISE TO IMPROVE HEALTH

28
FORMULAS AND COVERSIONS

29
 VALUE EXPONENT SYMBOL PREFIX
1 000 000 000 000 1012 T Tera
1 000 000 000 109 G Giga (Billion)
1 000 000 106 M Mega (Million)
1 000 103 k kilo
0.001 10-3 m milli
0.000 001 10-6 μ micro
0.000 000 001 10-9 n nano
DISTANCE
1M = 100 cm = 1000 mm
1 in. = 25.4 mm
1 ft = 12 inch (1’ = 12 ”)
1 mile = 1.61 km
1 M = 3.28 ft
Area
1 acre = 43,560 sq.ft.
1 Gunta = 1000 sq. ft.
Volume
1 m3 = 1000 litres
1 U.S.gal = 3.785 litres
Water : 1 TMC = 109 cu.ft.
Mass and Weight
1000 kg = 1 Metric Tonne
1 tola = 10 gms.
1 pound (lbs) = 0.45 Kg
1Kg = 10N
Temperature
°F = 9/5°C + 32
Pressure - force per unit area
1 bar = 1 kg/cm2
1 bar = 14.5 psi
1 Pa = 1 N/m2
At sea level atmospheric pressure equals 14.7 psi
Power - the rate of doing work
1 H. P. = 746 watts
Density = mass / volume

Second 1 s
Minute 1 m = 60 s
Hour 1 h = 60 m

Second 1”
Minute 1’ = 60”

Degree 1° = 60’
1° = π / 180 rad
180° = π rad

RELATIVE DENSITY (SPECIFIC GRAVITY) OF VARIOUS SUBSTANCES

30
Aluminum...................2.56
Silver.........................10.57
Glass (crown)..............2.5
Gold..........................19.3
Iron (cast)....................7.21
Iron (wrought)............7.78
Greek Alphabet
Alpha α
Beta β
Kappa κ
Sigma Σ, σ
Gamma γ
Delta Δ
Mu μ
Theta θ
Pi π
Omega Ω
MATHEMATICAL FORMULAE
(x + y)2 = x2 + 2xy + y2
(x - y)2 = x2 - 2xy + y2
(x + y)3 = x3 + 3x2y + 3xy2 + y3
(x - y)3 = x3 - 3x2y + 3xy2 - y3
X2 - y2 = (x - y) (x + y)
x3 + y3 = (x + y) (x2 - xy + y2)
x3 - y3 = (x - y) (x2 + xy + y2)
4-(-3) = 7, (-4)(-3) = 12, axa= a2, axaxa=a3, axb=ab, (ab)2=a2b2
Quadratic Equation
−b ± √ b2−4 ac
If ax2 + bx + c = 0, Then x=
2a

31
32
33
Scalar - a property described by a magnitude only

Vector - a property described by a magnitude and a direction

Velocity (Speed) – displacement / time

Acceleration – change in velocity / time

Work - product of a force and the displacement Nm

Energy - ability to do work

Kinetic Energy - Energy due to motion

Potential Energy - Energy due to position in a force field, such as gravity

Electrical Energy 1 kWh = 3600 kJ

34
Ohm's Law
E = IR
Where I = current (amperes)
E = electromotive force (volts)
R = resistance (ohms)

ION NAMES
Ag+ silver
Al3+ aluminum
Au+ gold
Ca2+ calcium
Co2+ cobalt
Cr2+ chromium
Cu+ copper
Fe + iron
K+ potassium
Li+ lithium
Mg+ magnesium
Na+ sodium
Zn+ zinc
NH4+ ammonium
NO2- nitrite
NO3- nitrate

35
 5 S (Japanese Words)
Definition: A Japanese invention to make work place smooth, disciplined, clean & impressive

S1 – (Seiri) Sort Out: Removal of unnecessary ones

S2 – (Seiton) Systematic Arrangement: Setting of necessary ones for Quick retrieval

S3 – (Seiso) Shine: Daily cleaning of work place

S4 – (Seiketsu) Standardization: Implementation of visual concepts

[Visualizing: A process to reminding the person any required thing which he/she may forget]

What are achievement of What is this thing

objective

What is contact no of the person What is happening

Who is best achiever Let visual What is pending

clue tell you

What precautions to take Where to walk

Where to take precautions Where to store

Now where to go to reach at Who is responsible for

desired place what

One minute call Only one format instead

of many

One hour meeting One person can do

multiple things

One copy file One is best One board of planning

principle in gives what to do today
office

One day work One place for storing files,

Tools

S5 – (Shitsuke) Self Discipline: To do the work the way it has to be done

36
Application Areas:

 Service Sectors

 Manufacturing Units

 Office

Advantages :  

 Good House Keeping (means for each and everything there should be place and things are lying at
that place) & beyond
 Good Manufacturing Practices
 Good Service Practices
 Work Place Management
 Removal of Unwanted Things & Wastage Reduction
 To adopt standard practices for sustenance
 It is not an action, it is a habit
 It is not an audit, it is an attitude
 Begins inside work place, & then works its way to output
 + Adds Self Confidence
 – Subtracts pain
 X Multiplies Productivity
 / Divides Pleasure
 Inculcates safety
 It is work culture, adopt it
 Practice 5-S & forget missing things
 Excellent time saving
 Less accidents
 Less breakdowns
 Improved delivery performance
 Outstanding look of work place
 Reduced paper work

37
 KANBAN
 An Inventory control system for tracking the flow of in-process materials through the various
operations of a just-in-time production process
 KANBAN means “card you can see” or “ticket” in Japanese
 It is a visual signal that’s used to trigger an action
 Toyota introduced and refined the use of KANBAN in a relay system to standardize the flow of parts
in their production lines
 It was one of several tools Toyota developed to ensure that inventory was based on actual customer
orders rather than managerial forecasts.
 It starts with the customer’s order and follows production downstream
 Because all requests for parts are pulled from the order, It is sometimes referred to as a "pull"
system
 It is a card with an inventory number that’s attached to a part
 Right before the part is installed, the card is detached and sent up the supply chain as a request for
another part
 A part is only manufactured (or ordered) if there is a KANBAN card for it
 KANBAN cards, which may be multicolored based on priority, are stored in a bin or container that
holds the items. They describe the parts, supplier and quantity. When the bin is emptied, the
KANBAN is used to order more.
 A two-card KANBAN system uses "move" cards to relocate items from one workplace to another
and "production" cards to replace the material when it is used or sold.

There are six generally accepted rules for KANBAN:

1) Downstream processes may only withdraw items in the precise amounts specified on the KANBAN

2) Upstream processes may only send items downstream in the precise amounts and sequences specified

by the KANBAN

3) No items are made or moved without a KANBAN

4) A KANBAN must accompany each item at all times

5) Defects and incorrect amounts are never sent to the next downstream process

6) The number of KANBANS should be monitored carefully to reveal problems and opportunities for

improvement

38
 KAIZEN
 A system of “continuous ongoing Improvement"-- slow, incremental but constant in quality,
technology, processes, company culture, productivity, safety and leadership

Large scale improvement is attractive. The risks and difficulties work against large-scale
improvements

Small-scale improvements are easier and faster. The risks are low

 It was created in Japan following World War II

 It comes from the Japanese words ("kai") which means "change" or "to correct" and ("zen") which
means "good"
 It is a system that involves every employee - from upper management to the cleaning crew.
Everyone is encouraged to come up with small improvement suggestions on a regular basis.
 This is not a once a month or once a year activity. It is continuous.
 In most cases these are not ideas for major changes.
 It is based on making little changes on a regular basis: always improving productivity, safety and
effectiveness while reducing waste.
 Suggestions are not limited to a specific area such as production or marketing.
 It is based on making changes anywhere that improvements can be made. The Kaizen philosophy is
to "do it better, make it better, and improve it even if it isn't broken, because if we don't, we can't
compete with those who do."
 It is a system of improvement that includes both home and business life. It even includes social
activities. It is a concept that is applied in every aspect of a person's life.
 Quality circles, automation, suggestion systems, just-in-time delivery, KANBAN and 5S are all
included within the Kaizen system of running a business
 Kaizen involves setting standards and then continually improving those standards. To support the
higher standards Kaizen also involves providing the training, materials and supervision that is
needed for employees to achieve the higher standards and maintain their ability to meet those
standards on an on-going basis.

 In contrast to the usual emphasis on revolutionary, innovative change on an occasional basis,

Kaizen looks for uninterrupted, ongoing incremental change. In other words, there is always room
for improvement and continuously trying to become better.

39
 Adaptation of the Kaizen concept also requires changes in "the heart of the business", corporate
culture and structure, since Kaizen enables companies to translate the corporate vision in every
aspect of a company's operational practice. 
 Kaizen can be implemented in corporations by improving every aspect of a business process in a
step by step approach, while gradually developing employee skills through training education and
increased involvement.
 The principle in Kaizen implementation are:

1. human resources are the most important company asset,

2. processes must evolve by gradual improvement rather than radical changes,
3. Improvement must be based on statistical/quantitative evaluation of process performance.

 Management as well as workers need to believe in the Kaizen idea and strive toward obtaining the
small goals in order to reach overall success. Therefore, all members of an organization need to be
trained in a manner to support this idea structure. Resources, measurements, rewards, and
incentives all need to be aligned to and working with the Kaizen structure of ideas. It is the little
things that add up to bigger things.

 The five main elements of kaizen

1. Teamwork
2. Personal discipline
3. Improved morale
4. Quality circles
5. Suggestions for improvement

 A kaizen is a small improvement without much data analysis. A problem solved through the method
of using six sigma techniques would not qualify as a kaizen for the purpose of compilation. Hence a
kaizen done through “data less” improvements would qualify as a kaizen.

40
 POKA YOKE
 Japanese approach to 'mistake proofing' in all aspects of manufacturing, customer service,
procurement, etc. It employs visual signals that make mistakes clearly stand out from the rest, or
devices.
 A Poka yoke device is one that prevents incorrect parts from being made or assembled, or easily
identifies a flaw or error. Error-proofing is a manufacturing technique of preventing errors by
designing the manufacturing process, equipment, and tools so that an operation literally cannot be
performed incorrectly.

 Everyone will make mistakes. Traditionally managers thought these are due to the carelessness of
the workers. But lean manufacturing understands that large portion of these mistakes is due to the
problems in the system itself. Therefore lean manufacturing calls for a system which is mistake
proof by nature. This is known as poka yoke.

 It is not possible to eliminate all the mistakes people make. People are not mistake proofed by their
nature. But organization can avoid these mistakes from reaching the customer

 A very good example for this kind of mistake proofing process can be found in computers. Every
plug has a socket exactly matched with it. No other device can be plugged into this. So even if you
want to do a mistake you can’t?

 Most of the times implementing these kind of controls is free or inexpensive.

 Pokayoke systems reduce the cost of failure dramatically. No defective part will be passed to the
next process. So at the end of the process you can trust that you have a good quality parts on your
hand.
 The aim of poka-yoke is to eliminate defects in a product by preventing or correcting mistakes as early as
possible.

 Poka-yoke is providing a simple, robust and painless way for us to detect defects early in our
localization efforts.
 The essential idea of poka-yoke is to design your process so that mistakes are impossible or at least easily
detected and corrected.
Categories of Poka Yoke devices

Poka Yoke devices fall into two major categories: prevention and detection.

a) A prevention device engineers the process so that it is impossible to make a mistake at all

b) A detection device signals the user when a mistake has been made, so that the user can quickly

correct the problem. Detection devices typically warn the user of a problem, but they do not

enforce the correction.

41
 ISO 9001:2008
ISO 9001:2008= Quality Management Systems- Requirements Fourth Edition (prepared by Technical
Committee ISO/TC176) Office- Geneva, Switzerland
It is not the intent of this International Standard to imply uniformity in the structure of quality
management systems or uniformity of documentation.
The most popular tool used to determine quality assurance is the Shewhart Cycle. This cycle for quality
assurance consists of four steps: Plan, Do, Check, and Act. Commonly abbreviated as PDCA.
Plan: establish the objectives and processes necessary to deliver results in accordance with customer
requirements and the organization's policies.
Do: implement the processes.
Check: monitor and measure processes and product against policies, objectives and requirements for the
product and report the results.
Act: take actions to continually improve process performance.

NOTE 1 In this International Standard, the term “product” only applies to

a) product intended for, or required by, a customer,

42
b) any intended output resulting from the product realization processes.
NOTE 2 Statutory and regulatory requirements can be expressed as legal requirements.
All requirements of this International Standard are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided.
Where any requirement(s) of this International Standard cannot be applied due to the nature of an
organization and its product, this can be considered for exclusion.
Where exclusions are made, claims of conformity to this International Standard are not acceptable unless
these exclusions are limited to requirements within Clause 7, and such exclusions do not affect the
organization's ability, or responsibility, to provide product that meets customer and applicable statutory
and regulatory requirements.
Throughout the text of this International Standard, wherever the term “product” occurs, it can also mean
“service”.
Standards are also reviewed periodically. A standard along with amendments is reaffirmed when such
review indicates that no changes are needed. If the review indicates that changes are needed, it is taken up
for revision.

http://www.iso.org www.bis.org.in www.iatfglobaloversight.org

ISO /TS 16949:2009

ISO/TS 16949:2009 (QMS - Particular requirements for the application of ISO9001:2008 for automotive
production and relevant service part organizations) Third Edition, prepared by IATF with support from
ISO/TC 176

IATF(USA) = ANFIA(Italy),FIEV(France),SMMT(UK), VDA(Germany) and car manufacturers Chrysler, Ford

Motor company, General Motors Corp, PSA Peugeot Citroen, Renault

Goal of this Technical Specification

The goal of this Technical Specification is the development of a quality management system that provides
for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the
supply chain.
This Technical Specification, coupled with applicable customer-specific requirements, defines the
fundamental quality management system requirements for those subscribing to this Technical
Specification.

43
This Technical Specification is intended to avoid multiple certification audits and provide a common
approach to a quality management system for automotive production, and relevant service part
organizations.
This Technical Specification is applicable to sites of the organization where customer-specified parts, for
production and/or service, are manufactured.

Supporting functions, whether on-site or remote (such as design centers, corporate headquarters and
distribution centres), form part of the site audit as they support the site, but cannot obtain stand-alone
certification to this Technical Specification.
The only permitted exclusions for this Technical Specification relate to 7.3 where the organization is not
responsible for product design and development.
Permitted exclusions do not include manufacturing process design.

Control plan
A.1 Phases of the control plan
The control plan shall cover three distinct phases, as appropriate.
a) Prototype: a description of the dimensional measurements, material and performance tests that will
occur during building of the prototype. The organization shall have a prototype control plan, if required by
the customer.
b) Pre-launch: a description of the dimensional measurements, material and performance tests that occur
after prototype and before full production. Pre-launch is defined as a production phase in the process of
product realization which may be required after prototype build.
c) Production: documentation of product/process characteristics, process controls, tests and measurement
systems that occur during mass production.
Each part shall have a control plan but, in many cases, family control plans may cover a number of similar
parts produced using a common process. Control plans are an output of the quality plan.
A.2 Elements of the control plan
The organization shall develop a control plan that includes, as a minimum, the following contents.
a) General data
⎯ control plan number,
⎯issue date and revision date, if any,
⎯customer information (see customer requirements),
⎯ organization's name/site designation,
⎯part number(s),
⎯part name/description,
⎯engineering change level,
⎯phase covered (prototype, pre-launch, production),
44
⎯key contact,
⎯ part/process step number,
⎯process name/operation description.
b) Product control
⎯ product-related special characteristics,
⎯other characteristics for control (number, product or process),
⎯ specification/tolerance.
c) Process control
⎯process parameters,
⎯ process-related special characteristics,
⎯ machines, jigs, fixtures, tools for manufacturing.
d) Methods
⎯evaluation measurement technique,
⎯ error-proofing,
⎯sample size and frequency,
⎯ control method.
e) Reaction plan and corrective actions
⎯reaction plan (include or reference),
⎯corrective action

45
 ISO 9000:2005 – Quality Management Systems – Fundamentals and Vocabulary

Documentation enables communication of intent and consistency of action.

Generation of documentation should not be an end in itself but should be a value adding activity

The following types of document are used in QMS

a) Documents that provide consistent information both internally and externally about the
organisation’s quality management system. Such documents are referred to as quality manuals
b) Documents that describe how the QMS is applied to a specific product, project or contract. Such
documents are referred to as quality plans
c) Documents stating requirements, such documents are referred to as specifications
d) Documents stating recommendations or suggestions such documents are referred to as guidelines
e) Documents that provide information about how to perform activities and processes consistently.
Such documents can include documented procedures, work instructions and drawings
f) Documents that provide objective evidence of activities performed or results achieved, such
documents are referred to as records.

Each organisation determines the extent of documentation required and media to be used. This
depends on factors such as type and size of the organisation, the complexity and interaction of
processes, the complexity of products, customer requirements, the applicable regulatory requirements,
the demonstrated ability of personnel and the extent to which it is necessary to demonstrate
fulfillment of QMS requirements.

 Technical Expert - person who provides specific knowledge or expertise to the audit team. A technical
expert does not act as an auditor in the audit team
 Requirement - Need or expectation that is stated, generally implied or obligatory
 Grade - Category or rank given to different requirements for an object having the same functional use
 Customer Satisfaction - Customer's perception of the degree to which the customer's expectation have
been fulfilled.
NOTE 1 Customer complaints are a common indicator of low customer satisfaction but their absence
does not necessarily imply high customer satisfaction.

NOTE 2 Even when customer requirements have been agreed with the customer and fulfilled, this does
not necessarily ensure high customer satisfaction.

 Capability - Ability of an organization, system or process to realize a product that will fulfil the
requirements for that product.

 Bench Marking - A technique used to determine “best” practices for a particular process or product

 Mistake Proofing - The use of process or design features to prevent manufacture of non-conforming
product
46
 Competence - ability to apply knowledge and skills to achieve intended results

 Multi Disciplinary Approach - Any activity where a group of individuals is consulted to complete a task
or activity. A multi-disciplinary approach seeks to have all relevant knowledge and skills available to the
decision making process. The term Multi-Disciplinary is synonymous with the term “Cross Functional”

 System - Set of interrelated or interacting elements

 Management System – Set of interrelated or interaction elements of an organization to establish

policies and objectives and processes to achieve those objectives. NOTE:- A management system can
address a single discipline or several disciplines e.g. quality Management, financial management or
environmental management.

 Quality - Degree to which a set of inherent characteristics of an object fulfils requirements.

 Quality Management System - part of a management system with regard to quality

 Quality Policy – policy related to quality. It provides a framework for the setting of quality objectives

 Quality Objectives - objective related to quality.

NOTE 1:- Quality objectives are generally based on the organization's quality policy.

NOTE 2 :-Quality objectives are generally specified for relevant functions, levels and processes in the
organization.

 Management - Coordinated activities to direct and control an organization

 Top Management - Person or group of people who directs and controls an organization at the highest
level.

 Quality Management – management with regard to quality.

 Quality Planning - Part of quality management focused on setting quality objectives and specifying
necessary operational processes and related resources to achieve the quality objectives

 Quality Control - Part of quality management focused on fulfilling quality requirements

 Quality Assurance - Part of quality management focused on providing confidence that quality
requirements will be fulfilled. QA is the process of verifying or determining whether products or
services meet or exceed customer expectations. QA is a process-driven approach with specific steps to
help define and attain goals. This process considers design, development, production, and service.
 Quality Improvement - Part of quality management focused on increasing the ability to fulfil quality
requirements

 Continual Improvement - Recurring activity to enhance performace.

47
 NOTE:- The process of establishing objectives and finding opportunities for improvement is a continual
process through the use of audit findings and audit conclusions, analysis of data, management reviews
or other means and generally leads to corrective action or preventive action.

The aim of continual improvement of a QMS is to increase the probability of enhancing the satisfaction
of customers and other interested parties.

 Effectiveness - Extent to which planned activities are realized and planned results are achieved

 Efficiency - Relationship between the result achieved and the resources used

 Organization - Person or group of people that has its own functions with responsibilities, authorities
and relationships to achieve its objectives. Ex.- Company, firm, charity, sole trader. It can be public or
private

 Organization Structure - Arrangement of responsibilities, authorities and relationships between people

 Work Environment - Set of conditions under which work is performed

 Supplier - organization that provides a product or a service. In a contractual situation, a supplier is

sometimes called “contractor”.

 Process - Set of interrelated or interacting activities that use inputs to deliver an intended result.
Often the output from one process will directly forms the input into the next process.
A process where the conformity of the resulting output cannot be readily or economically validated is
frequently referred to as a “special process”. In order to prevent output deficiencies, these special
processes must be validated in order to prove that they can generate planned results.

 Project - Unique process, consisting of a set of coordinated and controlled activities with start and
finish dates, undertaken to achieve an objective conforming to specific requirements, including the
constraints of time, cost and resources

 Design and Development - Set of processes that transform requirements for an object into more
detailed requirements for that object.

 Procedure - Specified way to carry out an activity or a process. When a procedure is documented, the
term “written procedure” or “documented procedure” is frequently used. The document that contains
a procedure can be called a “procedure document. Such a procedure defines the work that should be
done, and explains how it should be done, who should do it, and under what circumstances. In
addition, it explains what authority and what responsibility has been allocated, which supplies and
materials should be used, and which documents and records must be used to carry out the work.

 Traceability - Ability to trace the history, application or location of an object. NOTE 1:- When
considering a product or a service, traceability can relate to, the origin of materials and parts, the
processing history, and the distribution and location of the product or service after delivery.

 Conformity - Fulfilment of a requirement.

48
 Non Conformity - Non-fulfilment of a requirement.

 Defect – Non conformity related to an intended or specified use.

 Preventive Action - Action to eliminate the cause of a potential nonconformity or other potential
undesirable situation. Preventive action is taken to prevent occurrence

 Corrective Action - Action to eliminate the cause of a nonconformity and to prevent recurrence

 Correction - Action to eliminate a detected nonconformity. A correction can be, for example, rework or
regrade
 Rework - Action on a nonconforming product or service to make it conform to the requirements.

 Regrade - Alteration of the grade of a nonconforming product or service in order to make it conform to
requirements differing from the initial requirements.

 Repair - Action on a nonconforming product or service to make it acceptable for the intended use.

 Scrap - Action on a nonconforming product or service to preclude its originally intended use

 Concession - Permission to use or release a product or service that does not conform to specified
requirements. NOTE:- A concession is generally limited to the delivery of products and services that
have nonconforming characteristics within specified limits and is generally given for a limited quantity
of products and services or period of time and for a specific use.

 Quality Manual - Specification for the quality management system of an organization.

 Quality Plan – Specification of the procedures and associated resources to be applied when and by
whom to a specific object

 Record - Document stating results achieved or providing evidence of activities performed

 Objective Evidence - Data supporting the existence or verity of something

 Inspection – determination of conformity to specified requirements

 Test - Determination according to requirements for a specific intended use or application

 Verification - Confirmation, through the provision of objective evidence, that specified requirements
have been fulfilled.

 Validation - Confirmation, through the provision of objective evidence that the requirements for a
specific intended use or application have been fulfilled

 Review – determination of the suitability, adequacy and effectiveness of an object to achieve

established objectives
49
 Audit - Systematic, independent and documented process for obtaining objective evidence and
evaluating it objectively to determine the extent to which the audit criteria are fulfilled.

NOTE 1 Internal audits, sometimes called first-party audits, are conducted by, or on behalf of, the
organization itself for management review and other internal purposes, and can form the basis for an
organization’s declaration of conformity. This is the most important of all audits. It requires a company to
look in on its own systems, procedures and activities to ascertain whether they are adequate and
personnel are complying with requirements.

NOTE 2 External audits include those generally termed second- and third-party audits. Second-party audits
are conducted by parties having an interest in the organization, such as customers, or by other persons on
their behalf. Third-party audits are conducted by external, independent auditing organizations, such as
those providing certification/registration of conformity or government agencies.

NOTE 3 When two or more management systems are audited together, this is termed a combined audit.

NOTE 4 When two or more auditing organizations cooperate to audit a single auditee jointly, this is termed
a joint audit.

 Audit Programme - Set of one or more audits planned for a specific time frame and directed towards a
specific purpose.

 Audit Findings - Results of the evaluation of the collected audit evidence against audit criteria. NOTE
Audit findings indicate conformity or nonconformity or opportunities for improvement or recording
good practices

 Audit Conclusion - Outcome of an audit, after consideration of the audit objectives and all audit
findings

 Audit Team - One or more persons conducting an audit supported if needed by technical experts.
NOTE 1 One auditor of the audit team is appointed as the audit team leader.
Observer - person who accompanies the audit team but does not act as an auditor

 Audit Plan - Description of the activities and arrangements for an audit.

 Audit scope - Extent and boundaries of an audit. NOTE The audit scope generally includes a description
of the physical locations, organizational units, activities and processes.

 Measurement management System - Set of interrelated or interacting elements necessary to achieve

metrological confirmation and control of measurement processes

 Metrological Confirmation - Set of operations required to ensure that measuring equipment conforms
to the requirements for its intended use.

 Measuring Equipment - Measuring instrument, software, measurement standard, reference material

or auxiliary apparatus or combination thereof necessary to realize a measurement process.

50
 Value Added Production Process - Activities or operations for which a customer would be willing to pay
if given the option.

 Voice of the customer - Customer feedback both positive & negative including likes, dislikes, problems
& suggestions.

 Process Approach – the systematic identification and management of the processes employed within
an organisation and particularly the interactions between such processes to produce the desired
outcome is related to as the process approach.

 Self assessment - self assessment can provide an overall view of the performance of the organisation
and the degree of maturity of the QMS. It can also help to identify areas requiring improvement in the
organisation and to determine priorities.

 Infrastructure – system of facilities, equipment and services needed for the operation of an
organisation

 Customer –Person or organisation that could or does receive a product or service that is intended for
or required by this person or organisation

 Provider - organisation or person that provides a product. In a contractual situation a provider is

sometimes called ‘contractor’

 Interested party – stakeholder, Person or organization that can affect, be affected by, or perceive itself
to be affected by a decision or activity
 Characteristics – distinguishing feature

 Quality characteristic – inherent characteristic of an object related to a requirement

 Deviation permit – permission to depart from the originally specified requirements of a product or
service prior to its realisation

 Release- permission to proceed to the next stage of a process or the next process

 Information – meaningful data

 Document – information and the medium on which it is contained

 Specification – document stating requirements

 Qualification process – process to demonstrate the ability to fulfil specified requirements

 Audit criteria – set of policies, procedures or requirements used as a reference against which objective
evidence is compared.

51
 Audit evidence- records, statements of fact or other information which are relevant to the audit
criteria and verifiable

 Audit client – organisation or person requesting an audit

 Auditee- organisation being audited

 Auditor – person who conducts an audit

 Measurement process- set of operations to determine the value of a quantity

 Metrological characteristics - characteristics which can influence the results of measurement

 Metrological function – functional unit with administrative and technical responsibility for defining and
implementing the measurement management system

 Contract review - A set of activities that an organization carries out in order to make sure that
customer orders and contracts specify all the requirements that must be met, and in order to establish
that the organization can actually meet these requirements

 Entity – It could be a product, process, person, activity, machine, service, system, department,
company, institution, or organization

 Management review - It’s purpose is to evaluate the overall performance of an organization's QMS
and to identify improvement opportunities. These reviews are carried out by the organization's top
managers and are done on a regular basis.

 Nonconforming products - When one or more characteristics of a product fail to meet specified
requirements, it is referred to as a nonconforming product. When a product deviates from quality
requirements, it fails to conform.

 Quality surveillance – is a set of activities whose purpose is to monitor an entity and review its records
to prove that quality requirements are being met.

 Resources - include people, money, information, knowledge, skill, energy, facilities, machines, tools,
equipment, technologies, and techniques.
 Service delivery - is a customer-oriented activity. Service delivery activities are carried out by
organizations and are oriented towards meeting customer needs and expectations.

 Standard - It is a document. It is a set of rules that control how people develop and manage materials,
products, services, technologies, processes, and systems.

 Product realization -A product starts out as an idea. The idea is realized or actualized by following a set
of product realization processes. So product realization refers to all the processes that are used to bring
products into being.

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 Control Plan documented description of the systems and processes required for controlling product

 Design Responsible Organization organization with authority to establish a new, or change an existing,
product specification. NOTE- This responsibility includes testing and verification of design performance
within the customer's specified application.

 Error Proofing product and manufacturing process design and development to prevent manufacture of
nonconforming products

 Laboratory facility for inspection, test or calibration that may include, but is not limited to, chemical,
metallurgical, dimensional, physical, electrical or reliability testing.

 laboratory scope controlled document containing

 specific tests, evaluations and calibrations that a laboratory is qualified to perform,
 a list of the equipment which it uses to perform the above, and
 a list of methods and standards to which it performs the above
 Manufacturing process of making or fabricating
 production materials,
 production or service parts,
 assemblies, or
 heat treating, welding, painting, plating or other finishing services

 Predictive maintenance activities based on process data aimed at the avoidance of maintenance
problems by prediction of likely failure modes

 Preventive maintenance planned action to eliminate causes of equipment failure and unscheduled
interruptions to production, as an output of the manufacturing process design

 Premium freight extra costs or charges incurred additional to contracted delivery

NOTE This can be caused by method, quantity, unscheduled or late deliveries, etc.

 Remote location location that supports sites and at which non-production processes occur
 Site location at which value-added manufacturing processes occur
 Special characteristic product characteristic or manufacturing process parameter which can affect
safety or compliance with regulations, fit, function, performance or subsequent processing of product

53
 ISO 19011:2011 Guidelines for auditing management systems

Audit : It is a fact finding process not fault finding. It is not to criticize or to blame. It is not an alternative to
inspection. Audit focuses on system and not on people.
Personal Attributes of Auditor
a) Ethical – i.e. fair, truthful, sincere, honest & discreet
b) Open Minded – i.e. willing to consider alternative ideas or points of view
c) Diplomatic – i.e. tactful in dealing with people
d) Observant – i.e. actually aware of physical surroundings and activities
e) Perceptive – i.e. instinctively aware of & able to understand situations
f) Versatile – i.e. adjusts readily to different situations
g) Tenacious - i.e. persistent, focussed on achieving objective
h) Decisive – i.e. reached timely conclusions based on logical reasoning and analysis &
i) Self- reliant – i.e. acts and functions independently while interacting effectively with others
j) Inquisitive
k) Ruthless
l) Patient
m) Able to communicate well
n) Good judge, self-disciplined, unbiased, honest, analytical, inquiring, interested, professional,
trained.
Undesirable attributes of an auditor
a) Unprofessional
b) Lazy
c) Impatient
d) Scruffy
e) Opinionated
f) Gullible
g) Cynical
h) Argumentative
i) Untrained
j) Undisciplined
k) Uncommunicative
l) A nit picker
m) Untidy
n) Jumping to conclusions
o) Gullible
p) Easily losing temper

Each functional area/process must be audited at least once per auditing cycle (usually annually)

Avoiding closed questions as they usually begin with

Do you?

54
 Can you?

Will you?

Using open questions such as

What is the procedure?

When does occur?

How is......carried out?

Where is ... located?

Who is authorised to sign?

Why is .... stored there? (With Caution)

Show me objective evidence that ....

Open questions encourage the auditee to do the majority of the talking, while closed and leading questions
usually elicit a ‘yes’ or ‘no’ response.

By attending Internal Auditor course delegates will

 Understand the application of QMS

 Realise the true role and potential of internal QMS audits
 Be conversant with the responsibilities of internal auditors
 Have the ability to plan and organise an internal audit
 Be able to collect and analysis evidence, exercising objectivity
 Know how to evaluate and report the results of an internal audit
Audit :

1) Determine the scope of the audit (i.e. the boundary)

2) Establish the criteria against which the audit is to be conducted
3) Collect the evidence ( good & bad)
4) Evaluate the evidence to obtain findings
5) Draw a conclusion based on the findings

Principles of auditing – ISO 19011 identifies the following principles which are required to make an audit
effective and reliable as a tool to support management policies and controls

a) Integrity – Honesty, diligence , responsibility, Trust, discretion, unbiased are essential to auditing
b) Fair Presentation – Audit findings, audit conclusions and audit reports reflect truthfully and
accurately the audit activities
c) Due professional care – Auditors should exercise care in accordance with the importance of the
task they perform and the confidence placed in them by their management
d) Confidentiality – security of information
e) Independence – Auditors should be independent of the activity being audited
f) Evidence based approach – Audit evidence should be verifiable. It should be based on samples of
the information available.
55
Audit findings are categorised as follows

 Non-conformities
 Observations
 Noteworthy efforts
For a non-conformity to exist there has to be a requirement, a failure and evidence

Requirements can come from a variety of sources:

 Organisations processe and operations

 Organisation’s management manual
 Procedures
 Work instructions
 Specifications
 Customer contracts
 Statutory and legislative requirements
 Codes of practice
 System standard

Observations (Opportunity for improvement) can be:

 Potential problems
 Risks
 Inefficiencies
 Failure to apply best practise

Noteworthy efforts are

 Adoption of best practise

 Demonstrated improvement
 High levels of commitment
 Motivation
 System optimisation

If all non-conformities are clear statements of requirement, failing and evidence, there should not be a
problem in obtaining their acknowledgment.

Checklists –

Having prepared the plan for the audit, each auditor should also consider their personal preparation

One example is to use a checklist. The advantages of checklists are:

 They focus the auditor

 Ensure issues are not forgotten
 Aid consistency
 Assist with reporting
 Help with time keeping
 Assist with preparation

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Process based checklists –

ISO 9001 is a process based standard and as such checklists should be developed to assist the auditor in
performing a process audit

Some of the key prompts to be contained in a process based audit are:

 What is the purpose of the process – what is t intended to achieve?

 How does this process interact with other processes?
 What are the key steps to be performed?
 What are the inputs and outputs?
 How is the process monitored/ measured?
 Are there any objectives for improvement?

By investigating such issues as these, auditors will be examining the process and it’s effectiveness

Of course there should be other prompts on the checklist to assist in conforming compliance specific
requirements of the audit criteria (e.g. ISO9001, Quality Manual, Procedures, Work instructions, etc.)

Roles of Guides :

Where guides are appointed by the management to accompany the audit team, there should be a clear
understanding established at the opening meeting on the role of a guide

They are not a part of the audit process and should not influence or interfere with the conduct of
the audit
 They should assist the team and act on the specific request of the auditor
 They establish contact with auditees and introduce the auditor
 They ensure rules concerning site safety and security procedures are known and respected by the
audit team
 They witness the audit on behalf of the area management
 They can provide clarification or assist in the collection of information
 They must not to attempt to answer questions on behalf of auditees, unless specifically invited to
do so by the auditor
Interviewing People

To obtain information from people there must be an open line of communication and a dialogue
established. This is particularly the case with auditees who appear stressed and are having difficulty in
answering questions.

This can be achieved by:

 Relaxing people
 Adopting a friendly but professional approach
 Reinforce the audit is not a personal appraisal, but a system check
 Explain your questions and why you are asking them
 Give people time to answer your questions
Clearly auditors need to possess good communication skills

Fact

57
Effective communication in audits

 Effective communication is vital in an audit scenario, auditors need to ensure auditees understand
their questions and, just as importantly, they need to understand auditees answers
 Consideration needs to be given to both verbal and non-verbal communication
 Responsibility for effective communication in an audit rests with the auditor
Rapport

A good rapport can be built through reaction and similarity in

 Voice
 Language
 Appearance/clothing
 Posture
 Expression
Build rapport by mirroring

Active Listening :

Active listening means showing you are listening and want to understand

To demonstrate active listening you should:

 Keep eye contact

 Show open body language
 Use commenting words
 Use paraphrasing
10 keys to effective listening

Find areas of interest

Judge content, not delivery
Hold your fire
Listen for ideas
Be flexible
Work at listening
Resist distractions
Exercise your mind
Keep your mind open
Capitalise on fact, thought is faster than speech

It is good manners to start your investigation in an area with the head of the area (department manager,
etc.)

When you have completed your investigations in an area always thank the people you have met before
you leave.

It is the auditor who chooses which documents to examine, not the auditee

Handling Nonconformities

58
It is vital that auditors, on discovering non conformity, act in a professional manner.

The auditees must always be given the opportunity to put their point of view, as it is possible that the
auditor may not have the correct facts. There may also be mitigating circumstances as to why a particular
situation arose, but this should not sway the auditor from raising a non-conformity

If a guide is present the auditor should ensure they understand that a non-conformity has been found and
seek their acknowledgement of the situation

All the necessary information for the preparation of a formal non conformity note should be collected and
recorded in the auditor’s notes.

Major Non conformity: The absence or total breakdown of a system to meet standards

Minor Non conformity:

 Failure in some part of supplier’s documented quality system
 One or more observed lapses in following a requirement of the company’s quality system
 A number of minor nonconformities against one requirement can represent a total breakdown of
the system and thus be considered a major nonconformity

Auditing skills :
1) Time management
2) Fact finding
3) Reporting
Quality Management Process Development Plan
1. Design your QMP
2. Document your QMP
3. Implement your QMP
4. Support your QMP
5. Monitor your QMP
6. Control your QMP
7. Improve your QMP

The quality of a product or service is a result of the quality of :

 The raw materials

 The design
 The processes involved
 Associated work operations
 People
 Work environment
 Others

5 CORE TOOLS
► Developed by AIAG (The Automotive Industry Action Group)

59
 ► Acknowledged by the automotive industry i.e. Big 3 Automobile giants (General Motors, Ford,
Chrysler) as the accepted standard, and supports the requirements described in ISO/TS 16949
standard
• APQP (Advanced Product Quality Planning)
• PPAP (Production Part Approval Process)
• FMEA (Failure Mode and Effects Analysis)
• MSA (Measurement System Analysis)
• SPC (Statistical Process Control)

APQP
 A structured method of defining and establishing the steps/activities necessary to assure that
customers’ requirements are met
 Designed to help organizations effectively plan the design and development of a new product
 Effective APQP depends on everybody’s commitment to the effort required in achieving customer
satisfaction
 AQP includes the methods and controls (i.e., measurements, tests) that will be used in the design
and production of a specific product or family of products (i.e. parts, materials)
 Quality planning embodies the concepts of defect prevention and continuous improvement as
contrasted with defect detection. Predicting what can go wrong and preventing it is paramount in
overcoming.
OBJECTIVES OF APQP
• Effective communication with everyone involved
• On time development
• Minimum or no quality problems
• Minimum product launch quality risks
BENEFITS OF APQP
• Optimum use of resources
• Early identification of required changes
• Minimum after product launch changes
• Quality product is provided on time at low cost
ELEMENTS OF GOOD PLANNING
• Commitment
• Training
• Teamwork

60
 • Logical methodology
• Robust design
• Sound techniques
• Documentation
• Communication
• Feedback
FIVE PHASES OF APQP
1) Plan and define program
2) Product design and development
3) Process design and development
4) Product and process validation
5) Feedback, Assessment and Corrective action

 Control plan methodology

1.0 PLAN AND DEFINE PROGRAM
INPUTS
• Voice of the customer
• Market research
• Historical warranty and quality information
• Team experience
• Business plan / marketing strategy
• Product / process benchmark data
• Product / process assumptions
• Product reliability data
• Customer inputs
OUTPUTS ( Becoming Inputs for Product Design and development )
• Design goals
• Reliability and quality goals
• Preliminary bill of material
• Preliminary process flow chart
• Preliminary listing of special product and process characteristics
• Product assurance plan

61
 • Management support
2.0 PRODUCT DESIGN AND DEVELOPMENT
OUTPUTS ( Becoming Inputs for Process Design and development )
• Design failure mode and effects analysis (DFMEA)
• Design for manufacturability and assembly
• Design verification
• Design reviews
• Prototype build – control plan
• Engineering drawings (including math data)
• Engineering specifications
• Material specifications
• Drawing and specification changes
• New equipment tooling and facilities requirements
• Special product and process characteristics
• Gauges / testing equipment requirement
• Team feasibility commitment
• Management support
3.0 PROCESS DESIGN AND DEVEOPMENT
OUTPUTS (Becoming Inputs for Product and Process Validation)
• Packaging standards
• Product process quality system review
• Process flow chart
• Floor plan layout
• Characteristics matrix
• Process failure mode and effects analysis
• Pre-launch control plan
• Process instruction
• Measurement systems analysis plan
• Preliminary process capability study plan
• Management support
4.0 PRODCUT AND PROCESS VALIDATION

62
OUTPUTS (Becoming Inputs for Feedback, Assessment and Corrective Action)
• Production trial plan
• Measurement systems evaluation
• Preliminary process capability study
• Product part approval
• Product validation testing
• Packaging evaluation
• Production control plan
• Quality planning sign-off
• Management support
5.0 FEEDBACK, ASSESSMENT AND CORRECITVE ACTION
OUTPUTS
• Reduced variation and continual improvement
• Customer satisfaction
• Delivery and services improvement
When planned and deployed properly the benefits of APQP are enormous
CONTROL PLAN
• Description of systems for controlling parts and processes
• A single control plan may apply to a group or family of products that are produced by the same
process
• Prepared for each phase of the process -
Incoming, In-process, Final
• Product audit requirements to assure that all process outputs in a state of control.
• Prepared by a multi-disciplinary team
• Provision for customer approval
• Refer SPC requirements, mistake proofing as control methods
• Must have a reaction plan for containment action and a corrective action which operator can
initiate
• Three distinct phases
a) Prototype b) Pre-launch c) Production
• Control shall be derived from the outcome of process FMEA
• The document shall be reviewed & updated when process is changed unstable or not capable.
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 • Describe the controls required on product as well as process characteristics
• Identify special characteristics (All special characteristics must be listed in control plan)
• Identify the measurement process
• Specify the corrective action required, whenever the process goes out of control, specify the
people responsible to carry out this.
CONTROL PLAN METHODOLGY
• Prototype , pre-launch, production
• Control plan number
• Part number / latest change level
• Part name/ description
• Supplier/plant
• Supplier code
• Key contact / phone
• Core team
• Supplier / plant approval / date
• Date (orig.)
• Date (rev.)
• Customer engineering approval / date (if required)
• Customer quality approval / date (if required)
• Other Approval / Date (if required)
• Part / process number
• Process name / operation description
• Machine, device, jig, tools for manufacturing
• CharacteristicsNumber
Product
Process
• Special characteristic classification
• Product / process specification / tolerance
• Evaluation / measurement technique
• Sample size / frequency
• Control method

64
 • Reaction plan

PPAP
Purpose of PPAP
 To determine if all customer engineering design record and specification requirements are properly
understood by the supplier and that the process has the potential to produce product consistently
meeting these requirements during an actual production run at the quoted production rate
Submission to customer
1. A new part or product (i.e. a specific part, material, or color not previously supplied to the specific
customer)
2. Correction of a discrepancy on a previously submitted part
3. Product modified by an engineering change to design record, specifications or materials
4. For bulk materials only – process technology new to the organization, not previously used for this
product
Applicability
Internal and external supplier sites of bulk materials, production materials, production or service parts
For bulk materials PPAP is not required unless requested by your customer
Standard catalogue production or service parts unless formally waived by customer
Note: Customer can formally waive PPAP requirements for a supplier.

Record Retention
• The part is active plus one calendar year
• Also ensure that the appropriate PPAP records from a superseded part PPAP file are
included, or referenced in the new part PPAP file.
PPAP Process Requirements
Definition of production part – Production parts are manufactured at the production site using production
tooling, gauging, process, materials, operators, environment and process settings, e.g., Feeds, Speeds,
Cycle times, Pressures, Temperatures.
Significant production run- Parts for submission must come from a significant production run, which shall
be from one hour to eight hours of production and with specific production quantity to total a minimum of
300 consecutive parts unless otherwise specified by authorised customer quality representative.
Each part from multiple processes or multiple streams must be measured and tested independently.
Requirements for Part Approval
1. Design records
Design records for the saleable product including design records for components
e.g. CAD/CAM math data, part drawings, specifications

65
2. Any authorised engineering change documents
Not yet incorporated in the design record but incorporated in the product, part or tooling.
3. Engineering approval, when required evidence of customer engineering approval
4. Design FMEA
Applicable if design responsible supplier
For bulk materials, a design matrix is required
5. Process flow diagrams
6. Process FMEA
7. Dimensional results
Part drawing requirements of on a marked drawing.
All parts and product materials with dimensional requirements
Results must be referenced to the part drawing
Master sample and retained
Multi cavity, mold, tool, die or pattern - a complete dimensional evaluation is required on one part from
each cavity, mold, etc.
8. Records of material / performance results
Material, performance, and durability test results
All parts and product materials
9. Initial process studies-
Initial process capability must be determined prior to submission for all characteristics designated
by the customer or supplier as special, that can be evaluated using variables (measured) data.
The purpose of conducting initial process performance studies is to determine if the process is likely to
produce product that will meet the customer’s requirements.
Prior to conducting the study, it is necessary to perform a measurement system analysis (gage R&R
study) to understand how measurement error is affecting the study measurements.
If acceptable process capability cannot be obtained by the submission promise date, a corrective action
plan and an interim control plan must be developed by the supplier and approved by the customer.
10. Measurement system analyses studies
e.g. Gauge R&R, Bias, Linearity, Stability studies for all equipment used for new or modified gauges,
measurement and test equipment.
11. Qualified laboratory documentation
A laboratory scope and documentation showing that laboratories used comply with ts16949-2002
requirements

66
12. Control plan
Control plans, which include all product and process-related significant or key characteristics.
Control plans for “families” of similar parts are acceptable if the new parts have been reviewed for
commonality.
13. Part submission warrant
Required information on the warrant
A separate warrant must be completed for each part number
Verify that all of the required information is accurate and complete.
Sign and date the warrant and supply his/her title and telephone number.
14. Appearance approval report (AAR)
Parts with colour, grain or surface requirements.
A separate appearance approval report (AAR) must be complete for each part or series of parts for
which a submission is required and which have been identified as an “appearance item.”
15. Bulk material requirements checklist
16. Sample production parts
As requested by the customer and as defined by the submission requests
17. Master sample
Master sample is to be retained for the same period as the production approval records or until a new
master sample is produced.
18. Checking aids
Any part specific assembly or component checking aid.
19. Customer-specific requirements
Customer notification and submission requirements
Customer notification
 Use of other construction or material
 Production from new or modified tools
 Production following refurbishment or rearrangement of existing tooling or equipment.
 Change in location
 Change of supplier
 Tooling inactive for volume production for twelve months or more
 Product and process changes
For bulk materials only

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  New source of raw material
 Change in product appearance attributes
 Revised parameter in the same process
 Change outside of DFMEA
 Change in test/inspection method
Situations where customer notification is not required
Changes to component level drawings, manufactured internally or by suppliers that do not impact the
design record for the product supplied to the customer
Tool or equipment movement within the same plant
Changes in equipment
Identical gage replacement
Rebalance of operator job content with no change in process flow
Changes resulting in reduced RPN on PFMEA

For bulk materials only

• Changes within DFMEA (formulation range, packaging design )
• Changes within PFMEA (process parameters)
• Changes which do not significantly affect a special characteristic (including shift in target point
within approved specification limits)
• Changes in approved commodity ingredient and/or change in approved subcontractors
• Change in subcontractor producing locaton of a raw material that has no special characteristic
• New source of raw material that has no special characteristic
• Tightening of customer/sales acceptance tolerance limits
Submission levels
Level 1 - warrant only
Level 2 - warrant with product samples and limited supporting data submitted to the customer.
Level 3 - warrant with product samples and complete supporting data submitted to the customer.
Level 4 – warrant and other requirements as defined by the customer
Level 5 - warrant with product samples and complete supporting data available for review at the supplier’s
manufacturing location.
Retention / Submission

Sr. Requirements L1 L2 L3 L4 L5
No.

68
 1. Design Record R S S * R

2. Engineering Change Document, if any R S S * R

3. Customer engg. Approval, if reqd. R R S * R

4. Design FMEA R R S * R

5. Process Flow Diagram R R S * R

6. Process FMEA R R S * R

7. Control Plan R R S * R

8 MSA studies R R S * R

9 Dimensional Results R S S * R

10 Material, Performance Test Results R S S * R

11 Initial Process Studies R R S * R

12 Qualified Laboratory Documentation R S S * R

13 Appearance Approval Report, if applicable S S S * R

14 Sample Product R S S * R

15 Master Samples R R R * R

16 Checking Aids R R R * R

17 Records of Compliance with customer specific R R S * R

requirements

18 Part Submission Warrant S S S S R

Bulk Material (checklist) S S S S R

Customer PPAP Status

 Full approval –
Part or material meets all customer specifications and requirements.
 Interim approval –
 A limited time or piece quantity basis
 Granted when the supplier has clearly defined the root cause of the non-conformities preventing
production approval and prepared an interim approval action plan agreed upon by customer
 Re-submission to obtain “full approval” is required
 Rejected –

69
 Means do not meet customer requirements. Corrected product and documentation shall be
submitted and approved before production quantities may be shipped

FMEA
Potential Failure Mode and Effect Analysis is an analytical methodology used to ensure that the potential
problems have been considered and addressed throughout the product and process development process
i.e. APQP
FMEA is conducted for
• New design, new technology, new process
• Modification to existing design / process
• Use of existing design / process in new environment, location or application
Process FMEA is a living document and should be initiated
• before or at the feasibility stage
• prior to tooling or production takes into account all manufacturing processes from individual
components to assemblies
• It is team effort of knowledgeable people
• Do not compare ratings of Team with Other as each team’s environment is unique and ratings are
subjective
Introduction- The Approach
• Potential product or process failure to meet expectations
• Potential consequences
• Potential cause of failure mode
• Application of current controls
• Level of risk
• Risk reduction
Basic Structure
Formats are used to organize the collection and display of relevant FMEA information.
Formats may vary but should address
• Functions, requirements, and deliverables of the product or process being analyzed
• Failure mode when functional requirements are not met
• Effects and consequences of failure mode
• Actions and controls to address the causes of the failure mode
• Actions to prevent recurrence of the failure mode
Development of Process FMEA
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1 Prepare a Flow chart of general process
2 Identify Core Team
3 Process Function / Requirements and expectations eg. Turning, Milling,
4 Potential failure mode -
Manner in which the process could potentially fail to meet requirements
5 Potential Effect and consequences of Failure -
Effect of the failure mode to organization process or to the down stream customer
6 Severity -
Rank associated with serious effect of failure
7 Classification Critical, Key, Major, Significant
8 Potential Cause(s) / Mechanism of failure -
How the failure could occur, described in terms of something that can be corrected or controlled
9 Occurrence -
Frequency of specific Cause(s) / Mechanism of failure can occur
10 Current Process Control –
Description of control that can prevent or detect the failure mode or cause / Mechanism of failure
11 Detection -
Rank associated with best detection control listed in process control column
12 Risk Priority Number RPN -
S x O x D = RPN From 1 to 1000
13 Recommended Action -
Reduce the probability of Occurrence
Severity change can only by change in design
Reduction detection will increase inspection cost
14 Follow up action and list the results –
 Identify Customer
 End user
 Original equipment manufacturer
 Supply chain manufacturing
 Government regulators
All above shall be considered during FMEA process

71
SEVERITY SCALE
10 Hazardous - w/o warning
9 Hazardous - w/ warning
8 Very High
7 High
6 Moderate
5 Low
4 Very Low
3 Minor
2 Very Minor
1 None
OCCURENCE SCALE
10 >1 in 2
9 1 in 3
8 1 in 8
7 1 in 20
6 1 in 80
5 1 in 400
4 1 in 2,000
3 1 in 15,000
2 1 in 150,000
1 1 in 1,500,000
DETECTION SCALE
10 Absolute Uncertainty
9 Vey Remote
8 Remote
7 Very Low
6 Low
5 Moderate
4 Moderately High
3 High

72
 2 Very High
1 Almost Certain  

FMEA Sample

MSA
 A Measurement system is a process by which we assign a number to a characteristics of a product
or service
 This is synonymous to a process with the output as number
 When data is collected, its value are affected by two independent processes
1 Manufacturing or Service Process
2 Measurement System process
The possibility of variation that can creep into the data from the measurement system can make the data
unreliable for decision making process.
Measurement, like Production is also a process. It involves
 
• Man - The Appraiser
• Machine - The Measuring Device
• Material - The Object being Measured
• Method - Definition of Measure, Method of Sample preparation, Use of Gauge, Reading
Display
 
Environment plays a great role in MSA
Output of Measurement process also varies
There are common and special causes of variation

73
Benefits of MSA
 A comparison of one measuring equipment with other
 A method for evaluating gauges that are suspected to be deficient
 A method to evaluate the efficacy of repairs on measurement equipment
 A criteria for accepting new measuring equipment
 A must for calculating accurate process variation
For developing the gauge performance curve
• The Measurement System must be in Statistical control
• Variability of the Measurement System must be small compared with Manufacturing Process
Variability
• Variability must be small compared to the specification limits
• The increment of measure must be small relative to the smaller of either the Process Variability or
the Specification Limits
• A common Thumb Rule One Tenth!
• The statistical properties of the Measurement System vary with time. The worst to be compared for
this purpose
Effects of Measurement System Variability
 Product Control Part OK/ Not OK
• Variation may result in calling a bad part good
 Process Control Is the process stable & acceptable
• Variation may result in calling a common cause a special cause
• Even an on target process may be called out of target
• An acceptable process variation may be called unacceptable or otherwise
• This may result in over adjustment
• Cpk values calculated may be different from actual

Categories of Measurement system Variation

 Bias - Difference between observed average of measurements and a reference value (Accuracy)
 Linearity - The difference in Bias errors over the operating range of measurement system
 Stability - The total variation in measurement system’s Bias over time on a given part or master
part.
 Repeatability - The variation in measurement obtained while measuring Same Characteristics
repeatedly on the same part with same measuring instrument by one appraiser
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  Reproducibility - Variation in the averages of the measurements made by different appraiser using
same measurement instrument while measuring the identical characteristics on the same part

SPC
Measurement of the ability of process to consistently produce the product that meet their specification
requirement.
Objective :
To understand the following
1. How the process is in statistical control.
2. How to monitor the ongoing process.
3. When action to be taken.
4. Possible causes of different patterns of graphs.
5. Why the control chart is used.
6. What is meant by Process Capability & its calculation.
Terms used in SPC
USL - Upper Specification Limit (As Per Drawing)
LSL - Lower Specification Limit (As Per Drawing)
σ - Standard Deviation
UCL - Upper Control Limit (Define By The Process)
LCL - Lower Control Limit (Define By The Process)
Pp - Preliminary Potential Index At the time of
PPAP
PpK - Preliminary Potential Capability Index
Cp - Process Potential Index For On Going
CpK - Process Capability Index Process

Histogram
Use of Histogram -
1) Information about distribution (shape) of data
2) Information about spread (variation) of the distribution
3) Information about location (centrality) of the distribution

Tolerance= USL -

75
Construction of Histogram -
1) Gather data
2) Tabulate data
3) Count the number of observation(n)
4) Determine the Range = R= Max. Reading- Min. Reading
5) Decide the no. of intervals= Square root of ‘n’.
6) Determine the Class Width= K=Range/Square root of ‘n’.
7) Determine Boundaries
a) 1st Boundary= X min-K & b) Last Boundary = Xmax+K
8) Determine the Frequency in each boundary
9) Draw Histogram with Class Intervals on X –axis & Frequency on Y- axis
Variation
Definition: Variation is the unavoidable difference among individual outputs of a process.
No two products or characteristics are alike.
Reason behind Variation: M/C, Tools, Material, Operator etc.
85% process variation
occur & only corrected
Causes of Variation - by management

1) Common Cause : Are inherent in the process

e. g. Raw material variation, equipment limitation, environment, machine accuracy
2) Special Cause : Are not inherent in the process
e. g. People, method, worn out gauges etc.

Control Charts:
a) X bar (Average )
b) R (Range) Chart

Construction of X bar – R Chart:

1. Collect data in subgroups of 5 components at fixed intervals for 20 groups.
2. Calculate Control limits.

76
 3. Start plotting the readings on the chart.
4. Observations which go out of control should be attacked immediately.
5. At end of the period control limits to be recalculated & revised control limits to be used for the next
period. (Control Limit should go on coming closer & closer because that is the aim of this whole
process.)

Prerequisites for X bar – R Chart:

1. Process should be normal.
2. MSA of measuring system to be performed.

Calculation of X bar (Average ) - R (Range) Chart

R Chart
Mean=R bar = (R1+R2+----------+Rn)/n
R1, R2 = Range of each sub groups, n = No. of Subgroups
UCL R = D4 * R bar & LCL R = D3 * R bar
D4, D3 = Constant (Std. Value)

X bar Chart
Mean=X Double bar = (X1+X2+----------+Xn)/n
X1, X2 = Average of each sub groups, n = No. of Subgroups
UCL x = X Double bar + (A2 * R bar) & LCL x = X Double bar - (A2 * R bar)
A2 = Constant (Std. Value)
PROCESS FLOW CHART FOR SPC STUDY

Collet

Plot

NOT Identify &

Check For Eliminate
Normality Common/Special
77
Cause (Variation)
& Start Run Chart
 O
NOT

Collet data in

Plot Control Chart

Cp/ Cpk >1.33 O

Preliminary Process Capability (Pp & PpK > 1.67)

• Provides a preliminary indication of the ability of the process to produce parts constantly within
specification.

• It is for a limited duration & not for ongoing production.

Applicability

1. Prior to take the delivery of any process equipment

2. During PPAP for new part or process approval

3. Drastic maintenance problem occur

Prerequisites for Pp & PpK:

1. Process should be normal.

2. MSA of measuring system to be performed.

3. During the study no m/c adjustment to be done

4. Minimum 50 readings to be taken.

5. Readings to be taken continuously without any stoppage or operator change or setting change.

78
Formula Used In Preliminary Process Capability (Pp & PpK > 1.67)

Std. Deviation= σ = Sq. Root [Σ (Xi – X bar)2 /(n-1)]

Xi = Individual Readings, X bar=Mean= (X1+X2+----------+Xn)/n, n = No. of readings

Preliminary Potential Index = Pp= (USL- LSL) / 6 σ - (Gives spread of the process)

Preliminary Potential Capability Index = PpK= Minimum of

[Mean (X bar) – LSL]/ 3 σ or [USL – Mean (X bar)] /3 σ

(Gives whether the process is centered or not)

Ongoing Process Capability (Cp & CpK > 1.33)

• Shows the variation in the ongoing process.

• It is ongoing capability study & not for short term.

• Provide information for schedule for periodic checks & readjustments of process.

Applicability

1. To be submitted by suppliers periodically (monthly) for showing capability & stability of process.

Prerequisites for Cp & CpK:

1. Process should be normal

2. MSA of measuring system to be performe

3. Subgroups of 5 readings to be taken periodically.

4. Minimum 20 such subgroups to be taken over a period of time to calculate Cp & CpK

Formula used In Preliminary Process Capability (Cp & CpK > 1.33)

Std. Deviation= σ = R bar/d2

R bar=Avg. of Ranges, d2= Constant ( Std. Value)

Process Potential Index = Cp= (USL- LSL) / 6 σ (Gives spread of the process)

Process Potential Capability Index = CpK= Minimum of

[Mean (X bar) – LSL]/ 3 σ or [USL – Mean (X bar)] /3 σ

(Gives whether the process is centered or not)

Relationship of CpK to Number of Defectives

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 Assumption :- Process Distribution mean is centered on the Nominal specification.

Total
Sigma No. Of Defectives
Cpk Spread % Yield Typical Action To Be Taken
Level (PPM)
(Sigma)

0.33 1 2 68.26890 317310

Heavy process control,sorting &
rework
0.67 2 4 95.44990 45500

1.00 3 6 99.73000 2699 Heavy process control,Inspection

Reduce inspection,select Control

1.33 4 8 99.99360 63
charts

1.67 5 10 99.9999 0.574

2.00 6 12 99.99999 0.002

2.33 7 14 99.99999 0.000003 Spot checking & use of control charts

2.67 8 16 99.99999 0.'0000000001

Desired Level of Cpk

Cpk VALUE JUDGEMENT

0.67 < Cpk < 1.0 Lacking (Not Accepted - Stop Process)
1.0 < Cpk < 1.33 Insufficient (Conditionally Accepted - Improvement Required)
1.33 < Cpk < 1.67 Sufficient (Capable - Please Continue)
1.67 < Cpk < 2.0 Good (Process Capable)
2.0 < Cpk Excellent

7QC TOOLS
Seven Quality Control Tools
1) Simple statistical tools used for problem solving
2) Can be used to solve 95 percent of all problems
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 3) Fundamental instruments to improve the quality of the product
4) Used to analyze the production process, identify the major problems, control fluctuations of
product quality, and provide solutions to avoid future defects.

5) 7 QC tools are utilized to organize the collected data in a way that is easy to understand and
analyze.

Statistical literacy is necessary to effectively use the seven QC tools. These tools use statistical techniques
and knowledge to accumulate data and analyze them.

7QC tools always include:

 Check Sheet is used to easily collect data. Decision-making and actions are taken from the data.
 Pareto Chart is used to define problems, to set their priority, to illustrate the problems detected,
and determine their frequency in the process.
 Cause-and-Effect Diagram (Fishbone Diagram) is used to figure out any possible causes of a
problem. After the major causes are known, we can solve the problem accurately.
 Histogram shows a bar chart of accumulated data and provides the easiest way to evaluate the
distribution of data.
 Scatter Diagram is a graphical tool that plots many data points and shows a pattern of correlation
between two variables.
 Flow Chart/ Graphs shows the process step by step and can sometimes identify an unnecessary
procedure.
 Control Chart provides control limits which are generally three standard deviations above and
below average, whether or not our process is in control

The 7 QC Steps process is a structured problem solving approach for improving weak processes. This
approach is known as reactive improvement. The 7 QC Steps is easy to understand and learn, easy to use,
and easy to monitor.

Step 1: Select a Theme. In this step, the weakness in the process or the problem to be solved is clarified in
a theme statement. A Flowchart, a Theme Selection Matrix, or a Cause & Effect Diagram is used as a tool in
this step.

Step 2: Collect and Analyze Data. This step focuses facts about the problem and discovers what types of
problems occur frequently. When collecting data, you must think of all possible causes. Checksheets and
Pareto Diagrams are the tools most often used.

Step 3: Analyze Causes.With sufficient data from step 2, the root cause, or fundamental cause, is found by
constructing a Cause & Effect Diagram.

Step 4: Plan and Implement Solution. In this step, you brainstorm for ideas that are causing the problem
and develop a solution that prevents the root cause from recurring. Then, you implement an adjustment to
the process. The 4W's and 1H Matrix (What, When, Where, Who, and How Matrix) is used to develop a
plan.

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Step 5: Evaluate Effects. You evaluate the effects of implemented solution to make sure the solution
worked and does not have unacceptable results from the comparison of data, before and after the
implementation of the solution. In this step, comparative Pareto Charts and Graphs are frequently used to
identify the results.

Step 6: Standardize Solution. A standardized solution is confirms that the old process is replaced with an
improved process and indicates that the solution is workable. A flowchart is most often used.

Step 7: Reflect on Process and the Next Problem. In this step, you consider what the team's
accomplishment was in the first 6 steps and recommend a weakness to work on next.

IMPORTANT INSTRUCTIONS FOR SURFACE PLATES / STRAIGHT EDGES

 Unpack surface plates / straight edges carefully without effecting its surface

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 Strict attention should be given to through cleaning and also to keep its surface as clean as possible

before use, always clean the cast iron surface of plate / straight edge with petroleum solvents and

granite surface plates with soap water

 For best suitable results the surface plate must be leveled and after the plate has been carefully

leveled with a micro level it should be checked carefully to ensure that the setting has not been

disturbed

 Care should be taken that, wherever possible the load on the surface plate is distributed over the

working surface

 Use should be made of the full available area of the working surface and not concentrated on any

one area

 After use all finished surfaces of cast iron surface plates / straight edge must always be coated with

corrosion preventive compound for protection from rust

 Always keep the surface plate / straight edge covered when not in use with the wooden / rexin

cover provided with it

 Surface plate / straight edges should always be kept clear of rays of direct sunlight

 Always keep the straight edges vertical

 Straight edges as for as practicable, shall be kept at the indicated supports points to ensure

minimum deflection

 Precision surface plate / straight edge must always be used at a moderate temperature suitable for

precision tools

SMART TARGET

S = Specific
M = Measurable
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 A = Achievable / Assignable
R = Realistic
T = Time bound
PROCESS EFFECTIVENESS TARGET EFFICIENCY TARGET
  ( Primary Goal ) ( Secondary Goal )
Top
Business Growth Business Plan Achievement
Management
Marketing &
Customer Satisfaction Sales Target
Sales
Process design First Time Approval of PPAP APQP Time Plan vs. Achievement
Purchase Supplier Performance Rating Supplier Development Time
Production stoppage due to
Purchase Incidents of Premium Freight
shortage of material
Incidents of damage to material
Stores FIFO implementation
during storage
Compliance of Physical & System
Stores Inventory Ratio / Minimum stock level
stock
Receipt Line Rejection due to Supplier
Receipt inspection Lead Time
Inspection supplied material
Production Productivity / In house PPM Production Cost
Process Capability Index : Cpk /
Production Cycle Time Optimization
OEE
In process
Rejection at Final Inspection stage Inspection as per Plan
Inspection
Final Inspection Customer Complaints Final Inspection as per Plan
Q.A. Customer End PPM Cost of Poor Quality
Lab / Standard Customer Complaint due to
Calibration & MSA as per Plan
Room Measurement Error
Maintenance OEE MTBF & MTTR
Multiskilling Employees / Employee
Training (HR) Training Plan vs. Achievement
Turn Ratio
Incidents of Customer Line
Logistics Incidents of Premium Freight
stoppage / KANBAN
Customer complaint related to Minimum stock level / FIFO / Inventory
Logistics
Transit damage ratio

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 PPE

Emergency Evacuation
The warning
85 for evacuation is loud continuous
Siren sound of the alarm. Upon hearing the alarm,

move quickly to the nearest Assembly

 Hard Hats
Must be worn in areas where is a
possibility of getting hit by falling object

Hand Gloves
Must be worn when carrying out tasks
handling sharp objects

Ear Protection
Certain Operations can cause a noise hazard.
Please use ear protectors in noise area.

Unsafe Act
Unsafe act should be reported immediately! If
you notice any unsafe act, please notify your
Host to complete a report for remedial action
Remember
If you think it looks unsafe,t is unsafe!

Geometric Dimensioning & Tolerances

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ASME Y14.5M-1994 - The national standard for dimensioning and tolerancing in the United States.
Geometric Dimensioning and tolerancing (GD&T) is a language used on mechanical engineering drawings
composed of symbols that are used to efficiently and accurately communicate geometry requirements for
associated features on component and assemblies.
A method to specify the shape of a piece of hardware on an engineering drawing.
• A set of fourteen symbols used in the language of GD&T. It consists of well-defined of symbols,
rules, definitions and conventions, used on engineering drawings to accurately describe a part.
• GD&T is a precise mathematical language that can be used to describe the size, form, orientation,
and location of part features.
• GD&T is also a design philosophy on how to design and dimension parts.
Since GD & T is a language of communication on engineering drawing it is better to understand by the
study of engineering drawing with and without GD & T symbols.

Characteristics and Symbols

Form Controls

Flatness Straightness Roundness Cylindricity

Orientation Controls
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Perpendicularity
(Squareness) Angularity Parallelism
 Location Controls

Position Symmetry Concentricity

Runout

Total Runout

Datum Surface
◄
M Maximum Material Condition

L Least Material Condition

Special Characteristics
Critical


Major

Key

North

West East

South

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