apqp apqp & ppap
TRANSCRIPT
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Revision Date Description of Changes
NC 01-Sep- 2021 Initial Release
REVISION HISTORY
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Table of Contents
1.0 Purpose ................................................................................................................................................................. 3
2.0 Scope ..................................................................................................................................................................... 3
3.0 Abbreviation ......................................................................................................................................................... 3
4.0 Purpose ................................................................................................................................................................. 4
5.0 Requirements ....................................................................................................................................................... 5
6.0 Reference .............................................................................................................................................................. 7
7.0 Appendix ............................................................................................................................................................... 7
APQP and PPAP
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1.0 Purpose
This document defines Advanced Product Quality Planning (APQP) and Production Part Approval
Process (PPAP) requirements for CTRM AC suppliers. It has been developed based upon the
requirements of the International Aerospace Quality Group (IAQG) AS/EN/JISQ Aerospace
Series – Requirements for Advanced Product Quality Planning and Production Part Approval
Process.
2.0 Scope
SQR 006 shall be read in conjunction with Appendix E Customer’s Applicable Requirements
Matrix which is available at https://www.ctrm.com.my/
APQP and PPAP is required when invoked pursuant to a Purchase Order (PO) or any other
contractual document issued by CTRM AC. APQP and PPAP may also be required as part of a
quality initiative such as Supplier Improvement Program.
This requirement is applicable to all members of the supply chain.
APQP & PPAP is basically apply to below conditions:
New or derivative Program - New Product Introduction
Major Modifications (Product or Process)
Transfer of Work
Notes 1:
For further clarification of CTRM AC APQP & PPAP requirements, the Supplier should contact CTRM AC’s
buyer (Procurement) who can refer it to the appropriate Supplier Management Team.
3.0 Abbreviation
3.1 APQP
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3.7 PFD
3.9 PPAP
4.1 The purpose of the phased APQP approach is to:
Provides a structured method with defined outputs to assure new products satisfy customer needs and want.
Uses project management to drive on-time and on-quality delivery of the product by monitoring key project deliverables.
Employs a cross-functional approach to support commitment and effective communication.
Establishes proactive and preventative mindset.
4.2 To accomplish this, necessary steps need to take place at the appropriate times within
the product realization process.
4.3 APQP has five phases (see Figure 1) starting with conceptual product needs and
extending throughout the product life cycle.
APQP and PPAP
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4.4 PPAP Approval is Gate 4 of APQP and used to validate the production process has
demonstrated the potential to produce products that consistently full all CTRM AC
requirements while operating at the customer demand rate.
Reference: AS9154 & IAQG Supply Chain Management Handbook (SCMH) – Section
7.2 APQP.
5.0 Requirements
5.1 Readiness
Upon notification from CTRM AC, supplier shall submit Self-Assessment Readiness
(using IAQG format Maturity Matrix-Attachment 1) within 7 working days.
This evaluation assesses the maturity of and organization's Advanced Product Quality
Planning philosophy (management awareness/commitment and organizational alignment
& effective communication), project /risk management, use of tools, and readiness of
external suppliers.
5.2 APQP & PPAP General Requirements
5.2.1 Upon notification of APQP & PPAP requirements, the supplier shall comply with
this SQR 006. Supplier shall meet all the APQP elements unless an element is
not applicable to the part or to the activities performed by the supplier (eg
Element Design Risk Analysis would be only applicable to a Design Responsible
Supplier). Elements that the Supplier proposed as not applicable require
approval during APQP Kick off Meeting with CTRM AC team. The approval must
be formally agreed using APQP Kick off -Elements Applicability (Form A1).
5.2.2 Supplier shall submit a plan with the commitment dates to complete each APQP
& PPAP elements Initial Timing Plan (Form A2) within 14 business days.
5.2.3 The Supplier shall flow down the requirements of APQP & PPAP to all levels of
its supply chain (internal & external) and maintain records of their compliance.
5.2.4 The supplier shall submit all PPAP planning and objective evidence as per
agreed milestone.
product and associated project
Define the product and associated project targets
Develop the product breakdown structure [i.e., high-level Bill of Material
(BOM)] to support source selection
Coordinate and communicate timing with all applicable stakeholders
Schedule all key dates and deliverables in the project plan
APQP and PPAP
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5.3.2 Phase 2 – Product Design and Development
Turning product specifications into robust product definition
- Design risk analysis
- Identification of product KCs
Conduct design record review at production sources to evaluate
manufacturing feasibility
Complete source selection and establish a supply chain risk management
plan
Conduct Process Failure Mode and Effects Analysis (PFMEA) on the
proposed process(es) and identify process KCs
Update the process based on the PFMEA risk mitigation plans, focusing on
process KCs
Create the control plan including results of the PFMEA and KCs identification
Create process manufacturing instructions and documentation
Evaluate production readiness
Conduct a First Article Inspection (FAI) and assemble Production Part
Approval Process (PPAP) file
Conduct a capacity analysis
Collect data to demonstrate the manufacturing and assembly processes can
produce conforming product at the customer demand rate
Conduct the MSA per the MSA Plan
Review the results of production process runs and determine corrective
actions, as needed
readiness for entry into serial production
5.3.5 Phase 5 – Serial Production
Monitor product and process performance and compare to the defined Phase 1
targets, including:
APQP and PPAP
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Implement actions to reduce product and process variation in associated
production
Document sources of variation in support of continual improvement efforts
Capture lessons learned and integrate into other design activities, as appropriate
Update FMEAs based on lessons learned
5.4 PPAP Submission Levels
5.4.1 The default submission is Level 3 unless otherwise specified by approved Form
A1 APQP Kick off – Elements Applicability. Regardless of the submission level,
the Supplier shall complete and maintain documentation for all applicable
Elements in its PPAP file.
Note: PPAP Submission Level can be refer at AS9145
6.0 Reference
Document Title
AS9145 Aerospace Series – Requirements for Advanced Product Quality Planning and
Production Part Approval Process
AS13003 Measurement Systems Analysis Requirements for the Aero Engine Supply Chain
AS13004 Process Failure Mode & Effects Analysis (PFMEA) & Control Plans
AS13006 Process Control Methods
AIAG Manuals Advanced Product Quality Planning (APQP) & Control Plan, Production Part
Approval Process (PPAP), Failure Mode Effects & Analysis (FMEA), Measurement
System Analysis (MSA), and Stattistical Process Control (SPC)
IAQG SCMH IAQG Supply Chain Management Handbook
7.0 Appendix
Attachment 1 Self Assessment Readiness (using IAQG format Maturity Matrix)
Guidance
Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
© 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
1. Enter background information of the organization being assessed and the person doing the assessing.
This evaluation assesses the maturity of and organization's Advanced Product Quality Planning philosophy (management awareness/commitment and organizational alignment & effective communication), project/risk management, use of tools, and readiness of external suppliers.
2. Enter the level of the organization in the column titled “Score”. The organization must comply with everything in the level and have objective evidence of compliance to justify the level chosen. Levels are progressive. In order to comply with a level you must comply with everything listed. If not all items of a level are met at a higher level choose the next lower level for which compliance can be demonstrated. If an item does not apply or there is no supporting process, it is scored as a 1.
3. Enter evidence to justify the score provided and add any additional comments Note: Additional detail will provide future assessors or organizations further detail on areas of improvement
Note: Weighting entered in the cells are the recommended weights of each item. If weights are adjusted ensure that the total weight of each category equates to 100%
4. Reporting: The raw and overall weighted category score will be provided under each category. The total score will be shown at the bottom and the top of the page. A detailed and summary report is provided on the additional tabs.
Data
Total Overall Weighted Score
0.0%
Item
Content
No knowledge of APQP. Not integrated into product development process.
Basic knowledge and awareness of APQP and basic understanding of requirements and skills needed to deploy.
Implementation plan in place for integrating APQP into Product Development process. Key personnel trained in the APQP methodologies.
APQP is defined and fully integrated in product development process. Strategic communications and objectives driving the APQP philosophy.
Organizational structure and systems in place to support APQP. Continuous improvements plans to ensure the APQP philosophy continues to drive culture change.
30%
1.2
Limited support and no APQP executive leadership directive.
Acknowledged and supported in isolated sectors of the organization. (e.g. driven by quality and/or engineering)
Leaders of function roles (e.g. engineering, quality, operations, procurement, etc.) understand and support APQP. Organization trained and some use of tools & process is evident.
Buy-in at all levels and relevant functional organizations of the organization and working to achieve the tactical objectives.
Leadership objectives met and tactical objectives implemented. Results analysis driving improvements and closing gaps.
70%
Item
Content
Ownership of APQP process
Ownership is not defined. Functions are operating in silos and are task driven.
Multiple owners. Philosophy driven by multiple functions. Direction not assigned. There are pockets of tools being used.
Executive owner is established and organizational structure to support APQP process is defined.
Multi-discipline structure established and decision making process in place.
Resources are optimized and there is a process in place to re-allocate as needed.
40%
2.2
Product development progress is not communicated.
Product development reviews and communication occurs within isolated sectors. Not multi-disciplined. No frequency is established.
Multi-discipline project review process is defined. Review frequency is established and the organization is starting to conduct reviews.
Reviews are stable, multi-disciplined and effectively managed to communicate project outputs and escalation of issues. Gated executive and periodic customer reviews are conducted.
Central repository established for managing product development process and ensuring access of information. Reviews are consistently communicated (e.g. project status, newsletters, etc.).
20%
2.3
Human Resource Planning
No plan for human resources needed to support the APQP process. Resources are added as the need arises.
Human resource needs are determined in some areas and evaluated for capability with plans to close skill gaps.
Human resource needs are identified for all functional areas and training plans are completed.
Qualified personnel are in place and there is a process defined to sustain APQP.
APQP roles are embedded into the organizational structure. Capabilities of APQP resources are maintained systematically & optimized for on-going process effectiveness.
40%
Item
Content
Little to no knowledge of Project Management.
Some elements of project management are understood and used for product development but has not considered all 9145 requirements Project management skill gaps are understood and training underway.
Project management skills developed and being applied to some product development projects. Requirements of 9145 have been incorporated. Starting to incorporate a disciplined project management approach, with high level APQP project plans to manage product development.
Defined APQP Project Management processes and procedures in place. The organization has the demonstrated capability to establish detail level APQP project plans to manage product development. Capability to conduct Phase Gate reviews and periodic project/phase reviews with regular project status reporting.
APQP Project Management organizational structure/resources (project owners and multidiscipline resources) and information systems in place for effective Project Management. Continuous improvement. Criteria established to evaluate key Project Management and APQP deliverables.
35%
3.2
Risk Management and Escalation
Little to no knowledge of Risk Management. Risk Management in the APQP Context applies to Project, Supplier. Feasibility (design to manufacturing handoff and sales to design handoff), Product (DFMEA or equivalent) or Process (PFMEA), Gaging (MSA), and Product and Process Capabilities (CP, CPK)
Some knowledge of Risk Management, but no plan for how product development risk will be managed. Current risk management activities are adhoc. Risk Management skill gaps are understood and training underway.
Organization has Risk Management knowledge and skills. Risk Management implementation plan in place. Starting to incorporate a disciplined Risk Management approach, with a defined escalation process to manage product development risks.
Defined Risk Management processes and procedures in place. The organization has demonstrated Risk Management capability in product development. The organization can identify, escalate, and manage high priority and product development risk issues with highest level of management involvement.
Organizational structure and information systems are in place to support effective Risk Management. Risk Management philosophy is embedded and part of the organization's culture. Risk management includes continuous improvement feedback from previous projects.
35%
3.3
Project Reviews and Escalation
Little to no knowledge of the APQP Project review and escalation processes.
Some knowledge of APQP Project review and escalation processes, but no plan for conducting Project reviews and escalation. Current Project reviews and escalation are adhoc.
Organization has knowledge and skills to conduct APQP Project reviews and escalation for product development. Implementation plan for APQP. Project review process is in place, including processes for escalation. Starting to incorporate Project reviews for APQP output deliverables (e.g. Preliminary Design Review, Critical Design Review, Production Readiness Review).
Defined APQP Project review and escalation processes and procedures in place. The organization has demonstrated capability to conduct regular Project reviews of APQP output deliverables. The organization has the demonstrated capability to escalate product development issues for resolution.
Organization structure and information systems in place to support APQP Project reviews. Project management / Team resources are experienced with verifiable past experience in Project reviews. APQP Project reviews include top management where critical decisions are needed. Project data is used for tracking of Project KPIs, with demonstrated achievement of Project performance objectives. APQP Project review content is evolving, considering continuous improvement feedback from previous projects, (e.g. project review process regularly updated based on lessons learned from past projects).
30%
Failure Mode and Effects Analysis (FMEA)
No knowledge of FMEA. Not integrated into product or process development.
Basic knowledge and awareness of FMEA. Basic understanding of requirements and skills needed to deploy. Limited participation in FMEA development.
Personnel are trained in use of FMEA-tools with staff in place to facilitate the process using multifunctional teams. Lessons Learned, historical data is used as an input to the FMEA. FMEAs are used to identify risks with mitigation plans of RPN reduction. Linkage is established between Design FMEA (DFMEA), Process flow diagram, Process (PFMEA) and Control Plans.
FMEA approach is standardized and fully integrated in product development process. FMEA process is leading to RPN reduction and process/quality improvements. FMEAs are updated as needed based on process output data, e.g. escapes, rejects, etc.
Organizational structure and information systems in place to support FMEA development and maintenance. FMEAs support the organization's continuous improvement philosophy.
20.0%
4.2
Process Flow Diagram (PFD)
No knowledge of Process Flow Diagrams (PFD). Considers shop router or traveler as equivalent to PFD. Does not always include alternate processes, movement, and external operations.
Basic understanding of the PFD requirements and skills needed to deploy. Process flow diagrams (PFD) exists, but do not contain sufficient details to produce the product.
Personnel are trained in the use of PFDs. PFDs contain defined process operations in detailed sequence. The system is used to identify process flow and has standardized diagram symbols. Linkage is established between Design FMEA (DFMEA), PFD, Process (PFMEA) and Control Plans.
A standard PFD process is in place and is implemented across products. Product and process families are identified and used as appropriate to standardize operations. PFD is used to identify sources of variation and risk. PFDs are updated when changes and improvements are made.
Organizational structure and information systems in place to support Process flow improvements. Group related Lessons Learned and best practices are communicated. Process flow Diagrams are updated when changes and improvements are made.
10.0%
4.3
No knowledge of Control plans. Considers inspection plans, process instructions, router, etc. to be equivalent to Control Plan.
Basic understanding of control plans and skills needed to develop them. Some control plans under development but not always linked to PFMEA and/or PFD. Format not standardized.
Personnel are trained in the development and use of Control Plans. Key product and process characteristics (KCs , CIs) are identified in the Control Plan. The Control Plans include product and process controls Linkage is established between Design FMEA (DFMEA), PFD, Process (PFMEA) and Control Plans.
Control Plans have been developed across products Product and process families are identified and used as appropriate to standardize operations. Control Plans are being used to manage and control process and product variation.
Organizational structure and information systems in place to support Control Plans. Control Plans are initiated in the product development phase and continue to mature throughout the product life cycle. Control Plans are updated when changes and improvements are made.
10.0%
4.4
No knowledge of measurement system analysis. Measurement controls limited to calibration of gages.
Basic understanding of MSA and skills needed to implement. MSA is limited to gage repeatability and reproducibility (GR&R)
Personnel are trained in the use of MSA and understand the basic factors that impact the MSA results. MSAs are performed for key product and process characteristics (KCs , CIs).
Defined process in place for MSA. MSAs are repeated when inspection process is modified or new inspectors are introduced into the process. The organization implements corrective action plans when MSA results do not satisfy the acceptance criteria.
Organizational structure and information systems in place to support MSA improvements. The MSA plan has all inspection tools and equipment identified and performs trend analysis for wear, changes, etc.
10.0%
4.5
Management and Identification of Critical Items (Including Key Product Characteristics)
No knowledge of how to define and manage critical items and their relationship to key product characteristics.
KCs and CIs identified through the design risk analysis are included in the design records but not consistently carried through manufacturing documentation (e.g. inspection plans, control plans, etc.) Manufacturing documentation gaps regarding KCs and CIs are identified and a plan is in place to close the gaps.
KCs are documented and variation management (ref. 9103) is implemented for KCs throughout the manufacturing process.
All KCs are identified and controlled as defined in the process control plans. Process capability is established and plans in place to reduce variation as needed to meet the requirements. Process in place to re-evaluate KCs as needed.
Information systems in place to monitor, alert and analyze KCs variation data. KC reliability data analyzed to predict potential product performance issues. Statistical analysis tools are used to improve product variation.
20.0%
4.6
Management and Identification of Key Process Characteristics
No knowledge of how to identify and manage key process characteristics related to KCs and Cis.
Key process characteristics, impacting KCs, are identified in the Process FMEA but not consistently included in manufacturing documentation or control plans.
Key process characteristics are documented and variation management (ref. 9103) is implemented throughout the manufacturing process.
All Key process characteristics are identified and controlled as defined in the process control plans. Process capability is established and plans in place to reduce variation as needed to meet the requirements. Process in place to re-evaluate for all process related changes.
Information systems in place to monitor, alert and analyze KCs variation data. KC reliability data analyzed to predict potential product performance issues. Statistical analysis tools are used to improve product variation.
10.0%
4.7
Capability Studies
No knowledge of how to perform capability studies. No statistical methods used to manage product and/or process variation.
Basic understanding of process capability studies and skills needed to perform them. Some capability studies have been performed but little action has been taken to improve processes.
Organization has a system in place for capturing and calculating capability data. Process capability indices (e.g., Cpk, Ppk) are calculated after the process is determined stable.
Standard work is in place to perform process capability studies. Process capability requirements have been achieved for product and process KCs and/or plans in place to improve.
Organizational structure and information systems in place to monitor, alert and analyze process capability data. Statistical analysis tools are used to improve process capability.
10.0%
4.8
Capacity Assessment
No knowledge of how to perform capacity assessments. The organization does not use Capacity assessments.
Basic understanding of capacity assessment and skills needed to perform them. Some capacity studies have been performed but little action has been taken to improve processes. Gaps are understood and training is underway.
Organization has a system in place for capturing and calculating capacity data. Implementation plan in place. Organization is using capacity assessment tools on a limited basis.
Standard work is in place to perform capacity assessments. Capacity assessments are performed and output is used to make improvements to fulfill customer demand.
Organizational structure and information systems in place to support capacity assessments for continuous improvement.
10.0%
Item
Content
No plan for flow-down of APQP Readiness Assessment to suppliers.
Current flow-down of APQP Readiness Assessment to suppliers is adhoc.
Organization has the knowledge and skills to Flow-down APQP Readiness Assessment to suppliers. Implementation plan to flow-down APQP Readiness Assessment to suppliers is in place. Starting to incorporate APQP Readiness Assessment requirements into flow-down requirements for suppliers.
Defined processes and procedures in place for Flow-down of APQP Readiness Assessment to suppliers. Demonstrated capability to flow APQP Readiness Assessment to suppliers. Suppliers perform self assessment and report results. Demonstrated capability to evaluate supplier APQP Readiness Assessment results..
Organization structure and information systems in place to manage Flow-down of APQP Readiness Assessment to suppliers. Organization's suppliers use results of self assessment for continuous improvement and to improve APQP maturity level; action plans developed and tracked for continuous improvement. Organization's suppliers are flowing APQP Readiness Assessment requirements to their suppliers.
50%
5.2
No plans to flow-down of 9145 requirements to sub-tier suppliers.
Current flow-down of 9145 requirements to suppliers is inconsistent. No defined process for determining when to flow-down 9145
Organization has the knowledge to define how and when to flow-down 9145 requirements to sub-tier suppliers. Implementation plan in place Starting to flow-down 9145 requirements to sub-tier suppliers.
Defined processes and procedures in place for flow-down of 9145 requirements to suppliers. Consistently flowed-down to sub-tier suppliers as planned. Process in place to assess sub-tier supplier's competency and compliance to 9145 requirements.
Organization structure and information systems in place to manage Flow-down of 9145 requirements to suppliers. Organization has visibility of key 9145 deliverables at suppliers (e.g. digital, automated reporting of 9145 deliverables).
50%
0.0%
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
© 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of &N
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of &N
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of &N
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&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10 Page &P of &N
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&"-,Bold"&12Action Tracker Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&10 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10Page &P of &N
Attachment 1 Maturity Matrix.xlsx
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PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
Revision Date Description of Changes
NC 01-Sep- 2021 Initial Release
REVISION HISTORY
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Table of Contents
1.0 Purpose ................................................................................................................................................................. 3
2.0 Scope ..................................................................................................................................................................... 3
3.0 Abbreviation ......................................................................................................................................................... 3
4.0 Purpose ................................................................................................................................................................. 4
5.0 Requirements ....................................................................................................................................................... 5
6.0 Reference .............................................................................................................................................................. 7
7.0 Appendix ............................................................................................................................................................... 7
APQP and PPAP
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1.0 Purpose
This document defines Advanced Product Quality Planning (APQP) and Production Part Approval
Process (PPAP) requirements for CTRM AC suppliers. It has been developed based upon the
requirements of the International Aerospace Quality Group (IAQG) AS/EN/JISQ Aerospace
Series – Requirements for Advanced Product Quality Planning and Production Part Approval
Process.
2.0 Scope
SQR 006 shall be read in conjunction with Appendix E Customer’s Applicable Requirements
Matrix which is available at https://www.ctrm.com.my/
APQP and PPAP is required when invoked pursuant to a Purchase Order (PO) or any other
contractual document issued by CTRM AC. APQP and PPAP may also be required as part of a
quality initiative such as Supplier Improvement Program.
This requirement is applicable to all members of the supply chain.
APQP & PPAP is basically apply to below conditions:
New or derivative Program - New Product Introduction
Major Modifications (Product or Process)
Transfer of Work
Notes 1:
For further clarification of CTRM AC APQP & PPAP requirements, the Supplier should contact CTRM AC’s
buyer (Procurement) who can refer it to the appropriate Supplier Management Team.
3.0 Abbreviation
3.1 APQP
Page 4 of 7
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PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
3.7 PFD
3.9 PPAP
4.1 The purpose of the phased APQP approach is to:
Provides a structured method with defined outputs to assure new products satisfy customer needs and want.
Uses project management to drive on-time and on-quality delivery of the product by monitoring key project deliverables.
Employs a cross-functional approach to support commitment and effective communication.
Establishes proactive and preventative mindset.
4.2 To accomplish this, necessary steps need to take place at the appropriate times within
the product realization process.
4.3 APQP has five phases (see Figure 1) starting with conceptual product needs and
extending throughout the product life cycle.
APQP and PPAP
Page 5 of 7
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4.4 PPAP Approval is Gate 4 of APQP and used to validate the production process has
demonstrated the potential to produce products that consistently full all CTRM AC
requirements while operating at the customer demand rate.
Reference: AS9154 & IAQG Supply Chain Management Handbook (SCMH) – Section
7.2 APQP.
5.0 Requirements
5.1 Readiness
Upon notification from CTRM AC, supplier shall submit Self-Assessment Readiness
(using IAQG format Maturity Matrix-Attachment 1) within 7 working days.
This evaluation assesses the maturity of and organization's Advanced Product Quality
Planning philosophy (management awareness/commitment and organizational alignment
& effective communication), project /risk management, use of tools, and readiness of
external suppliers.
5.2 APQP & PPAP General Requirements
5.2.1 Upon notification of APQP & PPAP requirements, the supplier shall comply with
this SQR 006. Supplier shall meet all the APQP elements unless an element is
not applicable to the part or to the activities performed by the supplier (eg
Element Design Risk Analysis would be only applicable to a Design Responsible
Supplier). Elements that the Supplier proposed as not applicable require
approval during APQP Kick off Meeting with CTRM AC team. The approval must
be formally agreed using APQP Kick off -Elements Applicability (Form A1).
5.2.2 Supplier shall submit a plan with the commitment dates to complete each APQP
& PPAP elements Initial Timing Plan (Form A2) within 14 business days.
5.2.3 The Supplier shall flow down the requirements of APQP & PPAP to all levels of
its supply chain (internal & external) and maintain records of their compliance.
5.2.4 The supplier shall submit all PPAP planning and objective evidence as per
agreed milestone.
product and associated project
Define the product and associated project targets
Develop the product breakdown structure [i.e., high-level Bill of Material
(BOM)] to support source selection
Coordinate and communicate timing with all applicable stakeholders
Schedule all key dates and deliverables in the project plan
APQP and PPAP
Page 6 of 7
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PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
5.3.2 Phase 2 – Product Design and Development
Turning product specifications into robust product definition
- Design risk analysis
- Identification of product KCs
Conduct design record review at production sources to evaluate
manufacturing feasibility
Complete source selection and establish a supply chain risk management
plan
Conduct Process Failure Mode and Effects Analysis (PFMEA) on the
proposed process(es) and identify process KCs
Update the process based on the PFMEA risk mitigation plans, focusing on
process KCs
Create the control plan including results of the PFMEA and KCs identification
Create process manufacturing instructions and documentation
Evaluate production readiness
Conduct a First Article Inspection (FAI) and assemble Production Part
Approval Process (PPAP) file
Conduct a capacity analysis
Collect data to demonstrate the manufacturing and assembly processes can
produce conforming product at the customer demand rate
Conduct the MSA per the MSA Plan
Review the results of production process runs and determine corrective
actions, as needed
readiness for entry into serial production
5.3.5 Phase 5 – Serial Production
Monitor product and process performance and compare to the defined Phase 1
targets, including:
APQP and PPAP
Page 7 of 7
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Implement actions to reduce product and process variation in associated
production
Document sources of variation in support of continual improvement efforts
Capture lessons learned and integrate into other design activities, as appropriate
Update FMEAs based on lessons learned
5.4 PPAP Submission Levels
5.4.1 The default submission is Level 3 unless otherwise specified by approved Form
A1 APQP Kick off – Elements Applicability. Regardless of the submission level,
the Supplier shall complete and maintain documentation for all applicable
Elements in its PPAP file.
Note: PPAP Submission Level can be refer at AS9145
6.0 Reference
Document Title
AS9145 Aerospace Series – Requirements for Advanced Product Quality Planning and
Production Part Approval Process
AS13003 Measurement Systems Analysis Requirements for the Aero Engine Supply Chain
AS13004 Process Failure Mode & Effects Analysis (PFMEA) & Control Plans
AS13006 Process Control Methods
AIAG Manuals Advanced Product Quality Planning (APQP) & Control Plan, Production Part
Approval Process (PPAP), Failure Mode Effects & Analysis (FMEA), Measurement
System Analysis (MSA), and Stattistical Process Control (SPC)
IAQG SCMH IAQG Supply Chain Management Handbook
7.0 Appendix
Attachment 1 Self Assessment Readiness (using IAQG format Maturity Matrix)
Guidance
Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
© 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
1. Enter background information of the organization being assessed and the person doing the assessing.
This evaluation assesses the maturity of and organization's Advanced Product Quality Planning philosophy (management awareness/commitment and organizational alignment & effective communication), project/risk management, use of tools, and readiness of external suppliers.
2. Enter the level of the organization in the column titled “Score”. The organization must comply with everything in the level and have objective evidence of compliance to justify the level chosen. Levels are progressive. In order to comply with a level you must comply with everything listed. If not all items of a level are met at a higher level choose the next lower level for which compliance can be demonstrated. If an item does not apply or there is no supporting process, it is scored as a 1.
3. Enter evidence to justify the score provided and add any additional comments Note: Additional detail will provide future assessors or organizations further detail on areas of improvement
Note: Weighting entered in the cells are the recommended weights of each item. If weights are adjusted ensure that the total weight of each category equates to 100%
4. Reporting: The raw and overall weighted category score will be provided under each category. The total score will be shown at the bottom and the top of the page. A detailed and summary report is provided on the additional tabs.
Data
Total Overall Weighted Score
0.0%
Item
Content
No knowledge of APQP. Not integrated into product development process.
Basic knowledge and awareness of APQP and basic understanding of requirements and skills needed to deploy.
Implementation plan in place for integrating APQP into Product Development process. Key personnel trained in the APQP methodologies.
APQP is defined and fully integrated in product development process. Strategic communications and objectives driving the APQP philosophy.
Organizational structure and systems in place to support APQP. Continuous improvements plans to ensure the APQP philosophy continues to drive culture change.
30%
1.2
Limited support and no APQP executive leadership directive.
Acknowledged and supported in isolated sectors of the organization. (e.g. driven by quality and/or engineering)
Leaders of function roles (e.g. engineering, quality, operations, procurement, etc.) understand and support APQP. Organization trained and some use of tools & process is evident.
Buy-in at all levels and relevant functional organizations of the organization and working to achieve the tactical objectives.
Leadership objectives met and tactical objectives implemented. Results analysis driving improvements and closing gaps.
70%
Item
Content
Ownership of APQP process
Ownership is not defined. Functions are operating in silos and are task driven.
Multiple owners. Philosophy driven by multiple functions. Direction not assigned. There are pockets of tools being used.
Executive owner is established and organizational structure to support APQP process is defined.
Multi-discipline structure established and decision making process in place.
Resources are optimized and there is a process in place to re-allocate as needed.
40%
2.2
Product development progress is not communicated.
Product development reviews and communication occurs within isolated sectors. Not multi-disciplined. No frequency is established.
Multi-discipline project review process is defined. Review frequency is established and the organization is starting to conduct reviews.
Reviews are stable, multi-disciplined and effectively managed to communicate project outputs and escalation of issues. Gated executive and periodic customer reviews are conducted.
Central repository established for managing product development process and ensuring access of information. Reviews are consistently communicated (e.g. project status, newsletters, etc.).
20%
2.3
Human Resource Planning
No plan for human resources needed to support the APQP process. Resources are added as the need arises.
Human resource needs are determined in some areas and evaluated for capability with plans to close skill gaps.
Human resource needs are identified for all functional areas and training plans are completed.
Qualified personnel are in place and there is a process defined to sustain APQP.
APQP roles are embedded into the organizational structure. Capabilities of APQP resources are maintained systematically & optimized for on-going process effectiveness.
40%
Item
Content
Little to no knowledge of Project Management.
Some elements of project management are understood and used for product development but has not considered all 9145 requirements Project management skill gaps are understood and training underway.
Project management skills developed and being applied to some product development projects. Requirements of 9145 have been incorporated. Starting to incorporate a disciplined project management approach, with high level APQP project plans to manage product development.
Defined APQP Project Management processes and procedures in place. The organization has the demonstrated capability to establish detail level APQP project plans to manage product development. Capability to conduct Phase Gate reviews and periodic project/phase reviews with regular project status reporting.
APQP Project Management organizational structure/resources (project owners and multidiscipline resources) and information systems in place for effective Project Management. Continuous improvement. Criteria established to evaluate key Project Management and APQP deliverables.
35%
3.2
Risk Management and Escalation
Little to no knowledge of Risk Management. Risk Management in the APQP Context applies to Project, Supplier. Feasibility (design to manufacturing handoff and sales to design handoff), Product (DFMEA or equivalent) or Process (PFMEA), Gaging (MSA), and Product and Process Capabilities (CP, CPK)
Some knowledge of Risk Management, but no plan for how product development risk will be managed. Current risk management activities are adhoc. Risk Management skill gaps are understood and training underway.
Organization has Risk Management knowledge and skills. Risk Management implementation plan in place. Starting to incorporate a disciplined Risk Management approach, with a defined escalation process to manage product development risks.
Defined Risk Management processes and procedures in place. The organization has demonstrated Risk Management capability in product development. The organization can identify, escalate, and manage high priority and product development risk issues with highest level of management involvement.
Organizational structure and information systems are in place to support effective Risk Management. Risk Management philosophy is embedded and part of the organization's culture. Risk management includes continuous improvement feedback from previous projects.
35%
3.3
Project Reviews and Escalation
Little to no knowledge of the APQP Project review and escalation processes.
Some knowledge of APQP Project review and escalation processes, but no plan for conducting Project reviews and escalation. Current Project reviews and escalation are adhoc.
Organization has knowledge and skills to conduct APQP Project reviews and escalation for product development. Implementation plan for APQP. Project review process is in place, including processes for escalation. Starting to incorporate Project reviews for APQP output deliverables (e.g. Preliminary Design Review, Critical Design Review, Production Readiness Review).
Defined APQP Project review and escalation processes and procedures in place. The organization has demonstrated capability to conduct regular Project reviews of APQP output deliverables. The organization has the demonstrated capability to escalate product development issues for resolution.
Organization structure and information systems in place to support APQP Project reviews. Project management / Team resources are experienced with verifiable past experience in Project reviews. APQP Project reviews include top management where critical decisions are needed. Project data is used for tracking of Project KPIs, with demonstrated achievement of Project performance objectives. APQP Project review content is evolving, considering continuous improvement feedback from previous projects, (e.g. project review process regularly updated based on lessons learned from past projects).
30%
Failure Mode and Effects Analysis (FMEA)
No knowledge of FMEA. Not integrated into product or process development.
Basic knowledge and awareness of FMEA. Basic understanding of requirements and skills needed to deploy. Limited participation in FMEA development.
Personnel are trained in use of FMEA-tools with staff in place to facilitate the process using multifunctional teams. Lessons Learned, historical data is used as an input to the FMEA. FMEAs are used to identify risks with mitigation plans of RPN reduction. Linkage is established between Design FMEA (DFMEA), Process flow diagram, Process (PFMEA) and Control Plans.
FMEA approach is standardized and fully integrated in product development process. FMEA process is leading to RPN reduction and process/quality improvements. FMEAs are updated as needed based on process output data, e.g. escapes, rejects, etc.
Organizational structure and information systems in place to support FMEA development and maintenance. FMEAs support the organization's continuous improvement philosophy.
20.0%
4.2
Process Flow Diagram (PFD)
No knowledge of Process Flow Diagrams (PFD). Considers shop router or traveler as equivalent to PFD. Does not always include alternate processes, movement, and external operations.
Basic understanding of the PFD requirements and skills needed to deploy. Process flow diagrams (PFD) exists, but do not contain sufficient details to produce the product.
Personnel are trained in the use of PFDs. PFDs contain defined process operations in detailed sequence. The system is used to identify process flow and has standardized diagram symbols. Linkage is established between Design FMEA (DFMEA), PFD, Process (PFMEA) and Control Plans.
A standard PFD process is in place and is implemented across products. Product and process families are identified and used as appropriate to standardize operations. PFD is used to identify sources of variation and risk. PFDs are updated when changes and improvements are made.
Organizational structure and information systems in place to support Process flow improvements. Group related Lessons Learned and best practices are communicated. Process flow Diagrams are updated when changes and improvements are made.
10.0%
4.3
No knowledge of Control plans. Considers inspection plans, process instructions, router, etc. to be equivalent to Control Plan.
Basic understanding of control plans and skills needed to develop them. Some control plans under development but not always linked to PFMEA and/or PFD. Format not standardized.
Personnel are trained in the development and use of Control Plans. Key product and process characteristics (KCs , CIs) are identified in the Control Plan. The Control Plans include product and process controls Linkage is established between Design FMEA (DFMEA), PFD, Process (PFMEA) and Control Plans.
Control Plans have been developed across products Product and process families are identified and used as appropriate to standardize operations. Control Plans are being used to manage and control process and product variation.
Organizational structure and information systems in place to support Control Plans. Control Plans are initiated in the product development phase and continue to mature throughout the product life cycle. Control Plans are updated when changes and improvements are made.
10.0%
4.4
No knowledge of measurement system analysis. Measurement controls limited to calibration of gages.
Basic understanding of MSA and skills needed to implement. MSA is limited to gage repeatability and reproducibility (GR&R)
Personnel are trained in the use of MSA and understand the basic factors that impact the MSA results. MSAs are performed for key product and process characteristics (KCs , CIs).
Defined process in place for MSA. MSAs are repeated when inspection process is modified or new inspectors are introduced into the process. The organization implements corrective action plans when MSA results do not satisfy the acceptance criteria.
Organizational structure and information systems in place to support MSA improvements. The MSA plan has all inspection tools and equipment identified and performs trend analysis for wear, changes, etc.
10.0%
4.5
Management and Identification of Critical Items (Including Key Product Characteristics)
No knowledge of how to define and manage critical items and their relationship to key product characteristics.
KCs and CIs identified through the design risk analysis are included in the design records but not consistently carried through manufacturing documentation (e.g. inspection plans, control plans, etc.) Manufacturing documentation gaps regarding KCs and CIs are identified and a plan is in place to close the gaps.
KCs are documented and variation management (ref. 9103) is implemented for KCs throughout the manufacturing process.
All KCs are identified and controlled as defined in the process control plans. Process capability is established and plans in place to reduce variation as needed to meet the requirements. Process in place to re-evaluate KCs as needed.
Information systems in place to monitor, alert and analyze KCs variation data. KC reliability data analyzed to predict potential product performance issues. Statistical analysis tools are used to improve product variation.
20.0%
4.6
Management and Identification of Key Process Characteristics
No knowledge of how to identify and manage key process characteristics related to KCs and Cis.
Key process characteristics, impacting KCs, are identified in the Process FMEA but not consistently included in manufacturing documentation or control plans.
Key process characteristics are documented and variation management (ref. 9103) is implemented throughout the manufacturing process.
All Key process characteristics are identified and controlled as defined in the process control plans. Process capability is established and plans in place to reduce variation as needed to meet the requirements. Process in place to re-evaluate for all process related changes.
Information systems in place to monitor, alert and analyze KCs variation data. KC reliability data analyzed to predict potential product performance issues. Statistical analysis tools are used to improve product variation.
10.0%
4.7
Capability Studies
No knowledge of how to perform capability studies. No statistical methods used to manage product and/or process variation.
Basic understanding of process capability studies and skills needed to perform them. Some capability studies have been performed but little action has been taken to improve processes.
Organization has a system in place for capturing and calculating capability data. Process capability indices (e.g., Cpk, Ppk) are calculated after the process is determined stable.
Standard work is in place to perform process capability studies. Process capability requirements have been achieved for product and process KCs and/or plans in place to improve.
Organizational structure and information systems in place to monitor, alert and analyze process capability data. Statistical analysis tools are used to improve process capability.
10.0%
4.8
Capacity Assessment
No knowledge of how to perform capacity assessments. The organization does not use Capacity assessments.
Basic understanding of capacity assessment and skills needed to perform them. Some capacity studies have been performed but little action has been taken to improve processes. Gaps are understood and training is underway.
Organization has a system in place for capturing and calculating capacity data. Implementation plan in place. Organization is using capacity assessment tools on a limited basis.
Standard work is in place to perform capacity assessments. Capacity assessments are performed and output is used to make improvements to fulfill customer demand.
Organizational structure and information systems in place to support capacity assessments for continuous improvement.
10.0%
Item
Content
No plan for flow-down of APQP Readiness Assessment to suppliers.
Current flow-down of APQP Readiness Assessment to suppliers is adhoc.
Organization has the knowledge and skills to Flow-down APQP Readiness Assessment to suppliers. Implementation plan to flow-down APQP Readiness Assessment to suppliers is in place. Starting to incorporate APQP Readiness Assessment requirements into flow-down requirements for suppliers.
Defined processes and procedures in place for Flow-down of APQP Readiness Assessment to suppliers. Demonstrated capability to flow APQP Readiness Assessment to suppliers. Suppliers perform self assessment and report results. Demonstrated capability to evaluate supplier APQP Readiness Assessment results..
Organization structure and information systems in place to manage Flow-down of APQP Readiness Assessment to suppliers. Organization's suppliers use results of self assessment for continuous improvement and to improve APQP maturity level; action plans developed and tracked for continuous improvement. Organization's suppliers are flowing APQP Readiness Assessment requirements to their suppliers.
50%
5.2
No plans to flow-down of 9145 requirements to sub-tier suppliers.
Current flow-down of 9145 requirements to suppliers is inconsistent. No defined process for determining when to flow-down 9145
Organization has the knowledge to define how and when to flow-down 9145 requirements to sub-tier suppliers. Implementation plan in place Starting to flow-down 9145 requirements to sub-tier suppliers.
Defined processes and procedures in place for flow-down of 9145 requirements to suppliers. Consistently flowed-down to sub-tier suppliers as planned. Process in place to assess sub-tier supplier's competency and compliance to 9145 requirements.
Organization structure and information systems in place to manage Flow-down of 9145 requirements to suppliers. Organization has visibility of key 9145 deliverables at suppliers (e.g. digital, automated reporting of 9145 deliverables).
50%
0.0%
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
© 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of &N
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of &N
© 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of &N
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&"-,Bold"&12Summary Report Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Summary Report Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Summary Report Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&9 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
&9 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
&9 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015)
Management Awareness and Commitment Organizational Alignment and Effective Communication Project and Risk Management Tools: APQP Readiness of External Providers Management Awareness and Commitment Organizational Alignment and Effective Communication Project and Risk Management Tools: APQP Readiness of External Providers Management Awareness and Commitment Organizational Alignment and Effective Communication Project and Risk Management Tools: APQP Readiness of External Providers Management Awareness and Commitment Organizational Alignment and Effective Communication Project and Risk Management Tools: APQP Readiness of External Providers Management Awareness and Commitment Organizational Alignment and Effective Communication Project and Risk Management Tools: APQP Readiness of External Providers 0 0 0 0 0
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&"-,Bold"&12Detailed Report Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Detailed Report Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Detailed Report Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&10 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10 Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10 Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10 Page &P of &N
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&"-,Bold"&12Action Tracker Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Action Tracker Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Action Tracker Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&10 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally incorporated international not for profit association (INPA) with membership from the Americas, Europe and the Asia Pacific Region (Rev. 08-2015) &10Page &P of &N
Attachment 1 Maturity Matrix.xlsx