Automotive Quality Management Your Workshop Title Goes ... · 6/15/2018 · Product safety from an...

SMMT AQMS Conference | 20th -21st November 2018 Join the conversation: #AQMS2018

Your Workshop Title Goes Here

Join the conversation: #AQMS2018 Join the conversation: #AQMS2018

Automotive Quality Management

Systems Conference


SAFETY BRIEFING PLEASE NOTE THE FOLLOWING IMPORTANT INFORMATION:

On Arrival

Please wear visitor badges

This is a no smoking building and visitors are asked to smoke outside.

Whilst Onsite

No fire drill is scheduled

In the event of a Fire, leave the building using the nearest fire exit which is directly opposite concourse suite 30. DO NOT USE

THE LIFTS.

If you require First Aid treatment, please inform a member of staff and a qualified first aider will be called immediately. Please

ensure that you provide the staff member with the casualties location. In an emergency dial 999.

Personal belongings are left entirely at owner’s risk.


09:00

Registration and networking

10:00 Session one

10:05 – 10:20

10:20 – 10:40

10:40 – 11:00

11:00 – 11:20

Welcome address (Mike Hawes, CEO, SMMT)

Introduction to SMMT QMD (Dr. Chris Owen, CEO, SMMT Industry Forum)

New IATF 16949 standard and transition status (James Bruin, Chairman – IATF)

JLR keynote address – Increasing value creation through People Growth and Development (Nigel Blenkinsop, Director, Company Quality &

Automotive Safety)

11:20 – 12:00 Coffee break and networking

12:00 Session two

12:00 – 12:20

12:20 – 12:40

12:40 – 13:00

BMW address – remark on automotive quality issues (Tom Grantham

BMW Group, Parts Quality Commodity Manager)

Developments of MMOG/LE in support of IATF (Mike Dickinson, SMMT Industry Forum)

Panel discussion and Q&A with this morning’s speakers

13:00 – 14:00 Lunch and networking

AQMS 2018 – Day 1


14:00 Session three

14:00 – 14:20

14:20 – 14:40

14:40 – 15:00

UKAS perspective on automotive quality management standards & Brexit (Steve Randall, Accreditation Specialist – certification)

New global FMEA standard - FMEA Alignment AIAG and VDA (Jochen Pfeufer, Joint Project Leader, VDA QMC)

Product safety from an Automotive perspective (Peter Shervington, Principal Associate, Eversheds Sutherland)


15:30 – 16:00 Panel discussion and Q&A with this afternoon’s speakers and closing remarks, Dr. Chris Owen, CEO, SMMT Industry Forum

17:30 Pre-dinner drinks and networking (room 32 next door)

18:30 Dinner (in here)

AQMS 2018 – Day 1 continued…


8:45 Welcome and Introduction to workshops

09:00 – 09:55 Session one

SESSION ROOM

A)

B)

C)

Evaluating the Measurement Process – we need good measurements, don’t we? - NPL

Non conformity management (theory) - evaluation of corrective actions, based on “Rules”

Adam Woodward, SMMT Industry Forum

VDA Formel Q (general introduction - theory), Connection to other tools and techniques (practice) Oliver Smith, Bentley Motors Limited

10:00 – 10:55 Session two

A)

B)

C)

Product Verification & Smart Quality – good practice in the collection and application of reliable measurement data in the digital age - NPL

Non conformity management (theory) - evaluation of corrective actions, based on “Rules”

Adam Woodward, SMMT Industry Forum

VDA Formel Q (general introduction - theory), Connection to other tools and techniques (practice) Oliver Smith, Bentley Motors Limited


11:20 – 12:15 Session three

A)

B)

C)

Risk based thinking – Max Collier, SMMT Industry Forum

‘To forearm is to forestall’: Practical, pre-emptive steps to minimise product liability risk – Peter Shervington, Eversheds Sutherland

IATF 16949 - Various types of audits (theory) and Process approach to auditing - how to use turtle diagram for effective system audits (practice) – Helena

Thompson, SMMT Industry Forum

12:15 – 13:15 Lunch and networking

AQMS 2018 – Day 2


13:15 – 14:10 Session four

SESSION ROOM

A)

B)

C)

Risk based thinking - Max Collier, SMMT Industry Forum

IATF16949 Standard/ Sanctioned Interpretations and Frequently Ask Questions Forum – Adam Woodward, SMMT Industry Forum

‘When the rubber hits the road’: Managing product safety crises and corrective actions – Peter Shervington, Eversheds Sutherland

14:10 – 15:05 Session five

A)

B)

C)

APQP implementation – Max Coller, SMMT Industry Forum

Geometric Dimensioning & Tolerancing – Ian McCleod, GD&T

‘To forearm is to forestall’: Practical, pre-emptive steps to minimise product liability risk – Peter Shervington, Eversheds Sutherland


15:25 – 16:10 Session six

A)

B)

C)

APQP implementation – Max Coller

Geometric Dimensioning & Tolerancing– Ian McCleod, GD&T

‘When the rubber hits the road’: Managing product safety crises and corrective actions – Peter Shervington

16:15 Day 2 Closing remarks, Dr. Chris Owen, CEO, SMMT Industry Forum

AQMS 2018 – Day 2 continued…


AQMS 2018 – Outline objectives 1. Gain insight into latest Automotive Quality Management developments

from international industry leaders.

2. Raise the profile and create a community of practice for Automotive

Quality Management Professionals in the UK – Share, debate, network,

learn….

3. Ensure SMMT provides an increased level of support and engagement for

quality management professionals in the future - OEMs and supply chain

companies

4. Provide professional development and training to boost competence

across the profession




Mike Hawes, CEO, SMMT

Welcome address

INTELLECTUAL PROPERTY OF THE SOCIETY OF MOTOR MANUFACTURERS AND TRADERS LIMITED

Mike Hawes

20 November 2018


A time of unprecedented change


PAGE 11

856,000 jobs in automotive

186,000 jobs in manufacturing

2,722,325 engines manufactured

2.54 million vehicles registered

UK Automotive Sector

Facts

£82 billion turnover

£20.2bn value added

1,334,538 vehicles exported

1.67 million vehicles manufactured

annually


PAGE 12

Registrations October 2018

• UK new car market falls -20.5% in September to 338,834 units as regulatory changes impact supply.

• Volumes down across all sectors, as testing backlogs affect consumer, fleet and business deliveries.

• Industry welcomes tough new certification test, with even greater range of new-tech cars on way.


PAGE 13

September 2018 manufacturing data

• British car manufacturing declines -16.8% in September, with 127,051 units produced.

• Production for UK and overseas markets falls -19.0% and -16.2% as supply issues continue.

• Year-to-date output down -6.6% to 1,171,765 units, with eight in 10 destined for export.


PAGE 14 PAGE 14

Key issues


PAGE 15 PAGE 15

Automotive Sector Deal Launch at SMMT - 8 January 2018

• Autodeal among first four sector deals under Industrial Strategy

• First in a ‘rolling series of intended deals’ with the sector

• £246m Faraday Battery Challenge over four years

• £250m CAV funding - R&D and testing infrastructure

• £16m Supplier Competitiveness Improvement programme - match funded by industry


PAGE 16 PAGE 16

European CO2 targets

Driving clean mobility

35%


PAGE 17

Market trends and rise of alternatively fueled

vehicles

New car registrations New AFV registrations


PAGE 18

The air quality story


PAGE 19

Air Quality

National Air Quality Plan

• Birmingham – CAZ D

• Leeds – CAZ B

• Southampton – CAZ B

• Nottingham – No charging

• Derby – No Charging

• London – ULEZ


PAGE 20

From CAVs to connected mobility solutions


PAGE 21 PAGE 21

Where we are today in the automation journey

L0 L1 L3 L4

Au

tom

ati

on

L

eve

l

Driver continuously in control of speed

and direction

Driver continuously performs the

longitudinal or lateral dynamic

driving task

Driver must monitor the

dynamic driving task and the

driving environment at

all times

Driver does not need to monitor

the dynamic driving task nor

the driving environment at all times; must always be in a

position to resume control

Driver is not required during

defined use case

No intervening vehicle system

active

The other driving task is performed by the system

System performs

longitudinal and lateral driving

task in a defined use

case

System performs

longitudinal and lateral driving

task in a defined use

case. Recognises its performance

limits and requests driver to resume the

dynamic driving task with

sufficient time margin

System performs the lateral and longitudinal

dynamic driving task in all

situations in a defined use

case

System performs the lateral and longitudinal

dynamic driving task in all situations

encountered during the

entire journey. No driver required

Driver

only Assisted

Partial

Automation

Conditional

automation High automation

Full

automation Dri

ve

r

L5 L2

Example: Park Assist Traffic Jam Assist Highway Patrol Urban Automated

Driving

Full end-to-end

journey

OICA’s Levels of Automated Driving,

based on SAE J3016


PAGE 22 PAGE 22

Why CAVs matter

• >94% of accidents due to

human error

• Low-speed AEB – ↓38% real

world rear-end crashes

• 2,500 lives saved, 25,000

serious accidents prevented

(2014-2030)

• Truck platooning: potential headway gap 6-

22m (0.3-1.0 sec) at 50mph

• Urban roads, peak traffic, low numbers of

AVs: -12% delays, +21% journey time

reliability

• ITS using V2V and V2I: ↓CO2 emission

≤20%

• 6/10 with limited mobility – quality of life

• 1/2 young people would use an AV today if

they could

• 1/2 with mobility-related disabilities –

pursue hobbies outside home; 2/5 – better

access to healthcare

• 47% older people – more easily fulfil day-

to-day tasks (e.g. grocery shopping)

• £51bn value added p.a. by

2030 (2014 prices)

• 320,000 additional jobs by

2030 (25,000 in automotive

manufacturing)

• US study: 15% tighter parking

spaces, overall ↓5.7bn m2


PAGE 23

Connected vehicle services today and in

the future

Vehicle-to-

Infrastructure

(V2I)

Vehicle-to-

Vehicle (V2V)

Vehicle-to-Cloud

Vehicle-to-

Person

Smartphone

Mirroring

Navigation

Location-based

Services

Emergency Call

Stolen Vehicle

Tracking

Roadside

Assistance

Software-over-

the-air

Fleet

Management

Remote Vehicle

Interaction

Entertainment

High-Definition

Map Updates

Insurance

In-car WiFi

Mobility

Services

Connected

Vehicle

Services


PAGE 24

Value shifts in the automotive industry

Source: PwC Connected Car Report 2016


PAGE 25 PAGE 25

Brexit


PAGE 26

Trade: Brexit Automotive Priorities

Government must agree the Withdrawal Agreement with the EU as soon as

possible, rule out a ‘no-deal’ Brexit and secure the transition

Remain in the customs union to guarantee the free flow of goods across

the border.

Secure the benefits of single market, maintain regulatory harmonisation

and avoid non-tariff barriers.

Retain the ability to access talent freely and from across the EU.

Securing existing preferential trading arrangements with third country

markets.


PAGE 27

Trade: US Auto Investigation

Context Process Content Risks

•Automakers

meeting with

Trump (05/11)

•US focus on

trade

imbalance

• EU 10% tariffs

on cars vs US

2.5%

•232

Investigation

announced on

May 23

•Max 270 days

investigation

•Decision on

remedies by

the President

• Imports of EU

finished

vehicles, parts

and components

•National security

angle

•Criteria for

companies’

exceptions

•Criteria for

countries’

exceptions

•Political decision

weakens legal

arguments

•Additional tariffs

on 15% of UK car

exports (20%-

25%)

•Tougher

standards?

•Escalation of

tensions

•Forced localization


PAGE 28

Increasing importance of standards

An important enabler of UK competitiveness

• New product technologies - Batteries,

motors, power electronics…

• Move to connected and autonomous

• Digitalisation of manufacturing and the

supply chain

• Upskill the UK workforce

• Boost productivity

Formation of SMMT QMD

• Increased organisational focus and industry

engagement to support the development of

management system standards, particularly

IATF.

• Effective governance of standards – Increased

visibility and importance given to SMMT IATF

Oversight Office

• Engaging more actively with the industry to

support the widespread adoption and increase

UK based capability.




Dr. Chris Owen, Chief Executive, SMMT IF & IATF Member

SMMT Quality Management Division (QMD)


Remaining competitive

Dynamic Diverse Vibrant World class

Anchoring and increasing

the competitiveness of

vehicle assembly in the

UK

Developing an

internationally competitive

supply chain in the UK

1

2


International competitiveness – Importance of standards

Industrial Strategy & Policy

Industry

Standards Technology

Skills Business

Environment

Supply

Chain


Standards underpin competitive performance

Automotive

Standards

Delivery

Flexibility

Cost

Customer

experience

Technology or

Product

Quality

Prevention

Conformance

Appraisal

Non-conformance

Scrap Rework Warranty

Supplier

Internal

Customer

NPI

Process

Risk

Management APQP

PPAP

Rework

End of line

pass rate

Yield/capacity

Service

Level Value

Lead time

Product mix

Process stability

Batch size

Yield

Inventory levels


SMMT QMD – Organisational purpose

1. Ensure the UK Automotive industry plays an active role in the development of

national and international automotive management system standards

2. Effective governance of international automotive management system

standards

3. Effective implementation of international automotive management standards

across the UK to improve competitive performance

“Ensuring standards support the competitive

performance of the UK Automotive Industry”


SMMT QMD - Objectives

1. Increase SMMT levels of support for the International Automotive Task Force (IATF) - Operational

delivery of the scheme through the SMMT IATF Oversight Office and the long-term IATF vision and

strategy.

2. Establish SMMT QMD as the national centre of excellence for Automotive management system

standards. The ‘go to’ place for standards related support, providing practical expertise, knowledge

and resources to enable the UK automotive industry to become more competitive.

3. Create a ‘Community of Practice’ for Automotive Quality Management professionals, allowing active

engagement with the Automotive industry to

a) Gain consensus on industry challenges and trends

b) Inform industry on latest developments and thinking on management system standards

c) Development of the profession and national competency

4. Maintain and establish linkages to national and international bodies and stakeholders and be the

voice of the UK automotive industry on quality management system standards


An established national model

1. Specialist department

- Organisation of

working groups

2. IATF Oversight

Office

3. Training & professional

development

4. Publications

5. Conferences &

seminars


SMMT QMD – Automotive quality management under one umbrella

Working

& technical

interest groups

Training &

professional

development

Seminars

&

conferences

Publications

&

information

Practical

support

& guidance

IATF

Oversight

Office

National

& international

liaison

Raising the profile of the automotive quality management profession


SMMT QMD - Organisation

SMMT Birmingham Office

2680 Kings Court

The Crescent

Birmingham Business Park

B37 7YE

+44 (0) 121 7176600

Working

& technical

interest groups

- Niall Kealey

- Mike Dickinson

- Chris Owen

- Adam Woodward

Training &

professional

development

- Andy Kennard

- Training Team

Seminars

&

Conferences

- Beth Osborne

- Chris Owen

Publications

- Michelle Messer

Practical

support

& guidance

- Mike Dickinson

- Niall Kealey

IATF

Oversight

Office

- Niall Kealey

- Louise Lewis

- Nick Davies

National

& international

liaison

- Chris Owen

- Niall Kealey


SMMT QMD - International Automotive Task Force IATF16949 Standard

To be the Global Quality Management System for the Automotive Industry to satisfy customers, create stakeholder

value and promote excellence in design, development, manufacture and provision of mobility solutions.

2,920


SMMT QMD – International Automotive Task Force IATF16949 Standard

Over 60,000 certificates worldwide


SMMT QMD – IATF Oversight Office

• Operation and governance of the scheme

• Development and management of Certification Bodies, CBs – Training, Witness Audit…..

• Monitor performance of the scheme

• Continuously improve the scheme – FAQs & SIs

• Engage with OEMs and suppliers to encourage and support adoption of the standard & gain

industry feedback and consensus

• Provide technical advice and guidance on scheme operation to OEMs, Suppliers and CBs

Niall Kealey

IATF Oversight Manager


SMMT IATF Oversight

URS NQA LRQA IRQS BSI

SMMT QMD – IATF Oversight Office

Certification Body Monitoring

• OEM directed witness audits

• Ratio of NCs witnessed vs. non

witnessed audit

• Ratio of major NCs witnessed

vs. non-witnessed

• % Audits with zero NCs

• Office Audits

• Dealing with poor performance &

sharing best practices


SMMT QMD – IATF Industry Association Role

1. Developing and actively deploying the IATF vision and strategy

• Imperative and initiative delivery

• Industry expertise/consensus

• Improving scheme effectiveness

2. Provide the management support and resources for effective Oversight Office

operation

3. Create internationally common resources – Training, publications, how-tos

4. Supporting suppliers and OEMs to adopt and effectively deploy the standard

• Answering questions and queries

• Providing technical guidance


SMMT QMD – Creating a professional community

• Develop and expand existing Quality Network

• Link UK based industry expertise with development

of the IATF standard. Working groups on specialist

topics linked with international partners.

• Sharing of best practice, common industry issues,

challenges and solutions.

• Networking for the auto quality management

profession.

• Join “Automotive Quality Management Professionals

Community”

• Linkage to national Automotive Council activities


SMMT QMD – Training & professional development

• IATF16949 Essentials

• IATF16949 Management

Awareness

• IATF16949 Internal Auditor

• IATF16949 Lead Auditor

• TPM for IATF16949

• Manufacturing Operations

IATF16949

• Supply Chain for IATF16949

• APQP & Core Tools

• VDA 6.3 & 6.3 Upgrade

Training

• Competence Training For

Certified Process Auditors

• Process Auditor Training &

Examination

• VDA 6.5 Product Audit Training

• Maturity Level Assessment

(MLA) & Field Failure Analysis

(FFA)

• Product Safety Representative

(PSB)

• VDA 2 Production Process &

Product Approval (PPA)

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiGua2ax9nWAhUCwiYKHeS_AZkQjRwIBw&url=https://www.industryforum.co.uk/resources/newsletters/industry-forum-summer-newsletter-2015/&psig=AOvVaw0egLw42nM554435dX4YXxx&ust=1507295426587993

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjC8tS-xNnWAhVERSYKHSDpCB0QjRwIBw&url=http://orgs.wku.edu/advantageky/news/index.php?view%3Darticle%26articleid%3D5010&psig=AOvVaw12UJsmTHI2j_JU9f-_iP1G&ust=1507294654427656


SMMT QMD – Practical support for OEMs & Supply Chain

• Answering questions and providing clarity on IATF or other Automotive

standards

• Providing practical advice and guidance – SIs, FAQs or other….

• Gap analysis vs. standards with practical advice on potential improvements

• Feedback and expert opinion on how to ensure standard deployment increases

business effectiveness and competitiveness


SMMT QMD – Publications

Rules for

Achieving IATF

Recognition –

5th Edition

IATF 16949:2016

Automotive Quality

Management

System

Standard

IATF Auditor Guide

3rd Edition

Implementing

Standardised

Work – A Guide

IATF 16949:2016

Automotive Quality

Management

System

Standard

New e-reader version

Now available for Apple

and Android



APQP FMEA-4 MSA-4 PPAP-4 SPC-3 CQI-8 Layered

Process Audit

Guideline

CQI-11 Special

Process: Plating

System

Assessment

CQI-12 Special

Process:

Coating System

Assessment

CQI-18 Guideline

to Effective Error

Proofing

CQI-27 Special

Process: Casting

System

Assessment

CQI-21 Effective

Problem Solving

Leader Guide

CQI-20 Effective

Problem Solving

Practitioner Guide

CQI-14

Automotive

Warranty

Management

CQI-15 Special

Processes:

Welding System

Assessment

CQI 17 – Special

Process:

Soldering System

Assessment

CQI 23 – Special

Process:

Molding System

Assessment

CQI-24 Design

Review Based on

Failure Modes

CQI-9 Special

Process: Heat

Treat Systems

Assessment

D-11 Best

Practices in

Supply Chain

Product

Development

M-12 Business

Continuity

Planning for the

Automotive

Supply Chain



VDA 2

Quality

Assurance for

Supplies

VDA 6

Certification

requirements for

VDA 6.1, 6.2, 6.4

VDA 6.3

Process Audit

VDA 6.2

QM-System

Audit

VDA 6.1

QM System

Audit Serial

Production

Automotive SPICE

Guidelines

Product Creation –

Maturity Level

Assurance

Product

Manufacturing and

Delivery – Robust

Production

Process

Marketing and

Service – Field

Failure Analysis

Product

Creation –

Special

Characteristics

VDA 6.5

Product Audit


SMMT QMD – National and international liaisons

1. Disseminating international standards

to the UK based Automotive Industry

2. The voice of the UK auto industry in

national and international forums

3. Establishing UK based consensus

4. Sharing best practice and latest

thinking on Automotive management

system standards

ISO/TC176, QS/1 sub group


SMMT QMD for the UK “Ensuring standards support the competitive performance of the UK Automotive Industry”

Skills

Technology

Supply

Chain

• Ensuring the quality profession is represented at the

national skills working group

• Professional qualifications & apprenticeship levy

leveraged for quality professionals – Particularly future

focussed skills

• National professional certifications

• HM Government support for the supply chain improves

quality management capabilities

• SMMT linkages through ACS and ASF can reach out

and engage with tier one and below

• Quality management capabilities for new technologies,

batteries, motors, power electronics, lightweighting….

• Connected and Autonomous

• Digitalisation of the supply chain – 4.0/IoT


SMMT QMD for companies

1. Ensuring more than just compliance – Certification must = performance

2. Trusted single source for all Auto QMS related information and resources

3. Managing poorly performing IATF16949 certified companies

4. Direct help and support for your suppliers

5. Creating a single voice for UK based consensus and providing linkage to

national and international standards bodies and organisations

6. Developing your leadership, people and culture for quality performance


SMMT QMD for individuals

1. Advance your career – Professional development, play a leading role at

national level

2. Stay ahead of the game – Training and access to latest developments in

new technologies, standards, practices and tools as they relate to quality

management. IATF & VDA Approved.

3. Professional community – Ability to network and share experiences with

other Automotive Quality Management professionals

4. Help and support – Access to industry specialists and expertise to help

you be more effective in your role




(James Bruin, Chairman – IATF)

New IATF 16949 standard and transition status

IATF Presentation to the U.K. Automotive Quality

Management Systems Conference

November 20, 2018

54

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiW9KyAoKzeAhXr44MKHWN-AIoQjRx6BAgBEAU&url=https://www.motortrend.com/cars/jaguar/f-type/2018/&psig=AOvVaw25gkS8YA4xKNujVo6PYq2k&ust=1540923082163642

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjryqzAoKzeAhUs6IMKHZLfASQQjRx6BAgBEAU&url=https://www.motortrend.com/cars/land-rover/range-rover-evoque/2018/&psig=AOvVaw2-ooD-ozctxEpnHb6swe9F&ust=1540923227828970

1. Welcome & Introduction

2. Transition Summary

3. IATF Next Steps

4. Vision & Strategy

5. Our Imperatives

6. Sample of Initiatives

7. Questions & Answers

55

Presenter: James Bruin Pages: 1 of 4

Item: Agenda

Date: Nov. 20, 2018

Subject: U.K. Automotive Quality Management Systems Conference

Current Position March 31, 2018

James S. Bruin

IAOB Executive Director, IATF Strategic Development

International Automotive Oversight Bureau (IAOB)

Chairman – IATF Meetings & Communication;

IATF Liaison A Representative – ISO/TC 176/SC 2

Southfield, Michigan USA

Previous Positions (35 Years)

1. FCA Head of Mopar Depot and Supplier Quality; IATF 16949

A. FCA Representative to the IATF

B. IAOB FCA Member of the Board of Director’s

2. FCA Manager of Supplier Warranty Programs

3. FCA Manager of NAFTA Controlled Shipping Programs (3CPR)


Item: Welcome & Introduction

Date: Nov. 20, 2018


My Hobbies


Item: Welcome & Introduction

Date: Nov. 20, 2018


IATF 16949 Transition Progress

1.On 1st of October 2017, a total of 66,946 ISO/TS 16949 certified sites needed to transition

A. 1,401 certified sites completed their transition prior to the mandatory start date 1 October

2017

2.As of 19 October 2018:

A. 53,669 sites completed a transition audit before the transition end date 14 September 2018

B. 4,768 transition audits still in “open” status

C. 48,901 sites are currently certified to IATF 16949

D. All previous active ISO/TS 16949 certificates expired on 14 September 2018

58


Item: Transition Summary

Date: Nov. 20, 2018


59



Date: Nov. 20, 2018


60



Date: Nov. 20, 2018



Item: IATF Next Steps

Date: Nov. 20, 2018


IATF 16949 Future Direction

The IATF is increasing their focus and efforts to further strengthen the value/credibility of certification 1,401 certified sites completed their transition prior to the mandatory start date 1 October 2017

Increased focus on customer scorecards/metrics

Make sure IATF certification and supplier performance are aligned

Audits with zero non-conformities and unsatisfactory customer scorecard performance needs to elicit the question “why?”

Audit outcomes should identify systemic weaknesses that impact an organization’s performance negatively

62

Item: Vision & Strategy

Vision Statement

To be the Global Quality Management System for the Automotive Industry to satisfy customers,

create stakeholder value and promote excellence in design, development, manufacture and provision

of mobility solutions.

Pages: 1 of 4 Date: Nov. 20, 2018 Presenter: James Bruin

Vision Statement

Operating Principles/Quality

Management System

Imperatives

Initiatives

Tasks


63


Purpose of the IATF

A. Develop and promote the global quality management system requirements for the design, development,

manufacture and provision of mobility solutions

B. Develop policy, process and implement the operational infrastructure required to consistently measure

conformance of relevant stakeholders to the above quality management system requirements

C. Provide the necessary resources to support and increase the widespread adoption of the IATF standard

e.g. Training, standards, publications, guidance materials and communications (e.g. CBs, OEMs,

Suppliers and other interested parties)

D. Establish and maintain formal liaisons with appropriate bodies to support IATF objectives

E. Ultimately improve the performance of the automotive industry to continuously improve customer (e.g.

OEM & suppliers) satisfaction and stakeholder value



64

5 Industry Associations

Pro

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au

tom

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ve

end

co

nsu

mer

5 IATF Oversight Offices see if this

42 IATF Approved Certification Bodies

2,400 IATF Certified Auditors

9 IATF OEM’sa

Automotive Consumer

Global Automotive Supply Base




65

5 Industry Associations

Pro

gre

ssio

n t

ow

ard

au

tom

oti

ve

end

co

nsu

mer

5 IATF Oversight Offices see if this

42 IATF Approved Certification Bodies

2,400 IATF Certified Auditors

9 IATF OEM’sa

Automotive Consumer

Global Automotive Supply Base a




66

Strategic: Imperatives

In order to make progress towards its vision the IATF has identified 5 strategic imperatives

1. Scheme Effectiveness

2. Promoting International Excellence

3. Global Growth

4. Technological Relevance

5. Growth in Services



67

Strategic: Initiatives

Initiatives

• Audit day calculation based upon risk



68


Initiatives


• Certification must equal product quality



MUST

69


Initiatives



• Improve nonconformance follow-up verification



70


Initiatives




• Improve certification audit data analytics



71


Initiatives





• Address soft-grading



72


Initiatives






• Require GPS coordinates to be indicated on certificate



73


Initiatives







• Determine Standard applicability to suppliers that manufacture:

– electric, hybrid and other non-traditional powertrain systems.



74


Initiatives









– autonomous/connected vehicles and their related support systems.



75


Initiatives









– autonomous/connected vehicles and their related support systems.

– components that are at risk to cyber attack.



Questions?

76




Increasing Value Creation through People Growth and Development

Jaguar Land Rover

Confidential ©2018

SMMT AQMS CONFERENCE INCREASING VALUE CREATION THROUGH PEOPLE GROWTH AND DEVELOPMENT

Nigel Blenkinsop

Director, Company Quality & Automotive Safety

Title: PR0258 – SMMT AQMS Conference RMP Retention: 02.02 C+6

Record Owner: Company Quality Business Office RMP Classification: Proprietary

Record Type: Transient Date Modified: 19th November 2018

SMMT AQMS CONFERENCE

- Company Quality Director

Nigel Blenkinsop

JLR Director - Company Quality and Automotive Safety

Commenced: 1st July 2018

Ambiguous Complex

Volatile Uncertain


- We Live in a ‘VUCA’ World…

My Key Role Accountability: To drive certainty in our processes and instil a risk management mind-set within the Leadership.



My Leadership Purpose: To develop and unleash talent and create the environment where success is inevitable


- Integrated Operating Model

QOS LOS

POS

MOS Simplified view of operating model

• Demonstrating that

you’ve made a

difference

Having the:

• Individual Skills, Knowledge &

Competence

•Organisational Capability through

Process & Procedure

• The desire to be a

high performer

How have my previous experiences shaped my thinking?



Sponsored Student, Grad, Engineer, Manager, Senior

Manager

14 years

Time

Pro

gre

ssio

n


- My Journey…

Values drives behaviour, behaviour drives culture, culture drives what you do…

Behaviour Impact Learning


- Ford Motor Company


Manager

14 years

Director – Shared Service Operations and Manufacturing

Function

7 years

Time

Pro

gre

ssio

n


- My Journey…

Behaviour Learning


- BAE Systems

Impact


Manager

14 years


Function

7 years

3 years

Time

Pro

gre

ssio

n

JLR Director – Powertrain Operations


- My Journey…

2013 2017

Green field site = Blank sheet of paper


- Powertrain Operations – My First Opportunity


- Vision, Mission, Goal

Our Mission

To power the freedom and fulfilment in an individual’s life

Our Vision

Creating a legacy for generations to come through a

tenacious approach to continuous improvement. We will be

the benchmark for excellence across the globe. A proud and

passionate family who live the NURTURE FIRST values to

create a supportive learning environment where there is

equality and mutual respect for all.

Our Goal

To transform the way in which engines are manufactured to

be recognised as the new global benchmark for excellence!


- Vision, Mission, Goal

NURTURE F I R S T

Recruit Behaviours…Train Skills


- My Journey…


Manager

14 years


Function

7 years

3 years

JLR Operations Director – Solihull

Plant

3 years

Time

Pro

gre

ssio

n



- Solihull Plant Operations

Our 2018/19 Commitment…

Making Cars = Making People



Grow Lead / Pro Lead – Group Leader Academy

2 Week Schedule Post Course



Lean Leadership Behaviour

GO LOOK SEE

COACH DON’T TELL

NEVER WALK PASSED A NOT

STANDARD CONDITION

ACT ON DATA

HEALTHY DISSATISFACTION

DO WHAT YOU SAY


- My Journey…


Manager

14 years


Function

7 years

3 years

JLR Operations Director – Solihull

Plant

3 years

Time

Pro

gre

ssio

n


Director – Company Quality and

Automotive Safety

Now

We have developed a training

curriculum that includes:

• Data Driven Problem Solving

• Failure Mode Avoidance

• Drive Improvement

• Apply Customer Insight

What we do…


- Supplier Quality Development Programme

Team Improvement Circle (TIC) – Supplier Engagement

The TIC Vision:

Through the Team Improvement Circle (TIC)

programme, Jaguar Land Rover will enable and

empower its people to engage with the

business by ensuring they have the ability to

make positive changes to their workplace and

themselves.


- Company Quality


- Company Quality

TIC – Supplier Engagement

• Local Convention: 16th June 2018

• No Circles at Local Convention: 17

• Award setting: 2 Circles selected to represent

Lear at JLR UK Regional Convention

• Local Convention: 15th June 2018

• No Circles at Local Convention: 4

• Award setting: 2 Circles selected to represent

Plastic Omnium at JLR UK Regional Convention

Ambiguous Complex

Volatile Uncertain


- Creating Value in a VUCA World

Value = +£


- Creating Value in a VUCA World

= +££’s

£ Investment in your people

Jaguar Land Rover W/1/26 Abbey Road, Whitley Coventry CV3 4LF, UK

jaguarlandrover.com

THANK YOU

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