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Core Tools I (APQP, PPAP, FMEA) CT100C OVERVIEW Successful project work requires knowledge of planning processes and methods and an understanding of the interrelation between the methods. This training shows how the issues in individual phases of automotive projects are designed, how specific deployment of methods supports the achievement of planned results and how the methods are deployed correctly and efficiently. The theoretically and methodically correct approach is presented. Exercises help to work out and discuss important points to consider in practical implementation. The first part of the three-part training programme deals with project management in the concept phase and product and process design and development. TARGET AUDIENCE All personnel in project teams for product and process design and development, especially from planning, preproduction, test and inspection planning and quality. TRAINING CONTENT APQP phase plan APQP & Project Management CSR- Customer-Specific Requirements during APQP Process FMEA Purpose and contents of Control Plan and correlation to Process FMEA PPAP Production Part Approval Process Practical exercises for the various methods PRE-REQUISITES Basic knowledge of quality methods in the Product Life Cycle DURATION 5 half-days CLASS SIZE Up to 16 delegates

Core Tools II (SPC, MSA, Lean Six Sigma) CT200C OVERVIEW Successful project work requires knowledge of planning processes and methods and an understanding of the interrelation between the methods. This training shows how the issues in individual phases of automotive projects are designed, how specific deployment of methods supports the achievement of planned results, and how the methods are deployed correctly and efficiently. The theoretically and methodically correct approach is presented. Exercises help to work out and discuss important points to consider in practical implementation. The second part of the three-part training program deals with statistical methods and the basics of Lean Six Sigma in the process design and development phase and production. TARGET AUDIENCE The SPC & MSA Compact Training is designed for personnel in project teams for product and process design and development, especially in planning, preproduction, test and inspection planning, and quality. TRAINING CONTENT SPC - Statistical Process Control - The Process Description - Normal Distribution and the Histogram - Stable Processes - Control Charts: Variable and Attribute - Constructing an X-bar/R Chart: Variable - Constructing a p Chart and u Chart: Attribute - Process Capability - Process Improvement & Process Control MSA - Measurement System Analysis - Components of Measurement Errors - Resolution / Discrimination - Accuracy (Bias Effects) - Precision: Repeatability and Reproducibility - Gauge R&R Study (Variable) - Attribute R&R - How to Reduce Measurement Errors Lean Six Sigma Principles - DMAIC – Define Measure Analyze Improve Control PRE-REQUISITES Basic knowledge of quality methods in the Product Life Cycle. DURATION 5 half-days CLASS SIZE Up to 16 delegates

Core Tools III (G8D & 7QT) CT300C OVERVIEW An organization needs to define some standard of problem-solving so that leadership can effectively direct others in the research and resolution of problems. Quality pros have many names for these seven basic tools of quality, first emphasized by Kaoru Ishikawa, a professor of engineering at Tokyo University and the father of "Quality Circles.“ Start your quality journey by mastering these tools, and you‘ll have a name for them too: "indispensable“ TARGET AUDIENCE All personnel in quality management, quality assurance, and production management including superior and line leads. TRAINING CONTENT Problem-solving with G8D (the Global 8D Report) Practical Application of the 7 Quality Tools - PFC – Process Flow Chart - Ishikawa Diagram – Cause and Effect Diagram - Check Sheet - Histogram - Control Chart - Pareto Diagram - Scatter Diagram PRE-REQUISITES None DURATION 5 half-days CLASS SIZE Up to 16 delegates

In today's dynamic manufacturing environment, quality and efficiency  are the cornerstones of success. As manufacturers strive to streamline production processes, minimise waste, and exceed customer expectations, the adoption and mastery of the  Core Tools  becomes essential. This post examines these critical tools, their role throughout the product lifecycle, and how structured training can help professionals acquire the knowledge and skills necessary to succeed in the competitive manufacturing sector. What are the Automotive Core Tools? The Automotive Core Tools  are a set of standardised methodologies designed to supp ort quality assurance and continuous improvement across the automotive product development and manufacturing process . Th ey were originally developed by the Automotive Industry Action Group (AIAG) and are widely recognised by OEMs and Tier suppliers worldwide. The Core Tools Include: APQP – Advanced Product Quality Planning : ensures product quality through structured planning and development phases. FMEA – Failure Mode and Effects Analysis : identifies potential product and process failures to mitigate risk. PPAP – Production Part Approval Process : verifies that parts meet engineering specifications and customer requirements. Control Plan : defines monitoring methods to ensure stable and consistent manufacturing. SPC – Statistical Process Control : uses data and statistical techniques to control and improve processes. MSA – Measurement System Analysis : evaluates the precision and accuracy of measurement systems. G8D – Global 8D Problem-Solving : a team-based method to identify root causes and implement corrective actions. 7 Quality Tools : includes flowcharts, Ishikawa diagrams, histograms, control charts, Pareto charts, check sheets, and scatter diagrams. These tools are integr al to IATF 16949  compliance and the success of automotive manufacturing initiatives and are widely used in other manufacturing indus tries as their best practice functionality is completely transferable. Why Core Tools Matter: Their Impact on the Manufacturing Lifecycle 1. Building Quality in from the Start During concept and planning stages, tools like APQP  provide a structured approach to define objectives, prevent failures, and align team efforts. Companies that leverage APQP report up to 30% reductions in rework and launch delays , enhancing both time-to-market and customer satisfaction. 2. Preventing Defects Before They Happen FMEA  is a proactive tool that identifi es and mitigates potential failures before they reach the customer. Effective FMEA implementation has been shown to r educe manufacturing-related defects by 50% , reinforcing product reliability and reducing warranty claims. 3. Driving Compliance and Customer Confidence The PPAP process , supported by Control Plans , validates that production parts meet all design requirements. Companies with robust PPAP practices experience 40% fewer non-conformance issues , boosting compliance with OEM-specific requirements (CSRs) . 4. Maintaining Process Stability SPC  enables real-time monitoring of critical processes, allowing manufacturers to detect variations and act before problems arise . SPC a doption can result in 15% lower scrap rates , enhancing productivity and cost efficiency. 5. Ensuring Measurement Accuracy Reliable data starts with dependable measurement systems. MSA  helps identify sources of variation in measurement tools, reducing quality escapes caused by inaccurate data—potentially preventing up to 20% of production errors . 6. Solving Problems Systematically Even with preventive systems, issues can occur. The G8D method , when used alongside the 7 Quality Tools , offers a structured framework to investigate root causes and implement lasting corrective actions - fostering a culture of continuous improvement . Expert Training: Empowering Teams Through Education Mastering the automotive core tools requires more than theoretical understanding - it demands practical application and alignment with real-world automotive processes. That’s where industry leaders like ht+a come into play. ht+a's Core Tools Training Programs ht+a offers structured instructor-led programs developed by industry experts. These courses can be delivered in-person or online and are aligned with IATF 16949 , VDA , and OEM-specific requirements . Core Tools I – APQP, FMEA, PPAP & Control Plan (CT100C) 3 full days in-person or 5 half-days online Covers early-phase planning and quality strategy, including: APQP Phases (aligned with latest AIAG v3 manual) CSRs (Customer Specific Requirements) during APQP Control Plan Integration (aligned with new AIAG manual) Process FMEA PPAP Documentation Core Tools II – SPC, MSA, Lean Six Sigma Basics (CT200C) 3 full days in-person or 5 half-days online Focuses on in-production phase quality control: Histogram and Process Capability (Cp, Cpk, Pp, Ppk) Control Charts (Xbar/R, Xbar/S) Attribute Charts and Gage R&R Introduction to Lean Six Sigma and the DMAIC Methodology Core Tools III – G8D and 7 Quality Tools (CT300C) 3 full days in-person or 5 half-days online Ideal for managers and quality professionals: Structured 8D Problem-Solving Mastery of Quality Tools such as Pareto, Ishikawa, Control Charts, and more We offer modular training, allowing you to select only the elements of the courses listed above that you need. NOTE: If you're new to manufacturing, consider starting with our  Manufacturing Excellence (Lean Methodologies) course , which provides a systematic approach to eliminating waste and forms the basis for production system assessment. VDA QMC Standards and Modules AIAG + VDA Harmonized FMEA (ID442) : 2 full days in-person or 4 half-days online VDA Maturity Level Assurance (ID602) : 1 full day in-person or 2 half-days online (the German equivalent to AIAG's APQP) VDA 2 PPA - Production Process and Product Approval (ID410) : 2 full days in-person or 4 half-days online (the German equivalent to AIAG's PPAP) VDA Automotive Core Tools Professional (ID415) : a comprehensive 5-day program (instead of taking Core Tools I, II + III) VDA Automotive Core Tools for Auditors (ID417) : a prerequisite required for VDA 6.3 auditor applicants NOTE: If you're pursuing VDA 6.3 Process Auditor qualification or certification , whilst not a formal prerequisite, you should ensure you complete either ID415 or Core Tools I, II, + III, as you will need an excellent background on the tools themselves to pass the Automotive Core Tools Quiz or ID417 which are based on auditing the tools, not using the tools. Why Choose ht+a ? Global Reach : online and in-person sessions Expert Instructors : all courses taught by active industry practitioners Real-World Relevance : training blends theory with practical case studies Relevant Certificates of Qualification : courses align with AIAG / IATF and VDA requirements Proud a ccredited license partner of the VDA QMC . Final Thoughts: Stay Competitive with Automotive Core Tools Mastery In a time of rapidly evolving technology and rising quality expectations, proficiency in the Automotive Core Tools  is not just beneficial - it's essential. By integrating these tools across all stages of the manufacturing lifecycle and empowering teams through targeted training, organisations can: Improve product quality Reduce operational risks Meet and exceed customer and regulatory requirements Foster a culture of continuous improvement Whether you're preparing for IATF 16949 audits, launching new products, or solving persistent production issues, mastering these tools can transform your operations and set your team on the path to manufacturing excellence . Start Your Training Journey Today Ready to enhance your automotive quality toolkit? Explore our upcoming training sessions or contact us for customised and in-house training needs .

The PDCA cycle, also known as the Plan-Do-Check-Act cycle, is a vital tool in continuous improvement, especially within the manufacturing sector. This approach emphasises iterative testing and refinement, allowing organisations to optimise processes, reduce waste, and improve overall product quality. The Origins of the PDCA Cycle The Plan-Do-Check-Act cycle traces its origins to the 1920s, stemming from the work of American engineer and physicist Walter Shewhart, who developed Statistical Process Control (SPC) . Shewhart's initial cycle, which pertained to manufacturing under statistical control, involved a three-step process of specification, production, and inspection, which he likened to the scientific method of hypothesis-experiment-evaluation. W. Edwards Deming extensively discussed this cycle, referring to it as the "Shewhart Cycle" while teaching in Japan after World War II. Deming believed that Shewhart's envisioned cycle could be applied to any continuous improvement process, not just limited to the manufacturing and engineering sectors as originally intended by Shewhart. As a professor in Japan, he taught a variation of Shewhart's cycle, known as Plan-Do-Study-Act (PDSA). It was his students who simplified it to "Plan-Do-Check-Act," a version that gained popularity and later became known as "The Deming Wheel". Understanding the PDCA Cycle The PDCA cycle can be used by individuals and organisations to continually innovate, improve, or stay ahead of market competition. It is designed as a four-stage system which can be utilised to go from the unproductive " a problem-faced " to the productive " a problem-solved ". The PDCA cycle consists of four key phases: Plan : Identify an opportunity for improvement and develop a plan to achieve it. This phase involves data collection and analysis to ensure informed decision-making. Do : Implement the plan on a small scale. The purpose here is to test the feasibility of the proposed solution without committing extensive resources. Check : Monitor and assess the results of the implementation. Compare the outcomes with the expected results to evaluate the effectiveness of the solution. Act : Based on the findings, either adopt the solution as a standard procedure or make necessary adjustments and re-test. This cycle encourages continuous feedback, ensuring that processes and outcomes are always evolving. The most important facet of the PDCA cycle is that it is iterative - it can, and should be repeated until the problem is solved . It can, therefore, facilitate both major innovative jumps and small, incremental improvements. The Importance of PDCA in Manufacturing Continuous improvement is paramount in the fast-paced manufacturing environment. The PDCA cycle promotes a culture of ongoing enhancement through its systematic approach. Companies that adopt a continuous improvement strategy can reduce production costs and defects. By using the PDCA cycle, manufacturers can anticipate challenges before they arise, stabilise their production processes, and enhance the overall quality of their products. Practical Application of PDCA in the Manufacturing Sector Case Study: Streamlining Production Processes A manufacturing company noticed a significant amount of downtime due to inefficient machine setups. This problem resulted in lost productivity and increased operational costs. To address this, they employed the PDCA cycle: Plan : The quality control team gathered data on machine setup times and identified specific processes that were causing delays. Do : They implemented a new setup procedure involving standardised tools and a pre-meeting by the team to strategise. Check : After implementing the changes on two machines in a test phase, they observed a 25% decrease in setup time. Act : The new procedure was adopted across all machines after verifying consistent improvements. By applying the PDCA cycle, this manufacturer streamlined operations and enhanced productivity without significant initial investment. Example: Quality Control Improvement Another manufacturing firm faced consistently high defect rates in its produced goods. They chose to utilise the PDCA cycle to enhance their quality control measures: Plan : They analysed the defect data to determine the most common types of defects and identified a need for better training for operators. Do : A targeted training program was developed and implemented, focusing on common defects identified in the analysis. Check : Over the next month, defect rates were monitored closely. A notable decrease of 30% in defects was recorded. Act : The training program was formalised, and refresher courses were scheduled quarterly, ensuring ongoing improvements. This approach not only enhanced product quality but also fostered a sense of ownership among operators, further encouraging a culture of quality. Risk Management Using PDCA In addition to improving processes and products, the PDCA cycle can help manufacturers manage risk effectively. The manufacturing sector faces various risks, from equipment failure to supply chain disruptions. Here’s how the PDCA cycle can assist: Plan : Identify potential risks and analyse their impact and likelihood. Develop mitigation strategies. Do : Implement a risk management plan on a small scale to test its effectiveness. Check : Assess the outcomes of the risk management strategies. Were the risks successfully mitigated? Act : Based on the evaluation, either incorporate the risk strategies into regular practice or refine them and test again. By integrating risk management into the PDCA cycle, organisations can create a responsive and resilient manufacturing environment. Implementing PDCA Across Teams For PDCA to be truly effective, it must be a company-wide initiative. Involve various teams in the PDCA processes - from production to quality to management. Here’s how to incorporate it: Education and Training : Ensure all employees understand the PDCA cycle's importance and how to apply it in their roles. Cross-Functional Workshops : Facilitate workshops where teams can share PDCA success stories, challenges, and best practices. Regular Reviews : Establish regular review meetings to discuss ongoing PDCA initiatives and their results, and find further opportunities for improvement. Recognition and Rewards : Encourage active participation by recognising teams that successfully implement PDCA cycles that yield measurable enhancements. Key Takeaways for Manufacturing Leaders Embrace the Process : Adopt the PDCA cycle as a standard practice for all continuous improvement initiatives. Data-Driven Decisions : Utilise data to inform the planning phase, ensuring that decisions are based on evidence rather than guesswork. Iterate and Adapt : Be open to modifications of the process based on feedback and outcomes. Continuous learning is central to the PDCA cycle. Engage Employees : Foster a culture that empowers all employees to participate in the PDCA cycle, creating a shared sense of ownership for improvements. By following these guidelines and integrating the PDCA cycle into their operations, manufacturing businesses can enhance efficiency, quality, and overall performance. The Future of PDCA in Manufacturing As technology rapidly evolves within the manufacturing landscape, so too does the potential for the PDCA cycle. With the integration of advanced data analytics, manufacturers can dynamically adjust their methods, making the PDCA cycle even more impactful. Incorporating tools such as real-time data monitoring and predictive analytics can allow manufacturers to move from reactive to proactive strategies. This evolution ensures that the PDCA cycle remains relevant and effective in addressing future challenges in the industry. In conclusion, the PDCA cycle is not just a theoretical concept - it's a practical methodology that drives improvement in the manufacturing industry . By fostering a culture of continuous improvement through the effective application of the PDCA cycle, manufacturers can achieve greater efficiencies, enhanced quality, and sustained competitive advantages in the marketplace. Practical Applications of the PDCA Cycle in the Manufacturing Industry

In the ever-evolving landscape of organizational development, the process ownership concept emerges as a transformative force capable of redefining the cultural fabric of businesses. In this webinar, we delve into how aligning internal processes with external dynamics is essential for organizational agility and resilience. Tarryn Jordaan and Hans Trunkenpolz explore the often misunderstood notion that quality management should not be siloed within a department but rather viewed as a comprehensive business operating system. This holistic approach fosters cross-departmental collaboration, ensuring processes remain agile and adaptable to economic and political fluctuations. Emphasizing flexibility and collaboration across various functions is crucial, especially in tasks like new product implementation. Understanding Negative Ego in Corporate Environments A pervasive issue in corporate environments is negative ego. This challenge can significantly hinder progress, stifling innovation and change. Understanding human behaviour and energy flow becomes pivotal in evolving organizational structures. Onboarding processes, when strategically aligned with insights from neuroscience and psychology, can become powerful tools for addressing ego and empowering HR departments to lead cultural transformations. In many organizations, flattened hierarchies are championed as a means to foster an environment where fear is replaced with creative empowerment. This kind of environment encourages employees to innovate and initiate change. A culture that prioritizes people over processes can lead to greater engagement and productivity. The Role of Artificial Intelligence in Cultural Change The role of artificial intelligence in driving cultural change is another significant topic. Traditionally, it was believed that transformation needed to start from the top. However, AI is explored as a catalyst for change at all levels. Empowering individuals and maintaining momentum and discipline are highlighted as crucial elements in achieving lasting cultural shifts. Practical strategies are discussed, showcasing the importance of boldness and bravery in challenging the status quo. Additionally, AI's potential for process improvement and innovation is paramount. Organizations can utilize AI to streamline processes and eliminate inefficiencies, fostering a culture that emphasizes agility. This approach confidently positions organizations to become hubs of creativity and dynamism. Actionable Strategies for Change Process ownership, negative ego abolishment, and AI's role in cultural transformation are not just theoretical concepts; they are actionable strategies. These strategies can revolutionize how organizations approach change. Organizations are encouraged to challenge traditional structures, advocate for inclusivity, and embrace the transformative power of process ownership. By empowering employees at all levels, organizations can navigate the complexities of the modern world with agility and resilience. This approach ensures that workplaces are not merely places of work but thriving ecosystems of innovation and collaboration. Furthermore, the integration of various tools and methodologies is essential for holistic development. The Importance of Organizational Culture A strong organizational culture directly impacts performance and employee satisfaction. When employees feel valued and recognized, their engagement levels soar, leading to higher productivity. Cultural transformation is vital for attracting and retaining top talent, who are increasingly looking for organizations that align with their values. Moreover, an effective process management culture emphasizes continuous improvement. Organizations should cultivate an environment where feedback is welcomed and acted upon. This culture of open communication will not only enhance processes but also foster a sense of ownership amongst employees. Conclusion This webinar is for leaders and change-makers looking to drive meaningful organizational change and process management. The insights shared during this session can help organizations develop a culture that embraces change, encourages innovation, and utilizes technology effectively. Download the presentation: Watch the recording: Or listen to the podcast: