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Manufacturing Excellence (Lean) MFG100LEAN OVERVIEW Manufacturing excellence (Lean manufacturing) is a systematic method for eliminating waste within a manufacturing system. Working from the perspective of the client who consumes a product or service, the "value" is any action or process that a customer would be willing to pay for. Essentially, lean is centred on making obvious what adds value by reducing everything else. Lean manufacturing is a management philosophy derived primarily from the Toyota Production System (TPS). OBJECTIVE This training will introduce the Lean tools and methods for top and middle managers, technicians, and company staff and will be the basis for your company production system assessment. Further to the evaluation, you will be able to define the company’s priorities for tool implementation. TOPICS Introduction: - Manufacturing excellence overview: definitions and history - Continuous improvement vs. innovation - Manufacturing excellence/ Lean principles - QCDS/QCDSM – Including KPIs, Targets, on-time action planning, etc. Basic Techniques: - Team working - 5S & Visual Management - Standardization - Added value versus losses, The 3M: Muda, Mura, Muri - The 3G: Gemba – Gembutsu – Genjitsu - Total Productive Maintenance (TPM) - Overall Equipment Effectiveness - OEE - Equipment changeover (CHO) - SMED projects Advanced Techniques: - Continuous flow (Just in time -JIT) and the Kanban method - Continuous improvement methods: Employee suggestion system and Workshops - Cycle time, Lead time, line balancing - Value Stream Mapping (VSM) DURATION 5 half-days TARGET GROUP Personnel from different company departments: quality, maintenance, product/process engineering, production, continuous improvement, and acquisitions. 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

ISO 9001:2026 Quality Management System - Qualification for Practitioners OVERVIEW ISO 9001 is defined as the international standard that specifies requirements for a quality management system (QMS). Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements. It is the most popular standard in the ISO 9000 series and the only standard in the series to which organizations can certify. ISO 9001:2015 applies to any organization, regardless of size or industry. More than one million organizations from more than 160 countries have applied the ISO 9001 standard requirements to their quality management systems. Organizations of all types and sizes find that using the ISO 9001 standard helps them: • Organize processes • Improve the efficiency of processes • Continually improve TARGET AUDIENCE • Those with responsibility for implementing quality management systems • Those with an interest in quality management systems • Those starting their career in quality management TRAINING CONTENT • History and benefits of ISO9001 • Quality management principles • Process approach • PDCA Cycle • Process management • ISO 9001 requirements according to Annex SL • Risk Based Thinking • Context of the organization • Leadership • Planning • Support • Operation • Performance Evaluation • Improvement COURSE PRE-REQUISITES None DURATION 5 half days

When organisations hear the words “ISO revision” , panic often follows. New requirements, new documentation, more audits, more work. But according to our Founder & CEO, ISO veteran and third-party auditor Hans Trunkenpolz , the upcoming ISO 9001 and ISO 14001 revisions are not a revolution — they’re an evolution . In our recent free webinar, “Upcoming ISO 9001 & ISO 14001 Revisions – What We Know” , we unpacked what’s changing, what’s staying the same, and most importantly, how organisations can start preparing now  without overreacting. Here are the key takeaways. An Evolution, Not a Rewrite The biggest misconception about the upcoming ISO revisions is that they will introduce a long list of brand-new requirements. In reality, ISO has taken a much smarter approach. Rather than reinventing the standards, the revisions place stronger emphasis on existing requirements that many organisations are still not implementing effectively . Areas such as: Risk-based thinking Management reviews Internal audits Process ownership ...have technically been requirements since the 2015 versions. However, ISO has recognised that these have often become tick-box exercises instead of real business tools. The upcoming revisions aim to correct that. Stronger Focus on Risk, Resilience and Sustainability One of the most significant themes is a much deeper and more practical focus on risk-based thinking. While risk and opportunity assessments already exist, they are often static, generic, and isolated within quality departments. The revised standards push organisations to: Actively identify changing internal and external risks (economic instability, supply chain disruption, geopolitical events, etc) Integrate risk-based thinking into day-to-day decision-making Empower process owners, not just quality teams, to manage and mitigate risks Closely linked to this is an increased emphasis on business resilience and continuity. In a world of constant disruption, ISO wants management systems to adapt continuously, not stay frozen in time. ISO 14001: Broader Environmental Responsibility For ISO 14001 in particular, sustainability requirements are becoming more explicit and more demanding. The revised standard strengthens: Life-cycle thinking (from sourcing to end-of-life and recycling) Supply chain responsibility Alignment with ESG reporting and legal requirements, especially in Europe Environmental impact is no longer viewed only within the walls of your organisation. The entire value chain matters, and organisations will need clearer visibility and control over these impacts going forward. Quality Culture, Not Quality Departments One of the strongest messages from the webinar was the renewed focus on quality culture. ISO is sending a clear signal: Quality management systems are not meant to be run by  the quality department - they are meant to reflect the quality of management itself. For years, quality professionals have carried the system alone, often “babysitting” audits while leaders and process owners stand on the sidelines. The revisions challenge this model. Key expectations going forward: Quality ownership must sit with leadership and process owners Accountability cannot be delegated to “the quality team” Quality must be embedded into the organisation’s DNA This represents a cultural shift - and one that many organisations have delayed for far too long. Management Review: From Formality to Strategic Driver Another major area of focus is the management review process. Too often, management reviews look suspiciously like monthly operations meetings and exist purely “for the audit”. ISO is no longer willing to accept that. The revised standards reinforce that management review should: Drive decisions and actions Be directly linked to business strategy Respond to changing external and internal conditions Act as the central engine for improvement, resilience and continuity If removing your management review would make no difference to how your business runs tomorrow, that’s a problem - and auditors will be looking much more closely at this. Data, KPIs and Process Efficiency The future ISO approach is increasingly data-driven. Having KPIs is no longer enough. The questions auditors will ask are: Are they relevant? Do they measure real process performance? Do they support effective decision-making? Importantly, ISO is shifting focus beyond effectiveness ("are we meeting targets?") to also include efficiency ("are we using resources wisely?"). This applies not just to operations, but also to support processes like HR, procurement and administration - areas where efficiency is often poorly monitored. Digital tools, audit software and data analytics are no longer “nice to have” - they are becoming essential enablers. What Leaders and Process Owners Should Expect The upcoming revisions will most strongly impact: Top management Process owners Auditors (internal and external) Process ownership will be taken far more seriously. Simply assigning department heads as process owners on paper will no longer suffice. True empowerment and accountability are now expected. Quality managers, meanwhile, will need to step back in a controlled way, allowing the organisation to mature instead of carrying the system alone. How to Prepare Now (Without Waiting) The standards themselves may still be in draft, but preparation can and should start immediately. Practical first steps include: Reviewing the publicly available ISO draft documents Conducting a high-level gap analysis against emerging focus areas Assessing your organisation honestly: green, yellow or red? Uplifting leaders, internal auditors and process owners early Strengthening risk management, management review and KPI relevance Waiting until publication will make the transition far more painful than it needs to be. Final Thought: A Reward for Well-Run Systems ISO’s message is clear: organisations that already run effective, robust and integrated systems will not be punished with unnecessary new requirements. Instead, the revisions reward those that: Use ISO as a business operating system Adapt continuously to change Embed ownership beyond the quality department As Hans summed it up: “It’s no longer enough to do the right things. We also have to do things right.” If you’d like support with readiness assessments, leadership alignment, internal auditor upliftment or process owner workshops, the ht+a team is here to help. Contact Us! Download the presentation: Watch the recording: Or listen to the podcast:

Dear Clients, Colleagues, Friends & Family In an effort to reduce confusion in the marketplace, we have updated our legal entity name.   UPDATED  Legal Entity Details : ENCONAcademy (Pty) Ltd is now Hans Trunkenpolz Associates (Pty) Ltd Registered Address: 500 Kingfisher Place, Chintsa East, 5275, Eastern Cape South Africa   All Other Details REMAIN THE SAME: Brand Name: Hans Trunkenpolz + Associates (ht+a) Postal Address: PO Box 210, Chintsa East, 5275, Eastern Cape South Africa VAT: #: 4650263686 Company Registration #: 2013 / 157012 / 07 Website: www.ht-a.solutions Email: enquiries@ht-a.solutions – all general queries accounts@ht-a.solutions – all finance matters Phone: +27 (0)43 738 5244 Banking: Bank: Nedbank Account Number: 105 696 5398 Branch Code: 198 765 Swift Code: NEDSZAJJ Bank Address: 135 Rivonia Road, Sandown, Johannesburg, South Africa   Please update your systems accordingly or provide any forms we should complete to ensure this takes place.

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 .