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ISO 14001:2015 Environmental Management ISO14001P OVERVIEW Businesses are becoming more aware of environmental implications in their daily operations and services. Identify the structure and requirements of an effective environmental management system and what it means to you. This course will not only cover the accepted principles of the environmental standard but will give each participant a detailed understanding of the methodology to implement and manage the environmental management system within their organization. The ISO 14001 framework allows you to cut waste, prevent pollution and increase operating efficiency. In this course, you will learn the best way to implement and maintain an EMS according to the ISO 14001 standard within an organization. This course explains the standard and you will learn how to report on the effective implementation and maintenance of a management system. It contains everything you need to know about an EMS and how organizations can get optimal benefits, improve loss prevention, reduce risk, and improve efficiency. TARGET AUDIENCE - Product & Process Engineers - Maintenance Engineers - Managers, Supervisors, and Consultants who will be part of an EMS Implementation Team - Anyone involved in the implementation, maintenance, supervision, or auditing of an ISO 14001 EMS TRAINING CONTENT - Understanding the requirements of an EMS - Implement systems based on ISO 14001 - Understanding the benefits of an EMS (Organisation & Stakeholders) - Understand the requirements of the ISO 14001 standard - Manage environmental risk and drive continual improvement - Apply Plan-Do-Check-Act to process planning, improvements, and monitoring performance - Evaluate how to apply concepts and principles for ISO 9001 to existing processes - Understanding all clauses within the standard - Identify cost savings with greater emphasis on resource waste and energy management within the organization - Quantify, Monitor & Control the impact of operations on the environment at the present and into the future COURSE PRE-REQUISITES None DURATION 16 hours (2 full days or 4 half-days) CLASS SIZE Up to 16 delegates

Failure Mode & Effects Analysis (FMEA) CT102FMEA OVERVIEW Using a systematic risk-based approach, FMEA helps identify and prevent potential failures early, especially in new concepts. It evaluates potential errors during development and planning and determines actions to avoid failures or reduce risks. FMEA supports teamwork across different disciplines and shows how much risk has been reduced or can be reduced in the future through experience, calculations, testing, and examinations. This helps minimize failure costs and improves teamwork, making FMEA very beneficial for the organization. Product and Process FMEA is a risk analysis that accompanies planning and development and is integrated into technical departments. In this course, we will explore the essential aspects of FMEA, including understanding and evaluating risks, the Action Priority (AP) matrix, and managing critical and Special Characteristics. Additionally, we will delve into the development and integration of control plans and introduce you to Reverse FMEA, a proactive method to ensure continuous improvement and risk management. TARGET AUDIENCE Project Managers, Process Engineers Operators, supervisors (anyone exposed to risk-based thinking in a production facility) Anyone involved in a multi-disciplinary team (including launch team) project approach Quality team members Production team members TRAINING CONTENT Understand the 7-step approach Hands-on exercises understanding the full application of the 7 steps Understand risk Evaluate risk AP (Action Priority matrix) Critical/special characteristics Control plan Reverse FMEA COURSE PRE-REQUISITES None DURATION 16 hours (2 full days in-person, or 4 half-days online)

ID410 VDA 2 PPA Production Process & Product Approval BACKGROUND AND TOPICS VDA Volume 2 ”Quality Assurance for Supplies” describes the basic requirements for sampling of serial parts submission for automotive serial parts. As an integral part of quality planning, the standard regulates the correct submission of all relevant documents and parts to the customer. This ensures that the supplier understands and implements the customer’s expectations so that the product can be manufactured to maximum customer satisfaction. This training acquaints the participants with this VDA standard as a method for application. TARGET AUDIENCE This training is for quality managers, quality engineers, personnel from purchasing, design and development, logistics or production concerned with quality-relevant tasks and all interested personnel in the automotive industry. OBJECTIVES Within the framework of this training, the participants learn what efficient sampling to the customer means and how a PPA procedure is successfully deployed and documented in the initial sample report. The content and structure of the VDA Volume 2 are explained and reference is given to significant German legal and statutory regulations (e.g., BGB, HGB, ProdHaftG, GPSG, KBA, IMDS, REACH). The participants learn about the basic sequence of PPA and sampling, planning and coordination of the PPA procedure, incl. chronological integration into the product engineering process. The trigger matrix, sampling levels, process validation and dealing with small-scale series are further topics, as well as an explanation of the necessary organisation-specific regulation requirement. CONCEPT AND METHODS During this training, technical lectures and case examples alternate to support the transfer of the topics into the participants’ work environment practice, focusing on exchanging experiences between participants and the trainer. PREREQUISITES FOR ATTENDANCE Working knowledge of ISO/TS or IATF 16949 basic requirements, experience and knowledge in dealing with customer-specific requirements for sampling processes (e.g. Volkswagen AG, BMW AG and Daimler AG), and general basic knowledge of the VDA volumes is advantageous. Attendance of VDA training ”Maturity Level Assurance for New Parts” is recommended. CERTIFICATE OF QUALIFICATION After passing the test, the participants will receive a certificate of qualification. SUPPLEMENTARY MATERIAL VDA Volume 2 - not included in course fee DURATION 4 half-days

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: