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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:

We are excited to announce the launch of our newest training academy expansion, ht+a Power Skills  - a comprehensive initiative designed to empower individuals with essential skills needed to succeed in today's dynamic business world.    We believe that the greatest power in the business world is not facts, figures, systems, and processes, but the people behind these aspects who leverage their power skills.  These skills, traditionally known as soft skills, cannot yet be replicated by machines  and are crucial for personal and professional success. They help us make better decisions, be more flexible and creative, communicate better with our environment and deal with problems more effectively.    Whilst compliance and technical skills are undeniably important, more and more job activities are becoming automated, so there is a growing shift towards prioritising skills such as empathy, mindfulness, integrity, optimism, self-motivation, grit, and resilience, which have become crucial success factors.    No one understands the undeniable interrelationship between technical and soft skills better than we do  - we come from your industry, so we know your pain points and how to apply these skills throughout the product lifecycle.   Planning in the launch phase, problem-solving and conflict resolution in serial production, time management, leadership development and team building in general, change management and motivation in tough times. This brought us to this exciting addition to our service portfolio - you can trust our experience and expertise when investing in the future of your business.   So, what exactly are we offering when it comes to Power Skills?    1. Comprehensive Curriculum  Our programs offer a well-rounded curriculum covering a wide spectrum of power skills, allowing participants to develop a holistic skillset, including communication, leadership, emotional intelligence, adaptability, anger or stress management, and more.   2. Expert-Led In-House Training Our experienced trainers and industry experts will deliver engaging and immersive training sessions, blending theory, real-world insights, and personalized guidance. Effective learning stems from active engagement so we foster interaction, collaboration, and skill application through group activities, role-playing, and hands-on exercises.    3. Self-Paced Learning Alternative We understand that sometimes it's difficult to schedule time or free up budgets, so we have an affordable alternative allowing delegates to complete topics on any internet-enabled device at their convenience. Sign up for one of our free courses or use code " 1FREECOURSE " at checkout if you'd like to explore a paid topic. And yes, absolutely, please share this information far and wide - we believe in giving back to those who support us.    4. Ongoing Access and Support Learning doesn't stop after a course ends. Our experts are available for personalised follow-up coaching and consulting.     Power skills enable organizations, leaders, managers, and those in non-leadership positions to thrive. Many businesses fail, not because they lack the infrastructure or technology, but due to a downfall resulting from their low prioritization of these essential skills that power the economy. Browse for more information, or get in touch . Ready to unleash the human advantage? Introducing our new Power Skills Academy!

Lean Six Sigma for Business Transformation Elevating Business Efficiency with Lean Six Sigma In today's dynamic business landscape, organizations are continuously exploring avenues to boost efficiency, minimize waste, and enhance customer satisfaction. Lean Six Sigma , an influential methodology amalgamating Lean Manufacturing and Six Sigma, pledges to revolutionize business processes by eradicating waste, reducing defects, and driving operational transformation. Origins and Methodologies Lean Six Sigma draws its roots from the fundamental principles of Toyota's Production System and Motorola's statistical analysis. These methodologies center on continuous improvement and data-driven problem-solving, which are pivotal for achieving operational excellence. The Toyota Production System and Lean Manufacturing shed light on waste reduction concepts such as Muda, Mura, and Muri, and the five laws of Lean Six Sigma, guiding organizations in waste reduction and efficiency maximization. The approach introduces problem-solving techniques such as DMAIC (Define, Measure, Analyze, Improve, Control) and DMAD-V (Define, Measure, Analyze, Design, Verify), serving as indispensable tools in the Lean Six Sigma toolkit. Key Components DMAIC Process The DMAIC process is a fundamental component of Lean Six Sigma, a structured, data-driven methodology that facilitates systematic problem identification and resolution. This process involves phases such as Define, Measure, Analyze, Improve, and Control, emphasizing sustained improvements through process controls and monitoring systems. DMAD-V Methodology In addition to the DMAIC process, Lean Six Sigma also delves into the DMAD-V methodology, meticulously crafted to meet customer requirements and deliver high-quality results. This approach entails defining project objectives, conducting data analysis, formulating design strategies, and rigorously validating solutions. Integration with Project Management The integration of Lean Six Sigma and project management methodologies significantly improves planning, organization, and execution, especially when compared with Kaizen, and fosters a culture of continuous improvement. Pursuit of Continuous Improvement The journey toward continuous improvement requires consistent evaluation and an unwavering commitment to enhancing efficiency. Lean Six Sigma goes beyond mere implementation; it necessitates a perpetual dedication to improvement and advancement. Explore options to gain valuable knowledge and insights on this critical aspect of organizational success:

Key Strategies for Developing New Managers Unlocking the secrets to building effective new managers. The journey of developing new managers involves structured development tracks, continuous support, self-assessment, feedback, and data analysis. The goal is to transform employees into confident leaders through a well-defined management pathway. Nurturing Organizational Culture Creating a positive organizational culture that fosters leadership growth is essential. This culture can be nurtured by real-life examples, illustrating the power of mentoring relationships and continuous development plans. Emulating effective management behaviours and maintaining best practices documents can empower new managers, ensuring they are well-equipped to face any challenges. Structured Development and Support Systems Effective management is critical for success, and while some individuals may appear naturally skilled, management abilities can and should be learned. By focusing on a structured management track that outlines necessary skills, experiences, and professional development, organizations can help employees transition smoothly into managerial positions. Continuous support and mentorship from current managers play a vital role in nurturing future leaders. Identifying and Leveraging Employee Strengths Identifying and leveraging employee strengths while addressing development needs is crucial for those aspiring to managerial roles. Self-assessment, peer and supervisor feedback, and data analysis are key strategies to uncover strengths and development opportunities. A positive, growth-oriented approach is important, along with creating actionable development plans and utilizing available resources like training and mentoring. Emulating Effective Management Behaviours Effective management behaviours are essential for cultivating new managers and fostering a positive organizational culture. Reflecting on past supervisors' best traits and practices can significantly aid in new manager development. Creating and maintaining a best practices document ensures consistency and provides guidance. Equipping new managers with necessary tools, such as policy documents and manuals, empowers them and facilitates their growth. Support systems, including mentorship, peer networks, and training opportunities, are crucial in helping new managers gain confidence and competence in their roles. Identifying and Developing Potential Management Candidates Identifying and developing potential management candidates early within an organization is vital. Strategies for recognizing employees with managerial aspirations and initiating their development well before a management position becomes vacant should be explored. Ongoing employee evaluations and reviews are key tools for identifying potential managers and setting professional development plans. A clearly defined management track guides employees, ensuring they understand the path to managerial roles. Proactive planning and clear communication are essential in cultivating a robust pipeline of internal candidates ready to step into leadership positions. Career Development and Succession Planning A clear management track is crucial in guiding employee development and setting professional goals. Such a track serves as a roadmap for employees aspiring to management, allowing them to align their skills, education, and intermediate positions with their career aspirations. Training, support, and succession planning are key. Empowering new managers involves encouraging decision-making, offering support without undermining authority, and promoting a culture where asking for help is seen as a strength. Continuous Development for New Managers Continuous development for new managers is essential. Successful management requires preparation, hard work, and learning from failure. By investing in developing new managers, organizations ensure the success of individual managers and the organization as a whole. Explore options to gain valuable knowledge and insights on this critical aspect of organizational success:

Failure Mode and Effects Analysis (FMEA) is a crucial methodology in the automotive industry, yet it is riddled with complexities and challenges. In our latest webinar, we delved into the intricacies of FMEA standards with Hans Trunkenpolz , founder of ht+a. He provides a comprehensive overview of the existing standards and customer-specific requirements that make FMEA a convoluted yet indispensable tool for the automotive sector. We begin by highlighting the confusion surrounding FMEA due to the existence of five recognized standards and additional customer-specific requirements. Despite introducing the harmonized AIAG-VDA standard , the lack of consensus among Original Equipment Manufacturers (OEMs) perpetuates confusion. The AIAG-VDA standard was supposed to bring about a unified approach, but its implementation has been inconsistent. FORD, for instance, requires multiple FMEA types, including foundation and family FMEAs, and the integration of software tools. On the other hand, Mercedes-Benz uniquely mandates the harmonized AIAG VDA version, while Volkswagen Group adheres strictly to VDA guidelines. Stellantis offers some flexibility but strongly recommends AIAG VDA. The historical efforts to harmonize American and German standards have been lengthy and fraught with challenges. In the context of product development, robust design principles are paramount. Hans underscores the necessity of early involvement of production experts in the FMEA process to enhance product robustness. He discusses common pitfalls such as inadequate initial FMEA efforts and the detrimental impact of cost reduction on product robustness. The disconnect between design engineers and manufacturing operations exacerbates these issues. For instance, design engineers are often not allowed to see the production technologies used to manufacture the parts they design, leading to a lack of understanding of manufacturability constraints. BMW's unique approach to FMEA and design responsibility is also explored. Hans explains the distinction between engineering-responsible or design-responsible suppliers and build-to-print suppliers. He stresses the importance of integrating the voice of the process (VOP) into product design to ensure that the manufacturing process is considered during the design phase. Challenges with simultaneous engineering teams and the implementation of BMW's group standards are highlighted, along with suggestions for improving transparency and communication. We also discuss the variability in scoring criteria among different FMEA standards. The harmonized AIAG VDA approach, for example, prioritizes severity over occurrence and detection in assessing risks, which is a departure from the traditional Risk Priority Number (RPN) method used in other standards. The harmonized approach uses an Action Priority (AP) system, which factors in the severity of a potential failure mode more heavily than occurrence and detection. This shift in focus aims to ensure that the most critical risks are addressed first, improving overall product safety and reliability. The episode also delves into the challenges faced by suppliers in meeting varied FMEA standards. Hans shares practical strategies for navigating these complexities, such as the importance of seeking waivers from OEMs and the need for robust documentation and software solutions to ensure consistency. He highlights the critical role of coherent documentation in meeting stringent requirements and avoiding discrepancies. In summary, this webinar offers insights into the complexities and challenges of FMEA in the automotive industry. Whether you are a supplier, an OEM, or simply interested in automotive engineering standards, it provides valuable information and practical strategies to tackle the pervasive issues within FMEA implementation. By understanding the nuances of different FMEA standards and the importance of proactive communication, suppliers can better navigate this intricate landscape and enhance their compliance and product robustness. Download the presentation: Watch the recording: Or listen to the podcast: Changes to the IATF 16949:2016 6th Edition Certification Rules

We are proud to announce that our EU Operations Director, Dan Kulcsar , spent time in Istanbul last week to kick off the process of launching our new operation in Türkiye.    “ We have been monitoring various emerging markets worldwide and have decided to expand our operations in Turkey for several reasons. The Turkish automotive industry set a new export record in 2023, achieving USD 35 billion in international sales with a 13% year-on-year increase, as the Uludağ Automotive Industry Exporters' Association (OIB) reported. Additionally, the supply industry, the largest product group in automotive exports, experienced a 9% increase in exports, reaching USD 14.1 billion in 2023, constituting 40.4% of total automotive exports. During the same period, passenger car exports surged by 19%, bus-minibus-midibus by 57%, and truck exports by 22%. These figures convinced us to enter the Turkish market , " said our Managing Director and Founder, Hans Trunkenpolz .    “ In addition to the beautiful surroundings, legendary baklava, and delicious Turkish coffee and tea, we encountered a dynamic and challenging business environment in Turkey, with highly skilled professional experts dedicated to achieving operational excellence in automotive production. From now on, we are here to support them! ” added Dan.  Our new local core team of automotive industry subject matter experts that we are proud to work with is made up of: Hacer Kok  has successfully led major projects in this market, overcoming numerous challenges and consistently achieving excellent results. In addition to her professional achievements, Hacer is a warm and wonderful person, an avid sailor, and a dedicated problem solver.    Ersin Masatoglu  is a trainer, consultant, auditor, and a keen business professional with drive. Ersin is also a talented stone craftsman and a skilled chef passionate about growing his own ingredients.   Last but not least, Bilge Ateş  is a very experienced auditor and consultant specialising in supplier development and she has an awesome sense of humour.   This exp ansion into Türkiye marks a significant milestone for ht+a as we grow and reach new markets. We are confident that we'll bring value to the manufacturing industry in Türkiye.

Ready to master the latest updates in IATF 16949:2016 certification? Get insights from Hans Trunkenpolz , a seasoned IATF third-party auditor, as he breaks down the significant rule changes in the sixth edition of the IATF certification and maintenance rules. From the new requirements for remote support locations to their auditing procedures, Hans offers clarity on the distinctions between the IATF requirements book and the rules book. Together, we navigate the complex certification landscape and its implications for stakeholders, emphasizing the importance of a unified approach to upholding certification standards. Explore the detailed intricacies of audit duration regulations in section 5.2, focusing on the calculation of minimum audit days based on employee numbers and recent rule changes. We discuss the critical requirement for each audit team member to complete at least one audit day and the new stipulations for minimum on-site audit days. Learn about the additional audit time needed for changes to certification scope and how these updates could impact your time and costs. Our conversation ensures you are well-prepared to handle these new regulations with confidence and accuracy. Discover the role of IATF observers in certification audits and the updated protocols for addressing major nonconformities. Hans sheds light on the necessity of audit planning, the critical windows for submitting containment measures and corrective actions, and the importance of transparency in root cause analysis.  This episode is a must-listen for anyone in the automotive industry to ensure compliance with the latest IATF standards. Download the presentation: Watch the recording: Or listen to the podcast: Changes to the IATF 16949:2016 6th Edition Certification Rules

Achieving 85% or more for the OEE measurable requires not only equipment uptime and availability, but it must be consistently producing good parts. So how do we go about defining what is a measure of consistency? Should you have done the course on Statistical Process Control (SPC), this is where all those good things you learnt start to come into play. The feature we need to understand here is Process Capability. In everything we do in life, no matter how hard we try, there is always variation, even if it is small, it is still variation. In manufacturing, we need to control that variation in order to maintain a stable process. A stable process is a predictable process - using statistics we can predict how capable and stable this process is on an ongoing basis given no “special causes” that disrupt the capability. If you are designing a new process or adding additional equipment to an existing process, you need to conduct a capability analysis. Nearly all the big problems I have assisted in resolving quality concerns on were due to the lack of APQP run@rate capability trials. When purchasing equipment it is imperative that this measureable is declared in the tender process to your prospective suppliers. They must demonstrate the capability of the equipment as part of the equipment buy-off procedure. Believe me, if you don’t ask for it, you won’t get it! If you ask after the equipment has been commissioned, most good machine builders will offer, but this will then come with a time delay and most times with additional cost. Hence the inclusion in APQP (Advanced Product Quality Planning). Process capability is measured using the Cp/Cpk and or Pp/Ppk index. So again with your data collection sheets, collect the measurement results needed to calculate the Potential Process Capability Ppk. The accepted minimum standard for a Ppk analysis is a Ppk of 1.67 or better. However should this characteristic under study be rated a Critical or Significant characteristic, then the customer within his rights, may request a Ppk of 2.0. Without fully teaching SPC, here is the crux: Voice of the Customer (VOC) / Voice of the Process = Cp, Pp Remember this table... A Cp of 1.33 shows a probability of producing 64 defects per 1 million parts produced. A Cp of 2 is basically Zero defect territory. Therefore another quantifiable target for a Robust Process is Cp=>1.33 and/or Pp=>1.67 So now we have a capable process, but is it accurate? Remember that Cp/Pp determines capability without measuring to target. Cpk/Ppk measure capability to target value (xbar). Next up - maintaining a robust process…. Written by: Matthew Woodford (ht+a Trainer & Consultant)

Dear Clients, Colleagues, Friends & Family I am thrilled to share some exciting news with you. As a global business, engaged in numerous projects across the industry and supply chain, it is time to adapt to market needs. My previous business partner, Lloyd Staples, and I have decided to restructure the business. Moving forward, I will focus on Europe, the Middle East & Africa, and will be more actively involved in operational aspects with customers and the dream team I have by my side. Whilst we are now separate operating entities, we firmly believe in continuing to put our customers’ needs first and supporting one another in this transition. The future is called ht+a (Hans Trunkenpolz + Associates), and it is already something special. It's a new name and a new look, but the same expert-led solutions you’ve trusted for almost 20 years. Do drop me a message – I’d love to catch up. Or follow us on social media and find us at www.ht-a.solutions. And thank you for your continued support. “The future is not something we enter. The future is something we create.” Leonard I Sweet Yours Sincerely, Hans Trunkenpolz Founder & Managing Director ht+a

Matthew Woodford, with a 45-year tenure in the motor industry, delves into Failure Mode and Effects Analysis (FMEA), a key element in engineering and manufacturing. FMEA aids in anticipating failures, enhancing product robustness, and improving process efficiency. FMEA is a dynamic risk management framework applicable to daily life, ensuring consistency and fostering collaboration among engineers. In manufacturing, FMEA and its reverse variant enhance safety and process robustness, contributing to smarter engineering practices. Reverse FMEA stresses processes to uncover weaknesses, reinforcing process robustness. Embracing FMEA as a "living document" aids in ongoing improvement and professional growth. FMEA is a tool for personal and professional growth, encouraging engagement with documentation to expand understanding. Conducting comprehensive FMEA before major expenditures helps prevent costly modifications and delays. Improve engineering and manufacturing practices through effective risk management and failure anticipation. Watch The Video Read The Blog By Matthew Woodford Introduction With 45 years of experience in the motor industry, I aim to share some of the benefits and knowledge I have acquired and pass it on to others. I would like to discuss one of my favourite software tools in the quality system arsenal, which is FMEA. I want to demystify what an FMEA is, explain its benefits, and illustrate how it can enhance you as an engineer or technician. When utilized correctly, this tool can empower you. Whilst there are various FMEA types, such as Reverse FMEA and Systems FMEA, the core concept remains the same: analyzing failure modes and their effects. This is the essence of Failure Mode and Effects Analysis (FMEA). Design FMEA We can conduct a design FMEA, where the designer working on the product evaluates the strength of the design. The purpose is to determine if a failure in this aspect of the design would, for example, endanger a person's life or whether such a failure would leave the end user dissatisfied by compromising the primary function or purpose of the part being designed and developed. By performing a thorough design FMEA, we can then proceed to review our process FMEA. Process FMEA A Process FMEA follows the same approach as a Design FMEA but is utilized to assess our manufacturing process. Outputs from our manufacturing process are directed towards tasks such as control plans, preventive maintenance, and machine tender documents. There are specific outcomes associated with this analysis. FMEA in Real-Life Performing an FMEA is a natural process that we all engage in unconsciously. There is no hidden or mysterious aspect to conducting an FMEA; it is simply a methodical risk assessment tool. This structured approach involves following specific steps, breaking them down, and evaluating the outcomes, a practice that is ingrained in our daily routines. For instance, when embarking on a long journey, such as a thousand-kilometre road trip that has been meticulously planned, considerations about potential risks are automatically present in our subconscious. Questions like whether the car has been serviced recently, the timing of the last service, and the need for another service before the trip naturally arise. Anticipating possible failures like a breakdown during the journey is part of this subconscious risk analysis. To ensure a smooth trip, it is advisable to send the car for servicing, check the oil level, inspect the radiator for leaks, confirm the antifreeze mixture, and assess the condition of the tyres. With only 800 kilometres of tyre wear left, it would be wise to replace the tyres to ensure a successful trip. The goal is to reach the destination and return without any issues. This involves planning and preparing the car, fueling it up, and driving safely to the destination. Anticipating potential problems during the journey is known as Failure Mode and Effects Analysis (FMEA), in a very simplistic format. By examining the functions and steps of the journey, one can identify possible risks and take preventive measures, such as checking the spare wheel and ensuring it is in good condition before departure. This proactive approach helps mitigate any potential issues that may arise during the trip. FMEA in Industry In the automotive and manufacturing industries we implement a structured process based on the fundamental concept of FMEA. This structured approach ensures consistency in how FMEA is applied by everyone involved. Instead of having different versions from different individuals, our standardized approach allows for a clear understanding and interpretation of any FMEA document within the automotive industry. Furthermore, with a structured approach, we are guided through a distinct series of actions. By following these progressions we can scrutinize each step to comprehend their purpose. For instance, it is essential to evaluate the process flow meticulously. This involves moving from one operation to the next in a systematic manner, foreseeing potential outcomes through FMEA analysis before making significant investments. By getting the FMEA right, we can effectively communicate our requirements to machine suppliers, which is a key advantage of this approach over mere checkbox exercises. Understanding the planned process is crucial as we progress through each step sequentially, deconstructing them into functions to determine their intended role. We have inputs for a process. These inputs consist of your five M's: man, machine, material, method, and mother nature. All these inputs are utilized in your method. If you are baking a cake and you have the correct mixture and sequence for adding the elements, we anticipate a result. The result should be a delicious, succulent cake that is not overcooked, tough, dry, or crumbly unless we are intentionally designing a crumble, which would be part of your Design FMEA! Therefore, we have a process FMEA. We have dissected that stage into inputs and anticipated outputs, for example, we aim to reach our destination on our car trip. In our process, we anticipate specific outputs that we identify and by breaking down these functions into elements and expected outcomes, we can test these outcomes. Thinking About Failure Modes When we ponder the familiar question of what could go awry, we may find ourselves contemplating the possibility of not achieving a desired outcome - that would be our failure scenario. Have you ever visited B&BS, hotels, or similar accommodations? We all crave that perfect golden-brown toast to complement our breakfast. Placing it in at the top of the toaster, we watch as the toaster whirls, clicks, clunks, and eventually delivers the toast from the bottom - still white! I like golden toast, so I put it on the top again for a second run. Only this time it comes out burnt at the bottom! I don't want that so I put it in the bin. That's a wasted piece of bread and an unnecessary expense gone down the drain. My process for making golden brown toast didn't succeed. The expected result of inserting a piece of bread at the top is a nicely toasted piece at the bottom, which is my anticipated outcome. What can go wrong? It's not golden brown. There are two failures: it's burnt and black, or it remains the same colour as when it was inserted (i.e. it's not toasted). These are the failure modes. For each failure mode identified in our process, the next step is to question it and determine why it occurred. Why did it end up burnt? What measures should I implement to prevent this from reoccurring? Every time it happens, a burnt slice of bread is wasted. I need to evaluate my process and expected outcome. If I'm not achieving it, that's my failure mode. Now, what preventive measures can I implement to avoid encountering that failure mode? That's when you establish the correct settings for speed and temperature. I have been purchasing machines from various countries, including Japan, and one particular machine I acquired was a rotary transfer machine. If you are reading this, you should have some understanding of manufacturing processes. This rotary transfer machine required special procedures for changing tools, involving large and heavy cutters being swapped in and out. While I was there, a thought crossed my mind - could I accidentally damage the machine while they were changing the tooling? So, I asked my Japanese colleagues and engineers if the table would rotate if I pressed the "index table" button on the control panel while they were removing a cutter. They were taken aback and expressed concern, saying it would be foolish and unsafe! I acknowledged the danger but inquired if the table would rotate if I activated the control. They discussed amongst themselves and returned confirming that indeed the table would rotate. I then requested a safety control to be implemented not just to protect the part's integrity but also to ensure the operator's and setter's safety, a crucial aspect in Failure Mode and Effects Analysis (FMEA). The team left and returned with new PLC logic for the controller and upon pressing it, the rotary table did not move, which was the desired outcome. Reverse FMEA There is a concept emerging in FMEAs known as reverse FMEA. Different customers, such as Ford, General Motors, and Volkswagen, have varying interpretations of reverse FMEA. However, it is crucial to understand that a reverse FMEA is not an afterthought! By the time you have your production line set up, it may be too late to perform an FMEA. This is because the FMEA should be conducted before purchasing a machine. The findings of an FMEA, including the necessary controls, should be integrated into your tender documentation for potential machine suppliers. By sharing the identified potential failures from your process FMEA with the machine supplier, you are essentially informing them about the specific risks that could lead to nonconforming parts. It is essential that the machine supplier addresses these issues in their own FMEA, incorporating the outputs from your process FMEA into their machine controls. Having been a Ford employee for many years, they encourage you to experiment. Once your process is approved, it undergoes all the necessary launch controls, and you move into series production. After 12 months they reassess the improvements you have made to enhance the robustness of your process. They expect to see a detailed plan that identifies and prioritizes the machines, including those that may pose constraints or act as bottlenecks, and those with the most critical characteristics. You should have conducted tests to identify potential failures and defective parts, with controls in place as outlined in the FMEA and control plan to detect and prevent any issues. They are now considering performing a reverse FMEA. What other modifications or scenarios could be tested on the machine that were not previously considered during the initial FMEA analysis? What would be the outcome if the part is inserted upside down? How would the machine react if the tool changer mistakenly selects the wrong tool? Is it possible to load the part backwards, and if so, would it cause any damage to the machine? Will the machine continue to operate normally in this situation? When we caution against acting recklessly or tempting fate, we must remember that in manufacturing and the automotive industry, Murphy's Law often applies - if something can go wrong, it will! It is crucial to anticipate and prevent potential failures before they occur. For Ford, the reverse FMEA approach involves deliberately testing processes and operations to identify weaknesses. This proactive strategy involves documenting and preserving results as evidence for audits. By outlining a plan to systematically assess machines and establish priorities, companies can mitigate risks and prevent costly mistakes. This meticulous approach is a key aspect of reverse FMEA. When addressing other customer-specific requirements, your reverse FMEA analysis could be guided by your quality matrix, the data obtained from your quality feedback, warranty information, customer complaints, and G8Ds. It is important to address these quality issues and question why the FMEA process did not prevent them. Revisiting your FMEA and conducting an audit on it is crucial. The FMEA should have indicated the possibility of these issues occurring and confirmed that the necessary measures were in place to prevent them. However, despite having a control plan outlining detection and protection measures, the customer was not safeguarded. If the customer had been protected, the need for a corrective action process like the 8D system would not have arisen, which is typically initiated when a customer receives a faulty or defective part. Benefits of an FMEA Performing an FMEA does not guarantee that you will have the most resilient process, but if done correctly, it can eliminate 99% of potential failures. Simply checking the box is not enough. An FMEA is designed to optimize time and cost in a process. Making changes to your machinery, process, or equipment after purchase and installation will lead to project delays, time penalties, and possibly the need to hire more resources to mitigate these setbacks. Ultimately, it will incur costs. Conducting an FMEA before making capital expenditures can result in significant cost savings. Conclusion When striving for personal growth, the desire to progress and acquire knowledge is natural. An FMEA serves as a wealth of information. If your FMEA is robust and reliable, you should seek to understand the process and the organization you are part of. Review, comprehend, and question the FMEA as it holds a vast amount of knowledge for everyone's benefit. I believe that FMEAs are among the best-structured systems in manufacturing, particularly for those involved in process or project engineering. I have immersed myself in FMEAs, finding them stimulating and a valuable part of my ongoing learning journey. Or Listen To The Podcast Want to learn more about FMEA? Sign up for one of our instructor-led courses: ht+a FMEA Courses Accredited AIAG + VDA Harmonized FMEA Course Mastering Manufacturing: The Transformative Role of FMEA and Its Impact on Engineering Excellence