SSCG Automotive Insights: Automotive Product Quality Optimisation

AUTOMOTIVE INSIGHT

Automotive Product Quality Optimisation Early Cycle Failure Proactive Prevention FMEA Approach October 2018

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Automotive Product Quality Optimisation

Contents

Introduction 5 Key Today’s Challenges in Vehicle Quality Engineering 6 Many Ways Systems Fail to Function or Meet Requirements 7 Assuring Product Quality Robustness in the VDP 8 Early Cycle Product Development Failure Mode Prevention 9 Designing Failure-Tolerant Products 10 Failure Modes and Effects Analysis (FMEA) Quality Management 11 FMEA Provides Many Benefits There are Many Types of FMEA’s Effective FMEA Deployment and Principles FMA Process Flow FMA Model and Rational Approach Quality Risk Management is Getting More Important 19 Risk Analysis is not Easily and Commonly Incorporated Common Delivery Pitfalls Oversight and Quality Assurance Examples: 23 Toyota Proactive Preventive Technique How Porsche Ensures the Quality of its Products Summary How SSCG can help?

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Are you sometimes puzzled by new products that suddenly fail in customers’ hands, despite successfully passing all verification test procedures?

What could have prevented it?

SSCG AUTOMOTIVE INSIGHT | Automotive Product Quality Optimisation AUTOMOTIVE INSIGHT | Automotive Product Quality Optimisation

Introduction Today, product quality is one of the most critical uptake or purchasing factor for consideration by customers. Product recalls due to serious quality and reliability concerns can ruin brand reputation or put companies out of business. Less serious problems may result in customer dissatisfaction, loss of sales, high cost of poor quality and a delay in the launch of a new product.

Marketplace pressures to continuously deliver high quality products in shorten period reduces development time and increases risks of potential failures. Furthermore, new product failure uncertainties remains present throughout Product Development Process (PDP) – from the specification of requirements in design to build variation in manufacturing and aftermarket operation. Therefore, companies across the automotive sectors have to give priority in uncertainty characterisation and propagation in the development of zero-defect and failure tolerant designs and robust manufacturing processes to minimise and eliminate risks of quality failures.

Vehicle Quality and Reliability are key megatrends and drivers that play a critical role in customer satisfaction. Appeal, reliability and service determine quality as it is perceived by the customer throughout the entire product experience.

Uncertainty must be the focal point and inherent part of PDP if companies are to improve product quality and reliability. To prevent failures and improve process reliability, companies must follow key best practices:  PDP is a simulation of future production and consumption  Greater importance in product detail consistency  Product performance integrity  Quality is a source of competitive advantage. https://www.daimler.com/products/passenger-cars/mercedes-benz/a-class-kecskemet.html

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Key Today’s Challenges in Vehicle Quality Engineering Stringent regulatory requirements and customer expectations are placing increased demands on companies for high quality and reliable products. The increasing capabilities and technical functionality of many products are making it more difficult for manufacturers to maintain superior quality and reliability required.

Traditionally, reliability has been achieved through extensive testing and use of techniques such as probabilistic reliability modelling.

These are techniques done in the late stages of development no longer suitable for today’s fast paced business environment.

For vehicle manufactures to succeed in the current competitive market place over the long run, have to offer value driven competitive products or services than their competitors.

The Next Level in Early Cycle Quality and Reliability Assurance Management

Late failure mode discovery is costly to implement countermeasures

Today’s market pressure points and challenges:  Design integration of quality early in the PDP to prevent failures.  Competition to offer higher value quality products with cutting edge features and functionality.  Performance - Product that outperforms their competitor.  Reliability – Products that meets/exceed markets and operating constraints.  Process realignment for efficient, create more synergies, accelerate innovation and improve quality.  Increasingly complex vehicle technologies call for human and intuitive operation.  Make vehicle as fuel-efficient as possible while at all times conforming to safety, design, quality and performance requirements.

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Many Ways Vehicle Systems Fail to Function or Meet Requirements While the Vehicle Development Process (VDP) may be viewed from many perspectives, it is a series of complex processes and decisions thus can be posed to complex multidimensional problem and to generate potential quality failure modes.

Uncertainty are present throughout the VDP. Hence, establishing early cycle failure mode avoidance and prevention measures is a critical to eliminate later discovery.

Failure Mode Identification

A component / subsystem / system MUST consistently perform its intended function in the presence of uncontrollable influences (Noise Factors), including:  Piece-to-piece variation  Product changes over useful life  Customer usage and duty cycles  External environment  System interactions with adjacent components

Ways which failure modes are manifested     

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No Function Partial – Over/Under Function: Degradation Intermittent Function Unintended Function

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Assuring Product Quality Robustness in the VDP Quality can be broadly defined as meeting customer expectations, conformance to standards, legislative and production tests. Robust integration of uncertainty and failure modes early in the VDP phase can limit risks both relative the business and products.

Effectiveness Foundation Requirements and Principals

Clear and well defined details supported by well governed reviews are critical to ensure product design quality robustness:  Voice of the Customer Market Research: Stated and unstated  Compatible product specs, requirements and quality attributes  Product Development (PD) project scope and resources  Quality history reviews and capture Lessons Learned  Quality Risk Assessment  Procedures, systems and techniques that increase PD efficiency and efficacy  Manage design and process change  Manufacturing quality assurance plan  Engineering talent and skills Common advance quality planning underlying principles:  Robustly defining customer requirements and expectations  Early detection, prevention and control of failure to reduce escapes  Reduction of cost of poor quality: Customer dissatisfaction, warrant and recalls, production FTT failures, rework, complaints, potential arbitration, lost royalty and sales  Forge effective cross functional quality management and oversight SSCG AUTOMOTIVE INSIGHT |

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Early Cycle Product Development Failure Mode Prevention There are many opportunities to detect and prevent failure modes early in product development phase.

Late failure modes discovery is costly to remedy and require more countermeasures, with limited analysis and deployment time.

Quality requirements must be robustly defined and clear at the start of programme development

Failure modes can be detected early through:  Thought experiments (e.g. FMEA, Design Review)  Engineering Standards and rules  Virtual analysis (CAE, CFD, State Flow Models, etc)  Physical testing.

By understanding product lifecycle operating conditions and variables can facilitate to:  Better understand the key performance factors and thus develop better countermeasure.  Identify improvement opportunities.

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Designing Failure-Tolerant Products Reliability-Based Design Optimisation (RBDO) The deviation from the ideal function indicates how close the system is to the failure mode.

Robustness failures occur when the demand placed on the design exceeds the capacity.

Noises (N)

Id e

al

Failure Mode OUTPUT (y)

Robustness Sensitivity Noises: • Production variations • Wear out and drift over time • Customer duty cycles • Environment • Component interactions

Failure Mode

INPUT (x) SSCG AUTOMOTIVE INSIGHT |

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Automotive Product Quality Optimisation

Failure Modes and Effects Analysis (FMEA) Quality Management

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Automotive Product Quality Optimisation

Failure Modes and Effects Analysis (FMEA) Quality Management Why FMEA?

A methodology for discovering potential malfunction and reliability problems that may exist within the design of a product or process early in the development cycle to ensure meet or exceed customer expectations, standards and regulatory requirements.

Extensively used in system development for anticipating failure during design stage by identifying, analysing, evaluating and prioritising actions to mitigate potential/known failure modes, thereby enhancing reliability through design.

FMEA is not a substitute for good engineering. Rather, it enhances good engineering by applying the knowledge and experience of a Cross Functional Team (CFT) to review the design progress by assessing its risk of failure. FMEA promotes corrective action to prevent or decrease the possibility of defects being delivered to the customer While practical anticipation of every failure modes in a product during design has its limitations and not possible, FMEA help to formulate as extensive a list of potential failure modes as possible.

The early and consistent use of FMEAs in the design process allows companies to design out failures and produce reliable, safe, and customer pleasing products. FMEAs also capture historical information for use in future product improvement.

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FMEA Provides Many Benefits One of many tools used to discover failure at its earliest possible point in product or process design.

Discovering failure modes early in Product Development (PD) phase using FMEA provides the several benefits include:  Documented method for selecting a design with a high probability of successful quality operation and safety to increase customer satisfaction.  A uniform methodology of assessing potential failure mechanisms, modes and impact on system operation to improve product/process reliability and quality.  Multiple choices early identification, verification and elimination of failure points and system interface problems.  An effective method for evaluating the effect of proposed changes to the design and/or operational procedures.  A basis for in-flight troubleshooting procedures and for locating performance monitoring and fault-detection devices.  Criteria for improved early planning of validation tests and development, capture risks and engineering actions taken  Prioritised product/process deficiencies management.  Catalyst for teamwork and quality improvement knowledge exchange between functions.  Improved Design for Manufacturing and Assembly (DFM/A)  Lower cost solutions and Cost of Poor Quality (CPQ) in production and aftermarket operation.

https://www.locusresearch.com/avoiding-failure/

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There are Many Types of FMEA’s FMEAs should always be done whenever failures would mean potential harm or injury to the user of the end item being designed

System - CFMEA

Design - DFMEA

Process - PFMEA

Machinery - MFEMA

Service - SFMEA

• Software SFMEA • Foundation FFMEA • Concept CFMEA SSCG AUTOMOTIVE INSIGHT |

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Effective FMEA Deployment and Principles The automotive industry has long used FMEA as means to improve customer satisfaction and reduce non-conformance.

FMEA, is a tool for the identification and prioritisation of possible ways a product or process can fail. The intent is to use that information to make improvements to the product or process.

FMEA is primarily deployed to:  Develop product or process requirements that minimise the likelihood of failures.  Evaluate customer requirements and functionality in the design process to ensure that the requirements do not introduce potential failures.  Identify design characteristics that contribute to system failures to minimise the resulting effects.  Support the development of product/process test methods and procedures to ensure that the failures have been successfully verified and controlled.  Track and manage potential risks in the design and development process.  Ensure that any product potential failures poses low safety risks and impact to customers.  When designing a new product, process or service, transforming an existing process, quality improvement activities and need to understand and improve the failures of a process

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Common FMEA Deployment Guiding Principles Right Objectivity and Focus:  Problem Prevention  Design and Process Improvements  Leverage FMEAs to Improve Test Plans and Process Controls  Select FMEA Projects Based on Preliminary Risk Assessment  Lean and simplicity Right Resource Allocation:  Team-Based Activity  Skills and Experience  Lessons Learned  Robust Management  Effective Process  Quality Knowledge Procedures:  Well defined and clear  Requirements Driven and Data Driven  Root Cause and Failure Definition Mechanisms  Focus on Areas of High Concern and Risk  Right Time Frame  Fully Execution to Ensure Risk Reduction to an Acceptable Level

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FMA Process Flow Inputs & Outputs - Outcome Based Deliverables Input                

Process

Customer Requirements System Design Specifications (SDS) Quality Function Deployment (QFD) Benchmarking Design and / or Process Assumptions Preliminary Bill of Material / Components Known causes from surrogate products Boundary diagram and interface matrix Parameter Diagrams (P-Diagrams) Potential causes from design choices Potential causes from noises and environments Baseline FMEA (Historical FMEA) Past Test and Control Methods used on similar products Past Failure or error states Process Flow Diagram Characteristics Matrix

FMEA

Output

     

Design Verification Plan (DVP) Quality Risk Management (QRM) Plan Test Cases Design Rules Standards Special Characteristics: Critical/Significant  Deviation Plans  Safety Sign-off  Robustness Checklist

Avoiding Failure in Design

https://www.locusresearch.com/avoiding-failure/

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FMA Model and Rational Approach A Structured Approach to Define Important Quality Focal Points Review process

Function

Define potential failure modes

List failure mode potential effects

Assign severity rating

Assign occurrence rating

Potential Failure Mode

Typical Failure Effects Noise Inoperative Unpleasant Odour Leaks Operation Impaired Poor appearance Unstable Regulatory non-compliance Rough-rattle/vibration SSCG AUTOMOTIVE INSIGHT |

Assign detection rating

Calculate effect risk priority number

Prioritise the failure modes

Design Controls Effects

Causes

Prevention

Potential Causes Analysis Cause and effect (Ishikawa Diagram) and 5 whys

Automotive Product Quality Optimisation

Actions

Eliminate or de-risk highrisk failure modes

Recalculate RPN as risks are reduced or eliminated

Verification

Detection

Preventions Score effectiveness of countermeasures

Detections Design Reviews Assess Stds Test cases

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Quality Risk Management (QRM) is Getting More Important The rise in focus on risk management and mitigation through FMEA is so integral in the development process that Six Sigma, Production Part Approval Process (PPAP), Tooling and Equipment (TE 9000), ISO 9000, QS-9000, and ISO/TS16949 have all required FMEA as one of the suggested ways a company can improve.

An effective quality risk management approach can further ensure the high quality vehicles and products to the customers by providing a proactive means to identify and control potential quality issues during development and manufacturing.

Risk identification and analysis, should effectively capture knowledge, map processes, and allow the definition of an ontology of objects (unit operations) with specific attributes (inputs and outputs).

Risk Lifecycle Management Plan (RLMP) should be put in place to manage unacceptable risks, evaluating the control strategy performance, detecting improvement opportunities and managing additional risks originated from new events.

Team alignment, empathy across multiple functions and an effective knowledge-sharing and harvest right from the beginning, all needed for a successful QRM. The target of completing of an FMEA is in practice very limited and extremely time-consuming to achieve if the initial 'knowledgebased' steps are weak.

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Risk Analysis is not Easily and Commonly Incorporated What to look for: Identification, Exposure Analysis & Controls Failure Mode Criticality Matrix

Risk identification        

Use of multiple techniques and tools Must be based on reason and factual data Should be what could, might or possibly happen Categorised as either threat (-ve) or opportunity (+ve) Written in the context Consequence of occurring or impact described Ownership assigned Proximity determined and assigned

The purpose of this Risk Factor is to assess the quality management system in place, and the quality controls / quality assurance applied to the product(s) under review.

Quality Controls are related to the output (product / service) quality and cover the whole product testing in manufacturing cycle from component to final product.

Exposure Analysis     

Industry-specific quality management requirements Complex analytical or technical sampling and testing Complete finished product for cycle testing and analysis Highly technical quality controls or skills for process control Diversity of new products introduced in a short period

Controls

 Comprehensive quality planning, control and Standard Operating Procedures (SOPs) for all significant processes  Effective training programmes and suitably skilled employees  Full familiarity of employees with quality management procedures  Audit programmes and follow-up of findings  Regular review and updating of procedures and processes  State of the art systems, personnel, methods, processes and documentation of results for quality control.

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Prof. Dr. José C. Menezes. CEO 4Tune Engineering and Associate Professor, University of Lisbon for Bioengineering

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Common Delivery Pitfalls Challenges with Applying FMEA to the VDP For all its benefits, the FMEA does have a few limitations. There are many challenges associated with performing FMEAs efficiently and Effectively:  Integration with other tools when used in isolation - FMEA and other risk assessment methods, including SWIFT (Structured What If Technique) and retrospective approaches, have been found to have limited validity when used in isolation. Challenges around scoping and organisational boundaries appear to be a major factor in this lack of validity  Function of the FMEA’s basis for prioritising failure modes according to risk - Incorrect definition of rating scales for criticality, and rating the criticality of the failure modes might result in incorrect assessment and priorities. If used as a topdown tool, FMEA may only identify major failure modes in a system.

 Effective FMEA scoping - The FMEA is a time consuming, and the team walks a fine-line between taking on too large of a scope and taking on one that’s too small. Limited focus on the details may results in many failure modes being missed. On the other hand, too many details may make the analysis seem a daunting task.

The solution is to break the process down into manageable segments.  Failing to recognise that the FMEA is not a static model - For successful risk management, the FMEA should be regularly updated as new potential failure modes are identified and corresponding control plans are developed.  The desire to produce a refined FMEA require assembling an effective team - Issues beyond team members’ knowledge aren’t likely to be detected or resolved. if the team forgets to list failure modes, they’ll be ignored.

 A mistake is not adopting a known countermeasure for a known  Knowledge and understanding of new innovations - Defining the failure mode - The countermeasure for mistakes is primarily a failure modes for new technologies. matter of ensuring the correct use of design guidelines and  FMEA governance – Lack of strong leadership, emphasis on the standards, and to avoid repeat past mistakes importance, controls and reviews for robustness can results in  Unclear procedures links to details FMEA – Deployment of poor quality and completion. standardised and clear FMEA document is critical as many differing versions of FMEAs, deliverables and controls create confusions and focus.

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Quality Assurance and Oversight Get the Most out of your FMEA Effort There is an increasing need for automotive companies to continually refine their execution methods of FMEA, taking into account the amount of time and cost on recalls and warranty repairs.

Implementation of quality assurance (QA) oversight processes that ensures compliance with requirements, pursues achievement of quality objectives and excellence through continuous improvement, provides for timely identification and correction of deficient conditions, and verifies the effectiveness of completed actions:            

Setting clear quality objectives, targets and goals Leadership and management consistency Robust quality policies, standards, processes and systems Proactive focus on identifying and addressing quality failure mode in the early phase of VDP Standardised best practices and approach Evidenced based management reviews and approvals of FMEAs Cross Functional Team (CFT) involvement Effective translation of customer requirements into lower level functional actions Taking the right quality focused actions and choices Avoiding deviations and late changes in the VDP Use of IDOV (Identify, Design, Optimize, Verify) process Reliability-Based Design Optimisation (RBDO) model

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Strengthening Quality Management Capabilities, Improving Efficiency and Effectiveness Design FMEA must not rely on process controls to overcome potential design weaknesses, but it should take the technical and physical limits of a manufacturing/assembly process into consideration. If design deficiencies are identified that may cause unacceptable variation, they should be highlighted and remedial design actions taken in early stages of development phase.

Steps for Risk Improvement      

Regular review of compliance with legal provisions Quality control strategy, plan and effectiveness Enable and Review Customer Feedback Transfer Risk through Management of Suppliers Plan quality into Design Review and audit activities and corrective actions for on-going monitoring of quality  Implementation of a system for continuous improvement

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Example – Toyota Proactive Preventive Technique Design Review Based on Failure Mode (DRBFM) The development stage of a new product or component is a crucial time for identifying and addressing any problems. Taking action at an early stage can prevent more serious and harder-to-fix issues occurring closer to production.

Toyota use Design Review Based on Failure Mode as a PROACTIVE preventive technique, in which designers focus on areas of change, pinpoint any potential problem areas and apply knowledge they have gained from previous projects.

Proactive Prevention cycle to prevent reliability problems from the design stage.

Fundamentals of proactive prevention cycle to identify and address issues.

Automotive Product Quality Optimisation

https://www.toyota-europe.com/world-of-toyota/feel/quality/designing-quality

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Example How Porsche Ensures the Quality of its Products Mission: to analyse the causes of failures and to qualify parts from pilot production to end-of-product. Preventive analyses for early quality optimisation.

Four pillars of Porsche quality:  Emotional quality  Functional quality  Image quality  Service quality

Top level quality is part of the Porsche brand identity There are various key indicators for measuring quality and thus making it transparent, such as by generating precise statistics on claims and warranty costs.

Central control, decentralised implementation - Quality competence is thereby embodied throughout the entire corporation, and each unit has a high level of self-motivation to achieve the best possible quality

https://newsroom.porsche.com/en/company/porsche-quality-production-workshop-12502.html

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Summary An FMEA:  Identifies may ways which a product can fail to meet requirements  Estimate failure modes associated risks  Prioritise validation and mitigation actions to reduce risks  FMA is an integral part of the engineering process, not additional to it.

 A failure mode only has to be found and fixed once. Always assume the potential Failure Mode will be present rather than hope that it won’t.  Counter-measures must be applied in the phase that the failure mode was created; otherwise the failure mode will escape.  You have to be able to excite a failure mode to know that you can, through a counter-measure, prevent it.

A Cross Functional Team (CFT) tool Many types of FMEA: Concept, Foundation, Design, Services, System, Software, Process, Machine FMEA inputs include several other process tools Early discovery of failure modes in the VDP provides many competitive benefits.

 Control of product liability may vary depending on the stage in product’s life cycle. During development and production, you have significant opportunity to build in safeguards against potential liability claims.  If a change is not necessary, re-use of proven designs in comparable environments must be maximised.

A large safety factor does not necessarily translate into a reliable product. Instead, it often leads to an overdesigned product with reliability problems.

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Discover how we're helping the automotive industry transform to win tomorrow’s customer

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Automotive Product Quality Optimisation

Learn More About SSCG's Global Automotive Practice SSCG provides a wide range of quality management consulting and advisory services globally, to the automotive, manufacturing, business services and engineering sector. Throughout industries and entire value chains, we help clients drive productivity, growth and operational excellence.

In a time of rapid disruption, consumer transformation and market evolution, We help our clients shape and deliver transformation programmes across their operations from strategy, product planning, development, manufacturing complexity to operating model re-structuring and aftermarket quality improvement.

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Our quality consulting services can help you Successful product quality management involve multifaceted activities and processes. We guide the creation of a streamlined next-generation agile quality operating model, characterised by customer journeys. By designing agile processes, we help clients reduce leakages and to sustain performance to meet future needs, achieve significant and sustainable improvement in their quality performance, customer satisfaction, and regulatory compliance.

Here's how we can support your company on this journey: Redefine business positioning in competitive markets and unprecedented time of change

Define strategies for growth and profitability

Define Voice of Customers (VoC) , quality vision, objectives, standards and goals

Access current programme lifecycle maturity to perform risk assessment

Establish Quality Management System(QMS) and control framework

Develop and deploy quality system, process, procedures and tools: QMS, FMEA, Kano Model, APQP, PPAP, TQM, Six Sigma

IATF 16949/ISO9001 compliance and audit oversight

Quality project management assistance

Help control product quality management: Planning, prevention, detection and risk oversight

Cost of poor quality reduction and return on investment

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Contact Us

Eugene Nizeyimana

Principal Consultant, Automotive Products, Process and Programmes Quality, SSCG Consulting Phone: +44 7879150562/+44 1902 752758 Email: Eugene.Nizeyimana@sscg-group.com

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Advisory | Consulting | Engineering About SSCG SSCG is global management consulting and professional firm. We provide engineering and management advisory across business services, automotive, industrial manufacturing and emerging markets sectors.

We provide informed perspective on the issues faced by our clients. The insights and quality solutions delivered to support our clients to build trust and confidence in the markets and in economies. We combines our multidisciplinary approach with deep, practical industry knowledge to support our clients meet market dynamic challenges and respond to opportunities. info@sscg-group.com www.sscg-group.com @ SSCG Copyright 2019, All Rights Reserved