PPAP is an acronym for Production Part Approval
Process [pronounced ‘P - Pap]
Initially developed by AIAG (Auto Industry Action Group), PPAP has now
spread to just about every other industry. PPAP is used to formally
reduce risks prior to product or service release, in a team oriented manner
using well established tools and techniques.
Also see APQP below.
There are many reasons for using PPAP. Here are a few categories
of those reasons. See Benefits.
- Customer related requests
- Financial prudence (ROI)
- Legal prudence
- Conformance to internal, customer, or industry standards
Basic PPAP Step include the following in
order:
- Form a team
- Map the process (process map or value stream map)
- Determine business level key process indicator (KPI's;
aka critical success factors)
- Determine all the ways how the business might
fail (FMEA, PFMEA, FTA, etc.).
- Determine process level KPI's (KPIV's
and KPOV's)
- Align process level KPI's with each risk
(using CTX [critical to quality, delivery, etc]) from the FMEA
- Develop a control plan that accommodates
each process level KPI as applicable
- Develop part submission warrants as
applicable
- Develop first article reports as
applicable
- Use statistics and a formal team decision process to manage
production (according to a control plan).
- Manage lessons learned and on-going company product related knowledge
by product family.
- Develop one document or location to
contain all the related documents for each part.
The auto industry giants like Ford, Chrysler, GM and their
vast network of suppliers (partners in AIAG, Auto Industry Action Group)
strictly adhere to the PPAP. In their industry, a supplier’s cannot ship
components until the PPAP approval, or someone composes a written deviation
to allow shipment prior to approval (much like our TD process). Several
semiconductor companies such as Freescale are also reportedly using PPAP.
Both product launch and any part revision (with a change in the
manufacturing process) require PPAP submission. In addition, each part must
be annually recertified. Of course, this means up-front supplier training
and developmental costs as well as small on-going maintenance costs
associated with PPAP.
Many benefits exist for both customers and suppliers by adopting PPAP
such as:
-
Clearly planned, justified, validated, documented, and communicated
(including training) key manufacturing process functions.
-
Clearly communicated design requirements and design gaps.
-
Improved quality over product life cycle.
-
Inclusion of customer consent in the change process for better
visibility (and Copy Exact requirements where implemented).
-
Quick resolution of new problems due to documented product history
-
Improved customer/supplier relationships
-
Optimized business output and profits
-
Developing a packet of
documents used to assure that all reasonable risks have been addressed.
PPAP is a formal standardized part submission
process. The output of the
process is a folder of information containing all vital information to
producing the product, such as:
- Quality Control Plan,
- Process Capability
Studies,
- Process Failure Mode and Effects Analysis,
- Dimensional Inspection
Reports,
- Performance Testing Reports,
- Material Certifications (and more at
the customer’s discretion).
A team produces and reviews all output and tries
to consider every potential problem.
Download example
report / template spreadsheet (note many sheets) here (260kb Excel
file).
Advanced Product Quality Planning (APQP) is a formal standardized and
structured method of defining and implementing steps to produce a product
that satisfies the customer. PPAP is a part approval process within
APQP.
APQP phases include:
-
Planning and defining the
program,
-
Product design and
development,
-
Process design and
development,
-
Product and process
validation,
-
Product launch,
-
Feedback and assessment,
-
Corrective
action.
See
Related Living Papers:
Article
Revision History Log:
- Initial
release - rev1c - July 22, 2007
- Added
AQPQ components and cleaned up formatting - rev 1d - Sept. 17, 2007
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