PRODUCT, PROCESS,

AND
PROBLEM ANALYSIS
 WHAT IS PRODUCT, PROCESS, AND
PROBLEM ANALYSIS
• Product, Process, and Problem
Analysis focuses on
• identifying improvement
opportunities,
• reducing variation,
• Improving products and
processes,
• improving product design,
• solving problems, and
• implementing reliable and
efficient processes.
 PRODUCT KEY CHARACTERISTICS
• Identifying product key characteristics and understanding the processes used in
producing key characteristics is an important element in reducing variation and
improving product quality.
• Before key characteristics are determined, a thorough analysis of the product and
the associated manufacturing processes should be performed using the tools
described in this presentation.
• Some of the tools typically used include
• team brainstorming,
• flowcharting the manufacturing process,
• collecting production data (e.g., defects, scrap, rework, and waste),
• collecting engineering information (e.g., specifications), and
• performing a risk analysis.
WHAT IS AEROSPACE QUALITY SYSTEM?

• In addition, the tools can be used to analyze and solve problems and improve
processes and products.
• For example, monitoring processes with Run charts and performing Pareto
analyses of defects, scrap, rework, and waste can highlight specific problem
areas where limited quality improvement resources can be focused effectively.
• Furthermore, the problem analyses can help identify whether quality problems
are caused by process breakdowns (e.g., mismarked parts) or are due to excess
variation.
• Many of the problem analysis tools can be used to reduce or eliminate quality
flaws, while the remainder of the process flow addresses variation reduction on
key characteristics.
 WHAT IS AEROSPACE QUALITY
SYSTEM?
• This is the first step in the AQS flow.

• It consists of the analysis of the products, processes, and problems relating to continuous
quality improvement.
• The up front work, thinking, and analysis prior to defining key characteristics.
• The beginning of the continuous improvement loop after going through the AQS process
flow.
• It is data driven — it requires data collection, measurement, and analysis.
• The identification of candidate top-level key characteristics from customer requirements.

• The examination of the paperwork processes associated with the design, production, and
delivery of the product.
• The application of AQS tools and philosophy before implementing SPC.
• The application of a wide variety of analytical and statistical tools.
 WHY AEROSPACE QUALITY SYSTEM?
• To understand the design, engineering, manufacturing, and business processes and
their interrelationships as they affect quality.
• To prioritize activities related to product and process quality improvement.
• To provide the basis for product and process improvement planning.
• To ensure that beneficial key characteristics are chosen.
• To ensure resources are placed where maximum benefits will be achieved.
• To establish a solid foundation for product measurement and control.
• To make well-founded recommendations regarding improvement.

• To examine the relationships between products and their build processes.

• To develop robust product designs.
• To select the right things to do and to facilitate doing the right things well.
• To identify solutions to problems that are not solved by key characteristics or SPC.
 WHEN TO USE AEROSPACE
QUALITY SYSTEM?
• Customers requires D1-9000 to be applied to purchased products.
• The producer needs to reduce product or process variation.
• A problem with a part, product, or process is identified.
• A product or process improvement is needed or desired.
• New products are designed.
• Continuous improvement is desired.
• The R&D phases are occurring.
• Evaluating product capability and customer satisfaction.
 HOW TO USE AEROSPACE
QUALITY SYSTEM?
• Step 1: Identify the motivation and objective
• Step 2: Select tools for analysis
• Step 3: Take actions based upon analysis
• Step 4: Continuous improvement
 STEP 1: IDENTIFY THE MOTIVATION
AND OBJECTIVE
• Motivation
• A is pursued when there is a customer requirement to reduce the variation in the key
characteristics of a supplier’s product or process.
• B is undertaken when a specific problem is identified by the customer or the supplier.
• C and D are continuous improvement activities that can be undertaken to meet supplier
business objectives once minimum customer requirements are met.
• Of course, C and D can be undertaken simultaneously with A or to support the solution to
the problem identified in B.
• E is undertaken when a product is to be designed. Tools such as DOE and other statistical
methods can be used to evaluate alternatives, optimize a design, produce a robust design,
or to speed up the development process.
 OBJECTIVE
• Examples of objectives might be
• to reduce rework to 20% of current levels,
• to reduce customer rejections by 9%,
• to increase yield by 50%,
• to identify the root cause of a product problem, or
• to evaluate alternative designs.
 STEP 2: SELECT TOOLS FOR ANALYSIS
• After identifying the objective(s) to be undertaken,
• select the appropriate tools and integrate their use in accomplishing the objective.
• Some of the typical tools that have been shown to be of value are listed in figure earlier.
This list is not intended to be all inclusive.
• Descriptions of many of the tools mentioned are found elsewhere in this presentation.
• The supplier should presentation the tools used in this phase, including the results.
• The presentation should be at a level of detail that would satisfy normal business needs.
• It is not suggested or required that all these tools be used to achieve each objective.
• The tools selected and used are problem dependent.
 STEP 3: TAKE ACTIONS BASED UPON
ANALYSIS
• It will generally be found that during the Product, Process, and Problem Analysis, attention
will be directed to
1. A need that requires variation reduction in key characteristics.
2. A problem or root cause involving process breakdowns (flaws) or involving product
design.
3. Both (1.) and (2.).
• In other words, the analysis will lead to a solution requiring variation reduction and/ or
fixing a process breakdown or error.
• This is a straightforward process that involves
• (1) identifying key characteristics of the product,
• (2) establishing statistical control of the key characteristics,
• (3) calculating capability measures for key characteristics, and
• (4) taking corrective action when statistical control and capability requirements are not met.
• If the problem or the analysis indicates a process breakdown (e.g., a flaw or error),
• then further analysis and resolution needs to be addressed by manufacturing,
• engineering, or business processes. The analysis can involve many of the tools in
• figure 1.0.1 and can be simple or complex. It is important that this analysis be
• thoroughly performed and the solution thoroughly implemented so the problem
• does not recur. The resolution may be a manufacturing or business process
• change, a modification of the design of the product or, for example, a change on
• the drawing or the manufacturing plan.
• These problems are often solved by (1) following the existing
procedure or process,
• (2) revising the procedure or process, or (3) making the design or
process more
• robust.
• • Example 1: Motivation A results from a contractual requirement. It could
• involve forming a team; collecting rejection, scrap, and rework data; preparing
• Pareto charts of the data; coordinating with the customer; performing a risk
• analysis with an associated Pareto chart of the risk numbers; then conducting
• a part-family analysis and a gage-variation study. Since Motivation A requires
• that variability reduction be performed on the contracted product and key
• characteristics identified, the supplier would follow the variation reduction
• process as described in D1-9000, section 2.
• Example 2: Motivation E would be pursued when a new product is to be
• designed. For example, statistically designed experiments (DOE) can be
used
• to develop a robust design; that is, a design that results in a product that
has characteristics that are less sensitive to manufacturing variation. DOE
and
• other statistical methods could be used to evaluate alternative designs to
• improve products, parameter design or tolerance analysis.
• Example 3: Motivation B could be pursued, for example, when an important
• problem surfaces (e.g., when a particular part or process has a high scrap or
• rework rate, poor delivery performance, or an excessive production cycle
• time). The problem may have been identified by the supplier during a
process
• analysis as a high-priority issue to address in order to reduce costs. It may
• have also been identified by the customer as a major problem impacting
• assembly or function, or the part may have failed in test or service.
• Virtually all the problem-solving and statistical tools could be used to identify root
• causes and improve the process. A typical approach would involve forming a cross
functional
• team, defining the problem well, collecting relevant background data,
• flowcharting the processes involved, performing a root-cause analysis, identifying
• the most probable causes, developing a solution plan, and taking the appropriate
• actions to permanently solve the problem (these actions may involve product or
• process redesign, mistake proofing, SPC, DOE, and so on).
• Example 4: Objectives C and D are often identified during the continuous
• improvement process. These improvement opportunities are identified through
• the collection of data on waste, scrap, rework, process capability indexes (e.g.,
• Cpk), product function, customer satisfaction, and so on. The analysis is often
• begun through a Pareto analysis, constructing a flowchart of the “as-is” process
• involved, graphical analysis of process output data, including Run charts and
• histograms, exploratory data analysis, cause-and-effect analysis, and processcapability
• analysis.
• Note: Any of the analytical tools such as those mentioned in figure 1.0.1 might
• be used, depending upon the situation.
• After the analysis, the supplier may have found the root causes to be due to excessive
• variation, in which case the supplier would implement the AQS variationreduction
• process. Alternatively, the analysis could have shown that the problem or
• cause was due to a flaw resulting from a process breakdown. Then it needs to be
• decided whether the analysis and solution is tied to a manufacturing process, an
• engineering process, or a business process. For example, the solution may require
• mistake proofing the manufacturing process, or it may require a better design.
• During this analysis the supplier may discover that both mistake proofing and
• variation reduction may be needed. In that case, the supplier would then define key
• characteristics of the part or process and pursue the AQS variation-reduction
• process.
 STEP 4: CONTINUOUS
IMPROVEMENT
• After completion of the analysis and improvement steps for a chosen objective, the
• improvement process returns to the top of figure 1.0.1 and a new problem, process,
• or product is chosen for analysis.
• Questions to ask to initiate improvement:
• • Where are the biggest problems?
• • What products need improvement?
• • What processes need improvement?
• • Where is the most waste?
• • Where is the most scrap and rework?
• • Were the right key characteristics chosen?
• • Where are our biggest delivery problems?
• • Where can we gain the most benefit?
• In general, the tools and approach in figure 1.0.1 can be applied to a wide variety
• of improvement opportunities and problem-resolution activities.
• Sample improvement opportunities:
• • Reducing excessive variation.
• • Reducing cycle time.
• • Reducing defects.
• • Improving product quality.
• • Reducing scrap, rework, and waste.
• • Reducing inventory.
• • Identifying and prioritizing products and processes for improvement.
• • Preparing for lean manufacturing.
• • Identifying processes needing better understanding.
• Example tasks:
• • Perform tolerance analyses.
• • Examine customer requirements and relate to key characteristics.
• • Flowchart a process (process mapping).
• • Enumerate all relevant products and processes.
• • Ensure product designs are robust.
• • Ensure datums and indexes are coordinated.
• • Conduct Pareto analysis of areas having significant waste, scrap, rework.
• • Perform measurement-system evaluation studies (e.g., gage R&R).
• • Identify areas in need of continuous improvement.
• • Examine how the part or product is used — perform a “used-on” analysis.
• • Coordinate with the customer and suppliers.
• • Collect data and information (internal and external sources) to prioritize
• processes and to achieve objectives.
• • Develop process-improvement plans.
• • Develop corrective action and preventive-action plans.
• • Form teams to evaluate potential key characteristics.
• • Perform part-family analysis.
• • Perform part-to-process analysis.
• • Develop flowcharts of critical subprocesses.
• • Examine business processes for process improvement.
• • Perform DOEs to improve product design or identify key characteristics.
• • Evaluate activities for value and benefit, for example,
• • Of what benefit is a particular key characteristic or control chart?
• • Does a particular control chart monitor the right type of variability?
• • Perform root-cause analysis of problems.
• • Obtain and evaluate customer feedback.