Layered process

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Layered Process Audits Guideline

Layered Process Audits
An AIAG publication reflects a consensus of those substantially concerned with its scope and provisions. An AIAG publication is intended as a guide to aid the manufacturer, the consumer and the general public. The existence of an AIAG publication does not in any respect preclude anyone from manufacturing,marketing, purchasing, or using products, processes, or procedures not conforming to the publication.

AIAG publications are subject to periodic review and users are cautioned to obtain the latest editions.

Recognizing that this AIAG publication may not cover all circumstances, AIAG has established a maintenance procedure. Please refer to theMaintenance Request Form at the back of this document to submit a request.

The Quality Requirements Task Force and designated stakeholders approved this document for publication on November 9, 2005.

Published by: Automotive Industry Action Group 26200 Lahser Road, Suite 200 Southfield, Michigan 48034 Phone: (248) 358-3570 • Fax: (248) 358-3253

AIAG Copyright and Trademark Notice:The contents of all published materials are copyrighted by the Automotive Industry Action Group unless otherwise indicated. Copyright is not claimed as to any part of an original work prepared by a U.S. or state government officer or employee as part of the person’s official duties. All rights are preserved by AIAG, and content may not be altered or disseminated, published, or transferred in partof such content. The information is not to be sold in part or whole to anyone within your organization or to another company. Copyright infringement is a violation of federal law subject to criminal and civil penalties. AIAG and the Automotive Industry Action Group are registered service marks of the Automotive Industry Action Group. © 2005 Automotive Industry Action Group


1Issue: 1.0 Dated: 12/2005 Replaces: N/A Dated: N/A

Layered Process Audits
Industry data show that most manufacturing quality issues are caused by poor process control or by a failure to follow the appropriate process instructions. Effective management of process capability requires the identification of sources of both special and common cause variation. Once the sources are identified,corrective actions designed to address them must be effectively implemented and sustained. Employees do not refer to instructions or procedures before every step of a process; they often complete the processes by memory, which comes from repeating and practicing each step many times over. Once necessary process changes are identified, employees must re-learn and adjust. However, it is very easyfor employees to return to the old, familiar methods. Before 2005, DaimlerChrysler and General Motors required different process review approaches, including different approaches for Layered Process Audits. It was recognized that the Layered Process Audit methodology was not unique to any particular company, hence, under the auspices of the AIAG, DaimlerChrysler and General Motors developed acommon approach for Layered Process Audits. One of the principal purposes of industry standard practices is to address commonly observed issues that are not isolated to any one company, commodity, or process within the industry. Validation of process improvements and corrective actions is one commonly observed industry issue that can be directly improved by the use of Layered Process Audits, whichare designed for this specific purpose. Layered Process Audits require that multiple operational levels within a manufacturing facility review the same key operational controls that ensure product quality. Controlling quality at multiple operational levels is a key strength of Layered Process Audits.



Issue: 1.0 Dated: 12/2005 Replaces: N/A Dated: N/A

Layered Process Audits...
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