Quality & Industrial Performance

VERIFICATION STATION
&
ERROR PROOFING VERIFICATION

“Going From Reactive to Proactive”

This presentation was developed by General Motors Corporation Global Purchasing & Supply Chain and PSA Supplier Development.
All rights reserved. No part of this material may be reproduced in any form, or by any method,
for any purpose, without written permission of General Motors Global Purchasing & Supply Chain or PSA Supplier Development.

Reference Doc-Info: 01601_13_00117

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 1

 VERIFICATION STATION

IN-PROCESS CONTROL & VERIFICATION

Satisfy Your Customer. . .

Accept
Do not Build a Defect!

Ship
Solve Problems Through Teamwork!

PSA GM Purchasing & Logistic Committee 2

 VERIFICATION STATION
Introduction
PURPOSE: SCOPE:
• Improve first time quality (FTQ) and • Manufacturing Operations
process capability.
• Assembly Areas
• Alert team members of changes in
• Anywhere 100% Inspection or
the process and know who and
containment is implemented.
when to call for help.
• Obtain the proper support to solve
problems as they occur.
• Prevent escape of defects.
• Engage team members in Problem RESPONSIBILITY:
• Ownership
Solving to meet improvement goals.
 Manufacturing Leadership
• Ensure feedback from downstream
customers • Support from all Manufacturing, Engineering,
Materials and Quality leadership and staff

PSA GM Purchasing & Logistic Committee 3

 VERIFICATION STATION
BENEFITS:
• Ultimately lowers the number of defective parts, improving the plant’s first time
quality, direct run and lowers costs while providing a better product to the
customer.
• Establishes standard communication pathways between operations,
departments, and customers.
• Increased customer satisfaction

PSA GM Purchasing & Logistic Committee 4

 VERIFICATION STATION
Verification Station Strategy, what are we searching for?

Criteria of Requirement
1 – page 6-18
2 – page 7/12
3 – page 10-18
4 – page 11
5 – page 11
6 – page 12
Auditor hints – page 19

Next Requirement

PSA GM Purchasing & Logistic Committee 5

 VERIFICATION STATION
Description, Roles, Responsibility

VERIFICATION STATION

Definition: The system of building quality in station through prevention,

detection and containment of abnormalities.

PSA GM Purchasing & Logistic Committee 6

 VERIFICATION STATION
Description, Roles, Responsibility
VERIFICATION STATION (VS) DESCRIPTION:
• A Verification Station is a process that keeps us focused on Building Quality
in Station through Feedback from the process. This is achieved by:
– A Verification Station operator reviews each part using a standardized
work inspection process and gives feedback to the Team.
– 100% In-Line or End of Line testing which can be considered as part of
feedback mechanism through audio/visual signals, notifies the team
there is a problem. Fault codes or data such as 3 in a row, 5 in an hour,
with an alarm limit goal of ‘1’ for each as the process matures.

– The use of variable SPC charts and notification for out-of-control conditions.

PSA GM Purchasing & Logistic Committee 7

 VERIFICATION STATION
Description, Roles, Responsibility
VERIFICATION STATION (VS) DESCRIPTION:
• Functions Full Time
• Prevents the flow of quality discrepancies beyond the VS by detecting and
resolving issues immediately.

• Discrepancies identified for correction

• Data Drives Teams in Problem Solving Process with Leadership Support

• Performance is tracked based on internal metrics

• Verifies that the Verification Station is working

• Management Process Verification

• VS is calibrated by “downstream” data

PSA GM Purchasing & Logistic Committee 8

 VERIFICATION STATION
Description, Roles, Responsibility
VERIFICATION STATION ROLES & RESPONSIBILITIES
Verification Station Operator
• Performs quality checks.
• Reacts to nonconformance.
• Initiates escalation when alarm limits are reached.

Engineer, Supervisor, and Maintenance

• Supports the Verification Station Alarms for identified discrepancies.
Plant Manager (Manufacturing Lead Person)
• Owns the Verification Station Process.
• Develops and promotes problem solving and Error Proofing.
• Attends Verification Station Report Out Daily.
• Facilitates support for the team to ensure the process is working.
Quality Manager Supports
• The daily Verification Station meeting.
• Problem Solving and follow-up.

PSA GM Purchasing & Logistic Committee 9

 VERIFICATION STATION
Description, Roles, Responsibility
WHAT IS THE PURPOSE OF A VERIFICATION STATION?
• Verification Stations check if your process is giving you what it was designed to
give you.

• Provides the means through an alarm system to address highest priority

customer concerns (PR&R type defects).

– It will also draw attention to the frequent, low severity non-

conformances. (e.g. dirt, burns, burrs, orange peel)

• To improve the process by immediately engaging the Team in problem solving as

the defects occur.

PSA GM Purchasing & Logistic Committee 10

 VERIFICATION STATION
Description, Roles, Responsibility
TEMPORARY OR PERMANENT VERIFICATION STATION?
• VS could be Temporary in order to contain the problem (including customer
complaints) till all actions be implemented and validated or Permanent
(high risk, high RPN, low capability due to common causes, customer
requirement). In both cases, the organization shall have a procedure
establishing how to define a VS.

• Exit criteria for Temporary VS must be written in the VS procedure and:

• Include clear and measurable elements
• Be specific and relevant to the nonconformance issues to be addressed
• Require documentation to demonstrate corrective actions taken are
permanent
• Demonstrate that the corrective actions were effective
• Be approved by Quality Department

PSA GM Purchasing & Logistic Committee 11

 VERIFICATION STATION
Description, Roles, Responsibility
WHERE ARE VERIFICATION STATIONS PLACED?

• Points in the process or operation where there exists:

– High risk,
– Poor FTQ,
– High RPN,
– Customer requirement/complaints,
– Pass Through characteristics,
– Low capability (Ppk, Cpk): Any operation related to special
characteristic with Cpk or Ppk below 1.33 or standard characteristic
with Cpk or Ppk below 1.00 requires 100% inspection.

• Between departments or distinct processes at point of cause.

• The potential impact of VS in the line capacity (VS Cycle Time versus Takt
Time) must be verified before the implementation. Organization must
assure that the process capacity won’t be affected by VS through allocation
of right resources (man, machine, material, method).

PSA GM Purchasing & Logistic Committee 12

 VERIFICATION STATION
V.S Establishing:
First Time Quality

100%

Failures 1 Failures 2 Failures 3 Failures 4

70%

OP 10 VS OP 20

time

Root Cause Analysis,

Corrective Actions

PSA GM Purchasing & Logistic Committee 13

Verification Station Flow
(Example) Move Special Characteristics to up-front process
and/or more higher risk characteristics

Customer defined Special Characteristics Organization defined Special

Drawing / DFMEA Characteristics
PFMEA / Process Control Plan High RPN/Severity / PRR Related
Cp/Cpk<1.33 / High fall out

Sampling inspection
With Xbar-R, Cp/Cpk, P-Chart

Enough capability Cp/Cpk < 1.33

Enough capability P-chart out of control limit?

Poor capability

Start Verification Station

100% inspection
With Tally sheet + Alarm limit

Poor capability

Enough capability No out of Alarm limit

Cp/Cpk >= 1.33
P-chart within control limit?

PSA GM Purchasing & Logistic Committee 14

 PROCESS DIAGRAM

OP 10 OP 20 VS
Feed Forward (Example)

OP 50 OP 40 OP 30

VS CARE Dock Audit

Feed Back
Warranty Customer Liaison
Verification Station(s) can be placed anywhere in the process.
Alarm & Escalation should be applied to each step in the process.

PSA GM Purchasing & Logistic Committee 15

 VERIFICATION STATION
Feedback and Feedforward Relationship (Example)
The vision for the C.A.R.E is to
Feedback drives changes to “Find Nothing”
process and standardized work
assignments

Quality Build Feedback drives

in Station Upstream Reaction
Andon 100% in Line/
End of Line Control
Support VS
End of Line
the Operator by C.A.R.E
Variation Reduction Find
what C.A.R.E. will V.O.C.
find Find
what the Customer
will find Sources:
- Customer Line
Complaints
- Warranty

PSA GM Purchasing & Logistic Committee 16

 VERIFICATION STATION
C.A.R.E
CUSTOMER ACCEPTANCE REVIEW & EVALUATION
• Protects your customer from non-conforming product, discrepancies
and labeling errors.
• Verifies that process controls are effective.
• Applies to customer satisfaction items that are part related.
– Pass Through Characteristics
– Labeling
– Past Formal Customer Issues
– High RPN items
– Warranty issues
• The Alarm Limit is Always ONE!
• Production tools or spare parts that can be used to conduct repairs are not
permissible in the CARE process.

PSA GM Purchasing & Logistic Committee 17

 VERIFICATION STATION
C.A.R.E
CUSTOMER ACCEPTANCE REVIEW & EVALUATION
• The Plant Manager & Quality Manager should facilitate activities.
• All items checked on the CARE station should be included in a check at an upstream
VS station. All quality check items checked at the VS must also have product quality
standards included in the production work station standardized work, as
applicable. Temporary check items can be added to the CARE process for a defined
time frame without an upstream check as defined in local documentation. ​
• Report Non-Conforming Data to the Fast Response Meeting.
• Add the Root Cause/Corrective Action to the Layered Process Audit.

Note: Powertrain Suppliers are required to support C.A.R.E. process & procedures

PSA GM Purchasing & Logistic Committee 18

 VERIFICATION STATION
Auditor hints
- Ask for set up a Verification Station for a theoretical problem and check that
conditions are defined to establish VS in short time.
- Check a verification station, is clearly identified, developed acc. to standardized work:
instruction developed, layout defined to avoid bypass and mixing of parts, training and
necessary certification done.
- C.A.R.E is implemented for GM Powertrain suppliers.
- For PSA suppliers final inspection implemented as Verification Station.
- If needed, VS capacity confirmation via "limited" R@R.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 19

 VERIFICATION STATION
Alarm Limit and VS management, what are we searching for?

Criteria of Requirement
1 – page 21-22
2 – page 23-30
3 – page 31-33
4 – page 30
Auditor hints – page 34

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 20

VERIFICATION STATION INFORMATION BOARD
(2 Examples)
Integrate current
systems and build on it
to meet the intent.

This may include or

incorporate Team data
such as productivity,
quality alerts, start of
shift TPM Check
Sheets, Team safety
data or any other
current standard Team
data.

PSA GM Purchasing & Logistic Committee 21

 VERIFICATION STATION TEMPLATE
(Example)
Shop Floor Management
Defects Leaving VS Station - Feedback
Defects Entering VS  Dock Audit/Containment/Field Rep-Liaison Issues
Inspection of product (Attribute/Variable)  Formal Customer Complaints - Reports
Prioritizing of defects  Team Performance Data, FTQ & SCRAP Trend
Alarm Escalation Procedure Who/when Charts (over time), Direct Run, Safety.
Immediate Responses – Record of Calls
for help and escalation.
Leadership meeting every shift
Meeting Assignments
Pareto Analysis, Defects over time
 Attendees Sign-in Sheet

Problem Solving –
Driving fixes into station - BIQ
 Team select new problems based on
pareto analysis, assignable cause.
Team reports out weekly on status
 Tracking R, Y, G Reviewed for
roadblocks, problem escalation.

PSA GM Purchasing & Logistic Committee 22

 VERIFICATION STATION
Defects Entering the Station

Defects Entering VS
Station
Checking the part for
defects and raising
Alarms

PSA GM Purchasing & Logistic Committee 23

 VERIFICATION STATION
Defects Entering the Station
Alarm and Escalation:

• Alarm limits are set based on type and number of defect found.
• Alarm limits can be divided into two groups: PR&R type defect and High frequency
low severity type defects.

Past Customer defects shall always have an alarm of 1.

1
High frequency low severity type.
THIS is an estimate based on the ability to detect. Use
Variable based your judgment.
on:
3 Need, process,
It is best to not to have too many alarm levels so keep it
situation
simple. Group the Alarms based on the levels and
Highlight them so it clear as to When to Call for Help.

PSA GM Purchasing & Logistic Committee 24

 VERIFICATION STATION
Defects Entering the Station
Alarm and Escalation:

SCOPE OF CHANGING ALARM LIMITS

Alarm limits are changed or reduced when there is:

• An intentional, permanent change in the actual process such as

through problem solving, or continuous improvement activity.

• A special cause variation, where despite our best efforts to discover the
cause we are unable to make the correction and problem solving efforts
have been escalated.

The Goal for all alarms is ‘1’.

No Alarms = No Improvement.
Alarms Set too high increase the risk for an escape!

PSA GM Purchasing & Logistic Committee 25

 VERIFICATION STATION
Defects Entering the Station
Alarm and Escalation:

When a defect is detected, feedback to the appropriate team

or individual will be given by using a communication system.

The alarm is raised by using audio/visual signals (e.g. Andon).

The alarm process directs the support functions to:

• ‘Go and See’ the problem
• Apply containment to prevent further
flow of defects
• Initiate problem solving

PSA GM Purchasing & Logistic Committee 26

 VERIFICATION STATION
Defects Entering the Station
Alarm and Escalation: Plant
Management
If problems repeat, subsequent alarms

Re
shall be escalated to the relevant Superintendent /

sp
ion

on
support functions to respond. (ref: Shift Manager

la t

se
Diamonds 1-4) Supervisor

ca
(Group Leader)

Es
Alarm & escalation process will be
Team Leader
documented and used in Verification
Stations or any manufacturing step.
Team Member

As alarms are triggered, the problem

solving process is initiated to contain,
determine root cause, apply effective
countermeasures and establish a
breakpoint for subsequent alarms.

PSA GM Purchasing & Logistic Committee 27

 VERIFICATION STATION
Defects Entering the Station
Alarm and Escalation:

The Tally Sheet:

• records the number of each type of problem by the hour.
• addresses special cause variation.
• alerts operator when alarm limit is reached.
• is located at or near the point of inspection. (Example)
1st Hour 2nd Hour 3rd Hour 4th Hour 5th Hour 6th Hour 7th Hour 8th Hour
# Defects VS Alarm 6:00-7:00 Trigger
7:00-8:00 8:00-9:00
an Alarm! 9:00-10:00 10:00-11:00 12:00-1:00 1:00-2:00 2:00-3:00 Total
Trigger # 4:00-5:00 5:00-6:00 6:00-7:00 7:00-8:00 8:00-9:00 11:00-12:00 12:00-1:00 1:00-2:00
1 Scratches 6 ll l ll 5
2 Bolt Reject 1 l l 2nd Alarm is Escalated! 4
3 Lash Reject 4 ll l 3
4 Crank Torque 5 ll lll l 6

Trigger an Alarm
Alarm by shift not hour.

PSA GM Purchasing & Logistic Committee 28

28
 VERIFICATION STATION
Defects Entering the Station
Alarm and Escalation:
Multiple Alarm Levels – Visual Management
(Example)
Alarm Trigger
Collection Point at the
end of the assembly
process.
2nd alarm Trigger is 3 Call
pieces for Assembly For
type Defects – VS
Help!
operator calls for help.

PSA GM Purchasing & Logistic Committee 29

 (Example)

XXXXXXX represent the persons

name and Cell Phone number

PSA GM Purchasing & Logistic Committee 30

 VERIFICATION STATION
Defects Entering the Station
Immediate Response Process:
VS Operator/Inspector Section (Example)

When an alarm is
triggered, the
verification station
operator shall take
immediate action & call
for help, then fills in the
left side of the
immediate response
document.

Repeat alarms are noted by the escalation level.

The next level responder is called.

PSA GM Purchasing & Logistic Committee 31

 VERIFICATION STATION
Defects Entering the Station
Immediate Response Process:
Responder’s Section
• The responder begins the problem solving process immediately and shall
document the results.
• Containment, Immediate fix (sort, repair, scrap)
• Point of Cause, Root Cause, Corrective Action
• Was it Process Related or a Supplier Issue?
(Example)

PSA GM Purchasing & Logistic Committee 32

 VERIFICATION STATION
Defects Entering the Station
Immediate Response Process:
Responder’s Section (Cont.)
• The Break Point is the point at which all subsequent parts are known to be good
due to containment and/or corrective action having taken place.
– Both time and location should be recorded.
– First good part should be identified so the Verification Station knows when the
Break Point passes.
(Example)

PSA GM Purchasing & Logistic Committee 33

 VERIFICATION STATION
Auditor hints
- Tally Sheet posted at or near the Verification Station, filled in properly.
- Ask VS operator about escalation. When and who to call,
who responded and when.
- Check results back, proper escalation was done when alarm limit reached.
- Alarm limits are reasonable: e.g.: 1 for customer complaint, GP12, CS.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 34

 VERIFICATION STATION
Problem Solving at VS, what are we searching for?

Criteria of Requirement
1 – page 24-33/36-38
2 – page 26-30/36-38
3 – page 36-38
4 – page 38
Auditor hints – page 39

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 35

 VERIFICATION STATION
Defects Entering the Station
Leadership Support:
ASSIGNMENT ACTION SHEET
As issues come up at the daily VS or weekly Problem Solving report out meeting, any
assignments given are captured here and reviewed at next meeting. Issues may
include; material presentation, delivery, support needed to do their job better, faster
or more accurately.
(Example)

PSA GM Purchasing & Logistic Committee 36

 VERIFICATION STATION
Defects Entering the Station (Example)
Verification Station Review for week of: Shift:
Leadership Support: Initials
PROBLEM
Title REPORT OUT DAY
DAILY MANAGEMENT WALK-THROUGH Plant Manager
MON TUE WED THU FRI SAT SUN

Management Walk –Through/Meeting shall be Quality Manager

Engineering Manager

held daily on each shift at selected Verification Maintenance Manager

Area Supervisor
Stations. Other
Daily Leadership Review-VS Operator Report Out
1. Review the First Time Quality and Scrap Charts
Points to review at the station are outlined in Is it getting worse, better or staying the same?

the example at the right. 2. Review Alarms from Previous Shift(s)

What are the problem(s)?
Was the Immediate Action Response Sheet utilized?
Was the response timely?
Once per week, the Team also reports on a Was Point of Cause and Root Cause identified?
Did the defect re-occur and was the escalation process used?
problem they are working to resolve. 3. Review Feedback from Downstream Customers:
Were there any issues for the past 24 hours?
Were the details of the issue communicated to the team members?
Sign in sheet indicates presence and support at Has a Quality Alert Been Posted?
Is the issue being checked for at the Verification Station?
Management Walk - Through/Daily Meetings. Weekly Problem Solving-Team Report Out
4. Review the Control Charts of Top Defects
What are the Top Defects and What is the next issue to be worked on?

5. Problem Solving Team Report Out and Review

Team member reports out to current problem solving step.
Are there any road blocks that need to be removed?
Are there any other resources that need to be assigned?
Is the Tracking Report up to date and statused appropriately?
Do any Problem Solving Assignments need to be escalated?(i.e.. Shainin, 6-Sigma)

PSA GM Purchasing & Logistic Committee 37

 VERIFICATION STATION
Problem Solving
Leadership shall support problem solving by the Team based on VS data.
The pareto of defects is discussed and problems assigned to the team led by the Team
Lead/Supervisor. This can be done by shift or across shifts.

Problems shall be tracked and

the status reviewed weekly.
In case where NOK part
escapes verification station,
inspections and controls shall (Example)
be reviewed and improved by
leadership.

The Team is trained and uses the standard internal problem solving form to report out
weekly during the Verification Station report out.
Leadership should identify when problems need to be escalated to the next level of
problem solving such as statistical techniques.

PSA GM Purchasing & Logistic Committee 38

 VERIFICATION STATION
Auditor hints
- Check problem solving was applied, corrective actions were defined against main root
cause (not re-training of operators).
- Verification station is owned by management.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 39

 ERROR PROOFING VERIFICATION
Introduction

PURPOSE: SCOPE:
Assures error proof/detection devices • Assembly Area
are working as intended to prevent • Manufacturing Operations
nonconforming product from being • Other support Functions
made or transferred .

RESPONSIBILITY:
• Ownership
 Quality Manager
• Contingency plan for all situations

PSA GM Purchasing & Logistic Committee 40

 ERROR PROOFING VERIFICATION
Benefits
• Assures error proof/detection devices are working as intended.

• Prevents nonconforming product from being made or transferred.

• Establishes a history for each device; indicates when preventative

maintenance or repair is needed.

• Instills discipline within the process.

PSA GM Purchasing & Logistic Committee 41

 ERROR PROOFING VERIFICATION
Error Proofing Device management, what are we searching for?

Criteria of Requirement
1 – page 44
2 – page 44
3 – page 43
4 – page 45
5 – page 44
Auditor hints – page 46

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 42

 ERROR PROOFING VERIFICATION
Method of Verification
All error proofing/detection devices with the potential to fail, wear, misalign, or
otherwise become out-of-adjustment shall be verified at a minimum of once per day.
Considerations for establishing the frequency would include:
• Lot size of parts run between Error Proofing verification
• History of process to determine verification frequency
• How robust is the process?
• How easy is it to contain suspect product?
The preferred method is for a team member/leader to perform as part of start-up and
throughout the shift.
Note: This is not mastering a gage, (e.g. Setting gage to zero). It is sending known good & bad
parts through to confirm the device is operating correctly.

PSA GM Purchasing & Logistic Committee 43

 ERROR PROOFING VERIFICATION
Method of Verification (continued)
Error Proofing Device – (CAN NOT MAKE) - Devices which prevent the manufacture or
assembly of nonconforming product.
Error Detection Device – (CAN NOT PASS or CAN NOT ACCEPT)
Devices which prevent the transfer of nonconforming product (e.g. 100% in-line
inspection equipment).
Note: This QSB section will use the term error proofing device to incorporate error
proofing and error detection devices.
• Error proofing devices shall be verified and their respective locations
documented.
– Master document of error proofing devices, with identification
number and location.
– Verification frequency should be documented
– Identify masters(Good/Bad) and defect being checked
– Define certification requirements for all masters
– When applicable, Gage RR Study (GRR) shall be conducted to confirm EP
efficiency (reference: AIAG MSA – Reference Manual)

PSA GM Purchasing & Logistic Committee 44

 ERROR PROOFING VERIFICATION
Method of Verification (continued)
Verification results (with operators sign off) shall be recorded with immediate
responses to failures:
• Develop log of error proof verification failure with reaction plans to
nonconformities including containment.
• Develop a procedure to notify of nonconformities and escalate reaction to
nonconformities.
• Corrective action report (Core “6 steps”/Fast response) should be opened to
prevent error proofing device from failing again.

PSA GM Purchasing & Logistic Committee 45

 ERROR PROOFING VERIFICATION
Auditor hints
- Participate at an Error Proofing verification, check process kept and documented well.
- Identification of EP devices on shop floor & coherence with the list.
- Records of verification (control plan, start-up work instructions).
- Check identification, conservation, easy access, calibration of master samples.
- Work Instructions for verification.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 46

 ERROR PROOFING VERIFICATION
Reaction Plan, what are we searching for?

Criteria of Requirement
1 – page 45/48
2 – page 48
3 – page 48
4 – page 48
Auditor hints – page 49

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 47

 ERROR PROOFING VERIFICATION
Reaction Plan
Escalation Process shall be defined and applied when error proofing devices fail:
• Who shall be notified
• How/Where to record the Issues and Corrective Actions

When the error proofing devices fail, product shall be verified back to that last good
check
- Refer to QSB key element – Control of nonconforming product

When the error proofing devices needs to be replaced due to fail or unavailability, the
production shall be stopped till a bypass process be defined and followed
- Refer to QSB key element – Managing Change

Note: Issues with Error Proofing should be addressed to Fast Response Meeting

PSA GM Purchasing & Logistic Committee 48

 ERROR PROOFING VERIFICATION
Auditor hints
- Ask people who make EP verification about his/her responsibility in case of EP failure
and escalation process.
- Check back records that containment were done for all the EP failures.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 49

VERIFICATION STATION & ERROR PROOFING VERIFICATION
EFFECTIVENESS
VS and EPV Effectiveness, what are we searching for?

Criteria of Requirement
1 – page 51-53
2 – page 54
3 – page 54
4 – page 55-57
Auditor hints – page 58

Prev. Requirement What goes wrong?

PSA GM Purchasing & Logistic Committee 50

 VERIFICATION STATION EFFECTIVENESS
Defects Leaving the Station
Quality Feedback/ Feed Forward:

Process A Process B Process C

(Suppliers) YOU (Customer)

Definition: The communication of quality expectations and results

between customers and suppliers through standardized
communication pathways.

Purpose: To ensure that information on quality reaches

those who need it.

PSA GM Purchasing & Logistic Committee 51

 VERIFICATION STATION EFFECTIVENESS
Defects Leaving the Station
Quality Feedback/ Feed Forward:

How do we Know that the Verification

Station is doing its job and driving Quality
back into Station?

PSA GM Purchasing & Logistic Committee 52

 VERIFICATION STATION EFFECTIVENESS
Defects Leaving the Station
Quality Feedback/ Feed Forward:

Feedback details Defects found at Issues that escaped to Issues that escaped
are internal audit or the Customer and are to the customer and
communicated containment check caught by the Supplier are found by the
from all points including GP12 contact customer
downstream
customers Any issues
including escaped to
between the
departments at Customer
the manufac-
turing site.

PSA GM Purchasing & Logistic Committee 53

 VERIFICATION STATION EFFECTIVENESS
Management
Performance Metrics:
The check portion of Implementing a Verification Station is measuring the
effectiveness and seeing results. This can be done by using a simple line graph
representing the number of red days for each downstream customer as well as
tracking internal metrics such as scrap, direct run, internal ppm, efficiency, uptime.
FTQ and performance matrices charts are monitored over time to check
improvement and effectiveness of verification station.
Alarms limits are reviewed continuously based on VS results (both defect entering
and leaving the VS).

PSA GM Purchasing & Logistic Committee 54

 ERROR PROOFING VERIFICATION EFFECTIVENESS
Management Review
Verification results shall be reviewed by site leadership
• Method for getting information to management
• Determine how information is to be displayed

PSA GM Purchasing & Logistic Committee 55

 ERROR PROOFING VERIFICATION EFFECTIVENESS
(Example)
SHIFT:

ERROR PROOFING VERIFICATION CHECKLIST DATE:

SNAP RING PRESENCE
op# THESE ITEMS ARE TO BE CHECKED DAILY Code YES NO PROBLEM
OP 30 4 OPERATE L&R SNAP RING INSTALLATION TOOL WITHOUT SNAP RING - IS PART REJECTED ? 4
OP 30 5 DID RED LIGHT ON LIGHT TREE TURN ON ? (L&R) 5
OP 30 6 DID REJECTED PART STAY IN STATION ? (L&R) 6
OP 30 7 DID ANDON ALARM SOUND? (L&R) 7
OP 40 8 OPERATE SMALL SNAP RING INSTALLATION TOOL WITHOUT SNAP RING - DID GAGE REJECT PART ? 8
9 DID RED LIGHT ON LIGHT TREE TURN ON ? (SMALL SNAP RING)? 9
10 DID REJECTED PART STAY IN STATION? (SMALL SNAP RING) 10
11 DID ANDON ALARM SOUND ? (SMALL SNAP RING)? 11
12 DOES PART STILL STAY IN STATION WHEN HAND VERIFICATION TOOL DISPLAYS A RED REJECT LIGHT? 182
13 IS SMALL SNAP RING VISUAL IN PLACE ? 15
14 IF SMALL SNAP RING TOOL IS DOWN, IS THE BACK-UP GAGE USED? 12
15 DOES BACK-UP GAGE REJECT PART IF NO SNAP RING IS PRESENT? 13
16 DOES THE LIGHT TURN RED? (SMALL SNAP RING BACK-UP)? 14
YES NO
SUPERVISOR: ______________________________
TOTAL # OF X'S IN EACH COLUMN
AUDITOR: _________________________________

ANY ITEM SHADED NOT WORKING PROPERLY, THE SUPERVISOR MUST BE NOTIFIED
IMMEDIATELY.
ANY ITEM OUT OF COMPLIANCE SHOULD BE REVIEWED WITH SUPERVISOR OR A COPY
OF THE AUDIT GIVEN TO SUPERVISOR.

Completion of the verification shall be documented and easily

accessible. The device’s verification status should be visible to
everyone in the area.

PSA GM Purchasing & Logistic Committee 56

 ERROR PROOFING VERIFICATION EFFECTIVENESS
DEPT.____________ ERROR PROOFING VERIFICATION RESULTS
(Example)
100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC

JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
% IN COMPLIANCE:
# OF ITEMS ON CHECKLIST:
# OF VERIFICATIONS
TOTAL # OF ITEMS VERIFIED:
# OF ITEMS IN COMPLIANCE:

ITEMS NOT IN COMPLIANCE NUMBER OF ITEMS NOT IN COMPLIANCE

PSA GM Purchasing & Logistic Committee 57

VERIFICATION STATION & ERROR PROOFING VERIFICATION
EFFECTIVENESS
Auditor hints
- Prior to audit check customer complaints caused by failed error proofing or no
detection on verification station.
- Any long lasting CS, GP12 or temporally verification station. Actions to close them.
- Review charts, verify action brought expected result.
- Check how often the alarm limit reach: no alarm=no improvement.
- Check that verification station(s) selected efficiently:
1. review data: customer complaints (any major or repetitive issue), CSs, GP12, FTQ
results, high RPN items from PFMEA, process capability data.
2. Based on data reviewed, evaluate if Verification Station(s) implemented to right
place or there is a need to implement a new one(s).
- Verify that Error Proofing verification frequencies are reasonable.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 58

 VERIFICATION STATION
What goes wrong ?
• Verification Station strategy is not used in a flexible way

• Defects on tally sheet are not the most critical type of defect

• Alarm limit is set too high

• Only data collection without analysis

• Immediate responses do not initiate preventive actions

• Root causes are not defined (missing DD approach)

• Verification Station is not owned by Management

• No C.A.R.E implemented at Powertrain suppliers

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 59

 ERROR PROOFING VERIFICATION
What goes wrong ?
• Not all the error proofing devices are verified

• Verification documented as completed but not actually performed

• Result of verification driven by Master status (Bad Master = NOK result)

• Frequency of verification is not reviewed

• Reaction plan is not defined / followed in case of verification failure

• Verification failures not escalated so no action taken

• Containment not implemented when error proofing disabled

• If error proofing device malfunctions, all parts should be rejected

• Error proofing disabled - too many parts rejected or considered false fails

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 60