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Iatf 16949 Honda Mitra Matra Volume 2

The document covers IATF 16949:2016, focusing on automotive quality management systems and includes presentations on process interpretation, risk-based thinking, and process mapping. It emphasizes the importance of risk management within the quality framework and outlines various training sessions related to IATF standards and methodologies like FMEA and APQP. Additionally, it discusses the integration of customer-specific requirements and the significance of continuous improvement in the automotive industry.

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355 views196 pages

Iatf 16949 Honda Mitra Matra Volume 2

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Jahpur

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Iatf 16949 honda mitra matra volume 2

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The document discusses IATF 16949:2016 and the automotive quality

management system. It includes an agenda for two sessions on interpreting the
process approach, risk based thinking in IATF, understanding processes and risk
tools. The document contains presentations on defining processes, critical
process elements, process mapping and evaluation. It discusses why risk is
important, what risk based thinking is, and how risk is understood. It explains
how risk based thinking is already part of the process approach and
standards.Read less

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https://www.scbfoundation.com/publishing.php?project_id=1041#publishing/1041/1290
8
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ผูบ้ ริ หารองค์กรมักค่อนแคะฝ่ ายทรัพยากรมนุษย์ว่า เป็ นผูใ้ ช้เงิน ไม่ใช่ผสู ้ ร้างเงิน..... แต่ใครเลยจะรู้ว่าฝ่ ายทรัพยากรมนุษย์ก็เป็ นผูส้ ร้างเงินได้ และ
หากมีตวั ชี้วดั การบริ หารงานที่เหมาะสม ก็จะสามารถบอกได้ว่าผลลัพธ์ที่ฝ่ายทรัพยากรมนุษย์มอบให้น้ นั มีหลายมิติ และควรค่าที่จะให้มีผเู ้ ชี่ยวชาญมา
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เา
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รวมของบริ ษทั เป็ นผลรวมของคุณค่าที่สร้างขึ้นทั้งหมดทัว่ ทั้งบริ ษทั Michael Porter ได้พฒั นาแนวคิดนี้ในทศวรรษที่ 1980 จากหนังสือ
ของเขาเรื่ อง ความได้เปรี ยบในการแข่งขัน (Competitive Advantage) ห่วงโซ่คุณค่าทามาจากอะไร? Porter กาหนดห่วงโซ่คุณ
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การขนส่งขาเข้า (inbound logistics การได้รับวัสดุที่ใช้ในการเพิ่มมูลค่า) การดาเนินงาน (operations กระบวนการทั้งหมดในการ
ผลิต) การขนส่งขาออก (outbound การกระจายไปยังจุดของการขาย) การตลาดและการขาย (marketing and sales การขาย ตรา
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company is the sum total of the value built up all throughout the company. Michael Porter
developed this concept in his 1980 book 'Competitive Advantage'. Value chain analysis
relies on the basic economic principle of advantage — companies are best served by
operating in sectors where they have a relative productive advantage compared to their
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Iatf 16949 honda mitra matra volume 2

• 1. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
IATF 16949:2016 VOLUME 2 AUTOMOTIVE QUALITY MANAGEMENT SYSTEM
• 2. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
Hi..! Saya, DanangPRESENTATIONTITLE 2 Senang, Kembali bisa menyapa dan
berbagi Bersama anda kembali • Saat ini saya masih bekerja di SGS Indonesia. •
Menjadi IATF Auditor sejak 2004 • Sebelumnya saya bekerja di Astra Daihatsu
Motor - dari tahun 1995 -2003 • Memiliki Six Sigma Master Black Belt tahun 2001 •
Pernah bekerja di Dirgantara Indonesia (IPTN) untuk proyek N250 : tahun 1992 –
1995.
• 3. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
• 4. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
SESSION 1 By the end of this session, you will be able to: ◦ Interpret the process
approach ◦ Interpret the risk based thinking in IATF ◦ Interpret the turtle diagram
◦ Comprehend process effectiveness and efficiency ◦ Implemented as internal
auditor (1st., party auditor) ◦ Implemented as supplier auditor (2nd., party
auditor)
• 5. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
DIMANA PROCESS APPROACH DISEBUTKAN?  ISO 9001:2015 - 0.3 Process
approach  Promotes the adoption of a process approach when developing,
implementing and improving the effectiveness of a quality management system 
Enhance customer satisfaction by meeting customer requirements  Specific
requirements considered essential to the adoption of a process approach are
included in 4.4  Understanding and managing interrelated processes as a system
contributes to the organization’s effectiveness and efficiency in achieving its
intended results  Enables the organization to control the interrelationships and
interdependencies among the processes of the system  Enhance overall
performance of the organization
• 6. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
DIMANA PROCESS APPROACH DISEBUTKAN?  ISO 9001:2015 – 4.4 Quality
management system and its processes  The organization shall: • Establish,
implement, maintain and continually improve a QMS, including the processes
needed and their interactions • Determine the processes needed for the quality
management system and their application throughout the organization
• 7. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
Apakah “Process” itu ? A process : Is a chain of added value activities delivering a
product / service to a customer (internal/external) of the process. Has a start and
an end defined by two limits INPUTINPUTINPUTINPUT Customer’s Need
(Expressed in requirements at the characteristic level)
OUTPUTOUTPUTOUTPUTOUTPUT Customer’s Need is Met (The characteristics of
the output meet the requirements) OutputInput Step 1 _____ _____ _____ Step 2 _____
_____ _____ Step 3 _____ _____ _____ Step “n” _____ _____ _____ Has a chain of activities
between these two limits
• 8. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
Apakah “Process” itu ?
• 9. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
Critical Element of Processes Process owner Suggested questions: Who is it? How do
you know who is it? Does the owner know they are owner? Have they been given
authority and responsibility for the process
• 10. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Critical Element of Processes Process is defined Suggested questions: Where is
it defined? How is it defined ? Who defined it?
• 11. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Critical Element of Processes Process is documented Suggested questions: Does
it need to be documented? Where is it documented? How is it documented?
• 12. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Critical Element of Processes Linkage process established Suggested questions:
What are the inputs? Where do the inputs come from? How many different inputs
are there? Who is the supplier(s) of the inputs? What are the outputs? Where do the
output go? How many different outputs are there? Who is the customer of those
outputs? What other processes are linked to the outputs?
• 13. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Critical Processes Visualised by: mapping the processes developing flow-charts
conduct process analysis develop audit check sheet, base on IATF 16949 standard,
customer specific requirements, relevant reference manual, procedures or other
documentation CSR Matrix against Organization process Level 1 Level 2 Level 3
• 14. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Manajemen proses yang digunakan dalam suatu organisasi dan interaksi
antara proses tersebut dapat disebut sebagai 'pendekatan proses'
• 15. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Struktur Proses dalam organisasi – sesuai dengan pendekatan process
approach dapat (tidak harus) dibagi menjadi : Activity that receives inputs and
converts them to outputs can be considered as a process ◦ COP : Customer
orientated processes (main added value processes) – Proses utama – proses yang
harus dilakukan untuk bisa memberikan produk ke pelanggan ◦ MOP :
Management Processes –Proses Pengendalian agar proses utama (COP) bisa
berjalan secara efektif dan efisien – for example : management review; internal
audit dll. ◦ SOP : Supporting Process – Proses pendukung untuk menjamin hasil
dari proses utama sesuai dengan persyaratan pelanggan – sebagai contoh : proses
maintenance, recruitment dan lain lain
• 16. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Market Analysis Bid/ Tender Order/ Request Product/ Process Design P&P
Verification/ Validation Product Production Delivery Payment Warranty/ Service
Post Sales/ Customer Feedback Scheduling Machining Assembly Packaging Internal
Audit Mgt. Review Continual Improvement Corrective Action Training Interactions
between such processes COPs/COPs/COPs/COPs/ Core/Core/Core/Core/ or Mainor
Mainor Mainor Main The COP “Product“Product“Product“Product
Production”Production”Production”Production” broken into SubSubSubSub----
ProcessesProcessesProcessesProcesses
ManagementManagementManagementManagement
ProcessesProcessesProcessesProcesses Therese are only some possible examples.
Some of these are often referred to as “supporting processes”
• 17. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LOGO S2 Managing Skills Process Original Date: Notification date: Added value:
Ensure that all employees possess the skills, motivation and training required for
the job SUPPLIERS ACTIVITIES MANAGING CLIENTS Management Any department
heads MANAGE HUMAN RESOURES COMMUNICATON MOTIVATION TRAINING
Effectiveness Results from personnel education surveys Rate of replies to survey
Immediate training Assessments Post training assessments All processes Employees
Trained personnel New recruits OutputsInputs Site policy Strategic policies Process
objectives Requirements for skills and resources External proposals for training
Personnel trained and available Personnel motivated Efficiency: Training budget
OWNER: HR MANAGER Improvement: Monthly review Resources
HR/Training/Department heads PROCESS IDENTIFY CARD METODE PEMETAAN
DAN EVALUASI PROSES
• 18. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI SESSION 2 ◦ Why implement Risk Based Thinking? – What does ISO
9001:2015 require? ◦ What is Risk Based Thinking? ◦ What is Risk? ◦ What is a
simple Risk Tool? ◦ How does it integrate into the Process Approach? ◦ How do
you make Risk Based Thinking a Continual Process Improvement activity? Risk
based thinking
• 19. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI SESSION 2 Setelah menyelesaikan sesi ini anda diharapkan : ◦ Memahami
konsep Risk Based Thinking ◦ Bagaimana diterapkan dalam sistem manajemen
mutu ◦ Rencana tindakan untuk resiko dan peluang dalam risk based thinking ◦
Contingency plan sebagai rangkaian dari risk based thingking ◦ Sasaran Mutu
sebagai monitoring keberhasilan Pengendalian resiko dan peluang Risk based
thinking
• 20. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI KENAPA RESIKO ITU PENTING? APAKAH RESIKO ITU? Why talk about risk?
• 21. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Kenapa resiko perlu dibicarakan? o Risiko adalah sesuatu yang kita semua
hadapi setiap hari. o Sebagai perusahaan, kita harus mengambil risiko dalam
mengejar tujuan komersial kita. o Untuk meningkatkan kesadaran bahwa kita
semua harus mengelola risiko sebagai bagian dari kehidupan kerja kita sehari-hari
dan juga pribadi.
• 22. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Kenapa resiko perlu dibicarakan? Manfaat AnalisaManfaat AnalisaManfaat
AnalisaManfaat Analisa ResikoResikoResikoResiko ContohContohContohContoh
Tindakan direncanakan dan ditentukan berdasarkan prioritas Perencanaan
pemeriksaan produk, perhatian kepada safety part, rencana audit Perhatian kepada
kepuasan pelanggan Pencegahan problem dengan alat anti salah/error proofing
Evaluasi secara konsisten untuk melihat efektifitas tindakan Target produktifitas,
target efisiensi, target pemborosan/beaya mutu/cost of poor quality Memilih
melakukan tindakan lebih awal/proactive ketimbang preventive setelah terjadi
masalah (corrective/preventive action) Membuat Analisa resiko – Menyusun FMEA
untuk kegagalan proses dan saat desain produk, validasi produk setelah terjadi
perubahan
• 23. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI APAKAH KONSEP PEMIKIRAN BERBASIS RESIKO INI ? WHAT IS RISK BASED
THINKING (RBT) THAN
• 24. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Jika saya ingin menyeberang sebuah jalan apa yang saya akan lakukan? • Saya
mencari zebra cross • Saya memastikan kondisi lalu lintas sebelum saya melangkah.
• Saya tidak akan melangkah di depan mobil yang melintas. • Saya mengacung
tangan ke pengemudi – untuk memberitahu kalau saya akan melintas. • Apa lagi..?
• 25. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thingking menggunakan analogi reflek kehidupan sehari hari
terhadap resiko Segala aspek resiko dipertimbangkan dari awal dan untuk seluruh
standar. Menyusun rencana tindakan pencegahan sebagai bagian dari perencanaan
strategis serta operasi dan senantiasa dipastikan dan ditingkatkan
• 26. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Reaksi apa yang anda segera Akan lakukan ? Kenapa Resiko perlu dibicarakan?
• 27. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI “Persepsi kita tentang resiko biasanya menentukan pandangan kita tentang
tingkat risiko yang ditimbulkan oleh suatu kegiatan “ Bagaiamana Resiko dipahami
• 28. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI “Persepsi kita tentang resiko biasanya menentukan pandangan kita tentang
tingkat risiko yang ditimbulkan oleh suatu kegiatan “ Bagaiamana Resiko dipahami
• 29. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI “Persepsi kita tentang resiko biasanya menentukan pandangan kita tentang
tingkat risiko yang ditimbulkan oleh suatu kegiatan “ Bagaiamana Resiko dipahami
• 30. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Bagaiamana Resiko (secara berbeda) dipahami
• 31. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk-based thinking is already part of the process approach. Sebagai contoh :
Untuk menyeberang jalan, saya bisa langsung atau menggunakan jembatan terdekat.
Proses mana yang saya pilih akan ditentukan dengan mempertimbangkan risiko.
• 32. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk-based thinking is already part of the process approach. Opportunity is not
always directly related to risk but it is always related to the objectives. By
considering a situation it may be possible to identify opportunities to improve.
• 33. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk-based thinking is already part of the process approach. Opportunity is not
always directly related to risk but it is always related to the objectives. By
considering a situation it may be possible to identify opportunities to improve.
• 34. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI The Main Objectives of International Standards • To provide confidence in the
organization’s ability to consistently provide customers with conforming goods and
services • To enhance customer satisfaction The concept of “risk” in the context of
the international standards relates to the uncertainty in achieving these objectives
ISO 9001:2015 Risk & Opportunities Dibagian mana ISO 9001:2015 – menyebutkan
dan/atau menekankan kepada : Risk/resiko
• 35. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Introduction • 0.1 General: “The risks associated with its context and
objectives” • 0.3 Process approach: “….with an overall focus on risk based thinking"
• 0.5 “Risk-based thinking”: “Risk is the effect of uncertainty on an expected result
and the concept of risk-based thinking has always been implicit in ISO 9001” • 0.6
Compatibility with other management system standards: “Processes for planning
and consideration of risks and opportunities” Where is Risk Mentioned in 3. Terms
and definitions 3.09 Risk: “effect of uncertainty on an expected result” ISO
9001:2015 + IATF 16949 Risk & Opportunities Dibagian mana ISO 9001:2015 –
menyebutkan dan/atau menekankan kepada : Risk/resiko
• 36. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 5 Leadership 5.1.2 Customer focus: “the risks and opportunities that can affect
conformity of products and services and the ability to enhance customer satisfaction
are determined and addressed” 6 Planning for the quality management system 6.1
Actions to address risks and opportunities 6.1.1 When planning for the quality
management system, the organization shall consider the issues referred to in 4.1
and the requirements referred to in 4.2 and determine the risks and opportunities
that need to be addressed to: a) give assurance that the quality management system
can achieve its intended result(s); b) prevent, or reduce, undesired effects; c)
achieve continual improvement. ISO 9001:2015 + IATF 16949 Risk & Opportunities
Dibagian mana ISO 9001:2015 – menyebutkan dan/atau menekankan kepada :
Risk/resiko
• 37. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI ISO 9001:2015 + IATF 16949 Risk & Opportunities Dibagian mana ISO
9001:2015 – menyebutkan dan/atau menekankan kepada : Risk/resiko 4.4 Quality
management system and its processes The organization shall establish, implement,
maintain and continually improve a quality management system, including the
processes needed and their interactions, in accordance with the requirements of
this International Standard. The organization shall determine the processes needed
for the quality management system and their application throughout the
organization and shall determine: … f) the risks and opportunities in accordance
with the requirements of 6.1, and plan and implement the appropriate actions to
address them; 4 Context of the organization
• 38. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6.1.2 The organization shall plan: a) ..actions to address these risks and
opportunities; b) how to: 1) integrate and implement the actions into its quality
management system processes (see 4.4); 2) evaluate the effectiveness of these
actions. Actions taken to address risks and opportunities shall be proportionate to
the potential impact on the conformity of products and services ISO 9001:2015 Risk
& Opportunities Dibagian mana ISO 9001:2015 – menyebutkan dan/atau
menekankan kepada : Risk/resiko 8 Operation 8.5.5 Post-delivery activities: “the
risks associated with the products and services”
• 39. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI ISO 9001:2015 + IATF 16949 Risk & Opportunities Dibagian mana ISO
9001:2015 – menyebutkan dan/atau menekankan kepada : Risk/resiko Terdapat 36
persyaratan IATF yang mempersyaratakan Pengendalian resiko dalam proses
sistem manajemen mutu
• 40. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI APAKAH RISK BASED THINKING (RBT)/PEMIKIRAN BERBASIS RESIKO INI ? 1.
A unique approach to management systems certification 2. Takes certification to the
next level and allows the demonstration of compliance to the chosen standard while
building sustainable business performance over time 3. All interested parties /
stakeholders expect that business owners must manage the full impact of their
operations – social, economic and environment
• 41. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking o Evaluasi resiko dan peluang berdasarkan kondisi
perusahaan /Organization context o Membuat Analisa tindakan terhadap resiko dan
peluang – akan tetapi tidak fokus “untuk membuat risk management dengan
model/alat bantu tertentu” o ISO 31000/Risk Management – sebagai panduan bisa
dipergunakan (akan tidak diwajibkan/mandatory digunakan dan diterapkan dalam
system manajemen mutu)
• 42. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking What the standard doesn’t require: Remember: the
standard DOES NOT prescribe a methodology or require a documented process for
risk-based thinking. Ultimately, it is up to an organization to choose a suitable
process or specific methodology to address risk. Meskipun demikian Core tools –
sebagai bentuk risk management diwajibkan digunakan dalam IATF
• 43. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking Choose Wisely… (From ISO 31010): • “it should be
justifiable and appropriate to the situation or organization under consideration;” •
“it should provide results in a form which enhances understanding of the nature of
the risk and how it can be treated;” • “it should be capable of use in a manner that is
traceable, repeatable and verifiable.”
• 44. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking • Risiko adalah efek ketidakpastian pada hasil yang
diharapkan • ISO 9001: 2015 memasukkan risiko ke dalam persyaratan untuk SMM
• Tingkat risiko ditentukan oleh organisasi • "Pemikiran berbasis risiko/Risk Based
Thinking" mempertimbangkan risiko secara kualitatif (dan kuantitatif) tergantung
pada konteks organisasi
• 45. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking • Sistem manajemen yang berfungsi dengan baik adalah
awal yang baik untuk membangun kinerja bisnis yang berkelanjutan • Membantu
memastikan pengiriman tepat waktu, tanpa cacat dan mengurangi pemborosan •
Sistem manajemen kesehatan dan keselamatan kerja memastikan keselamatan
karyawan, mengurangi cuti sakit dan mengurangi jumlah kecelakaan • RBT (Risk
Based Thinking) memfasilitasi pandangan yang lebih luas untuk mengidentifikasi
risiko paling kritis yang dapat berdampak pada tujuan bisnis
• 46. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking o Identify what the risks and opportunities are in your
organization (hint: it depends on context) o A key change in the 2015 revision is to
establish a systematic approach to risk, rather than treating it as a single component
of a quality management system. Note: ISO 9001:2015 does not require you to carry
out a full, formal risk assessment o In previous editions of ISO 9001, a clause on
preventive action was separated from the whole. Now risk is considered and
included throughout the standard. o By taking a risk-based approach, an
organization becomes proactive rather than purely reactive.
• 47. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking RBT follows the PLAN – DO – CHECK – ACT cycle Building
sustainable business performance requires that organisations: ◦ Take a broader
view, inside and outside the organisation ◦ Understand all relevant risks that could
impact on business objectives ◦ Incorporate these in the audit to get more
knowledge on the performance of the management system
• 48. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Risk Based Thinking : Risk & Opportunities Key Concepts: • Analyze and
prioritize the risks and opportunities in your organization – what is acceptable? –
what is unacceptable? • Plan actions to address the risks – how can I avoid or
eliminate the risk? – how can I mitigate the risk? • Implement the plan – take action
• Check the effectiveness of the actions – does it work? – Learn from experience –
continual improvement
• 49. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Bagaimana RISK BASED AUTOMOTIVE PROCESS APPROACH AUDIT
Understand the organisation and its context, including the identification of: ◦ long-
term business targets ◦ most relevant stakeholders (interested parties), both
internal and external ◦ the most critical risks Consider which risk could: ◦ Prevent
reaching each of the long-term business targets ◦ Be managed by the organisations
management system
• 50. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI o Prioritise your most critical risks and where to focus the audit o Define the
focus area(s) for the audit o During the audit, check how well the organisation’s
management system supports the defined focus area(s) o The focus area(s) provide
structure audit, allowing assessing what matter most o The audit report is an
immediate output which should include a list of findings and performance of the
identified focus area(s) Bagaimana RISK BASED AUTOMOTIVE PROCESS APPROACH
AUDIT
• 51. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Bagaimana RISK BASED AUTOMOTIVE PROCESS APPROACH AUDIT Include an
Executive Summary to provide quick insight What is learnt from the audit can help
the organisation improve the MS and assist to: ◦ Identify mitigating actions to a
broader set of challenges – operational challenges as well as more long-term
objectives ◦ Laying a foundation for sustainable business performance ◦ Improve
the organisation’s ability to respond to stakeholder demands.
• 52. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Bagaimana RISK BASED AUTOMOTIVE PROCESS APPROACH AUDIT o RBT is
designed to help organisations to get more out of every audit and start building
sustainable business performance o it provides a broader view of the organisations
most critical risks, enabling the management system to assist in mitigating them
• 53. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Kenapa Risk Based Thinking (RBT) menjadi model dasar Sistem Manajemen
Mutu (SMM) ? SMM yang Memperhatikan risiko dan peluang secara keseluruhan –
akan mengarahkan organisasi untuk : • Meningkatkan kemampuan untuk
memenuhi kinerja yang telah ditentukan • Hasil proses akan lebih konsisten •
Pelanggan semakin yakin menerima produk atau layanan akan sesuai dengan
harapan
• 54. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI KENAPA RISK BASED THINKING (RBT)/ PEMIKIRAN BERBASIS RESIKO
MENJADI PILIHAN DASAR SISTEM MANAJEMEN MUTU? • To improve customer
confidence and satisfaction • To assure consistency of quality of goods and services
• To establish a proactive culture of prevention and improvement • Successful
companies intuitively take a risk based approach ISO 9001:2015 will not
automatically require you to carry out a full, formal risk assessment, or to maintain
a “risk register”
• 55. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI KENAPA RISK BASED THINKING (RBT)/ PEMIKIRAN BERBASIS RESIKO
MENJADI PILIHAN DASAR SISTEM MANAJEMEN MUTU? Key Points to Remember •
Risk Based Thinking = Proactive action rather than only Preventative Action • Risk
Based Thinking is everybody’s business! • Risk Based Thinking is not just the
responsibility of management • Risk Based Thinking must become an integral part
of the organizational culture
• 56. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI
• 57. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI SESSION 2 IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright
2020 © DWI IATF 16949:2016, Clauses 4 – 6 ◦ Organisation and its context ◦
Needs and expectations of interested parties ◦ Scope of the QMS ◦ Leadership and
commitment ◦ Quality policy ◦ Quality objectives ◦ Organisational roles,
responsibilities and authorities ◦ Actions to address risks and opportunities ◦
Quality objectives and planning to achieve them
• 58. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI SESSION 2 IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright
2020 © DWI By the end of this session, you will be able to: ◦ Understand the
requirements of IATF 16949:2016, Clause 4: Context of the organisation ◦
Understand the requirements of IATF 16949:2016, Clause 5: Leadership ◦
Understand the requirements of IATF 16949:2016, Clause 6: Planning
• 59. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI
• 60. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context An organisation must
determine: ◦ The internal and external issues which may impact the QMS (4.1) ◦
The needs, expectations and requirements of all interested parties (4.2) ◦ These
issues and applicability when setting scope of QMS (4.3) ◦ The processes needed,
including the inputs and outputs, and sequence and interaction (4.4.1) ◦ The risks
and opportunities to be addressed in accordance with clause 6.1 (4.4.1) ◦ The
documented information to be maintained and retained (4.4.2)
• 61. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context Organisasi berubah dan
berkembang untuk kemajuan berkesinambungan Organisasi harus memahami
kondisi-nya : secara internal serta pengaruh eksternal. Menentukan dari ke –dua
nya sebagai faktor untuk perkembangan berkelanjutan (sustainability) • Apakah
bisa dihilangkan, dipindahkan, atau dihindari. • Melakukan tindakan pro-aktif untuk
tindakan pencegahan untuk menjamin mutu hasil dari proses manajemen mutu. •
Melakukan perubahan dan peningkatan berdasarkan perubahan dan perkembangan
factor eksternal dan kondisi internal dari organisasi/perusahaan.
• 62. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context ANALYZING THE EXTERNAL
ENVIRONMENT • Organisasi Anda mungkin sudah melakukan analisis jenis ini •
Apakah Anda melakukan perencanaan strategis, riset pasar, atau pembandingan
yang mengidentifikasi masalah eksternal yang sedang ditindaklanjuti dalam sistem
manajemen bisnis / kualitas Anda? • Apakah itu menggerakkan Visi, Misi, Kebijakan
Kualitas, Perencanaan Strategis, Tujuan Bisnis, Penerapan Kebijakan Anda, dll.? •
Can you demonstrate how you are doing it?
• 63. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES
ANALISA DAN MEMAHAMI PIHAK PIHAK YANG BERKEPENTINGAN DENGAN
ORGANISASI
• 64. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES
ANALISA DAN MEMAHAMI PIHAK PIHAK YANG BERKEPENTINGAN DENGAN
ORGANISASI
• 65. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI PERENCANAAN STRATEGI PERUSAHAAN DARI EVALUASI KONTEKS
ORGANISASI DENGAN METODE RISK BASED THINKING Putting all together of
Context of the organization : how become strategic action
• 66. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI PERENCANAAN STRATEGI PERUSAHAAN DARI EVALUASI KONTEKS
ORGANISASI DENGAN METODE RISK BASED THINKING Putting all together of
Context of the organization : how become strategic action
• 67. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Putting all together of Context of the organization : how become strategic
action
• 68. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Putting all together of Context of the organization : how become strategic
action
• 69. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Putting all together of Context of the organization : how become strategic
action
• 70. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context ANALYZING THE EXTERNAL
ENVIRONMENT Honda Global Strategy – taken from CSR report
• 71. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context ANALYZING THE EXTERNAL
ENVIRONMENT Honda Global Strategy – taken from CSR report
• 72. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context Persyaratan yang ditetapkan
dalam IATF 16494:2016 Please refer to ISO 9001:2015 requirements regarding
Clause 4.1 and 4.2, however 4.3 and 4.4 now have additional requirements: ◦ 4.3.1
Determining the scope of the quality management system – supplemental  Section
8.3: …maintained as documented information (see ISO 9001, Section 7.5). (4.3.1) 
Ruang lingkup sistem manajemen mutu ditetapkan dan didokumentasikan. ◦ 4.3.2
Customer-specific requirements (CSRs) ◦ Customer-specific requirements shall be
evaluated and included in the scope of the organization’s quality management
system ◦ Pemenuhan dan implemnetasi persyaratan spesifik milik pelanggan harus
termasuk dalam ruang lingkup manajemen mutu
• 73. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context Persyaratan yang ditetapkan
dalam IATF 16494:2016 QUALITY MANAGEMENT SISTEM SCOPE  For
organisations that: a) needs to demonstrate its ability to consistently provide
products and services that meet customer and applicable statutory and regulatory
requirements, and b) aims to enhance customer satisfaction through the effective
application of the system, including processes for improvement of the system and
the assurance of conformity to customer and applicable statutory and regulatory
requirements.
• 74. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context Persyaratan yang ditetapkan
dalam IATF 16494:2016 4.4.1.1 Conformance of products and processes • The
organization ......processes, including service parts ....., to all applicable customer,
statutory requirements (see Section 8.4.2.2) (4.4.1.1)
• 75. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context Persyaratan yang ditetapkan
dalam IATF 16494:2016 4.4.1.1 Conformance of products and processes • The
organization ......processes, including service parts ....., to all applicable customer,
statutory requirements (see Section 8.4.2.2) (4.4.1.1) • See the relevant
requirements of Honda SQAM – according to regulatory and staturory
• 76. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Understanding the Organization and it’s Context Persyaratan yang ditetapkan
dalam IATF 16494:2016 4.4.1.2 Product safety ◦ The organization shall have
documented processes for the management of product- safety related products and
manufacturing processes, which shall include but not be limited to the following,
where applicable ◦ NOTE: Special approval of safety related requirements or
documents may beof safety related requirements or documents may beof safety
related requirements or documents may beof safety related requirements or
documents may be required by the customer or the organization’s internal
processesrequired by the customer or the organization’s internal processesrequired
by the customer or the organization’s internal processesrequired by the customer or
the organization’s internal processes. is an. is an. is an. is an additional approval by
the function (typically the customer) that is responsible toadditional approval by
the function (typically the customer) that is responsible toadditional approval by
the function (typically the customer) that is responsible toadditional approval by
the function (typically the customer) that is responsible to approve such documents
with safetyapprove such documents with safetyapprove such documents with
safetyapprove such documents with safety----related content.related content.related
content.related content.
• 77. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI
• 78. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU Is defined
in ISO 9000:2015, 3.1.1, as the person or group of people who directs and controls
an organization at the highest level (within the scope of the quality management
system). Top Management has the power to delegate authority and provide
resources within the organization. Clause 5 of ISO 9001:2015 has three sub-clauses:
5. Leadership 5.1 Leadership and Commitment 5.2 Policy 5.3 Organizational Roles,
Responsibilities, and Authorities Top Management
• 79. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : PERAN KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU
• 80. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU Top
management must: ◦ Take accountability for the effectiveness of the QMS (5.1.1a)
◦ Ensure the policy and objectives are compatible with the context and strategic
direction of the organisation (5.1.1b) ◦ Ensure the integration of the QMS into the
business processes (5.1.1c) ◦ Promote the process approach and risk-based
thinking (5.1.1d) ◦ Ensure necessary resources are available (5.1.1e) ◦
Communicate the importance of QMS requirements (5.1.1f) ◦ Ensure QMS achieves
intended results (5.1.1g) ◦ Engage, direct and support those who contribute to the
effectiveness of the QMS (5.1.1h)
• 81. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU Top
management must: ◦ Promote improvement (5.1.1i) ◦ Support other managers to
demonstrate leadership (5.1.1j) ◦ Demonstrate leadership and commitment to
customer focus (5.1.2) ◦ Establish, implement and maintain a quality policy that is
appropriate to the context and supports the strategic direction (5.2.1) ◦ Ensure that
responsibilities and authorities for roles are assigned, communicated and
understood including those for: • Ensuring the QMS conforms to ISO 9001 (5.3a) •
Reporting on performance of QMS (5.3c) • Promoting customer focus (5.3d) ◦
Review the QMS to ensure alignment with strategic direction (9.3.1)
• 82. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU 5.1.1.1
Corporate responsibility The organization shall define and implement corporate
responsibility policies, including at a minimum an anti-bribery policy, an employee
code of conduct, and an ethics escalation policy (“whistle- blowing policy”). Apabila
terdapat persyaratan pelanggan spesifik mengenai anti bribery dan whistle blowing
– maka harus dipenuhi
• 83. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU 5.1.1.3
Process owners Top management shall identify process owners who are responsible
for managing the organization’s processes and related outputs. Process owners shall
understand their roles and be competent to perform those roles (see ISO 9001,
Section 7.2) Pemilik Proses adalah orang yang segera bertanggung jawab untuk
menciptakan, mempertahankan, dan meningkatkan proses tertentu, serta,
bertanggung jawab atas hasil proses. Pemilik proses biasanya seseorang dalam
manajemen, bukan tim atau komite. Anda memerlukan satu titik kontak yang
bertanggung jawab untuk keseluruhan proses. Tentu saja, pemilik proses dapat
membentuk pemimpin proses dan tim untuk membantu mengatur,
mengoperasikan, dan mendukung proses tersebut.
• 84. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU Top
management shall review the product realization processes effectiveness and
efficiency of the quality management system and support processes to evaluate and
improve their effectiveness and efficiency the organization’s quality management
system. The results of the process review activities shall be included as input to the
management review (see Section 9.3.2.1.). 5.1.1.2 Process effectiveness and
efficiency • Efektivitas dan efisiensi proses adalah konsep melakukan proses secara
optimal. Diterapkan untuk semua proses dalam sistem manajemen mutu – tidak
hanya produksi. • Efektivitas mengacu pada kemampuan proses untuk
menghasilkan keluaran seperti yang diharapkan. • Efisiensi mengacu pada
kemampuan Anda untuk mengoptimalkan sumber daya dalam menghasilkan
keluaran proses seperti yang diharapkan. • Organisasi tidak dapat mengabaikan
istilah 'efisiensi' dan 'efektivitas' untuk meningkatkan produktivitas serta
meningkatkan layanan pelanggan, keduanya sangat penting. Efisiensi adalah
melakukan hal-hal yang benar; efektivitas adalah melakukan hal yang benar.
• 85. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Flash Back – materi sebelumnya Keuntungan perusahaan didapat dari Harga
produk – Total beaya (beaya produksi + beaya mutu) Sumber : quality cost – Juran
quaity control handbook
• 86. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI
• 87. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU Top
management must: ◦ 5.3.1 Organizational roles, responsibilities, and authorities –
supplemental ◦ Assign personnel with the responsibility and authority ◦
Document assignments ◦ … capacity analysis, logistics information, customer
scorecards, and customer portals
• 88. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LEADERSHIP : KEPEMIMPINAN DALAM SISTEM MANAJEMEN MUTU 5.3.2
Responsibility and authority for product requirements and corrective actions NOTE:
Due to the process design in some industries, it might not always be possible to stop
product immediately. In this case, the affected batch must be contained and
shipment to the customer prevented CSR – Honda SQAM – section 2-3 Designation
of Quality Representative
• 89. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI
• 90. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI The requirements of interested parties have to be considered (6.1.1)
Determine the risks and opportunities (6.1.1) Plan actions to address risks and
opportunities (6.1.2) Establish objectives at relevant functions, levels and processes
(6.2.1) Planning to achieve objectives must include resources required,
responsibilities, completion dates and evaluation (6.2.2) Any changes to the QMS
must be carried out in a planned and systematic manner (6.3) 6 - Planning
Perencanaan
• 91. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan 6.1 Actions to Address Risks and Opportunities
6.1.1 : When planning for the quality management system (QMS), consider the
issues in clause 4.1, and the requirements in 4.2. Determine the risks and
opportunities that need to be addressed to: • give assurance that the QMS can
achieve its intended results; • enhance desirable effects; • prevent, or reduce,
undesired effects; • achieve improvement. 6.1.2 (untitled) plan actions to address
these risks and opportunities; plan how to: integrate and implement the actions into
QMS processes (see 4.4); evaluate the effectiveness of these actions.
• 92. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan 6.1.2.1 Risk analysis ◦ The organization shall include
in its risk analysis, at a minimum, lessons learned from product recalls, product
audits, field returns, complaints, scrap, and rework ◦ The organization shall retain
documented information as evidence of the results of risk analysis 6.1.2.2
Preventive action – (ISO/TS 8.5.3) ◦ The organization shall establish a process to
lessen the impact of negative effects of risk including the following: d) documented
information of action taken f) utilizing lessons learned to prevent recurrence in
similar processes (see Iso 9001, Section 7.1.6)
• 93. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan Global Risk management – Honda – sebagai bagian
dari sustainability management : kelangsungan bisnis/bagian dari business
continuity management lihat selengkapnya di https://global.honda/
• 94. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan Global Risk management – Honda – sebagai bagian
dari sustainability management : kelangsungan bisnis/bagian dari business
continuity management lihat selengkapnya di
https://global.honda/content/dam/site/glob
al/about/cq_img/sustainability/report/pdf/ 2019/Honda-SR-2019-en-036-038.pdf
• 95. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan Commit and Mandate •Policy Statement •Standards
•Guidelines •RM Plan and RM Process •Assurance Plan Communicate & Train
•Stakeholder analysis •Training needs analysis •Communication strategy •Training
strategy •Roles and Reporting Structure & Accountability •Board RM Committee
•Executive RM Group •RM Working Group •Facilitator for Risk Management •RM
Champions •Risk and Control Owners Review & Improve •Control assurance •RM
Plan progress •RM Maturity Evaluation •RM KPIs •Benchmarking •Governance
reporting Framework Continuous Improvement Cycle Management Information
System -Risk Registers -Treatment Plans -Assurance Plan -Reporting templates
Framework Implementation Establish context Identify risks Analyse risks Evaluate
risks Treat risks Communicateandconsult Monitorandreview Risk assessment
Process for Managing Risk Framework Implementatio n FrameworkContinuous
ImprovementCycle
• 96. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan Mengambil tindakan untuk mengatasi risiko dan
peluang yang proporsional dengan dampak potensial pada kesesuaian produk dan
layanan. CATATAN 1: Opsi untuk mengatasi risiko dan peluang dapat mencakup: •
menghindari risiko; • mengambil risiko untuk mengejar peluang; • menghilangkan
sumber risiko; • mengubah kemungkinan atau konsekuensi; berbagi risiko; atau •
mempertahankan risiko dengan keputusan berdasarkan informasi.
• 97. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan
• 98. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan
• 99. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan
• 100. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI LOGO PROCESS SI: MANAGE SUPPLIERS Owner: Mr Z Date: 11/2/2016 Clients
of the process Colleagues Other processes Process outputs Supply sites with
products and serviced including manufacturing equipment in order to produce and
supply clients at optimal QCD Suppliers to the process Other processes External
suppliers Measure customer satisfaction Measure internal performance Process
reviews Reduced purchase price Reduced number of suppliers Number of invoices
settled on time Monthly: Indicators and action plans Annual: Overall review
Description of process Process analysis Inputs Elements Outputs Actions Equipment
Indicators Instructions Purchase policy M1) Purchase requests and specifications
Request accepted All Purchaser Purchaser Purchaser Quality Technician Computer
system QDD Procedure XXX Control plan Purchase date Request for quote Offers
Supplier chosen (data base uploaded) Order Products and services + Delivery notes
Incoming material report (Accounts) Invoice (Supplier) Supplier paid What is
missing to check that the process is under control?
• 101. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI Example risk analysis (continued) LOGO PROCESS SI: MANAGE SUPPLIERS
Owner: Mr Z Date: 11/2/2016 Clients of the process Colleagues Other processes
Process outputs Supply sites with products and serviced including manufacturing
equipment in order to produce and supply clients at optimal QCD Suppliers to the
process Other processes External suppliers Measure customer satisfaction Measure
internal performance Process reviews Reduced purchase price Reduced number of
suppliers Number of invoices settled on time Monthly: Indicators and action plans
Annual: Overall review Description of process Process analysis Risk analysis Inputs
Elements Outputs Actions Equipment Indicators Instructions Risk Control and
interaction Action Purchase policy M1) Purchase requests and specifications
Request accepted All Purchaser Purchaser Purchaser Quality Technician Computer
system QDD Procedure XXX Control plan Requirement inadequately defined
Financial and risk supplier imposed buy customer Project review Supplier
assessment Update contingency plan Purchase date Request for quote Offers
Supplier chosen (data base uploaded) Order Products and services + Delivery notes
Incoming material report (Accounts) Invoice (Supplier) Supplier paid Purchase
request Consultation with suppliers Selection & choice of suppliers Order and
manage order Receptionquality and quantity Manage invoices and pay suppliers •
Analyse risks • Identify the way they are controlled • Interaction with other
processes • Identify actions to control risks • Process improvement
• 102. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan 6.1.2.3 Contingency plans – (ISO/TS 6.3.2) ◦ The
organization shall: a) identify and evaluate internal and external risks to all
manufacturing processes and infrastructure equipment essential to maintain
production output and to ensure that customer requirements are met
b) .......according to risk and impact to the customer c) prepare contingency plans for
continuity of supply in any relevant event..... d) include, as a supplement to the
contingency plans, a notification process to the customer and other interested
parties for the extent and duration of any situation impacting customer operations
e) periodically test the contingency plans for effectiveness (e.g. simulations, as
appropriate) e) conduct contingency plan reviews (at a minimum annually) using a
multidisciplinary team including top management, and update as required f)
document the contingency plans and retain documented information describing any
revision(s), including the person(s) who authorized the change(s)
• 103. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan a) – d) (…) e) periodically test the contingency plans
for effectiveness (e.g. simulations, as appropriate); cybersecurity testing may
include a simulation of a cyber- attack, regular monitoring for specific threats,
identification of dependencies and prioritization of vulnerabilities. The testing is
appropriate to the risk of associated customer disruption; Note: cybersecurity
testing may be managed internally by the organization or subcontracted as
appropriate 6.1.2.3 Contingency plans – (ISO/TS 6.3.2) SI number SI#17 issued in
October 2019, effective January 2020
• 104. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan 6.1.2.3 Contingency plans – (ISO/TS 6.3.2), continued
◦ The organization shall: ◦ The contingency plans shall include provision to
validate that the manufactured product continues customer specifications after the
re-start of production following an emergency in which production was stopped and
if the regulator shutdown processes were not followed 6.2.2.1 Quality objectives
and planning to achieve them – supplemental – (ISO/TS 5.4.1.1) ◦ Top management
shall ensure that quality objectives to meet customer requirements are defined,
established, and maintained for relevant functions, processes, and levels throughout
the organization ◦ Results of the organization’s review regarding interested parties
and their relevant requirements considered when the organization establishes its
annual (at a minimum) quality objectives and performance targets (internal and
external).
• 105. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan
• 106. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan menggunakan konsep Risk Based Thinking
• 107. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning • Menjadi program manajemen resmi • Sebelum perencanaan
dapat dimulai, tim harus merencanakan upaya dan menyiapkan dokumen yang
dihasilkan • Champion: manajer tingkat tinggi untuk mendukung, mempromosikan,
dan mendukung temuan proyek • Manajer proyek: memimpin proyek dan
memastikan proses perencanaan proyek yang baik digunakan, rencana proyek yang
lengkap dan bermanfaat dikembangkan, dan sumber daya proyek dikelola dengan
bijaksana • Anggota tim: harus manajer atau perwakilan mereka dari berbagai
komunitas yang diminati: bisnis, TI, dan keamanan informasi • Simulasi untuk
melihat efektifitas pelaksanaannya – direncanakan secara berkala/annual based •
Manajemen melakukan evaluasi dari hasil simulasi ini untuk menentukan langkah
selanjutnya
• 108. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Contigency Plan dalam IATF 16949:2016
• 109. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Contigency Plan dalam IATF 16949:2016 : Relevan thema lainnya
– Organisasi harus berani melihat ke aspek relevan lainnya berdasarkan kontek
organisasinya
• 110. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning
• 111. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan Global Risk management & Crisis Management –
Honda – sebagai bagian dari sustainability management : kelangsungan
bisnis/bagian dari business continuity management lihat selengkapnya di
https://global.honda/
• 112. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI 6 - Planning Perencanaan Global Risk management – Honda – sebagai bagian
dari sustainability management : kelangsungan bisnis/bagian dari business
continuity management lihat selengkapnya di https://global.honda/
• 113. IATF 16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 ©
DWI AK H IR - M O D U LE 2 IATF 16949:2016 S ISTEM M AN A JEM EN M U TU IN D
U STR I OTO M OTIF AU TO M OTIV E Q UALITY M AN AG EM EN T SYSTEM IATF
16949:2016 Honda – COACHWORKS –REVISION 0 Copyright 2020 © DWI

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Iatf 16949 Honda Mitra Matra Volume 2

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Iatf 16949 honda mitra matra volume 2

The document discusses IATF 16949:2016 and the automotive quality

Fmea alignment aiag_and_vda_-_eng

Awareness session on iatf 16949 2016 standard

Iatf 16949 training

APQP Training presentation

PROCESS FAILURE MODE EFFECTS ANALYSIS (PFMEA) PPT

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IATF16949:2016 Automotive QMS Awareness

IATF 16949:2016 Clause Modification & Add

Process auditing as per VDA 6.3

Process auditing as per VDA 6.3

Bow Tie Risk Analysis

PPT Presentation on IATF 16949 Documentation

Process Failure Modes & Effects Analysis (PFMEA)

Root Cause Analysis (RCA) Tools

Failure mode and effects analysis

Awareness of IATF 16949.pptx

Advanced Product Quality Planning presentation

Mitramatra iatf 16949 honda volume 3

Mitra matra iatf 16949 honda module 5

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