Layered Process Audits (LPA) - Chrysler

Layered Process Audit (LPA) 

1

Why am I here 

today? 

2

• Knowledge 

Objectives 

Be able to explain the rationale behind LPAs 

Be able to describe how to conduct LPAs 

Be able to describe the benefits of LPAs 

• Skills 

Be able to to integrate LPAs into your plant’s quality system 

Be able to develop LPA check sheet 

Be able to conduct and LPA on the factory floor 

3

1. Pre- Survey 

AGENDA 

2. Layered Process Audit Plan 

3. Developing LPA Check Sheet 

4. LPA Implementation 

5. Monitor & Adjust Plan 

6. Summary 

7. Post - Survey 

4

1. Layered Process Audits are: 

a. A system of audits performed by corporate quality to verify process 

conformance 

b. A system of audits performed by a 3rd party organization to verify process 

conformance. 

c. A system of audits performed by multiple levels of management to verify 

process conformance. 

d. A system of audits performed by operators and line supervisors to verify 


2. The two type of Layered Process Audits are: 

a. Process Control Audits and Preventive Maintenance Audits 

b. Process Monitoring Audits and Error & Mistake Proofing Verification Audits 

c. Process Control Audits and Error & Mistake Proofing Verification Audits 

3. Who can perform Layered Process Audits (LPA)? 

a. Auditors trained in LPA and TS-16949 

b. Certified quality auditors 

c. Anyone trained in Layered Process Audits 

Layered Process Audits 

PRE/POST TEST 

5

4. Who owns the LPA process? 

a. Manufacturing 

b. Quality 

c. All of the above 

5. The responsibility of the Plant Manager is to: 

a. Verify all LPA audits are being performed according to schedule 

b. Conduct Process Control Audits on a weekly basis. 

c. Review all non-conformances and verify they have permanent corrective action. 

d. a and c; 

6. Some benefits of Layered Process Audits are. 

a. Reduction of build variation and defects 

b. Improvement of First Time through capability 

c. Facilitation of operator training and improvement of morale 

d. a and b; 

e. all of the above 

Layered Process Audit 

PRE/POST TEST 

6

7. Which of the following is not a part of developing the LPA plan? 

a. Form a Layered Process Audit team 

b. Obtain Chrysler SQA approval of plan 

c. Develop audit checklist 

d. Determine audit frequency 

8. The Layered Process Audit is _________ focused? 

a. Part 

b. Process 

c. Part and process 

9. During the Layered Process Audit the auditor should randomly select process 

and/or product characteristics to be measured to ensure they are within 

specification? 

a. True 

b. False 


PRE/POST TEST 

7

We’re 

Looking for 

PERFECT 

PARTS 

Throughout 

the Supply 

“Cost of failure after launch is 20 times 

more expensive than prevention costs 

during launch” 

Chain 

8

DFMEA 

LPA 

PRODUCTION 

DEMONSTRATION RUN 

PFMEA 

CONTROL PLAN 

Toolbox 

TOOLING, EQUIPMENT, GAGES ENGINEERING STANDARDS 

AQP TIMING CHART 

SE 

TS16949 FOREVER 

APPEARANCE 

REQUIREMENTS 

PV 

PSO APPROVAL 

AQP/PSO 

PREVENTATIVE 

MAINTENANCE 

FPSC 

PPAP 

KEY CHARACTERISTICS 

KEY PERSONNEL WORK INSTRUCTIONS 

AND KEY PERSONNEL TRAINING 

EMP(ERROR/MISTAKE PROOFING) 

PROCESS CAPABILITY 

BOUNDARY SAMPLES 

INCOMING AND 

OUTGOING MATERIAL 

SUPPLIER WARRANTY PARTS PLAN 

NCT 

GATE REQUIREMENTS AQP 

LESSONS LEARNED 

9

Cost of Non-Conformances Non Conformances at Various 

Points 

Defect found at: 

The Next End of User’s User 

Final End 

Source Process Line Inspection Hand 

*Very minor *Scrap *Repair *Significant Rework Rework 

*3rd Party Containment 

*Minor Delay *Containment *Additional Operations Operations 

*Premium 

Freight 

*Rework *Overtime 

*Administrative costs 

*Reschedule *Reschedule 

*Delay in delivery 

*Warranty Early Costs 

Detection / Prevention 

10 

of Work Work 

*Added inspection 

*Reputation

Supplier Interface – LPA is Chrysler 

Mandatory Requirement 

ISO/ TS 16949 

Chrysler Customer Specific Requirements 

New section under Internal Audits 

Effective 7/01/04 for Powertrain & Component Plants suppliers; 

1/1/05 for all remaining suppliers 

Posted on AIAG, IAOB, and QMS web sites 

Letter mailed to all suppliers 

LPA is a new Quality Tool. 

11

1. Layered Process Audit Plan 

LPA Definitions and 

Requirements 

LPA Benefits 

LPA Plan 

12

LPA Definitions and Requirements 

What Are Layered Process Audits? 

Layered Process Audits (LPA) are a system of audits performed 

by multiple levels of management. Key process characteristics are 

audited frequently to verify process conformance. 

The purpose of Layered Process Audits is to ensure continuous 

conformance, thereby improving process stability and first-time 

through capability. (As required by Chrysler Group TS Customer 

Specifics (4.2.1.9.1) 

13


What is a Layered Process Audit? 

LPA is an ongoing system of process checks that verify 

proper methods, settings, operator craftsmanship, error 

proofing devices and other inputs are in place to ensure 

a defect free product. 

LPA’s assure that defined methods and work 

instructions are utilized, problem solving solutions are 

held in place, and all process issues are identified and 

quickly corrected. 

14


There are Two Types of Layered 

Process Audits: 

Process Control Audits should be conduct on any 

process with customer complaint issues, high risk 

elements [PFMEA] and key characteristics that affect 

part quality. Process Control Audits shall be performed 

once per shift by supervisors. Plant management shall 

perform the audit once per week. 

Error & Mistake Proofing Verification audits shall 

be conducted on all error/mistake proofing techniques. 

They shall be conducted once per shift at the start of 

each shift. Only qualified employees shall perform Error 

& Mistake Proof Verification Audits. Set-up, Set up, 

maintenance or quality auditors are usually qualified. 

15


How does an LPA Work? 

LAYERED PROCESS 

AUDITS ARE PROCESS 

BASED, NOT PART 

BASED. 

Process Audits 

PROCESS Error 

Proofing 

Continuous 

Improvement 

Inputs 

Corrective 

Actions 

Prevention 

Actions 

Employee 

Workshops 

•Audits are conducted regularly by all levels of supervision 

•Non-conformances are immediately addressed 

16


Who Performs Layered Process Audits? 

Anybody can perform a Layered Process Audit. 

Manufacturing management must own the process and perform audits. 

All managers, regardless of function, can be auditors. 。 

Each management level should perform audits. 

17


• Improved process stability & reduce variation 

• Prevents process errors and operator mistakes 

• Improves and maintains discipline 

• Initiates Continuous Improvement actions 

• Lower Rework & Repair 

• Reduces scrap and eliminates waste 

• Improves communication 

• Instills and improves standardization 

• Improves overall Quality and reduces costs 

• FTC in high 90% 

• Initiates continuous improvement actions 

• Early detection & prevention 

18


Reduces 

Improves 

Facilitates 

Reinforces 

•Build variation based on work standardization 

•End-of-line inspection 

•Part defects 

•First time through capability 

•Morale 

•Operator training 

•Management/operator interface 

•Safety regulations 

19

The Chrysler Kokomo Transmission Plant 

LPA Success Story 


has achieved significant gains in FTC using LPA. 

FTC in the high 90% 

Rework now minimal 

Improvements correlate with LPA deployment 

Number of LPA 

Checks Per Week 

Repair Inventory vs FTC vs LPA 

Repair Inventory FTC 

540 

0 LPA 

180 

180 

18-02 

21-02 

24-02 

27-02 

30-02 

33-02 

36-02 

39-02 

42-02 

45-02 

48-02 

51-02 

1-03 

4-03 

7-03 

10-03 

13-03 

16-03 

19-03 

22-03 

25-03 

28-03 

31-03 

34-03 

37-03 

40-03 

43-03 

46-03 

49-03 

52-03 

Weekly 

It worked for us, 

it can work for you 

and 

your Suppliers! 

KTP Now conducting 6700 

Process Layered Audit 

100 

95 

90 

85 

80 

75 

70 

65 

60 

55 

%FTC 

20


Proven Successful Internally 

Expanding Collaboration to our Supply base 

Not asking Suppliers to do something we are not 

Low investment – significant quality return 

21


LPA Plan Elements 

1. Form LPA Team 

2. Design Audit Check Sheet 

3. Develop LPA Implementation Procedures 

4. Develop Monitoring Process 

5. Reporting Results to Chrysler 

6. Execute Plan 

22

Form LPA Team 


Form a Team: Select team members that are multi-functional multi functional and 

multi-level: multi level: Managers, Supervisors, Inspectors, and Operators 

from all areas such as Manufacturing, Quality Engineering, and 

Maintenance. 

Upper Management: Need to be included as team members. 

Process Owner: Should be someone within plant management. 

Team Leader: Should be the person responsible for overseeing 

implementation. 

Empower the Team: The team must be able to make necessary 

decisions related to LPA. 

Support: All management must be notified to provide immediate 

support when requested. 

Schedule frequent meetings: Meetings should be scheduled to 

review 

LPA results, track corrective actions and make adjustments. 

adjustments. 

Action Plan: Develop an action plan to identify all 

implementation steps. 

Periodic Reviews of Action Plan: Management team should 

schedule 

23


LPA Leadership Role 

LPA calls for substantial commitment of management’s time and effort. 

Leadership’s role is to: 

Fix system problems 

Instill discipline 

Show appreciation to operators for doing work correctly 

Encourage improvement ideas from the workforce 

All plant staff should conduct Layered Process Audits throughout the plant 

During early phase - Management audits will find problems, but later the 

management audits will find improvements. 

24


Supplier’s Supplier s review & Approval 

Supplier shall conduct internal review of LPA Plan 

LPA plan to include LPA implementation timing 

Supplier shall finalize LPA plan 

Shall be signed – off by LPA team & Plant Manager prior to 

approval 

from your customer 

For Medium and High risk parts, both the LPA plan and 

demonstration shall be approved by the Supplier Quality 

Specialist. 

25

Example: 


26

Example: 


27

Customer Complaints, Quality Alerts 

 

 

 

 

 

 

 

 

First-Time Through data, Scrap Reports 

Key Characteristics and Process Capability: Cpk & Gage R&R 

PFMEA, Process Flow Diagram, Control Plan 

Set-up Sheets, Work Instructions, Inspection Instructions 

Error and Mistake Proofing 

Quality System Audits, Dock Audits, Inspection Reports 

Rework instructions 

2. . Developing LPA 

Check Sheet 

LPA Check Sheet Input 

28

2. . Developing LPA 

Check Sheet 

The Area of Highest Risk should be the first area to implement the 


This area will also be used as a Lessons Learned for implementing the 

Layered Process Audit across the entire manufacturing facility. 

Use Discretion when adding items to the checklist 

Audit items are issues that would cause Customer Dissatisfaction. 

29

2. . Developing LPA Check Sheet 

Typical Audit Elements For… 

Assembly / Fabrication 

(Manually Dependent Processes) 

Craftsmanship 

Operation movement 

Proper product identification 

Presence & content of 

instructions 

Presence & content of visual 

aids 

Sustainment of 5S 

workplace 

Touchpoint inspections 

Checking of customer used 

features 

Use of manual assists 

Packing and stacking 

techniques 

Placement of labels 

Calibration of gages 

Inspection plan being 

followed 

Torque monitoring 

Completion of 

documentation 

Error & mistake proofing 

nonconformance testing 

30


Typical Audit Elements For… 

Machining/Robotics 

(Automation Driven Processes) 

Preventative 

Maintenance 

Calibration of gages 

Technical parameters 

Set-up Set up procedures 

Machine settings 

Process sheets 

Tool change 

verification 

Positioning of coolant 

lines 

Die coloration 

Gage plan 

Sample part retention 

Documentation of gage 

checks 

SPC data capture and 

charting 

Mastering of gages 

Error & mistake proofing 

nonconformance testing 

31


Audit Question Criteria … 

Each audit question should ask HOW? 

WHAT? And WHY? 

Questions: Objective, Specific & Concise 

Explanation: Reason for Check 

Reaction Plan: What to do if non-conformance 

non conformance 

Countermeasure: Measurement to protect 

customer 

32


How to Develop Questions… Questions 

Objective: 

After looking at evidence vs stated criteria, can be easily 

answered 

with a “Yes” or a “No”. 

Specific: 

Avoid unclear terms like properly or correctly 

Concise: 

Critical to quality 

Conducted by people unfamiliar with area 

33

Making Questions Specific (Example #1) 

Initial Question : 

Inspection Log Book: Look and see if the log 

is being filled out properly and checks are 

What? being made.. What? 

How ? 

made. 

Improved Question : 

Inspection Log Book: Verify QAFM250092 is being 

filled out with date, shift, badge and checks are 

being made. (Missing or Incorrect data could 

result in incorrect units being held in the event of 

a containment.) 

Why? 

34

Making Questions Specific (Example #1) 

Initial Question : 

Pressure Dial Settings: Look and see if the 

pressure dial is being properly set. 

What How 

Improved Question : 

Hydraulics Pressure Dial Settings (Right): Verify 

Pressure dial is set to 450 psi prior to start-up. start up. If 

not set to 450 psi contact maintenance prior to 

operation. (Verification of Hydraulics pressure dial 

settings ensures machine operates within the 

correct press force range.) 

Why 

35


OPERATIO 

N 

or 

PROCESS 

RECEIVING 

INSPECTION 

INJECTION 

WELDING 

ASSEMBLY 

LPA CHECKLIST QUESTION CORRECTIVE ACTION 

If parts are tagged with red Non-Conformance Non Conformance Tag, is 

the tag complete with 1) part number, 2) date and 3) 

description of the discrepancy 4) disposition? 

Verify machine process settings are correct as per the 

set-up set up sheet. 

Verify that the operators are checking for and 

removing any flash from edges of the molded part 

Verify that the operators are documenting flash 

removal on operator inspection form. 

Is the operator using the digital dial-indicator dial indicator to check 

the stake height of assembly as per inspection 

instructions? 

Verify that the #2 temperature gage reads between 

140 and 150 degrees Fahrenheit 

Verify the operator is applying grease on both the 

spring and pivot pin 

Verify on three assemblies that the parts are free of 

excess grease and flash. 

Verify that the handle operates smoothly without 

Notify Receiving Inspection 

Supervisor. 

Notify Molding Manager. Inform 

Quality Inspector to begin 

containment. 

Notify Molding Manager. Inform 


containment and initiate a C.A.R.. 

Notify department supervisor. 

Notify department supervisor.(Error 

Detection device at next station is set 

to reject nonconforming parts.) 

Notify area supervisor and 

Engineering Manager. Inform Quality 

Inspector to begin containment. 

Notify Assembly Supervisor Inform 


containment and initiate a C.A.R.. 

Notify Assembly Supervisor Inform 


containment. 

36 

Notify Assembly Supervisor Inform


Make sure EACH process has its own specific LPA 

Complete LPAs at the beginning of shift(s) shift(s 

Critical plant processes are addressed 

All “No No’s” or non-conformances non conformances should be addressed 

immediately 

Do not ever consider an LPA as final. It is a living 

document that should be updated regularly with corrective 

actions, error-mistake error mistake proofing, etc. 

Do not create one LPA for a whole facility. Do not make an 

LPA generic. 

37


Items are NEVER removed unless there is a 

product/process change or improvement. 

Audits should include visual checks 

“Verify Verify somebody doing something right.” right. 

All quality issues should be addressed with 

corrective action updated in the LPAs. LPAs 

If separate part numbers, or different 

customer’s customer s parts share a common line, it should 

be audited at different times to include all parts. 

38

3. LPA Implementation 

LPA Implementation Plan 

Elements… 

Elements 

LPA Structure & Frequency 

Check sheets for each Process 

Training of Employees 

Tracking Issues & Compliance 

Non-Conformance Non Conformance Corrective Action 

Procedure 

Management Review of LPA Results 

39


Process Control Audit 

Once per shift done by group leaders or supervisors 

Management performs audits weekly 

Divide manufacturing areas and rotate so all areas are audited 

Error & Mistake Proofing Verification Audit 

Once per shift, at the start of each shift, done by Maintenance, Set-up 

or Quality Auditor 

Minimum frequency requirements shall be met. 

Any scheduled audit must be performed to maintain discipline and 

improve quality. 

40


Plant Manager 

1 X Week 

Area Management 

2 X Week 

Production Supervisor 

1 X Shift 

• Encourages Management Involvement 

• Encourages Operator Feedback 

• Establishes Accountability 

41

EXAMPLE: LPA FREQUENCY AND STRUCTURE 

42

Train Auditors 


Once the LPA plan is approved, the Supplier shall train their Layered 

Process Auditors. 

Auditors must understand LPA strategy and purpose. 

Review checklist and reactions with auditors 

Auditors must know to respond immediately after finding a 

nonconformance. 

EMPV Auditors shall be qualified to perform error and mistake proofing 

verification. 

Perform a practice audit where appropriate. 

43

Notify Workforce 

Explain why the LPA is being implemented. 

Explain the purpose and benefits of the LPA process. 

Inform workforce of LPA activity and what to expect when audits are 

performed in their work areas. 

Encourage workforce feedback. 


Communicate LPA results frequently. 

44

Corrective Actions shall be documented as required by ISO/TS 

Summary of audit results: Pareto of non-conformances 

non conformances 

Frequency of Management Review 

Management Reaction Plan for LPA Process Audit Schedule & Tracking Tracking 

system 

Develop 

. 


- Corrective Action Request forms for non-conformnces 

non conformnces 

- Summary of on-time/missed/late on time/missed/late audit completion 

There must be a system to maintain the audit schedule and track 

completion. 

. 

45


Review audit results frequently when starting process. 

Improve audit checklist based on auditor feedback. 

Management must instill discipline early in the process to complete audits 

on time and provide resources for immediate corrective action. 

Develop and apply Lessons Learned to improve audit. 

If audit issue is found, work for corrective action that is within TAKT time.。 

46

LPAs used as a training tool – new supervisors, new 

shift of associates. 

Clipboard required! 


Do NOT push 100% compliance! Make problems 

visible. 

Have a “system system” to deal with audit item non- 

compliance. 

Track non-compliances non compliances and report out at plant 

manager level. 

LPA should be completed by plant management- management No 

delegating allowed! 

47


Develop a Monitoring Process and 

Reports for Management Review. 

Improvements driven by the LPA 

process shall be measured, 

monitored, and reported to 

management as per Chrysler Group TS 

Customer Specifics (4.2.1.9.1). 

48

Example: 


49

Example: 


50

Manufacturing Location Summary 

cators 

Line Supervisor Plan vs. Actual 

40 

20 

0 

Jan Mar May Jul Sep Nov 

No. of Total LPA Auditable Items Planned 计划 

No. of Total LPA Auditable Items Actual 实际 

Top Management Plan vs. Actual 

高层管理计划与实际的比较 

100 

50 

0 





Middle Management Plan vs. Actual 

100 

50 

0 




Please note请注意: 

1. This shows three levels of management. Chrysler 

Group TS requirements state that the supplier must 

have “multiple levels” of management. 

2. The number of LPA auditable items refers to the number 

of items on the LPA checklist multiplied by the 

number of times the items are checked in that month. 

51


Manufacturing Location Summary 

cators 

FTC 

100% 

80% 

60% 

40% 

20% 

0% 


FTC 

LPA Non-Conformance Corrective 

Action Status 

50 

0 


Open 未解决 Closed 已解决 

52

5. Summary 

The LPA is an audit of the process. process 

The LPA checklist is a living document. Plant 

Management must remain involved and committed 

to the LPA process. 

The Customer shall review LPA as part of corrective 

action (s) for quality issues. 

53

Start Up / Shut Down 

Layered Process Audit (LPA) 

54



Improvement Strategy 

Increase LPA expectations around shut 

down events 

– Increase LPA frequency prior to and post 

shut down 

– Extra attention on: 

__ Job Set Up 

__ Containment Activities 

__ Error/Mistake Proofing 

55

Normal 


Purpose 

Ensure continuous conformance, 

improve process 

stability and first-time first time-through through 

capability. 

Benefits 

Improves quality, productivity, and 

cost 

Creates engaged workforce – 

prevents errors 

Improves communication and 

standardization 

Allows constant identification of 

“biggest opportunities” 

Creates effective deployment of 

resources 

Expectations 

LPA audits performed by multiple 

levels of management 

Top management at plant 

conducting LPA’s at least once per 

week 

LPA’s conducted at least once per 

shift for build techniques and 

craftsmanship related processes, 

and once per day on all Error 

Lessons 

Learned 



Checklist 

Checklist 

Management 

Review Team 

LPA Action 

Plans 

LPA Audit 

Teams 

Error & 

Mistake 

Proofing 

Verification 

56



Purpose 

Ensure continuous conformance, 

improve process 

stability and first-time first time-through through 

capability. 


Benefits 

Improves quality, productivity, and 

cost 

Creates engaged workforce – 

prevents errors 

Improves communication and 

standardization 

Allows constant identification of 

“biggest opportunities” 

Creates effective deployment of 

resources 

Expectations 

LPA audits performed by multiple 

levels of management 

Top management at plant 

conducting LPA’s at least once per 

week 

LPA’s conducted at least once per 

shift for build techniques and 

craftsmanship related processes, 

and once per day on all Error 

Start 

Up 

Check 

List 

Looking for 

high risk 

potential 

Plant 

manager 

& Direct 

reports 

LPA Audit 

Teams 



Checklist 

Checklist 

Normal LPA 

Keep Eye On 

The Ball 

57



Things for you to consider: 

1. Modify the Start Up / Shut Down LPA 

to your plant processes/needs 

2. Instruct people on role: 

First line - Use normal LPA 

Top Management - use Start Up / 

Shut Down LPA 

3. Drive the LPA schedule 

30 days before shut down 

30 days after shut down 

4. Use it at your own discretion 

58

Date:______________Project 

#______________ 

Item # LPA Question Expectations Y/N Corrective Action & Timing 

1 

2 

3 

4 

5 

• SHIFT DOWN / START OF PRODUCTION 

All questions are to be answered with a "Y" for yes (acceptable or compliant), or "N" 

for no (unacceptable or non-compliant) in the status box. 

Non-compliances are to have corrective action with timing recorded in the space 

pro ided 

Assumptions for using this document: 

- Intent of these questions is that the operator is performing a new operation. 

- Normal LPA is being followed. 

O i f t i i i l 

MANPOWER TURNOVER & RE-LEARNING 

Do you know the percentage of 

new Operators for the process? 

Percentage: % 

Is there a documented process 

for training new operators, and are 

records of training kept? 

Have Control Plan frequencies and 

sample sizes been increased to 

reflect the increased risk of 

nonconformances during the 

learning curve period? 

Is the process unchanged since 

the operator last performed the 

task? 

Are the operators following the 

posted operator instructions, and 

are the work insrtuctions up-todate? 

Management has a clear 

perspective of the number of new 

operators on each job. This needs 

to drive training plan and an 

enhanced control plan during the 

learning curve period. 

Untrained operators pose risk to 

assembly. Only certified operators 

are allowed to perform specific 

tasks without backup. 

The risk of nonconformances is 

highest as operators are learning a 

process. Inspection frequencies 

should be increased to 

compensate. 

Operators require education of 

process changes or deviations that 

could effect their job. 

Confirm operators are following the 

correct operator instructions. 

59

Date:______________Projec 

t# 


6 

7 

8 


All questions are to be answered with a "Y" for yes (acceptable or compliant), 

or "N" for no (unacceptable or non-compliant) in the status box. 

N li t h ti ti ith ti i d d i th 




- On-going manufacturing process remains in place. 

Do you have a plan to 

rebalance, or have you already 

rebalanced, the process (if 

necessary)? 

If the process needs to be 

rebalanced, have you reverified 

the process, such as 

with a Process Sign-Off? 

If the process needs to be 

rebalanced, have you gotten 

approval from Chrysler for any 

process changes necessary 

through the "Forever" 

Requirements system? 

Line rebalancing may be 

necessary to account for lower 

volumes and reduced manpower 

available. 

Confirmation of process 

capability, FTC, etc. after 

rebalancing. 

Get approval from Chrysler for 

all process changes prior to 

implementing those changes. 

60


#______________ 


9 

10 

11 


All questions are to be answered with a "Y" for yes (acceptable or compliant), or 

"N" for no (unacceptable or non-compliant) in the status box. 






MAINTENANCE ACTIVITIES 

Have maintenance activities 

been continued as scheduled? 

Are maintenance Set-Up parts 

controlled and segregated? Are 

parts identified / labeled? Is 

there a designated location for 

maintenance parts? Is there a 

process to confirm the quality 

of parts produced during 

maintenance or set-up activity 

(e.g. First Pi 

Have all maintenance/setup 

parts been purged from Work 

Cell areas? Have questionable 

parts produced during 

maintenance efforts been 

quarantined? 

Maintenance schedule must be 

maintained. 

Set-up parts, boundary samples, 

etc. must be controlled to avoid 

mixing with production parts. 

Set-up parts, boundary samples, 

etc. must be controlled to avoid 

mixing with production parts. 

61

12 

13 

14 

15 


All questions are to be answered with a "Y" for yes (acceptable or compliant), or 

"N" for no (unacceptable or non-compliant) in the status box. 






Have you verified expiration 

dates or shelf-life of raw 

materials, WIP, and finished 

goods? 

MATERIALS 

Are all material expiration dates 

tracked and maintained? 

Are material maintenance 

requirements being followed? 

Are all materials at the work 

station acceptable (i.e. not past 

their expiration date)? 

Materials may sit unused for 

longer periods of time during 

periods of low volume 

production. 

Inventory control process are 

followed (e.g. FIFO) 

Materials are being stored 

correctly; e.g. humidity 

requirements, temperature levels, 

covered if required, Agitation 

Rates, etc. 

Replace and quarantine all 

expired material. 


#______________ 

62


All questions are to be answered with a "Y" for yes (acceptable or compliance), 

or "N" for no (unacceptable or non-compliance) in the status box. 


Date:______________Project # 

______________ 


15 

16 

17 

18 

ERROR AND MISTAKE PROOFING AND NONCONFORMANCE 

HANDLING 

Are operators trained on the 

use and reaction to Error and 

Mistake Proofing systems? 

Has the standard LPA been 

updated as needed (e.g. 

additional questions, auditors, 

etc.) for the volume change, 

especially related to operator 

support and training? 

Are operators trained in the 

nonconformance handling 

procedures? 

CONTAINMENT 

Are trained personnel readily 

available for immediate 

implementation of containment 

and corrective action when 

nonconformances are 

discovered? 

Operators are trained/certified in 

Error/Mistake Proofing systems, 

verification, and reaction plans. 

The normal LPA has been 

enhanced to reflect the special 

circumstance associated with the 

volume reduction. Additional 

management auditors may be 

required (e.g. Manufactruing 

Engineers etc). 

Operators understand how to 

handle nonconforming material. 

Containment (at both the Supplier 

and Chrysler facilities) and 

corrective actions are 

implemented immediately upon 

discovery of nonconforming 

material. 

63


#______________ 


JOB SET-UP 

19 

20 

21 

22 

23 


All questions are to be answered with a "Y" for yes (acceptable or compliant), or "N" for no (unacceptable or 

non-compliant) in the status box. 

Non-compliances are to have corrective action with timing recorded in the space provided. 





Have process set-up procedures been reviewed 

and updated to account for volume reductions? 

Have you reviewed the volume reduction with 

your Supply Base, including risk assesments, 

cascading requirements, and responsibilities? 

Have any necessary process changes in your 

Supply Base been communicated to you, and 

requested and approved by Chrysler through the 

"Forever" Requirements? 

Are all appropriate personnel (at your facility and 

in the Supply Base) trained in the "Forever" 

Requirements system (e.g. when to initiate a 

"Forever" Requirements change request, how to 

use the WebCN/FR system, etc.)? Have all 

potential "Forever" Requirements changes been 

approved by Chrysler? 

Have all potential "Forever" Requirements 

changes been approved by Chrysler? 

SUPPLY BASE MANAGEMENT 

FOREVER REQUIREMENTS 

The Supplier has documented process set-up 

procedures/instructions, including easy 

access to set-up requirements (e.g. control 

limits, independent verification, first-piece/lastpiece 

approval procedures, etc). 

Communicate to the Supply Base on the 

impact of volume reductions. Share risk 

analysis. 

Ensure communication through the Supply 

Base regarding all process changes. 

Proactively communicate with Chrysler, know 

when to raise the flag 

Notify Chrysler of proposed material or 

process changes 

Notify Chrysler of proposed manufacturing 

changes 

Watch for sub supplier issues and tell 

Chrysler about them 

Notify Chrysler of potential supply / capacity 

issues 

Proactively communicate with Chrysler, know 

when to raise the flag 

Notify Chrysler of proposed material or 

process changes 

Notify Chrysler of proposed manufacturing 

changes 

Watch for sub supplier issues and tell 

Chrysler about them 

Notify Chrysler of potential supply / capacity 

issues 

64

1. Layered Process Audits are: 

a. A system of audits performed by corporate quality to verify process 

conformance 

b. A system of audits performed by a 3rd party organization to verify process 

conformance. 

c. A system of audits performed by multiple levels of management to verify 


d. A system of audits performed by operators and line supervisors to verify 


2. The two type of Layered Process Audits are: 

a. Process Control Audits and Preventive Maintenance Audits 

b. Process Monitoring Audits and Error & Mistake Proofing Verification Audits 

c. Process Control Audits and Error & Mistake Proofing Verification Audits 

3. Who can perform Layered Process Audits (LPA)? 

a. Auditors trained in LPA and TS-16949 

b. Certified quality auditors 

c. Anyone trained in Layered Process Audits 

Layered Process Audits 

PRE/POST TEST 

65

4. Who owns the LPA process? 

a. Manufacturing 

b. Quality 

c. All of the above 

5. The responsibility of the Plant Manager is to: 

a. Verify all LPA audits are being performed according to schedule 

b. Conduct Process Control Audits on a weekly basis. 

c. Review all non-conformances and verify they have permanent corrective action. 

d. a and c; 

6. Some benefits of Layered Process Audits are. 

a. Reduction of build variation and defects 

b. Improvement of First Time through capability 

c. Facilitation of operator training and improvement of morale 

d. a and b; 

e. all of the above 


PRE/POST TEST 

66

7. Which of the following is not a part of developing the LPA plan? 

a. Form a Layered Process Audit team 

b. Obtain Chrysler SQA approval of plan 

c. Develop audit checklist 

d. Determine audit frequency 

8. The Layered Process Audit is _________ focused? 

a. Part 

b. Process 

c. Part and process 

9. During the Layered Process Audit the auditor should randomly select process 

and/or product characteristics to be measured to ensure they are within 

specification? 

a. True 

b. False 


PRE/POST TEST 

67

Layered Process Audits (LPA) - Chrysler

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