Advanced Product Quality Planning - APQP - SupplyOn

Advanced ProductQuality Planning (APQP)Automotive &Semi-conductor productsGuenter Pilch15-Apr-2008Cooperation resultsCustomer & supplier

OverviewPresentation – OutlineSTMicroelectronics – short company profileAPQP - Principles(APQP = Advanced Product Quality Planning)Quality vs. Business vs. CommunicationBusiness model & LiabilityTool positioningExample, screen shotBusiness modelTool performanceQuestions & Answers(30 min)SupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 1

STMicroelectronics – Short company profileSome key data (basis: year 2007)...#5 of semi-conductor companies, 10 Billion US$ RevenueBroad range supplierSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 2

STMicroelectronics – Short company profileAdditional highlightsHigh focus on Automotive (15% of revenues)Several certifications (ISO/TS16949, ISO14001, ...)Different awards, Quality, Environment, ...SupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 3

Some personal Information2 min. introduction about myself...to explain also the focus of evaluation which is shown afterwardsSince 12 years at ST - Automotive Business Unit / DivisionDifferent positions inTechnical Sales & MarketingProject management, Foundry, ASICs, Micro-controller with eFlash(Customer oriented) Program management, Quality (PPAP, APQP, ...)ActuallyCustomer Requirements Management (Contracts, Agreements, ...)Project management, micro-controller cooperationbetween ST and another well known semi-conductor companyInternal certified trainer for different courses regardingproject management and product devlopmentSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 4

APQP – PrinciplesAIAG (Automotive Industry Action Group) – “Standards”Common resultwe need fine tuning for semi-conductors(“standard” comes originally from a “mechanical world”)And for semi-conductors?we need different „APQP levels“ for ASSPs & ASICs or uC with eFlash(added value vs. follow-up = costs)final result from APQP has to be also the major input for PPAP(Production Part Approval Process)SupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 5

Common understanding...Business model & LiabilityLong term business relationship is the target of both companies(basic business rule for Automotive....)Customer & Supplier have to work together to have success(ASICs, high temperature application, safety, ...)Data will be entered basing on „best known“ statusNo legal liability paragraphs or direct data to control production(innovation and good communication & spirit has high priority)Early warnings is in place(regular project team and management reviews)SupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 6

Quality vs. Business vs. CommunicationWho is involved...?Common result:added value for both companies(project confidence vs. work effort = costs)Risk evaluation matrix needs to be reasonable(electronics vs. mechanics)Risks have to be understandable and must be expressed clearly(design vs. marketing vs. ...)Constructive interaction & communication(more then just pure “checklist” follow-up)Outputs needs integration in the review processSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 7

Tool positioningTool positioning vs. Development process„Supply-chain of information“for Quality & project management vs. internal processesTool positioningvs. development process & other toolsSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 8

Tool – Supplier view – Screen shotStructured dataIndicators (GYR)Same basis for discussion Customer/SupplierReportSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 9

elative score [%]BusinessmanagementData securityAccess rightsData entry -conceptUserfriendlinessDataImport/ExportProjectmanagementRiskmanagementSafe launchFuture trendsBusiness model – Proposal for improvementSemi-conductor related key itemsEvaluation matrix defined by customercan still be improvedFuture trendsAIAG gives some good guidelines,but we need more! (SW, application)Safe launchthere are more then just technical risks...Introduce more link of APQP vs. PPAPin internal working procedures(development – production release)Data storage15 years data storageBusiness model302520151050Business Model - Customer & SupplyOn's Tool performanceevaluated itemsmax scoreresultThere was and is a very constructive spirit between our customer and STto discuss very openly results and needs from both side! Thank you for that!SupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 10

elative score [%]BusinessmanagementData securityAccess rightsData entry -conceptUserfriendlinessDataImport/ExportProjectmanagementRiskmanagementSafe launchFuture trendsTool performanceTool evaluation – Positive itemssecurefast & user friendly toolclear status overviewsupports interactionbetween Customer & supplier302520Business Model - Customer & SupplyOn's Tool performance1510max scoreresult50evaluated itemsSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 11

elative score [%]BusinessmanagementData securityAccess rightsData entry -conceptUserfriendlinessDataImport/ExportProjectmanagementRiskmanagementSafe launchFuture trendsTool performanceTool – some proposals for the futureProject managementintroduction of action follow-upRisk managementshould include a weighting of items(can also be a „generic“ Project FMEA)Data exportvery limited for supplier(download of a snap shot)Data storage/formathow to ensure data access in some years?302520151050Business Model - Customer & SupplyOn's Tool performancemax scoreresultevaluated itemsWe are confident that with a fair effort (=costs) also theseitems can be improved to provide a suitable and state-of-the-art solution.Attention: We have to consider the Tool & Business model togetherSupplyOn Executive SummitGuenter Pilch15-Apr-2008Page 12