The Automotive Industry Action Group’s CQI-8 Layered Process Audit Guideline is a great resource for learning more about what goes into. AIAG CQI LAYERED PROCESS AUDIT GUIDELINE. Check our one-day seminar on CQI 8, it provides attendees with an understanding of Layered Process Audits (LPA).

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The real downside of the LPA is the same as any method required or suggested by any management system standard: One of the principal purposes of industry standard practices is to address commonly observed issues that are not isolated to any one company, commodity, or process within the industry.

Audit Non-conformance Reaction — What is the plan when a non-conformance is found? A method to verify that quality documentation instructions, control plans, etc.

Sample items in a Layered Process Audit check-sheet might be these: Improve product quality and customer satisfaction. Therefore, the scope of a Layered Process Audit is limited to the identified processes and process steps requiring special attention due to their criticality to customer satisfaction rather than being a broad check of process compliance.

Layered Process Audits, when implemented as described in this Guideline, address all these issues. They find their origin in the well-known PlanDo-Check-Act continuous improvement cycle. A short list of key and high-risk processes, process steps, and procedures.

The purpose of these Audits is to ensure continuous conformance to the process; however, it is also useful for driving continuous improvement by implementing corrective actions that correspond to Layered Process Audit nonconformances. Other similarities between gemba walks and LPAs include: Mark Whitworth With nearly 25 years of management, technology, and entrepreneurial experience, Mark Whitworth specializes in architecting global, cloud-based software platforms and developing partnerships to help clients enhance performance, control and flexibility throughout the production and process life cycle.


Subscription pricing is determined by: Layered Process Audits serve to verify that critical procedures and processes are followed by the various functions within an organization.

Layered Process Audits are monitored for completion and issues found. Evidence that customer delivery requirements have been met. While it might be possible to implement Layered Process Audits in non-manufacturing environments for example, Product Developmentsuch usage alyered require a modified approach.

Conducted only by an inspector procees lab technician. Innovation — With a sense of urgency, we drive and support the development and implementation of common, leading-edge solutions that provide value to the automotive industry and its customers. The closer the auditor is to the level of the area being audited, the more frequently that auditor will conduct the Audit.

Operators, supervisors, department managers, plant managers, and company presidents conduct the Layered Process Audit.


Reinforce key or layeted process steps, including safety requirements. Please first verify your email before subscribing to alerts. BeforeDaimlerChrysler and General Motors required different process review approaches, including different approaches for Layered Process Audits. Layered Process Audits are not: Layered Process Audits conducted in manufacturing facilities are owned by Manufacturing Management. The results are recorded and reviewed regularly.

Layered Process Audits facilitate this two-way guidelline. Measure and encourage work process standardization. Both practices involve multiple layers of management who participate at different times.

LPAs let you correct problems and log corrective measures on the spot, so you only have to send larger issues to the corrective action system.

Audit Items — What are we going to audit? Management should review the status of all corrective actions and provide support and resources when necessary. Each organization may choose to develop specific requirements for Layered Process Audits, for example, the frequency of the audits or the minimum topics to be included in the question sets.


Typical Steps for Developing and Implementing Audits A cross-functional team identifies existing key process steps to audit. Reduce errors, reduce scrap, increase First Time Through, and therefore reduce costs. Layered Process Audits are conducted on time. By uncovering issues internally before they become customer problems, suppliers can expect as much as a percent reduction in returns.

CQI – 8 : Layered Process Audit Guideline

So, what does that kind of commitment look like? Due to the scope and purpose of Layered Process Audits, operations management of the areas where the Audits are conducted must layerer the process. The first line supervisor checks key tuideline and process steps that everyone is aware of since they are on the published Layered Process Audit check-sheet.

Our focus is to continuously improve business processes and practices involving trading partners throughout the supply chain. Standards Subscriptions from ANSI provides a money-saving, multi-user solution pocess accessing standards.

Many aerospace suppliers see the benefits of LPA in the auto industry, but they are reluctant to do it themselves because of the administrative overhead. Although organizations with mature lean programs are primed for Layerec, the most important ingredient for success is a genuine commitment to improving quality.

LPAs complement gemba walks by providing: There are five factors that should be considered: We have no amendments or corrections for this standard. The basic approach for the Audits is an established concept; therefore, there is no competitive advantage for any particular OEM to develop a custom approach.