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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One of the principal purposes of industry standard practices is to address commonly observed issues procexs are not isolated to any one xudits, commodity, or process within the industry. Operators and Supervisors will conduct the Layered Process Audit daily. You can download and open this file to your own computer but DRM prevents opening this file on another computer, including a networked server. Not keeping Layered Process Audits to their original intent by, for example, broadening them to include layeeed processes or not updating their question sets, would likely reduce the benefits of the Audits and discourage their use.

The Layered Process Audit also demonstrates to all team members that these designated, critical items are very important. New customer requirements New or modified processes or procedures in the organization that are critical to product quality Corrective actions to address experienced quality issues see section 5. The Layered Process Auditw check-sheet could contain specific items drawn from the following areas: The subheading of the article is probably accurate: An automated LPA platform makes it simple to: Layered Process Audits serve to verify that critical procedures and processes are followed by the various functions within an organization.

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.

This Guideline is not designed to introduce any significant improvements in the technology or application methodology of Layered Process Audits. 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 aufits performance, control and flexibility throughout the production and process life cycle.


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 guidelline of process compliance.

Controlling quality at multiple operational levels is a key strength of Layered Process Audits. Effective management of process capability requires identifying sources of both special and common cause variation. Completed lessons learned forms that reflect Layered Audit results, nonconformance process updates. Already Subscribed to this document.

CQI – 8 : Layered Process Audit Guideline

While these are typical benefits of Layered Process Audits, they might not be applicable to every organization. Automated equipment replaces a previously manual-dependent operation. Quality architecture means examining the performance of the system as a whole. The existence of an AIAG publication does not in any respect preclude anyone from manufacturing, marketing, purchasing, or using products, processes, or procedures not conforming to the publication. Layered Process Audits facilitate this two-way communication.

It is recommended that a training program for Layered Process Audit auditors be based on material in this Guideline starting with this section. Layered Process Audits are especially effective in sustaining process improvements and institutionalizing key process steps because all levels of the organization participate–from operators through to senior managers.

Allow operators to provide first hand feedback to plant management and see immediate corrective action implementation where appropriate. They can be developed to be operation-specific, process-specific, department-specific, product line-specific, etc.

Process compliance feedback is immediate, as are any agreed-upon corrective actions. Reaction plans are typically developed before the planning stage of the Audit and are often based on previously addressed non-conformances. This Week in Quality Digest Live.

In my experience we are moving backwards away from Lean and the Toyota Production System when we go from gemba walks to any formalized ‘audit’ process. Whitworth believes there is value in making the required LPA approach as useful as possible.

An audit that requires measuring parts or other product characteristics. Layered Audit issues are used to update companywide processes. Measure and encourage work process standardization. Any expert will tell you that doing LPAs just to check a box will never give you the same results as when you believe in their ability to truly improve quality.


Customers who mandate Layered Process Audits in one form or another will audit this compliance themselves, have the audit conducted by an approved third party, or require documentation from the organization showing Layered Process Audit process compliance. An AIAG publication is intended as a guide to aid the manufacturer, the consumer and the general public.

CQI – 8 : Layered Process Audit Guideline by AIAG –

The ongoing review of Layered Process Audit results should be structured in such a way that systemic issues within the organization can be identified and corrected across the entire organization. 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.

Procedure requires upper management to audit part, process, system, and voice of the customer. An audit typically planned for processes and procedures conducted by people.

Taking the Step from Gemba Walks to Layered Process Audits | Quality Digest

Please first verify your guiceline before subscribing to alerts. Demonstrate the importance of key processes and key process steps by having plant management review those processes and steps with the operators. Layered Process Audits, when implemented as described in this Guideline, address all these issues. Even if a piece of equipment replaces a manual operation, there might be items related to the equipment that could be added to the Audit in place of the old item e.

Operators, supervisors, department managers, plant managers, and company presidents conduct the Layered Process Audit. This is all waste. Your Alert Guodeline lists the documents that will be monitored.