posted 26 August 1999 11:16 AM               

Inspection is a nonvalue added process that should be done only when it is necessary. A majority of incoming inspection is waste. The problem I see is that many organizations have a difficult time trying to determine alternate means. Inspection is so widely practiced, the thought of not utilizing it in Quality Planning seems foreign to many. Yet, this is only a detection method, way too late in the process. You would be better off utilizing other process control methods, as noted by someone here in an earlier post.

QS suggests a few methods of approving materials/suppliers for use. Consider these in your organization and create a program around these (and others) which will be less inspection dependent.

Regards,

posted 20 September 1999 02:07 PM               

4.2.4.2 Subcontractor PPAP

If the subcontractor is registered and submits the PPAP the first time, all subsequent shipments are "dock to Stock" i.e., no incoming inspection.
Late delivery and quality problems will signal re-evaluation.
I have used this method with a previous registrar with no problems.

posted 20 September 1999 05:35 PM               

quote:

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4.10.2.4 ö Incoming Product Quality

The supplierâs incoming quality system shall use one or more of the following methods:

1. Receipt and evaluation of statistical data by the supplier

2. Receiving inspection and/or testing (e.g., sampling based on performance)

3. Second or third party assessments or audits of subcontractor sites, when coupled with records of acceptable quality performance

4. Part evaluation by accredited laboratories

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posted 14 January 2001 04:21 PM               

The bottom line is any time there is a decision to buy some decisions should be made about what to check. Do you have critical characteristics for the material you're planning to purchase? Maybe it's just cotton cloth to cover a rack that painted parts are transported on. Maybe theres nothing critical identified. Maybe it's just quantity you want to check. Maybe your product requires a part made of hardened steel. Is the hardness a critical characteristic? Do you want the supplier to submit test data? Do you want to institute an in-house check? Do you want to sub out a periodic check to an outside lab to verify your suplliers' data?

What part does the supplier play in your decision? Does the supplier you plan to buy from already supply similar parts to you? In the same quantities and to the same precision? What if the supplier normally supplies you with plastic parts but also sells several metal parts - you're satisfied with the plastic parts you currently buy but have never bought metal parts from that supplier. Can you assume their metal processes are as capable (etc., etc.) as their plastic processes? They're approved Ship-to-Stock on the plastic parts you purchase from them, but what about the new metal parts you plan to purchase? Are you going to pre-approve them as Ship-to-Stock based upon their current record with plastic parts or are you going to establish a separate rating (and acceptance criteria, etc.) for the metal part?

The role of a supplier asseessment is variable. A mailed or e-mailed survey to be completed by the supplier? A visit to the supplier - such as a process or systems audit?

You have to be ready to explain the process you go through, with consideration the the factors noted above and others, to determine receiving requirements. As far as a CofC goes, some companies find them acceptable for their requirements. But remember - CofCs without data (and CofCs [certificate of Conformance] are typically just a 'promise' statement) are of little value.