AIAG Quality Guides

Quality capability and capacity in the supply chain are common concerns across manufacturing sectors. Decades ago, the Automotive Industry Action Group (AIAG) brought the domestic automakers together to develop common quality methods and tools for the supply chain. These became known as the Core Tools, i.e., SPC, MSA, FMEA, APQP, and PPAP. These tools are now being used by other manufacturing sectors, e.g., Aerospace, Defense, and Pharmaceuticals.

Later AIAG work produced the quality standards QS-9000 and its successor, ISO TS/16949. The latest chapter from AIAG is their new common Sub-Tier Supplier Management Process Guide (CQI-19) produced by major direct suppliers to align the performance expectations for their suppliers.

Sub-Tier Supplier Management Process Guide (CQI-19) The CQI-19 Guide was developed to address common issues in the industry, defines the minimum quality-related requirements for Sub-Tier suppliers, and provides explicit guidance on effective identification and control of Pass-Through-Characteristics. It also defines the minimum content for use in an organization’s supplier risk and quality system assessments, and lists qualifications for supplier development “coaches”, resulting in higher quality and lower cost to all members of the supply chain.

Effective Problem Solving Practitioner Guide (CQI-20) The Effective Problem Solving Practitioner Guide provides the latest automaker thinking on root cause analysis and effective problem solving. It focuses on the process and the roles of the problem solving team members to resolve difficult problems. It provides guidance on which quality tools are most effective at each stage of the process.

The CQI-20 Guide was developed due to concerns expressed by automakers and suppliers about the ability to prevent problem recurrence. In fact, at the time of publication, corrective action (clause 8.5.2) was the top cause of ISO TS/16949 major nonconformities issued by certification bodies. This Practitioner Guide, along with the Effective Problem Solving Leader Guide, defines what must be done by an organization to address this concern.

We are all problem solvers at some level. Effective Problem Solving is applicable across an organization at all levels, from top management to the factory floor. This new CQI-20 Guide provides current automaker thinking on this evolving subject, with practical guidance in a more user-friendly format. The guidance is targeted for those who have to manage or implement complex problem solving, especially where the use of cross-functional teams is required.

Areas of CQI-20 emphasis include effective problem identification, moving beyond containment, knowing when to engage a supplier, selecting the best option among alternatives, what tools are most applicable in each stage of the process, and more. This Guide can help you eliminate complex recurring quality problems.

Effective Problem Solving Leader Guide (CQI-21) Quality pioneers Edwards Deming, Joseph Juran, and Phillip Crosby, among others, began their careers as quality practitioners. As their experience grew, they shifted their attention from the tools for quality to focus on top leadership and creating an organizational culture where quality can be nurtured and achieved. It is no different today.

Deming pointed out that the commitment of top management to quality and productivity is not enough. He said they must know what it is that they are committed to, that is, what they must do. These obligations cannot be delegated. Support is not enough. Action is required. The CQI-21 guide focuses on the leader’s role in establishing the culture for problem solving teams and effectively engaging with them to prevent problem recurrence (which results in poor quality and lost profitability).

Cost of Poor Quality (CQI-22) The new Cost of Poor Quality Guide (CQI-22) was in response to evidence that quality metrics expressed more in terms of money, the language of management, will continue to be a key driver of quality improvement. Quality pioneers Joe Juran and Phil Crosby advocated the use of Cost of Quality as the way to measure quality in an organization. Crosby noted that companies report on other functions, e.g., sales, inventory, and compensation in terms of money, but not quality.

Many companies waste up to 35% of their operating budgets doing things less efficiently than possible or by failing to capitalize on opportunities. The CQI-22 Guide will help identify and quantify where the inefficiencies exist, effectively communicate these deficiencies to upper management, and prioritize the actions needed for immediate operational improvement and reduction in variance.