GM 1927-36

BUILT IN QUALITY
SUPPLY-BASE (BIQS)
ELEMENTS
PRESENTATION

This presentation was developed by General Motors Corporation Global Supply Quality & Development.
All rights reserved. No part of this material may be reproduced in any form, or by any method,
for any purpose, without written permission of General Motors .
GM 1927 36 GROUP C ELEMENTS
BIQS INSPECTION GATES / VERIFICATION STATIONS SLIDE 3
BIQS FAST RESPONSE PROCESS SLIDE 11
BIQS QUALITY FOCUSED CHECKS SLIDE 25
BIQS FEEDBACK / FEEDFORWARD SLIDE 38
BIQS ELEMENT –
INSPECTION GATES
(VERIFICATION STATION/FINAL
INSPECTION/GP12)
BIQS Operating Guideline
 BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12

Verification Station is a confirmation area that validates the quality of several processes
before the product moves to the next value added assembly process or location: Ex. Body
Shop Verification then to Paint Shop – ensuring the body is to standard prior to adding the
Elpo/Primer and Paint.

Verification Station confirms that previous processes output is to the defined standards.

It provides the means to identify out of standard conditions and draw attention to the
support required to go back to standard.
It establishes an alarm system to escalate the severity of the problems to the right levels of
the organization and Prevents defects from flowing from one major process to the other ,
reducing the overall cost of poor quality.

Confirmation or checks should be included based on potential downstream impact or severity, real data
from various customers. It supports confirmation of problem solving closure of past improvements.
 BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12

1. To protect GM assembly from quality non-conformances during critical periods including

Launch.
2. To Document the supplier's efforts to verify control.
3. To Validate the supplier’s production control plan.
4. To Prevent escape of defects.
5. To Ensure that any quality issues that may arise are quickly identified, contained, and
corrected at the supplier's location.
6. To Engage team members in Problem Solving to meet improvement goals and solve
problems as they occur.
7. To Ensure feedback from downstream customers.
8. To Improve first time quality (FTQ) and process capability.
 BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12

• Establish where critical processes come together to provide a standardized

work to confirm key quality requirements are achieved.
• Document and train standardized work to team members working in the
verification station.
• Establish an escalation system to allow for team member to stop the line
when quality standards are not being achieved.
• Initial standardized work should be developed based on upstream severity
and downstream impact.
• Follow up utilizing feed forward/ feed back concept should demonstrate
with data the effectiveness of a verification station.
 BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12
PROCESS DIAGRAM
(Example)
OP 10 OP 20 VS
Feed Forward (Example)

OP 50 OP 40 OP 30

VS CARE / Dock Audit

GP12
Feed Back
Warranty Customer Liaison

Verification Station(s) can be placed anywhere in the process.

Alarm & Escalation should be applied to each step in the process.
CARE (Final Inspection) / GP-12 must be placed in the end of process.

7
BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12

•
•
•
• •
•
• •
PT
Product Quality Standard (PQS) PQS Document # :
6.FE.I.2.01.04.ULOC
•
Plant: FE. Flint Engine Area Name: 2. Engine
Type: I. In Process Category Name 01. Block Machining Product Line :
No Reference #: 04. 6. HFV6 Engine

1
Item
Point of use:
Standard / Frequency
ULOC
Criteria - Sketch •
Hole #420 Cup Feature: Appearance
plug misaligned Criteria: No visual gap between plug & hole #420
(PCP) Method: Visual

Suspect - Hole #420 Cup Plug Cocked Good - No gap between plug & block

PCP = Process Control Plan, EAD = Engineering Ass’y Document, Print, CUST = Customer requirements, Other
This document is uncontrolled when printed, controlled versions are kept electronically.
Master PQS Form Revision Level: 4 PQS Content Revision Level 2012-03-01
BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12

Successive Checks Control Plan minimum

requirements
1. Item description
2. Customer impact
For each inspection the info provided is the
following:
3. Where the item is inspected and how many
times for production and Quality
3a. Workstation or Verification Station where the
item is being checked
3b. Type of Control
4. Additional Information / Observations
5. Document Control (Owner, update and
approval)
BIQS –
INSPECTION GATES/VERIFICATION
STATION/ FINAL INSPECTION/GP12
(Example)
Defects Leaving VS Station - Feedback
Defects Entering VS ➢
➢Inspection of product (Attribute/Variable) ➢ Formal Customer Complaints - Reports
➢Prioritizing of defects ➢ Team Performance Data, FTQ & SCRAP Trend
➢Alarm Escalation Procedure Charts (over time), Direct Run, Safety.
➢Immediate Responses – Record of Calls
for help and escalation.
➢
➢Meeting Assignments
➢Pareto Analysis, Defects over time
➢ Attendees Sign-in Sheet

Problem Solving –
Driving fixes into station - BIQ
➢ Team select new problems based on
pareto analysis, assignable cause.
➢Team reports out weekly on status
➢ Tracking R, Y, G Reviewed for
roadblocks, problem escalation.
BIQS ELEMENT –
FAST RESPONSE
BIQS Operating Guideline
 BIQS – FAST RESPONSE (FR)

• Fast Response is a meeting that provides communications in a standardized approach to

problems that are or will need to be solved.
• It helps identify discrepancies between the current situation and an existing standard or
expectation “out of standard condition”.
• Uses a problem solving process that focuses on eliminating the recurrence of the root
cause through corrective actions.
• Fast Response is a system that standardizes reactions to significant internal and external
quality failures.
 BIQS – FAST RESPONSE (FR)

• To ensure that quality issues are immediately addressed through disciplined execution,
the process establishes focused criteria to drive the Fast Response to resolve issues and
provide feedback (BIQS Element Feedback / feed forward) in a meeting structure.
• A manufacturing environment provides many opportunities (problems). The Fast Response
meeting provides priority.
• Engages and supports team BIQS Element Problem Solving. It is NOT a Problem Solving
meeting.
• Provides the status of a problem through visual tracking (BIQS Element Visual
management).
BIQS – FAST RESPONSE (FR)
 BIQS – FAST RESPONSE (FR)

It should be a manufacturing review meeting • All Customer and Internal issues

owned by Manufacturing and supported by Quality, communicated (Fast Response tracking
• All significant quality issues Engineering, Maintenance, and support staff. Steps: sheets)
(Customer, Quality Inspection ❖ Identify problem •Each issue is documented and Standardized
Station, GP 12, etc). ❖ Make it visible Problem Solving method utilized.
• Use Fast Response as a system that ❖ Have good standards (standardized work) • Containment in place (Log Sheet)
standardizes reactions to significant ❖ Good PFMEA •Quality Alert posted.
internal and external quality failures. ❖ Robust design • Real Root Cause identified and corrected.
• Fast Response meeting provides •Standardized meeting time. Consistent. • Lessons Learned documented PFMEA
priorities to occurring issues. • Establish the key Leader who leads the meeting • Control Plan updated.
• It should be a 10 - 20 minute stand (Plant Manager for example) • New or Updated Standardized Work and
up meeting held on the shop floor • Establish the FR team structure (attendees) operator re-trained.
held daily. Some organizations have
• • Training of new standards provided.
FR meetings each shift.
•Updated Quality Focused Checksheet
•Ensure proper support from all disciplines through • Fast Response Visual Tracker.
attendance. •Layered Audit – Confirms actions completed.
•Establish the next report out date for the issue if it • Read across of corrective actions to similar
is not closed. operations

Both Customer and Major Internal Issues are addressed in FR meeting

BIQS – FAST RESPONSE (FR)
 BIQS – FAST RESPONSE (FR)

Departments identify their significant concerns from the past 24 hours which
include:
• Internal
- Error Proofing devices failures.
- Verification Stations/GP12 findings based on data collected.
- Layered Process Audits (systemic issues)
- Line stops and Teardown issues
- Containment activities
- Dock Audits
• External
- SPPS (PRR), Liaison issues, Customer calls, Warranty
- Supplier concerns (suppliers should be notified in advance when they have to report out
at FR meeting.

All significant quality issues are being tracked on Fast Response board.
 BIQS – FAST RESPONSE (FR)

ABC Company - Quality Fast Response Tracking Board EXIT CRITERIA

STATUS KEY
1) Required but not initiated
R 2) Target Date Missed
Y Initiated but not complete
Target Timing, Status, & Date Green G Complete
24 H 7D 14 D 34 D 35 D 40 D N/A Not Applicable

Actual Closed Date

Operator Instructions

Forecasted Closed
Field Rep Ranking

Open > 40 Days=R

Next Report Date

Customer Closed
Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Layered Process
Program/Product

STATUS (RYG)
Proof/Detection
Who Answered

Containment -

Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Concern # /
Who Called

OVERALL
Breakpoint
By Owner
Customer

Validated
Identified

Updated
ITEM #

Owner

Audits
Name

Error

Date
date
Issue Description Action Plan / Countermeasure

G G G G G G G Y Y
1/10 PRR Hood Brkt Material Contaminated F. LaFeve 2/21 Need operator approval and training completion Y
1/11 1/18 1/24 1/24 1/25 2/13 2/15 2/20 2/20
1 Amore Mason 312869 24241198 for Work Instructions across shifts 2/19 25-Jan
Internal Radio Spt.
G G G G G G G
1/15 CAR 08- Brkt Burrs B. Adams CLOSED NA NA G
1/15 2/16 2/10 2/20 2/10 2/17 2/20
2 Sykes Jones 626 15891477 2/24 21-Feb 18-Feb
Hinge
G G G R G R R R
1/21 PRR Assy Parts mislocated on assembly McIntosh 2/22 N/A PLL Program Logic for Error Prevention device R
1/22 1/26 2/1 2/17 2/21 2/17 2/21 2/24
3 Kurtz Arnold 313123 21119878 to reprogrammed by 2/21. J. Busch - M.E. 3/2
FORD Seat Brkt
G G G G Y Y Y Y Y
1/22 NCR MNOP- Mixed Parts J. McGrath 2/22 Need to confirm LPA results and Process Y
1/22 1/24 1/27 1/27 2/21 2/20 2/20 2/20 2/21
4 Ferrer Stelzer 4219 13456-AF Documents updated. LL System input. 3/3 2-Feb
Internal Hinge
Paint dots found on loose & mis- G G G G R G G
LPA not Validated on 3rd shift. - J. Biden to
2/3 CAR 08- Assy J. McGrath 2/23 N/A NA R
built parts 2/4 2/7 2/8 2/8 2/23 2/28 2/8
5 Dowdall Mehall 632 21119878 confirm Cor. Act. By 2/22 3/15
Need Corp. Office approval on P.O. to obtain
G G Y Y Y Y Y Y Y
2/14 PRR ICS Supt. Loose 7mm bolt on front cover B. Adams 2/21 vendor intallation of Torque Monitor Upgrade. Y
2/15 2/7 2/21 2/21 3/14 3/12 3/13 3/14 3/14
6 Singh Patel 313517 99923889 Bob D. to obtain authorization. 3/26

7
BIQS – FAST RESPONSE (FR)

• The assigned owner is responsible for maintaining

each section of the tracker

• A or X will be used to indicate the status

• Quality is responsible for verifying that the

milestones are actually accomplished.

• Quality confirms effectiveness.

 BIQS – FAST RESPONSE (FR)

• The organization shall have a robust standardized Problem Solving Process in place.
• Problem Solving process is being used to correct and prevent further occurrence of issue.
• Each issue shall be documented on a Problem Solving document that is reviewed at FR
meeting to provide structure for the report out and to keep the meeting to its allocated time.
• Problem solving is driven at the Team level and all Teams are involved. Leaders are actively
involved coaching and guiding the process.
Roles and Responsibility in Problem Solving

Leadership
Engineers
Members

Manager
Leaders

Leaders

Leaders
Group
Team

Team

Plant
Area
Shift
Tasks

P a rtic ipa te in
P ro ble m S o lving
      
Le a d/F o llo w-Up o n
P ro ble m S o lving 
within a Te a m
Le a d/F o llo w-Up o n
P ro ble m S o lving 
within a Gro up

Le a d/F o llo w-Up o n

P ro ble m S o lving  
within a De pa rtm e nt

Le a d/F o llo w-Up o n

P ro ble m S o lving
a c ro s s

De pa rtm e nts
BIQS – FAST RESPONSE (FR)

•
BIQS – FAST RESPONSE (FR)

•
BIQS – FAST RESPONSE (FR)

•
 BIQS – FAST RESPONSE (FR)

How do you know the Fast Response process is working?

➢ Performance Metrics Moving in the right direction.
➢
➢ Disciplined root cause investigation is conducted consistently.
➢ Issues do not re-occur.
➢ Leadership is actively involved in the process.

What could go wrong?

➢ Fast Response process started to be used but stopped because:
➢ Problem Solving tools were not being used.
➢ Problem Solving was done in the office instead at Point of cause.
➢ Not clear definition of what “significant” issue meant
➢ Missing “whys” (Drill Deep) to identify the real root cause.
➢ Firm due dates for milestone activities (24hr, 5 day, 10 day) have not been maintained
➢ Read across not completed.
BIQS ELEMENT –
QUALITY FOCUSED CHECKS
BIQS Operating Guideline
 BIQS –
QUALITY FOCUSED CHECKS

Quality Focused Checks – is a concept focused on making every individual in the plant
a quality confirmation agent.

• Providing defined focus to each step on quality or

• Confirming that the product is exiting the station to the defined quality standard.

What should be checked? Items such as:

• Spell Checking a Document before sending

• Confirming the check is signed before sending
• Push, Click, Pull/Push on the wire harness connection
• Confirm the gap between two parts are correct with gage
• Checking the expiration on the “milk” before buying it, etc
 BIQS –
QUALITY FOCUSED CHECKS

➢Detecting and Preventing a defect from leaving a station is less costly

➢People become owners of the Quality Business.
➢People are empowered to do the right thing.
➢Quality checks provide insight to the point of cause for defects being detected by the
customer.
➢Supports the ability to sustain good standardized work in all stations
➢To ensure that high risk quality concerns from BIQS Element Fast Response and items from
BIQS Element Problem Solving corrective actions are being controlled/reviewed.
➢To ensure control of significant process elements which can impact the cost of poor quality.
( Examples: oven temperature, flow rates, laser temperature, etc.)
 BIQS –
QUALITY FOCUSED CHECKS

Quality Focused Checks • Checks should be standard

▪ Process knowledge • Operations which have caused a between shifts.
▪ Fast Response customer complaint must be • Supervisor and Team Leader
▪ Problem Solving corrective added to the Quality Focused completes updates to the form as
actions Checklist until problem solving is required, Items in the Flex Check
closed to ensure corrective section remain as a guideline for
▪ Quality Feedback
measures are institutionalized for 20 days or until the team deems
▪ Critical Operations ( items that are operator countermeasures are in place.
dependent failures.
• Team Leaders perform checks
Secondary Checks daily.
• Process Control Plan • Supervisors to review daily.
requirements: Critical Operations
• Checks within the
must have a quality focused audit
▪ Operations which have performed every shift. Torque/Tethering and Process
caused a customer complaint Control Plan sections are required
and do not change.

Goal is to prevent defects

BIQS –
QUALITY FOCUS CHECKS
 TEAM LEADER CHECK SHEET REV.3 Department TEAM: Week __/__/__
All issues that can't be fixed immediately need to be escalated to your Group Leader and documented on the Level 4/5 BPD under Q (Quality)
QUALITY FOCUS QUESTIONS: MONDAY GL TUESDAY GL WEDNESDAY GL THURSDAY GL FRIDAY GL

Model 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH
Torque/Tethering Mandatory Items
Vehicle CSN's logged here.
Team Leader initials or Stamp 1st shift top 2nd shift
Group Leader Daily
bottom
Stamp for verification
that checks were
ELEMENTS CRITERIA
Shop floor completed.
If an issue is discovered and cannot be resolved by the End of Shift, put an "X" over the CSN

Check-sheet BOLT/SCREW-BRK PED BRKT 17-CP-005L number and place the issue on the Level 4/5 countermeasure sheet under "Q" for Quality. When
documenting the issue be sure to place QFQ in the Reference section on the countermeasure
<SEE GUIDE/BFO> Visual/Paint Mark
sheet.
for each area Air bag wire @Steering
/group for Column Visual
Criteria defines the type
each shift of check that must be
conducted. The two
types will be Visual and
Additional quality checks Tactile(touch the part)or
that protect the Direct Visual and Paint Marked.
Run Rate.

The Team Leader Check Sheet should be stored in your QCOS book. The document should be
retained for no more than 30 days. Therefore, you should have no more than 4 sheets retained at
any given time.

FLEX CHECKS:

GCA Call = check 4x

IP topper Pad Scratch shift with 2hrs

Flex checks to be used for future GCA Calls and /or 24 Hr CDP cases to ensure that defects are
eliminated.

PROCESS CONTROL PLANS (PFMEA): 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH

MUTILATION CHECK SECTION: MUTILATION CHECK 1 MUTILATION CHECK 2 MUTILATION CHECK 3 MUTILATION CHECK 4 MUTILATION CHECK 5
Joint elbow pad in place and Elbow pad wraps
1 in working condition around Mag Beam

4
BIQS –
QUALITY FOCUS CHECKS
BIQS –
QUALITY FOCUS CHECKS
 BIQS –
QUALITY FOCUS CHECKS
Complete all GMS checks using O/X: O - no deviation found X - deviation found

Suggested Practice
LA All 11-Dec-07 Ensure PMP's at each station are complete and up-to-date

Daily: BIQ discipline

LA All 11-Dec-07 Ensure rotation logs are being signed and Flex Charts are accurate

Perform Audit Once A Week With Team Leader-Write In ULOC When

LA All 11-Dec-07
Complete
uloc uloc uloc uloc uloc uloc
review
Sign-off the Team Leader QPV's are completed daily, (including the LA
LA n/a 11-Dec-07
questions) with appropriate corrective actions - when required.
G
M GEN N/A 18-Aug-06 Review, initial, and file Team Leader QPV and Yellow cards.
S

Deviations from all

Ensure all alarms have been reviewed with containment strategy and
GEN N/A 18-Aug-06
signed-off.

GEN N/A 18-Aug-06

Ensure that scrap is reviewed and written up on salvage table by end of sections addressed
shift.
and documented
Validate Error Proofing Checks Are Being Completed As Per Schedule.
GEN ALL 13-Oct-13
Enter Percent Complete In Column To The Right Daily.

Reason L eg en d : W :W arran ty; JDP : JD P ower; Q CL : Q u ality Ch eck L ist; M S : M an d atory S eq u en ce; P CC: P rocess Con trol Ch eck; P AD: P rod u ction Assem b ly Docu m en t; eBO P : Bill of
P rocess, AUD: Au d it Call; O S O : T eam M em b er S en sitive O p eration ; KP C: Key P rod u ct Ch aracter,G E N= G en eral, M UT = M u tilation L A: L ayered Au d it req u irem en t

CORRECTIVE ACTIONS OR COMMENTS

WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS

AND COMMENTS MUST BE RECORDED ON THE BACK OF THIS SHEET.
SHIFT LEADER WEEKLY REVIEW: Signature: _______________________
BIQS –
QUALITY FOCUS CHECKS
BIQS –
QUALITY FOCUSED CHECKS
 BIQS –
QUALITY FOCUSED CHECKS
Quality Focused Checks: Recommendations

➢What is the standard, how to check it, why is it important, what to do if

found to be outside of the standard…….
➢Every member of the team should utilize the concept and leverage
feedback from internal and external customers
➢Quality confirmation checks can vary from every part to a volume
determined frequency to a hourly confirmation of critical process
characteristics.
➢As people, processes and product become stabilized Quality confirmation
checks should be added and deleted based on activities surrounding problem
solving or continuous improvement efforts to achieve critical quality metrics.
 BIQS –
QUALITY FOCUSED CHECKS
Quality Focused Checks: Recommendations

➢GP -12 should not be consider Quality Confirmation checks, confirming the
quality at upstream stations should provide the ability to reduce or eliminate
the GP – 12 station all together.
➢Review the list at a scheduled time interval to optimize checks.
➢A layered audit process should be used to confirm that QFCs are being
performed according to the described standard.
• RPN is higher than the expected average.
• High severity cannot be detected automatically
• A required gap between two mating components.
• Electrical connections push click pull.
• Pry checking to welded components
• Added confirmation when cycle time is below takt time.
BIQS ELEMENT –
FEEDBACK / FEEDFORWARD
BIQS Operating Guideline
 BIQS –
FEEDBACK / FEEDFORWARD

A focused communication process between a supplier (upstream) and customer

(downstream) that is based on a defined criteria and contain key messages that may impact
upstream or downstream decisions both positively and negatively.

➢Feedback = information about reactions to a product, process or behavior

➢Feed forward = It indicates a desired future behavior or path to a goal. It provides
information, images, etc. exclusively about what one could do right in the future.

A quality focused communication process between a supplier and customer that is based on a
quality criteria. Communication moves forward and back to ensure all are informed of
negative and positive impacts.
 BIQS –
FEEDBACK / FEED FORWARD

To ensure that information on quality

reaches those who need it.
Feedback – allows those delivering products to
“customer” understand changes to current
conditions or standards.
Feed-forward is letting downstream processes
know about changes to current conditions or
standards.
To ensure that decisions are made at work site by
utilizing relevant, accurate, and first-hand
information.
 BIQS –
FEEDBACK / FEEDFORWARD

• You have agreed upon standards of communication like an escalation system

• You need help to further understand a deviation to standard
• You see an out of standard condition
• You want to recognize great things or people
• You have overdrawn your bank account no money coming out
Some Examples:
• A change in a standard (asking the customer does it work?)
• A process change that may impact a customer
• Machine Downtime that may impact upstream processes or downstream customers.
• Feedback to upstream processes during continuous improvement activities

Team meetings, Customer Interface Meetings, Shift Start Up Meetings, and Fast Response
meetings are all available to communicate information upstream and downstream the
manufacturing process. Communicate when communication is necessary.
BIQS –
FEEDBACK / FEEDFORWARD
BIQS –
FEEDBACK / FEEDFORWARD
BIQS –
FEEDBACK / FEEDFORWARD
 BIQS –
FEEDBACK / FEEDFORWARD

ABC Company, INC

Quality Alerts - are a temporary device used to

QUALITY ALERT Report Date: 1/30/2017
Issue Title: Nut missed (not welded)

provide both corrective/feedback and Part Number(s): 81234567

INFO
PART
Part Name: Rail

preventive/feed forward communication to the

Problem on Vehicle: Part can not be assembled
Problem on Part: Lack of nut

PROBLEM
Part Specification: Nut welded at rail

floor operations. Deviation from Spec:

Root Cause if Known:
Corrective Action(s) if Determined:
Nut not welded

They are to be posted to inform operators / Good Bad

inspectors about current customer quality

concerns, out-of-standard process conditions, or

PHOTOS
upcoming changes in order to prevent escaped
defects.
Vehicle/Platform(s) Affected: D2XX

CUSTOMERS
Other GM Facilities Impacted: San Luis Potosi
Other OEMs supplying to GM NA
SPO, CKD, Overseas Destinations: Service Parts

OTHER
Customer Contact Single Point : E. Cuellar
Phone: 52 844 448 4455
Issued by: J. Apple, Quality Engineer
Review / Removal date: 3/3/17
 BIQS –
FEEDBACK / FEEDFORWARD

The following items must appear on the Quality Alert:

• Submission date
• Break point date
• Valid until date
• Part Identification Information
• Issue – What was the problem or concern that caused the Quality Alert to be issued?
• Identify whether the QA is Preventive/Feed forward or Corrective/Feedback
• Immediate Action – What has to be done immediately to contain and/or fix the problem?
• Sketch or pictures of the Nonconformance
• Sketch or picture of “Good” versus “Bad”
• Required signatures
BIQS –
FEEDBACK / FEEDFORWARD
 BIQS –
FEEDBACK / FEEDFORWARD
Quality Alert – Responsibility
• The Quality Systems Manager is responsible
for the Quality Alert system
implementation.
*In practice, the responsible Quality Engineer will
normally define the Quality Alert and additional
documentation requirements associated with
the individual Quality Alert notice. The posting
timeframe should be no more than 30 days from
Issue Date.
• The Group Leader will ensure that quality
alerts are posted and that the affected
employees have been informed. This is done
through the team communication process.
 BIQS –
FEEDBACK / FEEDFORWARD

Corrective/Feedback Alerts are appropriate in following situations (and should be strongly

considered as an initial action taken as part of the Fast Response process):
• Issues that caused spills, pulls, or complaints at the customer plant
• Issues that caused internal quality disruptions
• Issues that negatively impacted FTQ and scrap
Preventive/Feed forward Alerts are appropriate in the following situations:
• Out of standard process conditions (e.g. backup tooling use, backup error proofing
methods instituted, and new operators at critical operations).
• Any process, machine, tooling or manpower changes that could significantly impact the
quality of the final product.
• Any product changes (material, supplier, specifications, or new parts) that could
significantly impact the quality of the final product.
 BIQS –
FEEDBACK / FEEDFORWARD
Depending on the given situation, additional documentation and communication to the
workstation(s) may be called for. This may include: temporary job instructions (e.g.
additional gaging, touch point inspection), revised product quality standards (e.g. boundary
samples), and/or updated standardized work.
Inspection under Quality Alert conditions may include (according to problem root cause or
risk condition):
• Standardized work follow-up at workstation
• Standardized Inspection method follow-up at Verification Station or any other documented
inspection point
• 100% inspection with gages, visual, etc. at Workstation, Verification Station or any other
documented inspection point
• Manual or automatic certification marks on 100% of production at workstation or Verification
Station. When the certification is being done at the workstation, the inspector at the Verification
Station must validate that 100% of production is certified before the product leaves the department
as a part of Verification Station standardized inspection
 BIQS –
FEEDBACK / FEEDFORWARD

• Internal and external suppliers

communicate known / potential problems
and /or problem solving status to their
customers in a timely manner.
• This provides the customer with sufficient
lead time to react to upcoming changes
and take appropriate measures.
• Escaped defects are communicated
downstream
• Containment is implemented to ensure
defects do not leave the department
• Supplier visits customer departments to
feedforward any issues and “See” current
customer issues
 BIQS –
FEEDBACK / FEEDFORWARD

• Customer/Supplier relationship
• Expectations are clearly understood (product quality standards).
• Correct and accurate information flows in a timely manner.
• Problem resolution is expedited.
• Integrity of Data
• Focus resources based on customer feedback.
• Data-driven problem solving.
• Improved response time
• Unresolved issues are escalated.
• Actions are implemented in a timely manner to prevent the flow of defects