ISO-TS 16949

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<ul><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> ISO/TS 16949 () () / </p><p> . </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> - 1 Executive Summary ES - 1 </p><p> 1 1. 1-1 </p><p>1.1 1-3 1.2 1-3 1.3 1-4 </p><p> 2 1. 2-1 </p><p>1.1 2-3 2. 2-5 </p><p>2.1 2-5 2.2 2-10 </p><p> 3 ISO/TS 16949 1. ISO/TS 16949 3-1 2. ISO/TS 16949 3-1 </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> () </p><p>3. ISO/TS 16949 </p><p>3-3 </p><p>4. ISO/TS 16949 3-7 5. ISO/TS 16949 3-8 6. ISO/TS 16949 3-9 </p><p> 4 ISO/TS 16949 </p><p>1. (Certification Bodies) 4-1 2. (Consultants) (Auditors) 4-2 3. 4-4 </p><p>3.1 (Direct Suppliers) 4-4 3.2 (Indirect Suppliers) 4-5 3.3 ISO/TS </p><p>16949 4-5 </p><p>4. 4-9 </p><p>4.1 4-9 </p><p>4.2 4-10 </p><p>4.3 4-15 </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> () </p><p> 5 1. ISO/TS 16949 5-1 </p><p>2. 5-1 </p><p>3. 5-2 </p><p> . -1 </p><p>. -1 </p><p>. -1 </p><p>. ISO/TS 16949 </p><p>-1 </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> 2.1 20 2548 2-6 2.2 </p><p>2-7 </p><p> 2.3 2-10 3.1 ISO/TS 16949:2002 </p><p> 3-4 </p><p> 3.2 3-7 3.3 </p><p> ISO/TS 3-8 </p><p> 3.4 ISO/TS 16949:2002 </p><p>3-9 </p><p> 4.1 ISO/TS 16949 4-2 </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> 2.1 </p><p>2-1 </p><p> 2.2 2531 2545 2-3 2.3 </p><p> 2-8 </p><p> 2.4 2548-2549 2-9 2.5 2545-2548 </p><p> 2-9 </p><p> 2.6 2-11 </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> - 1 </p><p> 95% 40% 2548 14 1 ISO/TS 16949 ISO/TS 16949 ISO 9001 QS 9000 ISO/TS 16949 ISO/TS 16949 () ISO/TS 16949 ISO/TS 16949 </p></li><li><p> ISO/TS 16949 </p><p> Leadership </p><p>2010 </p><p> - 2 </p><p> ISO/TS 16949 2nd 3rd tier ISO/TS 16949 ISO/TS 16949 ISO 9001 (Auditor) ISO/TS 16949 ISO/TS 16949 ISO/TS 16949 : 2002 </p></li><li><p>Study Report Effects from Automotive Standard ISO 16949 : 2002 to Thai Automotive Industrial Sector </p><p> Leadership </p><p>2010 </p><p>Management System Certification Institute ES-1 </p><p>Executive Summary </p><p>Currently, Thailand is known as the regional manufacturing base of major worlds leading automotive companies. Its automotive production has surged continuously and broke one million vehicles milestone of production in the year 2005. This made the country to be ranked at the 14th largest automotive producing country in the world. Nearly 40% of its production was exported around the world, in which the rest served more than 95% of its domestic demand. </p><p>Based on the ISO 9001 and QS 9000 standards, the International Automotive Task Force has developed and initiated standard on the automotive components and parts, called ISO/TS 16949. It is now widely accepted by major automotive makers around the world. This standard will involve all activities in the automotive supply chain from parts and components producers, car assemblers, and supporting services. Those who are in the supply chain in automotive parts and components must implement their business following the light of ISO/TS 16949. </p><p>Nowadays, Thailand has become the home of world-class foreign investors in automotive and motorcycle manufacturing industries, coming from various parts of the world such as Japan, USA and European. In their business practices especially on the parts and components, they might have different business policies, strategies and ways of doing businesses, but one common thing that they have obligated to do the same is quality assurance. The quality of parts and components supplied to automotive makers from supporting companies via supply network is crucial to quality of manufactured automobiles, in which it will be effect on consumers confidence on their products in both domestic and international markets. ISO/TS 16949 is one of instruments which automotive companies use to select their eligibly qualified parts and components suppliers. Therefore, for those Thai parts suppliers with systems certified for the ISO/TS 16949 standard, they would basically be certified in their manufacturing quality as capability in manufacturing products up to standard which is required by their customers (automobile manufacturers). Moreover, since ISO/TS 16949 has been well recognized by most of automotive manufactures, those certified ISO/TS 16949 parts and components suppliers are able to supply their products to all automobile companies without having to be certified on many different standards. Being ISO/TS 16949 certified, for Thai parts suppliers, therefore would be beneficial in helping them in cutting costs for not necessary to get certified for other standards. As a result, it will help them to manage and maintain their standard, and to improve their production quality up to international standards. </p></li><li><p>Study Report Effects from Automotive Standard ISO 16949 : 2002 to Thai Automotive Industrial Sector </p><p> Leadership </p><p>2010 </p><p>Management System Certification Institute ES-2 </p><p>As result of our interviews, even though many agencies concerned might view that the establishment of the ISO/TS 16949 standard may not be necessary for Thai parts suppliers at the moment. This is due to the fact that this standard is currently accepted only by American and European automobile manufacturers, whilst this standard is not a compulsory for the Japanese automotive makers, and moreover Thai suppliers are attached most of their parts and components businesses with Japanese automotive manufacturers. As far as, the view of private sector is concerned, this standard has been well accepted, and they see it as an instrument for creating business opportunities. Many suppliers in the line of supply chain have been alert and seek for being certified since ISO/TS 16949 standard first introduced. Currently, quite a number of Thai companies were successfully certified under this standard. Some were forced by business requirement. On the other hand, many companies voluntarily seek for being certified in this standard in order to ensure customers on quality of their products, in which it will in turn to expand their business opportunity. And the government sectors provide training program relating to ISO/TS 16949 standard and subsidize for hiring consultants to help private sectors to attain ISO/TS 16949 certification. </p><p>However, there are still a large number of parts and components companies who are not certified in any type of standard on management. Based on their capabilities in implementing the ISO/TS 16949 standard, they could be divided into two groups. The first group is those who are certified in other standard, and have capability in getting the ISO/TS 16949. Another is those companies who have not capability enough to get ISO/TS 16949 standard. The later are mostly the small suppliers in 2nd and 3rd tiers level. In the near future, the study foresees that this group of small suppliers will be forced to seeking for the certification of ISO/TS 16949 standard if they want to maintain their business position in supply chain of the world-class automotive makers. It is therefore urgent for these suppliers to build their foundation of understanding in this standard, in order to ensure they will be well prepared and be resilient for the upcoming requirement of automotive makers on ISO/TS 16949 standard. </p><p>Since the number of ISO/TS 16949 experts in the country is relatively low comparing with experts in other standard system, such as ISO 9000, the consulting agencies on this standard is therefore relatively low compare to other standards. However, if there is an increase in demand for ISO/TS 16949 standard certification in the future, there is strong potential in the country to develop qualified ISO/TS 16949 consultants and auditors to fulfill the demand of the industry. </p><p>In conclusion, it is necessary indeed that all agencies concern both in private and public sectors have to urge and provide support to those small Thai automotive parts and components producers to elevate and enhance their productivity and efficiency in production to meet with international standard. </p></li><li><p>Study Report Effects from Automotive Standard ISO 16949 : 2002 to Thai Automotive Industrial Sector </p><p> Leadership </p><p>2010 </p><p>Management System Certification Institute ES-3 </p><p>Urgent needs to infrastructure an improvement of standard of those small businesses to meet with ISO/TS 16949:2002 requirements are, for instance, to create an understanding on standard and human development to support the standard implementation, to provide information on standard certification, to support financially for being certified under this standard, and to improve and upgrade auditing tools and equipments. </p></li><li><p> ISO/TS 16949 </p><p> 1 - 1Leadership </p><p>2010 </p><p> 1 </p><p>1. (Attractiveness) (Competitiveness) 2548 3,483,827 1,125,316 2,358,511 1,787,586 450,000 1 1,337,586 2) 225,794 ( 203,025 22,769 ) 100,953 ( 88,795 12,158 ) 14 225,000 3 Detroit of Asia 1 10 2010 Detroit of Asia 1.8 , 800,000 400,000 (Direct supplier) 700 OEM (Indirect supplier) 1,000 4 80% OEM </p><p> 1 CBU (Completely Built Up) 2 CBU (Completely Built Up) CKD (Completely Knock Down) 3 Automotive Industry in Thailand (January 2006) 4 Automotive Industry in Thailand (January 2006) </p></li><li><p> ISO/TS 16949 </p><p> 1 - 2Leadership </p><p>2010 </p><p> 100% (Pure Thai) (Indirect supplier) OEM OEM 80% , 50% , 100% 2-3 Auto Alliance ( Ford Mazda) GM QS9000 Big 3 GM, FORD DaimlerChrysler VDA 6.1 AVSQ EAQF ISO 9001 International Automotive Task Force IATF Ford, GM, DaimlerChrysler, FIAT, Renault, PSA (PeugeotCitroen), Volkswagen AIAG (North America), ANFIA (Italy), FIEV (France), SMMT (UK) VDA (Germany)5 IATF 176 (TC176 Automotive Task Group : ATG) JAMA ISO/TS 16949 1999 2002 DaimlerChrysler 1st Tier 1 2004 Ford GM 1st Tier 14 2006 ( QS9000 14 2006) ISO/TS 16949 ISO/TS 16949 (CB) </p><p> 5 www.iaob.org </p></li><li><p> ISO/TS 16949 </p><p> 1 - 3Leadership </p><p>2010 </p><p>1.1 1.1.1 ISO/TS </p><p>16949 1.1.2 ISO/TS 16949 </p><p> 1.1.3 </p><p> ISO/TS 16949 </p><p>1.2 1.2.1 1.2.2 </p><p>ISO/TS 16949 </p><p>1.2.3 (Requirements) ISO/TS 16949 </p><p>1.2.4 </p><p>1.2.5 (CB) ISO/TS 16949 ISO/TS 16949 </p><p>1.2.6 ISO/TS 16949 </p></li><li><p> ISO/TS 16949 </p><p> 1 - 4Leadership </p><p>2010 </p><p>1.3 </p><p>1.3.1 , , ISO/TS 16949 </p><p>1.3.2 1) , </p><p> , ISO/TS 16949 , ISO/TS 16949 </p><p>2) , </p><p>3) </p><p>4) (CB) , , , </p><p>1.3.3 (Focus group) ISO/TS 16949 </p></li><li><p> ISO/TS 16949 </p><p> 2 - 1Leadership </p><p>2010 </p><p> 2 </p><p>1. 2504 Detroit of Asia 2548 14 1 2.1 </p><p> : , </p></li><li><p> ISO/TS 16949 </p><p> 2 - 2Leadership </p><p>2010 </p><p> 95% 40% 73% 25% 2% 2548 1 66.77 26.75 ( 1 ) 5.71 (Technology Assistance) 1st tier Auto Alliance (Ford) General Motor (In-house part Manufacturing) Technology Assistance Agreement 2nd 3rd tier </p></li><li><p> ISO/TS 16949 </p><p> 2 - 3Leadership </p><p>2010 </p><p> 2.2 2531 2545 </p><p> : , </p><p>1.1 1 </p><p>1.1.1 16 1.1.2 5 1.1.3 3 1.1.4 1,700 </p><p> (Raw Materials) , , , , , , </p><p>1.1.5 (Equipment Suppliers) Mould &amp; Die, Jig &amp; Fixture, Forging, Casting, Tooling, Cutting, Surface Treatment, Heat Treatment, Precision, Electronic Connector Engineering Plastic </p><p> 1 .. 2545-2549 </p></li><li><p> ISO/TS 16949 </p><p> 2 - 4Leadership </p><p>2010 </p><p>1.1.6 15 ( Dealer) 1.1.7 Dealer 1,052 , </p><p>1,200 1.1.8 (Linkage Industries) Leasing , </p><p> (Air Transport and Shipping) 1.1.9 1.1.10 1.1.11 , </p><p>, , - </p><p> 2 (Direct Supplier) (Indirect Supplier) 1 (Direct Supplier) OEM (Original Equipment Manufacturing) 1st Tier Supplier 700 Body Seat, Console Power Engine, Transmission Chassis Steering, Brake, Suspension complex module complete set logistics Global Sourcing 1st tier 1st tier 400 2 (Indirect Supplier) (Raw Materials) 2nd / 3rd Tier 1 1st Tier 1st Tier </p></li><li><p> ISO/TS 16949 </p><p> 2 - 5Leadership </p><p>2010 </p><p> Direct Indirect Supplier Indirect Supplier 1,000 </p><p>2. </p><p>2.1 2548 1,125,316 14 15 2549 10 9.03 1 10 2549 1 2548 60 40 2548 2547 CBU CKD CBU 2549 10 </p></li><li><p> ISO/TS 16949 </p><p> 2 - 6Leadership </p><p>2010 </p><p> 2.1 20 2548 () % </p><p>1 11,962,152 19.31 2 10,729,531 17.32 3 5,758,710 9.30 4 5,708,421 9.21 5 3,628,613 5.86 6 2,781,714 4.49 7 2,748,226 4.44 8 2,693,901 4.35 9 2,539,865 4.10 10 1,797,773 2.90 11 1,669,563 2.70 12 1,642,070 2.65 13 1,340,947 2.16 14 1,125,316 1.82 15 1,032,481 1.67 16 951,493 1.54 17 879,277 1.42 18 714,871 1.15 19 551,267 0.89 20 508,718 0.82 21 1,182,153 1.91 </p><p> 61,947,062 100.00 </p><p> : 2549-2553 </p></li><li><p> ISO/TS 16949 </p><p> 2 - 7Leadership </p><p>2010 </p><p> 2.2 - () </p><p> 2545 2546 2547 2548 .-. </p><p>2548 .-. </p><p>2549 % </p><p> 584,951 750,512 928,081 1,125,316 918,121 1,001,017 9.03% </p><p>- 169,231 251,684 304,349 277,603 228,194 250,910 9.95% - 1 382,297 468,938 597,914 822,867 669,075 730,863 9.23% - 33,423 29,890 25,818 24,846 20,852 19,244 -7.71% </p><p> (CBU) </p><p>181,471 235,022 332,053 440,715 361,460 439,985 21.72% </p><p>409,362 533,176 626,039 703,437 562,132 539,840 -3.97% </p><p>- 126,353 179,005 209,110 188,211 149,481 156,060 4.40% - 1 241,266 309,114 368,911 469,657 379,585 353,049 -6.99% - 41,743 45,057 48,018 45,569 33,066 30,731 -7.06% </p><p> / </p><p>31.0% 31.3% 35.8% 39.2% 39.4% 44.0% </p><p>- () </p><p> 2545 2546 2547 2548 .-. </p><p>2548 .-. </p><p>2549 % </p><p> 1,977,144 2,424,676 3,028,070 2,358,511 1,940,823 1,775,773 -8.50% (CBU&amp;CKD) </p><p>585,320 604,995 831,287 1,337,586 1,098,484 1,287,193 17.18% </p><p>1,332,744 1,755,297 2,033,766 2,108,078 1,732,790 1,736,386 0.21% </p><p> / </p><p>29.6% 25.0% 27.5% 56.7% 56.6% 72.5% </p><p> : , </p></li><li><p> ISO/TS 16949 </p><p> 2 - 8Leadership </p><p>2010 </p><p> 2.3 </p><p>-</p><p>500,000</p><p>1,000,000</p><p>1,500,000</p><p>2,000,000</p><p>2,500,000</p><p>3,000,000</p><p>3,500,000</p><p>2545 2546 2547 2548</p><p> (</p><p>)</p><p> (CBU &amp; CKD)</p><p> : </p><p> 2548 440,715 136,354 79,170 75,294 </p><p>-</p><p>200,000</p><p>400,000</p><p>600,000</p><p>800,000</p><p>1,000,000</p><p>1,200,000</p><p>2545 2546 2547 2548</p><p> ()</p></li><li><p> ISO/TS 16949 </p><p> 2 - 9Leadership </p><p>2010 </p><p> 2.4 2548-2549 </p><p>44,80</p><p>8</p><p>25,58</p><p>6</p><p>23,44</p><p>9</p><p>33,93</p><p>9</p><p>47,41</p><p>9</p><p>40,60</p><p>2</p><p>58,51</p><p>5</p><p>176,7</p><p>18</p><p>277,9</p><p>55</p><p>23,81</p><p>4</p><p>15,12</p><p>1</p><p>31,20</p><p>9</p><p>26,69</p><p>2</p><p>52,88</p><p>8</p><p>136,7</p><p>01</p><p>227,8</p><p>29</p><p>-</p><p>50,000</p><p>100,000</p><p>150,000</p><p>200,000</p><p>250,000</p><p>300,000</p><p>Toyota Isuzu Honda Nissan Mitsubishi Chevloret Ford Others</p><p> (</p><p>) 2548 2549 (Jan-Oct)</p><p> : 2.5 2545-2548 </p><p> 2545-2548</p><p>745 1 74 257</p><p>79,170</p><p>40,609 38,563</p><p>75,294 69,649</p><p>136,354</p><p>-</p><p>20,000</p><p>40,000</p><p>60,000</p><p>80,000</p><p>100,000</p><p>120,000</p><p>140,000</p><p>160,000</p><p>To</p><p>yota</p><p> Mo</p><p>tor</p><p>Th</p><p>aila</p><p>nd</p><p>MM</p><p>C S</p><p>ittip</p><p>ol</p><p>GM</p><p> (T</p><p>ha</p><p>ilan</p><p>d)</p><p>Au</p><p>to A</p><p>llia</p><p>nce</p><p>Ho</p><p>nd</p><p>aA</p><p>uto</p><p>mo</p><p>bile</p><p>(Th</p><p>aila</p><p>nd</p><p>)</p><p>Isu</p><p>zu M</p><p>oto</p><p>rT</p><p>ha</p><p>ilan</p><p>d</p><p>Sia</p><p>m N</p><p>issa</p><p>nA</p><p>uto</p><p>mo</p><p>bile</p><p>Th</p><p>ai H</p><p>ino</p><p>Ind</p><p>ust</p><p>ry</p><p>Nis</p><p>san</p><p> Die</p><p>sel</p><p>(Th</p><p>aila</p><p>nd</p><p>)</p><p>Th</p><p>ai-</p><p>Sw</p><p>ed</p><p>ish</p><p>Ass</p><p>em</p><p>bly</p><p>BM</p><p>WM</p><p>an</p><p>ufa</p><p>ctu</p><p>rin</p><p>g(T</p><p>ha</p><p>ilan</p><p>d)</p><p> ()</p><p>2545</p><p>2546</p><p>2547</p><p>2548</p><p> : </p></li><li><p> ISO/TS 16949 </p><p> 2 - 10Leadership </p><p>2010 </p><p>2.2 203,025.09 10 2549 17.10 37.07 </p><p> 2.3 () </p><p> 2545 2546 2547 2548 .-. </p><p>2548 .-. </p><p>2549 % </p><p> (CBU) 82,825.94 102,208.06 149,232.80 203,025.09 167,870.98 196,580.77 17.10%...</p></li></ul>