Originator: Stephen I. Dains/sdains
Page 2
Date Issued: 2-16-04
guidebookcommon spring 2004.doc
DateRevised: 5/6/2004
D0107
There shouldbea reportingmethod for periodic reviews of quality levels or quality progress
monitoring.
D0108
It is recommended that statistical analysis (including statistical process control) beusedwhenever
practical to track quality progress andprocess control.
D0109
Management responsible for quality control shouldperiodically attend seminars or classes on
quality. There shouldbeemployee trainingonproblemanticipation.
D0110
Anup todateorganizational chart shouldbe readily availablewithall management levels and
major functions representedwith their areas of responsibilities clearly identified.
D0111
TheOEMmotor vehicle industry ismoving towards ISO/QS9000 certification. It is recommended
that theaftermarket builders also consider pursuing ISO/QS9000 certification.
D0112
All buildersmust be registeredwithNHTSA, Transport Canada, or bothas appropriate.
D0200 EMPLOYEE INVOLVEMENT
D0201
Management's participation in regularly scheduledmeetingswithemployees helps display
commitment ("they take the time to listen"). Employee involvementmeetings canbea forum for
the freeexchangeof ideas, employee tomanagement, and for "quality circles" to focus ondefect
preventionandproduct variation reduction.
D0202 Employees shouldbe included in regularly scheduledmeetingswithmanagement to share ideas
for process andquality issues, brain storming, and for feedback.
D0203 There shouldbea formal trainingprogram for operators and foremen to cover process controls,
critical items, C/FMVSS requirements, andOEM chassis requirements.
D0204
Anewemployeeorientation / trainingprogram shouldbeestablished. Trainingmilestones should
bedocumented.
D0300 ENGINEERING
Soundengineering skills areessential to thedevelopment of quality products andmanufacturing
operations. If your company does not includea formal engineering function, analternate source
of engineering support andexpertise shouldbeemployed (i.e., anengineering consulting firm, a
professional engineer, or a local university). The individual(s) assuming theengineering role
shouldbe responsible for coordinatingall theprocess andquality control issues andproduct
design requirements, includingC/FMVSS compliance. Engineeringanalysis shouldbe conducted
at least onceeachmodel year andwhenever thebuilder or the chassisOEMmakeproduct
revisions thatmay haveanaffect onproduct sign-off. Refer to theapplicable year
Incomplete
VehicleManual
for a summary of pertinent C/FMVSS requirements. Sales documentation should
not includeany options that havenot been fully engineeredand certified.
If abuilder desires to
deviate from thepublishedFordguidelines (thisbook, IVM, BodyBuildersBook, Bulletins,
etc.), engineeringanalysis/testing is required tosupport thedeviationandappropriate
documentation is tobepresented to theFordassessment team for review.
D0301
Root-causeproblem solvingmethods shouldbe adoptedby both the servicenetwork and the final
stagemanufacturer. SeeAppendixXI for FordMotor Companys 8-DProblemSolvingGuidelines
andOverview.
D0302
Engineeringor production shouldbeable todemonstrateexamples of newdesigns that have
been incorporatedor areunder study to improve theproduct as a result of theabove root-cause
problem solvingprocess.
