Fall 2008 Navigator

8/6/2019 Fall 2008 Navigator

1/12

OMNEX

navigator

When ISO 9001:2000

arrived, replacing ISO

9001:1994 and build-

ing on the process approach inISO 14000, it

ushered in

an era of

radically

re-thinking

the concepts, ap-

proaches, and methodologies

employed in Quality Manage-

ment Systems. In fact, its impact

has been so great that it has sig-

b

systems andprinciples in

general. It

marked the

f

a list of ele-

m e n t s

( b a s i c

g o o d

b u s i -

)

f f

processes implemented in a

management driven architec-ture aligning

Customer

Epecta-

t i o n s ,

Processes,

Outputs/Results,

while requiring the managed

f -

cesses, products, and customer

f.

In contrast, the 2008 release of

ISO 9001 seems to be arriving

like Carl Sandbergs fog, on lile

cat feet -

. T b -

f (

latest being the FDIS, epected

b b

Amendment to the standard in

Nb) -

phasized that the Amendment

incorporates no new require-

Your customer is constant-

ly asking you to change,

b ? I -

, b

. T ,

f f

are driving changes in customer

demand and understand how

they impact the demands on

z. T

takes a look at how Quality,

P, C, L-

f f

company.

Quality

Consumers have zero tol-

erance for poor quality.

I Q

of the most important

metrics for ranking a

performance,

and this all

centers around customer s

f. T

dards high, automakers a

f nate waste and improve th

. T b

f , -,

,

minimal inventory througho

. T

90 f I Q

is considered the scorecard

assembly plant quality perf

mance, and GM Plant Osha

#2 JD P 20

Gold Plant Quality Awa

f N A also the most prod

, 15.68

vehicle.

P

P f

assembly pla

is measur

ISO 9001:2008DIsTrACTIoN or oPPorTuNITy?

David Watkins Vice President, Omnex

Statistical ToleranceDesign with Simulation

New Omnex SoutheastOffice in Atlanta, GA

News from Omnex

Around the WorldMoving from FMEA 3rdEdition to 4th Edition

Omnex 2009 USTraining Schedule

cont. on p4cont. on

cont. on p3

In the Eye of the OEMHow your CusTomer Is CHANgINg

Jim Mourafetis General Manager, Southeast Regio

2

5

6

8

10

Jim MourafesDavid Watkins

ISO 9001:2008 N. 14th!

N 2008

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 f@.

1


2/12

navigatorStatistical Tolerance Design with Simulation

Jaran Sabseree - Master Black Belt Consultant, Omnex Thailan

E

require tolerances for products or

f -

ments. In Figure 1, part B is installed intopart A. One of the customers requirements

for this assembly is the size of the gap in the

. I

, b

0.2 0.1 C = 1. T b

is then this: what are appropriate tolerances

f A (10.1 ?) B (9.9 ?) f

the gap requirement. If the tolerance is too

, f -creased. On the other hand, if the tolerance

, -

, . T

discusses a technique for determining ap-

propriate tolerances.

W C T

In this eample, the tolerances are set ac-

cording to the worst-case scenario:

A = 10.1 0.05 mm

B = 9.9 0.05 mm

With this method, so long as A and B are each

within their tolerances the gap will conform

the requirement. However, this method has

-

,

leading to higher

manufacturing cost.

T D

Since the worst case

scenario is unlikely,the tolerance can be

improved by evalu-

bb

b f

dimensions of parts

A B. T

can be simulated and

the process capabil-

ity of the gap can be

calculated in order to

evaluate the suitability of various tolerances

for A and B.

I ,

:

A = 10.1 0.07 mm

B = 9.9 0.07 mm

T f

for A and B assuming triangular distrib

( b,

f, b T b b

mINITAB.

Simulated data can be selected in pairs

simulate the resultant gaps in the assemb

T b f

can then be calculated as in Figure 2. W

(0.7), C 0.85,

C .

L f A B f

A = 10.1 0.06 mm

B = 9.9 0.06 mm

A , C

the gap as seen in Figure 3 has increased

1.01, f ,

appropriate tolerances for this gap requi

ment. As these tolerances are wider th

the worst case tolerance, the desired qua

minimizing manufacturing costs associat

with lower tolerance.

m. J sb, o T m

Black Belt Consultant, received the Best PaAward, presented by quality guru Prof. Dr. Ka

2008 ANQ C B, T

for his paper, Fusion Six Sigma: Methodology a

Case Studies. P 7.

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 [email protected]

A = 10.1mm ?

B = 9.9mm ?

Gap specification: 0.2mm 0.1mm; Targeted Cpk = 1

Figure 1

0.320.280.240.200.160.120.08

LSL USL

LSL 0.1

Target *

USL 0.3

Sample Mean 0.199901

Sample N 1000

StDev(Within) 0.0392679StDev(Overall) 0.0392581

Process Data

C p 0.85

C PL 0.85

C PU 0.85

C pk 0.85

Pp 0.85

PPL 0.85

P PU 0.85

Ppk 0.85

C pm *

Ov erall Capability

Potential (Within) Capability

PPM < LSL 1000.00

PPM > USL 3000.00

P P M Tota l 4 00 0. 00

Observed Performance

P P M < LSL 54 78 .1 1

P P M > USL 53 99 .6 2

PPM Total 10877 .73

Exp. Within Performance

P PM < LS L 5468.14

P P M > USL 5 389 .7 5

P P M Tota l 1 085 7. 88

Exp. O verall Performance

Within

Overall

Process Capability of Gap No.1

Figure 2 Figure 3

0.300.270.240.210.180.150.120.09

LSL USL

LSL 0.1

Target *

USL 0.3

Sample Mean 0.194377

Sample N 1000

StDev(Within) 0.031209StDev(Overall) 0.0312012

Process Data

C p 1.07

C PL 1.01

C PU 1.13

C pk 1.01

Pp 1.07

PPL 1.01

P PU 1.13

Ppk 1.01

C pm *

Ov erall Capability

Potential (Within) Capability

PPM < LSL 1000.00

PPM > USL 0.00

P P M To ta l 1 000 .00

Observed Performance

PPM < LSL 1247.19

P PM > US L 356. 70

P P M To ta l 1 60 3. 89

Exp. Within Performance

PPM < LSL 1244.08

P P M > USL 35 5. 60

P P M Tot al 1 59 9. 67

Exp. O verall P erformance

Within

Overall

Process Capability of Gap after Tolerance Adjustment


3/12

navigatorISO 9001:2008 (cont from cover)

David Watkins Vice President, Omn

-

f 2000 b

A

terms of improvement and enhanced impactfor Quality Management Systems.

As characterized in a statement by the Con-

f A L g (CALg), b-

b TC 176, f

the 2008 Amendment is threefold:

Introduce claricaons to the exisng

requirements of ISO 9001:2000

Improve compability with ISO

14001:2004

Employ added or expanded notes as a

way of enhancing understanding and

overall QMS eecvenessT 2008 A

an upgrade,

2000 or 2008 will have equivalent status

2000 f 24

b f 2008 A.

H, 12 b f

2008 A,

2000 standard will no longer be issued.

W B?

Changes in emphasis and Focus

F, f

0.1,

f Qms

by Business environment, changes in that

environment, or risks associated with that

environment. T

f b. s-

ly, this language suggests the need to factorin an awareness of these types of eternal

changes when:

1) adopng or changing policies

2) determining objecves

3) establishing and monitoring key per

formance indicators

4) managing connual improvement inareas crical to long term sustain

ability

(I, Iso/CD 9004 b

circulated places enormous emphasis on

z

capturing, analyzing, and addressing the

f f Qms.)

Increased emphasis on the impact Proce

es have on Outcomes appears in langua

0.2, 3: to produce t

desired outcome, and 1.1 Note 1, wh

adds: intended output resulng from tproduct realizaon processes. While the

are not radical, they do suggest the ne

,

, bj f f Qm

1. Quality Policy is consistent with the organizations commercial

purpose, customer-centric, externally focused, and based on

having effectively captured, analyzed, and understood cus-

tomer values and requirements while expressing a real com-

mitment to continual improvement in products, processes,and the QMS.

2. Quality Objectives are quantiable, aligned with elements

in the organizations Quality Policy, consistent with custom-

er expectations and requirements, benchmarked to ensure

competitive advantage, and integrated into the organizations

business plan.

3. Key Result Measurables, aligned with Quality Objectives, are

employed by the Management Team to monitor performance

and determine business planning process initiatives to con-

tinually improve performance.

4. Process Measurables have been determined and implemented

to monitor variation in products, processes, and the effective-ness of the QMS, as well as support analysis and continual

improvement planning. Process Measures from business pro-

cesses are aligned with Key Result Measurables to see the

impact these processes have on Quality Objectives and Cus-

tomer Satisfaction.

5. Management Review is focused on operational performance,

employing analysis of Key Measurables, Process Measurables,

and Customer Inputs, as well as effectively implementing a

continual improvement process to achieve Quality and Busi-

ness Objectives. Management Review is conducted frequently

enough to be effective and sustainable.

6. All of the processes of the QMS and their interactions have

beendetermined,dened,anddocumentedtomanagees-

sential knowledge within the organization. Appropriate mon-itoring and measurement is employed to help identify and

understand variation in the efciency andeffectiveness of

these processes in order to ensure their effective control and

improvement.

7. Program Management and the best practices of Advanced

Quality Planning (AQP) such as Robust Design Linkages,

FMEA, Control Plans, SPC, and MSA are incorporated into

the realization processes.

8. There is an effective,documented process for Verication

and Validation of Product and Process Design; accordingly,

the Process Design process is robust and fully integrated with

the Product Design process.

9. Corrective and Preventive Action processes are actively em-

ployed to resolve and prevent failures in all of the processes

of the QMS; the organization creates and maintains a problem

solving culture.

10. Internal audit is used to assess effectiveness as well as con-

formityandthereforeprovidessignicantinputintooperating

management review to enable greater understanding of the

effectiveness of the system along with opportunities for im-

provement.

10 Key Elements of an Effective QMS

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 f@. 3


4/12

navigator

Not really new, but nonetheless important.

T -

out, changing from idenfy or list to

determine (e.g. in 0.2 determine andmanage linked acvies, in 4.1 determine

the processes needed, 4.2.1 & 4.2.3 de-

terminedto be necessary). w

f ? T

determine , -

, -

sessment, and understanding, as compared

f ,

-

. I..,

is something called Purchasing, which we

f, b

P , -ment, and understanding.

T A,

Product Quality and related epressions

conformity to product requirements. Some

may read this as a change to lile q, but its

. T

z f b b

and determinable, and is consistent with ISO

9000:2005. A : If you cant

dene it, you cant measure it. If you cantmeasure it, you cant understand it. If you

cant understand it, you cant control it, etc.

s C sf bj-

,

b, , b

f f -

.

C I

Its in the Notes!

Our reading of the FDIS of the Amendment

elected to employ notes not only to enhance b ,

, -

, , f -

. s :

1.1, Note 1 adds to Product: any intended

output resulng from the product realiza-

on processes. Now presumably this would

include as product: communicated inform

, , , eDI ImDs f

, , b, ,

aging anything produced by elements ,

.

4.1, Note eplicitly includes analysis and i

provement as processes that are need

for the quality management system d

b 4.1. I Qms

( )

plicitly addressed either as processes or

documented procedures in a manner lik

Qms. T

cally as an omission to be corrected.

4.1, Note 2 epands the meaning of o

sourced process by referring to an o

sourced process as one needed for the

ganizaons quality management syste

that is performed by an eternal organi

. m

(e.g. Customer Service, Payroll, Purch

Documents a mess? mnex can help.

For more on document management, log in to the mnex

website Resource Center to see the video o our webinar:

M D

G E 21st C

www.omnex.com

D P

.

W-

S M- C U D F S

A A R

R C

R D F

D D

A I L

ISO 9001:2008 (cont from p3.)David Watkins Vice President, Omn



5/12

navigatorOmnex Southeast OfficeOMNEx OFFICE OPENSDoors IN ATLANTA, gA

James Mourafetis Gene

Manager, Southeast Regio

G

Omne services, we are ecit

to announce our epansion in

s f u s

with the opening of our Atlanta, GA

. w

Omne Southeast has already begun o

f,

T

see, Alabama, Georgia, South Caroli

T.

S

o f

in the Southeast, despite the econom

. w b

b

of both general as well as niche servic

: PPAP

z AP

, f

APQP , Iso 9001

16949

s-s g B C Tworkshops.

H O H

B f , o

b z b b

b

market and economic demands, comp

b f f

f b.

T o s

you, please contact:

Julie McColgan

Director of Business Development

P: 800-310-4129

E-mai:j@.

, I Pb, C s-

, T, .) , f

, b

f Qms ( ), b

f z ,

f .

In the companion notes it is clear that out-

sourced processes and their controls must

b f Qms. T f

N 6.2, b:

6.2, N 1 Conformity to product re-

quirements can be aected directly or indi-

rectly by personnel performing any task in

the QMS (including, presumably, any tasks

and processes which are outsourcedsee4.1 N 2, b). T

refers to competencies, and directly sug-

gests the need to assess and manage com-

Qms

and its processes. While this is a note and

, -

and manages competencies throughout its

.

6.4 N z work environment

as condions under which work is performed

including physical, environmental and otherfactors (such as noise, temperature, humid-

ity, lighng, or weather). While this clearly

,

that companies have frequently chosen to

address this clause with a narrow scope,

-

( )

the many elements of environment which

b

f f

the QMS.

8.2.1 Note indicates that monitoring cus-

surveys,

customer data on delivered product quality,

user opinion surveys, lost business analysis,

compliments, warranty claims, [and] dealer

reports. w -

ited by the wording of the original clause, it

-

b Qms -

ness by addressing the monitoring of Cus-

sf b,

f f -proaches.

8.2.3 N -

surement of processes based on a determi-

their impact on the con-

formity to product requirements and on the

eecveness of the Quality Management

System. It seems that, in the contet of the

P-D-C-A m f C

Improvement, this was always the intent of

. H, -

nizes that this has not ostensibly been the

f . T - f -

obj, K m, P-

, , P m

f C I.

C

T b f

in emphasis and focus cited above, coupled

with the changes in wording and clarifying

N -

ness of the QMS together provide an op-

portunity to rethink, restructure, realign,

and refocus your companys QMS. Improve- b

f Qms, b

they will help make it more relevant and em-

powered to determine and achieve business

bj

-

ability of the company.

D w e VP, D f I-

o,

and trainer for Omne. With a wide range of in-

f -

f , f b f z

to create value for their customers and stockhold-

b

f

advantage.

ISO 9001:2008 (cont from p4.)David Watkins Vice President, Omnex

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 f@. 5


6/12

navigatorn f o Ad th wd

O C

o C b f

b b

f , , , -space, and service.

In accordance with this strategy, Omne China has just signed a

sKF C, b-

b o sKF A P .

Omne China will be providing a wide range of professional consult-

sKF C, Ts 16949 Qms

, APQP, FmeA, PPAP .

T sKF g b f , ,

b, , , b

systems. SKF has 110 manufacturing sites distributed all over the

70 . sKF 9 f

C 3,000 located in Shanghai.

o C, j g g, VP f o s,

j f FmeA 4 ,

80 40 .

O M E

o m-e 2008 b

projects and on-site training being managed simultaneously from

Db . A f o Db m

r A, I m

s . o A T , ,

.

Omne has also conducted Integrated Management Systems and

Iso/ IeC 17025: 2005 Lb Q m s

f s F Lb s ArAmCo r T

r Lb.

w f Ims, IT s, L s s j

Omne Middle East is on the fast track towards unprecedented

levels of growth.

O I

o I

AIAg FmeA 4 APQP 2

were released and has provided training on these processes for

j I F I, T

m, V I, m sz. T I

Qms I T j I

C F (ICF). T 50% f

/ ICT b ob

November in Chennai. Other major clients from 2008 include

D A B, ICICI B mb, J I

, g Kb, s gb Ab, N

T P C (NTPC).T o s C , o

z

. w V s m (Vsm

B L 50%

, 50% ,

20% .


Michael Xu General manager o mnex China, Jiang Yaoping Vice Minister o MC, and the G delegation at the 2008 Guto Parts Purchasing Leadership and Supplier Forum in Beijing

fcials rom Dubai Metro at mnexs ntegratedManagement Systems training

CF Engineer B.M. Prasod speaks at the CF inauguration, withCF gen. mgr. Mrs. Sabita Gopal, mnex sia VP run Kumar

and mnex regional manager Manoj Radhakrishnan


7/12

navigatorn f o Ad th wd

O T

T o T

. w D e T-

f L s s , -. T T L mf

f s gb s T,

TQm f e T, P I

f ANCA T.

o f, o T NrB

B, H s f f I m-

s. T o

using Omne for their training and workshop needs of Si Sigma

Green Belt training.

Other customers for the quarter include Robert Bosch Automo-

, NHK s, C K, e T, s N

s P, m Bz T, e T.

m. J sb o s C T

Best Paper Presented Award from respected Prof. Dr. Kano during the

Asian Network for Qualitys 2008 congress, conducted at Swissotel,

T.

O S L

o z f

s L m/ s-

C (P) L. u , o

L, s s, L A - s L b .

T f Nb 17 b

presided over by Dr. Sarath Amunugama, Hon. Minister of Enter-

D I P, m. D

w, e V P f o I o-

.

O M

Omne Meico has recently been focusing on advising companies

K Ts ,

C T Ts f DNV (

), C, B, L, V r, C s

s, D m, H-Lz, C, r

s T, I I, s m

Delphi Sabinas, and Interple Industries de Meico.

w b T B m

eQms Q f.

O N A

o C b into epanding industries (Medical Devices, Consumer Goods, &

H) eQms f

Recently, Omne Canada assisted in the development and prepa

f Q m s f Iso 9001

Iso 17025 b f

Sierra Wireless.

o B L

200 N A. T

j F A / PPAP f

f . T

- b. B L,

Omne, has epanded this program world-wide.o j L / s s f L,

j . w 14 g B s s L

, f 1.5

. L o f b

in 2009.

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 f@. 7

mnex Tailand country manager Praveen Patiyaseviwith the Robert Bosch Quality team

Jaran Sabsaree receives the NQ Congress 2008 Best Paper wardrom renowned quality guru P ro. Dr. Kano or his paper:

Fusion Six Sigma: Methodology and Case Studies


8/12

navigatorMoving from FMEA 3rd Edition to 4th Edition

Greg Gruska Vice President, Omnex System

Come November 1st, 2008, the Chrysler,

F, gm F m e

Analysis Reference Manual, 4th

b f AIAg - 3rd .

T 4th f FmeA rf m

f 3rd b

focusing on the FMEA as a process rather

than just a set of forms in order to minimize

the improper use of the FMEA, including:

Column shiing: placing informaon

in the wrong columns thus hindering

analysis and improvement eorts

Deaon of the RPN to obtain an ar-

bitrarily set threshold

Sole reliance on the RPN in the evalu-aon of risk priories and improve-

ment acons

Focusing only on the compleon of

the FMEA form and not on the knowl-

edge contained therein

Lack of understanding of the role of

the FMEA process throughout the

APQP process i.e. looking at the

FMEA as a stac document necessary

only for PPAP approval.

T 4

z Fm

process to go beyond the basic implemen b bj -f

b

f FmeA

to audit to the manual as a standard.

g g, V P f o s

is a Fellow in the American Society for Quality

Si Sigma Black Belt, and Omnes principal c

sultant in performance ecellence. He is als

b f AIAg f

MSA, SPC, and FMEA reference manuals.

O C 3rd 4th E

3

rd

edition 4

th

editionFc H

DFMEA and PFMEA form

How to develop and document a FMEA with emphasis on DFME

and PFMEA

APQP rlatinhip Not addressed Addressed

FmeA Dv. Pc Not addressed Addressed

Pq. Activiti Not addressed Addressed

Dcntatin Oriented towards a single form. m b ( f

3 f). A f

Dcntatin DFMEA and PFMEA elements

inconsistent.

DFMEA and PFMEA element discussions made consistent wit

.

s, o, D rankin C sAe J-1739 C sAe J-1739 b .

rPN Anali Only risk analysis metric discussed Default risk analysis metric is RPN, but alternate analysis acceptable. E f rPN .

rPN Thhld No discussion on thresholds T f rPN b

f f .

Linka Not addressed Addressed

exapl Single eample for DFMEA and PFMEA m

T f , o r C www.omnex.com.

Is your sotware ready or FME 4th edition?

AQu Pro is! W-

S M-, M- D P D F PPAP P S A Q

G P C I A G

P F C D S & F F D F E I U D L

Integrated DocumentaonProcess FMEA

Control Plan

OP #ProcessFunction

Description

PotentialFailureMode

PotentialEffects ofFailure

PC IDPC

Description

PotentialCauses of

Failure

OccSev

+++

Preventive

Controls Detective

Controls

OP #ProcessFunction

Description PC ID

Process Product

PCDescription

Control

MethodsGage

Sample

E/M-T Size Freq

+++

ReactionPlan

Det

Tool

P FMEA

C P



9/12

navigatorIn the Eye of the OEM (cont from cover.)

Jim Mourafetis General Manager, Southeast Regio

b C uz b H/

V (HPV),

z

f. T b , F T

Q. I ,

emphasis is increasingly placed on imple-

P-y (- )

that either prevent defects or immediately

f f f -,

f

f f b -

mized.

g f f b

b f

the North American Market, OEMs need to

b b b.

Ab b f ,

and an investment in equipment and in-

frastructure will

allow an OEM to

f -

forms, models,

and chassis con-

b b -

. T oem -

b

customer demand, and it also empowers theOEM to support greater demand in foreign

markets.

L

F -

b . T

from Asia and Europe are growing in North

America at an outstanding rate. Honda and

T f z N A

. V, Bmw, m,

Nissan, Mitsubishi, and Hyundai all have as-

sembly plants in North America. Kia has just

b us, C

automakers are in planning to build Ameri-

can assembly plants.

g z -

oem b

z

- . T

have also reduced overall WIP vehicle in-

ventory levels within their assembly plants.

A f H L,

Alabama plant, wherein total material in-ventory never eceeds four hours worth of

, f

.

C

w , b

is paramount, and as it turns out, cost is the

driving factor behind all three of these other

f oem. I -

,

returns and defects are etremely epensive

b

f . H b -

sembly plants in order to be able to quickly

vast amounts of money by avoiding unneces-

number of assembly plants to accommodate

a broad range of models. Assembly plantz

reduce costs by minimizing shipping, stock,

storage, and maintenance overhead costs.

T b f f -

ence between OEM cost and market-driven

, b oem

can control is cost, so any measures that ef-

f

.

R

Pressures from these factors have all led

f ,

skill, and empowerment at the operator level

to make quality, cost, and delivery decisions,

-

.

T -

b z

f

.

T z -

, f-through pull systems, problem solving ski

,

plant management, zone budget respon

b,

f z

improvement in safety and ergonomics, a

a greater awareness and sense of urgen

f f C.

H O C H

T f

oem z. J

mf g m f

s us r o

has pioneered

method to benc

mark OEMs a

suppliers bas

JD P

Harbor resu

With this method, Omne is curren

b

JD P

and Harbor scores. Business Managemes

bj oe

required improvements. Once the sco

cards have been revised to meet OEM o

j, o

z

bj. o

then creates an audit program to ensu

Q, P, L,

C z

process.

J mf

,

z. H f

z b

,

f f z.

Quality, Productivity, Logistics, and Cost

drive OEMs approach to your organization.

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 f@. 9


10/12

navigator

> ISO TrainingISO 9001:2008

for the Service Sector

Internal Auditor Training

for ISO 9001:2008J 19-21, 2009February 2-4, 2009

m 16-18, 2009

A 6-8, 2009

m 4-6, 2009

J 8-10, 2009

J 6-8, 2009

A 3-5, 2009

sb 14-16, 2009

ob 5-7, 2009

November 9-11, 2009

Db 7-9, 2009

Lead Auditor Trainingfor ISO 9001:2008J 26-30, 2009

Fb 16-20, 2009

m 2-6, 2009

April 20-24, 2009

May 18-22, 2009

J 8-12, 2009

J 20-24, 2009

August 24-28, 2009

sb 21-25, 2009

ob 12-16, 2009

Nb 16-20, 2009

Nb 30 - Db 4, 2009

ISO 14001:2004for Environmental Management

Internal Auditor Trainingfor ISO 14001:2004J 19-21, 2009

March 2-4, 2009

m 4-6, 2009

J 13-15, 2009

sb 14-16, 2009

November 2-4, 2009

Lead Auditor Trainingfor ISO 14001:2004Fb 16-20, 2009

A 13-17, 2009

J 15-19, 2009A 17-21, 2009

ob 12-16, 2009

Nb 30 - Db 4, 2009

ISO 17025for Laboratories

Internal Auditor Trainingfor ISO 17025:2005J 19-21, 2009

A 27-29, 2009

J 13-15, 2009

August 10-12, 2009

November 2-4, 2009

ISO 13485for Medical Devices

Internal Auditor Trainingfor ISO 13485:2003February 2-4, 2009

A 6-8, 2009

J 1-3, 2009

August 10-12, 2009

November 2-4, 2009

ISO/TS 16949:2002for Automove and High Tech IndustriesISO 9001:2000 Internal AuditorTraining for the AutomotiveSector (ISO/TS 16949:2002)J 19-21, 2009

February 2-4, 2009

m 16-18, 2009

A 6-8, 2009

m 4-6, 2009

J 8-10, 2009

J 6-8, 2009

A 3-5, 2009

sb 14-16, 2009

ob 5-7, 2009

November 9-11, 2009

Db 7-9, 2009

Customer Specific Requirementsand Core Tools - Effect onProcess Approach to AuditingJ 22, 2009

Fb 5, 2009

March 19, 2009

April 9, 2009

m 7, 2009

J 11, 2009

J 9, 2009

A 6, 2009

sb 17, 2009

October 8, 2009

November 12, 2009

December 10, 2009

ISO 9001:2000 Lead AuditorTraining for the AutomotiveSector (ISO/TS 16949:2002)J 26-30, 2009

Fb 16-20, 2009

m 2-6, 2009

April 20-24, 2009

May 18-22, 2009

J 8-12, 2009

J 20-24, 2009

August 24-28, 2009

sb 21-25, 2009

ob 12-16, 2009

Nb 16-20, 2009

Nb 30 - Db 4, 2009

OMNEX2009

US TrainingCourse Schedule

trainingOrder Early for Discounts!T bj .D ; , (734) 761.4940.A A Ab, mI.

To register, visit our website:

www.omnex.com

O L & S S AIAgC (734) 761.4940

www..org to register.



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navigator

> Special CoursesA TAdvanced Auditor WorkshopFebruary 9-11, 2009

A 6-8, 2009A 17-19, 2009

ob 26-28, 2009

OHSAS 18001 Lead Auditor withAdditional Materials for ISO9001 ISO 14001 IntegrationJ 26-30, 2009

Fb 9-13, 2009

m 9-13, 2009

A 13-17, 2009

m 11-15, 2009

J 22-26, 2009

J 20-24, 2009

August 10-14, 2009September 28 - October 2, 2009

ob 19-23, 2009

Nb 9-13, 2009

December 14-18, 2009

Integrated ManagementSystem Lead Auditor (ISO

9001, ISO 14001, OHSAS 18001)J 26-30, 2009

Fb 9-13, 2009

m 9-13, 2009

A 13-17, 2009

m 11-15, 2009

J 22-26, 2009J 20-24, 2009

August 10-14, 2009

September 28 - October 2, 2009

ob 19-23, 2009

Nb 9-13, 2009

December 14-18, 2009

O S TCore Tools Training

Five Daily Modules:(May be taken in whole or by module see our

website at www.omne. f )

APQP & DFMEA

FMEA Control Plan

PPAP

SPC

MSA

Fb 16-20, 2009

m 11-15, 2009

J 27-31, 2009

September 28 - October 2, 2009

Db 7-11, 2009

Team Problem Solving(Global 8D)m 16-17, 2009

J 1-2, 2009A 24-25, 2009

ob 5-6, 2009

Nb 30 - Db 1, 2009

Zero Defects usingLayered Process AuditsMarch 18-19, 2009

J 3-4, 2009

A 26-27, 2009

ob 7-8, 2009

Db 2-3, 2009

International Material DataSystem (IMDS) ReportingJ 12, 2009

March 9, 2009

May 29, 2009

J 13, 2009

September 28, 2009

Nb 23, 2009

OMNEX

training

2009US Training

Course Schedule

Order Early for Discounts!T bj .

D ; , (734) 761.4940.

A A Ab, mI.

To register, visit our website:

www.omnex.com

O L & S S AIAgC (734) 761.4940

www..org to register.

o 315 e. e P, s 110 A Ab, mI 48108 usA 734.761.4940 f@. 1

The ISO/TS 16949:2002 Auditor HandbookProcess Approach Auditing for the Automotive Industry by Chad Kym

I , The ISO/TS 16949 Auditor Handbook

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customer requirements and business performance.

Available now from Paton Press: www.patonpress.com

C o 734-761-4940 !


12/12

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Hitachi

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FordTRW3MNEC

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Lucent / Agere

General MotorsDaimler Chrysler Texas Instruments

Who in the world is Omnex?

Our globalclients will

tell you.Weve implemented

Management Systemsfor many of the worlds

top companies.

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Fall 2008 Navigator

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