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Technical cleanliness – Introduction

How important is technical cleanliness, what does it mean, what are the consequences of not managing cleanliness of the product and process.

We will try to briefly explain this with reference to existing state of the art both from VDA and ISO.

Technical cleanliness – Definition

Technical cleanliness is a standard in industrial production and assembly that ensures the absence of impurities that could impair further processing or function of components and systems.

Technical cleanliness is especially important for industries like automotive, aerospace, microelectronics, pharmaceutical, and medical devices.

Technical cleanliness is measured by extracting and analysing particles from the surfaces of the tested components.

Technical cleanliness can also refer to the purity of electronic components or systems of foreign particles.

Technical cleanliness – Application

The product quality can be quite sensitive to contamination.

Sometimes we can be “lucky”, and the system will fail immediately during next operation or at the customer assembly. Those instances even if disheartening are relatively quick to identify and resolve.

Unfortunately, the influence of contaminants (particles) may not always manifest itself immediately. This will then impact durability of the products / systems leading to premature failure. This will cause increase cost of warranties and in worst case scenario may lead to recall actions if affected systems are safety related.

Due to possible delayed failure occurrence of the contaminated products, it is imperative to understand the level of cleanliness that is expected from our products and be able to check if we meet those requirements.

Requirements for technical cleanliness may originate from your customer specification or GMPs for relevant products and / or manufacturing processes.

Let’s look at some examples of contamination impact on product quality for the automotive industry considering typical components as well as newcomers – batteries.

  1. Regular components and electronics boards
  2. Lithium-ion batteries production

Possible contamination with impurities or material weak points generated in cell production of lithium-ion batteries increases the risk of spontaneous internal short circuits (ISC). An ISC can lead to a sudden thermal runaway (TR) of the cell, thereby making these faults especially dangerous.

 

Technical cleanliness – solution, VDA 19.1, 19.2 and ISO 16232

VDA 19 series covers two areas related to technical cleanliness.

VDA Volume 19.1 Inspection of Technical Cleanliness is focusing on analysis of particles. Volume presents methods of component inspection which needs to be determined individually per different product type and expected cleanliness specification.

VDA Volume 19.2 Technical Cleanliness in Assembly is concerned with technical cleanliness in assembly – environment, logistics, personnel, and assembly equipment – and is to be viewed as a guideline.

The ISO 16232:2018 supplies “requirements for applying and documenting methods for determining particulate contamination on functionally relevant components and systems (cleanliness inspection) of road vehicles.”

ISO 16232 is based on the VDA 19. German standard differs from the ISO 16232 “in the fact that the contents are more detailed” with additional examples included in the standard. In short, the VDA 19 series is more comprehensive than ISO 16232.

Article Compiled by Pawel Antypin, Senior Consultant, SMMT Industry Forum.

Article references:

VDA Volume 19.1 Inspection of Technical Cleanliness

Training materials for Skilled Assistant for Technical Cleanliness VDA 19.1

Achieving Technical Cleanliness | VITRONIC

What is technical cleanliness inspection and how is it conducted? – Noyen

Batteries | Free Full-Text | Particle Contamination in Commercial Lithium-Ion Cells—Risk Assessment with Focus on Internal Short Circuits and Replication by Currently Discussed Trigger Methods (mdpi.com)

Technical Cleanliness | VDA 19 | Automotive Manufacturing | Thermo Fisher Scientific – UK

 

What is the industry adopted ‘Zero Defects’ buzz and how does it benefit your business?

Adopting a zero defects mentality and approach is essential for the long-term survival of the civil aerospace sector.

The ‘Zero defects’ approach is a mindset that is underpinned by tools and techniques employed throughout the Design and Manufacture of Aerospace product.

When considering creating a structured process to support Zero Defects then Aerospace Standard AS9145 defines Aerospace requirements for Advanced Product Quality Planning (APQP) and Production Part Approval (PPAP). This standard provides a more comprehensive approach for planning for product quality with the benefit that it embeds the key elements of the Zero defects approach.

The message from Rolls-Royce seems to be clear. They are enjoying the benefits of Zero defects gained by implementing Advanced Product Quality Planning and they are promoting its use by the supply chain. APQP benefits the supply chain, it benefits Rolls-Royce, and it benefits the customers of Rolls-Royce.

“Zero Defects” is a quality management philosophy that was embraced by Rolls-Royce to ensure the highest level of precision and quality in its products, particularly in the manufacturing of aircraft engines. The concept originates from the idea of striving for perfection by minimising errors and defects to the point of complete elimination.

In the context of Rolls-Royce, “Zero Defects” means:

  1. Aiming for perfection: Every part, process, and product must meet the most stringent standards, with no tolerance for defects, whether in design, manufacturing, or assembly.

  2. Continuous improvement: The philosophy encourages a culture of continuous improvement where employees are empowered to suggest improvements and are involved in identifying and solving problems to prevent defects.

  3. Prevention over inspection: Instead of relying solely on inspection to catch defects after they occur, Rolls-Royce emphasises designing processes and systems that prevent defects from happening in the first place.

  4. Customer satisfaction: Zero defects translates to delivering products with no flaws, thus ensuring customer satisfaction and safety, which is critical in the aviation industry, where even the smallest error can have serious consequences.

By adopting this mindset, Rolls-Royce aims to maintain its reputation for producing high-quality, reliable, and safe engines that meet the exacting standards of the aerospace industry.

Industry Forum can support your organisations drive towards Zero defects with training courses covering Design/Process FMEA & Control Plan, MSA, Process Control and Problem Solving. We also offer training and consultancy for AS9145.

A Tribute to Women in the Automotive Sector

It’s the perfect time to celebrate the remarkable contributions women have made to the automotive industry. The historical presence of women in this sector is often overlooked, but their innovative ideas and trailblazing efforts have played a pivotal role in shaping the modern automotive landscape.

Pioneering Women in Automotive History

The history of women in the automotive industry dates back to the very beginnings of the automobile. One of the earliest and most notable figures is Bertha Benz, often called the “mother of the automobile.” In 1888, Bertha made history when she drove over 60 miles from Mannheim to Pforzheim in Germany, in what is considered the first long-distance automobile trip. This journey not only showcased the capabilities of the Benz car but also led Bertha to identify critical needs in automotive infrastructure, including the need for refueling stations, a concept that would shape the future of the automobile industry.

In 1903, Mary Anderson invented the windshield wiper, an essential safety feature that is now standard in all vehicles. Initially dismissed by the industry, the importance of her invention was finally recognised, and by 1913, windshield wipers became a mandatory feature in automobiles.

In 1909, Dorothy Levitt, the first British female racing driver, advised women motorists to use a hand mirror to look behind them while driving. This simple yet effective solution for safer driving would later evolve into the rear-view mirror we use today.

In 1914, Florence Lawrence, an early Hollywood actress, invented the first turn signals and brake indicators, further enhancing driver safety. Just a few years later, in 1917, Dr. June McCarroll, an American physician, introduced road markings, such as the centerline on roads. After a near-fatal accident involving a truck, McCarroll took matters into her own hands, painting the first centerline herself. Her work led to the widespread adoption of road markings in California in 1924 and eventually around the world.

The contributions of women continued with Hedy Lamarr, an actress and inventor, who co-invented frequency-hopping technology. This innovation, initially developed for military purposes during World War II, later paved the way for modern communication systems in vehicles, including GPS and Bluetooth.

Women in Automotive Engineering and Design

Women have also made significant strides in automotive engineering and design. Helene Rother, a Holocaust refugee, was one of the first female automotive designers. In the 1940s, she worked for General Motors, designing car interiors that were both stylish and functional. Another notable figure in automotive design is Suzanne Vanderbilt, a GM designer who helped modernise vehicle aesthetics and ergonomics in the mid-20th century.

In the world of motorsports, women have proven their abilities on the racetrack. Michele Mouton made history in 1981 as the first woman to win a World Rally Championship event, breaking barriers and demonstrating that women could compete at the highest levels of motorsport. More recently, Danica Patrick became the first woman to win an IndyCar race, inspiring a new generation of female racers to follow in her footsteps.

Women in Leadership

Today, women continue to lead the way in the automotive industry. Mary Barra made history as the first female CEO of a major global automaker when she took the helm at General Motors. Under her leadership, GM has embraced the electric vehicle era. Linda Jackson, former CEO of French automaker Citroën, and Annette Winkler, the former head of Smart at Stellantis, have both made significant contributions to shaping the future of their respective brands, especially in the realm of urban mobility and sustainability.

A Global Legacy of Innovation and Leadership

The contributions of women in the automotive sector extend far beyond these well-known figures. Other pioneers include:

  • Dorothée Pullinger (UK/France), an engineer and businesswoman who became the first female member of the Institute of Automobile Engineers in Britain in 1921.
  • Wilhelmine Ehrhardt (Germany), one of the first women to drive and race cars in the 1890s, even competing in a 1901 endurance race through the mountains of Germany.
  • Kyoko Shimada (Japan), who made history as the first female car designer in Japan after being hired by Nissan in 1967.
  • Wang Fengying (China), who rose from salesclerk to CEO of Great Wall Motor Company, becoming China’s first female chief executive of an automaker.
  • Sulajja Firodia Motwani (India), an entrepreneur who founded Kinetic Green in 2015 to produce affordable electric vehicles and three-wheelers.
  • Astrid Linder (Sweden), who championed the development of female crash-test dummies to improve safety design for women.
  • Joan Newton Cuneo (USA), the premier American female racer of the early 1900s, who was banned from racing events after outclassing many male competitors.
  • Aseel Al-Hamad (Saudi Arabia), the first woman to drive a Formula One car in Saudi Arabia after the 2018 lifting of the driving ban for women.
  • Orie Rogo Manduli (Kenya), the first indigenous African woman to compete in the famous Safari Rally in 1974.

These women, along with countless others, have continued to break barriers and reshape the automotive industry.

A Continued Legacy of Progress

Today, women make up approximately 25% of the global automotive workforce, and their influence is only growing. As the industry moves toward electrification and automation, women play a key role in driving innovation, sustainability, and safety. The legacy of these Trailblazing women is a testament to their resilience, creativity, and determination, and their contributions will continue to shape the road ahead.

The AIAG VDA Combined FMEA (Failure Mode and Effects Analysis) Course and Manual, released in 2019, represents a collaborative effort between OEMs (Original Equipment Manufacturers) and Tier 1 suppliers from both the AIAG (Automotive Industry Action Group) and VDA (Verband der Automobilindustrie) communities. After over three years of collaboration, this manual was introduced as a standardised approach for the industry, offering a unified framework for FMEA development. While it differs significantly from the widely used AIAG (Blue Book) method, OEMs are increasingly mandating this new combined methodology for their Tier 1 suppliers.

The transition from the well-established AIAG Blue Book format to the new AIAG VDA FMEA approach is not a simple process. One of the key challenges is that DFMEA (Design FMEA) and PFMEA (Process FMEA) often require cross-functional teams consisting of different specialists who may be located in separate areas. Recognising this, the SMMT Industry Forum has developed specialised training programs aimed at equipping professionals with the necessary skills to implement the new AIAG VDA FMEA methodology effectively.

AIAG VDA DFMEA & PFMEA Training

To facilitate this transition, SMMT Industry Forum offers a range of practitioner courses that provide participants with hands-on experience in both DFMEA and PFMEA processes, tailored to the new AIAG VDA format.

1-Day AIAG VDA FMEA Awareness
This course is designed for individuals already familiar with the AIAG (Blue Book) format for DFMEA and PFMEA. It introduces participants to the updated format for both DFMEA and PFMEA, while also covering FMEA-MSR (Failure Mode and Effects Analysis for systems dealing with functional safety in vehicles). The course offers practical exercises that highlight the key differences in the new approach, allowing attendees to consider how to implement these changes within their organisations.

2-Day AIAG VDA FMEA Practitioner
Aimed at those who will be responsible for creating either DFMEAs or PFMEAs using the new AIAG VDA methodology, this course provides a more in-depth exploration. It includes hands-on exercises where delegates can create their own FMEA models. Both DFMEA, PFMEA, and FMEA-MSR are covered, providing participants with comprehensive knowledge of the new framework.

1-Day AIAG VDA DFMEA Practitioner
Tailored for individuals focused on DFMEA creation, this course covers the new AIAG VDA DFMEA format in detail. Participants will be guided through the creation of their own DFMEA and introduced to FMEA-MSR.

1-Day AIAG VDA PFMEA Practitioner
This course is designed for professionals who need to develop PFMEAs using the new AIAG VDA format. Similar to the DFMEA practitioner course, delegates will create their own PFMEA during the session.

Training Delivery

These courses can be delivered in various formats, virtual, at our Training Hub in Birmingham or  tailored in-house at your offices. 

AIAG VDA DFMEA Practitioner

https://industryforum.co.uk/courses/64-aiag-vda-dfmea-practitioner/

AIAG VDA PFMEA Practitioner

https://industryforum.co.uk/courses/65-aiag-vda-pfmea-practitioner/

For more information please contact [email protected]

With an increase in public awareness on sustainability there has become an increasing need for organisations to demonstrate corporate responsibility on social, economic and environmental issues and how organisations manage these expectations for the benefit on society and the communities in which they operate. ISO 14001 is a means of implementing the required elements that form an effective Environmental Management system. It provides evidence that an organisation has considered any effects on the environment from its activities and how it can manage these and look to reduce its overall impacts. This provides benefits for identifying how waste can be reduced or eliminated, providing a cost-benefit as well as providing confidence that the company have adopted corporate social responsibility.

The standard is based on four key elements:

Environmental Policy

It is important that there is a commitment to apply the requirements of the standard and as an organisation the top management should identify Commitment to Continuous Improvement, Prevention of Pollution and compliance with legislation and regulations this shall be documented, implemented and maintained so it can be communicated to the relevant interested parties.

Planning

For the implementation of 14001, the organisation needs to consider its risk and opportunities and assess the aspects of its activities on the environment. From this analysis the scope of what it is targeting to achieve can be determined and objectives set that are realistic to bring about improvement in the performance. A further part of planning is to understand what obligations an organisation has relevant to the environment, this could be statutory or regulatory as well as other commitments including those that it has identified as part of the planning processes and those within its own policy commitments.

Implementation and Operation

Once an organisation has determined what it is looking to achieve, it needs to provide the resources, this includes defining roles and responsibilities in the management system as well as adopting operational controls including any in emergency and abnormal conditions and providing resources so intended outcomes can be achieved.

Checking and Corrective Action

As with all management systems that adopt a Plan, Do, Check, Act approach, assessment needs to be carried out to understand the level to which its objectives have been achieved. Part of this is auditing the system to see how requirements are effective and identify improvements. Monitoring and measures of the system allow evidence-based decisions to be made on focus and resourcing improvements in the environmental management system.

During the 1980s, SMMT, our parent company became increasingly involved in quality matters and in improving supply chain management in the Automotive industry. This culminated in the creation of IF with considerable support from the then Department for Trade and Industry. Its work has spread to other industries and its success is being replicated in other sectors of the economy.

SMMT Industry Forum uses its extensive expertise in improving the automotive manufacturing industry to help major, global cross-sector organisations understand, optimise and improve both manufacturing capability and business performance.

The course has been developed by experienced 3rd party auditors to provide the tools and techniques to plan, conduct, report and close out effective environmental audits.

Industry Forum has over 25 years experience in training auditors at all levels of the certification cycle including 3rd, 2nd and 1st party auditors, it utilises its understanding in the complexities of management systems to develop engaging courses to inform as well as build auditor competence and understanding in the requirements of management systems for effective audits.