VDA QMC

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for use of assessment and reporting of VDA 6
The use of this excel based reporting is a

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VDA QMC December 2
 Potential analysis to VDA 6.3, issue level 2010 VDA-QMC
Organization (Supplier/ Tender):
Supl.-No: ###
(DUNS)
Date:
Contract Contract
Location: issued number:
by:
Reason
for
contract:

Pro. No Project, Product, Process Assessed Findings / requirements:

Process description:
RED
A contract cannot be issued for the above
RED Barred supplier: project/product.
Estimation of risk:
A contract can be issued conditionally for
YELLOW Controlled supplier: the above project/product.
A contract can be issued for the above
GREEN Fully approved supplier: project/product.

NOTE:
Controlled suppliers / tenders commit themselves, after been awarded, to coorperate with
an approved consulting company by accpeting the upgrade qualification agreement. Costs Estimation of potential:
will be carried by the supplier.

Audit history / Certificates

Audit base Date Conducted Result
Further procedure:

Distribution: * Participant
xxx

yyy

1. Date improvement plan: Action see "improvement program"

Auditor Leader supplier assessment Signature supplier / tender

374712769.xls
 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
VDA
6.3*
Questionaire potenzial analysis (P1)
Assessment question
Project management
2.1 1.1 Is the project organisation
(project management)
establshed and are tasks and
authorities specified for the
project management and team
members?
2.2 1.2 Are the necessary resources
planned and available for the
development of the project and
are changes highlighted?
2.3 1.3 Is there a project plan and has
this been agreed with the
customer?
2.4 1.4 Is change management within
the project ensured by the
project manager?
2.5 1.5 Are the responsible people in
the organisation and in he
customer's organisation
* Weitere Erluterungen sind im VDA
involved in the up-dating 6.3 Fragenkatalog beschrieben;
system?
0 Assessment Remarks: Entry box
Requirements
The project management is in a position to meet the customer's x
requirements.
A process for establishing the project management exists.
The authority of the project leaders and team members is
specified, together with links to the organisation. All the expertise
required for implementation is established.
The suppliers are engaged in the project management.
1.1
Resource planning takes account of the customer's requirements, based on the contract x
covering the project.
sResource planning (a crossfunctional, interdisciplinary team) for project management is
established and implemented.
The necessary project budget is planned and released.
The technical personnel, with the relevant qualifications, are provided at the right time by the
specialist departments.
kThe workload on personnel must be taken into account in the planning.
Changes in the project must be notified at an early stage and agreed with the customer
before they are implemented.
If changes occur in the project (timings; extent of development, etc.) a check is made on 1.2
resource planning and changes are made if necessary. This applies to changes caused by
nthe customer, to inhouse changes and changes by suppliers.
Resource planning also takes account of suppliers.
In particular the critical path is taken into account when planning resources.
The project plan meets the customer's specific requirements. x
nAll inhouse and customer milestones are fully included in the project plan and are regularly
adjusted to take account of changes.
A specified distribution system is in place to ensure that changes in the project plan are
communicated internally. Changes to the project plan not initiated by the customer are
discussed and agreed with the customer.
The project takes account of critical delivery items. The critical path is generated from the 1.3
project plan.
The QM plan must be part of the project.
A review is carried out at the milestones defined in the project plan to check that all planned
activities are carried out and that the level of maturity required is achieved.
Change management within the project meets the customer's specific requirements.
Manufacturing feasibility checks on changes are carried out and documented.
Changes are highlighted at the right time and agreed with the customer.
All changes are documented using a defined process.
Changes not initiated by the customer are discussed and agreed with the customer.
Where changes have an influence on product quality the risks must be assessed with the
customer.
Suppliers are actively involved in change management (for critical aspects).
Timings for changes to stop are defined and complied with. Any deviations from this rule are 1.4
agreed in writing between customer and supplier. To be assessed!
The period for changes before SOP does not jeopardize product
quality.
The implementation of changes must be assessed jointly, depending on the time remaining
before SOP.
Persons responsible for change management and their representatives, in the organisation,
in the customer's organisation and at the suppliers are defined.
There is a regulation covering dealing with changes (distribution, time permitted for
processing and escalation paths.
Customers' requirements for handling changes are complied with or specifically controlled 3 1.5 374712769.xls
and documented. There is
a defined regulation covering persons responsible for changes
 9.3 Potenzialanalyse (P1)
Are the responsible als Auszug
people in
Persons dem VDA
the organisation and in he
customer's organisation
involved in the up-dating
system?
2.6 1.6 Is there a quality plan in the
project?
Is this implemented and
regularly monitored for
compliance?
2.7 1.7 Is an escalation process
established and is this
controlled effectively?
Planning the product & process
development
3.1 2.1 Are the product-specific and
process-specific requirements
set out?
3.2 2.2 Is manufacturing feasibility
assessed on the basis of the
requirements established for
the product and process,
on a cross-functional level?
* Weitere Erluterungen sind im VDA 6.3 Fragenkatalog beschrieben;
ausresponsible
6.3 Fragenkatalog
for change management and their representatives, in the organisation,
in the customer's organisation and at the suppliers are defined.
There is a regulation covering dealing with changes (distribution, time permitted for
processing and escalation paths.
Customers' requirements for handling changes are complied with or specifically controlled 1.5
and documented. There is To be assessed!
a defined regulation covering persons responsible for changes
A QM plan must be integrated in the project plan, covering all activities relevant to QM
planning.
The QM plan is drawn up in accordance with the customer's requirements/contract and
contains both internal and external product securitisation criteria.
The persons responsible for drawing up and maintaining the QM plan are defined and in
place.
The QM plan takes account of the timings in the overall project.
It also contains critical delivery items.
The QM plan takes account of all product and process specifications for verification and 1.6
validation. To be assessed!
Regular checks are made to ensure that the QM plan is implemented and achievement of
the targets is monitored.
There must be an escalation model for deviations within the project which threaten the
overall timing plan (risk management). An escalation process for the project is described &
established. It takes account of specific customer requirements.
The criteria for escalation are specified and responsibilities & authorities are regulated. The
effectiveness of the function (escalation) is demonstrated by appropriate documentation.
1.7
If special risks have been identified for technologies, suppliers and supply countries, this To be assessed!
must also be taken into account in escalation management.
All requirements regarding the product to be developed are known. The organisation has
implemented a process for identifying the customer's general QM requirements and also
development and process requirements.
Enquiry and contract documents are checked to make sure they are complete.
If the requirements cannot be achieved, the customer must be informed. Deviations may be
"released" / agreed by the customer (in the event of a contract).
bCustomer requirements regarding the choice of subsuppliers and/or materials to be used
must be documented. 2.1
Special characteristics must be identified on the basis of inhouse requirements, customer To be assessed!
requirements, legal requirements, production technology and characteristics arising from the
application/use of the product.
There are interface agreements for suppliers (set suppliers) specified by the customer.
The procedure for assessing manufacturing feasibility must be controlled.
Contract and enquiry documentation must be checked for manufacturing feasibility.
A process must be implemented which ensures that all requirements relating to the product
are determined, including any not explicitly stated by the customer (e.g., legal regulations)
dExperience (lessons learned) and forwardlooking expectations
must be included in the study. The release process before a quotation is issued to a
customer must be controlled.
All areas involved/with responsibility must confirm the feasibility of the customer's
requirements (Buying, Development, Production Planning, Production, QM Planning,
Logistics, ...).
Consideration capacity required for making samples, prototypes, etc. must be taken into 2.2
account in the quotation phase. To be assessed!
The requirements set out in "P7" : "Customer support / customer satisfaction / service are
taken into account.
4 374712769.xls
 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
Carrying out the product &
process development
4.1 3.1 Are the Design FMEA / Process
FMEA drawn up and up-dated in
the course of the project and
are corrective actions
specified?
4.5 3.2 Are the necessary
demonstrations of suitability
and releases available for the
relevant phases of the project,
based on the requirements?
4.9 3.3 Is the transfer of the project to
full production secure in terms
of the product launch?
Supplier management
5.1 4.1 Are only approved and quality-
capable suppliers appointed?
* Weitere Erluterungen sind im VDA 6.3 Fragenkatalog
In the development phase it must be ensured by means of FMEAs that the product and
process meet the customer's requirements in terms of function, reliability, etc.
Changes to the product and process must be evaluated afresh.
If appropriate, a new analysis should be carried out in agreement with the FMEA team and
the project manager.
pOnce actions have been completed, and updated FMEA is required in regard to the
probability of occurrence and the probability of detection, with the focus on the verification /
validation of the Product in the project.
The FMEA must be part of the development plan.
pThe start phase, the interface to the Process FMEA, updating loops, etc. must be clear from
the Product FMEA.
The execution of FMEAs must be controlled.
Interfaces to customer and suppliers are defined.
Any evaluation requirements set by the customer are documented and applied.
Personnel from production planning and the future production location are members of the 3.1
FMEA team. To be assessed!
When drawing up the Product FMEA the proposed production location must be involved.
Special characteristics (SCs) are identified, highlighted in the FMEA and secured by
appropriate actions.
The effectiveness of the actions must be demonstrated.
bReleases / evidence of suitability must be produced for all parts, su bassemblies and x
tboughtin items, in accordance with the development timing plans.
Regular status reports are issued for the project, based on the project plan and the
customer's milestones.
Rules covering assessments/metrics must be defined.PPAP (product and production
process approval process) must have been carried out. PPAP is the final verification of the
product, production and transport planning process and, if
positive, results in release for serial production.
Reference parts and products from sample submissions must be
retained in accordance with the customer's requirements. 3.2
Verification and validation for product and process are ensured.
There must be a controlled process for the structured transfer of responsibility between the x
development team and production.
The customer's requirements are taken into account.
An internal production process release check must have been carried out in full before the
first shipment of production items.
A production test has been carried out at the production location in accordance with the
customer's requirements. Actions arising from the production test have been completed on
time.
Proof is available of machine capability studies to cover all special characteristics.
Tools, test, measurement and inspection equipment are available in sufficient quantities. 3.3
A procedure to secure the launch must be described and installed in order to secure the
launch phase and a robust production process.
A check on launch security must be carried out for all new and modified parts which need to
be submitted for initial sample approval/release
Before suppliers are specified, an assessment of the QM system (certification / auditing) x
must be obtained.
Evidence must be provided of the timely planning for selecting and assessing new suppliers,
based on selection criteria meeting the customer's project plan.
For serial production it must be ensured that only suitable suppliers are used.
If there are deviations from the organisation's own selection criteria, the further procedure
must be decided on. Experience from evaluations of quality performance assessments must
be taken
into account for existing suppliers.
beschrieben; 5 374712769.xls
Risks in the supply chain must be determined and assessed and must be reduced by
appropriate action (strategy for emergencies)
 Are only approved and quality-
must be obtained.
9.3 Potenzialanalyse
capable suppliers (P1) als Auszug
appointed?
Evidence dem
5.2 4.2 Are the customer's
requirements taken into account
in the supply chain?
5.4 4.3 Are the necessary approvals
available for out-sourced
products and services?
5.5 4.4 Is the agreed quality of out-
sourced products and services
guaranteed?
5.6 4.5 Are incoming goods stored in
the appropriate manner?
* Weitere Erluterungen sind im VDA 6.3 Fragenkatalog beschrieben;
Before suppliers are specified, an assessment of the QM system (certification / auditing)
aus must
be VDA
provided6.3 Fragenkatalog
of the timely planning for selecting and assessing new suppliers,
based on selection criteria meeting the customer's project plan.
For serial production it must be ensured that only suitable suppliers are used.
If there are deviations from the organisation's own selection criteria, the further procedure
must be decided on. Experience from evaluations of quality performance assessments must
be taken into account for existing suppliers.
Risks in the supply chain must be determined and assessed and must be reduced by
appropriate action (strategy for emergencies)
Process audits or comparable methods must be planned and executed in all phases for the 4.1
suppliers selected (depending on the risk classification of the product).
It must be ensured that the suppliers have sufficient capacities this also applies to changes
in quantities.
Suppliers in the supply chain must be controlled and monitored in terms of their x
engagements and performance (depending of the risk classification of the product).
Interfaces are recognized and secured.
The forwarding of customer requirements must be controlled and traceable.
Change management must also be taken into account.
4.2
tAn approval/release must be issued for all outsourced products and services before they x
are used in serial production.
In the case of modules (unless otherwise agreed) the supplier has full responsibility
monitoring the quality of all the individual components.
Evidence must therefore be provided of comprehensive change management, from the 4.3
customer to the subsupplier.
The capabilities and performance of a supplier must be checked at defined intervals and the x
results must be logged and evaluated in a report (supplier listing). In the event of negative
results, qualification programmes must be laid down. Evidence must be
provided that the actions have been implemented.
tTo monitor the quality of the outsourced goods and services, regular checks are carried out,
documented and evaluated.
For safety relevant parts, specific agreements must be made with the supplier regarding the
handling of processes and tests/inspection, as well as archiving the results.
Requalification checks are carried out to the customer's requirements.
Test, inspection and measurement equipment must be stored in an orderly manner and
kassociated workstations must be laid out appropriately (to prevent damage, contamination
noise and to ensure good lighting conditions, tidiness, order and, if relevant, air 4.4
conditioning).
ncoming materials and goods containers must be placed in stores in accordance with their
release status so that they cannot be damaged or mixed up. "Suspect" and quarantined
products must be stored securely to prevent access to them.
FIFO and batch traceability are ensured when the materials and goods are processed 4.5
further. Material stock figures in the stores administration system agree with the quantities To be assessed!
actually in stock.
6 374712769.xls
 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
Process analysis / production
What goes into the process?
Process input
6.1.1 5.1.1 Has the transfer of the project
from development to full
production been completed?
6.1.3 5.1.2 Are upstream materials stored
in the appropriate manner and
do the transport methods /
packing systems take account
of the special
characteristics of upstream
materials?
Work content / process
sequence (are all production
processes controlled?)
6.2.1 5.2.1 Based on the production control
plan, are all the relevant data
fully listed in the production and
test/inspection documentation?
* Weitere Erluterungen sind im VDA 6.3 Fragenkatalog beschrieben;
A process is defined for transferring responsibility between development and production and
is controlled. A complete production process and product approval/release with all the
documentation required must take place before the
first production shipment
The PPF (PPAP) is the final verification of the product, production and transport planning
process and a positive result lead to approval/release for serial production.
Conditions for serial production release are agreed with the customer.
Reference parts from sample submissions must be retained in accordance with the
customer's instructions.
The process for securing the launch of production is described and installed, in order to
nshorten the runup phase and ensure a robust production process.
A process to secure the launch must be carried out for all new parts and modified products
requiring initial sample submission and approval. 5.1.1
To be assessed!
A production test has been carried out to the customer's requirements and assessed
positively. Actions arising from the production test have been completed on time. Production
facilities/new parts have been sampled with positive results
A process for the further development of the product and process FMEAs is defined and
controlled.
rCustomerspecific packing regulations must be taken into account / implemented throughout
(including in production processes).
During manufacture and internal transport and also when being transported to and from
service companies, suitable transport units must be used to protect the products from
damage and contamination.
kStores areas, workstations and containers must be appropriate for the tidiness and
cleanliness required for the parts/products. Cleaning cycles are defined and monitored. The
ksupply of parts/materials at the workstation/on the assembly
line must provide for safe handling.
eSpecified storage times and useby dates for special materials/parts must be monitored by
appropriate methods (max. and min. storage times; specified intermediate storage times). 5.1.2
Critical operating and auxiliary materials for plant and machinery with a direct effect on the To be assessed!
product/product quality must be monitored accordingly.
Parts, incoming materials, critical operating and auxiliary materials must be protected
against environmental/climatic influences.
The production and test/inspection documents (production control plan, work plan,
kmanufacturing instructions) must be available at the wor kplace / inspection station.
eChecking/inspection characteristics, facilities, methods, frequencies (cycles) and r e
qualifications must be described and defined in these documents.
Process parameters influencing product characteristics and/or quality must be fully stated.
Tolerances must be stated for process parameters and checking/inspection characteristics.
The control limits in process control charts must be specified, recognizable and traceable.
nNoncompliances and actions taken regarding process requirements and inspection
characteristics must be documented.
Data regarding machines/tools/auxiliary aids (tool and machine numbers) for critical products 5.2.1
and processes must be stated in the work plan, production control plan/inspection To be assessed!
instructions.
Conditions governing rework are specified and secured within the process (parts
identification; fresh checks/inspection, ).
The quality checking/inspection concept complies with the customer's
requirements/agreements made with the customer.
7 374712769.xls
 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
6.2.3 5.2.2 Can the customer's product-
specific quality requirements be
achieved with the production
facilities?
6.2.4 5.2.3 Are significant characteristics
controlled in production?
6.2.5 5.2.4 Are scrap, rework and setting
parts, as well as residual in-
house quantities properly
separated and identified?
6.2.6 5.2.5 Is the flow of materials and
components secured against
mix-ups / incorrect
identification?
* Weitere Erluterungen sind im VDA 6.3 Fragenkatalog beschrieben;
It must be shown that the processes are implemented to the customer's requirements with
the existing production facilities and that the resulting products comply with the customer's
specifications.
The production facilities, machines and equipment must be able to maintain the specified
tolerances for the relevant characteristics.
Process capability must be determined for significant product/ process characteristics and
continually demonstrated.
tFor shortterm process capability (machine capability studies) and provisional process
gcapability, a figure of Cmk / PpK >= 1,67 must be achieved. For longterm process capability
(Cpk) the minimum requirement is Cpk >= 1,33. Note must be taken of customers'
regulations, requirements for proof of capability of significant
characteristics. 5.2.2
In the case of significant characteristics where no capability level can be demonstrated, To be assessed!
100% inspection is required.
Cleanliness requirements for production are defined and implemented by reference to the
product risk.
There is sufficient production capacity, taking into account levels of scrap and rework.
Significant product characteristics and process parameters are identified in the production
control plan and are monitored systematically (SPC).
Control limits are defined and effective control action is taken in the event of deviations.
Records are maintained of noncompliances and corrective actions. Noncompliances
nn
affecting the characteristics of the product must be approved by the customer.
sProduction processes are controlled and proces scapable.
Quality records are specified for significant characteristics (type and duration of archiving)
and are agreed with the customer. 5.2.3
In the case of characteristics subject to special documentary and archiving requirements, To be assessed!
rcustomerspecific requirements must be observed.
Non-released parts, defective parts and/or parts with defective characteristics must be x
separated and documented. They must be securely removed from production operations.
Containers for scrap and rework must be appropriately identified.
Quarantine stores and quarantine areas must be clearly recognizable (unauthorized access
must be prevented).
The storage and retention of setting parts, reference parts and tools must be displayed and 5.2.4
identifiable.
An appropriate and optimum flow of parts and materials must ensure that mixing / confusion x
between similar items cannot occur. Poka Yoke or other methods may be used for this. The
use or fitment of an incorrect part or material must be immediately
detectable and must not proceed further in the value creation process. Suitable
checks/actions must be carried out to guarantee early detection and filtering out of items
wrongly installed items.
Associated subjects and actions must be included and examined in the Process FMEA and,
if appropriate, in the Product FMEA.
There must be a clearly controlled process for handling residual quantities, parts which have
ebeen separated out (for example, stacked up because of a machine problem), r eused parts
from product audits, checking parts, etc. 5.2.5
Containers and parts must be adequately, appropriately and securely identified.
The process and/or inspection status must be clearly visible.
eThe useby date and longest storage time for materials must be observed.
Internal residual quantities must be logged by quantity and suitably identified and stored.
8 374712769.xls
 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
Process support / personnel
resources
6.3.2 5.3.1 Are the operators able to carry
out their allotted tasks and are
their qualifications kept up-to-
date?
Material resources
6.4.1 5.4.1 Are the maintenance and
overhaul of machines / facilities
controlled on a preventive
basis?
6.4.2 5.4.2 Can the quality requirements be
monitored effectively with the
measurement, checking and
inspection equipment used?
6.4.3 5.4.3 Are the work-areas and test /
inspection stations suitable for
requirements?
* Weitere Erluterungen sind im VDA 6.3 Fragenkatalog beschrieben;
kThere must be a job description for each workstation, including a requirements profile. x
Training needs must be determined individually for each operator based on the task and an
appropriate personnel development plan drawn up. A record must be kept of who is qualified
for what tasks and activities.
This documentation must be taken into account when planning the use of personnel.
Employees are trained in the processes and know of production errors which can potentially
occur. All employees are trained in the consequences of carrying out work incorrectly (e.g.,
product training, what happens if the product is wrongly assembled; using checking /
inspection equipment, ). Training in health & safety at work and work-related environment
aspects is provided regularly. Instruction must be given to employees regarding the handling
and dealing with "components/products requiring special documentary evidence".
Training, instructions and qualification evidence must be documented.
kThere must be evidence of suitability to meet requirements regarding activities (e.g., for klift 5.3.1
driver licence; welding certificate, soldering certificate, eye test, hearing test, etc.). Induction
plans must be available for new employees, replacement and temporary personnel.
Induction phases must be demonstrated.
Training/instruction is given and documented in the event of changes to the product/process.
mPlant, equipment, machines and tools required for the proble m free operation of key
processes are identified and appropriate preventive maintenance intervals are allocated to
them. Resources to carry out essential maintenance work are available.
Essential maintenance work is systematically planned and carried out.
Preventive maintenance of machines, plant and tools is carried out, documented and
controlled (maintenance systems). Availability is assured for spares for production facilities,
particularly for key processes reflecting the critical path.
kClean working surroundings and workplaces are integral to an overall care for the facilities
(GAB).A process has been effectively implemented to analyse and optimize downtimes,
machine loadings and the life of tools.Tools are covered by a tool management system
containing the following points : 5.4.1
- identification of usage status (OK / NOK / under repair) To be assessed!
-tool tracking card with all the changes made to the tool
-tool operating times
-protection from damage
-ownership details for the tool
The test, inspection and measurement facilities employed aresuitable for the purpose and for
handling in production. They are included in the production control plan. Systematic and
random causes of measurement errors are eliminated. Employees are trained in the use of
measurement equipment (exclusion of measurement errors).
Capability studies are carried out on the measurement devices and measurement systems
employed. The accuracy of this equipment is appropriate for the purpose and for the
characteristics to be checked. Certification is available covering the calibration of the
inspection equipment (inspection plates). A process for the periodic monitoring of
measurement and inspection equipment is installed and implemented (responsibility for 5.4.2
collection and return is defined). This process also takes into account the calibration of To be assessed!
sprocessintegrated measurement technology with an influence on the product characteristics.
There is an identification system for measurement and inspection equipment. Administration
of this equipment is based
on the identification. Measurement and inspection equipment accessories having an
influence on measurement accuracy and the measurement result are monitored in the same
way.
kConditions for the workplaces and their surroundings (inc. rework areas) are appropriate for
the products and the work carried out, in order to prevent / eliminate contamination, damage,
gmixingup of parts and misinterpretations.
kIn addition, the workplace layout is adapted ergonomically to the work to be carried out.
5.4.3
To be assessed!
9 374712769.xls
 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
6.4.4 5.4.4 Are tools, equipment and test / Even tools, equipment and test/inspection devices not in use and/or not yet released must
be stored and managed in an appropriate manner.
inspection devices stored All tools, equipment and test/inspection devices are identified with their current status and
appropriately? change level (released; undermaintenance; maintenance required; quarantined).
Storage is provided where the equipment is protected against damage and environmental
effects, and cleanliness and tidiness are ensured. 5.4.4
The issue and use of this equipment is controlled, specified and documented. To be assessed!

Process effectiveness level

6.5.1 5.5.1 Are targets set for product and Process and product metrics are defined and logged in order to control and monitor the
organisation's processes. A regular comparison is made between specified and actual
process? results. Target requirements are agreed and achievable; they are
guaranteed to be uptodate.
po
sProcessspecific targets are laid down, monitored and communicated (quantities produced;
hquality metrics such as failure rates, audit results, throug htimes and process effectiveness
figures (Cpk).
nNonconformances are analysed and subjected to suitable action leading to improvements to
the product and process.
Essential special action must be specified and implemented as necessary. 5.5.1
To be assessed!
The potential for improvement must be determined continuously from previous experience
regarding quality, costs and service.
Monitoring the metrics is ensured through regular management reviews and reported in
associated committees.

6.5.3 5.5.2 If deviations from product and

process requirements occur,
are the causes analysed and
corrective actions checked for
effectiveness?
If deviations from product and process requirements occur,
immediate containment actions must be taken to comply with
the requirements, until the causes of failure are eliminated and evidence has been provided
of the effectiveness of the corrective actions.
Methods used for the analysis of causes are defined and in use.
5.5.2
Corrective actions are derived, their implementation is monitored and effectiveness is To be assessed!
verified. In this, production control plans and FMEAs are taken into account and are
pextended and updated if required.
Functioning quality control circles are implemented in production within the organisation. The
status of the actions is transparent and communicated.

6.5.4 5.5.3 Are processes and products Audit plans (process audits, product audits) must be available for the product and its
production processes.
audited regularly? Reasons for an audit are :
- New projects, processes and/or products
- To provide evidence of compliance with quality requirements
- To indicate the potential for improvements
Deviation reports must be issued to those responsible and improvement actions must be
tracked.
If quality requirements are not met (internal / external) additional audits referring to the
specific event(s) must be carried out. Product audits are carried out and documented in 5.5.3
production after production operations have been completed. They are To be assessed!
carried out periodically and examine the finished product.
Account is also taken of customer requirements and relevant functions, including ease and
security of fitment. Deficiencies in engineering and production are displayed,
assessed from the customer's standpoint and appropriate actions are introduced.

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 9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog

What should the process

produce? (output)

6.6.1 5.6.1 Are the customer's Account must be taken of all requirements included in the customer's supplier assessment.
Process-specific targets (from the customer's requirements, if
requirements satisfied in terms appropriate) must be laid down, including quantities produced, quality metrics such as failure
of product and process? rates, audit results, failure costs, throughflow times and process metrics (Cpk).
Significant characteristics specific to the customer ("D" type characteristics) must be
nidentified. Customer requirements must be audited inhouse (shipping audit, ...)
A process is implemented, regulating the use of products supplied by the customer. This
refers to products (setting parts), tools, inspection equipment and packaging.
Test/checking/inspection instructions must be available (also covering endurance testing. 5.6.1
Procedures must be agreed with the customer and documented accordingly. To be assessed!
A process must be described and implemented, explaining how the areas of stores,
scheduling, parts provision, shipping and the customer are informed in the event of a block
on shipping.

Customer support / customer

satisfaction / service

7.1 6.1 Are the customer's
requirements satisfied in terms
of QM system, product (on
delivery) and process?
Take account of all requirements, particularly those included in the supplier assessment
system used by the customer. Take account of the certification of the QM system in
accordance with the customer's requirements. If appropriate, include evidence of significant
characteristics when carrying out audits.
Customers' requirements for the supply of spares before, during and after serial production
must be implemented and observed, including the acceptance and recycling of returned
parts. The supply of spares must be considered in addition to serial production, including
variants and changes, in terms of the resources required.
Packing must meet the customers' requirements regarding suitability, fixing, cushioning and
identification.
Product requalifications are carried out to the customers' requirements. 6.1
It must be ensured that the product conforms with legal regulations. To be assessed!

7.3 6.2 Is the supply of components Concepts are in place, including security for emergencies to ensure supplies.
These concepts must always be kept uptodate in the serial production delivery phase. In this,
po
secure? nconsideration must be given to inhouse processes and also the suppliers' processes.
Procedures must be in place which guarantee that the organisation informs the customer
eimmediately when supply bottlenecks are detected. The information must include the
expected duration and extent of the bottlenecks and the actions which have been taken.
The actions must be taken at the right time and in accordance with the customer's
requirements
6.2
To be assessed!

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9.3 Potenzialanalyse (P1) als Auszug aus dem VDA 6.3 Fragenkatalog
Amount of classifications / Assessment: 2 8 2
(35 questions total)
Questions not assessed must be reasonable. Comparability of results resp. mutual acceptance is not
been given any more.

Classification criterias Note: The maximum number of questions not assessed is limited to 3

Fully approved supplier

Conditionally approved
controlled by Organisation

Barred supplier
contract can not be issued

assessment total: RED Assessments missing, to less crossess

[GREEN] requirement achieved Question can be completely answered with yes. A potential risk do not exist.

[YELLOW] requirement partly Question could not completely answered with yes. The objective (product / process) is only
achieved achievable with additional actions.

Question must be answered with no. The objectives (product / process) is not achievable.
[RED] requirement not achieved The potential risk of breakdown exists.

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 Prozessaudit

Improvement program potential analysis VDA-QMC

Supplier: 0 Date: 12/30/1899

Contract No: 0

To be completed by auditor To be completed by audited organization

Ques. Weaknesses / recommanded actions, Actions and root cause analysis Respon- Effective-
Pos.

Timing
No. finding der Organisation sibility ness

Project management
1.1 1.1
1.2 1.2
1.3 1.3
1.4 1.4
1.5 1.5
1.6 1.6
1.7 1.7
Planning the product & process
development
2.1 2.1
2.2 2.2
Carrying out the product & process
development
3.1 3.1
3.2 3.2

374712769.xls VDA QMC

 Prozessaudit

Improvement program potential analysis VDA-QMC

Supplier: 0 Date: 12/30/1899

Contract No: 0

To be completed by auditor To be completed by audited organization

Ques. Weaknesses / recommanded actions, Actions and root cause analysis Respon- Effective-
Pos.

Timing
No. finding der Organisation sibility ness

3.3 3.3
Supplier management
4.1 4.1
4.2 4.2
4.3 4.3
4.4 4.4
4.5 4.5
Process analysis / production
5.1.1 5.1.1
5.1.2 5.1.2
5.2.1 5.2.1
5.2.2 5.2.2
5.2.3 5.2.3
5.2.4 5.2.4

374712769.xls VDA QMC

 Prozessaudit

Improvement program potential analysis VDA-QMC

Supplier: 0 Date: 12/30/1899

Contract No: 0

To be completed by auditor To be completed by audited organization

Ques. Weaknesses / recommanded actions, Actions and root cause analysis Respon- Effective-
Pos.

Timing
No. finding der Organisation sibility ness

5.2.5 5.2.5
5.3.1 5.3.1
5.4.1 5.4.1
5.4.2 5.4.2
5.4.3 5.4.3
5.4.4 5.4.4
5.5.1 5.5.1
5.5.2 5.5.2
5.5.3 5.5.3
5.6.1 5.6.1
Customer support / customer satisfaction /
service
6.1 6.1
6.2 6.2

374712769.xls VDA QMC

 Prozessaudit

Improvement program potential analysis VDA-QMC

Supplier: 0 Date: 12/30/1899

Contract No: 0

To be completed by auditor To be completed by audited organization

Ques. Weaknesses / recommanded actions, Actions and root cause analysis Respon- Effective-
Pos.

Timing
No. finding der Organisation sibility ness

374712769.xls VDA QMC

 Assessment overview potential analysis Contract: 0 Supplier/Tender: 0
P2 Project management
1.1 0 1.2 0 1.3 x 1.4 0 1.5 0 1.6 0 1.7 0
Project mgmt. 0 Project x Project plan 0 Change 0 Changes 0 QM-plan 0 Escalation 0
Project team x Resources 0 0 management 0 Cust. / Supplier 0 0 process 0
P3 Planning the product & process development P4 Carrying out the product & process development
2.1 0 2.2 0 3.1 0 3.2 0 3.3 0
Customer 0 Feasibilty 0 FMEA Product 0 Suitability x Project transfer x
Requirements 0 review 0 FMEA Process 0 Approvals 0 Start of serial 0

P5 Supplier management
4.1 0 4.2 0 4.3 0 4.4 0 4.5 0
Approved x Cust. Requirement x Purchasing x Purchasing x Storaging 0
Suppliers 0 Supply chain 0 Approved product 0 Product quality 0 Incomming 0

P6 Process analysis / production

Process input Work content / process sequence
5.1.1 0 5.1.2 0 5.2.1 0 5.2.2 0 5.2.3 0 5.2.4 0 5.2.5 x
Project transfer 0 Storaging 0 Control 0 Production 0 Significant 0 Labelling 0 Material 0
Developement/Serial 0 Basic material 0 plan 0 equipment 0 Characteristics 0 Parts; Scrab x Flow of material 0

Personnel resources Material resources

5.3.1 0 5.4.1 0 5.4.2 0 5.4.3 0 5.4.4 0
Employee x Maintenance 0 Measuring 0 Work place 0 Storaging 0
qualification 0 Maintenance 0 Testing 0 Inspection place 0 Tools/Mesurings 0

Process effectiveness level Process output

5.5.1 0 5.5.2 0 5.5.3 0 5.6.1 0
Objective product 0 Analysis;Root cause 0 Process/Product 0 Achievement Cust.- 0
Objective process 0 Effectiveness 0 Audits 0 requirements 0

P7 Customer support / customer satisfaction / service

6.1 0 6.2 0
QM-System 0 Parts 0
Dispatch 0 supply 0

Amount assessed RED 2 Barred supplier/tender: (1 X red or min. 15 X yellow)

Questions: YELLOW 8 Controlled supplier/tender: (max. 14 X yellow and no X red) Classification: RED
12 GREEN 2 Fully approved supplier/tender: (max 7 X yellow and no X red)
 Prozessaudit 18/18

Qualification timing plan VDA-QMC

0 Contract: 0

Timing Supplier/Tender
Activities Timing
Improvement program received 12/30/1899
I. Concretion and timing of the improvement program (14 days )
II. Realization of improvement program ( 12 weeks after award ) offen
III. Selfassessment according to VDA 6.3 ( only by "GREEN" and "YELLOW" if award is made ) 12 CW before SOP

Explanation

The activities must be realized immedeatelly. For large imprvement programs the realization can be subdivided in several
realization phases.

Selfassessment: to assess seriously the selfassessment, we ask for information about the audit timing (man days) and the
qualitfication of the auditors used. In our opinion the audit timing equates a timing of a certification audit. After receiving and
verifying the audit documents we will, if the result is classified as "A", agree our next audit timing. If trhe result is classified as
"B" we ask for realistic timing you will achieve an "A" classification. We expect then the ontime sending of the audit report of
the internals follow up audit, without any specific request from us.

Agreement of upgrade qualification:

Controlled suppliers / tenders commit themselves, after been awarded, to coorperate with an approved consulting company
by accpeting the upgrade qualification agreement. Costs will be carried by the supplier.

Auditor Auditor: Signature Supplier/ Tender