Beruflich Dokumente
Kultur Dokumente
Issue G
Plant / Location:
Position:
Address:
Phone:
Email Address:
Supplier code:
Fax:
Audit Date:
Report number:
Auditor Name:
Re-audit:
Valid until:
YES
NO
Valid until:
YES
NO
Valid until:
MMOG/LE/EVALOG :
YES
NO
Valid until:
YES
NO
PPM:
Performance Status:
Suppliers participants:
TRW participants:
Fulfillment level
Classification
NR
NR
Development Result:
NR
NR
NR
NR
Summary / remarks:
YES
NO
YES
NO
YES
NO
Who
When
Distribution:
Classification
A
80 - <90
B
Conditionally quality-capable
<80
C
Not quality-capable
Rating can be downgraded according VDA 6.3 downgrading rules. Please find further details within the Assessment Matrix.
Process Owner/Department:
R. Donaldson / Supplier Development
Approved by:
L. VanDongen / Global Director, SDE
P2
2.1
Supplier:
Location:
Question
Audit Date:
Report #:
Requirements
Look For
Status
30-Dec-99
0
Observations
Generally
No.
Project management
Is the project organiza tion (project management)
T he project management is in a position to mee t the customer
established and are tasks & authorities specified for requirements. A process for establishing the project
the team leader and team members?
m anagement exists. The authority of the project leaders and
team members is sp ecified, together with links to the
organization. All the expertise required for implementation is
established. The suppliers are engaged in the project
m anagement throughout.
NR
R esource planning takes account of the customer requirements, - evidence of resources for specific technologies
ba sed on the contract covering the project. Resource p lanning (specialists)
(a cross-fun ctional, interdisciplinary team) for project
- evidence of resource planning (take account of other
m anagement is esta blished and implemented. The necessary
projects for other customers)
project budget is planned and released. The technical
- plannin g takes account of the customer project (short
pe rsonnel, with the relevan t qu alifications, are provided at the
paths)
rig ht time by the specialist departments. T he work-load on
pe rsonnel must be taken into account in the planning. Ch anges
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
m ade on resource planning and changes are made if necessary.
T his applies to changes caused b y the customer, to in-house
changes and change s by suppliers. R esource planning also
takes account of su ppliers. In particular the critical path is taken
into account when planning resources.
NR
Is there a project plan and has this been agreed with T he project plan meets the customer specific requirements. All
the customer?
in-house and custom er 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.
C hanges 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 project plan. The QM plan must be part of the project.
2.4
NR
2.6
- Timing plans
- Process descriptions
- Change m anagement
- Specified responsibilities
- Change request fo rms
- Change record
- Assessments of changes
NR
NR
NR
3.1
3.2
Product
Product/process development
- Requirem ents specifications (product; process)
- Customer requirements
- Legal requirements
- Purchasing conditions
- QM-specific requirements
- Quality agreements
- Documentation requirements
- Logistics requirements (JIT, JIS, on consignment)
- Timing plans; technical delivery con ditions
- Access to portals (customer / supplier)
- Information platform in Internet
- Definition of responsibilities for sub-suppliers / service
providers jointly with the customer (e.g., qualification,
sample submissions, approvals, tests,...) within the
framework of a performance in te rface
- Test regulations
- Product / process characteristics
- Order documents with parts lists, timings
- Legislation/regulations (country-specific)
- Environmental aspects; re cycling requirements
- Evidence of capability
Product development
- specifications, drawings,
- special characteristics
- experience w ith previous products
Process development
- suitability of facilities & tools
- test/inspection facilities
- layout of work places and test / inspection stations
- handlin g, pa cking,
storage
Has manu facturing feasibility been assessed in a
T he procedure for assessing manufacturing feasibility must be Product/process
development
identification
cross-functional manner, based on the requirements contro lled. Contract and enquiry documentation must be
-- customer
requirements
which have been determined for product & process? checked for manufacturing feasibility. A process m ust be
- timings; time frames
implemented which ensures that all requirements relating to the - Definition of responsibilities for subsuppliers
product are determined, including any not explicitly stated by the - regulations, standards, legislation requirements
customer (e.g., legal regulatio ns) Experience (lessons learne d) - environmental compatibility
an d fo rward loo king expectations must be included in the
- customer regulations
study. The release process before a quotation is issued to a
- product liability requirements
customer must be controlled. All areas involved/with
- capacities
resp onsibility must confirm the feasibility of the customer
- availability of incom ing materials
requirements (Buying, Development, Production Planning,
- qualified development personn el
Production, QM Planning, Logistics, ...). Consideration capacity - manufacturing facilities, production locations
required for making samples, prototypes, etc. must be taken into - buildings, space
account in the quotation phase. The requireme nts set out in
- facilities, tools, production, test and inspection
"P7" : "Customer support / custom er satisfaction / service are equipm ent; auxiliary tools, laboratory facilities, transport
taken into account.
facilities, containers, stores
- CAM, CAQ
Process
P3
NR NR
NR NR
At a level below the project plan, specific plans are drawn up for
the de velopment of the product and process. These plans
contain details of timing dates a nd periods for certain
de velopment and pla nning activities, milestones, production
tests, etc. The m ilestones are aligned with the customer
m ilestones. Metrics (RGA) are laid down for the individual
m ilestones and the critical p ath is identified. The in te rnal
de velopment plans are aligned with th e relevant project timing
plan, particularly with regard to metrics for the individua l
m ilestones. It is ensured that developm ent plans are always upto-date. QM planning must be integrated in the development
plans, including test/inspection planning, the planning of test
an d inspection facilities and risk analyses. In the developme nt
ph ase, suitable methods must be used to secure the product
de velopment so that whe n th e product goes into serial
production it fulfils the installation conditions (function, reliability,
safety, security). Product & process FMEAs are part of the QM
planning. Experience in technology for serial productio n is
de monstrated. External processes and services are an integral
pa rt of the project p lanning.
- customer requirements
- customer timings (milestones, premises)
- serial production date, dates for sample submissions
- dates for developmen t p hase samples, produ ction
tests, tools, lead times
- methods (QFD, D OE; FMEA; statistical test
planning, ...)
- QM planning (reliability tests, function tests, test plan)
- capacity studies
- prototypes / pre-production
- setting and mon itoring targets for maturity levels
- regular status checks on the progress of the
development (reviews)
- Information / reporting to project managem ent
- project plans for investment items, facilities (structures
and equipment, production machinery, etc., ..)
- procedure if the custom er changes dates and
quantities
- Logistics planning covering dates, for supply approval,
prototypes & pre production and start of full production
- tool timing plans provision of production, test and
inspection facilities, softw are, packing
- security concept for changes (launch problem s, etc.)
NR NR
NR NR
NR NR
Product
4.2
Process
P4
4.1
NR NR
NR NR
Are the personnel resources in place and qualified? T here must be a process covering general personnel planning. - Customer requirements
T he personnel resources must be planned and availa ble at the - Requirem ents profile for the relevant locations
specified timing dates. Personnel must be qualified for the
- Determin e the n eed for training
relevant tasks. This also applies to the service personnel
- Proof of training
em ployed in the product development process. Appropriate
- Knowledge in the various departments
certification must be available. Determining resources is
- Project management
associated with the availab ility of qualified personnel. D uring
- DOE, QF D
product development a regular analysis must be carried out of - F MEA,
po ssible bottlenecks and ad ditional dem and. Outside processes - Statistical trial planning
an d services must be taken into account. There is capacity to
- Statistical process control(SPC)
achieve the prototype build, sample build, 0-production,
- Suitability of test processes
production test and serial produ ction.
- CAD/C AM, C AE
- Six Sigma
- Knowledge of foreign lang uages
4.4
NR NR
- Prototype builds
- Planning of trials
- Test facilities/ test laboratory / test equipm ent
- Inspection facilities / equipment
- Buildings, space
- F actory structure plan
- Planning plant & machinery
- Customer requirements / quantities
- Quantities per facility / mach ine (max. quantity
achieved in the process o peration)
- Production cycle tim es
- Availability of incoming materia ls
- Dow n times
- Logistics capacity calculation
- Transport paths
- Transport facilities, containers & stores
- Availability of ma te rials
- Capacity before production launch (system loading)
NR NR
R eleases / evidence of suitability must b e produced for all parts, - Specifications; drawings, customer specifications
sub-assemblies and bought-in items, in accordance with the
- F MEAs
de velopment timing plans. R egular status reports are issue d fo r - Product trials (e.g., fitment check,
the project, based on the project plan and the customer
functional test, life/endurance test, environment
m ilestones. Rules covering assessments/metrics must be
simulation)
de fined.
- Test/inspection reports
- Pre-production p arts
PPAP (product and production process approval process) must - Trial sam ples
ha ve been carried out. PPAP is the final verification of the
- Comm issioning
product, p roduction and transport planning process and, if
- Packing
po sitive, results in release for serial production. Reference parts - Logistics concep t (e.g., suitability of the packaging
an d products from sample submissions must be retained in
checked by trial shipments)
accordance with the customer requirements.
- Tools, mach ines, settings, te st and inspection facilities
- Proof of capability of significant product/ process
Verification and validation for product and process are ensured. characteristics
- Production tests
- Capacity studies
- Certification covering bo ught-in items/ suppliers
- Legal releases
- Development releases from the customer
- Results of sample submissions
- Tooling acceptance checks
NR NR
T he production control plan must contain the parts, subThe production co ntrol plan must contain details of :
assemblies, assemblies and materials, including the
- the sequence of the proce ss stages
m anufacturing processe s which are associated with the produ ct. - stipulation and identification of special characteristics
T he production control plan must be drawn up for the following - establishment of the test / inspection sequence plan,
ph ases :
the frequency of tests & inspection / cycle
- Gauges and test/inspectio n e quipment to be used
Prototype ph ase (if required by the customer)
- Documentation of test / inspe ction results
- Provision of facilities and equ ipment
Pre-produ ctio n ph ase
- Timely, forward-lookin g provision of measurem ent
technology
Serial pro duction phase
- Checks at useful stages during the production of the
product
- Clarification of acceptance check criteria
T he question is not applicable for product development !
- Reaction plan
- Rew ork
NA
NR
NA
NR
Are the planning activities associated with so urcing T he organization must monitor regularly the progress at th e
- Special characte ristics, legal requirements (e.g.,
outside products a nd services implemented
suppliers' premises with the execution of the project.
materials requiring declaration)
effectively?
Appropriate milestones and check-lists are included in the
- Reports of meetings to reach agreement, workshops,
project management of suppliers. Tracking activities at the
simultaneous engineering teams.
suppliers' premises are carried out, deviations are detected and - Performance interface agreements
suitable actions are introduced.
Items to be considered include :
- Releases
Process d evelopment must define and verify the status of the
- Identification of tools
products and processes to be used in the various ph ases.
- Layout/quantity of tools
- Au dit re ports
- Visit reports
- Certification documents,
- Supplier's project reports
- Milestone assessmen ts
- Demon strations of capability
- Tolerance studies
- Load tests
- Reference samples
- QM plan
NR NR
Is the transfer of the project to production controlled T here must be a controlled process fo r the structured transfer of - Specify responsibilities
in order to secure the product launch?
resp onsibility between the developm ent te am and production.
- Customer requirements
T he customer requirements are taken into account. An internal - Transfer report/check list
production process release check must have been carried out in - Acceptance check report
full before the first shipment of production items. A productio n
- Specify additional, individual checks which are not
test has been carried out at the production location in
carried out on the fullyassembled product
accordance with the customer requirements. Actions arising
- Specify test/inspection frequencies, quantities,
from the production test have been comp leted on time.
parameters, duration
- Specify a procedure for the immediate execution of
Proof is available of machine capability studies to cover all
failure ana lysis and introduction of corrective actions
special characteristics. Tools, test, measurement and inspection - Definition of failu re rates
eq uipment are availa ble in sufficient quantities.
- Specify the identification of parts from the launch
phase
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 se curity must be carried out for all new and
m odified parts which need to be submitte d fo r initial sample
ap prova l/release.
NR NR
Generally
P5
5.1
Supplier management
Are only approved/released and quality-capable
supplie rs selected?
NR
ad d to
C AR
5.2
Are the customer requirements taken into account in Suppliers in the supply cha in must be controlled and monitored - transmission of requirements (tolerances, timing
the supply chain?
in term s of their engagements and performance (depending on tracks, process acceptance checks, rele ases,
the risk classification of the product). Interfaces are recognized complaints, ) while ensuring change management
Additional VW Formel Q Capability Requirements
an d secured. The forwarding of customer requirements must be - Contract documents can contain reference
that exceed VDA 6.3 R equirements. T hese
contro lled and traceable .
information , such as requirements from the product or
requirements are additions to questions of VDA 6.3 C hange management must also be take n into account.
compon ent specification, from QM agreements and
and must be considered du ring evaluation :
other relevant regulatory documents
A product safety responsible representative (PSB)
- evidence of other regula r com munication
for each individual step in the supply chain must be
nominated.
5.3
5.4
5.5
NR
NR
T he cap abilities and perform ance of a supplier m ust be checked - QM agreements, inc. escalation m echanisms
at defined intervals and the results must be log ged and
- Reports of quality meetings
evaluated in a report (supplier listing). In the event of negative
- Ag reement and tracking of improvement programs
resu lts, qualification programs must be laid down. Evidence
- Evaluation of main failure areas / problem suppliers
m ust be provided that the actions have been implemented.
- ppm assessments, 8D reports
- Ad equate test/inspection facilities (internal & external
To monitor the quality of the out-sourced goods and services,
laboratory & test / checking eq uipment; tests to ISO/IEC
regular checks are carried out, docum ented and evaluated.
17025) for raw materials an d finished parts
- Gauges/jigs provided by others
F or safety-relevant parts, specific agreements mu st be made
- Drawings, ordering regulations, specifications
w ith the supplier regarding the handling of processes and tests / - Alignment of test / inspection procedures, processes
inspection, as well as a rchiving the results.
and frequencies
- Capability certification
R equalification checks are carried out to the customer
- Requalification checks/reports
requirements.
- Test certificates (also for parts made in-house or on
extended wo rk bench basis)
Test, inspection and measurement equipment must be stored in
an o rderly mann er and associated w ork stations must be laid
ou t ap propriately (to prevent dam age, contamination n oise and
to ensure good lighting conditions, tidiness, order and, if
relevant, air conditioning).
NR
5.7
Are personnel qualified for the various tasks and are A description must be provided of what responsibilities, tasks
Knowledge must be available regarding :
responsibilities defined?
an d authority the employees have in their relevant task areas. - Product / specifications/ special customer requirements
- Specialized knowledg e of product characteristics and
Additional VW Formel Q Capability Requirements
A job description must be available for functions.
production op erations for parts of modules
that exceed VDA 6.3 R equirements. T hese
- Standards / legisla tion
requirements are additions to questions of VDA 6.3 T raining needs must be determined for each employee in terms - Packing
and must be considered du ring evaluation :
of the task and qualification must be p rovided accordingly.
- Assessment methods (audits, statistics, )
Audits of the Supply C hain must be conducted by
- Quality techniques (8D method, cause & effect
NR
VD A 6.3 qualified Auditors (see VDA 6.3:
Knowledge is available of previous complaints regarding
diagrams, )
Requirements for Process Auditors of Supply
relevant out-sourcing requirements.
- Complaints & corrective actio ns
Chains)
- F oreign languages
- Maintaining qualifications
- Packing
- Stores administration system
- Batch-related usage
- Cleanliness and tidiness
- Climatic con ditions
F IFO and batch traceability are ensured when the materials and - Protection against damage, dirt, corrosion
go ods are processed further.
- Identification (traceability, inspection status, work
sequence, usage status)
Material stock figures in the stores administration system agree - Mixing/false identification are prevented
w ith the quantities actually in stock.
- Quarantine stores; quarantine areas
- F IFO (first in/ first out)
NR
six
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eight
Process steps
seven
P6
6.1
6.1.1
T he right product (incoming material, part, component,...) mu st - Sufficiently appropriate transport facilities
be p rovided to the agreed quality, in the right quantity and the
- Defined storage points
rig ht p acking, with the right documentation, at the agreed tim e - Minimum / no intermediate stores
an d at the a greed place. Parts / components must be available - KANBAN Just in time
at defined store locations/work stations.
- Stores administration
T his pro cess must be controlled (KAN BAN, Just in time, FIFO). - Change status
Order quantities/batch sizes must be taken into account in order - Only OK items to be forwarded
to ensure th at p arts/m aterials are available to meet demand at - Quantities to be logged and assessed
the relevant work place and m ust be aligned w ith upstream
- Information flow
processes.
- Return of parts not required (residual quantities)
T he return of unwanted parts (residual quantities) after the order - Stock levels
ha s been completed must be controlled, including a count of the - Production quantities ta ilored to the customer
pa rts involved.
requirements
- Minimum stocks aligned with the production
requirement (value flow analysis)
6.1.3
Are incoming materials stored appropriately and are C ustomer-specific packing regulations mu st be taken into
- Stock levels
transport facilities / packing arrangemen ts suitable account / implemented throughout (including in production
- Storage conditions
for the special chara cteristics of the incoming
processes). During manufacture and internal transport and also - Ap proved special and standard tran sport containers
materials?
w hen being transported to and from service companies, suitable are available
transp ort units must be used to protect the products from
- Customer-spe cific packing regulatio ns
da mage and contamination. Stores areas, w ork stations and
- Internal transport containers
containers must be appropriate for the tidiness and cleanliness - Protection against damage
required for the parts / products. Cleaning cycles are defined
- Positioning of pa rts at the w ork station
an d monitored. The supply of parts / materials at the work
- Tidiness, cleanliness, no over filling (storage points;
station / on the assembly line must provide for safe handling.
containers)
Specified storage times and u se-by dates for special m ate rials / - Monitoring of storage time s
pa rts m ust be monitored by appropriate methods (max. and
- Environmental / climatic effects
m in. storage times; specified intermediate storage times).
C ritical operating and auxiliary materials for plant and machinery
w ith a direct effect on the product/product quality must be
m onitored accordingly. Parts, incoming materials, critical
op erating and auxiliary materials must be protected against
en vironmental / climatic in fluences.
NR NR NR NR NR NR NR NR NR NR
NR NR NR NR NR NR NR NR NR NR
Are changes to the prod uct or p rocess in the course T he progress of a change from the initial change request
of serial production tracked and documented?
through to implementation must be clearly described and
resp onsibilities must be controlled. A process regulating the
change release must be implemented.
C hanges must be agree d, a pproved and released with the
customer. If necessary a new PPF (PPAP) must be produced .
T his refers bo th to product and process changes.
D ocumentation of change levels must be fully traceable
throughout. This requires the implementation of a suitable
system which contro ls the defined process sequence.
T his applies equally in the supply chain. Th e effects of changes
m ust be analyzed, docum ented and assessed, before the
associated changes are implemented (risk analysis, production
contro l plan, ).
C onformance with the customer requirements must be checked
be fo re the change is released a nd implemented. It must be
en sured that, at all times, the correct design level of the
incoming ma te rials is used and the correct design level of the
finished product is manufactured and shipped to the customer.
C haracteristics subject to special documentary and archiving
requirements must be tracked and documented accordingly.
It is ensured that only current / valid documents are present at
w ork stations.
NR NR NR NR NR NR NR NR NR NR
6.2.2
ten
six
five
two
four
nine
three
one
eight
Process work content / Process sequence (Are all production processes controlled?)
seven
NR NR NR NR NR NR NR NR NR NR
6.2.3
NR NR NR NR NR NR NR NR NR NR
6.2.5
6.2.6
NR NR NR NR NR NR NR NR NR NR
NR NR NR NR NR NR NR NR NR NR
T he use -by date and longest storage time for materials must be
ob served.
Internal residual quantities must be logged by qu antity and
suitably identified and stored.
ten
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seven
6.3.1
6.3.2
NR NR NR NR NR NR NR NR NR NR
6.3.3
When planning the employment of personnel the qualifications - Shift plan (based on orders)
of the em ployees must be take n into account (qualifications
- Qualification certification (Qualifications matrix)
m atrix). Absentee levels (sickness, holidays, training) are
- Information flow; organizational implementation
included in the employment planning. In the case of
- Documented rules regarding deputies
replacement personnel and personnel transferred on loan, it is
important to ensure that they have the necessary qualifications.
R ules regarding dep uties are documented and are derived from
the qu alifications matrix for the relevant production o perations.
NR NR NR NR NR NR NR NR NR NR
6.4.1
ten
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three
Material resources
seven
Plant, equipment, machines and tools required for the problem- - planned/periodic maintenance activities
free operation of key processes are identified and appropriate
- availability of spares / replacement parts for production
preventive maintenance intervals are allo cated to them.
equipm ent covering key processes
R esources to carry out essential maintenance work are
- comply with specified maintenance intervals
available. Essential maintenance work is system atically planned - Planned and actual amount of work are the same
an d carried out. Preventive m aintenance of machines, plant and - Documentation of maintenan ce work completed
tools is ca rried out, documented and controlled (m aintenance
- Qualifications of em ployees involved
systems). Availability is assured for spares for production
- Arch iving of work certificates
facilities, particularly for key processe s re flecting the critical
- Regular plausibility checks on planned mainte nance
pa th .
intervals
- Scheduling and availability of spares
C lean working surroundings and work places are integral to an - Contracts to exte rnal companies to carry out
overall care for the facilities (T PM = Total Productive
mainten ance work
Maintenance , resp. GAB = Ganzheitliche Anlagen Betreuung). - Availability / use of associated technical documentation
NR NR NR NR NR NR NR NR NR NR
A process has been effectively implemented to analyze an d
- F acilities in the areas entrusted with maintenance work
op timize dow ntimes, machine loadings and the life of tools.
- Preventive tool exchange program for units subject to
Tools are covered by a tool managem ent system containing the greater wear
following po ints :
- Quality of execution of maintenance work
- ide ntification of usage status (OK / NOK / under repair)
- Logging, assessing & development of maintenance
- tool tracking card with all the changes made to the tool
targets
- tool op erating times
- Machinery to place items in or remove them from
- protectio n from damage
racking (for transport and storage, ....)
- ownership details fo r the tool
6.4.2
NR NR NR NR NR NR NR NR NR NR
6.4.3
NR NR NR NR NR NR NR NR NR NR
6.4.4
NR NR NR NR NR NR NR NR NR NR
6.5.2
six
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6.5.1
eight
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NR NR NR NR NR NR NR NR NR NR
NR NR NR NR NR NR NR NR NR NR
6.5.4
NR NR NR NR NR NR NR NR NR NR
- Specifications
- Significant chara cteristics
Additional VW Formel Q Capability Requirements
- F unction
that exceed VDA 6.3 R equirements. T hese
R easons for an audit are :
- Process parameters / capability
requirements are additions to questions of VDA 6.3 - New projects, processes and / or products
- Identification, packing
and must be considered du ring evaluation :
- To provide evidence of compliance with quality requirements
- Specified process and procedural operations
Compliance of labeling of Products with National
- To indicate the potential for imp rovem ents
- Controlling actions and timings
and International conformity requirements. (e.g.
- Au dit plans (for all areas; for product and process
CCC, ECE, DOTM).
D eviatio n reports must be issued to those responsible and
audits) inc. identification of planned and event-relate d
improvement actions must be tracked. If quality requireme nts
audits
are not met (internal / external) additional audits referring to the - F requency of produ ct audits
specific event(s) m ust be carried out.
- Requirem ents for product audits
- Au dit re sults; audit reports
Product audits are carried out and documented in production
- Au ditor qualifications
after production operations have been co mpleted. The y are
- Au dit re sults in the management review
NR NR NR NR NR NR NR NR NR NR
carried out periodically and examine the finished product.
- Developing metrics before and after implementing
Accou nt is also taken of customer requirements and relevant
actions
functions, including ease an d security of fitment.
The capacity of checking and inspection devices, current
D eficiencies in engineering and production are displayed,
inspection instructions, specified traceability
assessed from the customer standpoint and appropriate actions docume ntation and responsib ilities must be clearly
are introduced.
controlled.
6.6.2
ten
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NR NR NR NR NR NR NR NR NR NR
NR NR NR NR NR NR NR NR NR NR
Are products / components stored in an appropriate Parts must be protected from dama ge by suitable storage and
manner and are transport facilities / packing
pa cking. C ustomer specific packing instructions must be
arrangem ents suitable for the special ch aracteristics available in shipping / goo ds outwards department and
of the products / components?
ob served / implemen ted throughout (also in the various
production operations). T he positioning of parts must ensure
Additional VW Formel Q Capability Requirements
secure storage at the workplace, including handling. Storage
that exceed VDA 6.3 R equirements. T hese
po ints / containers must meet essential requirements for
requirements are additions to questions of VDA 6.3 cleanliness & tidiness. T his includes the parts at the wo rkplace
and must be considered du ring evaluation :
itself (no over-filling). Specified storage times must be
Label position (card folder, holder). Removal of out m onitored (specified maximum, minimum and intermediate
of date Labels.
storag e times). Parts must be protected against enviro nmental
an d climatic influences during storage and processing.
6.6.4
Are the necessary reco rds / rele ases carried out and R eleases for the shipment of products to the customer or the
- Customer specifications
stored appropriately?
ne xt process must be identifiable and documented. Special
- Significant chara cteristics and customer identification
releases and release s under deviation must be traceable by
requirements
ap propriate identifica tion and documentation. T he
- Process descriptions
do cumentation must cover the period and/or quantity of parts
- Documentation matrix for storage times for various
involved. These details must also be included in the parts lifedocume nts and records
history, including the identification method. Traceability of
- customer archiving requirements
releases, including documentation, must be generally
- Arch iving requirements / regula tions (EDI, paper, fire
gu aranteed. Traceability of the parts produced must be ensured protection, legibility, ...)
to a reaso nable degree. The customer requirements must be
taken into account in determining archiving regulations and
pe riods.
- Quantities in store
- Protection from damage
- Positioning of pa rts
- Cleanliness, tidiness, over-filling (storage points &
containers)
- Monitor storage periods
- Environmental and climatic influences
- Customer specific packing instructions (inc. packing
supplied by the customer)
- Information on available stock levels
- Substitute packaging
NR NR NR NR NR NR NR NR NR NR
NR NR NR NR NR NR NR NR NR NR
7.1
Generally
P7
Take account of all re quirements, particularly those included in - Quality agreements with the custom er
the supplier assessment system used by the customer. Take
- Completed shipping audits / product audits
account of the certification of the QM system in accordance with - F unction checks
the customer requirements. If appropriate, include evidence of - Endurance tests (to determine failure reactions)
significant characteristics when carrying out audits.
- Storage, scheduling, providing parts, shipping
- ppm figures, targets to achieve zero-defects
C ustomer requirements for the supply of spares before, during - Incorrect deliveries
an d afte r se rial production must b e implemented and observed, - Up-to-date specifications
including the acceptance and recycling of returned parts. The
- Requalification concept (frequency, extent, ...)
supply of spares must be considered in addition to serial
- Suitability of checking and measure ment equipment
production, including variants and changes, in terms of the
- Aligned test / inspection procedures, reliability tests,
reso urces required.
COP
- Au dit plan to cover "D" characteristics
Packing must meet the customer requirements regarding
- Specify and track improvement programs
suitability, fixing, cushioning and identification.
- Involve sub -suppliers
- Supplies of spares
Product requalification are carried out to the customer
- Part shipments to provide spares / first fill before start
requirements.
of full production
- Duty to supply after end of full pro duction
It must be ensured that the product conforms with legal
- Supply of spares to old levels following changes (tool
regulations.
management, ability to manufacture)
- Supply concept for small quantities of spares following
changes / end of serial production
- Compliance with customer specific packing and
identification regulations
NR
NR
NR
If there are deviations from quality requireme nts, are Inde pendent detection and analysis of deviations from quality
- An alysis facilities (labora to ry, inspection and test
failure analyses carried out and corrective actions
requirements, with the rapid introduction of corrective actions
equipm ent, personnel)
implemented effectively?
including evidence of effectivene ss are requirements demanded - PARET O analysis of failure characteristics (internal /
of the qua lity control circle.
external)
- Involvement of all areas affected (internal / external)
T imings agreed with the customer following complaints or
- Use of problem solvin g methods
rejects must be maintained. Non-conforman ces must be
- Resolve deviations detected in sa mple submissions
communicated .
- Revise specifications
- Checks on effectiveness
D eviatio ns and the associated corrective actions must be
- Product observation and improvement
placed in order of priority and integrated in existing risk analyses - F low of information, as far as the customer, if
(e.g., FMEAs).
deviations occur
- Knowledge data base, "lessons learned"
Introduce special actions to ensure the sup ply of products
correct to specification (e.g., 100% inspection).
NR
NR
Are personnel qualified for the various tasks and are A description must be provided, setting out the responsibilities,
responsibilities defined?
tasks and authority of personnel in their re spective task are as.
Additional VW Formel Q Capability Requirements
A job description, including requirements profile, must be
that exceed VDA 6.3 R equirements. T hese
provided for e ach function. Training needs must be determined
requirements are additions to questions of VDA 6.3 for each p erson, depending on the task a nd appropriate
and must be considered du ring evaluation :
pe rsonnel developm ent planning must b e drawn up and
External Qualification of at least one Senior
implemented.
Management member for the basics of Product
Safety and Product Liability law.
Nominated Product Safety Responsible Associate to
be entered into the Su pplier Database (LD B-B2B).
Self Audits must be conducted by VDA 6.3 qualified
Auditors (See VDA 6.3: Requirements for Internal
Auditors).
Evidence of knowledge of :
- Product / specifications / special customer
requirements
- Standards / legisla tion
- Processing / usage
- Assessment methods (e.g., audits, statistics)
- Quality techniques (e.g., Pareto, 8D method, Ishikawa
cause and effect d iagrams)
Knowledge of foreign languages in the following areas :
- Customer support
- Product checking
- Storage / transport
- Logistics
- F ailure analysis
NR
10
8
6
4
0
NR
Supplier:
Location:
Audit date:
30-Dec-99
Report No.:
0
Process responsibility
A Development
Fulfillment
level [%]
P2 Project Management
2.1 2.2* 2.3 2.4 2.5* 2.6 2.7*
NR NR NR NR NR NR NR
FPM
Target-oriented
Communication
Risk identification
Generic
approach
PR
NR
NR
TO
NR
CO
NR
RI
NR
P2
PRPM
.2.1
.2.5*
TOPM
.2.3
.2.6
.2.7*
RIPM
.2.1
.2.2* .2.4
NR
NR
NR
NR
NR
NR
PRPP
Pd
.3.3
Pc
.3.3
TOPP
Product
.3.1 .3.4
Process
.3.1 .3.4
.2.5* .2.6
.2.7*
NR
Pd
Pc
COPP .3.2* .3.2*
NR
NR
NR
NR
NR
NR
RIPP
Product
.3.1 .3.5
Process
.3.1 3.5.
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PRPR
Product
.4.3 4.9.
Process
.4.3 .4.9
TOPR
Product
.4.2 .4.3
.4.4
4.7.
4.8.
Process
.4.2 .4.3
.4.4
.4.7
.4.8
Product
COPR 4.6. 4.8.
4.9.
Process
.4.6 .4.8
NR
NR
NR
NR
NR
NR
NA
NR
NR
NR
NR
NR
NR
NR
NR
PRSM
.5.7
TOSM
.5.3
COSM .5.2
.4.9
RIPR
Product
Process
.4.1 .4.5* .4.1 .4.5*
NR
NR
NR
RISM
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
Process
3.4
NR
3.5
NR
3.1
NR
FPdP
NR
FPdR
NR
NR
3.2*
3.3
NR
3.4
NR
P3
3.5
NR
NR
FPcP
NR
FPP
NR
NR
NR
NR
NR
FPcR
NR
FPR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
Process
4.1
NR
4.2
4.3
NR
4.4
NR
4.5*
NR
NR
4.6
4.7
NR
4.8
NR
NR
P4
4.9
NR
NR
NR
NR
NR
NA
NR
NR
NR
NR
NR
B Serial production
P5
P5 Supplier management
FSM
NR
NR
NR
NR
NR
NR
NR
NR
E2 Process
work content
Process step 1:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
Generic
approach
G1
NR
NR
NR
NR
NR
NR
NR
NR
NR
6.3.2*6.4.3
P6
CO
RI
PR1
Process step 1:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS1
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PR2
Process step 2:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS2
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PR3
Process step 3:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS3
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS4
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS5
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PR6
Process step 6:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS6
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PR7
Process step 7:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS7
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PR8
Process step 8:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS8
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS9
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
FPS10
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
PR
TO
CO
RI
downgrade to B
NR
NR
NR
NR
downgrade to C
ten
NR
6.1.1*6.3.1
G3
TO
NR
G4
P6
G2
PR
NR
nine
NR
E7 Transport
and part handling*
6.1.2 6.1.3 6.1.4 6.2.5 6.2.6 6.4.4 6.6.2 6.6.3
NR
eight
NR
Process step 9:
NR
Fulfillment level
Process step
FPS1 - FPSn
NR
seven
NR
Process step 8:
NR
NR
six
Process step 7:
NR
E6 Process
result / output
NR
five
NR
Process step 6:
NR
NR
four
NR
Process step 5:
NR
E5 Process
effectiveness
E4 Material resources
NR
three
NR
Process step 4:
NR
NR
two
Process step 3:
NR
E3 Process
support
one
NR
Process step 2:
NR
NR
NR
NR
PR4
Process step 4:
NR
NR
NR
PR5
Process step 5:
NR
NR
NR
NR
NR
NR
NR
NR
PR9
Process step 9:
NR
NR
NR
PR10
NR
NR
NR
PRCS
.7.5
.7.6
NR
NR
NR
NR
TO1
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
TO2
NR
TO3
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
Process step 3:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
CO6
Process step 6:
NR
NR
NR
NR
NR
NR
CO7
Process step 7:
NR
NR
NR
NR
NR
NR
CO8
Process step 8:
TO8
NR
CO3
NR
NR
TO7
NR
NR
NR
TO6
NR
Process step 2:
NR
NR
TO5
NR
Process step 1:
NR
CO2
NR
TO4
NR
NR
NR
CO4
Process step 4:
NR
NR
CO5
Process step 5:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
Process step 9:
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
RI2
NR
RI3
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
RI4
NR
RI5
RI6
RI7
NR
RI8
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
TOCS
.7.3* .7.4
COCS .7.2
.7.3* .7.4
.7.5
RICS
.7.1*
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
TO10
NR
NR
NR
NR
NR
CO9
NR
NR
NR
TO9
NR
NR
6.2.1*.6.2.2 6.2.3*6.2.4*6.3.2*6.4.2*6.5.3*6.5.4*6.6.1*
RI1
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
NR
RI9
NR
RI10
Evaluation sub elements (E1 - E7) of process analyze (Average value level over all process steps FPS1 - FPSn)
6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
NR
NR
NR
FE1
NR
NR
NR
NR
NR
NR
NR
FE2
NR
NR
NR
NR
FE3
NR
NR
NR
NR
NR
NR
FE4
NR
7.1*
7.2
7.3*
NR
NR
7.4
7.5
NR
NR
NR
NR
NR
FE5
NR
NR
NR
NR
NR
FE6
NR
NR
NR
FPT
NR
NR
NR
NR
NR
NR
NR
NR
FE7
NR
NR
NR
P7
7.6
NR
FCS
NR
P7
Audit results
Classification:
Development
FD = (FPM+FPP+FPR) / 3
Classification:
FD [%]
NR
NR
FP [%]
NR
NR
FT [%]
NR
NR
Reason(s) for degradation to level "B":
Serial production
FP = (FSM+FPT+FCS) / 3
NR
Note:
At least 2/3 of all questions per rated element must be assessed.
downgrade to B
NO
downgrade to B
NO
downgrade to C
NO
downgrade to B
Input "NR" = Question not rated (Reason must be stated within questionnaire!)
Target
Target
80
90
80
[%]
Assessment elements /
Process steps
To ensure the comparability and mutual acceptance of the audit result by other parties, the entire list of questions should be covered in full.
90
70
80
90
level
achieved
100
60
70
80
90
100
[%]
Assessment
P6 sub-elements
Project management
P2
NR
Process input
FE1
NR
P2
FE1
P3
NR
Process sequence
FE2
NR
P3
FE2
P4
NR
Personnel resources
FE3
NR
P4
FE3
Supplier management
P5
NR
Material resources
FE4
NR
P5
FE4
Process analysis
P6
NR
FE5
NR
P6
FE5
Customer satisfaction
P7
NR
Process result
FE6
NR
P7
FE6
one
PS1
NR
FE7
NR
PS1
FE7
two
PS2
NR
PS2
three
PS3
NR
PS3
PR
four
PS4
NR
Process responsibility
PR
NR
PS4
TO
five
PS5
NR
Target orientation
TO
NR
PS5
CO
six
PS6
NR
Communication
CO
NR
PS6
RI
seven
PS7
NR
Risk orientation
RI
NR
PS7
FT
eight
PS8
NR
Overall result
FT
NR
PS8
nine
PS9
NR
PS9
ten
PS10
NR
PS10
Generic baseline
Current audit
Previous audit
NR
NR
NR
Issued by:
Supplier Code:
Status:
No.
Audit
Ref
No.
P2
Date
started
Concern / Problem
3.1
3.2
*
3.3
3.4
3.5
P4
4.1
4.2
4.3
4.4
4.5
*
4.6
4.7
4.8
4.9
P5
5.1
*
5.2
5.3
5.4
*
5.5
*
5.6
5.7
P6
6.1
6.1.1
*
6.1.2
6.1.3
6.1.4
6.1.5
6.2
6.2.1
*
6.2.2
6.2.3
*
6.2.4
*
6.2.5
6.2.6
6.3
6.3.1
6.3.2
*
6.3.3
6.4
6.4.1
6.4.2
*
6.4.3
6.4.4
6.5
6.5.1
6.5.2
6.5.3
*
6.5.4
*
6.6
6.6.1
*
6.6.2
6.6.3
6.6.4
P7
7.1
*
7.2
7.3
*
7.4
7.5
7.6
Date: 15 February 2013
Revision: G
Doc No: D_030_4_02
Page 6 of 6
Review dates:
Scheduled
Action
Due
date
Actual
Name
Status
open
overdue
closed
Responsibility Effectiveness
open
overdue
closed
Completion
date
Project management
2.1
2.2
*
2.3
2.4
2.5
*
2.6
2.7
*
P3
Date
30-Dec-99
(min)
Points
Audited product(s) /
product group(s):
NR
NR
NR
NR
NR
NR
NR
Planning of the product & process development
NR
NR
NR
NR
NR
Realization of product & process development
NR
NR
NR
NR
NR
NR
NR
NR
NR
Supplier management
NR
NR
NR
NR
NR
NR
NR
Process analysis / Production
What goes into the process? (Process input)
NR
NR
NR
NR
NR
Process work content / Process sequence (Are all production processes controlled?)
NR
NR
NR
NR
NR
NR
Process support / Personnel resources
NR
NR
NR
Material resources
NR
NR
NR
NR
Process effectiveness (integrate effectiveness, efficiency and elimination of waste)
NR
NR
NR
NR
What should the process produce ? (Process result / output)
NR
NR
NR
NR
Customer support / Customer satisfaction / Service
NR
NR
NR
NR
NR
NR
266859677.xlsx; Corrective action report
Process Owner/Department:
R. Donaldson / Supplier Development
Approved by:
L. VanDongen / Global Director, SDE