VDA 6.3 Standard Questionnaire en

VDA QMC
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VDA QMC July 2010
Produkt- und Prozessaudit
Data input to create report
Boxes in blue are entry boxes!
Contract:
Date:
Reason for contract:
Contract issued by (name, dep.):
Auditor:
Auditleader:
Department:
Department:
Supplier-No.:
DUNS-No.:
Supplier/Organization:
Street:
production site (location):
Authorisied person of organization:
Production site (postal code):
Phone:
Fax:
Function: Name:
Top management:
Production management:
Quality management:
Customer support:
Design/Development:
Auditee
0
0
0
0
0
Names of the auditees

shown in sheet "comm
Last audit results / certificates

Certificate- / Audit base No.:
Issue-Date
Conducted by:
Result:
Product group:
First:
Prod.-Gr.-No. (acc. catalog): a
Prod. Titel (acc. catalog):
Second:
b
Third:
c
Fourth:
d
Please entry the results of the last audit in this boxes

Process steps:
Title: E1 - E10
Process step-No.:
last audit: result
Assessment element
2 two
EU1
EU2
3 three
EU3
4 four
EU4
5 five
EU5
6 six
EU6
1 one
EU7
7 seven
8 eight
Generic baseline
PV
9 nine
ZI
KO
RI
10 ten
Allocation of process steps to prduct group by using "X" in the boxes:
Process steps
Product group 1
Product group 2
Product group 3
Product group 4
a Product group No.
b Product group No.
c Product group No.
d Product group No.
x
x
x
x
x
x
x
x
x
x
one
two
three
four
five
six
seven
eight
nine
ten
Distribution at audited organization:

Company (short version):
Distrubution 1 company:
Distribution internally:
1.:
2.:
3.:
4.:
5.:
6.:
7.:
8.:
9.:
10.:
I,
Org.
Department
Quality
Purchasing
Develoment
Name
YX
YC
WW
Process audit
3
4
5
6
7
Result VDA 6.3 Questionaire process audit
No.
Question
12
P2
Project management
2.1
Is the project organisation (project management) established

and are tasks & authorities specified for the team leader and
team members?
Are the resources required for the project development
planned and available and are all changes displayed?
Is there a project plan and has this been agreed with the
customer?
Is change management in the project ensured by the project
organisation?
Are the responsible personnel within the organisation and in
the customer's company involved in the change control
system?
Is there a QM plan for the project? Is this implemented and
monitored regularly for compliance?
Is there an established escalation process and is this
implemented effectively?
14
2.2
15
2.3
16
2.4
2.5
17
0
0
Location:
13
Contcat-No:
Date:
entry text
Weaknesses/recommanded actions, Findings
Generally
*Stars
10
no weakness identified
enty text
enty text
10
enty text
enty text
18
2.6
19
2.7
20
P3
Planning of the product- and process

development
21
3.1
Are the product and process-specific requirements laid down? n.b. n.b.
enty text
Has manufacturing feasibility been assessed in a crossfunctional manner, based on the requirements which have
been determined for product & process?
n.b. n.b.
enty text
Are there plans for the product and process development?

n.b. n.b.
Have the necessary resources been taken into account for the n.b. n.b.
product and process development?
Is QM planning arranged for sourcing bought-in products and n.b. n.b.
services?
enty text
enty text
3.2
22
23
3.3
3.4
24
3.5
4.2
Are the stipulations arising from the plans for product and
process development put into effect?
Are the personnel resources in place and qualified?
Is the infrastructure in place and appropriate?
Based on the requirements, are the necessary evidence and
releases available for the various phases?
Are the productions control plans used for the various phases
and are production, test and inspection documents derived
from them?
Has a pre-production run been carried out under serial
production conditions to obtain production approval / release?
n.b. n.b.
entry text
n.b. n.b.
n.b. n.b.
n.b. n.b.
entry text
entry text
entry text
4.6
32
4.7
33
40
5.4
41
5.5
42
5.6
5.7
43
Are only approved/released and quality-capable suppliers

selected?
Are the customer's requirements taken into account in the
supply chain??
Have target agreements for delivery performance been agreed
with suppliers and put into operation?
Are the necessary approvals/releases available for the outsourced products and services?
Is the quality of the out-sourced products and services
ensured?
Are incoming goods stored appropriately?
Are personnel qualified for the various tasks and are
responsibilities defined?
P6
Prozess analysis / Production
6.1
What goes into the process ? (process input)
6.1.1 x
Has the project been transferred from development to serial

production?
Are the necessary quantities / production batch sizes of
incoming materials available at the right time and at the right
place (stores; work-station)?
6.1.3
Are incoming materials stored appropriately and are transport

facilities / packing arrangements suitable for the special
characteristics of the incoming materials?
6.1.4
Are the necessary identifications / records / approvals

available and allocated appropriately to the incoming
materials?
I,
n.b.
entry text
n.b.
entry text
n.b.
entry text
n.b.
entry text
n.b.
entry text
n.b.
n.b.
entry text
entry text
Prozess steps
ten
5.3
entry text
nine
Supplier management
entry text
eight
39
49
entry text
seven
5.2
48
4.7 not apllicable for product development
six
38
6.1.2
n.b.
five
5.1
47
n.b.
four
37
46
entry text
three
4.9
P5
45
4.6 not apllicable for product development
Are the planning activities associated with sourcing outside

n.b. n.b.
products and services implemented effectively?
Is the transfer of the project to production controlled in order to n.b. n.b.
secure the product launch?
36
44
n.b.
two
4.8
n.b.
Generally
4.3
4.4
4.5
31
30
35
Process
entry text
Process
Have the Product FMEA / Process FMEA been drawn up? Are n.b. n.b.
they up-dated as the project progresses and are corrective
actions laid down?
Product
4.1
29
34
enty text
Crrying out the product- and process

development
27
28
P4
26
one
25
10
Product
10 n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. no weakness identified
4 n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. Mixed up parts (part 1 on box, part 2 on label)
8 n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. Process weakness (
ten
nine
eight
seven
Are scrap, rework and setting parts kept separate and

identified?
Is the flow of materials and parts secured against mixing /
wrong items?
6.4.3
66
6.4.4
Are the work-stations and test/inspection areas suitable for

requirements?
Are tools, equipment and test/inspection facilities stored
correctly?
Process effectiveness (integrate effectiveness, efficiency,
elimination of waste)
ten
65
ten
6.4.2 x
8 n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. Acceptable deviations not defined
ten
64
How are the maintenance and overhaul of production

facilities / tools controlled?
Can the quality requirements be monitored effectively with the
test, inspection and measurement facilities employed?
nine
6.4.1
nine
63
nine
Material resources
eight
6.4
eight
62
eight
Is there a personnel employment plan?
seven
6.3.3
seven
61
seven
6.3.2 x
six
60
Are operators given responsibility and authority to monitor the

quality of product and process?
Are the operators able to carry out their allotted tasks and are
their qualifications kept up-to-date?
six
6.3.1
six
59
Prozess support/ Personell resources
five
6.3
five
58
five
6.2.6
four
57
four
6.2.5
four
56
three
6.2.4 x
three
55
three
6.2.3 x
two
54
two
6.2.2
6.5
53
67
Are all the relevant details listed in the production and

test/inspection documents, based on the production control
plan?
Are production operations checked / approved and are setting
data logged?
Can the customer's specific product requirements be satisfied
with the production facilities used?
Are significant characteristics controlled in production?
two
6.2.1 x
52
one
6.2
Weaknesses/recommanded actions, Findings
one
51
six
Are changes to the product or process in the course of serial

production tracked and documented?
Work content / Process sequence (Are all production
processes controlled
five
6.1.5
four
50
three
two
Question
one
one
No.
68
6.5.1
Are target requirements set for product and process?
69
6.5.2
Are quality and process data logged in such a way that they
can be assessed?
In the case of deviations from product and process
requirements, are the causes analysed and the corrective
actions checked for effectiveness?
Are processes and products audited regularly?
6.5.3 x
70
73
75
6.6.4
Customer support / Customer satisfaction /

Service
77
P7
78
7.1
7.2
7.3
7.4
79
80
81
82
7.5
83
7.6
84
I,
ten
nine
eight
6.6.3
seven
Are the necessary records / releases carried out and stored

appropriately?
6.6.2
six
five
Are the customer's requirements met in terms of product and

process?
Are quantities / production batch sizes aligned with
requirements and are they forwarded to the next process
stage in a targeted manner?
Are products / components stored in an appropriate manner
and are transport facilities / packing arrangements suitable for
the special characteristics of the products / components?
four
6.6.1 x
three
What should the process produce ? (process result /

output)
two
6.6
74
76
one
72
6.5.4 x
Generally
71
Are the customer's requirements satisfied regarding QM

system, product (on delivery) and process?
Is customer support ensured?
Is the supply of parts ensured?
If there are deviations from quality requirements, are failure
analyses carried out and corrective actions implemented
effectively?
n.b.
entry text
n.b.
n.b.
n.b.
entry text
entry text
entry text
Is there a process which ensures that analysis of defective

parts is carried out?
Are personnel qualified for the various tasks and are
responsibilities defined?
n.b.
entry text
n.b.
entry text
VDA 6.3 Auditreport Assessment of Quality Capabilty

Auditited Organization (Supplier):
0
Location:
Assessmentindex
Process / Product
Overall process P2 to P7
EG
Supl.-No:
Date
Contract
isued by:
ContractNo.:
12/30/1899
###
0
Reason 0
for
contract:
Achieved
Classified
90%
Findings / Requirements:
Product group
EPN
EPN
EPN
EPN
a
b
c
d
n.b.
n.b.
n.b.
n.b.
Classification scale: A = 90 - 100% quality-capable; B >= 80 - 90% conditionally quality-capable; C

= 0 - < 80% not quality-capable.
report contain additional assessment question regarding VDA
6.3 questionaire?
Audit history / Certificates
Audit base
Date
Carried out
O Yes
O No
Result
Distribution
Participants
1. Timings for improvementplan:
---
for actions see "improvement plan" and/or "immediate actions"
Auditor:
Auditleader:
Forwarding to third parties

accepted: O Yes O No
Signed for organization:
0
VDA QMC
Prozessaudit
Overview of results
Assessment elements / Process steps
Assessment after process analysis (mean

value process steps E1-n) and generic
baseline
Contract:
Target
Target
80
90
80
Min. requirement per

assessment element
Assessment element/
Process steps
Project management
Planning
Product / Process
Carriying out
Product / Process
level required
[%]
P2
83
P3
P4
Process bar chart A
70
80
90
100
level required
Assessment
elements
EU1
84
#NAME?
Prozess sequence
EU2
100
#NAME?
Personnel
resources
EU3
100
Material resources
EU4
95
EU5
100
EU6
100
EU7
90
PV
88
n.b
Process analysis
96
P6
#NAME?
60
70
80
90
100
[%]
Process input
Supplier Management P5
Customer satisfaction P7
60
90

assessment element
Process
effectiveness level
Process
result
Transport/Partshandling/ Storage
one
E1
96
two
E2
n.b.
three
E3
n.b.
four
E4
n.b.
Target orientation
ZI
85
five
E5
n.b.
Communication
KO
87
six
E6
n.b.
Risk orientation
RI
92
seven
E7
n.b.
Overall
compliance
EG
90
eight
E8
n.b.
nine
E9
n.b.
Current audit
ten
E10
n.b.
Previouse audit
Generic baseline
Process
responsibilty
VDA QMC
VDA
A
Development
P2
Project management
.2.1
.2.2*
10
Contract:
VDA 6.3 Process Audit: Assessment Matrix
.2.3
.2.4
Generic baseline
Achievment levels [%]
.2.5*
10
.2.6
.2.7*
10
EPM
83%
G1
G2
G3
PV
ZI
KO
G4
RI
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
P3 Planning the product and process developement

Product
.3.1
Process
.3.2*
.3.3
.3.4
.3.5
.3.1
n.b. n.b. n.b. n.b. n.b.
EPdP
n.b.
.3.2*
.3.3
.3.4
.3.5
EPzP
n.b.
EPP
n.b.
EPP [%] =
EPzR
n.b.
EPR
n.b.
EPR [%] =
ELM
n.b.
EPdP + EPzP
2
P4 Carrying out the prduct and process development

Product
.4.1
Process
.4.2
.4.3
.4.4
.4.5*
4.6.
4.7. 4.8.
4.9.
.4.1
n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b.
EPdR
.4.2
n.b. n.b.
n.b.
.4.3
.4.4
.4.5*
n.b. n.b. n.b.
.4.6
n.b.
.4.7
.4.9
.4.8
n.b. n.b. n.b.
EPdR + EPzR
2
Serial production
.5.1*
P5 Supplier management
.5.2
.5.3
.5.4*
.5.5*
.5.6
.5.7
n.b. n.b. n.b. n.b. n.b. n.b. n.b.
P6 Process analysis production

1 Process input
6.1.1* .6.1.2 6.1.3 6.1.4 6.1.5
Process step 1:
10
2 Work content / Process sequence
3 Process support
4 Material Ressources
5 Process effectiveness
level
6 Process result / output
6.2.1* .6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
6.3.1 6.3.2* 6.3.3
6.4.1 6.4.2* 6.4.3 6.4.4
6.5.1 6.5.2 6.5.3* 6.5.4*
6.6.1* 6.6.2 6.6.3 6.6.4
10
Process step 2:
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
n.b. n.b. n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
10
.2
.3
.4
.5
10
10
ZI
KO
RI
10
10
10
n.b.
n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b.
n.b.
n.b
n.b.
n.b.
n.b.
n.b
n.b
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
PV
ZI
KO
RI
88%
85%
87%
92%
E10
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
Assessment of sub-elements in the process analysis (mean value stages 1 - n)

1.1
10
E9
ten
10
E8
nine
Process step 10:
10
E7
eight
Process step 9:
10
E6
seven
Process step 8:
10
E5
six
Process step 7:
G4
E4
five
Process step 6:
G3
E3
G2
PV
96%
n.b. n.b. n.b. n.b.
four
Process step 5:
G1
E2
three
Process step 4:
Generic baseline
6.1.2 .6.1.3 .6.1.4 .6.2.5 .6.2.6 .6.4.4 .6.6.2 .6.6.3
10
two
Process stept 3:
7 Transport and part handling
E1
one
10
Process step
achievment level
2.1
10
10
.2
10
.3
10
.4
.5
10
.6
10
3.1
10
10
.2
.3
10
10
4.1
10
.2
.3
.4
10
5.1
10
10
.2
10
.3
.4
10
10
6.1
10
.2
10
.3
.4
10
10
6.1.2
EPG
96%
.6.1.3 .6.1.4 .6.2.5 .6.2.6 .6.4.4 .6.6.2 .6.6.3
10
10
10
10
10
10
Transport and part handling:
Eu1
84%
Eu2
100%
Eu3
Eu4
100%
.7.1*
P7 Customer support / Customer satisfaction/ Service
Eu5
95%
.7.2
.7.3*
.7.4
n.b. n.b. n.b. n.b.
.7.5
n.b.
100%
Eu6
Eu7
100%
90%
.7.6
EK
n.b.
n.b.
Achievement level against

generic baseline:
ED [%] =
EP [%] =
Note: Entry "n.b." = question not assessed
I,
EPM + EPP+ EPR
Achievement level:
ED [%]
ELM + EPG + EK
EP[%]
Classified:
83%
96%
B
A
Overall achievement level EG:

EG [%] =
EPM+EPP+EPR+ELM+EPG+EK
6
Classification results (A,B,C) must be entered manually bearing mind the downgrading rules !
Green boxes are entry boxes! Excel offer just a proposal!

Nutzung ohne Gewhr !
Classified:
90%
Prozessaudit
Overview of results
Assessment elements / Process steps
Contract:
Assessment after process analysis (mean
value process step E1-n) and generic baseline
Target
Target
80
90
80

assessment element
Assessment elements /
Process steps
Product group 1
Product group 2
Product group 3
Product group 4
###
###
###
###
Project management
level required
[%]
83
P3
70
80
90
100
level required
EU1
84
#NAME?
Process sequence
EU2
100
P4
#NAME?
Personnel
resources
EU3
100
Supllier management
P5
n.b
Material resources
EU4
95
Process analysis
P6
96
EU5
100
EU6
100
EU7
90
PV
88
Customer satisfaction P7
#NAME?
Process efficiency
level
Prozess
result /output
Transport / part
handling / Storage
one
E1
96
two
E2
n.b.
three
E3
n.b.
four
E4
n.b.
Target orientation
ZI
85
five
E5
n.b.
Communication
KO
87
six
E6
n.b.
Risk orientation
RI
92
seven
E7
n.b.
Overall
compliance
EG
90
eight
E8
n.b.
nine
E9
n.b.
Current audit
ten
E10
n.b.
Previouse audit
Process bar chart B
Generic baseline
Process
responsibility
60
70
80
90
100
[%]
Assessment elements
Process input
Planning
Product / Process
Carrying out
Product / Process
P2
60
90

assessment element
VDA QMC
VDA
A
Development
P2
Project management
.2.1
.2.2*
10
Contract:
VDA 6.3 Process Audit: Assessment Matrix incl. Product groups
.2.3
.2.4
Generic baseline
Achievement levels [%]
.2.5*
10
.2.6
.2.7*
10
EPM
83%
G1
G2
G3
PV
ZI
KO
G4
RI
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
P3 Planning the product and process development

Product
.3.1
Process
.3.2*
.3.3
.3.4
.3.5
.3.1
EPdP
n.b.
.3.2*
.3.3
.3.4
.3.5
EPzP
n.b.
EPP
n.b.
EPP [%] =
EPzR
n.b.
EPR
n.b.
EPR [%] =
ELM
n.b.
EPdP + EPzP
2
P4 Carrying out the prduct and process development

Product
.4.1
Process
.4.2
.4.3
.4.4
.4.5*
4.6.
4.7. 4.8.
n.b. n.b. n.b. n.b. n.b. n.b. n.b.
4.9.
n.b.
.4.1
n.b.
EPdR
.4.2
n.b. n.b.
n.b.
.4.3
.4.4
.4.5*
.4.6
.4.7
.4.9
.4.8
n.b.
EPdR + EPzR
2
Serial production
.5.1*
P5 Supplier management
n.b.
.5.2
.5.3
.5.4*
.5.5*
.5.6
.5.7
P6 Process analysis production

1 Process input
2 Work content / Process sequence
6.1.1* .6.1.2 6.1.3 6.1.4 6.1.5
Process step 1:
10
6.2.1* .6.2.2 6.2.3*
6.2.4* 6.2.5 6.2.6
3 Process support
4 Material resources
6.3.1 6.3.2* 6.3.3
6.4.1 6.4.2* 6.4.3 6.4.4
5 Process efficiency level

6.5.1 6.5.2 6.5.3*
6.5.4*
6 Process result / output
Process step
achievement level
6.6.1* 6.6.2 6.6.3 6.6.4
10
Process step 2:
6.1.2 .6.1.3 .6.1.4 .6.2.5 .6.2.6 .6.4.4 .6.6.2 .6.6.3
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
96%
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
.2
10
.3
.4
.5
10
10
ZI
KO
RI
10
10
10
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
n.b.
PV
ZI
KO
RI
88%
85%
87%
92%
E10
n.b. n.b.
n.b.
n.b. n.b. n.b.
n.b. n.b. n.b.
n.b. n.b. n.b. n.b.
n.b. n.b.
n.b.
n.b.
n.b. n.b. n.b. n.b.
Assessment of sub-elements in the process analysis (mean value stages 1 - n)

1.1
10
E9
ten
10
E8
nine
Process step 10:
10
E7
eight
Process step 9:
10
E6
seven
Process stept 8:
10
E5
six
Process step 7:
G4
E4
five
Process step 6:
G3
E3
four
Process step 5:
G2
E2
three
Process step 4:
G1
PV
10
two
Process step 3:
Generic baseline
E1
one
10
7 Transport and part handling
2.1
10
.2
10
10
.3
.4
10
.5
10
.6
10
3.1
10
10
.2
.3
10
10
4.1
10
.2
.3
.4
10
5.1
10
10
.2
10
.3
.4
10
10
6.1
10
.2
10
.3
.4
10
6.1.2
EPG
10
96%
.6.1.3 .6.1.4 .6.2.5 .6.2.6 .6.4.4 .6.6.2 .6.6.3
10
10
10
10
10
10
Transport Teilehandling:
Eu1
Eu2
84%
Eu3
100%
Eu4
100%
.7.1*
P7 Customer support / Customer satisfaction/ Service
Eu5
95%
.7.2
.7.3*
.7.4
.7.5
100%
Eu6
Eu7
100%
90%
.7.6
EK
n.b.
Achievement level EPG per product group element P6 [%] (mean value Ex - En)
Product group
Overall achievement level EPN [%] per

product group
Process steps
EPGN [%]
n.b.
n.b.
ED [%] =
EP [%] =
Note: Entry "n.b." = question not assessed
I,
n.b.
EPM + EPP+ EPR

3
ELM + EPG + EK
Achievment level against

generic baseline:
n.b.
Achievement level:
ED [%]
EP[%]
Classified:
83%
96%
B
A
Prod. Group
EPN [%]
Classified
n.b.
n.b.
n.b.
n.b.
Overall achievement level EG:

EG [%] =
EPM+EPP+EPR+ELM+EPG+EK
6
Classification results (A,B,C) must be entered manually bearing mind the downgrading rules !
Green boxes are entry boxes! Excel offer just a proposal!

Nutzung ohne Gewhr !
Classified:
90%
Prozessaudit
Comments
Contract: VA
The improvement program will be presented at the day of visit during the closing meeting and hand over as a pre copy of the report. The audited organization is
required to create effective actions to close the identified weaknesses and put them into operational prastice.
We point out, that in this audits the processes are only verified by conducted sample inspections are conducted. It is the responsibility of the audited organization
(departements) to further investigate and create and spread actions for similiar issues.
Participants:
Organization:
I,
0 0
0 0
0
Auditor:
Auditor:
Prozessaudit
QTP 11/19
Qualification Timing Plan

Duns-No:
Supplier -No: 0
Contract:
VA
Timing Supplier
Activities
Improvement program received
Timing
12/30/1899
I. Conretisize and timing of the improvement program (14 days )
1/13/1900
II. Realization of the improvement program incl. Confirmation and timing of self assessment ( 12 weeks )
4/13/1900
III. Selfassessment according to VDA 6.3 ( 10 week ) ( by classification "B" or "C" only )
6/22/1900
Comments
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.
Suppliert Mgmt.
I,
Auditor:
Prozessaudit
Improvement plan
Supplier:
Location:
0
0
Contract-No.:
Date:
I,
Question
No.
to be completed by the organization
Weaknesses / recommended activities,

Finding
Points
Pos.
to be completed ba auditor
P2
Project management
2.1
2.2
2.3
2.4
2.5
2.6
2.7
#REF!
enty text
enty text
enty text
enty text
P3
Planning of the product- and process development
3.1
3.2
3.3
3.4
3.5
enty text
enty text
enty text
enty text
enty text
#REF!
Activities and root cause analysis

of the organization
Timing
Responsibili
ty
Effectivenes
Prozessaudit
Improvement plan
Supplier:
Location:
0
0
Contract-No.:
Date:
I,
Question
No.

Finding

Points
Pos.
P4
Carrying out the product- and process development
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
entry text
entry text
entry text
entry text
entry text
entry text
entry text
entry text
P5
Supplier management
5.1
5.2
5.3
entry text
entry text
entry text

of the organization
Timing
Responsibili
ty
Effectivenes
Prozessaudit
Improvement plan
Supplier:
Location:
0
0
Contract-No.:
Date:
I,
Question
No.

Finding

Points
Pos.

of the organization
5.4
5.5
5.6
5.7
entry text
entry text
entry text
entry text
P6
Process analysis / Production
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
What goes into the process? Process input

label)
Process weakness (
Work content / Process sequences (are all production processes controlled)
Timing
Responsibili
ty
Effectivenes
Prozessaudit
Improvement plan
Supplier:
Location:
0
0
Contract-No.:
Date:
I,
Question
No.

Finding

Points
Pos.

of the organization
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
Process support / Personell resources
Material resources
Acceptable deviations not defined
Process effectiveness (integrate effectivness, efficiency and elimination of waste)
What should the process produce ? Process result (output)
P7
Customer support / Customer satisfaction / Service
7.1
7.2
7.3
7.4
entry text
entry text
entry text
entry text
Timing
Responsibili
ty
Effectivenes
Prozessaudit
Improvement plan
Supplier:
Location:
0
0
Contract-No.:
Date:
Question
No.
7.5
7.6
I,

Finding
entry text
entry text

Points
Pos.

of the organization
Timing
Responsibili
ty
Effectivenes
Prozessaudit
Sofortm. 17/19
Immideate actions to secure product quality of the organization

Supplier:
Location:
Contract-No.:
Date:
Question
P2
Project management
P6
Prozess analysis / Production

What goes into the process ?
(process input)
6.1
6.2
I,
Weaknesses / recommended
activities, Finding

Points
Pos.
to be completed by the auditor
Activities and root cause

analysis
of the supplier
Assessment of the
realization at
production site (in
%)
Timing
Responsibility
Comments
Prozessaudit
Sofortm. 18/19

Supplier:
Location:
Contract-No.:
Date:
I,
Question
activities, Finding
6.3
Prozess support/ Personell

resources
6.5
Process effectiveness (integrate

effectiveness, efficiency,
elimination of waste)

Points
Pos.

analysis
of the supplier
Assessment of the
realization at
production site (in
%)
Timing
Responsibility
Comments
Prozessaudit
Sofortm. 19/19

0
Supplier:
Location:
Contract-No.:
Date:
Question
P7
activities, Finding

Points
Pos.

analysis
of the supplier
Assessment of the
realization at
production site (in
%)
Timing
Responsibility
Comments
Customer support / Customer

satisfaction / Service
Signatures:
Date
I,
Production site mgmt.
Production Mgmt.
Quality Mgmt.

VDA 6.3 Standard Questionnaire en

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VDA QMC

The whole data file is not secured or blocked in any areas

Produkt- und Prozessaudit

Data input to create report

Boxes in blue are entry boxes!

Names of the auditees

Last audit results / certificates

Please entry the results of the last audit in this boxes

last audit: result

Allocation of process steps to prduct group by using "X" in the boxes:

a Product group No.

b Product group No.

c Product group No.

d Product group No.

Distribution at audited organization:

Result VDA 6.3 Questionaire process audit

Is the project organisation (project management) established

Planning of the product- and process

Are there plans for the product and process development?

Are only approved/released and quality-capable suppliers

Prozess analysis / Production

What goes into the process ? (process input)

Has the project been transferred from development to serial

Are incoming materials stored appropriately and are transport

Are the necessary identifications / records / approvals

4.7 not apllicable for product development

4.6 not apllicable for product development

Are the planning activities associated with sourcing outside

Crrying out the product- and process

Are scrap, rework and setting parts kept separate and

Are the work-stations and test/inspection areas suitable for

How are the maintenance and overhaul of production

Is there a personnel employment plan?

Are operators given responsibility and authority to monitor the

Prozess support/ Personell resources

Are all the relevant details listed in the production and

Weaknesses/recommanded actions, Findings

Are changes to the product or process in the course of serial

Are target requirements set for product and process?

Customer support / Customer satisfaction /

Are the necessary records / releases carried out and stored

Are the customer's requirements met in terms of product and

What should the process produce ? (process result /

Are the customer's requirements satisfied regarding QM

Is there a process which ensures that analysis of defective

VDA 6.3 Auditreport Assessment of Quality Capabilty

Classification scale: A = 90 - 100% quality-capable; B >= 80 - 90% conditionally quality-capable; C

1. Timings for improvementplan:

for actions see "improvement plan" and/or "immediate actions"

Forwarding to third parties

Assessment after process analysis (mean

Min. requirement per

Process bar chart A

Min. requirement per

VDA 6.3 Process Audit: Assessment Matrix

Achievment levels [%]

P3 Planning the product and process developement

n.b. n.b. n.b. n.b. n.b.

n.b. n.b. n.b. n.b. n.b.

P4 Carrying out the prduct and process development

n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b. n.b.

n.b. n.b. n.b.

n.b. n.b. n.b.