Processaudit VDA 6.3 2010 en

113854087.xls.
ms_office
Audit Contract VDA 6.3-2010

Client: (z.B. management,person responsible for the product, person responsible for the auditprogramme)
Audited Party: (z.B. internal department, supplier)
Reason for Audit:
Audit Objective:
Audit Variant:
Internal Audit External Audit Potential Analysis Special Audit external
Audit Location:
Internal Audit
Audit Team:
Lead Auditor: Auditors: Process Specialist(s):
Audit Extent:
Prosesses: Manufacturing Locations: Outside Processes: Products: Interfaces:
Audit Date
Desired Date: Auditperiod: Shifts:
Date of Contract Essential Documents (test/inspections regulations, contracts, important agreements, cost stipulations, etc.)
History (complaints, rejects, delivery performance, project status)
Remarks (background information)
Erstellt: Rita Demmeler-Wirth
Version/Stand: 2.6/27.09.2011
Seite 1 von 38
113854087.xls.ms_office
VDA 6.3-2010 Audit Report: Assessment of Quality Cabability

Supplier:
Supplier No.: Location:
Client:
Reason for contract:
Date: Contract No.:
Process/Product
Overall Process P2 bis P7 befor SOP after SOP
Assess-ment index
Achieved nb nb nb nb nb nb nb nb
Classified
Findings / requirements
Highlights
EG ED EP
EPN EPN EPN EPN EPN
Product Group*
Product group 1 Product group 2 Product group 3 Product group 4 Product group 5
* Values automaticly taken from Assessment Matrix
Classification scale: A: 90-100% (Q-cabable); B: >= 80-90% (conditionally Q-cabable); C: <80% (not Q-capable)
Areas of improvement
Audit history / Certificates

Audit Basis Date Carried out Result
Participants:
Distribution to:
Timing for improvement plan:

For actions see 'Improvement program' and/or 'Immediate actions'
Lead Auditor
Co-Auditor
signed for Organisation
Seite 2 von 38
Explanations
Supplier: Client: Date:
The improvement program was discussed in the final meeting on site and handed over as a draft.. The audited Organisaion is asked to define sustainable corrective actions for the identified weak points and to implement them rapidly. We point out that within the audit the processes only can be checked randomly. Other weak points and / or potentials for imprevement may be possible. It is the responsibility of the audited parties to expand the investigation and necessary measures to similar areas / issues.
Participants:
Auditor:
Seite 3 von 38
VDA 6.3-2010 Audit Report: Assessment of Quality Cabability

Supplier: Client:
Assessment after Process Analysis
Target Minimum requirement per assessment element 60 Assignment to Product group 70 80 Erfllungsgrad preaudit actual P2 P3 Carrying out Product/Process Supplier Management Prozess Analysis P6 Customer Satisfaction P7 Process Name 1 Process Name 2 Process Name 3 Process Name 4 Process Name 5 Process Name 6 Process Name 7 Process Name 8 Process Name 9 Process Name 10 E1 E2 E3 E4 E5 E6 E7 E8 E9 E 10 nb nb nb nb nb nb nb nb nb nb nb Transport / parts handling / storage nb Process result EU 6 EU 7 nb nb P4 P5 nb Process sequence nb Personnel support nb Material resources nb Proces effectiveness level EU 5 nb EU 4 nb EU 3 nb EU 2 nb
80 90
Date:
(mean value, process stage E 1 - n) and generic baseline Target Minimum requirement 80 per assessment element 60 70 80 90 Erfllungsgrad pre audit actual EU 1 nb
Assessment Elements / Process Stages
90
90
100
100
Assessment elements / Process stages

Project Management Planning Product/Process
Assessment elements / Process stages

Process input
Produktgruppe 1
Produktgruppe 2
Produktgruppe 3
Produktgruppe 4
Produktgruppe 5
Generic Baseline
Process responsiblity Target orientation Communication Risk orientation PR TO CO RI nb nb nb nb
Overall Compliance Befor SOP After SOP
EG ED EP
nb nb nb
Comment: Please input values Pre-Audit yourself Values of actual audit will be automaticly entered
Seite 4 von 38
VDA 6.3-2010 Assessment Matrix including Product Groups

Supplier: A Development
P 2 Project Management
2.1 2.2* 2.3 2.4 2.5* 2.6 2.7*
Entry: only following values are allowed nb not assessed 10 Requirements fully satisfied 8 Requirements mainly satisfied 6 Requirements partly satisfied 4 Requirements inadequately satisfied 0 Requirements not satisfied
Notes: Client: Date: Achivement level %

Generic Baseline
G1 PR G2 TO G3 CO G4 RI
nb
nb
nb
nb
nb
nb
nb
EPM
nb
nb
nb
nb
nb
Note: Entry "n.b." = Question not answered Note: Entry "n.a." = Question not applicable
P 3 Planning Product/Process Development

Product 3.1 3.2* 3.3 3.4 3.5
Process 3.1 3.2*
3.3
3.4
3.5
nb
nb
nb
nb
nb
EPdP
nb
nb
nb
nb
nb
nb
EPzP
nb
EPP
nb
nb
nb
nb
nb
nb Green fields for entering Blue writing -> example entry
3.1.
P 4 Carrying out Product/Process Development

Product 4.1 4.2 4.3 4.4 4.5* 4.6 4.7 4.8 4.9 Process 4.1 4.2 4.3 4.4 4.5* 4.6 4.7 4.8 4.9
nb
nb
nb
nb
nb
nb
nb
nb
nb
EPdR
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
EPzR
nb
EPR
nb
nb
nb
nb
nb
nb
nb nb nb
Automatic Calculation of the
B Full Production
5.1* 5.2 5.3 5.4* 5.5* 5.6 5.7
grey, blue, yellow and red fields
P 5 Supplier Management P 6 Process Analysis Serial Production

1 Process Input 6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5 Process step 1: Process Name 1
nb
nb
nb
nb
nb
nb
nb
ELM
4 Material Ressources 6.4.1 6.4.2* 6.4.3 6.4.4 5 Process Effectiveness Level 6.5.1 6.5.2 6.5.3* 6.5.4* 6 Process Result / Output 6.6.1* 6.6.2 6.6.3 6.6.4
nb
nb
nb
nb
nb
2 Work Content / Process Sequences 6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support 6.3.1 6.3.2* 6.3.3
7 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
Generic Baseline
nb
Process step 2:
nb nb nb nb nb nb nb nb nb nb
E1 E2 E3 E4 E5 E6 E7 E8 E9 E10
nb nb nb nb nb nb nb Farbcode Farbcode nb nb nb
Process Name 2
nb
Process step 3:
Process Name 3
nb
Process step 4:
Process Name 4
nb
Process step 5:
Reasons for downgrading

Down-grading from A to B despite an achievement level of EG>= 90% > At least one process elements P2-P7 or process stage E1-En assessed <80 %. > Level of achievement of the sub-elements of P6 (EU1-EU7) assessed <80 %. > At least one *-question awarded with 4 points. > At least one question from process audit awarded with 0 points. > Assessments from generic baseline assessed <70 %.
Process Name 5
nb
Process step 6:
Process Name 6
nb
Process step 7:
Process Name 7
nb
Process step 8:
Process Name 8
nb
Process step 9:
Process Name 9
nb
Process step 10:
Process Name 10
nb
Assessment of Subelements of the Process analysis (mean value step 1 - n) 1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 nb nb nb nb nb nb nb nb nb
2.5 nb
2.6 nb
3.1 nb
3.2 nb
3.3 nb
4.1 nb
4.2 nb
4.3 nb
4.4 nb
5.1 nb
5.2 nb
5.3 nb
5.4 nb
6.1 nb
6.2 nb
6.3 nb
6.4 nb
6.1.2 6.1.3 6.1.4 6.2.5 6.2.6 6.4.4 6.6.2 6.6.3
EPG
nb
nb
nb
nb
nb
nb
nb
nb
nb
EU1
nb
EU2
nb
EU3
nb
7.1*
EU4
7.2
nb
7.3* 7.4 7.5 7.6
EU5
nb
EU6
nb
Transport, Part Handling
EU7
nb
for down-grading to C despite an achievement level of 80 % > At least one process elements P2-P7 or process stage E1-En assessed <70 %. > Level of achievement of the sub-elements of P6 (EU1-EU7) assessed <70 %. > At least one *-question awarded with 0 points.
P 7 Customer Support / Customer Satisfaction / Services
nb
nb
nb
nb
nb
nb
EK
nb
nb
nb
TO
nb
Co
nb
RI
Achivement level EPG by Product Groups Element P6[%] (mean value Ex-En)
Product group 1
Product Group Process Steps
Product group 2
Product group 3
Product group 4
Product group 5
Overall Achivement Level EPN [%] by Product Groups

Product Group
Achivement level [%] for Generic Baseline
PR
nb
nb
nb
nb
EPN [%] Classification

nb
EPGN [%]
Achivement Level before SOP (Part A) Classification
Overall Achivement Level EG [%]:

Classified
Classification Achivement Level EG[%] Description of Classification
nb nb nb
ED [%]
nb
nb
A B C
EG > 90 80 EG 90 EG < 80
Quality cabable Conditionally qualitycapable Not quality-capable
after SOP
(Part B)
EP [%]
nb
nb
Classification results (A, B, C) must be entered manually, by taking into account the downgrading rule!
Seite 5 von 38
Questionaire VDA 6.3-2010

Supplier:
Date: Client:
Pos.
Quest Nr.
Question
Pionts
Comments / Assesment Remarks
A Development
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?
nb nb nb nb nb nb nb
2.2*
2.3 2.4 2.5*
2.6
2.7*
P 3 Planning Product/Process Development Product

3.1 3.2* Are the product-specific requirements laid down? Has manufacturing feasibility been assessed in a crossfunctional manner, based on the requirements which have been determined for product & process? Are there plans for the product and process development? Have the necessary resources been taken into account for the product and process development? Is QM planning arranged for sourcing bought-in products and services? Are the process-specific requirements laid down? Has manufacturing feasibility been assessed in a crossfunctional manner, based on the requirements which have been determined for product & process? Are there plans for the product and process development? Have the necessary resources been taken into account for the product and process development? Is QM planning arranged for sourcing bought-in products and services?
nb nb nb nb nb
3.3 3.4
3.5
Process
3.1 3.2*
nb nb nb nb nb
3.3 3.4
3.5
Seite 6 von 40

Supplier:
Date: Client:
Quest Question Nr. P 4 Carrying out Product/Process Development Product

4.1 Have the Product FMEA / Process FMEA been drawn up? Are they up-dated as the project progresses and are corrective actions laid down? 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 planning activities associated with sourcing outside products and services implemented effectively? Is the transfer of the project to production controlled in order to secure the product launch? Have the Product FMEA / Process FMEA been drawn up? Are they up-dated as the project progresses and are corrective actions laid down? 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? Are the planning activities associated with sourcing outside products and services implemented effectively? Is the transfer of the project to production controlled in order to secure the product launch?
Pos.
Pionts
nb
4.2 4.3 4.4 4.5*
nb nb nb nb nb nb
4.8
4.9
Process
4.1
nb
4.2
nb nb nb nb nb nb nb nb
4.3 4.4 4.5*
4.6
4.7
4.8
4.9
B Full Production
P 5 Supplier Management Are only approved/released and quality-capable 5.1*
suppliers selected?
nb
Seite 7 von 40

Supplier:
Date: Client:
Pos.
Quest Nr. 5.2 5.3 5.4* 5.5* 5.6 5.7
Question
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 out-sourced 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?
Pionts
nb nb nb nb nb nb
P 6 Process Analysis Serial Production Process step 1: 1 Process Input

6.1.1* 6.1.2 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)? Are incoming materials stored appropriately and are transport facilities / packing arrangements suitable for the special characteristics of the incoming materials? Are the necessary identifications / records / approvals available and allocated appropriately to the incoming materials? Are changes to the product or process in the course of serial production tracked and documented?
Process Name 1 nb nb
6.1.3
nb
6.1.4
nb nb
6.1.5
2 Work Content / Process Sequences

6.2.1* 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? Are scrap, rework and setting parts kept separate and identified? Is the flow of materials and parts secured against mixing / wrong items? Are operators given responsibility and authority to monitor the quality of product and process?
nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1
nb
Seite 8 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.3.2*
Question
Are the operators able to carry out their allotted tasks and are their qualifications kept up-to-date? Is there a personnel employment plan?
Pionts
nb nb
6.3.3
4 Material Ressources
6.4.1 6.4.2* 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? Are the work-stations and test/inspection areas suitable for requirements? Are tools, equipment and test/inspection facilities stored correctly? Are target requirements set for product and process? 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?
nb nb nb nb
6.4.3 6.4.4
5 Process Effectiveness Level

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*
6 Process Result / Output

6.6.1* 6.6.2 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? Are the necessary records / releases carried out and stored appropriately?
nb nb
6.6.3
nb
6.6.4
nb
Process step 2: 1 Process Input

6.1.1* 6.1.2 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)? Are incoming materials stored appropriately and are transport facilities / packing arrangements suitable for the special characteristics of the incoming materials?
6.1.3
nb
Seite 9 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.1.4
Question
Are the necessary identifications / records / approvals available and allocated appropriately to the incoming materials? Are changes to the product or process in the course of serial production tracked and documented?
Pionts
nb nb
6.1.5

6.2.1* 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? Are scrap, rework and setting parts kept separate and identified? Is the flow of materials and parts secured against mixing / wrong items? 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? Is there a personnel employment plan?
nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
nb nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

6.6.1* Are the customer's requirements met in terms of product and process?
nb
Seite 10 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.6.2
Question
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? Are the necessary records / releases carried out and stored appropriately?
Pionts
nb
6.6.3
nb
6.6.4
nb

6.1.3
nb
6.1.4
nb nb
6.1.5

nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
4 Material Ressources Erstellt: Rita Demmeler-Wirth Version/Stand: 2.6/27.09.2011 Seite 11 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.4.1 6.4.2*
Question
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? Are the work-stations and test/inspection areas suitable for requirements? Are tools, equipment and test/inspection facilities stored correctly? Are target requirements set for product and process? 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?
Pionts
nb nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

nb nb
6.6.3
nb
6.6.4
nb

Process Name 4
nb
nb
6.1.3
nb
6.1.4
nb nb Seite 12 von 40
6.1.5

Supplier:
Date: Client:
Pos.
Quest Question Nr. 2 Work Content / Process Sequences

Pionts
nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
nb nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

6.6.1* 6.6.2 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?
nb nb
Seite 13 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.6.3
Question
Are products / components stored in an appropriate manner and are transport facilities / packing arrangements suitable for the special characteristics of the products / components? Are the necessary records / releases carried out and stored appropriately?
Pionts
nb
6.6.4
nb

6.1.3
nb
6.1.4
nb nb
6.1.5

nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
6.4.1 How are the maintenance and overhaul of production facilities / tools controlled?
nb
Seite 14 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.4.2*
Question
Can the quality requirements be monitored effectively with the test, inspection and measurement facilities employed? Are the work-stations and test/inspection areas suitable for requirements? Are tools, equipment and test/inspection facilities stored correctly? Are target requirements set for product and process? 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?
Pionts
nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

nb nb
6.6.3
nb
6.6.4
nb

6.1.3
nb
6.1.4
nb nb
6.1.5
Seite 15 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.2.1*
Question
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? Are scrap, rework and setting parts kept separate and identified? Is the flow of materials and parts secured against mixing / wrong items? 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? Is there a personnel employment plan?
Pionts
nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
nb nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

6.6.1* 6.6.2 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?
nb nb
6.6.3
nb
Seite 16 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.6.4
Question
Are the necessary records / releases carried out and stored appropriately?
Pionts
nb

6.1.3
nb
6.1.4
nb nb
6.1.5

nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
6.4.1 6.4.2* 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? Are the work-stations and test/inspection areas suitable for requirements?
nb nb nb
6.4.3
Seite 17 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.4.4
Question
Are tools, equipment and test/inspection facilities stored correctly? Are target requirements set for product and process? 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?
Pionts
nb

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

nb nb
6.6.3
nb
6.6.4
nb

6.1.3
nb
6.1.4
nb nb
6.1.5

6.2.1* 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?
nb nb
6.2.2
Seite 18 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.2.3* 6.2.4* 6.2.5 6.2.6
Question
Can the customer's specific product requirements be satisfied with the production facilities used? Are significant characteristics controlled in production? Are scrap, rework and setting parts kept separate and identified? Is the flow of materials and parts secured against mixing / wrong items? 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? Is there a personnel employment plan?
Pionts
nb nb nb nb
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
nb nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

nb nb
6.6.3
nb
6.6.4
nb
Process step 9: Erstellt: Rita Demmeler-Wirth
Process Name 9 Version/Stand: 2.6/27.09.2011 Seite 19 von 40

Supplier:
Date: Client:
Pos.
Quest Question Nr. 1 Process Input

Pionts
nb nb
6.1.3
nb
6.1.4
nb nb
6.1.5

nb nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
6.4.1 6.4.2* 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? Are the work-stations and test/inspection areas suitable for requirements? Are tools, equipment and test/inspection facilities stored correctly? Are target requirements set for product and process?
nb nb nb nb
6.4.3 6.4.4

6.5.1
nb Seite 20 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.5.2 6.5.3*
Question
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?
Pionts
nb nb nb
6.5.4*

nb nb
6.6.3
nb
6.6.4
nb

6.1.3
nb
6.1.4
nb nb
6.1.5

6.2.1* 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? Are scrap, rework and setting parts kept separate and identified?
nb nb nb nb nb
6.2.2 6.2.3* 6.2.4* 6.2.5
Seite 21 von 40

Supplier:
Date: Client:
Pos.
Quest Nr.
6.2.6
Question
Is the flow of materials and parts secured against mixing / wrong items? 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? Is there a personnel employment plan?
Pionts
nb
3 Personnel Support
6.3.1 6.3.2*
nb nb nb
6.3.3
nb nb nb nb
6.4.3 6.4.4

6.5.1 6.5.2 6.5.3*
nb nb nb nb
6.5.4*

nb nb
6.6.3
nb
6.6.4
nb
P 7 Customer Support / Customer Satisfaction / Services 7.1* 7.2 7.3*

Are the customer's requirements satisfied regarding QM system, product (on delivery) and process? Is customer support ensured? Is the supply of parts ensured?
nb nb nb
Seite 22 von 40

Supplier:
Date: Client:
Pos.
Quest Nr. 7.4
Question
If there are deviations from quality requirements, are failure analyses carried out and corrective actions implemented effectively? 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?
Pionts
nb nb nb
7.5 7.6
Seite 23 von 40
Improvement Program VDA 6.3-2010

Supplier:
To be filled by auditor Quest No. to be filled by audited party
Date: Client:
Weaknesses, recommended actions, findings
Points
Actions and cause analysis by the organisation
Timing
Responsibles
Pos.
Effectiveness
A Development
2.1 2.2* 2.3 2.4 2.5* 2.6 2.7* nb nb nb nb nb nb nb
P 3 Planning Product/Process Development Product

3.1 3.2* 3.3 3.4 3.5 nb nb nb nb nb
Process
3.1 3.2* 3.3 3.4 3.5 nb nb nb nb nb
P 4 Carrying out Product/Process Development Product Erstellt: Rita Demmeler-Wirth
Seite 24 von 37
To be filled by auditor Quest No.

4.1 4.2 4.3 4.4 4.5* 4.8 4.9
to be filled by audited party
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness
Process
4.1 4.2 4.3 4.4 4.5* 4.6 4.7 4.8 4.9
B Full Production
P 5 Supplier Management
Seite 25 von 37

5.1* 5.2 5.3 5.4* 5.5* 5.6 5.7
Points
Timing
Responsibles
Pos.
Effectiveness
P 6 Process Analysis Serial Production Process step 1: 1 Process Input

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Process Name 1
nb nb nb nb nb nb nb nb nb nb nb nb

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1
Seite 26 von 37

6.3.2* 6.3.3
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness
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

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Process Name 2
nb nb nb nb nb nb nb nb

6.2.1* 6.2.2 6.2.3*
Seite 27 von 37

6.2.4* 6.2.5 6.2.6
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness
3 Personnel Support
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

6.1.1* 6.1.2 6.1.3 6.1.4
Process Name 3
nb nb nb nb
Seite 28 von 37

6.1.5
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
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
Process step 4: Erstellt: Rita Demmeler-Wirth
Process Name 4 Version/Stand: 2.6/27.09.2011 Seite 29 von 37
To be filled by auditor Quest No. 1 Process Input

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
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*
Seite 30 von 37

6.6.2 6.6.3 6.6.4
Points
nb nb nb
Timing
Responsibles
Pos.
Effectiveness

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Process Name 5
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2* 6.3.3
6.4.1 6.4.2* 6.4.3 6.4.4

6.5.1
Seite 31 von 37

6.5.2 6.5.3* y 6.5.4*
Points
Timing
Responsibles
Pos.
Effectiveness

6.6.1* 6.6.2 6.6.3 6.6.4

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Process Name 6
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
6.3.1 6.3.2* 6.3.3
6.4.1
Seite 32 von 37

6.4.2* 6.4.3 6.4.4
Points
nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness

6.5.1 6.5.2 6.5.3* 6.5.4*

6.6.1* 6.6.2 6.6.3 6.6.4

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Process Name 7
nb nb nb nb nb nb nb nb nb nb nb

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support Erstellt: Rita Demmeler-Wirth Version/Stand: 2.6/27.09.2011 Seite 33 von 37

6.3.1 6.3.2* 6.3.3
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness
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

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Process Name 8

6.2.1* 6.2.2
Seite 34 von 37

6.2.3* 6.2.4* 6.2.5 6.2.6
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness
3 Personnel Support
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

6.1.1* 6.1.2 6.1.3
Process Name 9
nb nb nb
Seite 35 von 37

6.1.4 6.1.5
Points
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
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
Seite 36 von 37
To be filled by auditor Quest No. Process step 10: 1 Process Input

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5
Points
Process Name 10
nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb
Timing
Responsibles
Pos.
Effectiveness

6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6
3 Personnel Support
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 Process Result / Output Erstellt: Rita Demmeler-Wirth Version/Stand: 2.6/27.09.2011 Seite 37 von 37

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113854087.xls.

Audit Contract VDA 6.3-2010

Audited Party: (z.B. internal department, supplier)

Reason for Audit:

History (complaints, rejects, delivery performance, project status)

Remarks (background information)

Erstellt: Rita Demmeler-Wirth

VDA 6.3-2010 Audit Report: Assessment of Quality Cabability

Date: Contract No.:

Audit history / Certificates

Timing for improvement plan:

signed for Organisation

Erstellt: Rita Demmeler-Wirth

Erstellt: Rita Demmeler-Wirth

VDA 6.3-2010 Audit Report: Assessment of Quality Cabability

Assessment Elements / Process Stages

Assessment elements / Process stages

Assessment elements / Process stages

Overall Compliance Befor SOP After SOP

Erstellt: Rita Demmeler-Wirth

VDA 6.3-2010 Assessment Matrix including Product Groups

Notes: Client: Date: Achivement level %

P 3 Planning Product/Process Development

Process 3.1 3.2*

P 4 Carrying out Product/Process Development

Automatic Calculation of the

grey, blue, yellow and red fields

P 5 Supplier Management P 6 Process Analysis Serial Production

3 Personnel Support 6.3.1 6.3.2* 6.3.3

7 Transport and Part Handling

Reasons for downgrading

6.1.2 6.1.3 6.1.4 6.2.5 6.2.6 6.4.4 6.6.2 6.6.3

Transport, Part Handling

P 7 Customer Support / Customer Satisfaction / Services

Overall Achivement Level EPN [%] by Product Groups

Achivement level [%] for Generic Baseline

EPN [%] Classification

Overall Achivement Level EG [%]:

Quality cabable Conditionally qualitycapable Not quality-capable

Erstellt: Rita Demmeler-Wirth

Questionaire VDA 6.3-2010

Comments / Assesment Remarks

2.3 2.4 2.5*

P 3 Planning Product/Process Development Product

Erstellt: Rita Demmeler-Wirth

Questionaire VDA 6.3-2010

Quest Question Nr. P 4 Carrying out Product/Process Development Product

Comments / Assesment Remarks

4.2 4.3 4.4 4.5*

4.3 4.4 4.5*

Erstellt: Rita Demmeler-Wirth

Questionaire VDA 6.3-2010

Quest Nr. 5.2 5.3 5.4* 5.5* 5.6 5.7

Comments / Assesment Remarks

P 6 Process Analysis Serial Production Process step 1: 1 Process Input

2 Work Content / Process Sequences

6.2.2 6.2.3* 6.2.4* 6.2.5 6.2.6

Erstellt: Rita Demmeler-Wirth

Questionaire VDA 6.3-2010

Comments / Assesment Remarks

5 Process Effectiveness Level

6 Process Result / Output