excel tool prozessaudit vda 6.3 2010 en

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Set up: Rita Demmeler-Wirth Version: 2.9/10.04.2012 of 30

Audit Contract VDA 6.3-2010

Reason for Audit:

Audit Objective:

Audit Variant:Internal Audit Potential Analysis

External Audit Special Audit

Audit Location:Internal Audit external

Audit Team:Process Specialist(s):Lead Auditor:

Auditors:

Audit Extent:Processes: Products:

Interfaces:

Outside Processes:

Audit DateDesired Date: Shifts:Audit period:

Date of Contract

Client: (e.g. management, person responsible for the product, person responsible for the audit programme)

Audited Party: (e.g. internal department, supplier)

Manufacturing Locations:

Essential Documents (test/inspections regulations, contracts, important agreements, cost stipulations, etc.)

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

Remarks (background information)

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VDA 6.3-2010 Audit Report: Assessment of Quality Capability

Supplier: Client: Date:Supplier No.: Reason for contract: Contract No.:Location:

Process/Product Achieved Classified Findings / requirementsOverall Process P2 to P7 nb Highlights

before SOP nb

after SOP nb

Product group 1 nb

Product group 2 nb

Product group 3 nb

Product group 4 nb

Product group 5 nb Areas of improvement* Values automatically taken from Assessment MatrixClassification scale: A: 90-100% (Q-capable); B: >= 80 <90% (conditionally Q-capable); C: <80% (not Q-capable)

Audit history / CertificatesAudit 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

Assessmentindex

EG

ED

EP

Product Group*EPN

EPN

EPN

EPN

EPN

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Explanations

Supplier: Client: Date:

Participants: Auditor:

The improvement program was discussed in the final meeting on site and handed over as a draft.. The audited Organization 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 improvement may be possible.It is the responsibility of the audited parties to expand the investigation and necessary measures to similar areas / issues.

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VDA 6.3-2010 Audit Report: Assessment of Quality CapabilitySupplier: Client: Date:

Assessment Elements / Process Stages Assessment after Process Analysis (mean value, process stage E 1 - n) and generic baseline

Target TargetMinimum requirement 80 90 Minimum requirement 80 90

per assessment element per assessment element

60 70 80 90 100 60 70 80 90 100Grade of fulfilment Grade of fulfilment

actual actual

Prod

uct g

roup

1

Prod

uct g

roup

2

Prod

uct g

roup

3

Prod

uct g

roup

4

Prod

uct g

roup

5

Project ManagementP 2 nb

Process inputEU 1 nb

Planning Product/ProcessP 3 nb

Process sequenceEU 2 nb

P 4 nbPersonnel support

EU 3 nbSupplier Management

P 5 nbMaterial resources

EU 4 nb

P 6 nbProcess effectiveness level

EU 5 nbCustomer Satisfaction

P 7 nbProcess result

EU 6 nb

Process Name 1 E 1 nb EU 7 nb

Process Name 2 E 2 nb Generic Baseline

Process Name 3 E 3 nb Process responsibility PR nb

Process Name 4 E 4 nb Target orientation TO nb

Process Name 5 E 5 nb Communication CO nb

Process Name 6 E 6 nb Risk orientation RI nb

Process Name 7 E 7 nb

Process Name 8 E 8 nb Overall Compliance EG nb

Process Name 9 E 9 nb Before SOP ED nb

Process Name 10 E 10 nb After SOP EP nb

Comment:

Assignment to Product group

Assessment elements / Process stages pre-

auditAssessment elements / Process stages pre

audit

Carrying out Product/Process

Process AnalysisSerial production

Transport / parts handling / storage

Please input values Pre-Audit yourself

A14

Rita Demmeler-Wirth: from assessment matrix

F20

Rita Demmeler-Wirth: From assessment matrix

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Values of actual audit will be automatically entered

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VDA 6.3-2010 Assessment Matrix including Product Groups Notes:

Supplier: Client: Date: Generic BaselineA DevelopmentP 2 Project Management Achievement level % G 1 G 2 G 3 G 4

2.1 2.2* 2.3 2.4 2.5* 2.6 2.7* PR TO CO RI

nb nb nb nb nb nb nb nb nb nb nb nb Note: Entry "n.b." = Question not answered

Note: Entry "n.a." = Question not applicable

P 3 Planning Product/Process DevelopmentProduct Process

3.1 3.2* 3.3 3.4 3.5 3.1 3.2* 3.3 3.4 3.5

nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb 3.1.

nb Green fields for entering

P 4 Carrying out Product/Process Development Blue writing -> example entry

Product Process4.1 4.2 4.3 4.4 4.5* 4.6 4.7 4.8 4.9 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 nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb

Automatic Calculation of the

B Full Production grey, blue, yellow and red fields

5.1* 5.2 5.3 5.4* 5.5* 5.6 5.7

P 5 Supplier Management nb nb nb nb nb nb nb nb nb nb nb nb

P 6 Process Analysis Serial Production

1 Process Input 2 Work Content / Process Sequences 3 Personnel Support 4 Material Resources 6 Process Result / Output 7 Transport and Part Handling Generic Baseline

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5 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 6.1.2 6.1.3 6.1.4 6.2.5 6.2.6 6.4.4 6.6.2 6.6.3 G 1 G 2 G 3 G 4Process step 1: Process Name 1 PR TO CO RI PR Process Responsibility

nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb TO Target Orientation

Process step 2: Process Name 2 CO Communication

nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb RI Risk Orientation

Process step 3: Process Name 3

nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nbProcess step 4: Process Name 4

nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb Reasons for downgradingProcess step 5: Process Name 5


nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb

Farb

code

Process step 7: Process Name 7




nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb

Assessment of Sub elements 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 2.5 2.6 3.1 3.2 3.3 4.1 4.2 4.3 4.4 5.1 5.2 5.3 5.4 6.1 6.2 6.3 6.4 6.1.2 6.1.3 6.1.4 6.2.5 6.2.6 6.4.4 6.6.2 6.6.3

nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb nb

nb nb nb nb nb nb Transport, Part Handling nbG 1 G 2 G 3 G 4

7.1* 7.2 7.3* 7.4 7.5 7.6 PR TO CO RI

Farb

code

P 7 Customer Support / Customer Satisfaction / Services nb nb nb nb nb nb nb nb nb nb nb

PR TO Co RI

Achievement level [%] for nb nb nb nbProduct group 1 Product group 2 Product group 3 Product group 4 Product group 5 Generic Baseline

Product GroupProcess Steps

Classification

nb

nbClassified

Achievement Level Classificationnb

A Quality capable

nb nbbefore SOP (Part A) B

nb

Cafter SOP (Part B) nb nb

Entry: only following values are allowed

nb not assessed10 Requirements fully satisfied8 Requirements mainly satisfied6 Requirements partly satisfied4 Requirements inadequately satisfied0 Requirements not satisfied

EPM

EPdP EPzP EPP

EPdR EPzR EPR

ELM

5 Process Effectiveness Level

E1

E2

E3

E4

E5 Down-grading from A to B despite an achievement level of EG ≥ 90%

E6 > At least one process elements P2-P7 or process stage E1-En assessed <80 %.

E7> Level of achievement of the sub-elements of P6 (EU1-EU7) assessed <80 %.

E8

> At least one *-question awarded with 4 points.E9

> At least one question from process audit awarded with 0 points.E10

> Assessments from generic baseline assessed <70 %.

EPG

EU1 EU2 EU3 EU4 EU5 EU6 EU7 for down-grading to C despite an achievement level of ≥ 80 %

> At least one process element P2-P7 or process stage E1-En assessed <70 %.EK

> Level of achievement of the sub-elements of P6 (EU1-EU7) assessed <70 %.

Achievement level EPG by Product Groups Element P6[%] (mean value Ex-En) Overall Achievement Level EPN [%] by Product Groups > At least one *-question awarded with 0

points.

Product Group

EPN [%]

Overall Achievement Level EG [%]:EPGN [%]Classi-

ficationAchievement Level EG[%]

Description of Classification

EG ≥ 90

ED [%]80 ≥ EG < 90 Conditionally quality-

capable

Classification results (A, B, C) must be entered manually, by taking into account the downgrading rule!

EG < 80 Not quality-capableEP [%]

D31

Rita Demmeler-Wirth from Questionair

D33

Rita Demmeler-Wirth: from Questionair

D35


D37


D39


D41


D43


D45


D47


D49


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Questionnaire VDA 6.3-2010 Date:Supplier:

Client:

Pos. Question

Points Comments / Assessment Remarks

A DevelopmentP 2 Project Management

2.1nb

###2.2*

nb

2.3nb

2.4nb

2.5*nb

2.6nb

2.7*nb

P 3 Planning Product/Process Development

Product

3.1 Are the product-specific requirements laid down?nb

3.2*

nb

3.3nb

3.4nb

3.5nb

Process

3.1 Are the process-specific requirements laid down?nb

3.2*

nb

3.3nb

3.4nb

3.5nb

P 4 Carrying out Product/Process Development

Product4.1

nb

Quest Nr.

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?

Has manufacturing feasibility been assessed in a cross-functional 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?

Has manufacturing feasibility been assessed in a cross-functional 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?

Have the Product FMEA / Process FMEA been drawn up? Are they up-dated as the project progresses and are corrective actions laid down?

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Client:

Pos. Question

Points Comments / Assessment RemarksQuest Nr.

4.2nb

4.3 Are the personnel resources in place and qualified? nb

4.4 Is the infrastructure in place and appropriate? nb4.5*

nb

4.8nb

4.9nb

Process

4.1

nb

4.2nb

4.3 Are the personnel resources in place and qualified? nb

4.4 Is the infrastructure in place and appropriate? nb4.5*

nb

4.6nb

4.7nb

4.8nb

4.9nb

B Full ProductionP 5 Supplier Management

5.1* nb

5.2 nb

5.3nb

5.4*nb

5.5* nb

5.6 Are incoming goods stored appropriately? nb5.7 nb

Are the stipulations arising from the plans for product and process development put into effect?

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?

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?

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 out-sourced products and services?

Is the quality of the out-sourced products and services ensured?

Are personnel qualified for the various tasks and are responsibilities defined?

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Client:

Pos. Question


P 6 Process Analysis Serial Production

Process step 1: Process Name 11 Process Input

6.1.1*nb

6.1.2

nb

6.1.3

nb

6.1.4nb

6.1.5nb

2 Work Content / Process Sequences

6.2.1*nb

6.2.2nb

6.2.3*nb

6.2.4* Are significant characteristics controlled in production?nb

6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb

6.3.3 Is there a personnel employment plan? nb4 Material Resources

6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb


6.5.1 Are target requirements set for product and process?nb

6.5.2nb

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?

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 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?

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 quality and process data logged in such a way that they can be assessed?

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Client:

Pos. Question


6.5.3*

nb

6.5.4* Are processes and products audited regularly? nb6 Process Result / Output

6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb

Process step 2: Process Name 21 Process Input6.1.1*

nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb

6.3.3 Is there a personnel employment plan? nb

In the case of deviations from product and process requirements, are the causes analysed and the corrective actions checked for effectiveness?

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?













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Client:

Pos. Question


4 Material Resources

6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb


nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb



















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Client:

Pos. Question



6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb


6.1.1*nb

6.1.2nb

















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Client:

Pos. Question


6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb



















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Client:

Pos. Question


6.6.3

nb

6.6.4nb


nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb





















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Client:

Pos. Question


6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb


nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb

6.3.3 Is there a personnel employment plan? nb



















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Client:

Pos. Question



6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb


6.1.1*nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb


















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Client:

Pos. Question


6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb


6.1.1*nb

6.1.2nb


















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Client:

Pos. Question


6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb



















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Client:

Pos. Question


6.6.3

nb

6.6.4nb


6.1.1*nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb

6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb




















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Client:

Pos. Question



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb


nb

6.1.2nb

6.1.3

nb

6.1.4nb

6.1.5nb


6.2.1*nb

6.2.2nb

6.2.3*nb


6.2.5nb

6.2.6nb

3 Personnel Support

6.3.1nb


















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Client:

Pos. Question


6.3.2*nb


6.4.1nb

6.4.2*nb

6.4.3nb

6.4.4nb



6.5.2nb

6.5.3*

nb


6.6.1*nb

6.6.2nb

6.6.3

nb

6.6.4nb

P 7 Customer Support / Customer Satisfaction / Services

7.1*nb

7.2 Is customer support ensured? nb7.3* Is the supply of parts ensured? nb7.4

nb

7.5 nb

7.6 nb












Are the customer's requirements satisfied regarding QM system, product (on delivery) and process?

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?

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Improvement Program VDA 6.3-2010 Date:Supplier: Client:

To be filled by auditor to be filled by audited party

Pos. Points Timing Effectiveness

A Development

P 2 Project Management

2.16 nb

2.2* nb

2.3 nb

2.4 nb

2.5* nb

2.6 nb

2.7* nb

P 3 Planning Product/Process Development

Product

3.1 nb

3.2* nb

3.3 nb

3.4 nb

3.5 nb

Process

3.1 nb

3.2* nb

3.3 nb

3.4 nb

3.5 nb

P 4 Carrying out Product/Process DevelopmentProduct

4.1 nb

4.2 nb

4.3 nb

4.4 nb

4.5* nb

4.8 nb

4.9 nb

Process

4.1 nb

4.2 nb

4.3 nb

4.4 nb

4.5* nb

4.6 nb

4.7 nb

4.8 nb

4.9 nb

B Full ProductionP 5 Supplier Management

5.1* nb

5.2 nb

5.3 nb

5.4* nb

5.5* nb

5.6 nb

5.7 nb

P 6 Process Analysis Serial ProductionProcess step 1: Process Name 1

Quest No.

Weaknesses, recommended actions, findings

Actions and cause analysis by the organisation

Respon-sibles

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To be filled by auditor to be filled by audited partyPo

s. Points Timing EffectivenessQuest No.



Respon-sibles

1 Process Input

6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb

6 Process Result / Output

6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

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Respon-sibles

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

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Respon-sibles

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

y 6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

document.xlsx






Respon-sibles

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb

document.xlsx






Respon-sibles


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

document.xlsx






Respon-sibles

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb


6.1.1* nb

6.1.2 nb

6.1.3 nb

6.1.4 nb

6.1.5 nb


6.2.1* nb

6.2.2 nb

6.2.3* nb

6.2.4* nb

6.2.5 nb

6.2.6 nb

3 Personnel Support

6.3.1 nb

6.3.2* nb

6.3.3 nb


6.4.1 nb

6.4.2* nb

6.4.3 nb

6.4.4 nb


6.5.1 nb

6.5.2 nb

6.5.3* nb

6.5.4* nb


6.6.1* nb

6.6.2 nb

6.6.3 nb

6.6.4 nb

P 7 Customer Support / Customer Satisfaction / Services

7.1* nb

7.2 nb

7.3* nb

7.4 nb

7.5 nb

7.6 nb

document.xlsx


Disclaimer:

Please note: The exact requirements for each question are provided in the 'Red Book' VDA 6.3!

Änderungshistorie

Version-Nr. Kommentar Datum Name1.0 Neuerstellung 11/1/2010 R. Demmeler-Wirth1.1 Berechnungsfehler behoben 12/1/2010 R. Demmeler-Wirth

1.2 2/10/2011 R. Demmeler-Wirth



2.2


2.4 5/29/2011 R. Demmeler-Wirth2.5 kleinere Korrekturen (Rahmen, Text) 6/27/2011 R. Demmeler-Wirth2.6 Generischen Ansatz Berechnung korrigiert 9/27/2011 R. Demmeler-Wirth

2.7 Kommastelle beim generischen Ansatz zugefügt 9/27/2011 R. Demmeler-Wirth



This template is provided free of charge by ORGAImprove to be used by interested parties.The use of this template is within the responsibility of the user and at users risk only!ORGAimprove will not take any responsiblity or liability for any errors e.g. in calculations / evaluations!There is no right of support or delivery of updates by ORGAimprove!

Berechnungsfehler P2 behobenErmöglichung der Eingabe 'na' nicht anwendbarBerechnungsfehler P7 behoben

* Rundungsfehler in %ualen Berechnungen behoben* P4 Feld 4.6 + 4.7 n.a., da nicht bei Produktentwicklung nicht relevant* Korrektur div. Formatierungen* Feldformatierungen bei Werten, die zu Abstufungen führen (Orange zu B, Rot zu C)* Verknüpfung Werte Auditbericht mit Bewertungsmatrix* Verknüpfungen Lieferent, Auftraggeber und Datum mit Auditbericht* Verknüpfungen Fragen mit Bewertungsmatrix und Verbesserungsprogramm

Verbesserungen in Bewertungsmatrix (5.Feld Gesamterfüllungsgrad Produktgruppe)Formatierungen (zulassen von Zeilenhöhe / SpaltenbreiteDropdown im Fragekatalog inkl. Farb-Formatierung

Verbesserungsprogramm & Fragenkatalog:

Spalten E & I neu formatiert (Zeilenumbruch, Einzug horizontal links, Ausrichtung vertikal oben)Bewertungsmatrix:P3 & P4 Prozess neu mit Fragenkatalog verknüpftP4 Frage 4.5 auf nb und 4.7 mit Fragenkatalog verknüpft

Korrektur Berechnung ProduktgruppenbewertungÜberarbeitung automatische FarbcodierungKorrektur P4 4.5-4.7 Fragekatalog 4.5 eingestellt und 4.7 gelöscht

Layoutverbesserung Bewertungsmatrix, Korrekturen Automatische FarbeDiv. Verbesserungen und Überarbeitung VerlinkungenKorrektur GruppierungenErgebnisübersicht Vor / Nach SOP eingefügt

Formatierung Generischer Ansatz (Rahmen) Abkürzungen PR,CO,TO,RI zugefügt

Korrektur Rechtschreibfehler und ÜbersetzungenKorrektur Bewertung Erklärung Einstufung >= 90 = A statt >90 = A