VDA 6.3 process audit checklist Template

About the VDA 6.3 process audit checklist Template

Use this VDA audit checklist to initiate a process audit when planning the production of a new product based on customer requirements and legislation to be considered. A process audit according to the VDA requirements can be applied throughout the quality cycle in the following areas: Marketing, Development, Purchasing (Product/Service), Production/Service Delivery, Sales/Commissioning, Customer Service/Services, Recycling.

Each question is evaluated with reference to the respective requirements and their consistent fulfillment in the product development process (service process). The evaluation can result in 0, 4, 8, 10 points for each question, whereby the proven fulfillment of the requirements is the benchmark for awarding points. If the score is below 10 points, corrective actions with deadlines must be established. If you use the Lumiform tool during your VDA audits, you can report issues immediately from the app and track the implementation of corrective actions via the dashboard.

VDA 6.3 process audit checklist

VDA 6.3 process audit checklist: Ensure process excellence

The German Association of the Automotive Industry (VDA) (German: Verband der Automobilindustrie e. V.) provides an essential tool for achieving operational excellence: the VDA 6.3 process audit checklist. This structured framework helps assess the effectiveness of your processes, identify potential risks, and drive continuous improvement. By utilizing this checklist, you can ensure compliance with VDA 6.3 standards and regulatory requirements, identify improvement opportunities, mitigate risks, enhance customer satisfaction, and demonstrate process capability. Ready to optimize your processes?

Why automobile industry leaders use the VDA 6.3 process audit checklist

A VDA 6.3 process audit checklist is a strategic tool for driving process excellence and achieving sustained success in the automotive industry. By systematically evaluating your processes, you can unlock numerous benefits. Enhanced product quality is achieved by identifying and addressing process weaknesses, reducing defects, and improving product reliability. Optimized processes lead to increased efficiency, reduced waste, shorter cycle times, and better resource utilization. Proactively identifying potential issues allows for timely corrective actions, mitigating risks and preventing costly disruptions. Regulatory compliance is demonstrated through adherence to industry standards and customer requirements. Consistently delivering high-quality products enhances customer satisfaction and loyalty. Additionally, collaborative process improvement fosters stronger supplier relationships, building trust and strengthening supply chain partnerships. Leveraging the VDA 6.3 process audit checklist fosters continuous improvement and a competitive advantage in the automotive market.

Key components for conducting a VDA 6.3 process audit

The VDA 6.3 process audit checklist includes several critical components to ensure a thorough evaluation. These elements typically cover project management, product and process development, supplier management, and serial production. Each section has specific criteria and checkpoints to assess compliance with VDA 6.3 standards.

Project Management: Ensures that the project organization is established, and tasks and authorities are specified.
Product and Process Development: Verifies that product-specific and process-specific requirements are laid down and that manufacturing feasibility is assessed.
Supplier Management: Ensures that only approved and quality-capable suppliers are selected and that the quality of purchased parts is assured.
Serial Production: Assesses the transfer of the project from development to serial production and ensures that production operations are checked and approved.
Customization and Automation: Customize the template with additional fields and modify sections to fit specific needs. Assign tasks with automatic reminders to keep the team accountable.

By including these key elements, you can ensure that all aspects of your audit are covered, from initial planning to final inspection, providing a complete picture of your process's quality.

Get started with Lumiform’s VDA 6.3 process audit checklist

Enhance your process quality audits with our comprehensive VDA 6.3 process audit checklist. Ensure compliance, identify non-conformities early, and maintain high standards effortlessly. Sign up for Lumiform today to access customizable templates and take your quality management to the next level. Start optimizing your audits now!

Related categories

Preview of the template

VDA 6.3 Process Audit - Part 1: Development

Explanation

Relationship between System, Process and Product Audit

The system, process and product audits represent a selection of the audit types available; however, this listing does not claim to be exhaustive. Comparison of the audit types: Audit Type / Subject / Purpose System Audit -> Quality System -> Assessment of the completeness and effectiveness of the basic requirements. Process Audit -> Product development process / Serial production -> Service development process / Providing the service -> Assessment of the quality capability for specific products/product groups and their processes Product Audit ---> Products or services ---> Assessment of quality characteristics Process audits may be initiated, e.g., for the following reasons: decreasing process quality, customer complaints, and changes in the production sequence, - process insecurities, cost reductions, internal requests. Process audits can be applied internally and externally across the full quality cycle in the following areas: Marketing, Development, Purchasing (Product/Service), Production/Service Provision, Sales/Commissioning, Customer Service/Services, Recycling

Individual Evaluation of the Questions and Process Elements

Each question is evaluated with regard to the respective requirements and their consistent achievement in the product development process (service process) and the serial production (service). The evaluation can result in 0, 4, 8, 10 points for each question, whereby the proven compliance with the requirements is the measure for awarding points. For grading, under 10 points corrective actions with deadlines have to be determined. Evaluation of compliance with individual requirements 10 - Full compliance with requirements 8 - Predominant compliance with requirements; minor nonconformities * 6 - Partial compliance with requirements; more severe nonconformities 4 - Unsatisfactory compliance with requirements, major nonconformities 0 - No compliance with requirements (*) Predominant means, that more than ¾ of all requirements have proven to be effective and no special risk is given. The degree of conformity EE of a processing element is calculated from: Sum of all points awarded for the respective questions EE [%] = ----------------------------------------------- x 100% Sum of all possible points of the respective questions

Product Development Process

Overall Grade

Explanation Grade. % Description of the grading A 90 to 100 Full compliance. B 80 to less than 90 Partial compliance C less than 80 No compliance

Downgraded?

Please choose

Overall degree of conformity in %

P 2 Project Management

The internal planning objectives of a new product, based on the customer requirements and legislation to be considered, must already be raised at the quotation phase, which is then to be put into precise terms and included in a product development plan, after receipt of the contract. All necessary tasks with achievable goals and deadlines must be named in the product development plan. The requirements on the product are often higher than the customer requirements and must be analyzed and specified in detail by the supplier. Through a continual re-examination of all requirements, changes can become necessary during the course of the planning phase. EXAMPLES: Project management, project planning team/responsibilities, Qualified personnel, Resources studies, Information flow from and to the customer during planning (regular meetings, conferences).

2.1 Is the project organization (project management) established and are tasks & authorities specified for the team leader and team members?

2.2 Are the resources required for the project development planned and available and are all changes displayed?

2.3 Is there a project plan and has this been agreed with the customer?

2.4 Is change management in the project ensured by the project organisation?

2.5 Are the responsible personnel within the organisation and in the customer's company involved in the change control system?

2.6 Is there a QM plan for the project? Is this implemented and monitored regularly for compliance?

2.7 Is there an established escalation process and is this implemented effectively?

P 3 Planning Product/Process Development

P 3 Planning Product/Process Development PRODUCT

The internal planning objectives of a new product, based on the customer requirements and legislation to be considered, must already be raised at the quotation phase, which are then to be put into precise terms and included in a product development plan, after receipt of contract. All necessary tasks with achievable goals and deadlines must be named in the product development plan. The requirements on the product are often higher than the customer requirements and must be analyzed and specified in detail by the supplier. Through continual re-examination of all requirements, changes can become necessary during course of the planning phase. EXAMPLES: Drawings, standards, specifications, performance specification, Logistic concepts, Technical specifications, test specifications, Quality agreements, target agreements, Important product/process characteristics, Purchase order documents with parts lists and delivery dates, Legislation/Directives, Waste management plans, environmental aspects.

3.1 Are the product‐specific requirements laid down?

3.2 Has manufacturing feasibility been assessed in a cross-functional manner, based on the requirements which have been determined for product & process?

3.3 Are there plans for the product and process development?

3.4 Have the necessary resources been taken into account for the product and process development?

3.5 Is QM planning arranged for sourcing bought‐in products and services?

P 3 Planning Product/Process Development PROCESS

Basic planning for the manufacture of a product to customer requirements, must already have taken place at quotation stage, which must then be put into precise terms and included in a process development plan, after receipt of contract. Technical and personnel resources, already available, must be considered and expansions preplanned. When setting all tasks, objectives and deadlines, all interfacing areas are to be included through interdisciplinary cooperation. All tasks and responsibilities are to be clearly established. When planning and implementing processes, amendments can become necessary due to changed customer requirements or special legislative requirements, which also make a reexamination of the planning necessary. EXAMPLES: Legislative requirements, Capability records, Suitability of plants, tools, inspection and test equipment, Arrangement of work and inspection stations, Handling, packaging, storage, marking, All production stages, including those of suppliers, Customer requirements, function, Important parameters/characteristics, Traceability, environmental aspects, Transport (internal/external), Involvement all affected areas, Process-specific measures from the design FMEA.

3.1 Are the process‐specific requirements laid down?

3.2 Has manufacturing feasibility been assessed in a cross-functional manner, based on the requirements which have been determined for product & process?

3.3 Are there plans for the product and process development?

3.4 Have the necessary resources been taken into account for the product and process development?

3.5 Is QM planning arranged for sourcing bought‐in products and services?

P 4 Realization Product/Process Development

P 4 Realization Product/Process Development PRODUCT

In the realization phase of product development, all defined tasks of the product plan are to be carried out, possible amendments are to be recognized and considered. The project manager/project management has the decisive task of involving all interfacing areas early in all exercises and of informing the company management and if necessary, also the customer, of any problems which arise. During the realization, reviews are to be carried out at set regular intervals. When targets are not achieved, corrective actions are to be established, implemented and monitored for their effectiveness. EXAMPLES: Product trials (e.g. fitting inspections, functional tests, durability checks, environmental simulations), Status of the prototype parts, Pilot series model, Production/inspection, measuring and test equipment in the experimental installation, establishing and marking of significant characteristics, raising of an inspection and test plan, provision of equipment and fittings, timely, planned provision of measuring equipment, inspections at appropriate points during the production, clarification of acceptance criteria

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?

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

4.3 Are the personnel resources in place and qualified?

4.4 Is the infrastructure in place and appropriate?

4.5 Based on the requirements, are the necessary evidence and releases available for the various phases?

4.6 Are the productions control plans used for the various phases and are production, test and inspection

4.7 Has a pre‐production run been carried out under serial production conditions to obtain production approval / release?

4.8 Are the planning activities associated with sourcing outside products and services implemented effectively?

4.9 Is the transfer of the project to production controlled in order to secure the product launch?

P 4 Realization Product/Process Development PROCESS

In the realization phase of process development, all defined tasks from the planning of the processes (Process development plans) are to be carried out, possible amendments are to be recognized and considered. For project management/monitoring, the project manager has the decisive task of involving all interfacing areas in all tasks at an early stage and of informing the company management and if necessary, also the customer of any problems which arise. During the realization, reviews are to be carried out at set intervals. When targets are not achieved, corrective actions are to be determined, implemented and monitored for their effectiveness. EXAMPLES: Product trials (e.g. fitting inspection, functional test, durability check, environmental simulations), Pilot production parts, First sample, Capability records of important product/process characteristics, Logistic concept (e.g. checking suitability of packaging by a test dispatch), Tools, machines, equipment, inspection, measuring and test equipment, Establishing minimum numbers of production pieces, Process capability analysis, Measuring equipment capability, Readiness of the production materials and equipment for series (measuring records), First sample inspection, Handling, packaging, marking and storage, Personnel qualification, Work/Inspection instructions, Arrangement of work/inspection stations, Process parameters (e.g. pressures, temperatures, times, speeds), Machine/tool/auxiliary means data, Inspection requirements (important characteristics, inspection, measuring and test equipment, methods, inspection frequencies), Intervention limits in process control charts, Machine and process capability records, Operating instructions, Work instructions, Inspection instructions, Information on the current nonconformities.

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?

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

4.3 Are the personnel resources in place and qualified?

4.4 Is the infrastructure in place and appropriate?

4.5 Based on the requirements, are the necessary evidence and releases available for the various phases?

4.6 Are the productions control plans used for the various phases and are production, test and inspection

4.7 Has a pre‐production run been carried out under serial production conditions to obtain production approval / release?

4.8 Are the planning activities associated with sourcing outside products and services implemented effectively?

4.9 Is the transfer of the project to production controlled in order to secure the product launch?

Action Deck

P 2 Project Management

Action:

By Whom:

By When:

P 3 Planning Product/Process Development

Action:

By Whom:

By When:

P 4 Realization Product/Process Development

Action:

By Whom:

By When:

Confirmation

Auditor's name

Auditor's signature

Auditee's name

Auditee's signature

This template was downloaded 640 times

This template, developed by Lumiform employees, serves as a starting point for businesses using the Lumiform platform and is intended as a hypothetical example only. It does not replace professional advice. Companies should consult qualified professionals to assess the suitability and legality of using this template in their specific workplace or jurisdiction. Lumiform is not liable for any errors or omissions in this template or for any actions taken based on its content.