I've read what threads I could find here on the Cove related to VDA, but am still coming up short. I'm hoping some of you automotive types can help out here.

Our company has recently transitioned from a continental focus to a global view. Management has taken the decision to organize the company by function (vs. location) in an effort to get lift by aligning all processes (and even some people!) globally. Previously independent production sites with their own mgmt teams, products, goals, KPI, etc. are now "global". Operations mgmt naturally wants to understand the strengths and weaknesses of each production site relative to one another and also a certain threshold. To accomplish this, they intend to steal a page from previous supplier audits conducted by the company that used VDA 6.3 as a means of assessment, i.e. treating all production sites essentially as suppliers and using VDA 6.3 to perform the assessment. It was further suggested that this method be used for all internal audits, e.g. of all processes, etc. Nevermind that none of the production sites produces the same or even similar products, and in many cases do not follow similar processes (global or local). And nevermind that the organization already has an established internal audit process.

I have some of my own thoughts on the matter, but am in a real hurry and am looking for your input as Covers. What in your experience, or at a conceptual level, do you see as the pros and cons here, the pitfalls, etc.?

Thanks in advance!

I've read what threads I could find here on the Cove related to VDA, but am still coming up short. I'm hoping some of you automotive types can help out here.

Our company has recently transitioned from a continental focus to a global view. Management has taken the decision to organize the company by function (vs. location) in an effort to get lift by aligning all processes (and even some people!) globally. Previously independent production sites with their own mgmt teams, products, goals, KPI, etc. are now "global". Operations mgmt naturally wants to understand the strengths and weaknesses of each production site relative to one another and also a certain threshold. To accomplish this, they intend to steal a page from previous supplier audits conducted by the company that used VDA 6.3 as a means of assessment, i.e. treating all production sites essentially as suppliers and using VDA 6.3 to perform the assessment. It was further suggested that this method be used for all internal audits, e.g. of all processes, etc. Nevermind that none of the production sites produces the same or even similar products, and in many cases do not follow similar processes (global or local). And nevermind that the organization already has an established internal audit process.

I have some of my own thoughts on the matter, but am in a real hurry and am looking for your input as Covers. What in your experience, or at a conceptual level, do you see as the pros and cons here, the pitfalls, etc.?

Thanks in advance!

Internal audits should be conducted according the "Process Approach" strongly recommended by the IATF. Using a checklist based on VDA 6.3 or any other standard takes away the true value of Process Audits. Using a pre-cooked checklist will cause the audit process to deteriorate to a mere compliance audit. Not too bad when you start out with developing and implementing a quality management system to verify that you have all the automotive "ducks" in a row, but once everything is in place, you should continue with Process Audits.

Stijloor.

Hi, Split-cane,

Reading your previous posts we have learned that you are already using ( or at least preparing for ) the process approach in your system audits.

For you process audits :
I have used and I recommend using the VDA 6.3 checklist to fulfill the requirement of 8.2.2.2 Manufacturing process audits.
We have used it for internal purposes as well as for supplier audits.
It is a very good tool to check on all the different process steps and it can be used ( via the scoring system ) to compare the different departments or divisions as well. The scoring system can also be used to show the progress ( improvements ) made between different audits.

If any further question arises feel free to contact.

Best regards,

Antoine