You really cannot track warranty as a percentage of sale, the cost of the repair is so non normal that you would never show or pick up a trend on your failed part. I would only and only use the customer matrix to track my performance. We did attempt once to rationalize the warranty by placing a ppm number to it and the Customer had big issues with that. The Typical methods used
IPTV=Incidents per thousand vehilces (GM)
CPV= Cost Per Vehicle (GM)
CPU= Cost per unit (FORD)
R/1000= Repairs per one thousand vehicles sold (Ford)
EPUS= Expense per Vehicle Sold (DCX)
C/1000= Conditions per 1000 vehicles sold (DCX)
these in my opinions are the only matrix that should be used in defining feild failures. if you start to normalize your data and split it out by part not by vehicle system you quikcly end up managing the data and not the problem.
That is not to say that we don't use ppm in the internal Six Sigma or other process for improvement. The only challenge is trying to convince the customer that there systems is not robust enough to really define process shifts or failure rates.
P.S We have improved on some components without doing anything to improve the process. That just shows you how the system is so senstive to sale shifts part mark ups and dealer labour costs. As we all know the original intent of the systems were to get the dealers paid, it has evolved into what we use today
We should really look at getting a Warranty Forum started, there is a lot of good sharing that can be gotten