Excel Tool Prozessaudit VDA 6.3 2010 en

288405382.
xlsx
Audit Contract VDA 6.3-2010
Client: (e.g. management, person responsible for the product, person responsible for th
Audited Party: (e.g. internal department, supplier)
Reason for Audit:
Audit Objective:
Audit Variant:
Internal Audit
Potential Analysis
External Audit
Special Audit
Internal Audit
external
Audit Location:
Audit Team:
Lead Auditor:
Auditors:
Process Specialist(s):
Audit Extent:
Processes:
Manufacturing
Locations:
Products:
Interfaces:
Outside Processes:
Audit Date
Desired Date:
Audit period:
Shifts:
Date of Contract
Essential Documents (test/inspections regulations, contracts, important agreements, cost stipulatio
Set up: Rita Demmeler-Wirth
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History (complaints, rejects, delivery performance, project status)
Remarks (background information)
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erson responsible for the audit programme)
Potential Analysis
Special Audit
nt agreements, cost stipulations, etc.)
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VDA 6.3-2010 Audit Report: Assessment of Quality Capability

Supplier:
Client:
Supplier No.:
Location:
Reason for contract:
Assessment
index
Process/Product
Achieved
Overall Process P2 to P7
EG
nb
before SOP
ED
nb
after SOP
EP
nb
Product group 1
EPN
nb
Product group 2
EPN
nb
Product group 3
EPN
nb
Product group 4
EPN
nb
Product group 5
EPN
nb
Classified
Findings / requirements
Highlights
Product Group*
Areas of improvement
* Values automatically taken from Assessment Matrix

Classification scale: A: 90-100% (Q-capable); B: >= 80 <90% (conditionally Q-capable); C: <80% (not Q-capable)
Audit history / Certificates

Audit Basis
Date
Participants:
Carried out
Result
Distribution to:
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Timing for improvement plan:
For actions see 'Improvement program' and/or 'Immediate
Lead Auditor
Co-Auditor
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ability
Date:
Contract No.:
indings / requirements
ghlights
reas of improvement
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ming for improvement plan:

actions see 'Improvement program' and/or 'Immediate actions'
signed for Organisation
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Explanations
Supplier:
Client:
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
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.
Participants:
Auditor:
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Date:
sustainable corrective actions for the identified weak points and to
e possible.
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VDA 6.3-2010 Audit Report: Assessment of Quality Capability

Supplier:
Client:
Assessment Elements / Process Stages
Assessment after Process Analysi

Target
Minimum requirement
per assessment element
80
60
70
80
90
90
100
Grade of fulfilment
Assessment elements /
Process stages
Assignment to
Product group
Project Management
preaudit
actual
P2
nb
P3
nb
P4
nb
P5
nb
P6
nb
P7
nb
Process Name 1
E1
nb
Process Name 2
E2
nb
Process Name 3
E3
nb
Process Name 4
E4
nb
Process Name 5
E5
nb
Process Name 6
E6
nb
Planning Product/Process
Product group 5
Product group 4
Product group 3
Product group 2
Product group 1
Carrying out Product/Process

Supplier Management
Process Analysis
Serial production
Customer Satisfaction
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Process Name 7
E7
nb
Process Name 8
E8
nb
Process Name 9
E9
nb
Process Name 10
E 10
nb
Comment:
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pability
Date:
Assessment after Process Analysis
(mean value, process stage E 1 - n) and

generic baseline
Target
Minimum requirement
80
per assessment element
60
70
80
90
90
100
Grade of fulfilment
Assessment elements /
Process stages
pre
audit
actual
Process input
EU 1
nb
EU 2
nb
EU 3
nb
EU 4
nb
EU 5
nb
EU 6
nb
EU 7
nb
Process responsibility
PR
nb
Target orientation
TO
nb
Communication
CO
nb
Risk orientation
RI
nb
Process sequence
Personnel support
Material resources
Process effectiveness level
Process result
Transport / parts handling
/ storage
Generic Baseline
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Overall Compliance
EG
nb
Before SOP
ED
nb
After SOP
EP
nb
Please input values Pre-Audit yourself

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 Baseline
A Development
P 2 Project Management
Achievement level %
Entry: only following values are allowed
2.1
2.2*
2.3
2.4
2.5*
2.6
2.7*
nb
nb
nb
nb
nb
nb
nb
nb not assessed
10 Requirements fully satisfied
8 Requirements mainly satisfied
6 Requirements partly satisfied
4 Requirements inadequately satisfied
0 Requirements not satisfied
PM
nb
G1
G2
G3
G4
PR
TO
CO
RI
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*
nb
nb
3.3
3.4
3.5
nb
nb
nb
Process
3.1
3.2*
EPdP
nb
nb
nb
3.3
3.4
3.5
nb
nb
nb
EPzP
nb
PP
nb
nb
nb
nb
nb
3.1.
nb Green fields for entering
P 4 Carrying out Product/Process Development

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

1 Process Input
2 Work Content / Process Sequences
6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5

Process step 1:
Process Name 1
nb
Process step 2:
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
7 Transport and Part Handling
6 Process Result / Output

6.6.1* 6.6.2
nb
nb
6.6.3
6.6.4
nb
E1
nb
nb
Generic Baseline
6.1.2
6.1.3
6.1.4
6.2.5
6.2.6
6.4.4
6.6.2
6.6.3
G1
PR
G2
TO
G3
CO
G4
RI
PR
Process Responsibility
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
TO
Target Orientation
CO
Communication
RI
Risk Orientation
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
E2
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
E3
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
E4
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
Reasons for downgrading
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
E5
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
Down-grading from A to B despite an

achievement level of EG 90%
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
E6
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
E7
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
E8
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
E9
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
E10
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
nb
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
nb
nb
nb
nb
nb
nb
nb
nb
> At least one process elements P2-P7 or

process stage E1-En assessed <80 %.
Process Name 7
nb
nb
nb
Process Name 8
nb
nb
nb
Process Name 9
nb
nb
nb
Process Name 10
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
nb
nb
6.5.2 6.5.3* 6.5.4*
Process Name 6
Process step 10:
nb
nb
nb
Process step 9:
nb
nb
6.5.1
Process Name 5
Process step 8:
nb
nb
nb
Process step 7:
nb
nb
5 Process Effectiveness Level
6.4.4
Process Name 4
Process step 6:
nb
nb
nb
Process step 5:
nb
nb
4 Material Resources
6.4.1 6.4.2* 6.4.3
Process Name 3
Process step 4:
nb
nb
6.3.1 6.3.2* 6.3.3
Process Name 2
Process step 3:
nb
nb
3 Personnel Support
Farbcode
nb
nb
6.2.6
nb
nb
nb
EU1
nb
nb
nb
nb
nb
nb
EU2
nb
2.6
nb
nb
3.1
nb
3.2
3.3
nb
EU3
P 7 Customer Support / Customer Satisfaction / Services
nb
4.1
nb
4.2
nb
4.3
nb
EU4
nb
4.4
5.1
nb
nb
5.2
nb
EU5
nb
7.1*
7.2
7.3*
7.4
7.5
7.6
nb
nb
nb
nb
nb
nb
5.3
5.4
nb
nb
nb
Product group 2
Product group 3
Product group 4
nb
6.2
nb
EU6
6.3
6.4
nb
nb
nb
Process Steps
Product Group
EPGN [%]
Transport, Part Handling
EPN [%]
nb
before SOP
(Part A)
ED [%]
nb
Classification
EU7
Achievement level [%] for

Generic Baseline
G1
G2
G3
G4
PR
TO
CO
RI
nb
nb
nb
nb
PR
TO
Co
RI
nb
nb
nb
nb
nb
(Part B)
EP [%]
nb
nb
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> At least one process element P2-P7 or

process stage E1-En assessed <70 %.
> Level of achievement of the sub-elements of
P6 (EU1-EU7) assessed
<70 %.
0
Classification
Overall Achievement Level EG [%]:

Classified
nb
nb
after SOP
for down-grading to C despite an achievement

level of 80 %
> At least one *-question awarded with

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

points.
> Assessments from generic baseline assessed

<70 %.
nb
nb
Overall Achievement Level EPN [%] by

Product Groups
Product group 5
Product Group
Achievement Level
PG
EK
Achievement level EPG by Product Groups Element P6[%] (mean value Ex-En)
Product group 1
6.1
> Level of achievement of the sub-elements of

P6 (EU1-EU7) assessed
<80 %.
> At least one question from process audit

awarded with 0 points.
Farbcode
nb
6.2.1* 6.2.2 6.2.3* 6.2.4* 6.2.5
Classification results (A, B, C) must be entered manually, by taking into

account the downgrading rule!
Classification
Achievement
Level EG[%]
EG 90
Quality capable
80 EG < 90
Conditionally qualitycapable
EG < 80
Not
quality-capable
Description of
Classification
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Questionnaire VDA 6.3-2010
Date:
Pos
.
Supplier:
Quest
Nr.
Client:
Question
Points
Comments / Assessment Remarks
A Development
2.1
2.2*
2.3
2.4
2.5*
2.6
2.7*
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

Product
3.1
Are the product-specific requirements laid down?
3.2*
Has manufacturing feasibility been assessed in a crossfunctional manner, based on the requirements which
have been determined for product & process?
3.3
3.4
3.5
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
Process
3.1
Are the process-specific requirements laid down?
3.2*
Has manufacturing feasibility been assessed in a crossfunctional manner, based on the requirements which
have been determined for product & process?
3.3
3.4
3.5
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

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?
nb
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?
nb
4.5*
Based on the requirements, are the necessary evidence

and releases available for the various phases?
nb
4.8
Are the planning activities associated with sourcing

outside products and services implemented effectively?
nb
4.9
Is the transfer of the project to production controlled in

order to secure the product launch?
nb
nb
nb
Process
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
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?
nb
Are the stipulations arising from the plans for product

and process development put into effect?
nb
4.2
Points
4.3
Are the personnel resources in place and qualified?
4.4
Is the infrastructure in place and appropriate?
nb
4.5*
Based on the requirements, are the necessary evidence

and releases available for the various phases?
nb
4.6
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?
4.7
4.8
4.9
Is the transfer of the project to production controlled in

order to secure the product launch?
nb
nb
nb
nb
nb
B Full Production
Are only approved/released and quality-capable
5.1*
5.2
5.3
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?
5.4*
Are the necessary approvals/releases available for the

out-sourced products and services?
5.5*
Is the quality of the out-sourced products and services

ensured?
Are incoming goods stored appropriately?
5.6
5.7
Are personnel qualified for the various tasks and are

responsibilities defined?
nb
nb
nb
nb
nb
nb
nb

Process step 1:
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5
Process Name 1
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?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6
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?
nb
nb
nb
nb
nb
nb
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Date:
Pos
.
Supplier:
Quest
Nr.
Client:
Question
Points
3 Personnel Support
6.3.1
6.3.2*
6.3.3
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
6.4.1
6.4.2*
6.4.3
6.4.4
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?
nb
nb
nb
nb

6.5.1
Are target requirements set for product and process?
6.5.2
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?
6.5.3*
6.5.4*
Are processes and products audited regularly?
nb
nb
nb
nb

6.6.1*
6.6.2
6.6.3
6.6.4
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?
Process step 2:
nb
nb
nb
nb
Process Name 2
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1

nb
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.3.2*

nb
6.3.3
nb
Points
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
6.5.2

6.5.3*
6.5.4*
nb
nb
nb
nb

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 3:
nb
nb
nb
nb
Process Name 3
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
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Date:
Pos
.
Supplier:
Quest
Nr.
Client:
Question
Points
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
6.5.2

6.5.3*
6.5.4*
nb
nb
nb
nb

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 4:
nb
nb
nb
nb
Process Name 4
1 Process Input
6.1.1*

serial production?
6.1.2

6.1.3
6.1.4
6.1.5

materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1

nb
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.4.2*

employed?
for requirements?
correctly?
6.4.3
6.4.4
Points
nb
nb
nb

6.5.1
6.5.2

6.5.3*
6.5.4*
nb
nb
nb
nb

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 5:
nb
nb
nb
nb
Process Name 5
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1
6.4.2*
6.4.3

employed?
for requirements?
nb
nb
nb
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.4.4

correctly?
Points
nb

6.5.1
6.5.2

6.5.3*
6.5.4*
nb
nb
nb
nb

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 6:
nb
nb
nb
nb
Process Name 6
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
nb
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.5.2

6.5.3*
6.5.4*
Points
nb
nb
nb

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 7:
nb
nb
nb
nb
Process Name 7
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
6.5.2

nb
nb
Version: 2.9/10.04.2012
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.5.3*

nb
nb
6.5.4*
Points

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 8:
nb
nb
nb
nb
Process Name 8
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
6.5.2

6.5.3*
nb
nb
nb
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.5.4*
Points
nb

6.6.1*
6.6.2
6.6.3
6.6.4

and process?
Process step 9:
nb
nb
nb
nb
Process Name 9
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
6.5.2

6.5.3*
6.5.4*
nb
nb
nb
nb

6.6.1*

and process?
nb
Version: 2.9/10.04.2012
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.6.2

6.6.3
6.6.4
Points

Process step 10:
nb
nb
nb
Process Name 10
1 Process Input
6.1.1*
6.1.2
6.1.3
6.1.4
6.1.5

serial production?
materials?
nb
nb
nb
nb
nb

6.2.1*
6.2.2
6.2.3*
6.2.4*
6.2.5
6.2.6

control plan?
identified?
/ wrong items?
nb
nb
nb
nb
nb
nb
3 Personnel Support
6.3.1
6.3.2*
6.3.3

nb
nb
nb
6.4.1
6.4.2*
6.4.3
6.4.4

employed?
for requirements?
correctly?
nb
nb
nb
nb

6.5.1
6.5.2

6.5.3*
6.5.4*
nb
nb
nb
nb

6.6.1*
6.6.2

and process?
nb
nb
Version: 2.9/10.04.2012
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Date:
Pos
.
Supplier:
Client:
Quest
Nr.
Question
6.6.3

nb

nb
6.6.4
Points

7.1*
Are the customer's requirements satisfied regarding QM

system, product (on delivery) and process?
nb
7.2
7.3*
Is customer support ensured?
nb
Is the supply of parts ensured?
nb
7.4
If there are deviations from quality requirements, are

failure analyses carried out and corrective actions
implemented effectively?
nb
7.5
7.6
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?
nb
nb
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Improvement Program VDA 6.3-2010
Date:
Client:
Supplier:
Pos.
To be filled by auditor
to be filled by audited party
Weaknesses, recommended actions,

findings
A Development
Quest
No.
Actions and cause analysis by the

organisation
Points
Timing
Responsibles
Effectiveness
2.1
nb
2.2*
nb
2.3
nb
2.4
nb
2.5*
nb
2.6
nb
2.7*
nb

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

Product
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 Production
5.1*
nb
5.2
nb
5.3
nb
5.4*
nb
5.5*
nb
5.6
nb
5.7
nb

Process step 1:
1 Process Input
Process Name 1
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
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Pos.
Quest
No.

findings

organisation
Points
6.3.2*
nb
6.3.3
nb
Timing
Responsibles
Effectiveness
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
Process step 2:
1 Process Input
Process Name 2
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
Process step 3:
1 Process Input
Process Name 3
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
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Pos.
Quest
No.

findings

organisation
Points
Timing
Responsibles
Effectiveness

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
Process step 4:
1 Process Input
Process Name 4
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
Process step 5:
1 Process Input
Process Name 5
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
Version: 2.9/10.04.2012
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288405382.xlsx
Pos.
Quest
No.

findings
6.6.2
nb
6.6.3
nb
6.6.4
nb
Process step 6:
1 Process Input

organisation
Points
Timing
Responsibles
Effectiveness
Process Name 6
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
Process step 7:
1 Process Input
Process Name 7
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
Process step 8:
1 Process Input
6.1.1*
Process Name 8
nb
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Pos.
Quest
No.

findings

organisation
Points
6.1.2
nb
6.1.3
nb
6.1.4
nb
6.1.5
nb
Timing
Responsibles
Effectiveness

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
Process step 9:
1 Process Input
Process Name 9
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
Process step 10:

1 Process Input
Process Name 10
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
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Pos.
Quest
No.

findings
Points
6.2.3*
nb
6.2.4*
nb
6.2.5
nb
6.2.6
nb

organisation
Timing
Responsibles
Effectiveness
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

7.1*
nb
7.2
nb
7.3*
nb
7.4
nb
7.5
nb
7.6
nb
Version: 2.9/10.04.2012
Page 35 of 37
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Disclaimer:
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!
Please note: The exact requirements for each question are provided in the 'Red Book' VDA 6.3!
nderungshistorie
Version-Nr.
1.0
1.1
Kommentar
Neuerstellung
Berechnungsfehler behoben
Datum
11/1/2010
12/1/2010
Name
R. Demmeler-Wirth
R. Demmeler-Wirth
1.2
Berechnungsfehler P2 behoben
Ermglichung der Eingabe 'na' nicht anwendbar
Berechnungsfehler P7 behoben
2/10/2011
R. Demmeler-Wirth
2.0
* 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 fhren (Orange zu B, Rot zu C)
* Verknpfung Werte Auditbericht mit
Bewertungsmatrix
* Verknpfungen Lieferent, Auftraggeber und
Datum mit Auditbericht
* Verknpfungen Fragen mit Bewertungsmatrix und
Verbesserungsprogramm
4/2/2011
R. Demmeler-Wirth
2.1
Verbesserungen in Bewertungsmatrix (5.Feld

Gesamterfllungsgrad Produktgruppe)
Formatierungen (zulassen von Zeilenhhe /
Spaltenbreite
Dropdown im Fragekatalog inkl. Farb-Formatierung 4/12/2011
R. Demmeler-Wirth
Verbesserungsprogramm & Fragenkatalog:
2.2
Spalten E & I neu formatiert (Zeilenumbruch,

Einzug horizontal links, Ausrichtung vertikal oben)
Bewertungsmatrix:
P3 & P4 Prozess neu mit Fragenkatalog verknpft
P4 Frage 4.5 auf nb und 4.7 mit Fragenkatalog
verknpft
2.3
Korrektur Berechnung Produktgruppenbewertung

berarbeitung automatische Farbcodierung
Korrektur P4 4.5-4.7 Fragekatalog 4.5 eingestellt
und 4.7 gelscht
4/29/2011
R. Demmeler-Wirth
2.4
2.5
2.6
Layoutverbesserung Bewertungsmatrix,
Korrekturen Automatische Farbe
Div. Verbesserungen und berarbeitung
Verlinkungen
Korrektur Gruppierungen
Ergebnisbersicht Vor / Nach SOP eingefgt
kleinere Korrekturen (Rahmen, Text)
Generischen Ansatz Berechnung korrigiert
5/29/2011
6/27/2011
9/27/2011
R. Demmeler-Wirth
R. Demmeler-Wirth
R. Demmeler-Wirth
2.7
Kommastelle beim generischen Ansatz zugefgt
9/27/2011
R. Demmeler-Wirth
2.8
Formatierung Generischer Ansatz (Rahmen)

Abkrzungen PR,CO,TO,RI zugefgt
3/14/2012
R. Demmeler-Wirth
2.9
Korrektur Rechtschreibfehler und bersetzungen

Korrektur Bewertung Erklrung Einstufung >= 90
= A statt >90 = A
4/10/2012
R. Demmeler-Wirth
Version: 2.9/10.04.2012
Page 36 of 37
288405382.xlsx
uations!
Version: 2.9/10.04.2012
Page 37 of 37

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288405382.

Audit Contract VDA 6.3-2010

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

Reason for Audit:

Essential Documents (test/inspections regulations, contracts, important agreements, cost stipulatio

Set up: Rita Demmeler-Wirth

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

Remarks (background information)

Set up: Rita Demmeler-Wirth

erson responsible for the audit programme)

nt agreements, cost stipulations, etc.)

Set up: Rita Demmeler-Wirth

Set up: Rita Demmeler-Wirth

VDA 6.3-2010 Audit Report: Assessment of Quality Capability

Reason for contract:

* Values automatically taken from Assessment Matrix

Audit history / Certificates

Set up: Rita Demmeler-Wirth

Set up: Rita Demmeler-Wirth

Set up: Rita Demmeler-Wirth

ming for improvement plan:

signed for Organisation

Set up: Rita Demmeler-Wirth

Set up: Rita Demmeler-Wirth

sustainable corrective actions for the identified weak points and to

Set up: Rita Demmeler-Wirth

Set up: Rita Demmeler-Wirth

VDA 6.3-2010 Audit Report: Assessment of Quality Capability

Assessment Elements / Process Stages

Assessment after Process Analysi

Carrying out Product/Process

Set up: Rita Demmeler-Wirth

Set up: Rita Demmeler-Wirth

(mean value, process stage E 1 - n) and

Set up: Rita Demmeler-Wirth

Please input values Pre-Audit yourself

Set up: Rita Demmeler-Wirth

VDA 6.3-2010 Assessment Matrix including Product Groups

Entry: only following values are allowed

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

P 3 Planning Product/Process Development

nb Green fields for entering

P 4 Carrying out Product/Process Development

Blue writing -> example entry

Automatic Calculation of the

grey, blue, yellow and red fields

P 6 Process Analysis Serial Production

2 Work Content / Process Sequences

6.1.1* 6.1.2 6.1.3 6.1.4 6.1.5

7 Transport and Part Handling

6 Process Result / Output

Reasons for downgrading

Down-grading from A to B despite an

> At least one process elements P2-P7 or

Assessment of Sub elements of the Process analysis (mean value step 1 - n)

6.5.2 6.5.3* 6.5.4*

Process step 10:

5 Process Effectiveness Level

6.3.1 6.3.2* 6.3.3

P 7 Customer Support / Customer Satisfaction / Services

Transport, Part Handling

Achievement level [%] for

Set up: Rita Demmeler-Wirth