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VDA 6.3 is a standard developed by the German Association of the Automotive Industry (VDA) for process auditing of potential and existing suppliers. P6 is the core of the entire standard because it directly relates to the physical quality of the product, the stability and efficiency of production.
I. The core position and objectives of P6
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Core Position : P6 audits the core process of “value creation.” No matter how well a product is designed, if it cannot be produced or production is unstable, it’s all just empty talk.
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Core objective : To ensure that the production process is carried out in a controlled, stable, and efficient manner, to continuously produce products that meet all specified requirements, and to have the ability to deal with abnormal situations.
II. Detailed Interpretation of Clauses P6 (P6.1 – P6.6)
P6.1 Process Input
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Core issue :
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Are all the documents required for production (such as drawings, process flow diagrams, FMEA, and control plans) the latest and valid versions, and have they been obtained and understood by the on-site staff?
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Are incoming materials/raw materials released and stored according to regulations?
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Were the correct, clearly labeled materials used?
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Do the personnel have the necessary qualifications (training, work permit)?
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Have the equipment, molds, and tooling been approved for use (e.g., passed first article inspection)?
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Key audit points : Confirm that all preconditions for production have been met to prevent “starting production with defects”.
P6.2 Workflow/Material Flow of All Production Processes
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Core issue :
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Is the flow of materials from receipt to shipment smooth? Are there any unnecessary handling, waiting, or inventory?
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Are the products and work areas clearly identified (e.g., product status, quantity)?
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Has First-In-First-Out (FIFO) been implemented? Are inventory levels and turnover time monitored?
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Are appropriate and well-maintained transportation and warehousing equipment being used?
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Does the packaging comply with regulations and effectively protect the product?
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Audit focus : Focus on the degree to which lean production principles are implemented, identify waste (Muda), and ensure the traceability and efficiency of logistics.
P6.3 Human Resources
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Core issue :
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Are the organizational structure, responsibilities, and authorities clearly defined?
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Is the shift schedule reasonable? Are the staffing levels sufficient?
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Have employees received job-related training (e.g., operation, quality requirements, safety, response plans)?
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What is the quality of the employees/the proportion of multi-skilled workers?
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Does the work environment (ergonomics, lighting, noise, cleanliness) contribute to employee focus and health?
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Audit focus : “People” are the core of production. The audit focuses on whether the management system creates conditions that enable employees to do their jobs well.
P6.4 Material Resources
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Core issue :
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Are the production equipment, molds, and tooling in good condition? Is there a maintenance plan and is it being effectively implemented (TPM)?
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Are the storage, adjustment, and replacement of equipment and tooling controlled?
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Are the measuring and testing equipment used within their verification/calibration validity period? Do their accuracy and capabilities meet the requirements (e.g., CMK/MSA)?
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Have contingency plans (e.g., spare parts management) been developed for the equipment?
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Audit Focus : The equipment itself is the foundation of stability. The audit focuses on the equipment’s capabilities and maintenance status to ensure it can consistently produce qualified products.
P6.5 Efficiency, effectiveness, and waste elimination
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Core issue :
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Are key performance indicators (KPIs) such as OEE, productivity, scrap rate, and rework rate monitored and analyzed?
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Have bottleneck processes been identified and improved?
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Have lean tools (such as 5S, standardized work, visual management, and quick mold changeover SMED) been used to eliminate waste?
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Is there a systematic process for continuous improvement (KVP/Kaizen)? Are employees involved in it?
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Key audit points : This is not just about “doing it right,” but about “doing it well.” The audit focuses on the maturity of the process and its ability to self-improve.
P6.6 Process Results
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Core issue :
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Do the product’s quality characteristics (size, function, appearance) meet the specifications? Are the quality records complete?
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Are the process parameters (such as temperature, pressure, and speed) within the range specified in the control plan?
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Are the costs of internal failure (scrapping, rework) within an acceptable range?
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Are product and process approval statuses (e.g., first article inspection, PPAP) managed?
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Key audit points : This is the final verification of all work from P6.1 to P6.5. The “results” are the most direct evidence of whether the process was under control.
III. Core Concepts and Methods of P6 Audit
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“Goal-oriented” auditing : It’s not just about checking “whether it exists,” but also asking “why do it?” and “what are the results?” For example, it’s not just about looking at maintenance records, but also whether the maintenance truly ensured the equipment’s capabilities and stability.
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Risk-oriented thinking : Always focus on the risk points in the process. Many questions in P6 are designed to identify and assess the risks that could lead to nonconforming products.
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Forward & Backward :
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Forward traceability : Starting from the raw material warehouse (P6.1), follow a product or batch through the entire production process until shipment. This fully verifies the implementation of P6.2 through P6.6.
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Reverse tracing : Starting from a problem or record discovered in the final inspection (an output point on page 6.6), trace back to each stage of production (people, machines, materials, methods, environment) to find the root cause. This effectively verifies the traceability of the process and the control system.
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Focus on “change point” management : The most problematic times in production are often not stable conditions, but rather when changes occur, such as mold changes, material changes, personnel changes, mold repairs, and process modifications. Audits will pay particular attention to the organization’s ability to control these “change points.”
Reposted from: https://mp.weixin.qq.com/s/ICZBvMeBqBbWmLReJ083jA
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