Five underlying logic principles of VDA 6.3 auditing that 90% of people don't understand!-News

In the automotive industry supply chain, VDA 6.3 is the most accurate auditing method for assessing a company's process capabilities. It is not an extension of document auditing, nor a supplement to IATF 16949, but rather an auditing approach that is risk-centric, process-oriented, and capability-driven.

Most companies' understanding of VDA 6.3 is limited to preparing materials, answering questions, and trying to get points. However, truly mature organizations know that the value of VDA 6.3 lies not in the clauses themselves, but in the underlying logic behind them.

Understanding these five underlying principles is equivalent to mastering the capabilities that the German automotive supply chain truly cares about.

I. Process chain-driven, rather than process inspection-driven.

• The essence of VDA6.3 is that product quality is determined by the stability of the process chain, rather than by the performance of a single process.

• This is completely consistent with the IATF 16949 process approach.

• Auditors will examine the completeness of the process chain from the following perspectives:

1. Input Readiness

• Does the customer require complete identification and decomposition?

• Are the technical documents (specifications, drawings, changes) 100% up-to-date?

• Is the supply chain input (incoming materials, outsourcing) stable?

2. Continuity and logicality of the process chain

• Does the arrangement of processes conform to the technological flow?

• Are there any points of loss of control at the upstream and downstream handover points?

• Is the PFC (Process Flow Chart) consistent with the actual situation?

3. Does the output meet downstream requirements?

• Is there a risk that unqualified products will continue to flow into the next process?Are the inspection and monitoring points truly effective?

• The core takeaway is that factories don't get things right just by chance; rather, their process chains are mature enough to consistently get things right.

  
  

II. APQP's early-stage preventative capabilities are the watershed factor in determining the audit score.

VDA6.3's P2~P4 are fully aligned with APQP, which is the core of German supply chain risk control.

• P2: Project Management → APQP Phase 1 (Planning)

• P3: Product Development → APQP Phase 2 (Product Design)

• P4: Process Development → APQP Phase 3 (Process Design)

What do auditors focus on?

1. Have customer requests been fully addressed?

• Have the technical specifications, SCR, and supplementary requirements been decomposed into characteristics?

• Are the critical characteristics (SC/CC) correctly identified and are their sources clear?

2. Were the risks identified in advance?

• Does DFMEA reflect design risks?

• Does PFMEA reflect process risk?Is the risk assessment dynamically updated, or is it a one-off product?

3. Were the preventative measures truly validated during the trial production phase?

• Does the early process capability (Cpk/Ppk) meet customer requirements?

• Have the tooling/fixtures/measuring systems been validated before the Standard Operating Procedure (SOP)?

• Are the control measures already effective in practice?

The automotive industry does not allow for simultaneous production and verification; insufficient prevention is the root of all problems.

III. Critical Control Points (KPC/KPFC) must be controllable, monitorable, and verifiable.

A true VDA 6.3 audit doesn't just look at whether you have controls, but also whether those controls are precise, whether the methods match the risks, and whether the measures are effective.

Critical features (SC/CC/KPC) must have a clear origin:

  1.Customer drawings and symbols (SC/CC)

  2.DFMEA → Key Product Characteristics (KPC)

  3.PFMEA → Key Process Characteristics (KPFC)

Auditors will assess the effectiveness of controls from three perspectives:

1. Method Effectiveness

• Are the parameters, measuring tools, and fixtures compatible? What are the risks?

• Does MSA (Measurement Systems Analysis) possess statistical reliability?

2. Operator Discipline

• Are the work instructions strictly followed?

• Was the staff training effective? Are they qualified to work?

• Are line changes and mold changes performed according to the procedures?

3. Process Capability

• Does Cpk reach the target value (usually ≥ 1.33 or customer requirement)?

• Have the sources of fluctuation been identified? Have control charts been implemented?

If the critical control points are unstable, no matter how advanced the equipment or how hard the personnel work, the quality will be out of control.

IV. Capability for full-process risk identification, assessment, and closure (Risk-Based Approach)

Behind all the terms of VDA 6.3 lies a single core question: Do you truly see the risk? Do you truly control the risk?

Eight types of risks that auditors focus on:

• Product risks

• Process risk

• Equipment risk

• Tooling/Measurement System Risks

• Supply chain risks

• Personnel capability risk

• Risks of changes and line replacements

• Risk of document/data loss

More importantly, whether the risk has been mitigated:

• Are the measures being implemented effectively?

• Is the validity validation based on data?

• Is PFMEA being updated in sync?

• Is the control plan updated in sync?

• Should a continuous monitoring mechanism be established?

Risk management is not about filling out an FMEA, but about moving risks from being identified to being controlled.

V, the ability to improve in a closed loop is a key indicator of a factory's maturity.

The ultimate goal of VDA 6.3 is not to find problems, but to determine whether a factory has the capability to identify problems → quickly converge → prevent recurrence → and resolve issues.

The auditor will determine:

• Was the problem identified in a timely manner?

• Is the root cause analysis based on data and logic?

• Do the measures address the root cause?

• Is the validity verification sufficient?

• Are the documents (PFMEA, control plan, SOP) updated synchronously?

• Should we perform a horizontal expansion (Lessons Learned)?

The characteristics of a mature factory are:

• The same problem will not occur a second time.

• Improvement can be precipitated as a standard.

• System capabilities continue to improve.

The ability to improve in a closed loop is the implicit score that German auditors value most.

Those who truly understand VDA 6.3 look at capabilities, not just terms. Most companies prepare for the terms, while truly excellent companies build the capabilities.

Five underlying principles remind us:

• Is the process chain stable?

• Are the risks transparent?

• Are the control points effective?

• Are preventative measures taken during the development phase?

• Is the improvement process a closed loop?

VDA 6.3 is a mirror reflecting an organization's true capabilities and a framework for improving supply chain capabilities. Mastering these five logics is the key to truly using VDA 6.3 effectively, rather than just passing audits.

Reposted from：https://mp.weixin.qq.com/s/MyJOkgNZmvJjxwFvxXg5rw?scene=1&click_id=4