VDA

Quality Management
in the Automotive Industry

Quality Assurance Part 3

prior to
Serial Application

Project Planning

Table of contents

1st Edition 1998

Quality Assurance prior
to Serial Application

Project Planning

st
1 Edition 1998

Verband der Automobilindustrie e.V. (VDA)

Liability exclusion

Volumes of the VDA publications „Quality Management in the Automotive

Industry“ are guidelines available for anyone to use. It is the responsibility of
the person using the guidelines to ensure their correct use in each specific
case.
They take into account state of the art technology, current at the time of
issue. By using the VDA guidelines, nobody is relieved of the responsibility
for their own actions. Each person acts, in this respect, at their own risk.
Liability by VDA, and those persons involved in issuing VDA guidelines, is
hereby excluded.
If during the use of VDA guidelines, errors or the possibility of misinterpre-
tation are found, it is requested that these be notified to the VDA immedia-
tely, so that any possible faults can be corrected.
Referenced standards
The extracts from standards identified with their DIN number and issue date
are reproduced with the permission of the DIN Deutsches Institut für
Normung e.V. (German Institute for Standardization). The version with the
latest issue date isdefinitive for the use of the standard, which can be
attained from the publishers Beuth Verlag GmbH, 10772 Berlin.
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The publication, including all it‘s parts, is protected by copyright. Any use
outside of the narrow boundaries of copyright law,without the written
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to copying, translation, microfilming and the saving and processing in
electronic systems.

ISSN 0943-9412

Copyright 1998 by
Verband der Automobilindustrie e.V. (VDA)
(Association of the German Automotive Industry)
Quality Management Center (QMC)
D-60325 Frankfurt am Main, Lindenstraße 5

Online production:
VDA- QMC
D-60325 Frankfurt am Main, Lindenstraße 5
Foreword

With the second edition of Volume 4 of the VDA publications „Quality Mana-
gement in the Automotive Industry„ in 1986, essential methods of quality
assurance prior to serial application were already described for the first
time.
Quality work in the automotive industry has strongly decentralized, extended
to all areas of a company and is carried out to a large extent simultaneously
(Simultaneous Engineering), especially in the development phase.
Furthermore, additional methods have come into practice, which are com-
prehensively described in Volume 4, Part 1.
The present Volume 4, Part 3 represents a supplement and extension to
this, by placing focus on the continuous presentation of a project for new
products and processes. The aim of this being to systematically and early
prepare and plan all measures necessary to achieve a preformance that
satisfies the customer.
Suggestions for this volume were also obtained from the already published
procedures of European and American car manufacturers. Especially the
procedures of the "Advanced Product Quality Planning" (APQP), as
described by Chrysler, Ford and General Motors, have been considered.
We would like to thank all the companies and their employees for their help
with this publication, as well as the many individual suggestions from the
circle of involved authors. The following companies were involved:
BMW AG, Munich
Robert Bosch GmbH, Stuttgart
Daimler-Benz AG, Stuttgart
Johnson Control GmbH, Burscheid
Merten Qualitätsmanagement International GmbH, Schwechat
Steyr-Daimler-Puch Fahrzeugtechnik AG & Co KG, Graz
Mannesmann VDO AG, Babenhausen
Volkswagen AG, Wolfsburg

Frankfurt/Main in April 1998

VERBAND DER AUTOMOBILINDUSTRIE E.V. (VDA)

5
6
List of Contents Page

Foreword 5

1 Introduction 9
1.1 Purpose 9
1.2 Structure of the Volume 10
1.3 Important Prerequisites 11
1.4 Continual Improvement 13

2 Flow Chart 14

3 Task Fields 15
3.1 Conception 15
3.2 Product Development and Verification 15
3.3 Planning and Verification of the Production Process 15
3.4 Product Inspection from the Customer‘s Perspective 16
3.5 Procurement of Production Resources 16
3.6 Production 16
3.7 Continual Improvement Process 16

4 Milestones with Checklists 17

4.1 Milestone A: Project Commission/Inquiry 18
4.2 Milestone B: Approval for Rough Development of Product
and Process 21
4.3 Milestone C: Approval for Detailed Development of the
Product 26
4.4 Milestone D: Approval for Detailed Planning of the Pro-
duction Process 29
4.5 Milestone E: Approval for Procurement and Manufacturing
of the Production Resources 33
4.6 Milestone F: Approval for Serial Production 36
4.7 Project Finalization (Point G) 39

5 Relationship between Project Management

and Quality Planning 40

7
APPENDIX 41

A1 Term Definitions 41
A2 Comparison of terms used in VDA 4.3 to
VDA 4.1 and VDA 6.1 43
A3 Examples of Forms and Checklists 46

INDEX 50

8
1 Introduction

1.1 Purpose

The present VDA Volume shall be a common guideline and aid for car
manufacturers, as well as their internal and external suppliers, so that
product and process development steps can be established to satisfy the
customer expectations and further requirements.

The hitherto held opinion that the factors quality, cost and time exclusively
negatively influence each other, is replaced by the realization that a high
quality development and production process also leads to a reduction in
expenditures of the other two factors (Figure 1-1).

This is expressed in the closer examination of the overall process from the
product idea through to the serial application.

By increasing the process quality, a more effective material and information

flow and reduced expenditure is achieved. This inevitably results in a reduc-
tion of development and supply time.

Figure 1-1: Customer Expectations Factors

9
The authors of this publication are convinced that if the described proce-
dures are consistently applied, an improvement of the product and infor-
mation-related processes will be achieved. This leads to advantages for
both customers and suppliers.

1.2 Structure of the Volume

Within the descriptions of the volume, the term „must„ is used as follows:
- "must, has/have, is to be": the procedure is to be applied,
- with all other formulations, the procedures – as far as necessary –
are also to be applied; alternative procedures which serve the
same purpose may also be used.

The volume incorporates the basic course of a project.

The flow chart (Figure 2-1) gives an overall summary of the task fields to be
worked through and the results to be reviewed during the course of the
project.

The relationship to other VDA Volumes is shown in Appendix 2.

Task Fields

The task fields clarify the basic activities which are carried out during project
processing. The overlap of the individual task fields shows the basic
necessary Simultaneous Engineering Process of a product and process
development.

Milestones

The milestones represent checkpoints during the processing of the task

fields.

The activities laid down in the checklists are to be finished at each of the
milestones (see Figure 1-2).

At these checkpoints, the fulfillment of the set work results is checked. The
results are prerequisite for the release of the subsequent tasks.

10
Figure 1-2: Milestones/Checklists

Checklists

Each milestone has a corresponding checklist. It gives a summary of the

results which should be available at the checkpoint.

1.3 Important Prerequisites

Targets and Requirements of the Project

Establishing the targets must take place at the beginning of the project. The
project plan is to be derived from this.

Interdisciplinary Planning

All parties participating in the overall process (customers, suppliers, sub-

suppliers) have to be involved in the establishment of the flow chart for a
particular project at an early stage. Thereby, it is guaranteed that all
required steps according to the planning (reviews) can be achieved. A
permanent coordination between the partners, orientated to the milestones,
is required. Coordination between the partners is also indispensable with
regards to necessary changes in the project.

11
Support through Management and Provision of the Resources

In order to work through the task fields shown in the flow chart and to
achieve the results required for the milestones, the consent and active
support of the Management is an absolute precondition for the realization of
the contents. This applies especially during appropriation of the required
resources for the implementation of elements of a project plan derived from
this volume.

Knowledge and Skills

Comprehensive and continual employee qualification has to be carried out

independent of the contents of this volume. Employee knowledge makes it
possible to satisfy the requirements resulting from customer expectations.

Communication Paths

Communication paths (Meetings, video conferences or other means of

coordination) between all teams must be provided for the success of the
project.

12
Figure 1-3: PDCA -Cycle

1.4 Continual Improvement

Activities for the continual improvement of all company processes must be

carried out parallel to the project processing. Thereby, methods for
systematic process analysis and synthesis on the basis of PDCA (Plan -
Do - Check - Act) are used (see Figure 1-3).

The project reviews are used to establish and document data for stipulating
and implementing of process improvements.

13
2 Flow Chart

The flow chart (Figure 2-1) represents the ideal course of project aimed for
by the automotive industry. It encompasses, in its structure, thetask fields
and milestones of project processing from the concept phase through to
start fo series.

It is the basic framework for the project plan. The project plan is to be
coordinated orientated to the milestones, between the customer (purchaser)
and the supplier.

The flow chart is laid out for use at car manufacturers, as well as suppliers.

Figure 2-1: Flow Chart

14
3 Task Fields

Task fields contain all activities in a project from the project idea through to
serial production. The overlap of the task fields shows the Simultaneous
Engineering Process. The project activities must lead to documented
results. These results form the basis of the evaluations of the milestones
described in Chapter 4 (Milestones).

3.1 Conception

The aim of the task field „Conception„ is to work out decisive product and
process alternatives, including stipulating of the project organization. The
alternatives concern economical, technical, as well as organizational objec-
tives and frame targets in different variations. These are the basis for the
decision about a rough development in Milestone B.

3.2 Product Development and Verification

In this task field, the product is detailled in concept it‘s final form until it‘s
readiness for serial production.

Product verification means the review of the extent to which the product is
capable of complying with the specified requirements. This is, for example,
carried out with the help of technical calculations and the building and
testing of prototypes.

3.3 Planning and Verification of the Production Process

This task field encompasses the planning and complete development of

production processes which are able to safely and constantly comply with
the requirements.

The verification of the production process means the review of the extent to
which the production process is capable of complying with the specified
requirements of the product and process. This is, for example, carried out
with the help of capability assessments.

15
3.4 Product Inspection from the Customer‘s Perspective

In this task field, it is checked if the product complies with the wishes of the
customer, i.e. is suitable for the foreseen purpose.

Deviations from the customer‘s wishes can be caused by the product itself
and/or the production process.

3.5 Procurement of Production Resources

In this task field, the procuring of resources required for production is

carried out. This concerns the raw materials, parts and components used in
the project, as well as the production means required for the manufacturing.

The aim is the correctly timed provision of production means and materials.

3.6 Production

After serial release, it has to be ensured in this task field that the customer‘s
requirements of the product continue to be satisfied, including during serial
production.

The aim is to maintain capable and controlled processes and to ensure,

through suitable measures (e.g. SPC, maintenance measures, audits,
training and instruction) that deviations are immediately detected and
corrected

3.7 Continual Improvement Process

The continual improvement process relates to all functional units of a com-

pany. It is a permanent task. Here, project-related company processes are
analyzed and starting-points for improvements which have to be implemen-
ted are found.

Product-related and/or project management-related improvement potentials,

identified within the framework of project processing, are to be implemented
throughout the project. An appropriate corresponding system is to be
installed.

16
4 Milestones with Checklists

Milestones are checkpoints for project planning and control. At these

junctures, an evaluation of the project progress (Project review) is carried
out in order to detect risks and deficits early on. Measures for their
elimination are to be deducted and implemented.

The evaluation of the project progress concerns, for the majority of mile-
stones, several or all of the task fields, whereby the naming of the mile-
stones only refers to the essential event to simplify matters.

Checklists are related to the milestones which refer to all events from the
individual task fields relevant to this milestone.

The checklists can be used for the planning of the overall project.
Furthermore, they are aids to check the results of the preceding activities.

The persons involved and decision makers have to be stipulated for the
handling of the individual milestones.

In the following, criteria for the evaluations and decisions to take place at
each milestones are described. The user should set up his own company-
specific checklists. He can adjust number, description and contents of the
milestones to the project conditions.

17
4.1 Milestone A: Project Commission/Inquiry

The impetus for a project commission can be either a specific customer

order, market demands or a company strategic necessity.

The project is carried by those departments of a company which have the

required company-strategic information and are responsible for the com-
pany strategy.

18
Up to Milestone A, the following points are to be stipulated:
- Company strategy
- Economic frame conditions
- Technical frame conditions
- Organizational frame conditions
- Concept team
- Customer wishes, market demands, "Voice of the Customer"
- Strengths/Weaknesses Analysis.

The project commission must be documented and initiates the task field
„Conception„.

Checklist Milestone A

• Company Strategy
The company must have formulated a strategy to ensure long-term
economic security. The economic and technical frame conditions for
concepts result from this.

• Economic Frame Conditions

Economic frame conditions are defined For the preparation of the
concept. These are, for example:
- Product prices
- Development costs
- Project-related investments ( e.g. production material, buildings).
The targets are oriented to customer-specific requirements regarding
the amortization periods, general contract structure, such as e.g. life-
time contracts, company-strategic aspects of the production location,
make or buy decisions, patent claims etc.

• Technical Frame Conditions

These take into consideration, for example, information on materials,
production procedures, weight, function, durability and customer
service, assembly conditions, patents and legislation.

19
 • Organizational Frame Conditions
The organizational frame conditions for the project have to be defi-
ned. This includes, for example, schedule dates possibly adjusted to
a customer’s schedule, company departments involved, coopera-
tions.

• Concept Team
The team for the handling of the task field „Conception„ is made up of
personnel from across all areas. These include, for example,
customer, development, production, procurement, marketing, quality
assurance, cooperation partners and suppliers.
The tasks, authorities and responsibilities of the members of the team
and the lineal organization have to be stipulated.

• "Voice of the Customer"

It is necessary, that the wishes and expectations of the customer are
understood by the company. The following options, for example, are
available for analysis:
- market research,
- guarantee performances,
- quality information
- strengths/weaknesses analyses.

• Strengths/Weaknesses Analysis
In order that the long-term competitive orientation of the company is
guaranteed, strengths and weaknesses analyses are to be carried out
and measures are to be determined. The following can be compared,
for example:
- processing times
- development times
- service
- guarantee periods
- benchmarks

20
4.2 Milestone B: Approval for Rough Development of Product
and Process

The approval for rough development of the product, as well as the pro-
duction process, is given through a decision based on basic principle in
which the established frame parameters and targets for the project, com-
piled from the preceeding task field „Conception„, are submitted and appro-
ved.

Stipulations and results from the preceeding project section, as prerequi-

sites for the decision at Milestone B are, for example:
- customer wishes, expectations and requirements
- project targets and requirements of the product and process
- feasibility studies
- concepts for product and processes
- project manager, project organization

21
 - project plan
- planning of the reviews
- information flow and project documentation.

These are the basic requirements for the decision about the start of the
rough development of product and process.

Checklist Milestone B

• customer wishes, expectations and requirements

For the further course of the project, the customer wishes, expec-
tations and requirements have to be known, analyzed and stipulated.

Foundations for this are, e.g.:

- analyzed market research results (market studies, customer sur-

veys, market development) and preceeding guarantee performan-
ces/quality information
- deductions from company strategies, business plan and market
strategies
- competition analyses and benchmarks of produkt and process
- preconditions for, and requirements of product and process reali-
zation
- project input of the internal or external customer
- legislative requirements
- patent situations.

• Project targets and requirements of product and process

Targets for product, process and project have to be defined and des-
cribed with measurable criteria for realization, based on the customer
wishes, expectations and requirements. Target criteria may relate to,
e.g.:
- customer requirements/product and process characteristics
- technical targets (e.g. reliability requirements, weight, maintenan-
ce, customer services, spare parts supply, new materials, new
technologies)
- cost targets (e.g. parts/material costs, project costs, investments)

22
 - schedules (e.g. for market launch, project reviews, important mile-
stones, running periods)
- guarantee frame, warranties
- capacities/resources.
The defined targets are to be coordinated and agreed with regard to
their coherence and freedom from conflicts.

• Feasibility Studies
In feasibility studies, the possibilities and risks for the implementation
of the project or project targets are assessed.
The aim of the study is to obtain a reliable statement from all areas
regarding the feasibility and costs of implementing the project or pro-
ject targets.
The criteria to be considered must be stipulated. They may encom-
pass, for example, the following points:
- Capacities
- Costs
- Ecology
- Quality
- Technology
- Schedules.
The evaluation can be based on concept designs, producibility fore-
casts about the process, cost calculation, capacity determination, co-
ordinated scheduling and risk assessment.

• Concept for product and processes

As far as useful, concept variations have to be worked out for product
and processes. They show differing solutions/alternatives for the
technical and economic implementation of the project. They may also
contain variations of the project organization.
Up to Milestone B it has to be decided, which variation(s) is/are
followed up.

23
 • Project Manager/Project organization
The company management must assign a project manager and
determine his duties and authorities.
The project manager is responsible, for example, for:
- the setting-up of a project team covering all areas
- the preparation and implementation of the project targets
- the planning of the overall project
- the monitoring of the project progress
- the representation of the project results to the customer
- the determination of the communication paths, contents and
means
- the documentation (type, location and scope).

The inclusion of the project into the company processes and strucure
is to be stipulated.

• Project plan

An essential element of project management is strict project planning.

A project plan has to be set up. It is based on the criteria of the
feasibility study and is to be detailed further as the project pro-
gresses.
Compliance with the planning is monitored by the person responsible
for the project. When nonconformities are found, corresponding ac-
tion must be taken.

• Planning of the reviews

In reviews, a required/actual comparison is to be carried out which

shows to what extent the requirements of the product and process
development are fulfilled. If already due requirements are not yet ful-
filled, suitable actions must be stipulated and followed.
The review dates and their contents are to be determined in the pro-
ject plan. The specific criteria to be checked in each case are to be
defined in checklists or similar. The project progress is followed with
the help of the reviews.

24
 Based on the product requirements, the following points, amongst
others, are evaluated in the reviews:
- requirements for the product development with respect to function,
safety, reliability, certainty of the evidence etc.
- requirements for the process development with respect to techno-
logy, process capability requirements, etc.
- results of computer simulations
- results of FMEA’s
- calculation results
- results of trials
- knowledge gained from prototype production and assembly (prob-
lems, estimation of process capabilities etc.).

• Information flow and project documentation

According to the scope of the project, a suitable stipulation regarding

the project documentation and the distribution and coordination of
information between the companies and employees involved in the
project is to be made.
This includes, amongst others, the planning of the communication
means (e.g. video conference, telephone/fax, meetings) and their
chronological order.
The topicality of the documents has to be ensured at all times during
the entire course of the project. This applies, for example, to the pro-
ject plan, requirements specifications, drawings and parts lists.

25
4.3 Milestone C: Approval for Detailed Development of the
Product

Stipulations and results from the preceeding project sections, as prerequi-

site for the decision about the implementation of detailed development of
the product at Milestone C are, e.g.:
- Provision of the project resources
- System-FMEA or comparable analyses
- Performance specification
- Important characteristics
- Feasibility records
- Product and process specifications
- Planning of product and process trials
- Purchased engineering services
- Review results.
The aim of the milestone is the approval for and assignment to detailed
development of the product, as well as the stipulation of the responsibilities
and schedules.

26
Checklist Milestone C

• Provision of the project resources

The resources (employees, test stands, CAD-work stations etc.) re-
quired for the further processing of the project must be available in
accordance with the project planning.

• System-FMEA or comparable analyses

Due to the high demands (e.g. low failure quota) on the products with
simultaneous high complexity, a systematic assessment of the poten-
tial system failures based on the functional connections of the system
components, must be carried out at a very early stage of the project.
Interfaces with the system environment are also to be checked.
This can be achieved, for example, through a System FMEA (see
VDA 4, Part 2) which, at this point, represents a preliminary result.

• Performance specification
The customer requirements (= requirements specification) are to be
supplemented with internal and legal requirements. The performance
specification must define how and with what these requirements are
to be realized (contents of the performance specification, see
Appendix A 1, Term Definitions).

• Important characteristics
The important product and process characteristics which are of
special significance for functional safety (operational and application
safety) must be identified and preliminarily stipulated. This serves the
identification and estimation of the risk potential which receives spe-
cial consideration during the further course of the project.

• Feasibility records
The feasibility of the design must be evaluated and documented. This
also applies, if the customer carries the responsibility for develop-
ment.

27
 • Product and process specifications
The results of the rough development are documented in designs,
preliminary parts lists and the corresponding preliminary specifi-
cations of the foreseen manufacturing process. These documents
divide into, e.g.:
- Designs (Drawings, Models, CAD-Data)
- Preliminary parts lists (assembly of all components and parts of
the product to be developed)
- Preliminary process plan (assembly of the process steps and pro-
cedures which are foreseen for the manufacture of the product).

• Planning of product and process trials

In order to ensure the product and process requirements are fulfilled,
product and process trials are required. The trials must be planned
and documented with regards to time and content. Product trial pro-
cedures are, for example, mounting, functional, durability, material,
load and environmental simulation tests, as well as crash tests. Pro-
cesses can be evaluated, e.g., through sample productions or capa-
bility analyses of machines, processes and inspection, measuring and
test equipment.

• Purchased engineering services

The differentiation between internal and purchased engineering
activities are to be clearly determined and documented. The potential
service providers must be evaluated to ascertain their suitability to
provide the service. The engineering scope to be purchased and the
organizational and technical interfaces are to be clearly defined.

28
4.4 Milestone D: Approval for Detailed Planning of the Pro-
duction Process

At this milestone, it is ascertained whether all prerequisites are present in

order to be able to begin the detailed planning of the production processes.
The approval is carried out as early as possible in order to be able to also
include the results of process planning in the product development.
For this, concepts for the product should be available and already in place to
such an extent that no major and fundamental changes are to be expected.
Essential stipulations and results for the decisions at these milestones are,
e.g.:
- technical specifications
- product risk analysis
- important product characteristics
- knowledge from the prototype production process
- design verification
- inspections and tests based on samples or prototypes
- requirements of new production means

29
 - requirements of inspection, measuring and test systems for the
serial production
- supplier selection for serial parts
- review results.

The aim of the milestone is the approval of the detailed development activi-
ties for the production process. In many cases, it may be possible to start
certain development activities earlier if the corresponding prerequisites from
product development are present.

Checklist Milestone D

• Technical specifications
For the approval of the planning of the production process, agreed
product specifications suitable for planning must be available. The
product specifications include, e.g.:
- Technical drawings
- CAD-Data
- Material specifications (e.g. material, structure, alloys, heat treat-
ment)
- preliminary parts lists.

• Product risk analysis

The product designs and constructions must have been assessed in
risk analyses, e.g. FMEA or comparable analyses, with regards to
potential weak spots, risks and malfunctions. The requirements
(regarding function,reliability, product application, etc.) are taken from
the performance specification. Suitable measures to prevent weak
spots and risks are to be determined and implemented.
Later product changes are to be considered in the analyses.

• Important product characteristics

In order to efficiently ensure the safety, function, producibility of the
parts and ability to assemble the products, those productand process
characteristics decisive for the safety, function and producibility, must
be determined.
These characteristics are starting point for targeted trials, process
planning, Process FMEAs, process capability analyses, test planning,
process control, etc.

30
• Prototypeproduction process
The prototype production is to be documented, in order to be able to
utilize the findings from the prototype production for the production
planning. The differences to the foreseen serial process are to be
evaluated in respect of their effects and risks.
To manufacture prototypes, the same technologies, processes,
machines, tools and devices, sub-suppliers, etc. are to be used, as
far as possible, as are foreseen for the serial production.

• Design verification
It is determined through design verification (technical calculation,
trials etc.) whether the requirements of the product are fulfilled.
Suitable measures for design verification are to be planned in terms
of time and content, based on the product requirements (failure safety
and reliability, transfer torque etc.).
The foreseen trial results are subjected to a required/actual compari-
son and the resulting measures stipulated.

• Inspections and tests based on samples or prototypes

The prototypes used for product and process verification are to be
checked according to the necessary scope (e.g. dimensional checks,
material analyses, fitting tests). The results are to be documented.
Purpose of the inspections and tests/assessments is, e.g.:
- targeted testing (determining) of certain characteristics
- recognizing the relationship between the values of the characte-
ristics and trial results
- recognizing the relationship between values of characteristics and
influencing factors in the production process (e.g. technology, too-
ling machines, tools, devices, preparatory status, premachining
dimension, process parameters)
- estimation of the process capability to be expected in the series or
the determination of characteristics which are probably unable to
be safely produced in the process.

31
 • Requirements of new production means
The requirements of new machines, installations and tools are to be
provisionally stipulated. These requirements are derived from the
FMEAs, design reviews, process capability requirements etc. and
concern, e.g.:
- working accuracy
- basic machine accuracy
- availability / utilization ratio
- processing times / cycle times
- durability
- capacity
- important characteristics

• Requirements of inspection, measuring and test systems for serial

production
Requirements of inspection, measuring and test equipment which can
currently be derived from FMEAs, design reviews etc., must be
stipulated and considered in the schedule. These requirements may,
for example, concern reproducibility and comparability, robustness
under surrounding conditions, degree of automation

• Supplier selection for serial parts

Suitable suppliers are to be selected at an early stage for the sub-
supplied parts and, depending on the requirements (demand for co-
ordination, requirements of the parts, potential of the supplier etc.) to
be intensely involved in the project work.
Criteria for the selection may be:
- delivery performance
- reliability of delivery
- quality competence
- logistic potential such as, e.g., EDP interfaces
- engineering know-how
- development capacity
- cooperation
- strategic position of the supplier
- patent claims.

32
4.5 Milestone E: Approval for Procurement and
Manufacturing of the Production Resources

This milestone contains the finalization of the product development. The

financial means for the procurement of the production resources are
approved. If supplies are required at an earlier stage, then they are carried
out to a selected extent.

Fundamental stipulations and results from the preceeding task fields for the
decisions at this milestone E are, e.g.:

- parts specifications and approvals

- supplier determination
- logistic requirements and instructions
- risk analyses for production processes

33
 - requirements specific to production means
- project/customer-specific requirements
- fulfillment of the product and production process requirements
- important process characteristics
- results of reviews

Checklist Milestone E

• Parts specifications and approvals

Upon finalization of the product development, the parts must be
specified and approved for the series (design freeze). Parts specifi-
cations include, amongst others, e.g., parts drawings, tool drawings,
material details.

• Supplier determination
The suppliers for the production equipment and serial parts must be
stipulated. The supplier selection must be carried out according to a
comprehensive procedure.

• Logistical requirements and instructions

The logistical chain must be fully coordinated and established (from
procurement through to delivery). Thereby, the following is to be con-
sidered, e.g.:
- delivery date (matched to the overall project course)
- delivery sequence
- number of production pieces
- EDP connection
- transport (container, storage, transport paths, reusable packaging
etc.) internal, external
- disposal concepts for packaging.

• Risk analyses for production processes

The production concepts must be examined through risk analyses,
e.g. Process FMEAs, for possible weak spots, risks and malfunctions.
The process requirements (regarding product characteristics, process
capabilities, failure safety, etc. to be achieved) are taken from the
performance specification, product drawings etc. Suitable

34
 measures to avoid weak spots and risks are to be stipulated and
implemented. The risk analyses must be held up-to-date during the
entire production planning and production period.

• Requirements specific to production means

Requirements of production means must be laid down in documents
(requirement specifications with inspection requirements, drawings,
etc.).

• Project/Customer-specific requirements
Project/Customer-specific requirements are agreed in advance with
the supplier and are now to be stipulated in a sufficient manner in the
requirements specifications. They may relate to, e.g., the following
points:
- concept with concrete tasks (e.g. cost re-design)
- sampling scope and scheduled date
- intermediate releases
- trial scope
- securing of the spare parts requirements.

• Fulfillment of the product and production process requirements.

The ability of the product and production process to comply with the
requirements of the performance specification must be proven
through suitable procedures.

• Important process characteristics

To ensure the producibility of the parts and ability to assemble the
products, the process characteristics decisive for the producibility
must be established.
These characteristics are the starting point for targeted trials, process
planning, Process FMEAs, process capability analyses, inspection
and test planning, process control etc.

35
4.6 Milestone F: Approval for Serial Production

Fundamental stipulations and results from the preceeding task fields for the
decision about the approval of the serical production at this Milestone F are,
e.g.:

- Evidence for the compliance with legal requirements

- Risk analyses
- Test system capability analysis
- Capability of the production means and equipment
- Process plans, control plans, production and inspection and test
plans
- Specifications for serial supplies
- Test results
- Packaging
- Trial productions
- Production process and product approval (PPA)
- Project documentation

36
Output of Milestone F is the approval for serial production or serial supply.

Checklist Milestone F

• Risk analyses
All weak points determined in the risk analyses must be solved. All
stipulated measures must be implemented.

• Test system capability analysis

Alltest systems for the product manufacture are to be determined and
documented in a list. For these product-specific test systems, the test
system capability for the intended purpose is to be proven and docu-
mented.

• Capability of the production means and equipment

To secure the serial start, the production means, equipment and
plants, appropriately timed according to the specifications, are to be
procured, tested and their capability proven.

• Process plans, inspection test control plans, production plans and in-
spection and test plans
All measures during production, which are necessary to ensure that
the process and product requirements are constantly fulfilled, are
documented by way of process,production and inspection and test
plans.
Inspection and test control plans (Control plans) are product-related
presentations of all quality inspections and tests from product
receiving through to dispatch with reference to inspection instructions
(see VDA Volume 6.1, Question 15.1). They serve the establishing of
process control as well as product and process reviews.

• Specifications for serial supply

The specifications must contain all requirements which are made
concerning serial supply.

37
 Documents are, e.g.:
- customer drawings
- CAD data
- approved design changes
- standards
- process data
- work instructions
- quality agreements
- scope of delivery and schedules
- packaging.

• Test results
All verifications (e.g. process capability assessments) carried out on
the product and production process according to the requirements
are to be documented. Only a positive result leads to the approval of
the serial production. Corresponding test results relate to, e.g.,
dimensions, materials, functions, optics, weight, reliability, haptic,
acoustics, odors, process capability data.
Process capability assessments are to be regarded as preliminary as
long-term experiences cannot be available for the serial start.
The performance capability of a product for it’s intended purpose is
proven, additionally to the product verification through practical tests,
such as, for example, driving tests, trials through test drivers, fitting
tests (this corresponds to the product inspection from the customer’s
perspective).

• Packaging
At the time of the series start, the packaging, type and transport
conditions of the product to the recipient must be determined and
tested with positive result (e.g. transport trials).

• Trial productions
Trial productions under serial conditions must be positively concluded
in order to ensure a smooth series start.

38
 • Production process and product approval (PPA Procedure)
rd
The PPA procedure (see VDA Volume 2, 3 Edition) represents the
final verification of the product and production planning process.
The completed PPA must prove, that the customer requirements,
specifications and other requirements (e.g. from legislation,
standards, etc.) have been implemented. The customer must also
issue the production process and product approval.

• Project documentation
The product documentation is checked for completeness, if neces-
sary supplemented and finalized (see also 4.7, Project Finalization).

4.7 Project Finalization (Point G)

It is sensible after the series start to check, if

- the project, product and process targets have been reached and
- if any knowledge can be obtained.

This gives rise to the possibility of improving the existing processes for the
product and also for future projects.

Upon the complete fulfilment of the agreed project tasks, the project is
finalized, the entire project documentation is checked for completeness,
supplemented and finalized and the project team released.

39
5 Relationship between Project Management and Quality
Planning

The quality plan contains all the quality-relevant activites. If the project
planning is carried out in accordance with the present VDA volume, then the
requirements regarding quality management planning in projects are
already taken into account. The project plan is then equivalent to the quality
plan. In this case, no additional quality plan is necessary.

Figure 5-1: Origination of Project/Quality Plans

40
APPENDIX

A1 Term Definitions

Requirements Specification

DIN 69 905 - VDI/VDE 3694 - VDA 6.1:

The entirety of the customer requirements concerning the supplies and
services of the supplier.
In the requirements specification, all requirements from the user‘s perspec-
tive, including all boundary conditions, are to be described. These should be
quantifiable and able to be verified. It is defined in the requirements
specification what sort of task lies before and why it is to be solved.

Figure A1-1: Requirements and performance specification

41
Performance Specification

DIN 69 905 - VDI/VDE 3694 - VDA 6.1:

All the realization requirements worked out by the supplier based on the
implementation of the requirements specification.
The performance specification contains the requirements specification. The
user requirements are detailed in the performance specification and des-
cribed in an expansion of the realization requirements under consideration
of concrete solutions. How and with what the requirements are to be
realized is defined in the performance specification.

Note: Contents of a performance specification can be:

- General:
Targets (costs, quality, safety, ...)
Schedules (milestones, ...)
Quantity engineering
- Intended purpose
Functional values
Application conditions
Inspections and tests
- Risk assessments
- Type planning
- Comments to the production:
- Assembly instructions
- Legal regulations
- Patents and licenses to be taken into account
- Spare parts, subsequent supply obligations
- Packaging requirements
- Process capabilities
- Production technologies.

Quality Management Plan (Quality Plan)

DIN EN ISO 8402, 3.13

A document in which the specific quality-related working methods and aids,
as well as the sequence of activities with regard to an individual product, an
individual project or an individual contract, are shown.
Explanation to include this into the course of a project – see Chapter 5.

42
A2 Comparison of terms used in VDA 4.3 to VDA 4.1 and VDA 6.1

The Volume 4, Part 3 represents a further development of the „Quality

Management in the Automotive Industry“ publications. Sometimes differing
terms to the existing volumes are used. The comparisons in the Figures
A2-1, A2-2 and A2-3 show the relation to the other VDA volumes.

Figure A 2-1: Comparison of the phases found in VDA 4.1 to the task
fields shown in VDA 4.3

43
 Volume 4, Part 1 Volume 4, Part 3
Definition and design phase Covered by the area between Milestones A
and C.
Development and production planning phase Covered by the area between Milestones B
and E.
Purchasing and pre-series phase Covered by the area between Milestones C
and F.
Series phase Covered by the area from Milestone F
onwards.
See Figure A 2-1

Volume 6, Part 1 Volume 4, Part 3

Strategic business plan
Product processing plan Corresponds with a project plan
Product development plan Part of the project plan
Process development plan Part of the project plan
Quality Plan (Project) Quality Plan, or respectively
part of the project plan
Quality Plan (Series), Control plan Control plan
See Figure A 2-3

Figure A2-2: Comparison of the terms in VDA 4.1, VDA 4.3 and VDA 6.1

44
Figure A2-3: Comparison of the plans in VDA 4.3 and VDA 6.1

45
A3 Examples of Forms and Checklists

The following pages show examples of checklists, as they may be applied

as aids during evaluations at the Milestones. In one case, the result column
has been filled out as an example. The examples suggest varying eva-
luation abbreviations.

When deviations are found, corrective actions, for example, with the help of
the 8D method, are to be worked out.

The examples are meant as suggestions as to how companies can create

their own forms for the control of a project and for the questioning and
decision-making involved.

46
Project: Project Manager: Date:
Attendees:

Approval for Detailed Product Development

Criteria / Checkpoints Complete / Comments Result

Are the necessary resources available?

Qualified employees
Test stands
Work stations

Have preliminary FMEAs been carried

out?
System FMEA Product
Interfaces FMEA

Is the performance specification

available?

Are "Important Characteristics" stipulated?

Number
Critical to safety

Are feasibility studies available?

Producibility
Schedules
Cost frames

Are the foreseen product specifications

raised?

Are the foreseen process specifications

raised?

Are new manufacturing procedures

stipulated?

Are trial plans available for the product?

Are trial plans available for the process?

Are external engineering services

foreseen?
Service provider determined
Service provider approved

Result: Approval issued Conditional approval Signatures:

Approval not issued

Evaluation of the results: + fulfilled without problem

⊕ result still unclear, but probably unproblematic
Θ result still unclear, but possibly problematic
- no results available

47
Project: Project Manager: Date:
Attendees:
Approval for Detailed Planning of Production Process
Criteria / Checkpoints Complete / Comments Result
Open points from previous project reviews All open points have been positively F
concluded, see…..
Technical specifications Specifications are all available for all parts on MD
parts list XY with the exception of the housing
(CAD model is outstanding)
Specifications have been agreed between
Design, Planning and Logistic Dept.
Report…….
Risk analysis for the product Design-FMEA 90% complete, 3 points with MD
risk potential pending, see...
Identifying of important characteristics Important functional and safety characteristics F
have been established. Report …. Important
characteristics for the production process are
preliminarily established.
Knowledge gained from the prototype Not yet documented. MD
production process To be completed by … Scheduled date:..
Design verification (trials etc.) Results from the prototype production and F
driving trials correspond to the requirements,
see....
Results of Design Reviews Minor deficits, see Report…... F
Prototype measurement /documentation Carried out, see Measurement Record…. F
Amendment process for drawings and Standard process XY has been project F
specifications specifically supplemented to involve the client,
see....
Requirements of the new production means Determined in….. and machine requirements F
specification.……
Requirements of the measuring and test Determined in ... F
systems for the serial production
Supplier selection for serial parts Status of order allocations see ..., SD
Determination for the parts XYZ still pending.
To be completed by:…....
Scheduled date:...
Other activities shown in the project plan All planned activities are complete, see Project F
which are to be completed, plan ...
Detailed planning and provision of the Planning for XY available in ... MD
resources for the next project phase Plan for P-FMEA still pending.
To be comp. by:.... Scheduled date:…...
Knowledge gained from the last project phase Weak spot supplier selection (selection SD
(improvement potentials, weak spots etc.) criteria, internal coordination and
communication). Recommendation: Perform a
process analysis and implement improved
measures.
To be comp. by:.... Scheduled date:...
Result: Approval issued Conditional approval Signatures:
X Approval not issued
Follow up evaluation...............(to check if deficits have been eliminated)

Evaluation of the results: F = Fulfilled, MD = minor deficits with low risk potential
SD = serious deficits with high risk potential

48
49
INDEX
APQP 5
Benchmark: Benchmarks 20; 22
Checkliste: Checklisten 11
Continual Improvement 13
Control-Plan 37
Designverifizierung 31
Entwicklungsdienstleistung
28
Flow Chart 14
FMEA 25; 26; 27; 32
Kommunikationsweg:
Kommunikationswege 12
Kontinuierlicher
Verbesserungsprozeß 16
Konzeptteam 19
Kosten 22; 23; 42
Kundenwünsche 19; 21; 22
Lastenheft 41; 42
Lieferantenfestlegung 33; 34
Machbarkeitsnachweis 26; 27
Machbarkeitsuntersuchung
23
50
Meilenstein: Meilensteine 18; 19;
21; 22; 26; 27; 29; 30; 33; 34;
36; 37
Organisatorische
Rahmenvorgaben 19; 20
PDCA 13
Pflichtenheft 26; 27; 41; 42
Produktentwicklung 15
26;
Produktion 15; 16; 33; 34
Produktionsmittel 34
Produktionsprozeß 15; 29
Projektauftrag 18
Projektdokumentation 22; 36; 39
Projektleiter 24
Projektorganisation 24
Projektplan 22; 24
Projektressource 27
Projektziel 24
Prozeßmerkmal 35
Prozeßüberwachung 37
21; Prüfergebnis 38
Prüfsystemfähigkeitsuntersuchun System-FMEA 26; 27
g 36
Teilespezifikation 33; 34
QM-Plan 44
Unternehmensstrategie 19
Qualität 3; 5; 23; 42
Verpackung 36; 38; 42
Review 22; 24; 25; 26; 30; 32
Versuchsproduktionen 36; 38
Spezifikation 37
Wirtschaftliche Rahmenvorgaben
Stärken-/Schwächenanalyse 20 19

51
Other VDA-FORMS

FIRST SAMPLE TEST REPORT – new version

• Cover page, Order No. 2661
• Test results, Order No. 2662
• Multipart form set, 5 copies (packed of 50 sets)
• Outline form for process capability verification, Order No. 2663
Pad of 50 sheets – Minimum order 1 pad
FIRST SAMPLE TEST REPORT – present edition
First Sample Test Report – Report result, Order No. 5331
Multipart form set, 7 copies (packed of 50 sets)
First Sample Test Report – Test result, Order No. 5332
Pad of 100 sheets
SYSTEM - FMEA
- new version -
Order No. 7422, DIN A3 format, Pad of 50 sheets
FAILURE-POSSIBILITY-AND–INFLUENCE-ANALYSIS (FMEA)
- old version -
Order No. 769, DIN A3 format, Pad of 50 sheets
QUALITY SYSTEM AUDIT (Material products)
Questionnaire (only questions)
DIN A5, Pad of 10 sets à 12 sheets
Evaluation documents
Final evaluation of the quality system
Summary of results
Total grading
Summary of evaluated questions
Individual measures
Corrective Actions-Outline
DIN A4, Pad of 10 sets of 5 sheets
The two pads form a unit and are only offered as a set
Order No. 1749
Order:
DRUCKEREI HENRICH GMBH
Schwanheimer Straße 110, D-60528 Frankfurt
Telephone (069) 96766-158, Telefax (069) 96777-159

52
Quality Management in the Automotive Industry

Volume 1
Quality Evidence
Guidelines for Documenting and Archiving Quality Requirements
Volume 2
Quality Assurance of Supplies
- Supplier Selection/Sampling/Quality Performance in the Series-
Volume 3
Ensuring Reliability of Car Manufacturers and Suppliers
-Procedures and examples-
Volume 4 Part 1
Quality Assurance prior to Serial Application
-Partnerships, Processes, Methods
Volume 4 Part 2
Quality Assurance prior to Serial Application
-System FMEA-
Volume 4 Part 3
Quality Assurance prior to Serial Application
-Project Planning-
Volume 6 Part 1
Quality System Audit, Basics DIN EN ISO 9001 and DIN EN ISO 9004
Volume 6 Part 2
System Audit – Services
Volume 6 Part 3
Process Audit
Volume 6 Part 5
Product Audit
Volume 7
Basics for Interchange of Quality Data
-Electronic Transfer of Quality Data-
Volume 8
Guidelines for Quality Assurance of Trailer, Superstructure and Container
Manufacturers
Volume 9
Emissions and Consumption

53
Notes

54
Notes

55