VDA Robuster_en 2019 Product Manufacturing and Delivery Robust Production Process.pdf

1. 1st
edition, November 2007
Update reprint in November 2019
Product Manufacturing
and Delivery
Robust Production Process
Pre-requisites, Standards, Controlling, Examples
Joint Quality Management in the Supply Chain

2. Joint Quality Management
in the Supply Chain
Product Manufacturing and Delivery
x
x Robust Production Process
Pre-requisites, Standards, Controlling, Examples
1st
edition November 2007 ‒ Updated reprint in November 2019
Verband der Automobilindustrie -
German Association of the Automotive Industry

3. 3
ISSN 0943-9412
English edition printed: 2011/12
Reprint: 2020/01
Copyright 2019 by:
Verband der Automobilindustrie e.V. (VDA)
Quality Management Center (QMC)
10117 Berlin, Behrenstr. 35
Germany
Overall production:
Henrich Druck + Medien GmbH
60528 Frankfurt am Main, Schwanheimer Straße 110
Germany
Printed on chlorine-free bleached paper

4. 4
Non-binding VDA recommendation
The Association of the German Automotive Industry (VDA) recommends its
members to apply the following guideline for the implementation and
maintenance of quality management systems.
Exclusion of Liability
VDA volumes are recommendations available for general use. Anyone
applying them is responsible for ensuring that they are used correctly in each
case.
This VDA volume takes into account state of the art technology, current at
the time of issue. Implementation of VDA recommendations relieves no one
of responsibility for their own actions. In this respect everyone acts at their
own risk. The VDA and those involved in VDA recommendations shall bear
no liability.
If during the use of VDA recommendations, errors or the possibility of mis-
interpretation are found, it is requested that these be notified to the VDA
immediately so that any possible faults can be corrected.
Copyright
This publication including all its parts is protected by copyright. Any use
outside the strict limits of copyright law, is not permissible without the consent
of VDA QMC and is liable to prosecution. This applies in particular to copying,
translation, microfilming and the storing or processing in electronic systems.
Translations
This publication will also be issued in other languages. The current status
must be requested from VDA QMC.
1
Note: references to DIN standards have been deleted in the 2017/05 reprint because they are no longer used in the
volume.

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Foreword
Industry in Germany and Europe, especially the automotive industry, is
currently experiencing great changes. Market globalization continues to
progress and the industry is now exposed to international competition. The
number of different automobile brands, which had been decreasing in recent
decades, has expanded in the last few years to include Asian competitors
who are now also internationally active. Their products are taking an ever-
larger market share due to the extensive fitment of products as standard and
a good ratio of price to performance.
Fig. 1.1-1 Initial situation for the automotive industry
In addition, the OEMs are faced with ever-greater product complexity and
ever-shorter development and test lead-times.
The percentage of electronic components involving complex software will
continue to increase and this will lead to additional challenges in terms of
essential validation and verification to achieve the high reliability and quality
levels required.

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At the same time cost pressures are enormous. By any international
comparison, production and manufacturing costs are clearly higher in Europe
and especially in Germany. These disadvantages can be countered only by
greater innovation and technology, as well as features which will catch the
customer's imagination.
The customer expects not only a vehicle providing excellent performance at
a reasonable price: he also expects an innovative, safe, premium-quality,
reliable vehicle. These expectations apply to the end-product – that is, the
vehicle with all its components. In addition, a defect-free supply chain for
manufacturing and production, servicing and the supply of replacement parts
must be guaranteed.
This present volume, Robust Production Processes, provides assistance
with the following topics:
x How are Robust Production Processes implemented?
x How are Robust Production Processes evaluated or measured?
x How are influencing factors and failures dealt with?
x How can existing production processes be improved?
Fig. 1.1-2 The overall concept of the Robust Production Process.
The numbers refer to the chapters in this volume.
Supplier´s
management
Product development process
if necessary, with „Maturity Level Assurance“
Monitoring and
controlling
Supplier control loop
Production control loop
Management control loop
Customer control loop
Internal
production
process
„Robust Production Process“
Pre-requisites for a
Robust Production
Process
3
Checkpoint
4
Failure
management
5.4
5.3
5.2
Basic standards for
internal production
processes
5.1
Supplier
production
process
Customer
production
process
ML0 ML1 ML2 ML3 ML4 ML5 ML6 SOP ML7

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These matters should be clarified in appropriate contractual regulations. The
volume at hand makes no claim to be complete.
We thank the participating organisations and their employees for their
contributions in the compilation of this document. The following companies
were involved in drawing up the volume:
x AUDI AG, Ingolstadt
x Daimler AG, Stuttgart
x Schaeffler KG, Herzogenaurach
x MAN AG, Münich
x Robert Bosch GmbH, Stuttgart
x Siemens VDO Automotive, Regensburg
x Volkswagen AG, Wolfsburg
x WABCO, Hannover
x ZF Friedrichshafen AG, Friedrichshafen
x Management Engineers GmbH & Co. KG, Düsseldorf
Our thanks also go to all who have given us encouragement and assistance
in generating and improving the document.
Oberursel, Nov. 2007
English version - Berlin, Dec. 2011
Foreword for updated reprint 2019
The DIN ISO standards, IATF and VDA-guidelines are in many cases
renewed or refined and are now incorporated in this reprint in their updated
form.
The cited content and references were adjusted accordingly.
Withdrawn VDA volumes have been removed from notes and overview
tables.
English version - Berlin, March 2020

8. 8

9. 9
Table of Contents Page
1 Introduction 13
1.1 The initial situation 13
1.2 Objectives 13
1.3 Influencing factors 14
1.3.1 Complexity and Innovation 16
1.3.2 The human factor: management and employees 17
1.3.3 Resources 17
1.3.4 Planned and unplanned changes 17
1.4 Definition / “guide rails” of a Robust Production Process 18
2 Overview of the complete concept 21
2.1 Comments on navigation 22
2.2 The four control loops of the Robust Production Process 24
2.3 Links with VDA standard Maturity Level Assurance
for New Parts 25
2.3.1 Classification using the "traffic lights" system 27
2.4 Illustrations, check-lists and examples 27
3 Pre-requisites for a Robust Production Process 31
3.1 Corporate culture 31
3.1.1 Culture of trust, handling successes and failures 31
3.1.2 Process orientation and increased quality 32
3.1.3 Failure prevention / avoidance 33
3.1.4 Sustainability 33
3.1.5 Continuous Improvement 34
3.2 Product development and planning process 34
3.2.1 New parts 35
3.2.1.1 "A" parts 35
3.2.1.2 "B" and "C" parts 35
3.2.2 Parts from a new manufacturing location 36
3.2.3 Carry-over parts 36
3.3 Minimum requirements for the quality functions of a
production location 37
3.4 Logistics concept 37
3.5 Risk management – preventive failure management 37

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4 Check-point 38
5 Standards for Robust Production Processes 40
5.1 Basic standards for internal production processes 42
5.1.1 Standard 1: Control loops for monitoring and measuring
the production process and products 44
5.1.2 Standard 2: Internal quality agreements 48
5.1.3 Standard 3: Internal release procedure
(product and process) 51
5.1.4 Standard 4: Employee qualification 54
5.1.5 Standard 5: Communication, reporting, escalation 56
5.1.6 Standard 6: Comprehensive equipment management /
maintenance / service 59
5.1.7 Standard 7: Risk management / contingency plan 62
5.1.8 Standard 8: Problem-solving methods 64
5.1.9 Standard 9: Work-station description; standard work-sheets 66
5.1.10 Standard 10: Change management 68
5.2 Supplier management 72
5.2.1 Supplier selection 73
5.2.2 Contract validation, quality assurance & logistics agreement 75
5.2.3 Involvement of new suppliers 75
5.2.4 Monitoring the quality of deliveries 76
5.2.5 Escalation management 77
5.2.6 Communication and cooperation 78
5.2.7 Transfer to the complete supply chain 80
5.3 Monitoring & controlling 81
5.3.1 Key data cockpit 81
5.3.2 Communicaiton, display, reporting 83
5.3.3 Control loops 83
5.3.4 Requalification 84
5.4 Failure management 87
5.4.1 Preventive failure management / risk management 87
5.4.2 Reactive failure management 90

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6 Road map covering standards, guidelines and methods 91
6.1 Methods and guidelines road map for the VDA Volume
Robust Production Processes 93
7 Appendix 97
7.1 Glossary and abbreviations 100
7.1.1 General terms and expressions 100
7.1.2 Terms in the standards environment 103
7.1.3 List of abbreviations 105
7.2 Check-lists 106
7.2.1 Check-list for production transfers and carry-over parts 107
7.2.2 Check-list of minimum requirements for quality functions
at a production location 111
7.2.3 Logistics concept check-list 113
7.2.4 Check-point check-list 114
7.2.5 Quality assurance & logistics agreement (QALA) check-list 116
7.2.6 Key data matrix check-list 124
7.2.7 Example of cockpit for a Robust Production Processes 128
7.2.8 Example of a Robust Production Process mini-cockpit 129
7.2.9 Influencing factors check-list with an example of an
assessment matrix based on the FMEA Method 131
7.3 Examples of standards 138
7.3.1 Example of standard for internal quality agreements 138
7.3.2 Examples of standards for release procedures 141
7.3.2.1 Example 1: Overall assessment for a process release 141
7.3.2.2 Example 2: Quality assessment 147
7.3.3 Examples of standards for employee qualifications 151
7.3.3.1 Example 1: Qualification matrix 151
7.3.3.2 Example 2: Qualification and authorisation matrix 154
7.3.4 Examples of standards for communicating / reporting /
escalation 156
7.3.4.1 Example 1: Reporting and documentation 156
7.3.4.2 Example 2: Escalation monitoring 157
7.3.4.3 Example 3: Example showing quality key data and
execution 158
Example 4: Example of key data depiction 159
Example 5: Example of key data depiction 159

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7.3.5 Examples of standards covering comprehensive
equipment management, maintenance and service
7.3.5.1 Example 1: Training course material for TPM 161
7.3.5.2 Example 2: TPM inspection plan (excerpt) 165
7.3.5.3 Example 3: Training documents for TPM of Robots 167
7.3.6 Examples of standards for risk management and
contingency plan 168
7.3.6.1 Example 1: Process risk filter 168
7.3.6.2 Example 2: Flow chart for contingency management 170
7.3.6.3 Example 3: Quality reaction plan 171
7.3.7 Examples of standards for problem-solving methods 172
7.3.7.1 Example 1: Problem-solving sheet 172
7.3.7.2 Example 2: 8D Report 173
7.3.8 Examples of standards for work-place descriptions and
standard work-sheets 175
7.3.8.1 Example 1: Standard work-sheet 175
7.3.8.2 Example 2: Standard work-sheet 176
7.3.8.3 Example 3: Process illustrations and production
operations 178
7.3.9 Examples of standards for of change management 180
7.3.9.1 Example 1: Life-cycle planning 180
7.3.9.2 Example 2: Change request 182

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1 Introduction
1.1 The initial situation
Quality problems are normally associated with high costs. In addition, each
field return means a dissatisfied customer. The costs involved in guarantees,
warranty and goodwill are many times higher than the expenditure required
to remedy and to prevent failures at their point of origin. Furthermore, the
consequences, especially the costs and the loss of image for all the parties
involved, for example, in product recalls, are in the double-digit million Euro
range.
In order to meet technical, functional and logistics requirements, as well as
demands relating to quality and price, there is a need for closer, speedier
control loops and preventive measures to eliminate logistics problems and
complaints.
Communication in the supply chain, effective control loops, as well as the
use of preventive quality methods are often lacking or have not been
implemented adequately. Requirements covering these aspects are
described in a whole range of standards, regulations, specifications or
requirement specifications1
but in this jungle of standards there is a lack of
any adequate overview or control mechanisms.
This present publication sets out the pre-requisites needed in the future to
implement Robust Production Processes in a joint quality management
system operating through the complete supply chain.
1.2 Objectives
The objective is to ensure that minimum requirements are laid down for
production processes and to implement Robust Production Processes in the
future in order to assure market leadership by reducing quality costs. For this,
production processes must be planned and implemented in terms of their
performance capability, in such a way that defect-free products are
manufactured on schedule and in accordance with set requirements. Here
the emphasis is on the secure prevention of undesired negative influences
and on effective control loops.
1
See also VDA volumes, IATF 16949, ISO 9000 ff, customer specifications.

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Quality Management in the Automotive Industry
The current issues of VDA publications covering quality management in the
automotive industry (QAI) can be viewed in the Internet under
http://www.vda-qmc.de.
You can also place orders on this home-page.
Available from:
Verband der Automobilindustrie e.V. (VDA)
Qualitäts Management Center (QMC)
Behrenstr. 35
10117 Berlin
Germany
Telephone: +49 (0) 30 89 78 42-235
Telefax: +49 (0) 30 89 78 42-605
E-Mail: info@vda-qmc.de
Internet: www.vda-qmc.de

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