VDA 6.3 Process Audit Elements (P1–P7)
VDA 6.3 Process Audit Elements (P1–P7)
🔹 P1 – Potential Analysis
Used primarily before awarding a project or sourcing a new supplier.
The Potential Analysis (P1) helps assess whether a potential supplier or location is capable of meeting customer expectations. It’s often used during supplier selection or new location evaluation.
Key Evaluation Criteria:
- Existing quality management system and certifications
- Manufacturing infrastructure and equipment availability
- Staff competence and training systems
- Product and process feasibility
- Project management and APQP readiness
- Handling of customer-specific requirements
🔴🟡🟢 Evaluation Color Coding:
| Color | Evaluation | Description |
|---|---|---|
| 🟢 Green | GO (≥ 90%) | Supplier has demonstrated capability and can be selected |
| 🟡 Yellow | Conditional (80–89%) | Some gaps identified; supplier may proceed with clear action plan |
| 🔴 Red | NO-GO (< 80%) | Major risks or deficiencies; supplier not acceptable without re-evaluation |
💡 Tip: A “Yellow” status may still allow sourcing, but only under close follow-up and with an improvement plan in place.
🔹 P2 – Project Management
Assesses how effectively the project is managed from planning through to SOP (Start of Production).
Key Focus:
- Defined project structure with responsibilities and milestones
- Risk assessments and escalation procedures
- Monitoring of project status, timing, and customer requirements
- Change management and milestone reviews
Example: A supplier launching a new electric motor line must have a project plan aligned with OEM timing, tracked via a Gantt chart or similar system, with documented phase-gate reviews.
🔹 P3 – Planning Product and Process Development
Evaluates how the organization plans for both product and process during development.
Key Focus:
- Design feasibility and collaboration with the customer
- Identification of special characteristics
- Development of DFMEA and initial process flow
- Resource and capacity planning
Example: When planning a new ECU, the team must define software and hardware requirements, analyze risks using DFMEA, and plan initial equipment/tooling needs.
🔹 P4 – Implementation Product and Process Development
Focuses on how the planned development (from P3) is executed and validated.
Key Focus:
- Final product and process validation
- Process FMEA, Control Plan, and Work Instructions completion
- Trial runs (e.g., Run@Rate) and readiness assessments
- Initial sample inspection and customer PPAP submission
Example: Before SOP, the supplier performs a capability study on critical dimensions and confirms machine settings through process validation trials.
🔹 P5 – Supplier Management
Analyzes how the organization manages its own suppliers during development and serial production.
Key Focus:
- Supplier selection and qualification
- APQP integration and risk classification
- Performance monitoring: PPM, on-time delivery, responsiveness
- Escalation, development actions, and requalification audits
Example: A supplier providing stamped housings must be audited before sourcing, monitored monthly, and requalified annually to ensure continued compliance.
🔹 P6 – Process Analysis Production
The core of the audit – assessing how stable, capable, and controlled the serial production process is.
Key Focus:
- Monitoring and control of special characteristics (Cp/Cpk, control charts)
- Error-proofing systems (Poka-Yoke), visual management, and process alarms
- Preventive maintenance, 5S, and TPM application
- Logistic flows, FIFO, and traceability
- Staff training and qualification
Example: On a high-volume injection molding line, the auditor verifies if special characteristics are tracked in real-time and if alarms trigger immediate reactions.
🔹 P7 – Customer Care / Customer Satisfaction / Service
Evaluates how the organization manages customer satisfaction and complaint resolution post-SOP.
Key Focus:
- Complaint handling process (e.g., 8D methodology)
- Field failure analysis and corrective actions
- Delivery performance monitoring
- Communication and escalation procedures with customers
- Customer scorecard reviews and improvement plans
Example: After a delivery issue, the auditor checks whether the customer complaint was closed within the required time, actions were verified, and lessons learned were documented.
📊 Summary Table: VDA 6.3 Elements Overview
| Element | Title | Purpose |
|---|---|---|
| P1 | Potential Analysis | Evaluate capability of new suppliers or locations |
| P2 | Project Management | Ensure structured and timely project execution |
| P3 | Planning Product and Process Development | Develop a sound product and process plan |
| P4 | Implementation Product and Process Development | Execute and validate planned development |
| P5 | Supplier Management | Control and develop external suppliers |
| P6 | Process Analysis Production | Ensure process stability and capability during serial production |
| P7 | Customer Care / Customer Satisfaction / Service | Manage complaints, field issues, and customer satisfaction |
📊 VDA 6.3 Scoring System Explained
✅ Scoring Scale
Each question is scored based on the level of compliance:
- 10 points – Full compliance
- 8 points – Minor deviation
- 6 points – Major deviation
- 4 points – Significant deviation
- 0 points – Non-compliance
🧮 Step-by-step Calculation
- Sum of Achieved Points: Add the scores for all applicable questions.
- Maximum Possible Points: Multiply the number of applicable questions by 10.
- Calculate the Score: Score (%)=(Achieved Points / Maximum Possible Points)×100
📌 Example
Suppose you have 10 questions in a process element and the scores are:
[10, 8, 10, 6, 10, 8, 10, 10, 6, 8]
- Achieved Points = 86
- Maximum Points = 10 × 10 = 100
- Score = (86 / 100) × 100 = 86%
This would fall into Category B (Conditional Approval).
🏅 Audit Result Categories
- A (≥ 90%) – Acceptable: Process is capable.
- B (80–89%) – Conditional: Improvement required.
- C (< 80%) – Not acceptable: Major improvement needed.
VDA 6.3 Process Audit Elements (P1–P7)