INDUSTRY: Automotive and Electronics Manufacturing
SERVICES: Program Management. Crisis Management. Product Launches.
Situation.
Seraph was contacted two weeks before a VDA audit that the Client knew they were not prepared for. With such a short timeframe, the Client failed the inspection, which resulted in a new business hold. The Seraph team was retained to prepare the Client for a December VDA recovery audit. This piece of business had three phases.
ACTIONS.
Phase One VDA Audit Readiness
- Reviewed the previous audit preparation documents and effectiveness.
- Identified additional gaps to close them ahead of the audit.
Phase Two Audit Recovery
- Included nine work packages, seven directly related to Seraph and two related to Human Resources and Manufacturing Packages executed by the Client.
WP1: Organizational Structure and Escalation Process
- Provided examples of organizational, escalation structure, and program management procedures/processes for other successful audits to assist and establish processes.
WP2: Planning and Program Management
- Assisted with creating process documentation and implementing planning and resource estimation/monitoring guidelines across project planning.
WP3: Supply Chain Management
- Defined roles and responsibilities within supply chain management, including sourcing, indirect and program purchasing, S&OP (Sales and Operating Planning), SQE (Supplier Quality Engineers), logistics, and material management.
- Established resource planning process, team responsibilities, capacity evaluation matrix, identified gaps, and training.
- Optimized RASIC (responsibility, accountability, support, inform, and consult) between the Client and the contract manufacturers in China, Mexico, and Thailand.
WP4: Assess and Adhere to Global OEM Requirements
- Reviewed current processes to identify gaps to meet VDA findings.
- Developed strategies to comply with detailed processes and global customer requirements.
WP5: Enterprise Change Management
- Compared best practices to Clients’ current state, including defining KPIs.
- Provided processes and procedures for enterprise change management and training.
WP6: Defined and Linked APQP (Advanced Product Quality Planning) Concepts to the Program Plan
- Worked with Client to develop processes, procedures, and linkages to the program plan, aligning global supply chain purchasing module, supplier readiness tool, design, and process failure mode effect analysis tools.
- Audit training for key personnel on proper audit conduct.
WP7: Established Failure Analysis and Warranty Process
- Provided best practices for automotive failure analysis of the sensors, warranty management processes, staffing, forms, KPIs, and customer communication process.
Phase Three Post Audit Findings Closure – 4 work packages
WP1: Project Plan Implementation and Risk Management Process
- Updated and finalized risk management process work instructions, IPP (Integrated Production Processes), and phase gate process.
WP2 Supply Chain Management
- Finalized and deployed risk assessment process for sourcing and supplier quality.
- Integrated purchasing activities with IPP across all processes and clients.
WP3: Product / Process Development Plan & Corrective Remedy
- Developed engineering print release process.
- Managed confidential proprietary sensor issues.
WP4: Enterprise Change Management
- Finalized Phase 2 of the Change Management Plan and completed training modules.
- Expanded the scope of Engineering Change Management to include deviations and customer requirement changes.
- Finalized the enterprise change requirement checklist summarizing impact analyses, mitigating actions, and customer/supplier communications.
- Proposed separating drawing releases from Change Control Board reviews to design reviews.
Result.
- Client passed VDA Audit.
- The new business hold was released.
- Developed the management structure to build a sustained process for all new and existing businesses.
