Vda 2 PDF

VDA
Quality Management
6
in the Automotive Industry
QM - Systemaudit Part 2
- Services -
Based on DIN EN ISO 9001, 9002, 9004-1 and DIN EN ISO 9004-2
2nd Edition 1999
3
Quality management
System audit
- Services -
Based on DIN EN ISO 9001, 9002

DIN EN ISO 9004-1 and
DIN ISO 9004-2
nd
2 edition 1999
Verband der Automobilindustrie e.V. (VDA)

(Association of the automotive industry)
Exclusion of liability
VDA-volumes are recommendations free to be applied by everyone.

Whoever applies them has to take care of the application in the case in
question.
The VDA-volumes consider the state-of-the-art valid at the respective

edition. Application of the VDA-recommendation does not excemt anyone
from the responsibility for his own acts. In so far everyone acts at his own
risk. Liability of the VDA and those who participated in the VDA-recommen-
dations is excluded.
We kindly ask anybody who during the application of the VDA-recommen-

dations finds errors or possibilities of misinterpretation to notify the VDA
immediately so that any errors faults can be eliminated.
Referenced standards
The individual standards citations, signified with DIN-numbers and date of

edition, are represented with the permission of the DIN Deutsches Institut
für Normung e.V. (Germann standard association). Decisive for the
application of any standards is its revision with the latest date of edition as
available from the publishers Beuth Verlag GmbH, 10772 Berlin.
Copyright protection
The works including all its parts is copyright protected. Any utilisation
outside the tight limits of the copyright protection law without consent of
VDA is not permitted and liable to prosecution. This concerns in particular
reprotections, translations, micro-fiches and the storage and processing on
electronic systems.
3
ISSN 0943-9412
Copyright 1999 by
Verband der Automobilindustrie e. V. (VDA)

Quality Management Center (QMC)
D-60325 Frankfurt am Main, Lindenstraße 5
Printed and published by:

Druckerei Henrich GmbH
D-60528 Frankfurt am Main, Schwanheimer Str. 110
Printed on chlorine-free bleached paper
4
Preface
The trend towards total service provision takes place before the background
of customers more and more frequently using the tougher competition on
the domestic as well as on the international supplier markets for their own
benefit.
This also more and more influences the person and load transport vehicle
segment within the automotive branch. The cost-benefit-ratio no longer is
the sole decisive factor, but the quality of the rendered services today plays
a role of growing importance.
So a discussion has been started in the service providing segment of the

automotive industry on how all quality aspects of the service can be inte-
grated into a quality management system which is specific to the automotive
branch and promoting.
DIN ISO 9004-1 and DIN ISO 9004-2 as a guideline as well as the textual
versions of the DIN EN ISO 9001 resp 9002 have been the platform on
which the working team prepared the VDA-paper volume 6, part 2.
Assuming that each company has developed its own quality management
system adapted to its size, branch, and product/service, or is presently in
the state of implementing it, the VDA-working team started their conside-
rations with how to monitor the ,,Quality standard of the German automotive
industry" (VDA 6) with the help of quality audits close to everyday practise.
The overall audit strategy for the automotive industry as defined by the
committee QUALITYMANAGEMENT looks as follows:
Quality Standard of the

german Automotive Industrie
VDA 6 Quality System Audit VDA 6 Quality System Audit

VDA 6 Part 1 Part 2 Services
Basics for VDA 6

Quality Audits Part 3 Process Audit
VDA 6 Quality System Audit

Part 4 Production Means
Auditing and VDA 6 VDA 6

Certification Part 5 Product Audit Part 6 Services Audit
5
There is an agreement that this paper is going to be divided into a
Part U: Management
Part P: Product/Service and Process
while the Part U is mostly congruent with the statements of the VDA-Paper
Volume 6, Part 1, ,,QM-system for material products". The element Z1 here
however is a mandatory part.
The Part P is oriented along the process chain from market research to final
customer services.
We very much hope that this paper of the VDA-6 series too will be able to
reach the success of VDA-paper volume 6, Part 1, and would like to heartily
thank the contributing companies and their employees for their efforts in the
preparation of this VDA-paper.
The following companies have contributed to this paper:
BMW AG, Munich

Robert Bosch GmbH, Stuttgart
GLYCO-METALL-WERKE Glyco B.V. & Co. KG, Wiesbaden
MAN Nutzfahrzeuge AG, München
DaimlerChrysler, Stuttgart
Österreichische Vereinigung zur Zertifizierung von Qualitäts- und Management
systemen (ÖQS), Vienna
Siemens AG, Automotive technology, Würzburg
Schweizerische Vereinigung für Qualitäts- und Management-Systeme (SQS),
Zollikofen
Volkswagen AG, Wolfsburg
Frankfurt/Main, March 1999
VERBAND DER AUTOMOBILINDUSTRIE E. V. (VDA)
6
Contents Page
Preface 5
1 Introduction 11
1.1 Quality management and Service 11
1.2 Product quality and service quality 11
1.3 Chances and Risks 12
1.4 Hints on auditing 13
2 QM-system according to standard dass DIN EN ISO 9000 14

2.1 Explanations concerning DIN ISO 9004, part 2
(Revision 6/ 1992) quality management and elements
of a quality assurance system
Guideline for services 14
2.2 Models for quality assurance/QM-specification
(according to introduction to DIN EN ISO 9001) 15
3 QM-system audit - Services - 18

3.1 General remarks 18
3.2 Definition of QM-elements and pertinent questions 19
3.3 Audit process 20
3.4 Rating and assessment 21
3.4.1 Assessment of individual questions and QM-elements 21
3.4.2 Total audit result rating 23
3.4.3 Classification 24
3.5 Survey of results 24
3.6 Final discussion and report 25
3.7 Corrective measures 25
3.8 VDA-Audit certificate 25
4 Terms 27
4.1 General Terms according to DIN EN ISO 8402/1995 (Excerpt) 27
#.1.1 Unit 27
#.1.2 Process 27
#.1.3 Procedure 28
#.1.4 Product 28
#.1.5 Service 29
#.1.6 Service providing 29
#.1.7 Organization 29
#.1.8 Organizational structure 29
#.1.9 Customer 30
#.1.10 Supplier 30
7
4.2 Quality-related terms according to DIN EN ISO 8402/1995
(Excerpt) 30
#.2.3 Quality Requirements 30
#.2.15 Testing 31
#.2.17 Verification 31
#.2.18 Validation 32
#.2.19 Proof 32
4.3 Terms concerning quality management system according

to DIN EN ISO 8402/1995 (Excerpt) 32
#.3.1 Quality policy 32
#.3.6 Quality system (Quality management system) 33
#.3.12 Quality management manual 33
4.4 Terms concerning tools and techniques/technologies

according to DIN EN ISO 8402/1995 (Excerpt) 34
#.4.9 Quality audit 34
#.4.10 Quality audit record 35
#.4.14 Corrective measure 35
4.5 Additional terms (Definitions for this paper) 35

4.5.1 System 35
4.5.2 Method 36
4.5.3 QM-processing instructions 36
4.5.4 Working instructions/Testing instructions 36
5 Comparison matrix of the section numbers for

corresponding subjects 37
6 Structure of questions and number of questions

per QM-Element 38
7 Questionnaire to the QM-system audit - Services - 40

Part U: Management 41
01 Management responsibility 41
02 Quality management system 49
03 Internal quality audits 54
04 Training, personnel 59
05 Financial considerations on quality management systems 64
06 Product safety 69
Z1 Corporate strategy 75
8
Part P: Product/Service and Process 82
07 Market research 82
08 Development 86
09 Service preparation 91
10 Promotion and marketing 95
11 Sales/Service agreement 100
12 Purchasing 104
13 Service providing 110
14 Customer services (After-sales service, product observance) 118
15 Analysis and improvement of services 122
16 Control documents and data (definitions) 127
17 Control quality records (proofs) 131
8 Form sheets for the QM-system audit 135
9 Literature 141
Reference sources 144
Literature - company specific 145
10 Agreements with associations 146
11 Hints for awarding the VDA 6.2-certificate 146

11.1 VDA 6.2-certificate 146
11.2 Auditing according to VDA 6.2 with award of a certificate 146
11.3 Procedure for applying for VDA-certificate 147
12 Appendix 149
12.1 Modifications 149
12.2 Comparison table sheets 149
12.2.1 Comparison matrix VDA 6.2/DIN EN ISO 900194 149
12.2.2 Comparison matrix DIN EN ISO 900194 /VDA 6.2 154
Other VDA-FORMS 158
9
10
1 Introduction
1.1 Quality management and Service
The automotive industry is process-oriented. This reasons the involvement

of service providers in the QM-system.
Intenal as well as external service providers might be concerned.
From any vehicle, the customer expects a constantly high product quality,
and he also has great expectations concerning the service provision.
Hence an increasing quality, cost and speed competition is developing,

while the subjective quality rating by the customer frequently becomes more
decisive for the corporate success.
The service provider has to win the customer's trust and to maintain it
permanently. Yet customers in the past have experienced a rising quality of
life standard. So the requirements they raise towards services of the auto-
motive industry are higher. If his expectations are not met, the customer will
wander off towards another service provider.
In order to successfully develop services in the automotive industry further,

we recommend to involve these areas into an overall quality management
system.
1.2 Product quality and service quality
If a vehicle which was produced in an industrial process is understood as

the product, then product quality in the first place means a certain product
feature defined by construction, materials, production means and production
processes.
Services are such processes in which the internal or external customers are
directly or indirectly participating in the process, e.g. when a car is
purchased or tyres are exchanged. In this case, the quality of the service is
assessed directly by the customer.
11
Hence the service quality is clearly distinguished from the product quality.
While material products usually can be touched up after sales for cus-
tomer's satisfaction, poor services are often also the last services for a
customer as he is prone to wander off, mostly without giving reasons.
We should consider that services on principle are immaterial, but without

material services, they may not be represented.
1.3 Chances and Risks
As all other systems, launching and further development of a quality mana-

gement system comprises chances and risks for the company.
lt depends on the overall implementation of the quality principle from the

management board down to the trainee, and on the living example of the
managers, if the activities and measures are designed to benefit the
corporate interest or if they are just ,,fulfilling requirements".
For example: are errors damned on principle or turned into the basis for
measures of improvement (e.g. learning organization)?
Does the extent of documentation satisfy the demands for stable processes,
or does it merely refine bureaucracy? Do the measures only aim at the
short-term good rating in the next audit to come, (or receipt of certificate/
record), or do they also aim at a ,,return on investment"?
Hence it depends on managers and employees what can be made of it.
12
1.4 Hints on auditing
QM-system audits for services in the automotive practise become more and
more important.
A questionnaire has been developed in order to make the quality of any

service provider fit for assessment. This questionnaire allows to rate a QM-
System for services.
This questionnaire is structured as follows:
Part U: Management
Part P: Product/Service and Process.
lt is the intention of this paper to allow the rating of a defined QM-

system by an uniform procedure. So the expenses for further QM-
system audits, e.g. by other customers can be reduced.
This VDA-paper volume 6, Part 2 is the document to be used for higher

qualification up to the VDA 6.2-level. lt further serves as basis for customer/
supplier audits.
13
2 QM-system according to standard dass DIN EN ISO 9000
The standard series DIN EN ISO 9000 has normative character within the
European Union (EU) and within the EFTA. The German version is identical
for Austria, Germany and Switzerland.
For deliveries according to the provisions of the EU fulfilling the contents of

the EN is binding in order to grant free traffic of goods under the same con-
ditions. This applies also to the contents of the European quality manage-
ment standards. So its fulfillment has to be proven upon request. The
following gives a survey on the contents of the individual standards.
2.1 Explanations concerning DIN ISO 9004, part 2 (Revision 6/

1992) quality management and elements of a quality assur-
ance system
Guideline for services
Quality and customer satisfaction are major issues to which more and more
attention is drawn all over the world. This part of the ISO 9004 takes this
awareness into account and wants to encourage organizations and corpo-
rations to design the quality aspects of their activities which lead to services
more effectively.
Producing and maintaining satisfactory quality in any Organization depends

on a systematic approach to a quality management the task of which it is to
assure understanding and fulfilling customers requirements. To achieve
(satisfactory) quality it is necessary to swear all organizational levels on the
quality principles and also permanently review and improve the defined
quality management on the basis of feedback about the customers expec-
tations.
The successful application of quality management to a service creates

special opportunities for
- improved service level of the services and customers

satisfaction,
- increased productivity and effectiveness as well as cost
reductions,
- and increased market shares.
14
This part of the ISO 9004 can be applied to a newly offered or modified
service in the context of the development of a quality management system.
It can also be directly referred to for implementation of a quality manage-
ment system for already existing services. The quality management system
encompasses all processes which are required for rendering an effective
service, starting from marketing through to final delivery. It also comprises
the analysis of the services delivered to customers.
The concepts and principles contained in this part of the ISO 9004 are
suitable for large as well as for small organizations. Even though a small
service providing organization won’t have or need the complex structures
required by larger corporations, the same principles apply. The difference is
only in size. In most cases, the customer will be the final recipient of any
service outside the organization. However the customer might also fre-
quently be within the own organization, which is particularly so in larger cor-
porations in which the customer can be present in a subsequent stage of
the delivery process. Even though this part of the ISO 9004 has been
written basically with reference to external customers, it can also be applied
to fulfill completely quality requirements from internal customers, too.
2.2 Models for quality assurance/QM-specification

(according to introduction to DIN EN ISO 9001)
Extent and depth of the presentation of the QM-system may depend on the
kind of the products/services to be delivered, the used technologies, and the
size of the corporation to be rated.
The following paragraphs have been taken from the national preface and
the introduction to the DIN EN ISO 9001: 1994-08, which is very
appropriately formulated as follows:
Winning trust into the suppliers' ability to fulfill defined minimum require-
ments to his quality management system today more and more becomes a
prerequisite for the cooperation between customer and supplier. This trust
can be established by specification of the quality management system
15
towards the customer or an authorised body. All systematic trustfunding
activities according to the DIN EN ISO 8402 are denominated as quality
assurance or quality management specification (in short: QM-specification).
The standards DIN EN ISO 9001, DIN EN ISO 9002 and DIN EN ISO 9003
each contain one model for quality assurance/QM-specification. Only these
three standards of the DIN EN ISO 9000-class are foreseen for specification
purposes. These standards show a way of how to establish trust in a
supplier's ability.
lt has to be emphasised that the requirements to the quality assurance/QM-

specification as defined in this international standard ISO 9001, in ISO 9002
and ISO 9003 are a supplement (and not an alternative) to the defined quali-
1
ty requirements (for products ).
lt is intended that these international standards are applied in their present

form. Occasionally it could become necessary however to adjust them to
certain contract situations by adding or cancelling certain requirements.
ISO 9000-1 serves as a guideline both for such amendments as well as for
selection of the appropriate model, either ISO 9001, ISO 9002 or ISO 9003.
The alternative models for quality assurancelQM-specification listed here-

after and described in three international standards represent three diffe-
rently pronounced versions of the ,,functional or organizational quality
ability" which are suitable for the application in contracts between two par-
ties (see main section 5: Comparison matrix of section numbers).
1
According to EN ISO 8402,1.4 product can also include service.
16
ISO 9001 Quality management systems -
Model for quality assurance/QM-specification in design,
development, production, assembly and maintenance.
To be applied if the supplier/contractor has to assure the
fulfillment of defined requirements during design², develop-
ment, production, assembly and maintenance.

Model for quality assurance/QM-specification in production,
assembly and maintenance.
To be applied if the supplier/contractor has to assure the
fulfillment of defined requirements during production,
assembly and maintenance.

Model for quality assurance/QM-specification during final
testing.
To be applied if the supplier/contractor has to fulfill defined
requirements only during final testing.
Model ISO 9003 is not referred to within the application range of the VDA.
17
3 QM-system audit - Services -
3.1 General remarks
A service provider’s QM-system can be assessed by representatives of the

customer or the contract party who has ordered the service provider’s
services. The auditor has to master the QM-elements to be assessed by
him as well as the quality techniques to be applied. He should be qualified to
evaluate the appropriateness of the applied QM-measures concerning the
applied process, the state-of-the-art and the required product or service
quality.
The extensive economic and organizational assessment of a corporation

according to this QM-system audit raises high requirements towards the
auditors. Among these requirements are - among other things - suitable
technical training and service experience, integrity and the ability to handle
people.
In particular the following QM-elements, contained in the DIN EN ISO 9004-

1 and DIN ISO 9004-2:
- management responsibility
- quality management system
- training, personnel
- financial considerations concerning QM-systems
- product safety
- interface to the customer
- analysis and improvement of service
- corporate strategy (e.g. EFQM)
raise requirements to the qualification of many auditors which previously

were unusual, as now these auditors have to be competent discussion
partners for their management concerning the mentioned quality elements.
Technical questions have to be answered by the respectively respon-

sible person and not by the quality expert who usually will answer
only specific QM-system questions.
18
Once a system audit of a service provider's QM-system according to
section 3.4 has proven that the service meets the requirements, recurring
QM-system audits have to be performed in appropriate defined intervals.
lt the results of the QM-system audit do not meet the requirements,

measures and deadlines for improving the system have to be defined. Their
assessment is the subject of a post-audit which will consider the claimed
items.
3.2 Definition of QM-elements and pertinent questions
Prior to the assessment of the QM-system of any service provider,

those QM-elements which are relevant for him have to be defined
together with the pertinent questions between the involved parties.
The elements of a QM-system in case of technical reasons can be

adapted, cancelled (e.g. element 08 ,,Development") or amended with
supplements typical for the corporation or the branch.
Additional questions to the QM-system have to be notified to the

service provider in advance.
The requirements/explanations to the questions are always only

examples. They should not be interpreted as a comprehensive test list.
The proofs and listings shown as examples need not be provided if
not usual in the concerned branch.
For the individual elements, some references are made under the
header requirements/explanations, which are assessed with different
intensity for the individual questions.
Additional QM-elements may also be entered.
19
Some questions concerning the QM-system may only be answered along
the evaluation of the service to be rendered resp. of the product to be
delivered and/or the applied procedures. This could require a separate
assessment (service rating, service audit).
Non-applicant questions resp. supplementary questions should be marked,

reasoned and considered in the assessment.
3.3 Audit process
The procedure described below refers to the focuses for the planning/exe-
cution of an audit by the auditor in order to assure the correct audit process.
This also necessitates the early involvement of the audit partner.
Steps Focus
lnformational-/ Clarification of the audit requirements and processing. Definition

Pre-discussion of QM-elements/pertinent questions.
Review of documents Conformity test system requirements and actual status.
Adjustment of further processing (depending on results).
Audit planning Adjustment of probable expenditures. Detail planning depends on
kind and structure of the unit to be audited. The audit partner
therefore should be involved quite early.
Audit execution Introductory discussion, audit execution on the basis of the
questionnaire (audit checklist). Evaluation of results and agree-
ment on further proceedings in case discrepancies have been
noticed. Informing the audited parties on the audit results and the
further proceeding in a final discussion. The audit result has to be
documented in an audit report.
Depending on degree of fulfillment score application for VDA-
record.
ControI/Renewal audit Plan subsequent audits depending on degree of fulfillment resp.
on the customers requirements.
20
3.4 Rating and assessment
3.4.1 Assessment of individual questions and QM-elements
The auditor evaluates definition and efficiency of the QM-measures along

the fulfillment of the concerned requirements by first determining:
- Is the subject in question defined in writing in the QM-system,

in processes, context and responsibilities (e.g.: in the QM-
manual, in processing or working instructions)?
Next he has to assess:
- Is the subject in question effectively proven in practice?
According to the scheme following hereafter, answering the questions leads

to the rating of the applicant questions. This rating can score 0, 4, 6, 8 or 10
points per question. The following point rating per question applies:
Subject in question Rating of answers
Defined in the
QM-system completely mostly*) no yes/no
Effectively proven in
practice yes no mostly*) no
Number of points
scored 10 8 6 4 0
*) „Mostly“ means that the basic requirement is defined/effectively proven,

and no particular risk is given.
21
Rating
10 points: Completely defined in the QM-system and also effectively

proven.
8 points: Mostly defined in the QM-system and also effectively
proven.
6 points: Mostly defined in the QM-system and mostly effective
proven.
4 points: Not/Insufficiently defined in the QM-system but mostly
effectively proven in practise.
0 points: Not effectively proven, notwithstanding the comprehen-
siveness of the definition in the QM-system.
In the summarising evaluation of any QM-element, each question is

weighted equally.
The element rating EE results as percentage of the total points score of all
applications questions referring to the total number of possible points of all
applicant questions. If all questions applicant to one QM-element are rated
with 10 points, then the degree of fulfillment is EE 100 %.
Calculation of the degree of fulfillment of any QM-element:
Total of scored points of the applicant questions

EE = — — — — — — — — — — — — — — — — — — — — — — — — x 100 [%]
Total of all possible points of the applicant questions
22
3.4.2 Total audit result rating
For the two parts U (management) and P (service process) first the
fulfillment degrees EU and EP have to be calculated. They are calculated as
average values of the fulfillment degrees of the correspondingly audited
QM-elements:
Total of the fulfillment degrees of the applicant QM-elements

EU resp. EP = — — — — — — — — — — — — — — — — — — — — — — — — — — — — in [%]
Number of assessed QM-elements
The two fulfillment degrees EU and EP are summarised to a fulfillment

degree EGES:
CE + EP
EGES = — — — — — in [%].
2
The rating system can also be applied when QM-elements or questions are
added or cancelled.
Remark concerning formula EGES:
Different from the calculation of EGES in the VDA-paper volume 6 part 1 here
part U is not weighed additionally higher. Then given ratio of the QM-
elements (7 to 11) here already results in a higher weighing than in the
VDA-paper volume 6.
23
3.4.3 Classification
Total fulfillment degree Rating of the Marking of the rating

in percent QM-systems
90 trough 100 fulfilled A *)
80 trough < 90 mostly fulfilled AB *)
60 trough < 80 fulfilled conditionally B
< 60 not fulfilled C
*) Remarks:
1. Audited companies which reach a total fulfillment degree of more than 90 % resp. 80 %
but in one or several QM-elements only reach a fulfillment degree of below 75 % will be
degraded from A to AB resp. from AB to B.
2. If items the non-fulfillment of which may have decisive impact on the service quality are
rated with zero points, then the audited company may be degraded from A to AB resp.
from AB to B.
3. Only one degradation to 1 or 2 is permitted.
4. Degradations have to be reasoned in an explanation sheet.
3.5 Survey of results
The results of the QM-system audit according to the audit parts U (manage-
ment) and P (Service process) have to be represented according to the
sample form sheets (main section 8). The survey of results per QM-element
are entered in the sheet "Survey of results".
24
3.6 Final discussion and report
In a final discussion of the QM-system audit the auditor informs the mana-
gement about the weaknesses requiring corrective measures. These are
represented in a survey sheet „corrective measures“. The survey on the
QM-system audit result is supplemented by the auditor with a report which
details the observed weaknesses.
lt necessary, a date for a post-audit is scheduled which should take place

within the next six months.
3.7 Corrective measures
The QM-system audit results as represented according to sections 3.5 and

3.6 will serve the management as basis for corrective measures. lt is the
task of the audited company to work out an improvement program and to
implement it. This is to be reported to the auditor in charge of the audit.
3.8 VDA-Audit certificate
If a total rating score of at least 90 % is achieved, a VDA 6, part 2-certificate

may be awarded under condition that the auditor is registered as a lead
auditor at the VDA. The corporate unit will apply for the certificate through
the lead auditor.
A VDA-record may also be awarded under consideration of already granted

certificates according to DIN EN ISO 9001 or 9002 with supplementing
higher qualification (see main section 11).
The certificate is valid for three years as of the date of issuance.
25
26
4 Terms
Definitions and explanations of terms concerning individual elements are

given within the questionnaire. Superior terms are briefly summarised below
(Numeration according to DIN EN ISO 8402/1995):
4.1 General Terms according to DIN EN ISO 8402/1995

(Excerpt)
#.1.1 Unit
A unit is what can be described and considered separately on us own.
Remark: A unit might be for example

- an activity or a process (1.2)
- a product (1.4)
- an organization (1.7), a system or a person or any
combination of same.
#.1.2 Process
Set of interacting means and activities converting entries into results.
Remark: Means might be personnel, finances, systems, equipment,

technologies and methods.
27
#.1.3 Procedure
Defined manner of completing a certain task.
Remark 1: In many cases, procedures are documented (e.g. procedure of

a QM-system (3.6)).
Remark 2: If a procedure is documented, the terms „procedure defined in

writing" or „processing instruction" are frequently used.
Remark 3: A procedure defined in writing or a processing instruction nor-

mally contain the purpose and application range of a task: what
has to be done and by whom, when, where and how is it done.
Which materials, equipment and documents have to be used.
How is this controlled and recorded.
#.1.4 Product
Result of activities and processes (1.2).
Remark 1: The term product can include service (1.5), hardware, process
technology products, software or combinations of those.
Remark 2: A product may be material, (e.g. assembly results, process

technology products) or immaterial (e.g. knowledge or drafts)
or any combination of same.
Remark 3: A product may either be intentional (e.g. product offered to

customer (1.9)) or unintentional (e.g. contaminants or unwan-
ted effects).
28
#.1.5 Service
Result of fulfilling customers’ requirements gathered at the interface be-

tween supplier (1.10) and customer (1.9) or through internal activities of the
supplier (1.10).
Remark 1: The supplier or the customer may be represented at the inter-

face by personnel or equipment.
Remark 2: Customer activities at the interface with the supplier may be

essential to the service provision (1.6).
Remark 3: Supply or use of tangible products (1.4) may form part of the
service provision.
Remark 4: A service may be linked with the manufacture and supply of

tangible product.
#.1.6 Service providing
Suppliers’activities required for provision of a service (1.5).
#.1.7 Organization
Company, body, plant, corporation or institution or parts of same, registered

or not, public or private, with its own functions and own administration.
#.1.8 Organizational structure
Responsibilities, authorisations and interrelations by means of which any

organization (1.7) fulfils its tasks.
29
#.1.9 Customer
Recipient of a product (1.4) supplied by a supplier (1.10).
Remark 1: In a contractual situation, the "customer" may be called "client"

(1.11).
Remark 2: Customer might be e.g. end-users, users, beneficiaries or

clients.
Remark 3: In relation to the organization, the customer might either be

external or internal.
#.1.10 Supplier
Organization (1.7), supplying to the customer (1.9) a product (1.4).
Remark 1: In a contractual situation, the supplier may be called

"contractor" (1.12).
Remark 2: Supplier might be e.g. the manufacturer, distributor, importer,

an assembly house or a service organization.
Remark 3: In relation to the organization, the supplier might either be

internal or external.
4.2 Quality-related terms according to DIN EN ISO 8402/1995

(Excerpt)
#.2.3 Quality Requirements
The formulation of the requirements of their implementation into a series of

defined quantitative or qualitative requirements to the characteristics of a
unit (1.1) to allow its implementation and testing.
Remark 1: It is decisive that quality requirement fully reflects the defined

and prerequisite customer requirements (1.9).
30
Remark 2: The term "requirement" comprises market, contractual, and
also internal requirements of a certain organization (1.7).
These can be developed, detailed and upgraded in the various
planning stages.
Remark 3: Defined quantitative requirements to the characteristics

comprise e.g. nominal values, measurement values, limit
deviations and tolerances.
Remark 4: The quality requirement should be expressed and documented

in functional conditions.
#.2.15 Testing
Activity such as measuring, examining, dimensioning one or several

characteristics of a unit (1.1) as well as comparing results with defined
requirements in order to determine if conformity (2.9) has been achieved for
each characteristic.
#.2.17 Verification
Confirming that defined requirements have been met by means of

examination and providing a record (2.19).
Remark 1: In design and development, verification concerns the process

(1.2) of examining the result of a considered activity in order to
determine conformity (2.9) with the requirement raised to this
activity (concerning its result).
Remark 2: The word "verified" is used for denomination of the concerned

status.
31
#.2.18 Validation
Confirm by means of examination and evidence of proof (2.19) that the

special requirements for a certain intended use have been met.
Remark 1: In design and development, validation concerns the process

(1.2) of examining a product (1.4) to determine conformity (2.9)
with the user’s requirements.
Remark 2: Validation usually takes place at the finished product and under
defined operating conditions. It may become necessary in
earlier stage.
Remark 3: The word "validated" is used to denominate the concerned

status.
Remark 4: Multiple validations are permitted if several intended uses

occur.
#.2.19 Proof
Information the correctness of which can be proven and which is based on

facts gathered by observing, measuring, examining or other evaluation
processes.
4.3 Terms concerning quality management system according to

DIN EN ISO 8402/1995 (Excerpt)
#.3.1 Quality policy
Comprehensive intentions and targets of any organization (1.7) on quality

(2.1) as formally expressed by the management.
Remark: Quality policy is an element of the corporate strategy and

approved by the management.
32
#.3.6 Quality system (Quality management system)
The necessary organizational structures (1.8), procedures (1.3), processes

(1.2) and means in order to implement quality management (3.2.
Remark 1: The QM-system should have the extent that is necessary in

order to archive the quality targets.
Remark 2: The QM-system of an organization (1.7) is foreseen first of all

to fulfill the internal requirements of this organization. It is more
extensive than the requirements of any individual customer
(1.9), who will assess only that part of the QM-systems which is
relevant (for him).
Remark 3: For contractual or other obliging purposes of quality assess-

ment specification of the implementation of defined QM-system
elements can be mandatory.
#.3.12 Quality management manual
Document defining the quality policy (3.1) and describing the QM-system
(3.6) of an organization (1.7).
Remark 1: A quality management manual (called „QM-manual“ hereafter)

may refer o the entity of an organization’activities, or only to a
part of them. Title and assigned purpose of the manual reflect
the application range.
Remark 2: Usually a QM-manual will at least contain or refer to the

following:
a) quality policy;
b) responsibilities and authorisations (competences) as well as
reciprocal interrelations of staff who are managing,
executing,
testing or assessing quality-oriented activities;
c) the procedures (1.3) of the QM-system (3.6) and pertinent
instructions;
d) specification of testing, updating and administration of the
manual.
33
Remark 3: Comprehensiveness and format of QM-manuals may differ in
order to meet the organizations’ requirements. They may
contain more than one document. Depending on the purpose
of the manual, a denomination may be used, e.g. „Quality
Assurance Manual“/“QM-Specification Manual“.
4.4 Terms concerning tools and techniques/technologies accor-

ding to DIN EN ISO 8402/1995 (Excerpt)
#.4.9 Quality audit
Systematic and independent examination to determine if quality-relevant

activities and related results correspond to the planned instructions and
directions and if these directions are actually implemented and suitable to
achieve the targets.
Remark 1: Typically, quality audits are applied to QM-systems (3.6) or to

elements of them, to processes (1.2) or products (1.4) (inclu-
ding services (1.5)), but are not restricted to them. Such quality
audits are frequently called "system audit", "procedure audit",
"product audit", "service audit".
Remark 2: Quality audits are performed by persons who have no direct

responsibility within the units to be audited, while it is desirable
that they cooperate with the concerned staff.
Remark 3: One of the purposes of a quality audit is to determine the

necessity of improvement or corrective measures (4.14). A
quality audit should not be mixed up with the activities of quality
control (4.7) or testing (2.15) which are performed for purposes
of process control or acceptance of incoming goods.
Remark 4: Quality audits may be performed for internal or external pur-

poses.
34
#.4.10 Quality audit record
A fact noticed during a quality audit (4.9) and certified by proof (2.19).
#.4.14 Corrective measure
Activity to be performed for elimination of the causes of occured errors

(2.10), defectives (2.11) or other unwanted situations to prevent their recur-
rence.
Remark 1: Corrective measure may cause changes e.g. in procedures

(1.3) and systems in order to improve quality improvements
(3.8) in any status of the quality circle (4.1).
Remark 2: We distinguish between „correction“and „corrective measure“:

- "correction" concerns a repair (4.18), touch-up work (4.19) or
adjustment and refers to curing occured errors;
- "corrective measure" refers to the elimination of the causes of
an error.
4.5 Additional terms (Definitions for this paper)
4.5.1 System
The structure of an organization, in which competences (responsibilities,

authorisations) and interrelations, as well as procedures (#.1.3) and
processes (#.1.2) are defined with the appropriate means to implement a
certain task.
35
4.5.2 Method
A planned, purposive procedure (#.1.3) leading to technical capability for the

solution of theoretical and practical tasks.
4.5.3 QM-processing instructions
QM-processing instructions are special defaults needed to fulfill the defined

quality-related activity. They come into effect only if signed appropriately.
4.5.4 Working instructions/Testing instructions
Detailed description of the working steps of an activity.
Definition of individual activities/detailed instructions, both general or tied to

one order.
Remark: Contains technical know-how.
36
5 Comparison matrix of the section numbers for corresponding
subjects
Comparison of the questionnaire in main section 7 with the sections and

sub-sections of the standards DIN EN ISO 9001, 9002 and DIN ISO 9004-2.
Quest- Pertinent section or sub-section

ionnaire no. Section header of the standards
According
to VDA DIN ISO DIN EN ISO
9004-2 9001 9002
01 Management responsibility 5.2, 5.3, 4.1 • •
6.4
02 Quality management system 5.2, 5.4 4.1 • •
4.2
4.3
03 Internal quality audits 5.4, 6.2 4.17 • •
04 Training, personnel 5.3, 5.4 4.18 • •
05 Financial considerations of − − − −
QM-systems
06 Product safety − − − −
Z1 Corporate strategy − − − −
07 Market research 5.5, 6.1, 4.4 • •
6.2
08 Development 6.1, 6.2 4.4 • -
09 Service preparation 6.2, 6.3 4.3, 4.4, • •
4.10
10 Promotion and marketing 6.1 − − −
11 Sales 5.4, 5.5, 4.3 • •
6.1
12 Purchasing 6.2 4.6, 4.10 • •
4.13
13 Service providing 6.2, 6.3 4.7, 4.8, • •
4.9, 4.10,
4.11, 4.12,
4.13, 4.15
14 Customer services 5.4, 5.5, 4.10, 4.14, • •
6.3, 6.4 4.19
15 Analysis and improvement 6.3, 6.4 4.14, 4.19, • •
of service 4.20
16 Control documents and data 5.4 4.5, 4.16 • •
17 Control quality records 5.4, 6.4 4.16 • •
Key: • Full requirement

- QM-element, not comprised in a.m. standards
37
6 Structure of questions and number of questions per QM-Element
Page No. of
questions
U Management
01 Management responsibility 41 6
DIN EN ISO 9001, Section 4.1
DIN ISO 9004-2, Sections 5.2, 5.3, 6.4
02 Quality management system 49 4
DIN EN ISO 9001 Sections 4.1, 4.2, 4.3
DIN ISO 9004-2, Sections 5.2, 5.4
03 Internal quality audits 54 4
04 Training, personnel 59 6
05 Financial considerations of QM-systems 64 4
DIN EN ISO 9004-1, Sections 6.1, 6.2, 6.3
06 Product safety 69 5
DIN EN ISO 9004-1, Section 19
Z1 Corporate strategy 75 5
Total number of questions (Part U) 34
38
Page No. of
questions
P Product/Service and Process
07 Market research 82 5
DIN ISO 9004-2, Sections 5.5, 6.1, 6.2
08 Development 86 5
09 Service preparation 91 4
DIN EN ISO 9001, Sections 4.3, 4.4, 4.10
10 Promotion and marketing 95 6
DIN ISO 9004-2, Section 6.1
11 Sales/Service agreement 100 5
DIN ISO 9004-2, Sections 5.4, 5.5, 6.1
12 Purchasing 104 7
DIN EN ISO 9001, Section 4.6, 4.10, 4.13
13 Service providing 110 7
DIN EN ISO 9001, Sections 4.7, 4.8, 4.9, 4.10,
4.11, 4.12, 4.13, 4.15
14 Customer services 118 4
DIN ISO 9004-2, Sections 5.4, 5.5, 6.3, 6.4
15 Analysis and improvement of service 122 5
16 Control documents and data 127 4
DIN EN ISO 9001, Sections 4.5, 4.16
17 Control quality records 131 4
Total number of question (Part P) 56
Total number of all questions (Parts U and P) 90
39
7 Questionnaire to the QM-system audit
- Services -
Structure
For each QM-element, the general requirements are described in a preface.

These general requirements are suitable to open a dialogue with the person
in charge of this element. They briefly explain the subject in its context and
list the questions.
Each item is structured as follows:
1. Question
2. Definition
If necessary, the terms used in the question for which no definition was
given are explained for better understanding.
Explanation of terms
If necessary, those terms used in the question for which no definition was
given are explained for better understanding.
3. Requirements/Explanations:
The section „Requirements/Explanations“ defines QM-system requirements

and if necessary also adds an explanation.
Note: The auditor has to assess the definition and the effectiveness
of the QM-measure for each applicant item.
40
Part U: Management
01 Management responsibility
DIN ISO 9004-2, Sections 5.2, 5.3, 6.4
Each management develops the quality policy for its corporations,

defines it, and obliges all units and levels to comply with it.
Concrete quality targets as well as a quality management system
(QM-system) have to be agreed. Quality has to be understood as
an overall task.
"Management" defines the organizational unit within the corpora-

tion which is responsible for profit and loss.
Reference
DIN EN ISO DIN ISO
9001 9004-2
01.1 Has the quality policy been defined by the 4.1.1 4.2
management and made known to all levels?
01.2 Have quality targets been in the scope of 4.1.1 4.3.1
corporate planning resp. in the quality policy,
are the results monitored?
01.3 Is a continuous improvement process part of -- --
the quality policy?
01.4 Have the required means been provided by 4.1.2.2 5.2.4
the corporate management?
01.5 Has the management appointed a QM- 4.1.2.14. 5.2.2
manager? Are his duties, authorisation and 1.2.3 5.2.3
responsibilities defined?
01.6 Does management regularly assess the 4.1.3 5.5
effectiveness of the QM-system?
41
01.1 Has the quality policy been defined by the corporate manage-
ment and made known to all levels?
Definition:
Quality policy (according to DIN EN ISO 8402/3.1):
Comprehensive intentions and targets of a organization concerning quality

as formally expressed by the management.
Remark: Quality policy is an element of the corporate policy and is

approved by the management.
Requirements/Explanations:
The quality policy has to be formulated in a manner that can be understood,

implemented and complied with by all employees on all organizational
levels. The principles of quality policy have to be specified in the QM-
manual or a similar documentation of equal rank. The contents of quality
policy should consider the following aspects, such as:
- Classification of the service to be provided

- Customer satisfaction
- Role of employees in the implementation of quality policy
- Employee satisfaction
- Targets referring to service quality
- Zero-error-strategy, error prevention
- Continuous improvement
- Environmental matters
- Obligations towards society.
The quality policy can be made known by the following publications:
- Organizational guidelines and instructions

- Information meetings on quality policy
- Bulletins
- Brochures
- Pinboard.
Measurable quality targets have to be derived from the quality policy (see
question 01.2).
42
01.2 Have quality targets been defined in the scope of corporate
planning resp. in the quality policy, and will the results be
monitored?
Term definition:
"Quality targets" are default for processes, structures/work flows and

services defined for all levels. These targets are derived from customer
requirements, the competitive situation, the legal environment, internal
defaults and compliance with the zero-error-strategy.
Target defaults in the scope of quality policy could be e.g.:
a) Targets related to the corporation
- Meet general social demands (laws, provisions, regulations)

- Improve market acceptance
- Make profits
- Assure the existence of the corporation
- Continuously improve quality (see item 01.3).
b) Targets related to product and service
- Reducing defective waste and after-sales touch-up

- Improving delivery quality
- Raising the service quality level
- Increasing reliability
- Environment friendliness
- Working safety and health protection
c) Targets related to customer
- Shortening administrative handling times for inquiries, orders, etc.

(∆ days)
- Increasing customers’satisfaction (e.g. reduction of complaints ∆ %)
- Reduction response times for handling of complaints (∆ days)
- Improving in-time delivery diligence
43
d) Superior targets
- Cost reduction not on expense of quality (%)

- Long-term advance quality planning (see question 02.5)
- Increase improvement proposal activities (methods, equipment, pro-
cesses etc.)
- Calculating and assessment of all costs related to QM-elements in
order to minimise quality losses
- Monitor effectiveness of corrective measures on the basis of audit
results
- Quality of service and process development (time, implementation,
benefits, feasibility, etc.)
- Expand QM-system towards TQM, EQA, etc.
The quality targets to be agreed should be achievable and measurable.

Further they should be updated regularly and represented in a
comprehensible form. Target achievement has to be monitored
consequently on all management levels (Target/Actual-comparison).
The targets should be made known to the employees in a concrete, clear,

and provable fashion.
Without definition of targets, efficient improvement of quality and increase of

productivity in all corporate units can neither be achieved nor tracked.
(See also item Z1.1).
44
01.3 Is a continuous process of improvement part of quality policy?
Improvement schemes for the commercial and technical functional units

within the corporation should be introduced and maintained. Subjects of
those schemes could be e.g.:
- Reducing non-value-adding activities
- Simplifying processes/work-flows
- Minimising losses
- Reducing unscheduled stand-times/break-down times
- Improving serviceability
- Reducing consumption of water, air and energy.
Note: Links to item 01.2 are possible. The used working methods can
be chosen per corporation.
In a continuous process of improvement, the conscious handling and

sparing consumption of resources have to be considered as well. To be
considered e.g.:
- The logistical chain
- Buildings/facilities
- Equipment
- Environmental protection.
The strategy of continuous improvement involves all employees, service

processes and business transactions of a corporation. Improvements relate
e.g. to the following:
- Quality
- Price
- Service
- In-time-delivery.
45
01.4* Have the necessary means be provided by the corporate
management?
To allow the QM-system to work efficiently, the corporate management is

responsible to provide the spatial, financial and personnel means in order to
fulfill the requirements of the QM-elements. This means for example:
- Qualified personnel with task-related skills for supervising,

executing and testing duties (also project management)
- Equipment for service development and providing
- EDP-support e.g. for data analysis, graphic representations,
statistics
- Communication devices (telephone, fax).
Effectiveness and efficiency of a QM-system depend on the provision of the

necessary means for implementation of quality policy and quality targets.
Note: The evaluation of this item can only be finally made once the
whole QM-system has been made transparent by the audit and
it has been determined that all necessary means are available.
46
01.5 Has the management appointed a QM-representative and
have his tasks, authorities been defined?
Term definition:
As "QM-representative of the management“ we define the person who

maintains the management interests concerning strategic quality manage-
ment towards all management levels.
The QM-representative must be a member of the company’s management

circle, but need not be a member of the board of directors. He/she however
directly reports to the board of directors.
Responsibilities and authorisations of the QM-representative are among

other things:
- Reporting on the quality situation

- Determining, implementing and maintaining the QM-system in
accordance with the requirements of this catalogue, which
includes matters specific to that branch
- Monitoring the implementation of the strategic targets
- Control and coordination of QM-tasks in cross-functional
cooperation
- Representing the effectiveness of the QM-system and deriving
improvement schemes.
47
01.6 Does the board of directors regularly assess the effective-
ness of the QM-system?
Definition:
QM-assessment (according to DIN EN ISO 8402/3.9):
Formal assessment of the status and appropriateness of the QM-system

(quality management system) relating to quality targets by the top
management level.
The corporate management has to convince itself of the effectiveness of the

introduced QM-system and to assess it regularly. It is the aim of this
assessment to achieve a steady improvement and adjustment to changed
conditions (market, technology etc.). This can be made by recording and
assessing e.g. following information:
- Reports on service performance

- Regular round-table-talks on quality
- Quality key figures concerning the defaults (see item 01.2)
- Reports on internal quality audits (see item 03.2) with derived
measures
- Status of the continuous improvement process (see item 01.3)
- Customer satisfaction analysis
- Analysis of the influence of new technologies, quality concepts,
marketing strategies and environment requirements on the
service providing or the process of service providing
- Cost/benefit-ratio.
The assessment results from the comparison of the determination with the
quality policy targets and usually leads to general preventive and corrective
measures.
48
02 Quality management system
A quality management system (QM-system) consists of the struc-

tural organization, the responsibilities, procedures, processes and
means for implementation of the quality management.
The QM-system shall promote continuous quality improvement.
The QM-system should be described and approved by the

management. This is most suitably done in a QM-manual and
supplementary processing instructions or similar documentation.
Reference
DIN EN ISO DIN ISO
9001 9004-2
02.1 Has the QM-system been described in a 4.2.1 5.4.1

quality system manual or similar docu- 4.2.2 5.4.2
mentation? 5.4.3.1
02.2 Does the QM-system encompass all units, 4.1.2 5.4.2
levels and employees of the corporation?
02.3 Have the tasks, responsibilities and autho- 4.1.2.1 5.2.4
risations for all quality-relevant activities been
defined in corresponding instructions?
02.4 Is there a quality planning for the necessary 4.2.3 5.4.3b
measures and processes for fulfilling the 4.3.2a
quality requirements?
49
02.1 Has the QM-system been described in a quality system
manual or similar documentation?
Definition:
Quality management manual (according to DIN EN ISO 8402/3.12):
Document defining the quality policy and describing the QM-system (quality
management system) of any organization.
A quality management manual (QM-manual) or similar document has to

describe all QM-elements required for the operation of the business with
reference to equally applicant internal and external instructions, standards,
provisions or the like.
The documentation encompasses:

- Organizational structures
- Processes for performing all quality-relevant activities within
the corporation.
The description of the quality management system should also:

- emphasise the prevention of errors rather than elimination of
errors
- contain quality management planning through all stages of
service provision
- pay particular attention to the quality circle for services
- represent the overall process in the main stages of Marketing,
Design and Service Provision with feed back (customer feed-
back).
The manual has to state the approval of the board of directors, the date of
effectiveness, resp. the revision service. The responsibilities for upgrading,
the revision service and distribution list have to be defined. The main pur-
pose of the QM-manual is to define the structure of the QM-system and at
the same time serve as permanent reference for its implementation and
maintenance.
Besides, special processes can be defined separately in processing

instructions, quality management plans, or similar documents.
50
02.2 Does the QM-system encompass all units, levels and emplo-
yees of the corporation?
Definition:
QM-system/(quality management system) (according to DIN EN ISO 8402/3.6):
Organizational structures, procedures, processes and means required to

implement the quality management.
Quality management concerns all service stages. The cooperation of these

stages is a prerequisite for the overall fulfillment of the requirements raised
by customers, legislation, and society.
A cross-departmental understanding of quality and quality assurance should

be like a „red band" rolling through the whole corporation. Understanding of
quality management as the duty of all employees can become obvious e.g.
in:
- cross-unit activities
- corresponding trainings, presentations, publications
- unit-specific targets for quality improvement
- competence charts.
Job descriptions and organigram charts serve - among other things -to
support the employees, to provide clarity at interfaces, and to give evidence
of the task. They make the organization transparent, facilitate qualification
and recruitment of staff as well as promote motivation and readiness to
make decisions.
02.3 Have the tasks, responsibilities and authorisations for all

quality-relevant activities been defined in corresponding
instructions?
Term definition:
,,Ouality related activities" concern both preventive and reactive measures

during the whole lifetime of products/services.
51
Tasks, responsibilities and authorisations have to be defined unambiguously

and clearly for all units and employees having an impact on the quality of
services and processes. Attention has to be paid to the interfaces between
different units and tasks.
These definitions are most suitably made e.g. in:
- Function or job descriptions

- QM-processing instructions
- Competence charts
- Task descriptions which have to be approved by signature. lt
has to be assured that the tasks are unambiguously defined
concerning the functions for fulfilling the defined requirements,
and furnished with the necessary independence. Decisions
have to be made such as e.g. who:
- can block defective products/services or processes,

- is responsible for proposing and monitoring problem
solutions
- monitors quality requirements in particular after modifications
have been determined
- is responsible for the quality-relevant documentation.
lnstructions have to be approved by signature.
02.4 Is there a quality planning for the necessary measures and

processes for fulfilling the quality requirements?
Definition:
Quality planning (according to DIN EN ISO 8402/3.3):
Tasks defining targets and quality requirements as well as requirements for

application of the elements of the QM-system.
52
Remark:
Quality planning encompasses:
a) Planning concerning product/service: Identification, classification and

weighing of the quality features as well as definition of targets, quality
requirements and restrictions;
b) Planning concerning supervising and executing tasks: Preparation of

application of the QM-system together with work-fiow-charts and time
schedules;
c) Preparation of QM-plans as well as providing for quality improve-

ments.
Quality planning (also called advance quality planning) should be

understood as a cross-functional task and should be documented in a
manner suitable for the size, structure, and working method (e.g. also by
means of reference to corresponding processing instructions). Application of
project management supports quality planning duties. Specific quality
practises, means and sequence of activities for a certain service should be
described in an appropriate manner. This means e.g. the following:
- Definition and labelling of significant features

- Supplying equipment, processes and control measures
- Updating procedures and equipment
- In-time advance supply of measuring technology means
- Testing service achievement at suitable positions
- Clarification of acceptance criteria
On principle, we have to distinguish between entrepreneurial and order-

related quality planning.
A good quality planning means is the quality management plan which

represents and specifies the specific quality-related working methods as
well as work-flows for service providing.
53
03 Internal quality audits
DIN EN ISO 9001 Section 4.17
DIN ISO 9004-2 Sections 5.4, 6.2
No organisational measure, also no processing instruction in the

QM-system will work automatically once it has been approved.
They all need further development and monitoring.
Internal quality audits carried out by trained and qualified
employees serve for systematic and continuous testing if the acti-
vities and results defined in the QM-system
- actually correspond to the defaults
- are suitable for target achievement
- offer opportunities for improvement.
All elements, aspects and parts belonging to a QM-system have to
be subject to regular internal survey (quality audits). The results
have to be submitted to the management in a documented
manner for their assessment and as far as necessary must lead to
corrective measures.
Audit reports are quality records.
The internal quality audit comprises all QM-elements and hence
gives objective evidence on the necessity of reduction, elimination
and - most important - prevention of errors.
Reference
DIN EN ISO DIN ISO
9001 9004-2
03.1 Is the staff (auditors) qualified for execution 4.17.2 5.4.4

of internal quality audits and independent of
the units to be audited?
03.2 Will the elements belonging to the QM- 4.17.1 5.4.4
system be internally audited and assessed 4.17.3
according to an audit-plan?
03.3 Will the performance and process require- - _
ments be audited internally according to an
audit plan?
03.4 Do discrepancies lead to corrective - 6.2.2
measures, will these be documented and
their effectiveness be monitored ?
54
03.1 Is the staff (auditors) qualified for execution of internal qua-
lity audits and independent of the units to be audited?
Definition:
Quality auditor (according to DIN EN ISO 8402/4.11):
A person suitably qualified to carry out quality audits.
Term definition:
"Quality auditors" (see DIN ISO 10011, Part 2) have to be impartial and free
of influences which might impair their objectivity.
The staff entrusted with carrying out audits have to be independent of the
units on which they report.
Auditors have to be qualified to carry out and supervise quality audits.
Following aspects should be considered as particularly relevant:
- Qualification according to DIN ISO 10011-2
- Knowledge and understanding of the standards which form the
basis for audits of quality systems (DIN EN ISO 9000-9004,
VDA-Paper volume 6, Part 2)
- Methods for assessment by means of evaluation, interviews,
rating and reporting (e.g. auditor training)
- Skills required for supervision of a quality audit such as
planning, organization, communication and supervision
- Experiences in quality management and quality techniques
- Knowledge of the work flows and processes to be audited
- Soft skills such as integrity, judgement capability, analytic skills,
impartiality
- Maintaining skills with certificates.
The requirement profile for auditors has to be defined. This profile has to be
proven in acceptable manner.
55
03.2 Will the elements belonging to the QM-system be internally
audited and assessed according to an audit-plan?
Term definition:
An „audit plan“ (according to DIN ISO 10011-1) defines the different audits
with schedules and the units to be audited. This audit is the systematic
review of all QM-elements concerning their effectiveness, compliance, and
up-to-date-ness.
System audits have to be planned under consideration of the relevant QM-

elements, agreed with the units, and then carried out.
An audit plan has to contain the following Information:
- Audit target
- Reference documents (standards, QM-manual, processing
instructions etc.)
- Units to be audited
- Audit process
- Questionnaire
- Schedule
- Auditors/audit team
- Reporting with distribution list
- Tracking the measures.
Compliance with the following is of special importance for internal audits:
- Specification of the service (See DIN ISO 9004-2/6.2.3)

- Specification of the service provision (see DIN ISO 9004-2/6.2.4)
- Specification for quality control (see DIN ISO 9004-2/6.2.5).
Individual QM-elements or partial processes can well be audited and

assessed at different times.
56
03.3 Will the performance and process requirements be audited
internally according to an audit plan?
Term definition:
A „service audit“ serves for rating the compliance of the service perfor-
mance with the defined service quality requirements. This can necessitate
the testing of products.
A „process audit“ serves for testing whether the services are up to fulfill the
quality requirements and if the process is mastered and suitable.
Service and process audits have to be scheduled and performed.
Audit plans have to be defined for services and processes and should
contain following information:
- Audit target
- Reference documents
- Services and processes to be audited
- Audit process
- Questionnaire
- Schedule
- Auditors
- Reporting with distribution list
- Tracking the measures.
During these audits the suitability of the working conditions and environment
should also be reviewed (see also item 14.6).
57
03.4 Do discrepancies lead to corrective measures, will these be
documented and their effectiveness be monitored?
Definition:
Corrective measure (according to DIN EN ISO 8402/4.14):
Task carried out for elimination of the causes of an occured error; defective
or other unwanted situation in order to prevent its recurrence.
Any discrepancies noticed must lead to immediate corrective measures, i.e.

the elimination of the causes of one or several errors.
Within a defined period of time, an action plan concerning the discrepancies

and the proposed corrective measures has to be presented. The action plan
should contain e.g.:
- Discrepancies
- Non-fulfillment of standard requirement
- Assembly is unsuitable to reach targets
- Activity is not conform to the instruction
- lnstruction is not actually complied with
- Rate/weigh discrepancies
- Image
- Risk/product safety
- Cost-effectiveness
- Corrective measures
- Responsibilities/Deadlines
- Testing for effectiveness
- Reporting
- Adjusting documentation (such as QM-system).
The effectiveness of the introduced measures (action plan) has to be

proven and rated within an appropriate period of time (see item 01.6).
58
04 Training, personnel
DIN ISO 9004-2 Section 5.3
Definition:
The personnel employed in the services of the corporation are an

essential factor for the corporation’s quality and service ability.
Managers have the most influence on the qualification and
motivation of their staff. Hence measures for training, qualification
and motivation of managers and their staff should be planned and
performed on all levels and in all units.
Reference
DIN EN ISO DIN ISO
9001 9004-2
04.1 Is steady improvement of the supervision for - -

the employees achieved?
04.2 Is the required qualification for providing the 4.18 5.3.2.2
service defined and known?
04.3 Are skills and knowledge of the employees 4.18 5.3.2.2
evaluated, assured and developed further?
04.4 Are performance targets agreed with the - -
employees? Are they permanently reviewed,
target achievement assessed and measures
derived from noticed discrepancies?
04.5 Is the employees’quality commitment - -
promoted and continuously improved?
04.6 Is employees’satisfaction evaluated and are - 5.3.2.1
measures derived from this assessment?
59
04.1 Is steady improvement of the supervision for the employees
achieved?
Term definition:
Up-to-date supervision of the employees in a corporation requires that all

managers in all units and on all levels beside the technical competence also
have the necessary skills to supervise and motivate their subordinate staff
as suitable in present times.
Supervision of employees can be improved e.g. by following measures:
- Orientation of personnel management along the management

principles
- Target agreements concerning improvement of supervising
behaviour
- Review of target agreements concerning their relevance and
effectiveness.
Evidence can be given e.g. by specified improvements during the past two
years, or by means of interviewing employees.
04.2 Is the required qualification for providing the service defined

and known?
Term definition:
Qualification means:
- The status given to an employee once he has proven his

suitability to perform defined tasks.
- The competence to carry out a task properly.
All employees on all levels performing quality-related tasks have to be involved.

Requirement profiles have to be defined with regards to functions.
The superior in rank is responsible for evaluation of qualifications.
60
The qualification of employees has to be defined, e.g. in:
- Requirement profiles
- Job descriptions
- Function descriptions.
Sufficient knowledge about the possibilities of quality techniques in mana-

gers and staff form the basis for their purposive application within the
corporation.
04.3 Are skills and knowledge of the employees evaluated,

assured and developed further?
Term definition:
As „skills“ and „knowledge“ we understand the actual qualification of

employees.
lt should be specified how the actual qualification of employees is evaluated

and how it is assured that available qualifications are promoted and further
developed.
The direct superior in rank is responsible for the qualification of employees.
Some very important topics in this respect are:
- Procedure for recruitment of new employees

- Initial training on the job/instruction
- Regular determination of training demands of all employees
concerning personal and functional skills
- Differenciated training demands concerning knowledge and
conduct
- Execution and implementation of training measures
- Planning of succession.
61
04.4 Are performance targets agreed with the employees?
Are they permanently reviewed, target achievement assessed
and measures derived from noticed discrepancies?
All employees on all levels performing quality-related tasks should be
involved. Between employees and superiors achievable performance
targets have to be agreed and proven. These targets have to be derived
from the unit targets/corporate targets. An assessment of target achieve-
ment has to take place regularly in discussions with the employees, and in
case of discrepancies (both positive or negative) measures have to be
defined. The contact between superior and employee is thus intensified.
Among these aspects are among others:
- Definition of performance indicators
- Derivation of departmental targets from unit targets/corporate
targets
- Regular discussions with employees (at least annually).
04.5 Is the employees’ quality commitment promoted and con-

tinuously improved?
Term definitions:
As „commitment“ we understand the individual employees' readiness to
service and his attitude towards the corporation as shown also in his moti-
vation.
Such an improvement can be achieved e.g. by:
- Promotion of overall quality consciousness
- Transparency of performance results
- lncentive systems for employees
- Proposal system for improvements proposed by employees
- Quality circle
- Trainings.
Evidence o such actions has to be rendered.
62
04.6 Is employees’ satisfaction evaluated and are measures
derived from this assessment?
Surveys on employees' satisfaction have to be carried out in regular inter-

vals in all corporate units, and appropriate measures should be derived of
the results.
These might be:
- Interviews with employees

- Trend statements about the indicators (absences, illness
leaves, personnel fluctuation, readiness for further training in
the corporation/in private)
- Evaluation of the effectiveness of supervision
- Training activities.
Evidence of such activities has to be given (See also item Z1.5)
63
05 Financial considerations on quality management systems
DIN EN ISO 9004-1 Section 6
Quality-related costs are costs spent on assurance of satisfactory

quality and on the creation of trust that the quality requirements
will be met, as well as losses due to non-achievement of satisfac-
tory quality.
Quality resp. non-quality have considerable impact on the profit

and loss situation of a corporation and its organisational units.
Improvement of effectiveness and efficiency of work will reduce

losses and increase customer satisfaction.
Hence it is important that the effectiveness of the QM-system is

measured also in economical terms.
Financial reporting can be made in parallel or in context with the

classic recording of operating costs. lt has to be transparent and
should allow for long-term comparisons/trend surveys.
Note: To the external auditor, key figures and trends have to

be proven, but not absolute values/amounts.
(See also item Z1.2)
Reference
DIN EN ISO DIN ISO
9001 9004-2
05.1 Is there a procedure for financial reporting on - 6.1

the effectiveness of the QM-system?
05.2 Is financial reporting issued regularly and is it (4.1.3) 6.3
assessed by the persons in charge?
05.3 Are there records of internal losses due to - 6.2.2
insufficient quality (non-conformity)
05.4 Are there records of external losses due to - 6.2.2
non-sufficient quality (non-conformity)?
64
05.1 Is there a procedure for financial reporting on the effective-
ness of the QM-system?
For collection, analysis and representation of financial data on QM-

elements, there are different methods.
The applied methods of financial reporting depend on the individual struc-

ture of each corporation and its organisational units, its activities, and the
maturity of the QM-system.
The known methods do not exclude others or their adjustment and/or com-
bination.
The corresponding procedure, the method and its cost structure (See items
05.2 through 05.4) have to be represented (e.g. with instructions, distributor
records, cost center and accounts plans, summarising all financial expen-
ses for the corporate management).
Methods of financial reporting on QM-system activities are e.g. records on

expenses e.g. for:
Qualitv-related costs
- error prevention
- tests
- internal and external errors
or process-related costs (costs/profits-ratio-calculation) with
- conformity costs
- non-conformity costs
or quality-related losses (calculation of quality losses) with
- internal and external material losses (non-fulfillment of quality

requirements).
65
Amount, process and analysis of the expenses in relation to errors and error
causes have to be reported to the corporate management.
Note: Detailed statements are the subject of internal audits only. To

external auditors, only the presence of the procedure has to be
proven.
The corporation has the duty of recording financial key figures indicating the
efficiency of the QM-system, and to represent and analyse them in terms of
cause and time, introduce corrective and preventive measures and to track
its effectiveness.
05.2 Is financial reporting issued regularly and is it assessed by

the persons in charge?
Term definition:
„Financial reporting“ on quality-related tasks should be made and evaluated

regularly by the responsible persons. lmprovements and targets should be
derived hereof.
The reports have to be easy to survey and to be related to business

measuring units such as sales, turnover or value added in order to achieve
realistic entrepreneurial views. The key figures resp. measuring units have
to be aligned to target values, trends must, and improvement potentials
should be visible.
For the subsequent period quality and cost targets have to be defined.
therefore, e.g. the following questions have to be answered:
- Can the top management level recognise problematic issues

from the quality-related cost report?
- Are costs analysed and provable corrective measures derived?
- Does the top management derive provable corrective
measures from the quality-related cost report?
66
05.3 Are there records of internal losses due to insufficient quality
(non-conformity)?
Term definition:
„Internal losses“ are losses occurring prior to delivery due to insufficient

quality. They are caused by reduced working efficiency due to touch-up,
poor ergonomy, and so on. There are also error costs resulting from the
non-fulfillment of quality requirements by a product/a service prior to delivery
(e.g. repeated execution of a service, touch-up, repeated test, damages).
Note: Measuring units for internal effectiveness and efficiency which

are decisive for permanent corporate success concerning
quality costs are non-conformity costs per task unit.
Concerning the costs/expenses for e.g.:
- Damages
- Repairs
- Re-acquisition
- Reduced values
- Non-scheduled tests
- Storage-/Standing costs
- Problem examinations
- Breakdown times due to errors
- Failure to meet planing defaults
- Value modifications (higher value than planned or agreed).
These cost focuses have to be specified in terms of time and process.
67
05.4 Are there records of external losses due to non sufficient
quality (non-conformity)?
Term definition:
„External losses“ are material and immaterial losses occuring after deliver
due to insufficient quality.
Material losses are costs for errors resulting from the non-fulfillment of
quality requirements by a product/a service after delivery (e.g. rejects,
touch-up and repairs, warranty services and return shipments, direct cost
and compensations, costs for calI-back actions, costs of product liability).
Typical immaterial losses are e.g. lost future sales due to unsatisfied
customers.
Concerns the expenses e.g. for:
- Warranty (upon delivery/ „0 km“and after having been used by

customer)
- Accomodation
- Problem examination
- CaII-back actions
- Product Iiability
- Consequential damages/compensations
as far as possible also
- Image loss
- Loss of customers due to their dissatisfaction.
Cost focuses have to be specified in terms of causes and time resp.

process.
68
06 Product safety
DIN EN ISO 9004-1 Section 19
Corporations are instructed to integrate preventive quality

assurance measures into operational processes in order to exclu-
de product/service errors as far as possible. lt is the aim of such
measures to restrict the risk for the corporation and for the
employees working on all hierarchical levels in the corporation.
The safety aspects of a service should be evaluated with the

intention of increasing safety.
Employees on the different management levels should be suitably

aware of about the impact that faulty products and services as well
as the consequences of product liability have on the corporation.
Basically the quality management system has to be outlined so

that possible errors can be reliably prevented
Reference
DIN EN ISO DIN ISO
9001 9004-2
06.1 Are the principles of product liability known in - -

the corporation?
06.2 Do procedures serve for the recognition of (4.8) 19 a,b
product/service risks?
06.3 Have pertinent safety regulations been - -
determined, made known, implemented and
is their maintenance monitored?
06.4 Does the service provider meet his obligation - 19 c
to instruct?
06.5 Are people warned against possible dangers - -
in the plant which are not evidently obvious?
69
06.1 Are the principles of product Iiability known in the corpo-
ration?
Definition:
Product liability (according to DIN EN ISO 8402/2.12)
Obligation of a producer or other persons for indemnification due to per-

sonal, material or other damage, caused by a product.
Remark: The legal and financial effects of product liability depend on the
respective jurisdiction.
Hints: The paragraphs 823, 831 BGB (German Civil Code) do not
expressly regulate the matters of product liability. The basis is
rather the implicit safe goods traffic obligation for producers,
suppliers, traders who bring goods into commercial traffic. The
requirements of caution and care can be classified into follo-
wing categories according to the jurisdiction:
- Development errors
- Construction errors
- Fabrication errors
- lnstruction errors
- Product observance errors.
lndicators of the knowledge about product liability principles could be

records of e.g.:
- Information and qualification of persons in charge

- Legal counsel (internal/external)
- Product liability insurances
- Observance of science and technology.
Product safety defects could lead to liability claims against the supplier.
Knowledge on the product liability principles therefore is required for all
employees who give relevant instructions on product safety.
70
Principles are:
- Liability depending on cause (defined by the reversion of

obligation to give evidence, e.g. the burden of evidence lies
with the plaintiff)
- Liability not depending on cause (product liability law), liability
for direct damages and consequential detective damages
- lt has to be proven that the production process (construction,
production and testing) is up to the state-of-the-art (Merely
fulfilling the standard is not sufficient!).
- Responsibilities have to be defined
- Testing documentation with archive filing
- Trackability has to be assured (damage restriction)
- Hints to possible risks to the user during product usage/appli-
cation.
06.2 Do procedures serve for the recognition of product/service

risks?
Term definition:
„Product-/Service risks“ are risks pertinent to products/services with regards

to fulfilling their own function.
The procedures to be applied serve for recognition and estimation of the

risk potentials pertinent to a service which is developed, produced and/or
described improperly. lf necessary, they have to lead to decisions on
necessary measures.
Product-/service risks are reduced e.g. by:
- Qualified documented risk assessment of the service to be

provided
- Systematic risk assessment of new developments concerning
their operational handling safety
- Risk examinations considering possible abuse
- Compliance with the „state of the art“for products, materials
and processes
- lnstructions and caution hints in operation manuals
- Correspondence and promotion statements to customers
concerning promised features
71
- A call-back system warranting appropriate opportunities to
tracking and call-back of unsafe products
- An early-warning-system for call-back risks.
06.3 Have pertinent safety regulations been determined made

known, implemented and is their maintenance monitored?
Term definition:
Under „pertinent safety regulations“ we understand the consideration of

effective DIN-Standards, VDE-/VDI-guidelines, regulations etc. concerning
the provided service.
Before a service is provided, it has to be checked it applicant practise

regulations, standards, drawings and specifications are complied with.
Negative impacts by the service provider on society and environment have

to be avoided.
Documented obligations have to be checked for compatibility with the

pertinent regulations and legal provisions.
The specifications for service provision should contain all legal regulation as
well as relevant working safety, health protection and environmental
protection requirements.
72
06.4 Does the Service provider meet his obligation to instruct?
Term definition:
As wrong instructions in operation manuals/instructions we would under-

stand for example if due to lack of or defective operating instructions or
insufficient warnings against possible dangers, products could be wrongly
used by the buyer, and this abuse would cause damages.
Concerning the obligation to instruct, the jurisdiction requires that the pro-
ducts are accompanied by operating manuals and handling instructions.
Besides this mere obligation to instruct, warnings have to be issued against
possible dangers which might result from the product or wrong usage of the
product.
The following should e.g. be considered:
- Instructions and caution hints

- Maintenance manuals
- Service literature
- Labelling and promotion material
in order to prevent erroneous interpretation, in particular with regards to the

usage intended by the customer and known dangers.
73
06.5 Are people warned against possible dangers in the plant
which are not evidently obvious?
Term definition:
All those systems/processes/events have to be classified as not evidently

obvious dangers, in which it is not obviously evident that the usage/appli-
cation might endanger or injure/damage persons or objects.
The persons in charge resp. the employees entrusted with execution of

tasks have to assure that a possible danger is mostly excluded by suitable
measures such as e.g.
- Marking/delimitation of danger zones

- Installation of safety signs
- Persons in charge of supervision/safety.
74
Z1 Corporate strategy
This element directly addresses the responsible persons within the

corporations as long-term corporate success can only be achieved
by overall business activities.
Better and constant quality, due deliveries in the agreed
schedules, and cost reductions at the one hand, intensified trus-
ting customer-supplier-relationship on the other hand presently
force many corporations to adjust their strategy to these require-
ments. The board of directors including the subsequent manage-
ment level therefore has to tackle the following subjects:
- business plan - comparison of internal and
- business results external data
- customer satisfaction - employees satisfaction
This element is an internal part of the questionnaire and is
assessed within Part U.
Note: To the external auditor, key figures and trends have to
be disclosed, but not absolute values/amounts.
Reference
DIN EN ISO DIN ISO
9001 9004-2
Z1.1 Does the corporation have a strategic busi- - -

ness plan containing aspects of costs, distri-
bution, quality and do on?
Z1.2 Are methods of measuring business results - -
installed, and are they used regularly to
implement improvements?
Z1.3 Are corporate performance data compared - -
with results from benchmarking or other
methods, and are corrective measures intro-
duced if necessary?
Z1.4 Is a procedure allowing to measure customer - -
satisfaction and to record changes installed?
Z1.5 Is employees’satisfaction a corporate - -
management principles, and is it conti-
nuously maintained?
75
Z1.1 Does the corporation have a strategic business plan con-
taining aspects of costs, distribution, quality and do on?
Terms definition:
A "business plan" is a document with strategic projects and targets specific

to the corporation which have to be fulfilled or achieved within a given
deadline.
Usually, a business plan contains:
a) Aspects of cost
- Financial and costs planning (investments, personnel and
material costs)
- Cost targets.
b) Aspects of distribution
- Market data
- Turnover/sales targets
- Criteria of customer satisfaction (see item Z1.4)
c) Aspects concerning the corporation as an entity

- Growth projects
- Plans of operation design
- Personnel planning
- Comparison with other corporations (benchmarking)
d) Aspects of development
- Development projects
- Analyses of competition performance
e) Aspects of process and quality

- Important key figures of process performances
- Important quality-related figures (see item 01.2)
76
All aspects should be:
- furnished with dates

- based on project-related knowledge
- consider present and future customers’expectations
-- be traceable and monitored as well as adjustable to changes
- serve to improve process and quality
Business activities have to be carried out across functional borders.
Note: To the external auditors, key figures, time schedules, trends,

trend analyses have to be disclosed, but not absolute values/
amounts, and not for all aspects. The corporation’s interests
have to be considered.
(See also items 01.1 and 01.2)
Z1.2 Are methods of measuring business results installed, and are

they used regularly to implement improvements?
Term definition:
"Business results" represent what the corporation achieves in relation to its

planned operational performance.
Indicators for financial measuring units could be e.g.:
- Profit
- Cash flow
- Turnover
- Value added
- Capital of the corporation
- Liquidity
- Dividends
- Long-term shareholder value.
77
These figures in practice are stated partially in absolute figures, partially as
the ration per capital unit, or per headcount.
Indicators for non-financial measuring units could be e.g.:
- Market shares
- Exploitation of the plant
- Touch-ups and repairs
- Variability of products/services
- Achieved customer satisfaction
- Image key data
- Due and on time deliveries
- Order processing time
The measured units are outlined along the corporate strategies and the
entrepreneurial targets and defaults. They contain measuring units
indicating the company’s efficiency and cost-effectiveness and decisive for
the long-term, lasting corporate success.
The data have to be analysed/evaluated and the results must lead to
corrective measures (e.g. action plans).
Note: Only the installed system, not the result has to be audited.
(See also item 05.1 trough 05.4)
78
Z1.3 Are corporate performance data compared with results from
benchmarking or other methods, and are corrective measu-
res introduced if necessary?
Evaluation, analysis and benefit of corporate performance with data of com-
petitions or other companies by means of benchmarking should given hints
as to e.g.:
- Productivity
- Cost-effectiveness
- Quality status
- Performance.
Trends in data and information should be compared with the progress

concerning the overall targets, and converted into suitable information to be
used for:
- Development of priorities for fast solutions of customer-related
problems
- Determining of essential customer-related trends and inter-
relationships in order to allow auditing the corporate status,
decision making, and more long-term planning.
Note: Only the installed system is to be audited, not the result.
(See also item 07.4 and 15.1 through 15.5)
79
Z1.4 Is a procedure allowing to measure customer satisfaction and
to record changes installed?
The procedure has to consider the following criteria such as:
- Method application
- Recognition frequency
- Data evaluation and representation
- Interpretation of trends
- Competences
- Distribution list
Comparisons with competitors and benchmarking-methods are useful.
As far as possible, not only the direct customer, but also the final user
should be involved.
From the gathered recognitions, measures which can improve customer

satisfaction should be derived.
Note: Only the installed procedure has to be audited, not the result.
(See also item 14.4)
80
Z1.5 Is employees’ satisfaction a corporate management princip-
les, and is it continuously maintained?
Term definition:
"Employee satisfaction" the employees’ attitude towards the corporation.

Demands and expectations of employees should be satisfied by compre-
hensive quality approach.
The sensations and feelings of employees are indicators of their satisfac-

tion. These are expressed e.g. in the following:
-- Working conditions, work place, room, equipment

- Health protection and working safety provisions
- Communication on the employee and workshop levels
- Employee assessments, target agreements, career plans
- Awareness of requirements of their work
- Awareness of quality policy and corporate strategy
- Participation in quality activities
- System for recognition and rewarding of performance
- Management and supervision style
- Work place safety
Further indicators might be e.g.:
- Absence and illness quota

- Personnel fluctuation
- Junior staff is easy to be hired
- Corporate services/facilities are made use of.
The gathered recognitions should lead to measures which will increase

employees’satisfaction.
Note: Only the installed system has to be audited, not the result.
(See also 04.6)
81
Part P: Product/Service and Process
07 Market research
DIN ISO 9004-1, Sections 5.5, 6.1, 6.2
This QM-element addresses market research quality.
Market research should exactly determine the requirements to a

service, the market demands and customer expectations.
Requirements to the service have to be documented and made

known to all concerned bodies within the corporation in an easy-
to-understand manner.
Reference
DIN EN ISO DIN ISO
9001 9004-2
07.1 Have responsibilities and competences for 4.4 6.1.1

market research, survey and analysis been
defined?
07.2 Have responsibilities and competences for - 5.5.2
market research, survey and analysis been
defined?
07.3 Are customer requirements to products/ - 6.1.1
services systematically researched and
converted to actions?
07.4 Are benchmarks (system, process and - 6.1.1
product comparisons) and competition
analyses carried out?
07.5 Are additional products/services derived from - 6.2.1
market analyses and offered on the market? 6.1.3
82
07.1 Have responsibilities and competences for market research,
survey and analysis been defined?
The function market research, survey and analysis has to determine the
requirements and expectations towards the offered services. To this end, a
flow chart has to be defined in which all involved functional and organi-
zational units are involved with their overall or partial responsibilities.
07.2 Have responsibilities and competences for market research,

survey and analysis been defined?
Demands can consist of different requirements such as e.g.:
- Requirements by superior corporate unit/legal provisions

- Customer demands
- Market research
- Innovation or adjustment to the latest state-of-the-art.
07.3 Are customer requirements to products/services systemati-

cally researched and converted to actions?
For this purpose, a system has to be installed which in regular intervals

systematically research the customer demands and expectations related to
the offered products/services (consumer’s taste, demand class, expected
reliability, availability) and then analyses and documents the results. It is the
task of the management to drive corrective measure on basis of the results,
implement these measures and monitor their effectiveness.
83
Exemplary tasks are:
- Planning how, who and by whom interviews are held, the kind
of questions to be asked, time, place, number of interviewees,
etc.
- Results of the survey such as specific customer requirements/
customer expectations have to be made known to the manage-
ment and the concerned bodies.
07.4 Are benchmarks (system, process and product comparisons)

and competition analyses carried out?
Term definition:
Benchmarking is the systematic search for best practise by means of direct
comparison with a benchmarking partner. This comparison leads to
standard „benchmarks“, along which the own performance can be rated
resp. audited. The aim is improving the own products/services and prac-
tises.
Benchmarking can be carried out internally as comparison between corpo-

rate units, or externally as competition benchmarking, function benchmar-
king (Comparison with similar functions within the branch) or as a compari-
son between specific business processes.
Execution and evaluation of benchmarking and competitive analyses have
to be specified as well as the process of deriving measures from their
results.
(See also item Z1.3)
84
07.5 Are additional products/services derived from market analy-
ses and offered on the market?
It has to be specified how the information gathered from analyses are
- edited
- made known to the concerned bodies
- leading to specification of new or additional products/services
- implemented and introduced
- reviewed concerning their effectiveness
- and in CASE defaults are not met, corresponding actions are
taken.
85
08 Development
The QM-element development describes the quality assurance

tasks in the range of services development. For conversion of
customer requirements into service specifications, they should
consider preparation and specification for due and customer
conform achievement.
The provision of means e.g.: personnel, equipment, pilot

application is a prerequisite for service development.
Note: This element only has to be audited if the service pro-

vider is responsible for development. Not applicant if a
ready-developed service is taken over.
Reference
DIN EN ISO DIN ISO
9001 9004-2
08.1 Have responsibilities and competences for 4.4.1 6.1.4

service development been defined? 4.4.2 6.2.1
4.4.3 6.2.2
08.2 Are procedures and regulations for creation 4.4.4 6.1.3
of requirement catalogues installed? 6.2.1
08.3 Are the results of services development 4.4.5 6.2.3
documented in specifications/processing
instructions?
08.4 Is service development checked against the 4.4.6 6.2.6
requirement catalogue for fulfillment of 4.4.7 6.2.7
requirements at the end of each stage
(including release)?
08.5 Is it assured that modifications during 4.4.9 6.2.8
development activities are documented in
uniform and traceable manner?
86
08.1 Have responsibilities and competences for service develop-
ment been defined?
For the development plan, current milestone-plans, flow charts etc. have to
be presented with detailed plans representing all activities from conception/
order through to introduction. The systematic tackling of planned tasks (pro-
ject planning) has to be assured. A responsible project manager and all
involved units with their tasks have to be stated. A central monitoring of pro-
ject progress has to be assured (target-actual-comparison). Monitoring has
to comprise compliance with all defined targets, such as:
- tasks
- competences
- responsibilities
- deadlines
- means.
Evidence has to be given by means of examples.
08.2 Are procedures and regulations for creation of requirement

catalogues installed?
Definition:
Requirement catalogues can be specifications/delineations of services and

performance.
Specification (according to DIN 69905):
Entity of all the customers requirements to services and deliveries of a

contractor.
According to VDI/VDE 3694: The specification has to describe the require-

ments from the user's point of view; including all marginal conditions. These
should be quantifiable and verifiable.
The specification defines HOW and WHAT FOR a task has to be solved.
87
Delineafion (DIN 69905):
Details to be carried out for implementation of the specification, defined by

the contractor.
According to VDI/VDE 3694: The delineation contains the specification The

delineation details the user's specifications and further the requirements to
be fulfilled under consideration of concrete approaches to solutions.
The delineation defines HOW and WITH WHICH MEANS the requirements
shall be fulfilled.
A procedure has to be proven which assures that the customers require-

ments are fulfilled in a generally comprehensible manner.
The following aspects have to be considered among others:
- Legal and governmental requirements

- Market research results
- Agreed contractor's obligations
- Exact description of requirement profiles and
- Development requirements have to contain the results of
contract review.
08.3 Are the results of services development documented in

specifications/processing instructions?
Definition:
Specification (according to DIN EN lSO 8402/3.14):
A document defining requirements:
Remark 1: A determinative word should be used to indicate the type of the

specification, such as product specification, test specification.
88
Remark 2: A specification should refer to drawings, patterns or other
pertinent documents, or contain same, and should also state
means and criteria with which conformity can be tested (2.9).
The results of development work concerning the service have to be appro-

priately documented in specifications or processing instructions. These
documents for implementation of quality requirements have to be complete
and unambiguously.
These could be for example:
- Description of requirement profile and safety criteria

- Comprehensible and complete description of service features
- Acceptance criteria for each service feature
- Involvement of sub-contractors
- Service provision/delivery
- Operation and service manuals.
08.4 Is service development checked against the requirement

catalogue for fulfilment of requirements at the end of each
stage (including release)?
Already during project planning, a service audit (development review) is to

be foreseen at the end of each stage (milestone-plan). Comparison against
the requirements of the delineation/specification can be made by applying
different methods. Concerning the assessments the meaning of the terms
has to be defined, and also how the results have to be documented, such as
in particular:
- Review Assessment of individual steps

- Verification Comparison of results with requirements of the
delineation
- Validation Review of suitability for application or compari-
son against the specification, often with partici-
pation of customer: acceptance test.
89
08.5 Is it assured that modifications during development activities
are documented in a uniform and traceable manner?
Processes and competences have to be defined, such as:
- Planning, documentation and recording of modifications

- Evaluation of the impact of modifications
- Notification of all parties involved in the process
- Determination of how customers have to be notified about
modifications.
Introduction and implementation of modifications has to be documented i.e.

has to be traceable and provable.
For a complete survey of all modifications, suitable summarises have to be

edited. lt has to be defined who is in charge of this task.
The system must be able to exclude abuse.
Determinations of the release and distribution system have to state the

process flow which assures that the proper documents are available at the
right time and place, and that they can not be mixed up with invalid docu-
ments.
90
09 Service preparation
The service development stage has to be followed by all

necessary preparations for assuring safe launching of the service.
The QM-element service preparation describes all quality-

assurance measures during the stage of launching the service.
These should assure that all requirements specified in the deline-

ation and all monitoring criteria are implemented in practise.
After the service preparation is finished, further development and

optimation have to take place.
Reference
DIN EN ISO DIN ISO
9001 9004-2
09.1 Is implementation of the requirement 4.3.2c 6.2.6

catalogue into the service process assured?
09.2 Are there regulations for the launching of 4.4.4 6.1.3
new products/services? 6.2.1
09.3 Are there regulations for testing, recording 4.4.5 6.2.3
and monitoring for auditing the quality of the
product/service?
09.4 After the product/service preparation is over, 4.4.6 6.2.6
do review and release take place? 4.4.7 6.2.7
91
09.1 Is implementation of the requirement catalogue into the
service process assured?
Definition:
Specification an delineation (according to DIN 69905):
(See item 08.2)
Compliance with all requirements specified in the specification for provision

of the service has to be assured.
Cyclic reviews shall check if the defined requirements are actually complied
with.
The representatives of all functions that have an impact on the service quali-
ty should participate in these reviews.
The following should be considered among others:
- Work place design

- Legal regulations
- Description of how the service is to be provided
- Description of how the processes are controlled
- Determination of training demand and extent.
09.2 Are there regulations for the launching of new products/

services?
Launching new products/services requires that all activities from the

planning through to launching are described in detailed plans and milestone
plans as far as concerning the service provider.
All those criteria which lead to acceptance of the products/services have to

be described unambiguously.
Monitoring of the compliance with all defined targets is mandatory.
92
Definitions of following aspects have to be considered among others:
- Processes in manuals
- Quality criteria
- Acceptance criteria for the services
- Time schedule for the launching stage
- Purchasing of products, materials, elements, services, tools
and equipments.
09.3 Are there regulations for testing, recording and monitoring

for auditing the quality of the product/service?
The procedures for testing, recording and monitoring for audit purposes of
the product/service quality have to be defined in processing instructions.
The following have to be considered among others:
- Test procedures
- Product-/Service specifications
- Checklists
- Documentation of results
- Verification by spot-checks.
93
09.4 After the product/service preparation is over, do review and
release take place?
Procedures for release and implementation have to be defined together with

the competences of the individual functional and organisational units.
Prior to the first provision of a service, the following items have to be

checked for confirmation:
- Documents being always up-to-date by means of appropriate

revision service
- Competence of the employees
- Suitability of the means
- Procedures for standard cases and discrepancies
- Agreements for discrepancies from the standards.
94
10 Promotion and marketing
Promotion always is an important factor for the marketing of pro-

ducts/services and therefore always has to be applied (directly or
indirectly).
The QM-element describes the quality assurances measures

which may considerably contribute to successful promotion and
hence are to be understood as minimum requirements. Depending
on size/structure of a corporation, promotion can be made by cor-
porate staff (departments/units) or with external support.
DIN ISO 9004-2 in section 5.5 describes the Interface to the

customers which mainly addresses the analysis of demands. This
can be classified as limit range for launching promotion activities,
but is also addressed in the marketing unit.
Reference
DIN EN ISO DIN ISO
9001 9004-2
10.1 Are there regulations for responsibilities/ - -

competences, planning and execution of
promotion actions?
10.2 Do type and contents of promotion and - -
marketing consider the results of surveys,
market analyses etc.?
10.3 Have requirements to the corporate image - -
been defined and are they applied?
10.4 Does promotion assure that the promised - 6.1.5
services are achievable and conform with the
legal regulations, the requirements of the
contractual partners or the customers
expectations?
10.5 Is the success of the chosen promotion - -
appropriately reviewed?
10.6 Is the competence of the service provider - -
part of the promotion actions?
95
10.1 Are there regulations for responsibilities/competences,
planning and execution of promotion actions?
The methods, responsibility for execution and competence for decision

making have to be defined appropriately. This also has to consider release
of funds.
In the focus should be objective customer information, i.e. a corresponding

presentation/marketing of the products/services with the aim of sales pro-
motion.
10.2 Do type and contents of promotion and marketing consider

the results of surveys, market analyses etc.?
Depending on the kind of products/services, an appropriate survey of the

need of explanation for the products/services has to be defined based on
the market situation.
The results of market analyses, benchmarking, interviews etc. have to be

considered in the type of promotion and marketing (see item 07.5). Depen-
ding on the products/services, promotion can be made by means of adverts,
sales rooms, mailings, displays/showrooms, or information presentations.
Based on marketing plans, systematic marketing has to be assured.
For promotion purposes, indirect factors have to be considered, such as:
- Cleanliness of the site

- Display of certificates, awards, records and so on.
- Dress code, appearance, conduct.
96
Active customer contact also is to be considered. This means for example:
- Exhibitions on fairs (expert or general fairs)

- Reference examples
- Sponsoring
- Public media.
10.3 Have requirements to the corporate image been defined, and

are they applied?
These requirements refer to the „Corporate ldentity" (Cl) and also comprise
communication with existing and potential customers. Depending on the
kind of products/services, availability, design of the environment order-
liness/cleanliness and appearance of the employees also have to be con-
sidered.
10.4 Does promotion assure that the promised services are

achievable and conform with the legal regulations, the re-
quirements of the contractual partners or the customers
expectations?
Requirements/ExpIanations:
The employee who is in charge before release, meaning prior to launching/

execution of promotion actions, has to review if all a.m. requirements are
fulfilled. Execution of the review has to be documented appropriately.
In any case it has to be assured that the promoted/promised features can

be granted, and are not in contradiction to legal regulations (fair trade law)
or partnership agreements (customer/supplier).
97
This measure shall positively influence the quality of promotion and should
prevent the possible errors listed hereafter, such as:
- Missing the target group

- lmprecise statements
- Untrue promises.
The correct application of promotion measures should become visible for

example in the following:
- lncreased product/service acceptance

- Creation of trust
- lncreased corporate identity/customer interest
- Rising popularity
- Sales growth.
10.5 Is the success of the chosen promotion appropriately

reviewed?
In an appropriate manner it has to be audited if the promotion actions bring

the desired success.
Review can be made by means of:
- Purposive questions in case of customer interest/contract

negotiations or similar occasions
- Sales statistics
- Surveys/Degree of getting through to customers
or similar measures.
The information have to be evaluated accordingly and considered in future

promotion actions (costs/benefits).
98
10.6 Is the competence of the service provider part of the pro-
motion actions?
Depending on the type of products/services to be marketed, creation of trust

is an essential factor. By evidence of corresponding expertise (certificates,
awards, credentials) and suitable application of these records in promotion
activities can decisively influence creation of customers trust.
Therefore such records should be a fix part of mailings, or be on show in

rooms visited by customers.
99
11 Sales/Service agreement
DIN ISO 9004-2 Sections 5.4, 5.5, 6.1
This QM-element describes the quality assurance measures

which the supplier has to comply with during preparation of pro-
posals and contract review.
The qualitative and quantitative features (and as far as applicant

also costs) of the service and the process of providing the service
should be unambiguously defined as basis of an agreement in
order to prevent errors at the interface between customer and
service provider.
The supplier of products/services should state in an appropriate
manner his capability to complete the service order.
The description of the interface between service provider and
service recipient/partner as well as its contents have to be stated
unambiguously. A joint agreement has to be defined.
The agreement should contain in particular the unambiguous
acceptance criteria in order to avoid problems and to create trust.
Reference
DIN EN ISO DIN ISO
9001 9004-2
11.1 Are there definitions and procedures defining 4.3.1 6.1.2

the methods and responsibilities for proposal 6.1.3
and contract review (for all types of
contracts)?
11.2 Are the demands and expected customer - 5.4.3.1
services evaluated and documented 5.5.2
appropriately? 6.1.3
11.3 Are inquiries proposals, contracts checked 4.3.2b 6.1.4
for completeness and feasibility and then 4.3.2c
released?
11.4 Is the agreed scope of delivery 4.3.4 5.5.2
acknowledged accordingly?
11.5 Have procedures and responsibilities for 4.3.4 5.5.2
contract reviews been defined?
100
11.1 Are there definitions and procedures defining the methods
and responsibilities for proposal and contract review (for all
types of contracts)?
The service provider has to define the procedure and responsibilities for all
kinds of possible contracts (sales, rental, leasing, service agreements and
so on) in a proper manner. This definition, or a similar document, must
show the competences of the employees entrusted with the execution.
The focus is on an unambiguous feasibility check, i.e. the procedure has to
assure that possible weaknesses (being unable to fulfill requirements etc.)
are recognised before a contract is agreed. lt also has to be considered
whether further departments within the corporation or at the customer's
have to be contacted.
11.2 Are the demands and expected customer services evaluated

and documented appropriately?
Prior to execution of an agreement, the scope of the services to be provided

has to be clarified unambiguously. lt also has to be considered that possibly
the customers knowledge/experience are not sufficient to estimate the
scope of the service. lt this is the case, the customer has to be notified
about possible problems by the service provider.
This might concern e.g. the further procedure after a hidden defective has
been found in the process of providing the service. the following focuses
need special attention:
- Clarification of the extent of product/service
- Definition of the scope of delivery
- Delimitation of costs to be expected for providing the service
- Definition of expenses in terms of deadline/time requirements
for providing the service
- Definition of quality requirements
- Consideration of EU-directives, provisions and laws.
The applicant requirements should be stated in writing while the form of the
documentation should be adjusted to the value and scope of the service to
be provided.
101
11.3 Are inquiries, proposals, contracts checked for completeness
and feasibility and then released?
All inquiries, proposals and contracts have to be reviewed by authorised

employees concerning the feasibility of the requirements. If the competence/
expertise of the entrusted employees is not sufficient to review the feasibility
of all the requirements, accordingly competent employees have to be
involved in the review process.
As far as required, the documentation also has to consider the interface to

the customer (employee/contact person). The documentation has to give
evidence that suitable review of the feasibility has been performed.
In case discrepancies between proposal and contract are noticed, the

customer has to be notified. In each case it has to be assured that modified
requirements are feasible before an agreement is executed.
When preparing an agreement the handling of possible non-fulfillment of

customer requirements has to be considered (see also explanations to
item 11.2/Hidden expectations).
11.4 Is the agreed scope of delivery acknowledged accordingly?
On principle, the product to be delivered or the service to be provided has to

be acknowledged. Depending on type and extent of the services, this might
be done with a simple order acknowledgement (e.g. delivery note, require-
ment check), or by signing signature of complex agreements.
102
11.5 Have procedures and responsibilities for contract reviews
been defined?
When providing a service, unforeseeable events, or events which are hardly

foreseeable, can necessitate modification of the defined scope of delivery.
This can be caused by the service provider or by the customer. In order to
prevent problems, this opportunity and the related proceedings should
already be considered during preparation of the agreement. In any case,
there have to be regulations for the further proceedings.
The focuses Iisted hereafter need special attention:
- Sufficient documentation/registration of noticed

problems/discrepancies
- Notification of customer if problems are noticed by contractor
- Working out possible solutions/alternatives
- Feasibility study
- Agreement on further proceedings with the customer
- Modification/expansion of the scope of deliveries
- Adjustment of the agreement (in writing or as a phone memo)
- Confirmation of the contract amendment
- Make sure that all concerned/involved employees are
informed.
The QM-system has to define the proceedings and the responsibility for
execution of contract amendments. Recording of evidence has to be adjus-
ted to the value/extent of the service, and can be made in form of a memo
or if necessary by a new contract text or alternatively as an amendment to
the existing contract.
103
12 Purchasing
This QM-element describes the quality assurance measures

which the service provider has to take for the purchasing of
products/services from his suppliers/subcontractors.
So the products/services purchased from suppliers/subcontractors

become direct or indirect parts of the finished product and so in-
fluence the quality of the product.
Reference
DIN EN ISO DIN ISO
9001 9004-2
12.1 Is there a regulation of competences and an 4.6.2 6.2.4.3

audit process for suppliers/subcontractors of
products/services?
12.2 Is there a survey of approved suppliers/ 4.6.2a -
subcontractors?
12.3 Are the purchasing process, competences 4.6.1 -
and handling of modifications defined? 4.6.3
12.4 Do the purchasing documents contain all 4.6.3 -
quality requirements to the products/
services?
12.5 Are the purchased products/services subject 4.6.4 -
to tests? 4.10.2
12.6 Is the handling of complaints about services 4.13 -
from suppliers/subcontractors defined?
12.7 Are the services provided by suppliers/ 4.6.2b -
subcontractors systematically audited and 4.6.2c
have the results influence on the survey of
approved suppliers/subcontractors?
104
12.1 Is there a regulation of competences and an audit process for
suppliers/subcontractors of products/services?
Depending on the size/structure and type of the corporation, the procedures/

work flows have to be defined in appropriate manner, such as in:
- QM-manuals
- Processing instructions
- Organisation instructions or similar documents.
This determination has to show the proceeding and the responsibility for the
execution as well as the decision making competences.
For the first qualification and the current audit, appropriate procedures/
records such as e.g.:
- Checklists
- Requirement profiles
- Simple rating procedures.
which allow for sufficient objectivity have to be applied.
Depending on the values of the products/services to be purchased it has to

be considered that the supplier/subcontractor is sufficiently qualified. This
can be proven e.g. by:
- Certification by registered certification agencies

- System audit results of other customers of the supplier/
subcontractor
- Quality achieved so far
- Image within the branch.
These factors have to be considered when checklists are applied.
If the suppliers/subcontractors ability to deliver quality should be in doubt,

performance of a QM-system audit should be considered.
105
12.2 Is there a survey of approved suppliers/subcontractors?
The corporation must have installed a systematic which assures that pur-
chases can only be made from approved, sufficiently qualified suppliers/
subcontractors.
Fulfillment of these requirements can be made by means of a list or com-

parable actual presentation (EDP). This list must only contain approved
suppliers/subcontractors, resp. the status (qualification, approved or
blocked) has to be evident unambiguously. The list must be made available
(be visible) to all bodies involved in the purchasing process.
12.3 Are the purchasing process, competences and handling of

modifications defined?
The proceedings for purchasing products/services have to be defined in a

manner that shows the main processes including responsibilities/compe-
tences. In particular the possible internal and external interfaces have to be
considered.
The definition can be made e.g. as:
- Flow-Charts (under consideration of responsibilities/interfaces)

- Work flow descriptions
- Organisational instructions or similar.
For the edition of default documentation, size/structure of the corporation

have to be considered appropriately
106
Concerning eventually necessary modifications of the purchasing process,
such as modifications of specifications or changes of the scope of delivery
the competences for coordination/handling have to be defined under con-
sideration of feasibility. If necessary, also internal/external interface regula-
tions have to be considered.
12.4 Do the purchasing documents contain all quality require-

ments to the products/services?
Complete and easily comprehensible specification have to be contained in

the orders (drawings, standards, quality agreements/design quality,
laws/regulations to be considered, etc.).
Together with the supplier/subcontractor all those details have to be agreed

which are relevant for purchasing products/services. Among these are,
besides the technical specification, also:
- Tests to be carried out

- Acceptance criteria
- Processing if service is not or not sufficiently provided
(alternative regulations)
- Compliance with legal requirements in context with staff
leasing.
12.5 Are the purchased products/services subject to tests?
All the products/services from the supplier/subcontractor have to be properly

tested by qualified employees prior resp. during usage concerning com-
pliance with agreed scope of delivery.
The proceedings have to be adjusted to the purchased products/services.
107
This can be done by means of e.g.
- lncoming goods inspections

- Interim inspections
- or by certified characteristics.
Execution of inspection/monitoring has to be documented. Record of the

execution should be given on delivery notes checklists or similar test
records. These records have to allow sufficient traceability concerning
testing persons/employees, date and extent of inspection/monitoring, as
well as state the test results. Further, this documentation must be
assignable to the concerned supplier/subcontractor.
These proceedings have to assure that the requirements raised under

item 12.4 are fulfilled/complied with.
12.6 Is the handling of complaints about services from suppliers/

subcontractors defined?
Definition:
Complaint (according to DIN 8402/2.10, 2.11):
Complaints have to be initialled if defectives or errors are determined.
The supplier must have a procedure for how to handle defectives or non-
conformities.
Discrepancies against target values/expectations can be noticed during

incoming, interim or final inspection, but also during assembly or during
application/usage.
The defined procedure must exclude further errors/defectives within the

value adding chain, which means immediate measures have to be taken if
necessary.
108
The subcontractor has to be contacted quickly and elimination measures
(short, medium and Iong-term) in the sense of corrective measures have to
be taken.
The complaints have to be considered accordingly for supplier audits (see

also item 12.7).
12.7 Are the services provided by suppliers/subcontractors

systematically audited and have the results influence on the
survey of approved suppliers/subcontractors?
Term definition:
A „systematic audit“ encompasses or contains the assessment of the

products/services supplied by the supplier/subcontractor by means of
expressive key figures or similar criteria on the basis of the agreed scope of
delivery.
The audit of suppliers/subcontractors has to take place after delivery of pro-

ducts or provision of services. The assessment should be made regularly.
For the audit, also field complaints and subsequent complaints have to be
considered accordingly. lf necessary, suitable measures have to be imple-
mented and documented following the audit criteria (see also element 15).
The results of the audit should further cause deletion from the survey of
approved suppliers/subcontractors if supplier/subcontractor fails the audit.
109
13 Service providing
DIN EN ISO 9001 Sections 4.7, 4.8, 4.9, 4.0, 4.11,
4.12, 4.13, 4.15
This element summarises all quality-relevant tasks which are

required for providing the service starting from acceptance of
order through to delivery to the customer.
Among these are the following:
- Accepting product to be treated and/or order from customer

- Application of suitable processing and testing instructions
- Assurance of labelling and trackability
- Recording completed tasks and tests
- Method and recognition of resting resp. release status
- Handling of and proceeding with faulty products/services
- Handling of products/services during the completion of the order
- Storage, packaging and shipment measures for product
protection
- Assurance of serviceability and precision of operating and
testing means.
110
Reference
DIN EN ISO DIN ISO
9001 9004-2
13.1 Upon acceptance of the order is it deter- 4.7 -

mined if the customer supplies any own
products and thus special measures are
required?
13.2 Have procedures and responsibilities for the 4.9 6.2.4.2
order processing been defined, covering also 4.10 6.2.5
the required means, methods as well as 4.112 6.3.1/4
tests, and are methods for determination of
testing status defined ?
13.3 Are marking and trackability defined and 4.8 6.2.4.5
traceable in each stage of order completion?
13.4 Have procedures and competences for final 4.10 6.3.2
inspections and delivery to customer been 6.3.3
defined? 6.2.4.4
13.5 Is it warranted that faulty products/services 4.13 6.3.5
are marked, measures decided upon, and
records filed?
13.6 Have procedures for handling, storage, 4.15 6.2.4.6
packaging and shipment of products as well
as protection of customers possessions
during the order completion been defined?
13.7 Are the used operating and testing means 4.9 6.3.6
(including test software) registered, are they 4.11
regularly inspected for functionality and pre-
cision, and are records thereof filed?
111
13.1 Upon acceptance of the order is it determined if the customer
supplies any own products and thus special measures are
required?
Term definitions:
„Customer-supplied products“ are products supplied by the customer him-

self free of charge and which have no direct value added during the service
providing (assembly, further processing).
Concerning customer-supplied products care has to be taken that it is noted

already during the contract review or upon acceptance of the order whether
the customer supplies anything. For definition of the procedure, the follo-
wing has to be considered:
- Can the customer-supplied product be treated just like self-

supplied products? If not, are special measures necessary or
are such agreed with the customer?
- In any case, a proper acceptance review has to take place
- In case products/services are faulty, damaged or lost, the
customer has to be notified
- Determinations, agreement and execution of special measures
have to be documented
- Careful handling and storage of products/services has to be
warranted (see item 13.6).
112
13.2 Have procedures and responsibilities for the order pro-
cessing been defined, covering also the required means,
methods as well as tests, and are methods for determination
of testing status defined?
Internal processing instructions have to be edited in writing, defining how to

proceed for providing a service starting from the acceptance of the order
through to delivery to the customer.
The processing instructions have to contain all information, responsibilities,

means, interfaces and processes required for proper control and processing
of the order. Concerning repairs or adjustments of products or services,
instructions of the manufacturer or producer may be relied upon. The used
instructions must be up-to-date, which means a revision service has to be
defined for updating. The instructions for order processing also have to
contain e.g. the following aspects or statements:
- Acceptance of customer possessions (possibly together with

customer) to be able to execute the service
- Performance of all tasks and their review, if applicant with
supplementary instructions such as assembly, usage or
operating manuals as well as test instructions.
- Reference to brand-conform spare parts and auxiliaries
(product liability reasons)
- Current records on the execution of performed measures
and/or inspections
- Preparation of „document“, while measures and results have to
be recorded.
113
13.3 Are marking and trackability defined and traceable in each
stage of order completion?
Term definitions:
„Marking and trackability“ means that during the whole process of providing
a service it is at all times obvious which order is concerned and activities,
test results, measures and documentation can at all times be assigned to
the proper product/service.
This should enable delimitation of faulty products/services, damage restric-

tion in case of errors, as well as trackability of customer complaints and
liability claims.
Therefore, the processing instructions have to consider the following, and in

some cases also further aspects specific to the product or service
- Marking for acceptance from customer, in case of spare parts

for release on stock, as well as during all stages of providing
the service up to delivery to customer
- Trackability of products/services back to their origin, meaning
as far as necessary to the external producer or manufacturer
and internally to the performing employee(s)
- corresponding records on the concerned documents (see also
item 13.2>.
13.4 Have procedures and competences for final inspections and

delivery to customer been defined?
Term definitions:
„Final inspection“ means the internal final inspection through an authorised

employee prior to delivery to the customer. This inspection can also be
made together with the customer. Such inspections may also be called
shipment tests or acceptance tests.
114
For final, shipment or acceptance tests, there have to be unambiguous

testing instructions in order to warrant their repeatability. These instructions
can be either general or specific to a product or service, and have to contain
- among other things - the following statements:
- Check for completeness, function, condition, correctness and

cleanliness
- Completeness and flawlessness of the product or customer
possession supplied by the customer
- Final assessment or in some cases order-specific special tests
(e.g. test drives, expertises etc.)
- Records on voluntary and mandatory inspections (product
liability, environmental protection etc.).
- Warrant proper application and usage by means of complete
hand-over and if necessary hints and instructions
- Regulations for observance and auditing of the quality features
not covered by the final inspection, such as e.g. billing, expla-
nations, or hand-out to customer.
13.5 Is it warranted that faulty products/services are marked,

measures decided upon, and records filed?
Term definitions:
„Errors“ (non-fulfillment of defined requirement) in products/services are

extra-ordinary events which can occur upon acceptance of the product and/
or order completion through to the final inspection resp. acceptance by the
customer, and therefore have to be recognised and eliminated.
115
Concerning the control of faulty products/services, written definitions have to

be available, describing how to proceed in such cases, how the decision-
making competence is defined, and how the records of elimination are filed.
For these definitions, the following aspects have to be considered among
other items:
- Marking, documentation and rating of faulty products/services

- Separation of those so that they can by no means be used
further, processed further, or used without corrections
- Competences for deciding what to do (including environmental-
friendly disposal)
- Determinations concerning suppliers have to be integrated into
the supplier audit
- Re-checks for touched-up products/services
- Special releases under involvement of competent persons
and/or the customer
- Record of evidence of definitions, decisions, measures and
reviews.
13.6 Have procedures for handling, storage, packaging and ship-

ment of products as well as protection of customers’
possessions during the order completion been defined?
These procedures concern products/services which have to be treated, pro-

cessed, cared for or performed by the corporation from acceptance of pro-
ducts/services through to delivery or hand-over to customer. So this mainly
concerns the obligation of caution and care in the scope of order completion
(marking and trackability see item 13.3).
116
Procedures and instructions have to be defined in writing, considering
among other things the following measures:
- Effective control of storage and handling for protection against

damages, impair, and concerning environmental aspects
- Methods and means for the handling of products/services
during order completion (including for example test drives)
- Protection of customer-supplied products/services, even during
difficult tasks/works
- Protection/packaging of products/services prior to shipment
(including obligation of caution and care for shipment agents).
13.7 Are the used operating and testing means (including test
software) registered, are they regularly inspected for func-
tionality and precision, and are records thereof filed?
Operating and testing means have to be suited for their application in the
continuous providing of services, functional and precise.
For the performance of inspection and maintenance of operating and testing

means in regular intervals (including testing systems and software), written
regulations have to be defined with description of tasks to be performed,
intervals and necessary records to be complied with. For the definitions, the
following aspects have to be considered among other aspects:
- Influence of the means on working safety during the order

completion
- Required precision of operating means and gauging of the
testing means
- Definition of test intervals on the basis of risk estimations.
- Unambiguous marking or operating and testing means
- Trackability of testing means to national/international standards
and their records
- Possibly performance of monitoring of (critical) testing means
through external registered bodies
- Measures against occurence of errors or damages of testing
means, also with reference to already tested products/services
117
14 Customer services
(After-sales service, product observance)
DIN ISO 9004-2 Sections 5.1, 5.5, 6.3, 6.4
This element summarises all quality-relevant activities which are

required after a service has been provided or handed over, delive-
red, or a product has been repaired, in order to observe the results
of the service as well as the product in its usage, and to increase
customer satisfaction.
This means e.g.:
- Offer additional services (e.g. help to stay mobile, trouble-

shooting service, substitute service)
- Handle and evaluate customer information, complaints and
warranty cases
- active customer services.
Reference
DIN EN ISO DIN ISO
9001 9004-2
14.1 Have procedures, processes, responsibilities 4.19 5.5

and competences been defined for customer
services/after sales services?
14.2 Are there procedures for product observance 4.14.2 6.3
during the stage of usage?
14.3 Are there procedures for observing the - 6.3.3
acceptance and the effects of the provided 6.3.5.2
service?
14.4 Are customers involved in the service and 4.1.4 5.4.2
product quality audit (customer satisfaction)? 6.3.3
6.4.1
118
14.1 Have procedures, processes, responsibilities and competen-
ces been defined for customer services/after sales services?
Term definition:
„Customer services/after sales services“ in the sense of this QM-element

means the part of customer services dealing with the handling of material
and immaterial products as well as service recipients after the service has
been provided or after hand-over or delivery of a product.
Customer services/after sales services encompass all methods for the pro-
motion of customer contacts and become obvious for example in:
- Technical advice for assembly, usage and operation Disclosure

of risks
- Proposal of problem solutions should problems occur
- Visits, correspondence
- Information material with service offers, also for upgrades/
modifications
- Invitations for events organised by the service provider Training
and instruction for customers
- Continuous service communication (seasonal offers, birthday
greetings etc.)
- Supplying substitute car/device.
External customer complaints have to be processed at once.
119
14.2 Are there procedures for product observance during the
stage of usage?
The internal proceeding has to be defined.
Not only the warranty period, but the whole duration of usage should con-
sidered (e.g. also long-term evaluations).
Each manufacturer should know how his products/services will behave and
recommend themselves during the period of usage.
This can be recorded by activities performed by the service provider on

behalf of the manufacturer in order to gather information on the quality of
the products during the period of usage.
This covers e.g. the following:
- Regular market surveillance

- Registration and evaluation of customer complaints, field
service reports, external customer complaints, warranty cases,
touch-up orders, return shipments and lost customers
- early warning system.
These information have to be made available to the concerned organi-

sational and functional units.
14.3 Are there procedures for observing the acceptance and the
effects of the provided service?
Rating by the customer is the final measure for the quality of a service.
Immediate or delayed responses to occuring errors should not only be ob-
served shortly after the service has been provided, but also during the
warranty period and the whole life-time.
Each service provider has to define procedures for observing the accep-
tance and determining the proof of the results of his products/services star-
ting from delivery to the customer.
120
Corresponding information can be gathered by means of own activities such
as:
- Discussions with customers during resp. after hand-over

- Regular market surveillance
- Registration of complaints, customer claims touch-up orders
and
- lost customers
and then be evaluated and made available to the concerned organisational

units.
14.4 Are customers involved in the service and product quality

audit (customer satisfaction)?
The quality of a product or service must not only be audited by the producer
or service provider alone.
Rather procedures have to be defined how the assessment of customers of

used products and the provided services are systematically registered and
evaluated. Comparison of internal and external ratings as well as a compa-
rison of possible differing quality scales has to be performed.
The customers sensation/impression can not only be registered by the

service provider during his communication with the user of the products and
services in discussion notes or minutes of meeting, but also acquired by e.g.
- purposive questionnaire actions

- technical interviews and
- (by phone or personal) survey of the measure of customer
satisfaction. (See also item Z1.4)
121
15 Analysis and improvement of services
This QM-element concerns the analysis, evaluation and improve-

ment of service quality, including necessary statistical methods.
Therefore, an information system for gathering and distributing
data from all relevant sources, an analysis and assessment proce-
dure for the service processes and weaknesses as well as proce-
dures for permanent improvement of services themselves have to
be installed.
This also comprises the analysis of product breakdowns and the
introduction of corresponding measures.
The necessity of launching, executing and monitoring a measure
for elimination of an error root cause or for error prevention pur-
poses can be recognised e.g. from:
- Field service reports
- Customer claims/customer complaints
- Internal audits
- Internal and external assessment of the service quality.
Reference
DIN EN ISO DIN ISO
9001 9004-2
15.1 Have procedures and competences for 4.14.1 6.3.5

gathering, distributing and analysing data 4.14.2 6.4.1
and for the direction and monitoring of 4.19 6.4.4
measures for improving service and product
quality been defined ?
15.2 Are there procedures and processes for 4.14.2b 6.3.5
analysing error root causes of products and 6.4.2
services?
15.3 Are statistical methods used for planning, 4.20 6.4.3
data collection and analysis?
15.4 Are error prevention procedures installed? 4.14.3 6.3.5
6.4.2
15.5 Is there a program for continuous improve- - 6.4.4
ment of service quality and customer satis-
faction?
122
15.1 Have procedures and competences for gathering, distributing
and analysing data and for the direction and monitoring of
measures for improving service and product quality been
defined?
Collection, evaluation and distribution of all quality-relevant records as well

as the implementation of corrective measures for internally and externally
occured errors should be organised so that fast and complete problem
elimination is warranted, e.g. by means of:
- ldentification of systematic faults and relevant data

- Analysis of errors and data
- Definition of measures and responsibilities
- Notification of concerned and responsible bodies
- Determination of monitoring mechanisms.
The responsibilities for the information system and the authorisations for
direction of improvement and monitoring have to be proven.
15.2 Are there procedures and processes for analysing error root
causes of products and services?
The analysis of data from internal and external audits (including customer
responses and complaints) and quality audits has to be a purposive and
planned process. lt is the aim to identify non-fulfillment of defined quality
requirements, in particular systematic errors and their root causes, and to
derive and implement suitable error prevention measures.
In case problems occur concerning quality and customer satisfaction, the

actual, deeper causes have to be determined. As far as applicant, the
product suppliers, service providers and/or customers/service recipients
have to be involved in the processes, documentation and records have to
be considered.
123
Procedures for analysis of error causes could be e.g.:
- Cause-effect -diagram (Fishbone-/lshikawa-diagram)

- Process flow analysis
- Stratification (separate data and classify by categories)
- other statistical methods.
15.3 Are there procedures and processes for analysing error root
causes of products and services?
The application of statistical methods during all stages of the quality circle is
of particular importance. The method to be chosen further depends on the
products, production processes, services, kind and quantities of data as well
as the purpose of the statistical examination.
The most important methods are:
- Spot check testing

- Error collection index cards
- Pareto- and ABC-analysis
- Presentation of frequencies (bar and pie diagram)
- Ability examination.
15.4 Are there statistical methods used for planning, data collec-
tion and analysis?
Term definition:
„Error prevention“ means „get it right first time“. Therefore, all processes in
the planning, implementation and usage stages have to be designed and
controlled so that errors do not occur.
Requirement/Explanations:
Processes have to be defined with the aim of promoting customer-oriented

thinking and acting, preventively assuring the processes and exclude error
recurrence.
124
This also applies to product breakdowns and malfunctions claimed to be the
error of the personnel of the service provider or customer, for which
however the actual error cause are defectives in the service providing pro-
cess, complex processes, products and processes which are difficult to
maintain or operate or poor instruction manuals or lack of training and in-
structions.
Error prevention is only possible if the introduced management methods are

consequently implemented and quality and auxiliary technologies are
applied systematically.
Examples:
- working in regulated circles (Plan-do-check-act)

- working according to flow charts or checklists
- Risk-analyses (e.g. FMEA)
15.5 Is there a program for continuous improvement of service

quality and customer satisfaction?
The principle of continuous improvement is a central pillar of corporate

quality (see item 01.3).
Implementation of this principle requires corresponding attitude of all

employees as well as a program/system which starts and accompanies
such improvement processes.
This particularly concerns measures for
- Improving the quality level of products and services,

- Optimation of processes,
- Increasing efficiency (cost-reduction for processes, increased
- customer benefit) and
- Improving customer services and customer relations.
125
Steps and activities in this program might be e.g.:
- Organisation of improvement management (with responsi-

bilities and authorisations),
- Selection of projects to be improved, selection criteria for
operational and customer data, priorities,
- Organisation of the different projects for improvement (targets,
processes, methods),
- Systematic diagnosis and implementation of the gathered
recognitions (involvement of concerned bodies, optimation),
- Result evaluation (customer benefit, cost-effectiveness,
comparison with targets),
- Regular monitoring (feedback-system, benchmarks, audits
customer reports).
Continuous improvement of the service and ability to deliver quality-hence

customer satisfaction - is the aim of all measures and activities.
126
16 Control documents and data (definitions)
DIN EN ISO 9001 Sections 4.5, 4.16
Quality management needs documents describing the structure

and procedures of QM-elements. Therefore, their identification,
collection, order, distribution, filing and maintenance has to be
considered. Documents and data can be available on carrier
media such as paper, magnetic data carriers or optical data
carriers. Within the filing period, Iegibility has to be provided.
Reference
DIN EN ISO DIN ISO
9001 9004-2
16.1 Have responsibilities and procedures for 4.5.1 5.4.3.2

identification, maintenance approval and 4.5.2
release of quality-relevant documents and
data been defined?
16.2 Is there a release and distribution system 4.5.2 5.4.3.2
with revision service for quality-relevant 4.5.3
documents and data?
16.3 Is it defined where, how, and for how long 4.16 5.4.3.1
quality-relevant documents and data have to
be filed?
16.4 Are purposive introduction and control of 4.5.2 5.4.3.2
external documents and data warranted?
127
16.1 Have responsibilities and procedures for identification,
maintenance, approval and release of quality-relevant docu-
ments and data been defined?
Term definition:
„Identification“ is the unambiguous assignment of own to customer-specific

index data.
„Edition“is preparing and compiling defaults in a document.
„Approval“ contains - among other things - the comparison and implemen-

tation between own and customer specification as well as formal and
contentual approval of documents and records.
„Release“is the approval/permission by the responsible bodies.
The processes have to be overall concepts from the customer through to

the supplier, involving all relevant internal bodies. For quality-relevant docu-
ments and data, procedures and responsibilities have to be defined.
Examples:
- Documents for contract review

- Specifications
- Drawings
- Workshop manuals
- Standards, laws
- Testing instructions
- Working instructions
- Procedures for providing the service
- QM-processing instructions
- QM-manual
- Procedure for QM-records
- Test procedures.
128
The above mentioned documents must be available in all involved organi-
sational units in the latest revision status. Special marking instructions given
by the customer have to be observed.
A survey of all kinds of quality-relevant documents is required.
16.2 Is there a release and distribution system with revision

service for quality-relevant documents and data?
Term definition:
„Maintenance“comprises revision services and filing while trackability has to

be warranted.
Processes and competences for the following matters have to be defined:
- Distribution, availability
- Release of revisions
- Provision of latest revision (valid revision status)
- Type of highlighting revisions in the documents
- Cancellation/invalidation.
lntroduction and implementation of modifications have to be documented

meaning they are provable and traceable.
For complete survey of all modifications, summarising overview sheets have

to be edited. Responsibility for this edition has to be defined.
The system has to exclude abuse.
Definition of distribution and maintenance system has to specify the struc-

ture which warrants that the proper documents and data are available at the
right time and place, mistakes are excluded, and invalid documents and
data are no longer used.
129
16.3 Is it defined where, how, and for how long quality-relevant
documents and data have to be filed?
Definitions of e.g. the followings are mandatory:
- Filing period
- Filing order
- Filing place.
The following has to be considered for this purpose:
- Protection against fire, water, etc.

- Archive media (files, microfiches, EDP-memory)
- if necessary additional safekeeping archive (double archives,
safety back-ups etc.)
Filing of quality-relevant documents and data - even of those which are no

longer valid - has to be regulated to be able to prove at a later data that the
QM-system and the products/services have fulfilled the quality requirements
at a certain date.
The filing period (archiving) has to be adapted to legal regulations, general

guidelines, customers and product Iiability aspects.
16.4 Are purposive introduction and control of external docu-

ments and data warranted?
The service provider must have a working procedure assuring that all docu-
ments, standards, specifications, processing instructions and their revisions
received from manufacturers, suppliers and customers are duly checked,
distributed resp. introduced. This has to be recorded in a fashion similar to
the recording of own documents.
130
17 Control quality records (proofs)
Quality management needs records of quality-relevant data in

order to specify fulfillment of defined quality requirements. There-
fore, identification, collection, order, distribution and filing have to
be considered. Trackability of the records has to be warranted at
all times.
Quality records have to be filed in order to document fulfillment of

defined quality requirements by services, and the effective working
of the QM-system. Pertinent quality records from suppliers must
be a part of these data.
All quality record must be legible and kept in facilities under

suitable archive conditions protected against damages or perish-
ing or loss, and kept in order so that they are easily recovered.
This also applies to records on electronic data carrier, for which
also system upgrades/changes and overaging have to be
considered.
Reference
DIN EN ISO DIN ISO
9001 9004-2
17.1 Have responsibilities and procedures for 4.16 5.4.3.2

collection and review of quality-relevant
records been defined ?
17.2 Are there procedures and responsibilities for 4.16 6.4.3
evaluation and distribution of quality-relevant
records?
17.3 Is it defined how where, and for how long 4.16 5.4.3.1
quality-relevant records will be filed?
17.4 Is it defined how quality-relevant documents 4.16 (5.4.3.1)
are made available to the customer if agreed
by contract?
131
17.1 Have responsibilities and procedures for collection and review of
quality-relevant records been defined?
Term definition:
„Review“ comprises plausibility control as well as formal and contentual

control of records.
Processes have to be an overall concept from the customer through to the

supplier involving all relevant internal bodies of the service provider. For
quality-relevant records, procedures and responsibilities have to be defined.
Examples are e.g.:
- Records of contract review

- Acceptance reports
- Field service reports/Defective reports
- Quality audits (System, process, service)
- Function tests
- Calibrations
- Records of performed preventive and corrective measures
- Error elimination
- Quality-related costs
- -Management-Review
- Documentation for preventive maintenance
- Complaints/customer claims resp. pertinent evaluations.
A comprehensible survey of all regularly edited records is useful.
132
17.2 Are there procedures and responsibilities for evaluation and
distribution of quality-relevant records?
Term definition:
„Procedure“describes what is evaluated, when, and in which extent.
„Responsibilities“ are those functions within the corporation which evaluate

and distribute quality-relevant records.
For quality control in the different regulation circles, sensible evaluations of

quality data have to be available to the concerned bodies. This applies to
individual reports, periodic regular reports and status reports.
Quality records received from customers/subcontractors or customers have

to be integrated into this procedure.
Procedures and responsibilities have to be regulated concerning evaluation

and distribution.
17.3 Is it defined how, where, and for how long quality-relevant

records will be filed?
Defaults for the following are required e.g.:
- Filing period
- Filing order
- Filing place.
For this purpose, following has to be considered:
- Protection against fire, water, etc.

- Archive means (files, microfiches, EDP-memory)
- If necessary additional safety archives (double archive, safety
back-ups etc.)
133
Filing of quality-relevant records is necessary to be able to prove at a later
data that the QM-system and the products/services have fulfilled quality
requirements at a certain date.
The filing period (archiving) and data backups have to be adapted to legal
regulations, general guidelines, customers and product liability aspects.
Determinations could be e.g.:
Two years: Records of performance results (certificates, test results,

etc.)
Three years: Management reports, internal quality audit reports, QM-

audits.
17.4 Is it defined how quality-relevant documents are made

available to the customer if agreed by contract?
As far as agreed by contract, quality-relevant documents have to be made

available to the customer. The pertinent procedure has to be defined.
Direct assignment and labelling of the corresponding records to the defined

products/services and the related processes have to be described a pro-
cess.
In many cases, certain features are no longer provable at the result of the
service. So it is necessary to be able to rely on the service providers’quality
records.
134
8 Form sheets for the QM-system audit
For orderly execution of QM-system audits it is helpful to use form sheets

for fast and rational collection of results comprehensible for all involved
bodies. The form sheets following hereafter show exemplary models.
Form sheets available from:
Druckerei Henrich
D-60528 Frankfurt am Main, Schwanheimer Str. 110
(0 69) 9 67 77 - 0
(0 69) 9 67 77 - 111
135
Auftrag:
VDA QM-Systemaudit
Datum:
VDA
Qualitätsmanagement
in der Automobilindustrie
Dienstleistung
Grundlagen DIN EN ISO 9001, 9002, 9004-1 und DIN ISO 9004-2
Systemaudit-
bericht
136
QM-Systemaudit Auftrag:
VDA Gesamteinstufung Seite: 2
Lief.-Nr.: Zeitraum des Audits:
Firma: Auftragsgrund:
Auftraggeber: 0
Letzte Auditergebnisse / Zertifikate

Zertifikat-/Auditbasis-Nr. Datum durchgeführt von Ergebnis/Stand Maßnahmen
Einstufungsergebnis:
Erfüllungsgrad (%) EU EP EGES
Einstufung Auditor (bei Abstufung gem. Abs. 3.4.3 Anmerkung 1 u. 2
Bemerkungen zur Einstufung (Auditor):
Systemfreigabe / Datum: Termin Verbesserungsprogramm:
Systemeinstufung:
Gesamterfüllungsgrad Beurteilung Bezeichnung

in Prozent des QM-Systems der Beurteilung
90 bis 100 erfüllt A*)

80 bis unter 90 überwiegend erfüllt AB*)
60 bis unter 80 bedingt erfüllt B
unter 60 nicht erfüllt C
*) siehe Anmerkung unter Abschnitt 3.4.3
Unterschriften: Auditor/in:
Firma:
Leitung Qualitätsaudit Lieferanten
Firma:
137
QM-Systemaudit Auftrag: 0
VDA Ergebnisübersicht
Seite: 3
Ziel
Mindestforderungen
Anzahl Punkte Erf.grd 60 70 80 90 100

max.
Element mögl. erzielt E (%)
Teil U: Unternehmensführung
1 Verantwort. der Leitung
2 QM-System
3 Interne Qualitätsaudits
4 Schulung, Personal
5 Fin. Überlegungen zu QM-Syst.
6 Produktsicherheit
Z1 Unternehmensstrategie
Eu Mittelwert 1-6, Z1
Teil P: Produkt/Dienstleistung und Prozess

7 Marktforschung
8 Entwicklung
9 Vorbereitung der Dienstleistung
10 Werbung u. Marktbearbeitung
11 Verkauf
12 Beschaffung
13 Erbringung der Dienstleistung
14 Kundenbetreuung
15 Analyse u. Verbess. der Dienstl.
16 Lenkung der Dokum. u. Daten
17 Lenkung von Qualitätsaufzeichn.
Ep Mittelwert 7-17
60 70 80 90 100
Erfüllungsgrad Eges = 1/2 Eu + 1/2 Ep
138
Auftrag: 0
QM-Systemaudit
VDA Übersicht der bewerteten Fragen Seite: 4
Firma: Lief.-Nr.:
Auditfrage
.01 .02 .03 .04 .05 .06 .07

01
02
03
04
05
06
Z1
07
08
09
10
11
12
13
14
15
16
17
Anmerkung: nb = Frage ist nicht bewertet
* = übernommene Ergebnisse von: Firma / Auditor / Datum
Begründung für nicht bewertete Fragen:
139
140
QM-Systemaudit Auftrag: 0
VDA Übersicht der bewerteten Fragen Seite: 5
Firma: Lief.-Nr.:
QM-Systemaudit Prozessaudit
Qualitätsaudit Nachweisführung Beanstandung
Frage Feststellungen Maßnahmen des Lieferanten Termin Verantwortl.

9 Literature
9.1 Series of VDA-papers
Volume 1 Parts from automobile manufacturers and their suppliers which

require mandatory documentation
- How to issue documentation -, 1973
Volume 2 Quality assurance for deliveries in the automotive industry

- Selection of suppliers/Sampling - Quality serial production,
2. Edition 1995
Volume 3 Reliability assurance for vehicle manufacturers and suppliers

- Procedures and examples -, 2. edition 1994
Volume 4 Quality assurance prior to serial usage

- new edition in two parts
Volume 5 Product audits for vehicle manufacturers and suppliers

- Introduction/execution/audits -, 1983
Volume 6 Part 1: Quality management system audit

- Material products -, 3. edition completely revised 1996
Volume 7 Principles for the exchange of quality data

- Handling of quality data messages- ,1994
Volume 8 Guideline for quality assurance for manufacturers of trailers,

trucks and containers, 1994
Volume 9Quality assurance

- Emission and consumption -,1995
141
9.2 Masing, Walter (Ed.)
Handbuch des Qualitätsmanagements (Quality management manual)

3. edition, 1994
9.3 Manfred Bruhn
Qualitätsmanagement für Dienstleistungen (Ouality management for

services), 1996
9.4 DGO-Paper 11 - 04 (Revision 1995)
Begriffe zum Qualitätsmanagement (Quality management terms)
9.5 DGQ-Paper 12 - 62 (Revision 1991)
Qualitätssicherungshandbuch (Quality assurance manual)
9.6 DGO-paper 12 - 63 (Revision 1993)
Systemaudit (System audit)
9.7 DGO-Paper 14 - 18 (Revision 95)
Wirtschaftlichkeit durch Qualitätsmanagement (Cost-effectiveness through

quality management)
9.8 DGQ-Paper 30 - 01 (Revision 95)
Qualitätsmanagement bei Dienstleistungen (Quality management for

services)
9.9 DGO-Paper 30 - 11 (W. Junghans)
Qualitätsmanagementsystem in Vertriebsorganisationen für technische

Serienprodukte (Quality management system for distributors of technical
serial products)
142
9.10 DIN EN ISO 8402 (1995)
Qualitätsmanagement und Qualitätssicherung - Begriffe

(Quality management and quality assurance - terms)
9.11 DIN EN ISO 9000, Part 1 (08/94)
Qualitätsmanagement und Qualitätssicherungsnormen, Leitfaden zur Auswahl

und Anwendung
(Quality management and quality assurance standards; guideline for selec-
tion and application)
9.12 DIN EN ISO 9000, Part 2 (03/92)
Qualitätsmanagement und Qualitätssicherungsnormen;

Allgemeiner Leitfaden zur Auswahl und Anwendung von ISO 9001, ISO 9002
und ISO 9003
(Quality management and quality assurance standards; general guideline
for selection and application of ISO 9001, ISO 9002 and ISO 9003)
9.13 DIN EN ISO 9001 (08/94)
Qualitätsmanagementsysteme, Modell zur Qualitätssicherung/QM-Darlegung in

Design/Entwicklung, Produktion, Montage und Wartung
(Quality management systems; Model for quality assurance/QM-specifi-
cation in design/development, production, assembly and maintenance)
9.14 DIN EN ISO 9002 (08/94)
Qualitätsmanagementsysteme, Modell zur Qualitätssicherung/QM-Darlegung in

Produktion, Montage und Wartung
(Quality management systems, model for quality assurance/QM-specifi-
cation in production, assembly and maintenance)
9.15 DIN EN ISO 9004, Part 1(08/94)
Qualitätsmanagement- und Elemente eines Qualitätssicherungssystems-

Leitfaden
Quality management guideline and elements of a quality assurance system
guideline
143
9.16 DIN EN ISO 9004, Part 2 (08/94)
Qualitätsmanagement- und Elemente eines Qualitätssicherungssystems-

Leitfaden für Dienstleistungen
Quality management guideline and elements of a quality assurance system
- Guideline for services
9.17 DIN ISO 10011 Part 1 (06/92)
Leitfaden für das Audit von Qualitätssicherungssystemen, Auditdurchführung

(Guideline for the audit of quality assurance systems, audit performance)
9.18 DIN ISO 10011 Part 2 (06/92)
Qualifikationskriterien für Qualitätsauditoren

(Qualification criteria for quality auditors)
9.19 DIN ISO10011 Part 3 (06/92)
Management von Auditprogrammen

(Audit program management)
Reference sources
9.1 Verband der Automobilindustrie e. V (VDA)

Lindenstraße 5, 60325 Frankfurt
9.2 Carl Hansen Verlag, München
9.3 Springer-Verlag, Berlin, Heidelberg, New York
9.4 Beuth-Verlag GmbH, Berlin
144
Literature - company specific
(served only as reference for this paper, not available)
- FORD Motor Comp. USA

QSA - W
Ouality System Assessment
for Warehouses and Distribution Facilities
Edition 1995
- Volkswagen AG, Wolfsburg

Volkswagen AUDI Vertriebszentrum
Systemaudit und die Prüfkriterien nach DIN EN ISO 9002
Edition 1996
- BMW AG, München

Qualitätsaudit für den Händlerbetrieb
Edition 1994
- Mercedes-Benz Vertriebsorganisation Deutschland

Auditfragenkatalog der MBVD nach DIN EN ISO 9001
Edition 1995
- MAN AG, München

Servicesaudit für MAN-Serviceniederlassungen
Edition 1994
- DQS / ÖQS / SQS

Interpretation ISO 9000ff
Speditionsdienstleistungen/Dienstleistungen
Edition 1993
145
10 Agreements with associations
(not proven at the time being)
11 Hints for awarding the VDA 6.2-certificate
11.1 VDA 6.2-certificate
The VDA 6.2-certificate serves as proof for a performed audit.
The criteria defined in the EN 45012 concerning independence and impar-

tiality have to be complied with.
lt is the aim of this certificate to document higher qualification of the quality

management system and to create reciprocal trust in the service area.
11.2 Auditing according to VDA 6.2 with award of a certificate
The certificate can be awarded if:
1. A Iead auditor, approved by the VDA, has carried out a complete audit
according to VDA 6.2 (answering all applicant questions) and a fulfillment
degree of at least 90 % has been reached.
2. A certificate according to DIN EN ISO 9001/2 had been awarded and at

least 10 spot checks of different QM-elements have been taken by the
lead auditor.
In general, following elements have to be tested additionally
05 Financial considerations concerning the quality management system

06 Product safety
Z1 Corporate strategy
09 Preparation of the service
10 Promotion and marketing
14 Customer services
15 Analysis and improvement of the service.
146
11.3 Procedure for applying for VDA-certificate
The certificate can be applied for at the VDA by a representative of corpo-

ration that contracted the VDA Iead auditor. A prerequisite of registration of
the audit at the VDA is registration of the lead auditor in VDA auditor
register.
The complete audit report has to be attached to the application for award
the certificate.
The certificate has to be signed by the Iead auditor.
After review at the VDA, the certificate is stamped with a registration num-
ber and signed by a Managing Director or legal representative of VDA.
147
To the
Verband der Automobilindustrie e. V. (VDA)
Lindenstraße 5
D-60325 Frankfurt am Main
Application for award of a VDA-6.2 certificate

—————————————————————————————————————————
Company:
Location:
Fulfillment degree:
The completed form sheets VDA 6.2, Main selection 8, have to be attached in copy.
—————————————————————————————————————————
Lead auditor:
Company:
Co-auditor:
Company:
Audit date: from to
Complete audit
Supplement for already awarded certificate
_______________________________ ______________________________________
Place/date Signature Place/date Signature
Lead-Auditor Audited corporation
148
12 Appendix
12.1 Modifications
(not applicant at the time being)
12.2 Comparison table sheets
Comparison table sheets for comparison with DIN EN ISO 9001 are
illustrated below.
12.2.1 Comparison matrix VDA 6.2/DIN EN ISO 900194
VDA 6.2 Subject of the item DIN EN ISO 9001
Part U: Board of directors/Management

01. Management Responsibility 4.1
01.1 Quality policy 4.1.1
01.2 Quality targets 4.1.1
01.3 Continual improvement --
01.4 Required means 4.1.2.2
01.5 Representative of the board of directors 4.1.2.1, 4.1.2.3
01.6 Quality management audit 4.1.3
02. Quality management system 4.1, 4.2
02.1 QM-manual 4.2.1, 4.2.2
02.2 Application range for the QM-system 4.1.2
02.3 Tasks, responsibility, authorisation 4.1.2.1
02.5 Project management (4.4.3)
02.4 Quality planning 4.2.3, 4.3.2a
03. Internal quality audits 4.17
03.1 Qualification and independence of the auditors 4.17
03.2 Audit-planning 4.17
03.3 Service and process audits --
03.4 Corrective measures and their documentation --
149
04. Training, personnel 4.18

04.1 Employee supervision --
04.2 Qualification of employees 4.18
04.3 Further development of employees 4.18
04.4 Target agreements and target achievement --
04.5 Employee motivation --
04.6 Survey on employee satisfaction --
05. Financial considerations on QM-systems
05.1 Procedures for reporting --
05.2 Regular intervals of reporting (4.1.3)
05.3 Error costs internal --
05.4 Error costs external --
06. Product safety
06.1 Product liability principles --
06.2 Procedures for risk determination (4.8)
06.3 Definition and implementation of safety regulations --
06.4 Completeness of operation instructions/manuals --
06.5 Recognition of dangers of putting into operation and usage --
Z1. Corporate strategy
Z1.1 Business plan for costs, distribution, quality etc. --
Z1.2 Measuring methods for business results and KVP-usage --
Z1.3 Performance data, corporate/comparison --
Z1.4 Customer satisfaction, measuring and modification --
Z1.5 Promotion of employee satisfaction --
150
Part P: Product and Process
07. Market research 4.4

07.1 Responsibilities and competences --
07.2 Evaluation of demands for new products/services 4.4.4
07.3 Customer requirements to products/services --
07.4 Benchmarks and competition analyses --
07.5 Expansion of offer range due to market analyses --
08. Development 4.4
08.1 Responsibilities and competences 4.4.1, 4.4.2, 4.4.3
08.2 Preparation of specification and delineation 4.4.4
08.3 Development resultsProduct/process trial 4.4.5
08.4 Review of fulfillment of requirements/expectations 4.4.6, 4.4.7
08.5 Handling of development modifications 4.4.9
09 Service preparation 4.3, 4.4, 4.10
09.1 Implementation of specification and delineation 4.3.2c
09.2 Procedure for launching of new products/services 4.4.5
09.3 Procedure for monitoring/auditing 4.10.1
09.4 Review and release of new products/services 4.4.8
10. Promotion and marketing --
10.1 Responsibilities for planning and performance --
10.2 Consideration of survey and market analyses --
10.3 Requirement to the appearance of the service provider --
10.4 Does the promotion comply with laws and customer --
expectations
10.5 Evaluation of promotion success --
10.6 Competence of the service provider as a advertiser --
151
11. Sales 4.3

11.1 Procedures and competences for contract reviews 4.3.1
11.2 Determination of customer demands and expectations --
11.3 Review of feasibility 4.3.2b, 4.3.2c
11.4 Order acknowledgements 4.3.4
11.5 Procedures for contract amendments 4.3.4
12. Purchasing 4.6, 13
12.1 Procedures and competences for supplier audits 4.6.2
12.2 Survey of approved suppliers 4.6.2a
12.3 Purchasing process and responsibilities 4.6.1, 4.6.3
12.4 Purchasing documents/quality requirements 4.6.3
12.5 Inspection of purchased products/services 4.6.4, 4.10.2
12.6 Handling of delivery complaints 4.13
12.7 Current supplier audits and records 4.6.2b, 4.6.2c
13. Service providing 4.7,4.8,4.10,4.11,
4.12, 4.13, 4.15
13.1 Customer supplied products/services 4.7
13.2 Procedures and competences for order completion 4.9, 4.10, 4.12
13.3 Marketing and trackability 4.8
13.4 Final inspection and hand-over to customer 4.10.4
13.5 Handling of faulty products/services 4.13
13.6 Handling, storage, packaging/protection, shipment etc. 4.15
13.7 Functionality/precision of operating and testing means 4.9, 4.11
152
14. Customer services 4.10, 4.14, 4.19

14.1 Procedures and competences for customer services 4.19
14.2 Production observance during stage of usage 4.14.2
14.3 Acceptance and effects of provided services --
14.4 Customer involvement for service audit 4.10.4
15. Analysis and improvement of service 4.14, 4.19, 4.20
15.1 Procedures and competences for determination and 4.14.1, 4.14.2,
execution 4.19
15.2 Error causes, analyses 4.14.2b
15.3 Application of statistical methods 4.20
15.4 Procedure for error prevention 4.14.3
15.5 Improvement programs --
16. Control of documents and data (defaults) 4.5, 4.16
16.1 Procedures and competences 4.5.1, 4.5.2
16.2 Releases, distribution and revision 4.5.2, 4.5.3
16.3 Filing of default documents 4.16
16.4 Integration of external documents 4.5.2
17. Control of quality records (proofs) 4.16
17.1 Procedures and competences 4.16
17.2 Evaluation and distribution of records 4.16
17.3 Filing of record documents 4.16
17.4 Responsibility for customers 4.16
153
12.2.2 Comparison matrix DIN EN ISO 900194 /VDA 6.2
DIN EN Element according to DIN EN ISO 9001 VDA 6.2

ISO 9001
4.1 Management responsibility 01, 02, (05)

.1 Quality policy 01.1, 01.2
.2.1 Organization, responsibility and authorisation 01.5, 02.2, 02.3,
.2.2 Organization, means 01.4
.2.3 Organization, representative of the board of directors 01.5
.3 QM-audit 01.6, (05.3)
4.2 Quality management system 02
.1 General remarks 02.1
.2 QM-processing instructions 02.1
.3 Quality planning 02.4
4.3 Contract review 02, 09, 11, 17
.2a Review requirements documented and understood 02.4
.2b Review discrepancies quotation/order 11.3
.2c Ability to fulfill requirements 09.1, 11.3
.3 Modification 11.4, 11.5
.4 Records 17
4.4 Design control 07, 08, 09
.1 General remarks 07.1, 08.1
.2 Design and development planning 08.1
.3 Organizational and technical interfaces 08.1
.4 Design defaults 08.2
.5 Design result 08.3, 09.2
.6 Design review 08.4
.7 Design verification 08.4
.8 Design validation 09.4
.9 Design modifications 08.5
154
ISO 9001
4.5 Control documents and data 16
.2 Approval and edition of D. & D. 16.1,16.2,16.4
.3 Modifications of documents and data 16.2
4.6 Purchasing 12
.2a Auditing subcontractors 12.1, 12.2
Assess suitability and select

.2b Monitoring: Capability and performance 12.7
.2c Record these data 12.7
.3 Purchasing statements 12.3, 12.4
.4.1 Testing purchased products (Supplier at subcontractor). 12.5
.4.2 Testing of purchased products (Tested by customer) 12.5
4.7 Control of customer-supplied products 13.1
4.8 Marking and trackability of products (06.2), 13.3
4.9 Process control 13, 17

Par.1 Planning of quality influencing assembly and maintenance 13.2
a Operating instructions 13.2
b Suitable equipment and environmental conditions 13.7
c Fulfillment of standards, QM-plans, processing instructions 13.2
d suitable/matching process parameter 13.2
e Approval of processes and equipments 13.2
f Criteria for work performance 13.2
g Maintenance 13.7
e Release 13.2
Par.2,3 Special processes 13.2
Par.4 Records of quality processes, equipments, persons 17
155
ISO 9001
4.10 Tests 12, 13, 17
.1 General remarks 09.3, 13.2, 13.4
.2 Inspection of incoming goods 12.5
.2.1 Usage after verification 12.5
.2.2 Extent and type incoming inspection 12.5
.2.3 Preliminary or special release 12.5
.3 Interim inspection 13.4
.4 Final inspection 13.4, 17
.5 Test records 13.4, 17
4.11 Monitoring of testing means (PM) 13.7
.2a Define monitoring and testing means PM 13.7
.2b Define and calibrate testing means (PM) 13.7
.2c Define procedure for this purpose 13.7
.2d Mark calibration status 13.7
.2e Archiving calibration records 13.7
.2f Evaluation and records of previous measuring results in case 13.7
of errors of testing means (PM)
.2g Environmental conditions for measurings 13.7
.2h Handling, protection and storage of testing means (PM) 13.7
.2i Protection of calibration status 13.7
4.12 Test status 13.2
4.13 Control of defective products 13.5

.2 Assessment and handling of defective products 13.5
156
ISO 9001
4.14 Corrective and preventive measures 14, 15
.2a Corrective measures, effective error elimination 14.2, 15.1
.2b K.-Correction of error causes in production, processes, 15.2
system
.2c K.-Definition of ... 15.1
.2d K.-Monitoring of effectiveness 15.1
.3 Preventive measures 15.4
4.15 Handling, storage, packaging, conservation and shipment 13
.2 Handling 13.6
.3 Storage 13.6
.4 Packaging 13.6
.5 Conservation 13.6
.6 Shipment 13.6
4.16 Control of quality records 16.3, 17
4.17 Internal quality audits 03

Par.1 Processing instructions 03.2
Par.2 Planning of audits and auditors 03.1
Par.3 Records and distribution of results 03.2
Par.4 Follow-up audits – corrective measures 03.2
4.18 Training 04
4.19 Maintenance 14.2, 15.1
4.20 Statistical methods 15

.1 Determination of demands 15.3
.2 Procedures 15.3
157
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.
158
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

-System FMEA-

-Project Planning-
Volume 6 Basic for Quality Audits, Auditing and Certification
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
159

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VDA

2nd Edition 1999

Based on DIN EN ISO 9001, 9002

Verband der Automobilindustrie e.V. (VDA)

VDA-volumes are recommendations free to be applied by everyone.

The VDA-volumes consider the state-of-the-art valid at the respective

We kindly ask anybody who during the application of the VDA-recommen-

The individual standards citations, signified with DIN-numbers and date of

Verband der Automobilindustrie e. V. (VDA)

Printed and published by:

So a discussion has been started in the service providing segment of the

Quality Standard of the

VDA 6 Quality System Audit VDA 6 Quality System Audit

Basics for VDA 6

VDA 6 Quality System Audit

Auditing and VDA 6 VDA 6

The following companies have contributed to this paper:

BMW AG, Munich

Frankfurt/Main, March 1999

VERBAND DER AUTOMOBILINDUSTRIE E. V. (VDA)

2 QM-system according to standard dass DIN EN ISO 9000 14

3 QM-system audit - Services - 18

4.3 Terms concerning quality management system according

4.4 Terms concerning tools and techniques/technologies

4.5 Additional terms (Definitions for this paper) 35

5 Comparison matrix of the section numbers for

6 Structure of questions and number of questions

7 Questionnaire to the QM-system audit - Services - 40

8 Form sheets for the QM-system audit 135

10 Agreements with associations 146

11 Hints for awarding the VDA 6.2-certificate 146

Other VDA-FORMS 158

1.1 Quality management and Service

The automotive industry is process-oriented. This reasons the involvement

Intenal as well as external service providers might be concerned.

Hence an increasing quality, cost and speed competition is developing,

In order to successfully develop services in the automotive industry further,

1.2 Product quality and service quality

If a vehicle which was produced in an industrial process is understood as

We should consider that services on principle are immaterial, but without

1.3 Chances and Risks

As all other systems, launching and further development of a quality mana-

lt depends on the overall implementation of the quality principle from the

Hence it depends on managers and employees what can be made of it.

A questionnaire has been developed in order to make the quality of any

This questionnaire is structured as follows:

lt is the intention of this paper to allow the rating of a defined QM-

This VDA-paper volume 6, Part 2 is the document to be used for higher

For deliveries according to the provisions of the EU fulfilling the contents of

2.1 Explanations concerning DIN ISO 9004, part 2 (Revision 6/

Producing and maintaining satisfactory quality in any Organization depends

The successful application of quality management to a service creates

- improved service level of the services and customers

2.2 Models for quality assurance/QM-specification

lt has to be emphasised that the requirements to the quality assurance/QM-