ConsultingSituation 1 A tier 1 corporation needed internal IATF 16949 audits to be performed as part of their quality management system (QMS). QMS was already certified. This organization had both manufacturing of a final product for the OEM and heat-treatment services to all customers including automotive and non-automotive ones. Solution Resources were not an issue for the site counting on more than 500 employees and a good management structure. We agreed to perform the internal audits as lead auditors but we also decided to train and qualify internal auditors. Internal auditors belonging to the organization are a valuable asset for the quality management system. We would use the internal audit events as part of the training of the internal auditors and transfer the maximum of our knowledge. Outcome The solution was accepted. The IATF internal audit planning and execution improved, extending to the corrective action process. CQI-9 audits were also requested for the heat-treatment part of the organization and process experts from the site were trained and qualified as internal auditors. We completed internal audits at this site for 5 years. Situation 2 A tier 1 organization wanted support to maintain and improve their ISO/TS 16949 quality management system (QMS) QMS was already certified and the organization has a quality structure in place and staffed. Solution As the boundaries of the consulting were not very clear, we started with a full internal audit to determine strengths, weaknesses, risks, and opportunities. Then we could focus on specific processes, logistics, manufacturing, and process development. A plan was created and executed with bi-weekly visits of 3 days. Outcome The plan had to be adjusted several times to focus on specific challenges of the organization, including a product recall event that became a crisis management event with an IATF OEM customer. This consultation was originally scheduled for 3 months, was extended several times, and ended after 2.5 years. TrainingSituation A tier 1 corporation to several IATF OEMs needed customized training in PFMEA and other core tools such as APQP and customer-specific requirements. Solution We studied customer internal procedures and developed specific training events always consisting of theoretical training, hands-on using customer’s processes, and evaluation of the learning level. Training events typically lasted 2 or 3 days and were held in company (several sites) 3 to 5 times a year for 20 participants. Outcome Training program lasted 10 years and qualification of internal IATF 16949 auditors was added to the original request. Crisis ManagementSituation IATF OEM customers decided to intervene in the Quality Management System of their supplier for repeated missing deliveries. IATF OEM customer called us and ordered us to fix the situation. Their relationship was so degraded that they were not communicating anymore. We visited the supplier and reception was very tense. They were not willing to accept any intervention from their customer. Solution After confirming that both parties still wanted to work together, we explained to the supplier that we were not the OEM, nor the supplier and therefore we were independent of both parties. They agreed they had had issues and they did not know how to fix them because some causes were on the side of the IATF OEM customer. We started working and collecting information for one week. At the end of the second week, we had a recovery action plan with 15 topics – and numerous actions underneath each topic – approved by both the IATF OEM and the supplier. The main issues were on the product quality at the supplier and on the scheduling process at the IATF OEM. The supplier had no problems with logistics or deliveries as originally claimed. We executed and completed all the topics of the approved action plan in 6 months. Several other aspects of this relationship were addressed during this intervention including the capacity of testing equipment provided by the IATF OEM customer. Outcome Parties slowly restarted to communicate. Executives from purchasing, suppliers’ management, and quality from the IATF OEM customer visited and exchanged with their suppliers. Links were re-established. The supplier agreed to be part of a Monozukuri improvement process driven by the customer. Product quality improved to the point where parts were ready to deliver on time, according to realistic and feasible releases received from the IATF OEM customer.