CQI-14 Assessment Tool Final

(1)

Version 3, Issued 4/2015

Pre-Assessment

Automotive Warranty Management Assessment

Please note: For the purposes of this survey, "the organization" can mean "Company," "Division," "Department"

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Establishing the Baseline: Introduction to Warranty

Number Circumstance or Condition

Applicable CQI-14 Manual Section

P1

1.2 P2

1.2, 1.8, 3.8, 7.3

Consumer Event and the Dealership Activities (OEM Only)

Number Circumstance or Condition

Applicable CQI-14 Manual Section

P3

2.2, 2.7

Proactive Prevention: Lesson's Learned in Pre-Program Activities

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

The organization clearly defines ownership of the warranty

management process.

The organization defines a warranty strategy that drives behaviors

and practices (e.g. annual improvement projects, APQP projects)

which reduce warranty risk throughout the company.

The consumer's concern is thoroughly and accurately captured as

a verbatim and after repair, the documentation is written up

completely with accurate codes and diagnostic information, test

data and replacement parts listed, including any digital media to

support the repair.

(2)

CQI-14

Automotive Warranty Management Assessment

Version 3, Issued 4/2015

Pre-Assessment

Automotive Warranty Management Assessment

Please note: For the purposes of this survey, "the organization" can mean "Company," "Division," "Department"

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

P4

3.1, 4.1

P5

3.9, 6.1, 6.2, 6.7

The organization has established Lessons' Learned database that

captures information such as reasons for FMEA and Control Plan

changes, manufacturing or assembly improvements etc.

The organization engages the supply chain to reduce warranty

risks and there is a mechanism for the supply chain to share

improvements.

(3)

Version 3, Issued 4/2015

Pre-Assessment

Automotive Warranty Management Assessment

Please note: For the purposes of this survey, "the organization" can mean "Company," "Division," "Department"

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Implementing the Lessons Learned: Advanced Product Quality Planning (APQP)

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

P6

3.4, 4.1, 4.3, 4.5, 4.6

Containing Warranty Issues: Post-Start of Production

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

P7

1.3 , 1.4 , 1.5 , 5.1 , 5.2 , 6.1

P8

5.2 , 5.3 , 5.4 , 6.6

Preventing Future Warranty Events: Actions/Solutions

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

The organization's FMEA's identify risks from component and

systems, Design for Manufacturing, Design for Assembly and

Design for Serviceability.

The organization currently makes use of available warranty data

systems and parts return resources which enables timely/regular

communication to the warranty stakeholders.

Organizations expand investigations beyond the component level

to include system interactions, assembly, mating component, and

handling/logistics conditions.

(4)

CQI-14

Automotive Warranty Management Assessment

Version 3, Issued 4/2015

Pre-Assessment

Automotive Warranty Management Assessment

Please note: For the purposes of this survey, "the organization" can mean "Company," "Division," "Department"

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

P9

6.1, 6.7

P10

6.6 The organization establishes agreements and reviews issues and

corrective actions with partner organizations for improvements in

design, specifications, logistics, handling, service procedures and

other areas to reduce the potential for warranty events.

The organization routinely investigates NTF in relation to the

system environment.

(5)

Version 3, Issued 4/2015

Pre-Assessment

Automotive Warranty Management Assessment

Please note: For the purposes of this survey, "the organization" can mean "Company," "Division," "Department"

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Continuous Improvement: Institutionalize the Process

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

P11

1.6, 7.1

Implementation Assessment

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

P12

Section 1 P13

1.8, 3.8

Effectiveness Assessment

Number

Circumstance or Condition

Applicable CQI-14 Manual Section

P14

1.6, 7.1

The organization establishes yearly improvement targets and

places higher priority on issues with high incident rates (vs. cost).

The organization has an overall warranty management champion

and defined, trained support identified.

There is evidence of warranty risk factor review in the decision

making process of bidding or accepting a program.

Customer concerns and warranty performance are improving by

showing a measurable difference in warranty events.

(6)

CQI-14

Automotive Warranty Management Assessment

Version 3, Issued 4/2015

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Finding/Observation

Scoring Guideline

Score 0-5

Yes = 5, No = 0

Finding/Observation

Score 0-5

Yes = 5, No = 0

(7)

Version 3, Issued 4/2015

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Yes = 5, No = 0

(8)

CQI-14

Automotive Warranty Management Assessment

Version 3, Issued 4/2015

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Finding/Observation

Score 0-5

Yes = 5, No = 0

Finding/Observation

Score 0-5

Yes = 5, No = 0

Finding/Observation

Score 0-5

(9)

Version 3, Issued 4/2015

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Yes = 5, No = 0

(10)

CQI-14

Automotive Warranty Management Assessment

Version 3, Issued 4/2015

This is not intended to replace the full assessment. It is designed to provide an initial gap analysis of a warranty management process

Finding/Observation

Score 0-5

Yes = 5, No = 0

Finding/Observation

Score 0-5

Yes = 5, No = 0

Finding/Observation

Score 0-5

Yes = 5, No = 0

Pre-Assessment Total:

0.00 Pre-Assessment Score:

0.00

(11)

Organization Responsible Area Section Circumstance or Condition Applicable Manual Section Recommended Evidence / Indicator Evidence / Indicator Provided Scoring Guideline Score 0 - 5

Supplier Section 1 Yes = 5, No = 0

Supplier Section 1, 7.3 Records of management reviews with teams Yes = 5, No = 0

Supplier 1.03 Warranty management is part of the organization's business plan. Section 1 Yes = 5, No = 0

Supplier 1.2, 5.2 Use scoring method table

Supplier 1.2 Yes = 5, No = 0

Supplier 1.2, 1.8, 3.8, 7.3 Yes = 5, No = 0

Supplier 1.2 Comparison: Trend Charts Use scoring method table

Supplier 1.08 Do the meetings include a review of customer warranty metrics. 1.2, 1.6 Yes = 5, No = 0

Supplier 1.2, 7.3 Meeting minutes, reviews, assessments, etc. Use scoring method table

Supplier 1.2, 1.6, 3.9, 6.1 Use scoring method table

Supplier 1.2 Organization chart information Use scoring method table

Supplier 1.8, 3.8 Metric reviews Use scoring method table

Supplier Forward, Introduction, 1.2 Review of goals Use scoring method table

Supplier 1.3, 5.2, 5.3 Use scoring method table

Supplier Use scoring method table

Supplier 1.2, 6.5, 7.2 Procedures, documentation Use scoring method table

Supplier 1.17 The organization shares warranty data with supply chain partners. 1.6, 5.1, 5.2, 6.1, 6.2 Use scoring method table

Supplier 1.1, 1.2, 3.10 Training records Use scoring method table

1. Management Introduction to Warranty /

Establishing the Baseline 1.01 The organization has a defined warranty management process with defined ownership. Organization chart information / structure, Procedures 1. Management Introduction to Warranty /

Establishing the Baseline 1.02 There is upper management oversite of warranty management activities. 1. Management Introduction to Warranty /

Establishing the Baseline Business plan shows warranty identified as a target area

Establishing the Baseline 1.04 Roles and responsibilities for warranty management processes within the organization are clearly documented and understood.

Warranty management roles and responsibilities are defined in job descriptions/procedure 1. Management Introduction to Warranty /

Establishing the Baseline

1.05 The organization recognizes the consumer's expectations for warranty performance by establishing warranty management policy that incorporates the OEM's and Supply Chain's expectations, processes and targeted improvements.

Warranty policy, procedures, targets/objectives/metrics/ goals

1. Management Introduction to Warranty / Establishing the Baseline

1.06 The organization defines a warranty strategy that drives behaviors and practices (e.g. annual improvement projects, APQP projects) which reduce warranty risk throughout the company.

Warranty plan, procedures, metrics, lessons learned database, documentation information shows reduction in start up / CPV/IPTV/PPM

1.07 The organization holds regularly scheduled reviews of: warranty management performance (warranty trend charts), and on-going assessment of the warranty management culture.

Establishing the Baseline Meeting minutes reflect review of customer warranty data

1.09 The organization regularly carries out on-going assessment of its warranty management culture and identifies opportunities for improvement.

1.10 The organization shares warranty performance metrics with employees, customers and supply chain as an indication of the commitment to reduce incident rates.

Records of employee meetings demonstrating sharing of warranty performance

1.11 The organization's management provides a supportive environment, and resources, at all levels, for employees to be Consumer-Centric focused to achieve reductions in warranty incident rates.

1.12 There is a mechanism for program risks to be assessed by the organization when reviewing, (a) Potential programs;(b) Terms and Conditions;(c) Applicable warranty agreements;(d) Program deliverables;(e) Expectations and requirements communicated to program partners;(f) Legal, regulatory and/or legislative requirements. 1. Management Introduction to Warranty /

1.13 The organization focuses on incident rate reduction over cost recovery as a priority, working collaboratively with partners to achieve improvements.

Establishing the Baseline 1.14 The organization is accessing and utilizing available customer warranty data systems.

Procedures/passwords and visible access to customer warranty data

systems/demonstrated 1. Management Introduction to Warranty /

1.15 The organization is proactively receiving and analyzing warranty field returns sent by the OEM or Supply Chain Partners and results are shared.

1.4, 1.6, 3.9, 5.1 , 5.2, 5.5, 5.7,

5.8, 6.1, 6.2, 6.7 Field returned product review reports/procedure 1. Management Introduction to Warranty /

Establishing the Baseline 1.16 The organization encourages activities that drive early problem detection and identification. 1. Management Introduction to Warranty /

Establishing the Baseline Evidence of warranty data sharing with suppliers

1.18 The organization provides adequate training to those involved with warranty data analysis, root cause problem solving including field return analysis, validation methods and adjoining systems training.

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CQI-14

Automotive Warranty Management Assessment

Version 3, Issued 4/2015

Supplier 1.2 Use scoring method table

Supplier 1.2, 6.6 NTF records, NTF Metric, Case studies Use scoring method table

Supplier 1.3, 1.6, Section 3 Metrics Use scoring method table

Supplier 3.6 NHTSA information review records Yes = 5, No = 0

Supplier 3.10, 4.8, 5.6, 6.3 Records of TSB review inputs Use scoring method table

Supplier 3.1, 3.3, 4,4 Use scoring method table

Supplier 3.2, 3.3, 3.4 Procedure Use scoring method table

Supplier 3.1, 4.1 Evidence of Lessons Learned database Yes = 5, No = 0

Supplier 1.6, 3.3, 5.2, 5.3 Reviews of project records Use scoring method table

Supplier 3.5, 4.5, 5.8 High mileage data review records Use scoring method table

Supplier 3.9, 6.1, 6.2, 6.7 Records show supply chain improvements Use scoring method table

Supplier 3.9, 3.10 Training records Use scoring method table

Supplier 2.14 Is the organization actively involved in Layered Audit Procedures? LPA records Yes = 5, No = 0

Supplier LPA records Use scoring method table

Supplier 3.2, 3.4, 3.5, 3.7, 4.1, 4.5 Use scoring method table

Establishing the Baseline 1.19 Employees in the company have a stake in recognizing and accept ownership for warranty risk reducing actions. LPA records, maintenance records - information shared with employees 1. Management Introduction to Warranty /

1.20 NTF's are viewed as an opportunity to further improve consumer satisfaction by applying continued, disciplined problem solving until the root cause is determined and eliminated.

2. Proactive Prevention: Lesson's Learned in Pre-Program Activities

2.01 Previous and current warranty is pulled for review to help determine improvements in design, materials, process or service required to reduce warranty risk in preparation of a new program, (a) Incident rate;(b) Warranty data analysis (analytics) results;(c) Partner organization assembly plant issues;(d) Past serviceability issues;(e) Organization's own manufacturing or assembly issues;(f) Field return investigations results and root cause's;(g) Review of latest warranty repair center parts and data;(h) Extended service data review (if available);(I) Third party data that helps assess current performance levels.

2.02 Surrogate program data is applied to understand warranty related risks such as: like components or systems, JD Powers and Associates data, scorecards, etc.

Product development shows records of identified surrogate and review of issues/etc. and changes effected to design/process 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.03 NHTSA and other government databases are consistently reviewed for recalls and campaign information to help define risks. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.04 TSB's are obtained, when available, and made accessible for review and improvement input. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities

2.05 Past T-G-W, T-G-R and corrective actions (like 8Ds, 5 Whys and other problem solving activity) are routinely reviewed for potential improvements to reduce incident rate risk by the organization.

Process & Design FMEA evidence, meeting records/process line review records

2.06 Does the organization utilize a procedure prior to launching a new production line; which entails a thorough review of all corrective actions, poke yoke, and error proofing implementations on previous lines regardless of customer is undertaken to identify potential issues on the new line.

2.07 The organization has established Lessons' Learned database that captures information such as reasons for FMEA and Control Plan changes, manufacturing or assembly improvements etc. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.08 The organization routinely reviews internal quality records and supply chain quality data for potential warranty risks. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.09 Past FMEA's are reviewed by the organization for potential risks and "needs improvement" identification, including development needs. Records of FMEA reviews and improvements 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.10 The organization reviews available high mileage data to verify or identify potential reliability and durability performance issues. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.11 Design for Six Sigma opportunities are identified and/or implemented to reduce warranty incident risks. Program reviews include DFSS review records 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.12 The organization engages the supply chain to reduce warranty risks and there is a mechanism for the supply chain to share improvements. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 2.13 The organization has sufficient warranty process training for supply chain partners. 2. Proactive Prevention: Lesson's Learned in

Pre-Program Activities Referenced industry Layered Process Audit procedures 2. Proactive Prevention: Lesson's Learned in

2.15 An Error Proofing checklist for design and process to include manufacturing and assembly is utilized. Following launch, the assembly checklist for Error Proofing effectiveness is incorporated in the Layered Audit Process.

Referenced industry Layered Process Audit procedures 3. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP) 3.01 The organization considers consumer use differences, by market, for global platforms for both systems and components.

Documents, function analysis records, FMA. FMEA, QFD checklist, field benchmarking

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Supplier 3.4, 4.1, 4.3, 4.5, 4.6 FMEA records Use scoring method table

Supplier 3.4, 4.1, 6.2, 6.7 Organization/supplier FMEA linked Use scoring method table

Supplier 3.5, 4.1, 4.5, 5.5, 5.8 Use scoring method table

Supplier 3.7, Section 5 Use scoring method table

Supplier 4.3, 6.2 Yes = 5, No = 0

Supplier 3.10, 5.2 Organization chart, training records, goals. Use scoring method table

Supplier 1.4, 1.5, 1.7, 5.1, 5.5, 6.6, 6.8 Procedure, records Yes = 5, No = 0

Supplier 6.1 Records, audits Use scoring method table

Supplier 5.5, 6.3 Procedure and record of TSB reviews Use scoring method table

Supplier 5.7, 5.8 Yes = 5, No = 0

3. Implementing the Lessons Learned: Advanced Product Quality Planning (APQP)

3.02 End-Of-Life products are captured, analyzed and compared to design validation conditions to understand high mileage risks and improvements.

End of Life product vs. design validation documentation

3.03 The organization's FMEA's identify all risks from component and systems, Design for Manufacturing, Design for Assembly and Design for Serviceability.

3. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP) 3.04 The organization considers NTF's and how risk reducing activities can be reflected in the FMEA's. Documentation, FMEA checklist, information 3. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP)

3.05 The organization links FMEA's of the supply chain/customer to their own FMEA's to increase risk detection and buy-in of reduction activities.

3.06 The organization correlates DVP&R results with actual field performance data including warranty investigation results to verify that the correct failure modes are being evaluated.

DVPR results correlated to field and warranty investigation results 3. Implementing the Lessons Learned: Advanced

3.07 The organization considers diagnostic methods and best practices to allow for cost effective and timely root cause analysis and repair in the design phase.

Diagnostic methods such as, fault tree, fish bone etc., used in design phase 3. Implementing the Lessons Learned: Advanced

3.08 The organization applies effective problem solving tools (reference AIAG CQI-20) to optimize: functional performance, manufacturing operations, shipping/handling efficiency, defect free assembly and effective repairs.

Problem solving tools such as AIAG ref. CQI-20 used to optimize operations etc. Documentation

3.09 The organization engages the supply chain with the OEM's Vehicle Parts and Service organization to allow improvements in diagnosis, repair tools and repair methods.

Evidence of involvement with Vehicle Parts and Service to support improvements 3. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP) 3.10 The organization allows supply chain partners to participate in the review and validation of the Vehicle Service Manual.

Organization and supply chain involved in Vehicle Service Manual reviews. meeting minutes etc.

3.11 The organization provides training to partners to improve parts handling, component assembly processes, issue diagnosis and problem resolution.

Documented evidence of training supply chain partners in product handling, assembly and problem issue resolution

4. Containing Warranty Issues: Post-Start of

Production 4.01 The organization has a process to develop knowledgeable and trained staff to facilitate warranty monitoring. 4. Containing Warranty Issues: Post-Start of

Production

4.02 The organization has a documented procedure for managing and analyzing warranty returns, subsequent problem solving activities and utilization of investigation findings in future product development activities.

4. Containing Warranty Issues: Post-Start of Production

4.03 The organization currently makes use of all available warranty data systems and parts return resources which enables timely /regular communication to the warranty stakeholders.

Passwords and records etc. which demonstrate usage of all available data systems etc.

4.04 The organization expands investigations beyond the component level to include system interactions, assembly, mating component, and handling/logistics conditions.

Investigation records show system interaction/mating product reviews 4. Containing Warranty Issues: Post-Start of

Production 4.05 The organization and partner(s) reach agreement for implementation of counter measures. 4. Containing Warranty Issues: Post-Start of

Production

4.06 The organization communicates implemented corrective action clean point dates and applies increased warranty monitoring at the time of new platform launch or change implementation.

Records of clean point date communication contained in 8D's, 5Whys etc.

4.07 Applicable repair procedures and TSB's are

pulled/reviewed/generated to support improvement in diagnostic and repair activities.

4.08 The organization participates, when allowed, with diagnosis and repair of a vehicle at dealerships/fleet repair centers/OEM fleet service garages or other partner available vehicles.

Records of contact and participation where allowed

4.09 The organization has a process(es) defined to request a vehicle(s) for testing and investigative purposes from the OEM, other supply chain partners, vehicle rental companies, or employees.

Procedure and process for requesting test vehicles

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CQI-14

Supplier 6.1, 6.7 Yes = 5, No = 0

Supplier 6.2, 6.7 Engineering documents, quality documents Use scoring method table

Supplier 6.3 Process Yes = 5, No = 0

Supplier 5.09 The organization has a defined Design for Service process. 4.3, 6.3 Procedure Yes = 5, No = 0

Supplier 6.6 Records of NTF reviews Use scoring method table

Supplier Yes = 5, No = 0

Supplier 5.1, 5.2, 5.3, 6.5, 7.2 Documented process Yes = 5, No = 0

Supplier 5.5, 5.6, 7.2 Dealer contact records Use scoring method table

Supplier 7.1 Pareto charts Yes = 5, No = 0

Supplier 1.6, 7.1 Annual targets on metric Yes = 5, No = 0

Supplier 6.08 Lessons learned are applied to future programs. 3.1, 3.2, 3.3, 7.1 Use scoring method table

Supplier 7. Implementation Assessment Section 1 Organization chart information Yes = 5, No = 0

4.11 The organization has defined process to notify the customer of potential suspect or nonconforming parts (service parts and supply chain).

Customer notification document (i.e., containment records)

5. Preventing Future Warranty Events:

Actions/Solutions 5.01 Warranty agreements are clearly defined at the time of sourcing for directed source components. Warranty agreement dates match source dates 5. Preventing Future Warranty Events:

Actions/Solutions

5.02 The organization establishes agreements and reviews issues/corrective actions with partner organizations for improvements in design, specifications, logistics, handling, service procedures and other areas to reduce the potential for warranty events.

Records of agreements and reviews with supply partners

Actions/Solutions 5.03 This agreement(s) includes who is responsible (ownership) for each improvement step and timing (reference question #2). Agreements indicate ownership/responsibilities 5. Preventing Future Warranty Events:

Actions/Solutions

5.04 The organization and partner organization's FMEA's, Control Plans and other quality/engineering documents are updated after a warranty concern is addressed.

Actions/Solutions 5.05 Cross-functional teams are engaged in the updating of FMEA's, Control Plans and other quality/engineering documents. Records show CROSS FUNCTIONAL TEAM involvement 5. Preventing Future Warranty Events:

Actions/Solutions

5.06 Corrective actions are shared with partner organization; confirmation exists that their FMEA's test and/or measurement methods are updated.

Records show corrective action sharing with supply chain partners

5. Preventing Future Warranty Events: Actions/Solutions

5.07 Warranty lessons learned are applied to all product lines, systems, processes, materials, etc. where applicable, to leverage improvement across a broader base of the business (i.e., Yokoten, Poka-Yoke, etc.).

Warranty lessons learned database/records show application across systems and product lines

5.08 The organization has a formal process(es) for obtaining, reviewing and updating OEM: TSB's, service manuals, diagnostic processes, call center procedures and safety recall notifications.

Actions/Solutions 5.10 The organization participates in preparation of training materials and service personnel where allowed. Records of training material involvement with service personnel where allowed 5. Preventing Future Warranty Events:

Actions/Solutions 5.11 The organization routinely investigates NTF in relation to the system environment. 5. Preventing Future Warranty Events:

Actions/Solutions 5.12 The organization uses a defined process for NTF root cause investigation. 6.6, Fig 9 (Ref. AIAG/OESA NTF Decision Tree) Records of Decision tree use for NTF root cause investigation 5. Preventing Future Warranty Events:

Actions/Solutions 5.13 The organization applies continual improvement practices to NTF process. 6.6, Fig 9 (Ref. AIAG/OESA NTF Decision Tree) Decision tree expanded to show new and/or specific NTF paths 5. Preventing Future Warranty Events:

Actions/Solutions 5.14 The organization confirms that the corrective actions are working and are effective based on ongoing warranty and quality metrics. Verification of corrective actions by metric tracking 6. Continuous Improvement: Institutionalize the

Process 6.01 The organization tracks the available warranty data and understands the warranty trends including detection of emerging field issues. Trend charts, Pareto charts, specific issue lists, part return analysis results 6. Continuous Improvement: Institutionalize the

Process 6.02 The organization monitors social media to identify consumer concerns as an early warning. 6. Continuous Improvement: Institutionalize the

Process 6.03 The organization follows up with dealer technicians for additional claim information where permitted. 6. Continuous Improvement: Institutionalize the

Process 6.04 Warranty data is pareto charted to identify potential improvement targets. 6. Continuous Improvement: Institutionalize the

Process 6.05 The organization establishes yearly improvement targets and places higher priority on issues with high incident rates (vs. cost). 6. Continuous Improvement: Institutionalize the

Process 6.06 The organization implements continuous improvement activities which meet or exceed improvement targets. Improvement targets are supported with action plans - records 6. Continuous Improvement: Institutionalize the

Process 6.07 The organization periodically establishes agreed upon warranty improvement projects with partner organizations. Supply chain partner warranty improvement project records 6. Continuous Improvement: Institutionalize the

Process Lessons Learned review records during program reviews

I.01 The organization has a senior management-level champion who owns and defines the warranty management system with trained support

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Supplier 7. Implementation Assessment 1.1 Job description Yes = 5, No = 0

Supplier 7. Implementation Assessment Section 1, 3.9, 3.10 Use scoring method table

Supplier 7. Implementation Assessment 1.6, 7.1 Annual metrics set Yes = 5, No = 0

Supplier 7. Implementation Assessment 1.3, Section 3, 5.2, 5.3 Use scoring method table

Supplier 7. Implementation Assessment 6.6, 6.7, 6.8, 7.1 Incident rate tracking tied to action plan Use scoring method table

Supplier 7. Implementation Assessment 1.7, 1.8, 5.2 Warranty data deployed to all affecting areas Use scoring method table

Supplier 7. Implementation Assessment Section 3, 6.8, 7.3 Use scoring method table

Supplier 7. Implementation Assessment 6.6, 7.3 Use scoring method table

Supplier 7. Implementation Assessment 3.5, 4.5, 5.8 Use scoring method table

Supplier 7. Implementation Assessment 1.8, 3.8 Yes = 5, No = 0

Supplier 7. Implementation Assessment 1.7, Section 5 Use scoring method table

Supplier E.01 Incident rates meet improvement targets. 1.6, 7.1 Trend charts Yes = 5, No = 0

Supplier 1.6, 7.1 Charts Yes = 5, No = 0

Supplier E.03 Regular data updates have been made available to the organization. 1.6, 7.3 Yes = 5, No = 0

Supplier 3.9, 4.1, 6.1, 6.2, 6.7 Project records Yes = 5, No = 0

Supplier E.05 Detection-to-Correction measures are improving. 1.6, 7.3 Yes = 5, No = 0

Supplier E.06 Does the organization measure the NTF ratio to total claims? 1.7 Organization measures NTF vs. total claims Yes = 5, No = 0

OEM 1.2 Organization chart information / structure Yes = 5, No = 0

OEM 1.8, 3.8 Use scoring method table

OEM 1.2, 1.8, 3.8, 7.3 Yes = 5, No = 0

OEM 1.6, Section 3, 6.5, 7.1 Warranty management metrics report Yes = 5, No = 0

OEM 1.2 Yes = 5, No = 0

OEM 1.4, 5.1 , 5.5 ,5.7,5.8 Use scoring method table

I.02 The organization has defined warranty champion(s) responsible for coordinating resolution of warranty issues.

I.03 Warranty training is provided to all cross functional staff and supply chain partners, including all warranty personnel. There is emphasis on the objective to satisfy the consumer through risk reduction activities that minimize incident rates.

Training records Internal metrics I.04 The organization sets warranty metric targets annually; targets are

reviewed by senior management.

I.05 Customer warranty database access is established and data is shared

within the organization. Evidence of database access, passwords etc. Show me I.06 Active projects to reduce the incident rates of NTF's involve

partners/suppliers.

I.07 Associates are involved with using the warranty data to perform their job functions.

I.08 Warranty-related Lessons Learned database is populated with

appropriate Look-Across activities. Warranty records/lessons learned database shows look across references and actions I.09 The organization applies and updates its defined NTF process as

necessary. NTF defined process being applied and updated

I.10 There is increased effort to analyze End-Of-Life products to validate DVP, FMEA's, durability performance and OEM reliability

requirements. This data is applied to further improve quality /performance to meet consumer satisfaction targets and fed forward into Lessons Learned database for new program review.

End of life product analysis records, and records of updated Lessons Learned database

I.11 There is evidence of warranty risk factor review in the decision

making process of bidding or accepting a program. Warranty risk reviews in contract / program reviews - records I.12 Problem solving tools are applied and standardized to assist root

cause analysis of warranty concerns, updated as necessary. Evidence of problem solving tool use, fishbones, decision trees etc. 8. Effectiveness Assessment of Warranty

Management Program

8. Effectiveness Assessment of Warranty

Management Program E.02 The organization meets/exceeds warranty metric targets set by organization/customer. 8. Effectiveness Assessment of Warranty

Management Program Reporting of warranty data, lessons learned data base

Management Program E.04 There is increased evidence of cross function engagements with partners/suppliers with the problem solving of warranty concerns. 8. Effectiveness Assessment of Warranty

Management Program

Evidence of improvement in measures demonstrated by project / issue documentation

8. Effectiveness Assessment of Warranty Management Program

Management Program E.07 NTF resolution performance (e.g., ratio of NTF to total parts, time to resolve, etc.) is improving. NTF resolution - number of open items is decreasing 1. Management Introduction to Warranty /

Establishing the Baseline 1.01 The organization clearly defines ownership of the warranty management process. 1. Management Introduction to Warranty /

Establishing the Baseline 1.02 The organization performs cross functional reviews of warranty terms & conditions including warranty agreements. Cross Functional Team reviews of contracts, warranty terms and conditions 1. Management Introduction to Warranty /

1.03 The organization defines a warranty strategy that drives behaviors and practices (e.g. annual improvement projects, APQP projects) which reduce warranty risk throughout the company.

Warranty plan, procedures, metrics, lessons learned database, documentation information shows reduction in start up / CPV/IPTV/PPM

Establishing the Baseline 1.04 The organization uses benchmark data to drive warranty reduction to enhance consumer satisfaction. 1. Management Introduction to Warranty /

1.05 The organization recognizes the consumer's expectations for warranty performance by establishing warranty management policy that incorporates the OEM's and Supply Chain's expectations, processes and targeted improvements.

Warranty policy, procedures, targets/objectives/metrics/ goals 1. Management Introduction to Warranty /

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CQI-14

OEM 1.6, 3.9, 5.1, 5.2, 6.1, 6.2, 6.7 Use scoring method table

OEM 1.2 Comparison: Trend Charts Use scoring method table

OEM 1.09 Do the meetings include a review of customer warranty metrics. 1.2, 1.6 Yes = 5, No = 0

OEM 1.10 The organization shares warranty data with supply chain partners. 1.6, 5.1, 5.2, 6.1, 6.2 Use scoring method table

OEM 1.6, 3.9, 5.2, 6.1, 6.2 Use scoring method table

OEM 1.2, 7.3 Meeting minutes, reviews, assessments, etc. Use scoring method table

OEM 1.2, 1.6, 3.9, 6.1 Use scoring method table

OEM 1.2 Organization chart information Use scoring method table

OEM Forward, Introduction, 1.2 Review of goals Use scoring method table

OEM 1.2, 6.5, 7.2 Procedures, documentation Use scoring method table

OEM 1.1, 1.2, 3.10 Training records Use scoring method table

OEM 1.2 Use scoring method table

OEM 1.2, 6.6 NTF records, NTF Metric, Case studies Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 2.2 Record Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 2.3, 2.2 Record Yes = 5, No = 0

OEM 2. Consumer Event and the Dealership Activities 2.4, 2.7 Record Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 2.6, 4.8, 5.6, 6.3 Database access demonstrated/file records Yes = 5, No = 0

OEM 2. Consumer Event and the Dealership Activities 2.3 Record Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 2.7 Records/documentation Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 2.10, 2.11 Tagged parts/records Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 2.11, 5.1, 5.5,1.3 Record Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 5.7, 5.8, 6.6 Meeting minutes, records Use scoring method table

Establishing the Baseline 1.07 Supply chain partners are integrated into the warranty management process. Evidence of supplier involvement/reviews of product returns etc. 1. Management Introduction to Warranty /

1.08 The organization holds regularly scheduled reviews of: warranty management performance (warranty trend charts), and on-going assessment of the warranty management culture.

Establishing the Baseline Meeting minutes reflect review of customer warranty data

Establishing the Baseline Evidence of warranty data sharing with suppliers

Establishing the Baseline 1.11 Field returned warranty parts investigation results are shared with supply chain partners. Evidence that product/review reports are shared with customer/supply chain 1. Management Introduction to Warranty /

1.12 The organization regularly carries out on-going assessment of its warranty management culture and identifies opportunities for improvement.

1.13 The organization shares warranty performance metrics with employees, customers and supply chain as an indication of the commitment to reduce incident rates.

Records of employee meetings demonstrating sharing of warranty performance

1.14 The organization's management provides a supportive environment, and resources, at all levels, for employees to be Consumer-Centric focused to achieve reductions in warranty incident rates. 1. Management Introduction to Warranty /

1.15 The organization focuses on incident rate reduction over cost recovery as a priority, working collaboratively with partners to achieve improvements.

Establishing the Baseline 1.16 The organization encourages activities that drive early problem detection and identification. 1. Management Introduction to Warranty /

1.17 The organization provides adequate training to those involved with warranty data analysis, root cause problem solving including field return analysis, validation methods and adjoining systems training. 1. Management Introduction to Warranty /

Establishing the Baseline 1.18 Employees in the company have a stake in recognizing and accept ownership for warranty risk reducing actions. LPA records, maintenance records - information shared with employees 1. Management Introduction to Warranty /

1.19 NTF's are viewed as an opportunity to further improve consumer satisfaction by applying continued, disciplined problem solving until the root cause is determined and eliminated.

2.01 The consumer's concern is thoroughly and accurately captured as a verbatim.

2.02 "CCNDs" are captured and explanations are documented for potential future review.

2.03 The repair order is completely and accurately filled out by the Service Manager/Advisor.

2.04 The Technician is able to access the necessary TSBs, repair procedures, hot lines and other tools to adequately diagnose and repair a vehicle.

2.05 The Technician documents and reproduces the consumer concern (cc) and root cause before proceeding with a repair.

2.06 After repair, the documentation is written up completely with accurate codes and diagnostic information, test data and replacement parts listed, including any digital media to support the repair. 2.07 Parts properly tagged for identification and stored for possible return per the OEM's procedure.

2.08 When requested by the OEM, parts are sent to the appropriate return center with correct identification and claim data. 2.09 Consideration is given to having the OEM and/or supplier participate in the diagnosis and repair of vehicles at dealerships or fleet centers.

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OEM 2. Consumer Event and the Dealership Activities 6.3, 6.4 Procedures Use scoring method table

OEM 2. Consumer Event and the Dealership Activities 4.8, 5.6, 6.3 Records of supply chain involvement Yes = 5, No = 0

OEM 2. Consumer Event and the Dealership Activities 5.1, 5.5 Record Use scoring method table

OEM 1.3, 1.6, Section 3 Metrics Use scoring method table

OEM 3.1, 3.3, 4,4 Use scoring method table

OEM 3.2, 3.3, 3.4 Procedure Use scoring method table

OEM 3.1, 4.1 Evidence of Lessons Learned database Yes = 5, No = 0

OEM 1.6, 3.3, 5.2, 5.3 Reviews of project records Use scoring method table

OEM 3.4, 4.1, 6.2 Use scoring method table

OEM 3.5, 4.5, 5.8 High mileage data review records Use scoring method table

OEM 3.6 Yes = 5, No = 0

OEM 1.8, 3.8 Metric reviews Use scoring method table

OEM 3.9, 6.1, 6.2, 6.7 Records show supply chain improvements Use scoring method table

OEM 3.9, 3.10 Training records Use scoring method table

OEM 3.14 TSB's are made accessible for review and improvement input. 3.10, 4.8, 5.6, 6.3 Records of TSB review inputs Use scoring method table 2.10 The OE organization has a formal procedure for creating / updating

TSB's, service manuals, diagnostic processes, owner's manuals, and call center service procedures which include where applicable supplier input / review of the material and these materials are made accessible to supply chain partners.

2.11 The supply chain has an opportunity to participate in the development and review of the TSBs, service manuals, diagnostic processes, and call center procedures.

2.12 Components from early launch claims, preferably 100%, are returned for investigation.

3.01 Previous and current warranty from areas listed below, is pulled for review to help determine improvements in design, materials, process or service required to reduce warranty risk in preparation of a new program, (a) Incident rate;(b) Warranty data analysis (analytics) results;(c) Partner organization assembly plant (d) Past serviceability (e) Organization's own manufacturing or assembly issues;(f) Field return investigations results and root cause's;(g) Review of latest warranty repair center parts and data;(h) Extended service data review (if available);(I) Third party data that helps assess current performance levels.

3.02 Past T-G-W, T-G-R and corrective actions (like 8Ds, 5 Whys and other problem solving activity) are routinely reviewed for potential improvements to reduce incident rate risk by the organization.

Process & Design FMEA evidence, meeting records/process line review records

3.03 Does the organization utilize a procedure prior to launching a new production line; which entails a thorough review of all corrective actions, poke yoke, and error proofing implementations on previous lines is undertaken to identify potential issues on the new model.

3.04 The organization has established Lessons' Learned database that captures information such as reasons for FMEA and Control Plan changes, manufacturing or assembly improvements etc. 3. Proactive Prevention: Lesson's Learned in

3.05 Surrogate program data is applied to understand warranty related risks such as: like components or systems, JD Powers and Associates data, scorecards, etc.

Product development shows records of identified surrogate and review of issues/etc. and changes effected to design/process 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.06 The organization routinely reviews internal quality records and supply chain quality data for potential warranty risks. 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.07 Past FMEA's are reviewed by the organization for potential risks and "needs improvement" identification, including development needs. Records of FMEA reviews and improvements 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.08 The organization reviews available high mileage data to verify or identify potential reliability and durability performance issues. 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.09 NHTSA and other government databases are consistently reviewed for recalls and campaign information to help define risks. NHTSA information review records quarterly (minimum) 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.10 Design for Six Sigma opportunities are identified and/or implemented to reduce warranty incident risks. Program reviews include DFSS review records

3.11 There is a mechanism for program risks to be assessed by the organization when reviewing the following areas: (a) Potential programs; (b) Terms and Conditions;(c) Applicable warranty agreements;(d) Program deliverables;(e) Expectations and requirements communicated to program partners;(f) Legal, regulatory and/or legislative requirements. 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.12 The organization engages the supply chain to reduce warranty risks and there is a mechanism for the supply chain to share improvements. 3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.13 The organization has sufficient warranty process training for supply chain partners. 3. Proactive Prevention: Lesson's Learned in

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CQI-14

OEM LPA records Yes = 5, No = 0

OEM LPA records Use scoring method table

OEM 3.4, 4.1, 4.3, 4.5, 4.6 FMEA records Use scoring method table

OEM 3.2, 3.4, 3.5, 3.7, 4.1, 4.5 Use scoring method table

OEM 3.4, 4.1, 6.2, 6.7 Organization/supplier FMEA linked Use scoring method table

OEM 3.5, 4.1, 4.5, 5.5, 5.8 Use scoring method table

OEM 3.7, Section 5 Use scoring method table

OEM 4.3, 6.2 Yes = 5, No = 0

OEM 4.3 Yes = 5, No = 0

OEM 4.3, 4.7 Yes = 5, No = 0

OEM 6.1 Records, audits Use scoring method table

OEM 5.5, 6.3 Procedure and record of TSB reviews Use scoring method table

OEM Section 2 Use scoring method table

3. Proactive Prevention: Lesson's Learned in

Pre-Program Activities 3.15 The company actively promotes the use of Layered Audit Procedures. Referenced industry Layered Process Audit procedures 3. Proactive Prevention: Lesson's Learned in

3.16 An Error-Proofing checklist for design and process to include manufacturing and assembly is utilized. Following launch, the assembly checklist for Error-Proofing effectiveness is incorporated in the Layered Audit Process.

Referenced industry Layered Process Audit procedures 4. Implementing the Lessons Learned: Advanced

4.01 The organization's FMEA's identify all risks from component and systems, Design for Manufacturing, Design for Assembly and Design for Serviceability.

4. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP) 4.02 The organization considers NTF's and how risk reducing activities can be reflected in the FMEA's. Documentation, FMEA checklist, information 4. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP) 4.03 The organization considers consumer use differences, by market, for global platforms for both systems and components.

Documents, function analysis records, FMA. FMEA, QFD checklist, field benchmarking

4.04 The organization links FMEA's of the supply chain/customer to their own FMEA's to increase risk detection and buy-in of reduction activities.

4.05 The organization correlates DVP&R results with actual field performance data including warranty investigation results to verify that the correct failure modes are being evaluated.

DVPR results correlated to field and warranty investigation results 4. Implementing the Lessons Learned: Advanced

4.06 The organization considers diagnostic methods and best practices to allow for cost effective and timely root cause analysis and repair in the design phase

Diagnostic methods such as, fault tree, fish bone etc., used in design phase 4. Implementing the Lessons Learned: Advanced

4.07 The organization applies effective problem solving tools (reference AIAG CQI-20) to optimize: functional performance, manufacturing operations, shipping/handling efficiency, defect free assembly and effective repairs.

Problem solving tools such as AIAG ref. CQI-20 used to optimize operations etc. Documentation

4.08 End-Of-Life products are captured, analyzed and compared to design validation conditions to understand high mileage risks and improvements.

End of Life product vs. design validation documentation

4.09 The organization engages the supply chain with the OEM's Vehicle Parts and Service organization to allow improvements in diagnosis, repair tools and repair methods.

Evidence of involvement with Vehicle Parts and Service to support improvements 4. Implementing the Lessons Learned: Advanced

Product Quality Planning (APQP) 4.10 The organization allows supply chain partners to participate in the review and validation of the Vehicle Service Manual.

Organization and supply chain involved in Vehicle Service Manual reviews. meeting minutes etc.

4.11 The organization provides training to partners to improve parts handling, component assembly processes, issue diagnosis and problem resolution.

Documented evidence of training supply chain partners in product handling, assembly and problem issue resolution

5.01 The organization communicates implemented corrective action clean point dates and applies increased warranty monitoring at the time of new platform launch or change implementation.

Records of clean point date communication contained in 8D's, 5Whys etc.

Production 5.02The organization and partner(s) reach agreement for implementation of counter measures. 5. Containing Warranty Issues: Post-Start of

Production

5.03 The organization expands investigations beyond the component level to include system interactions, assembly, mating component, and handling/logistics conditions.

Investigation records show system interaction/mating product reviews 5. Containing Warranty Issues: Post-Start of

Production 5.04 Applicable repair procedures and TSB's are generated to support improvement in diagnostic and repair activities. 5. Containing Warranty Issues: Post-Start of

Production

5.05 The organization makes available to its supply chain partners access to dealership investigations, problem resolution, and consumer concerns data.

Dealer vehicle procedure and specific investigative plans on record 6. Preventing Future Warranty Events:

Actions/Solutions 6.01 Warranty agreements for directed source components are defined at the time of sourcing. Warranty agreement dates match source dates 6. Preventing Future Warranty Events:

Actions/Solutions

6.02 The organization establishes agreements and reviews issues/corrective actions with partner organizations for improvements in design, specifications, logistics, handling, service procedures and other areas to reduce the potential for warranty events.

Records of agreements and reviews with supply partners

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OEM 6.1, 6.7 Yes = 5, No = 0

OEM 6.2, 6.7 Engineering documents, quality documents Use scoring method table

OEM 6.3 Process Yes = 5, No = 0

OEM 6.09 The organization has a defined Design for Service process. 4.3, 6.3 Procedure Yes = 5, No = 0

OEM 6.6 Records of NTF reviews Use scoring method table

OEM Yes = 5, No = 0

OEM 1.6, 7.1 Annual targets on metric Yes = 5, No = 0

OEM 3.1, 3.2, 3.3, 7.3 Warranty Lessons Learned database Yes = 5, No = 0

OEM 7.03 Lessons learned are applied for future programs. 3.1, 3.2, 3.3, 7.1 Use scoring method table

OEM 8. Implementation Assessment Section 1 Organization chart information Yes = 5, No = 0

OEM 8. Implementation Assessment 1.1 Job description Yes = 5, No = 0

OEM 8. Implementation Assessment Section 1, 3.9, 3.10 Use scoring method table

OEM 8. Implementation Assessment 1.6, 7.1 Annual metrics set Yes = 5, No = 0

OEM 8. Implementation Assessment 1.3, Section 3, 5.2, 5.3 Use scoring method table

OEM 8. Implementation Assessment 6.6, 6.7, 6.8, 7.1 Incident rate tracking tied to action plan Use scoring method table

OEM 8. Implementation Assessment 1.7, 1.8, 5.2 Warranty data deployed to all affecting areas Use scoring method table

OEM 8. Implementation Assessment Section 3, 6.8, 7.3 Use scoring method table

Actions/Solutions 6.03 This agreement(s) includes who is responsible (ownership) for each improvement step and timing (reference question #2). Agreements indicate ownership/responsibilities 6. Preventing Future Warranty Events:

Actions/Solutions

6.04 The organization and partner organization's FMEA's, Control Plans and other quality/engineering documents are updated after a warranty concern is addressed.

Actions/Solutions 6.05 Cross-functional teams are engaged in the updating of FMEA's, Control Plans and other quality/engineering documents. Records show CROSS FUNCTIONAL TEAM involvement 6. Preventing Future Warranty Events:

Actions/Solutions

6.06 Corrective actions are shared with partner organization; confirmation exists that their FMEA's test and/or measurement methods are updated.

Records show corrective action sharing with supply chain partners

6.07 Warranty lessons learned are applied to all product lines, systems, processes, materials, etc. where applicable, to leverage improvement across a broader base of the business (i.e., Yokoten, Poka-Yoke, etc.).

Warranty lessons learned database/records show application across systems and product lines

6.08 The organization has a formal process(es) for obtaining, reviewing and updating OEM: TSB's, service manuals, diagnostic processes, call center procedures and safety recall notifications.

Actions/Solutions 6.10 The organization participates in preparation of training materials and service personnel where allowed. NOTE: Not Applicable to OEM. Records of training material involvement with service personnel where allowed 6. Preventing Future Warranty Events:

Actions/Solutions 6.11 The organization routinely investigates NTF in relation to the system environment. 6. Preventing Future Warranty Events:

Actions/Solutions 6.12 The organization uses a defined process for NTF root cause investigation. 6.6, Fig 9 (Ref. AIAG/OESA NTF Decision Tree) Records of Decision tree use for NTF root cause investigation 6. Preventing Future Warranty Events:

Actions/Solutions 6.13 The organization applies continual improvement practices to NTF process. 6.6, Fig 9 (Ref. AIAG/OESA NTF Decision Tree) Decision tree expanded to show new and/or specific NTF paths 6. Preventing Future Warranty Events:

Actions/Solutions 6.14 The organization confirms that the corrective actions are working and are effective based on ongoing warranty and quality metrics. Verification of corrective actions by metric tracking 7. Continuous Improvement: Institutionalize the

Process 7.01 The organization establishes yearly improvement targets and places higher priority on issues with high incident rates (vs. cost). 7. Continuous Improvement: Institutionalize the

Process 7.02 The organization has an established warranty lessons learned database. 7. Continuous Improvement: Institutionalize the

Process Lessons Learned review records during program reviews

7. Continuous Improvement: Institutionalize the

Process 7.04 The organization manages warranty improvement projects with supply chain partner organizations. Supply chain partner warranty improvement project records 8.01 The organization has a senior management-level champion who

owns and defines the warranty management system with trained support identified.

8.02 The organization has defined warranty champion(s) responsible for coordinating resolution of warranty issues.

8.03 Warranty training is provided to all cross functional staff and supply chain partners, including all warranty personnel. There is emphasis on the objective to satisfy the consumer through risk reduction activities that minimize incident rates.

Training records Internal metrics 8.04 The organization sets warranty metric targets annually; targets are

reviewed by senior management.

8.05 Customer warranty database access is established and data is shared

within the organization. Evidence of database access, passwords etc. Show me 8.06 Active projects to reduce the incident rates of NTF's involve

partners/suppliers.

8.07 Associates are involved with using the warranty data to perform their job functions.

8.08 Warranty-related Lessons Learned database is populated with

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CQI-14

OEM 8. Implementation Assessment 6.6, 7.3 Use scoring method table

OEM 8. Implementation Assessment 3.5, 4.5, 5.8 Use scoring method table

OEM 8. Implementation Assessment 1.8, 3.8 Yes = 5, No = 0

OEM 8. Implementation Assessment 1.7, Section 5 Use scoring method table

OEM 9. Effectiveness Assessment 9.01 Incident rates meet improvement targets. 1.6, 7.1 Trend charts Yes = 5, No = 0

OEM 9. Effectiveness Assessment 1.6, 7.1 Charts Yes = 5, No = 0

OEM 9. Effectiveness Assessment 1.6, 7.3 Yes = 5, No = 0

OEM 9. Effectiveness Assessment 3.9, 4.1, 6.1, 6.2, 6.7 Project records Yes = 5, No = 0

OEM 9. Effectiveness Assessment 9.05 Detection-to-Correction measures are improving. 1.6, 7.3 Yes = 5, No = 0

OEM 9. Effectiveness Assessment 9.06 Does the organization measure the NTF ratio to total claims? 1.7 Organization measures NTF vs. total claims Yes = 5, No = 0

OEM 9. Effectiveness Assessment 1.6, 7.1 Use scoring method table

8.09 The organization applies and updates its defined NTF process as

necessary. NTF defined process being applied and updated

8.10 There is increased effort to analyze End-Of-Life products to validate DVP, FMEA's, durability performance and OEM reliability requirements. This data is applied to further improve quality /performance to meet consumer satisfaction targets and fed forward into Lessons Learned database for new program review.

End of life product analysis records, and records of updated Lessons Learned database

8.11 There is evidence of warranty risk factor review in the decision

making process of bidding or accepting a program. Warranty risk reviews in contract / program reviews - records 8.12 Problem solving tools are applied and standardized to assist root

cause analysis of warranty concerns, updated as necessary. Evidence of problem solving tool use, fishbones, decision trees etc. 9.02 The organization meets/exceeds warranty metric targets set by

organization/customer.

9.03 Regular data updates have been is made available to the

organization. Reporting of warranty data, lessons learned data base 9.04 There is increased evidence of cross function engagements with

partners/suppliers with the problem solving of warranty concerns.

Evidence of improvement in measures demonstrated by project / issue documentation

9.07 NTF resolution performance (e.g., ratio of NTF to total parts, time

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Scoring Guide For CQI-14 Automotive Warranty Management Assessment

Please note: For the purposes of this survey, "the organization" can mean "Company," "Division," "Department"

Organization Supplier Average - Score 0 - 5 Responsible Area

Section 0 Total Result

1. Management Introduction to Warranty / Establishing the Baseline 0.00 0.00

2. Proactive Prevention: Lesson's Learned in Pre-Program Activities 0.00 0.00

3. Implementing the Lessons Learned: Advanced Product Quality Planning (APQP) 0.00 0.00

4. Containing Warranty Issues: Post-Start of Production 0.00 0.00

5. Preventing Future Warranty Events: Actions/Solutions 0.00 0.00

6. Continuous Improvement: Institutionalize the Process 0.00 0.00

7. Implementation Assessment 0.00 0.00

8. Effectiveness Assessment of Warranty Management Program 0.00 0.00