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- Expert audited suppliers to conformance with expected standards, such as TS 16949:2002 or ISO 9001:2000. An ISO standards based checklist was used; this provided quantitative scores for each category. Objective evidence and comments were compiled as the audits progressed. For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.

- Expert led an international team in the identification, evaluation and selection of global suppliers. Audits focused on business processes and efficiencies, specifically how the suppliers were using cost savings techniques such as Spend Management, Lean and Six Sigma. Expert also evaluated suppliers for use of basic concepts such as Statistical Process Control and their established ISO systems (such as ISO 9001:2000 or TS 16949:2002). Suppliers were selected based on their ability to meet price, quality and delivery goals. If suppliers had critical capabilities but poor systems, expert's improvement team worked with them (onsite) until they were ready to be re-evaluated by a separate team.

- Expert implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a 12 month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed the expert to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the cost impact.


- Expert led a 270 person organization in the implementation and maintenance of ISO 9001:2000. The implementation occurred simultaneously in France and the US. Expert's company had an automotive background, thus most systems were TS 16949:2002 compliant, such as Engineering Change Control, Control Plans and Measurement of Manufacturing Processes. This enabled the expert to better control many processes and provide better data to customers in the event of problems.

- Expert's Quality Management System was set up with a Manual, necessary Procedures, Work Instructions and then Forms. Expert's system was set up so that documents were easy to find via hyperlinks, controlled directories and a single point of contact for changes. There were no QMS findings throughout a total of nine registration and surveillance audits.
- Expert was appointed the Management representative and thus implemented and monitored all Management Responsibility items such as Customer Surveys, Quality Objectives and all inputs for review. Monthly meetings were held to review both business and Quality related action items.
- Expert implemented a simple, effective system for Resource Management. Training and employee surveys were both successful systems due to system's ability to credit job related books and internal company training to the employees.
- Expert's Product Realization system evaluated all of the major operational items in the Product Life Cycle. Engineering Program Management (including customer reviews, CAD, design feedback and design freeze) was a major strong point and evolved as the company grew. Expert also ensured Purchasing became more of a value added activity, with more relevant information obtained faster from suppliers.
- Measurement, Analysis and Improvement areas were tracked regularly, including gages, internal audits, 8d’s, and Expert's Continuous Improvement efforts.

Expert's professional opinion is that the best indicator of an effective quality system is the systematic elimination of problems. It requires, discipline, patience and organization. Expert's ISO 9001:2000 and ISO 17025-2005 systems were able to achieve superior results, ie, no findings in seven registration and surveillance audits. Expert ensured this translated to production performance, eventually obtaining single digit PPM levels and 99% on time delivery.


- Expert led an international team in the identification, evaluation and selection of global suppliers. Selection criteria focused on cost, quality and delivery. Once the supplier passed his initial cost criteria, onsite reviews were held whereby he evaluated business processes and efficiencies, more specifically how the suppliers were using cost savings techniques such as Spend Management, Lean and Six Sigma. Expert also evaluated suppliers for use of basic concepts such as Statistical Process Control and their established ISO systems (such as ISO 9001:2000 or TS 16949:2002). Suppliers were then selected and then continually evaluated on their ability to meet price, quality and delivery goals. If suppliers had critical capabilities but poor systems, expert worked with them (onsite) until they were ready to be re-evaluated by a separate team.

- For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.


- Expert implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a three month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed him to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the financial implication.


- Expert divides the Quality Evaluation category into a) internal audits and b)supplier audits.

- Expert was responsible for the successful conduct of internal audits while the Corporate Quality Manager for a 270 person firm. As part of career progression, Expert obtained the ASQ designations of Certified Quality Auditor and Certified Quality Engineer. Expert has led over 10 internal audit cycles, selecting the appropriate people for audit training, working with them during the first few audits, and later evaluating findings and implementing solutions. Expert's professional view of internal audits is that there should be many findings, since auditor is working with a close group of people who already know the problem areas. This was typically the case with Experts group; many findings were uncovered in all five areas. Subsequently, Expert went through seven registration and surveillance audits with no findings at all. This methodology helped him to improve greatly and catch problems before they became significant.

- Expert believes supplier audits are similar, except that the auditor's role should include that of facilitator. Expert's experience in supplier audits includes those for new business and also for problems. Most audits have been conducted to the TS 16949:2002 or ISO 9001:2000 standards. An ISO standards based checklist was used; this provided quantitative scores for each category. Objective evidence and comments were compiled as the audits progressed. For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.

- When auditing suppliers for problems, Expert uses the Ford Global 8d system to establish a corrective action for the real root cause. This may also involve using the 5 why’s, Fishbone diagram, Pareto chart or other problem solving tools.

- Expert's opinion is that supplier audits should always include the role of facilitator. He is a professionally trained facilitator and has found that the non-confrontational approach produces better, faster results. Expert has held Six Sigma facilitation sessions with 10 suppliers; 8 of the projects met the financial or quality goals and were considered successful.
- He has audited suppliers for potential new business and also for problems. Most audits have been conducted to the TS 16949:2002 or ISO 9001:2000 standards. An ISO standards based checklist was used; this provided quantitative scores for each category. Objective evidence and comments were compiled as the audits progressed. For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics were implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.
- Expert has facilitated over 200 8d’s and found that the most effective methods for finding root causes are Pareto charts, Fishbone diagrams and the 5 why’s. They allow the supplier and customer representative to prioritize the problems and attack the most important ones first.
- Expert understands that international suppliers pose communication problems for many US customers. Therefore it is important to establish easy to use mechanisms for exchanging information, such as extranets. Expert has implemented this tool many times for Quality problems, Purchasing items and Delivery schedules; it allows vendors and customers to use the same base information, so the opportunity for error is diminished.
- Expert implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a 12 month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed him to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the cost impact.


- Expert's experience with SPC is from the AIAG (Automotive Industry Action Group) manual. He has implemented this system in two manufacturing locations and used it at numerous suppliers to solve production problems.
- Expert's professional opinion is that basic implementation of SPC is done best with paper charts, so there is a general understanding of what is needed. Initial studies will provide data on averages, optimal subgroups and standard deviations needed to establish control limits. Expert started two implementations using paper charts, for both training purposes and visibility. Visibility of the charts will ensure the production personnel can see the charts, ask questions, and know you’re serious about the implementation.
- Interpreting the charts for control is relatively simple if the proper training has occurred. There are four rules to follow for the basic Xbar R charts, including 7 consecutive points above or below the average, points beyond the control limits and also non-random patterns. These interpretations should lead the trained interpreter to common or special causes. Capability indices (Cp, Cpk, Ppk) can also be calculated for processes under statistical control.
- Expert also feels that one of the most important tools for SPC is establishment of corrective actions for out of control items. Quickly identifying an out of control point is important; it is equally important to identify the cause and note it on the chart, then evaluate future readings to determine if your corrective action worked. This has allowed the expert to solidify many 8d actions so that problems do not re-occur.


- Expert led an international benchmarking team in the identification, evaluation and selection of global suppliers. Expert's end goal was to establish a low cost, low error, on time delivery supply base. Thus, he focused first on cost, then quality and delivery. Once the supplier passed the initial cost criteria, Expert held onsite reviews whereby business processes and efficiencies were evaluated, more specifically how the suppliers were using cost savings techniques such as Spend Management, Lean and Six Sigma. Expert also evaluated suppliers for use of basic concepts such as Statistical Process Control and their established ISO systems (such as ISO 9001:2000 or TS 16949:2002). Suppliers were then selected and continually evaluated on their ability to meet price, quality and delivery goals. If suppliers had critical capabilities but poor systems, our improvement team worked with them (onsite) until they were ready to be re-evaluated by a separate team.

- For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.


- Expert later implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a three month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed him to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the financial implication.


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