Daimler process audit preparation, execution and evaluation in Faurecia Kosice

Ľubomír Lengyel


This paper is describing process of preparation to successful passing of Daimler Process Audit. From process point of view VDA 6.3 standard has been the base accompanied with Daimler additions, driven by internal Faurecia Audit standard. Continual improvement process based on Deming’s cycle has been applied. The paper is intended for all professionals who are concerned with the process and product quality improvement and quality audit in the organization. The paper has been compiled in connection with resolving project KEGA 3/6411/08 Transformation of the already existing study programme Management of production quality to an university-wide bilingual study programme.


Faurecia Interior Systems (2007), Daimler process audit checklist version 4.0 11/2007.

Nichols, A. W. (2010), “Internal Audit Preparation? It's Football!”, Retrieved 10.9.2010, from http://asq.org/qm/2010/03/auditing/internal-auditpreparation-its-football-paper.html?shl=100490.

Risner, A. (2010), “Daimler-Chrysler Layered Process Audits (DCX LPA)”, Retrieved 28.9.2010, from http://elsmar.com/pdf_files/Layered%20Process%20Audit%20Examples/Daimler-Chrysler%20Layered%20Process%20Audits(2).ppt #256,1,Daimler-Chrysler Layered Process Audits (DCX LPA).

Schmidt, U. (2007), “Daimler Process Audit Questionnaire”, MBC/QKF version 4.0 11/2007, Covisint, Germany.

Sdružení automobilového průmyslu VDA (1999), Audit procesu, Proces vzniku výrobku / sériová výroba, Proces vzniku služby / poskytování služby, Česká spole?nost pro jakost, Česká republika.


Ľubomír Lengyel
lubomir.lengyel@faurecia.com (Primary Contact)
Author Biography

Ľubomír Lengyel, Faurecia Košice, member of Faurecia group

Lubomír Lengyel is acting as a quality manager in company Faurecia Kosice, member of Faurecia group, which is an important supplier of automotive industry worldwide
Lengyel, Ľubomír. (2011). Daimler process audit preparation, execution and evaluation in Faurecia Kosice. Quality Innovation Prosperity, 14(1-2), 34–41. https://doi.org/10.12776/qip.v14i1-2.32
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