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ID415 VDA Automotive Core Tools Professional CONTENTS Successful project work requires knowledge of planning processes and methods, along with an understanding of how the methods are related. You will become familiar with the basic tools of quality management and learn how to apply them in an efficient and targeted manner. The training provides an overview of the current status and application of the Core Tools in the automotive and supply industry, intending to improve relations with customers and suppliers, ensure high process and product quality, solve problems that occur systematically, and avoid the repetition of faults. The options for use are discussed in detail. These tried-and-tested methods are required in quality planning and steering. They include tools such as advanced quality planning (maturity level assurance and advanced product quality planning), Failure Mode and Effects Analysis (FMEA), Measurement System Analysis (VDA 5 and MSA), Production Part Approval Process (PPAP), VDA 2 and Production Process and Product Approval, Statistical Process Control (SPC) and the 8D method. OBJECTIVES - Understand the importance of the Automotive Core Tools in the automotive industry. - Familiarise yourself with the individual methods and their structures. - Know what differentiates the various methods, and what they have in common. - Familiarise yourself with the areas of application of various methods and apply them appropriately in the product development process. METHODS The methods and procedural models are presented, discussed and illustrated using examples from actual practice. The program alternates between lectures and group work. The group tasks help the participants to transfer the lessons learned to their professional practice. Brief case studies are used to illustrate the practical relevance of the tools. Special attention is paid to opportunities for sharing experiences. TARGET AUDIENCE - Employees in product and process development or production, - Managers wishing to obtain an overview of the Core Tools for quality management and how they are interrelated, so they can use this expertise to strengthen their organization, and prospective process and system auditors. PREREQUISITES FOR ATTENDANCE Basic knowledge of quality management in the automotive industry is an advantage. CERTIFICATE OF QUALIFICATION After passing the knowledge test (60%+), you will receive a certificate of qualification. DURATION 5 full days or 10 half-days

ISO 19011:2018 Guidelines for Auditing Management Systems Workshop & Qualification OVERVIEW The ISO 19011:2018 document guides auditing management systems, including the principles of auditing, managing an audit programme and conducting management system audits, and guidance on evaluating the competence of individuals involved in the audit process. These activities include the individual(s) managing the audit programme, auditors and audit teams. It applies to all organizations that need to plan and conduct internal or external audits of management systems or to manage an audit programme. We unpack the ISO standard in its finest details and share practical experience with course participants throughout this course. Apart from the theoretical facilitation of this standard, this course includes expert reflection on how the theory is applied in practice, auditor psychology techniques to enhance the capability of the participants taking this course, and so much more. Even though this course applies the theoretical requirements to the automotive industry, the content of this course is sufficient to certify the participant for effective auditing of any relevant management standard. Remember, ISO 19011 focuses on “how” to audit a management standard, whilst the management standard itself is the “target” of what is to be audited. TARGET AUDIENCE ISO Coordinators, Area Managers, Consultants, Internal Auditors, and College Students in Management, Engineering and other Administrative and Technical Disciplines. CONTENT Module 1: Principles of Auditing Module 2: Managing an Audit Programme Module 3: Conducting an Audit Module 4: Competence and Evaluation of Auditors PREREQUISITES - Technical and/or business education - Experience in automotive quality management, especially in handling complaints and regress - Education and experience in assessing technical product and process risks CERTIFICATE OF QUALIFICATION After passing the test, the participants will receive a certificate of qualification. DURATION 3 full days or 5 half-days CLASS SIZE Up to 16 delegates

ID417 VDA Automotive Core Tools for Auditors BACKGROUND AND TOPICS To ensure a high quality of the audit activities in the companies and the entire supply chain, auditors must have the appropriate competence with the respective methods. The IATF 16949 clearly emphasises this requirement for the competence of the auditors. The efficient approach during the audits is an important success factor. This training deals with typical audit situations along with the Automotive Core Tools. TARGET AUDIENCE This two-day training course is aimed at qualified VDA 6.3 process auditors who wish to apply for an extension, and prospective VDA 6.3 Process and IATF System auditors who are seeking qualification. OBJECTIVES The participants train on typical auditing situations in the context of Automotive Core Tools, focusing on an efficient approach. Both the assessment of the technically correct application of the respective methods and the case-specific assessment of typical situations are a central component of the training. CONCEPT AND METHODS During the training, technical lectures on the single Core Tools (RGA / APQP, VDA 2 / PPAP, FMEA, VDA 5 / MSA, Cmk / PpK / CpK / SPC and 8D) will alternate with exercises on typical examples. The focus lies on the practical application by the participants. Here, group work, individual exercises, question and answer exercises and plenary discussions are carried out. PREREQUISITES FOR ATTENDANCE Expertise in Automotive Core Tools is an advantage. CERTIFICATE OF QUALIFICATION After passing the test, the participants will receive a certificate of qualification. DURATION 4 half-days CLASS SIZE Up to 12 delegates

The PDCA cycle, also known as the Plan-Do-Check-Act cycle, is a vital tool in continuous improvement, especially within the manufacturing sector. This approach emphasises iterative testing and refinement, allowing organisations to optimise processes, reduce waste, and improve overall product quality. The Origins of the PDCA Cycle The Plan-Do-Check-Act cycle traces its origins to the 1920s, stemming from the work of American engineer and physicist Walter Shewhart, who developed Statistical Process Control (SPC) . Shewhart's initial cycle, which pertained to manufacturing under statistical control, involved a three-step process of specification, production, and inspection, which he likened to the scientific method of hypothesis-experiment-evaluation. W. Edwards Deming extensively discussed this cycle, referring to it as the "Shewhart Cycle" while teaching in Japan after World War II. Deming believed that Shewhart's envisioned cycle could be applied to any continuous improvement process, not just limited to the manufacturing and engineering sectors as originally intended by Shewhart. As a professor in Japan, he taught a variation of Shewhart's cycle, known as Plan-Do-Study-Act (PDSA). It was his students who simplified it to "Plan-Do-Check-Act," a version that gained popularity and later became known as "The Deming Wheel". Understanding the PDCA Cycle The PDCA cycle can be used by individuals and organisations to continually innovate, improve, or stay ahead of market competition. It is designed as a four-stage system which can be utilised to go from the unproductive " a problem-faced " to the productive " a problem-solved ". The PDCA cycle consists of four key phases: Plan : Identify an opportunity for improvement and develop a plan to achieve it. This phase involves data collection and analysis to ensure informed decision-making. Do : Implement the plan on a small scale. The purpose here is to test the feasibility of the proposed solution without committing extensive resources. Check : Monitor and assess the results of the implementation. Compare the outcomes with the expected results to evaluate the effectiveness of the solution. Act : Based on the findings, either adopt the solution as a standard procedure or make necessary adjustments and re-test. This cycle encourages continuous feedback, ensuring that processes and outcomes are always evolving. The most important facet of the PDCA cycle is that it is iterative - it can, and should be repeated until the problem is solved . It can, therefore, facilitate both major innovative jumps and small, incremental improvements. The Importance of PDCA in Manufacturing Continuous improvement is paramount in the fast-paced manufacturing environment. The PDCA cycle promotes a culture of ongoing enhancement through its systematic approach. Companies that adopt a continuous improvement strategy can reduce production costs and defects. By using the PDCA cycle, manufacturers can anticipate challenges before they arise, stabilise their production processes, and enhance the overall quality of their products. Practical Application of PDCA in the Manufacturing Sector Case Study: Streamlining Production Processes A manufacturing company noticed a significant amount of downtime due to inefficient machine setups. This problem resulted in lost productivity and increased operational costs. To address this, they employed the PDCA cycle: Plan : The quality control team gathered data on machine setup times and identified specific processes that were causing delays. Do : They implemented a new setup procedure involving standardised tools and a pre-meeting by the team to strategise. Check : After implementing the changes on two machines in a test phase, they observed a 25% decrease in setup time. Act : The new procedure was adopted across all machines after verifying consistent improvements. By applying the PDCA cycle, this manufacturer streamlined operations and enhanced productivity without significant initial investment. Example: Quality Control Improvement Another manufacturing firm faced consistently high defect rates in its produced goods. They chose to utilise the PDCA cycle to enhance their quality control measures: Plan : They analysed the defect data to determine the most common types of defects and identified a need for better training for operators. Do : A targeted training program was developed and implemented, focusing on common defects identified in the analysis. Check : Over the next month, defect rates were monitored closely. A notable decrease of 30% in defects was recorded. Act : The training program was formalised, and refresher courses were scheduled quarterly, ensuring ongoing improvements. This approach not only enhanced product quality but also fostered a sense of ownership among operators, further encouraging a culture of quality. Risk Management Using PDCA In addition to improving processes and products, the PDCA cycle can help manufacturers manage risk effectively. The manufacturing sector faces various risks, from equipment failure to supply chain disruptions. Here’s how the PDCA cycle can assist: Plan : Identify potential risks and analyse their impact and likelihood. Develop mitigation strategies. Do : Implement a risk management plan on a small scale to test its effectiveness. Check : Assess the outcomes of the risk management strategies. Were the risks successfully mitigated? Act : Based on the evaluation, either incorporate the risk strategies into regular practice or refine them and test again. By integrating risk management into the PDCA cycle, organisations can create a responsive and resilient manufacturing environment. Implementing PDCA Across Teams For PDCA to be truly effective, it must be a company-wide initiative. Involve various teams in the PDCA processes - from production to quality to management. Here’s how to incorporate it: Education and Training : Ensure all employees understand the PDCA cycle's importance and how to apply it in their roles. Cross-Functional Workshops : Facilitate workshops where teams can share PDCA success stories, challenges, and best practices. Regular Reviews : Establish regular review meetings to discuss ongoing PDCA initiatives and their results, and find further opportunities for improvement. Recognition and Rewards : Encourage active participation by recognising teams that successfully implement PDCA cycles that yield measurable enhancements. Key Takeaways for Manufacturing Leaders Embrace the Process : Adopt the PDCA cycle as a standard practice for all continuous improvement initiatives. Data-Driven Decisions : Utilise data to inform the planning phase, ensuring that decisions are based on evidence rather than guesswork. Iterate and Adapt : Be open to modifications of the process based on feedback and outcomes. Continuous learning is central to the PDCA cycle. Engage Employees : Foster a culture that empowers all employees to participate in the PDCA cycle, creating a shared sense of ownership for improvements. By following these guidelines and integrating the PDCA cycle into their operations, manufacturing businesses can enhance efficiency, quality, and overall performance. The Future of PDCA in Manufacturing As technology rapidly evolves within the manufacturing landscape, so too does the potential for the PDCA cycle. With the integration of advanced data analytics, manufacturers can dynamically adjust their methods, making the PDCA cycle even more impactful. Incorporating tools such as real-time data monitoring and predictive analytics can allow manufacturers to move from reactive to proactive strategies. This evolution ensures that the PDCA cycle remains relevant and effective in addressing future challenges in the industry. In conclusion, the PDCA cycle is not just a theoretical concept - it's a practical methodology that drives improvement in the manufacturing industry . By fostering a culture of continuous improvement through the effective application of the PDCA cycle, manufacturers can achieve greater efficiencies, enhanced quality, and sustained competitive advantages in the marketplace. Practical Applications of the PDCA Cycle in the Manufacturing Industry

In the ever-evolving landscape of organizational development, the process ownership concept emerges as a transformative force capable of redefining the cultural fabric of businesses. In this webinar, we delve into how aligning internal processes with external dynamics is essential for organizational agility and resilience. Tarryn Jordaan and Hans Trunkenpolz explore the often misunderstood notion that quality management should not be siloed within a department but rather viewed as a comprehensive business operating system. This holistic approach fosters cross-departmental collaboration, ensuring processes remain agile and adaptable to economic and political fluctuations. Emphasizing flexibility and collaboration across various functions is crucial, especially in tasks like new product implementation. Understanding Negative Ego in Corporate Environments A pervasive issue in corporate environments is negative ego. This challenge can significantly hinder progress, stifling innovation and change. Understanding human behaviour and energy flow becomes pivotal in evolving organizational structures. Onboarding processes, when strategically aligned with insights from neuroscience and psychology, can become powerful tools for addressing ego and empowering HR departments to lead cultural transformations. In many organizations, flattened hierarchies are championed as a means to foster an environment where fear is replaced with creative empowerment. This kind of environment encourages employees to innovate and initiate change. A culture that prioritizes people over processes can lead to greater engagement and productivity. The Role of Artificial Intelligence in Cultural Change The role of artificial intelligence in driving cultural change is another significant topic. Traditionally, it was believed that transformation needed to start from the top. However, AI is explored as a catalyst for change at all levels. Empowering individuals and maintaining momentum and discipline are highlighted as crucial elements in achieving lasting cultural shifts. Practical strategies are discussed, showcasing the importance of boldness and bravery in challenging the status quo. Additionally, AI's potential for process improvement and innovation is paramount. Organizations can utilize AI to streamline processes and eliminate inefficiencies, fostering a culture that emphasizes agility. This approach confidently positions organizations to become hubs of creativity and dynamism. Actionable Strategies for Change Process ownership, negative ego abolishment, and AI's role in cultural transformation are not just theoretical concepts; they are actionable strategies. These strategies can revolutionize how organizations approach change. Organizations are encouraged to challenge traditional structures, advocate for inclusivity, and embrace the transformative power of process ownership. By empowering employees at all levels, organizations can navigate the complexities of the modern world with agility and resilience. This approach ensures that workplaces are not merely places of work but thriving ecosystems of innovation and collaboration. Furthermore, the integration of various tools and methodologies is essential for holistic development. The Importance of Organizational Culture A strong organizational culture directly impacts performance and employee satisfaction. When employees feel valued and recognized, their engagement levels soar, leading to higher productivity. Cultural transformation is vital for attracting and retaining top talent, who are increasingly looking for organizations that align with their values. Moreover, an effective process management culture emphasizes continuous improvement. Organizations should cultivate an environment where feedback is welcomed and acted upon. This culture of open communication will not only enhance processes but also foster a sense of ownership amongst employees. Conclusion This webinar is for leaders and change-makers looking to drive meaningful organizational change and process management. The insights shared during this session can help organizations develop a culture that embraces change, encourages innovation, and utilizes technology effectively. Download the presentation: Watch the recording: Or listen to the podcast:

We are excited to announce the launch of our newest training academy expansion, ht+a Power Skills  - a comprehensive initiative designed to empower individuals with essential skills needed to succeed in today's dynamic business world.    We believe that the greatest power in the business world is not facts, figures, systems, and processes, but the people behind these aspects who leverage their power skills.  These skills, traditionally known as soft skills, cannot yet be replicated by machines  and are crucial for personal and professional success. They help us make better decisions, be more flexible and creative, communicate better with our environment and deal with problems more effectively.    Whilst compliance and technical skills are undeniably important, more and more job activities are becoming automated, so there is a growing shift towards prioritising skills such as empathy, mindfulness, integrity, optimism, self-motivation, grit, and resilience, which have become crucial success factors.    No one understands the undeniable interrelationship between technical and soft skills better than we do  - we come from your industry, so we know your pain points and how to apply these skills throughout the product lifecycle.   Planning in the launch phase, problem-solving and conflict resolution in serial production, time management, leadership development and team building in general, change management and motivation in tough times. This brought us to this exciting addition to our service portfolio - you can trust our experience and expertise when investing in the future of your business.   So, what exactly are we offering when it comes to Power Skills?    1. Comprehensive Curriculum  Our programs offer a well-rounded curriculum covering a wide spectrum of power skills, allowing participants to develop a holistic skillset, including communication, leadership, emotional intelligence, adaptability, anger or stress management, and more.   2. Expert-Led In-House Training Our experienced trainers and industry experts will deliver engaging and immersive training sessions, blending theory, real-world insights, and personalized guidance. Effective learning stems from active engagement so we foster interaction, collaboration, and skill application through group activities, role-playing, and hands-on exercises.    3. Self-Paced Learning Alternative We understand that sometimes it's difficult to schedule time or free up budgets, so we have an affordable alternative allowing delegates to complete topics on any internet-enabled device at their convenience. Sign up for one of our free courses or use code " 1FREECOURSE " at checkout if you'd like to explore a paid topic. And yes, absolutely, please share this information far and wide - we believe in giving back to those who support us.    4. Ongoing Access and Support Learning doesn't stop after a course ends. Our experts are available for personalised follow-up coaching and consulting.     Power skills enable organizations, leaders, managers, and those in non-leadership positions to thrive. Many businesses fail, not because they lack the infrastructure or technology, but due to a downfall resulting from their low prioritization of these essential skills that power the economy. Browse for more information, or get in touch . Ready to unleash the human advantage? Introducing our new Power Skills Academy!