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ABOUT VDA Volume 19.2 "Technical Cleanliness in Assembly Environment, Logistics, Personnel and Assembly Equipment" is a comprehensive guideline for structured planning of clean assembly and adjoining areas. You will learn to derive and evaluate measures to prevent re-contamination based on the cleanliness specification of parts or systems. The guidelines and the training divide the substantial cleanliness planning and optimizing process into compact and manageable individual packages. The comprehensive treatment of the influencing factors and the methods for measuring cleanliness influences enables the participants to approach technical cleanliness independently and systematically, to identify non-productive or excessive cleanliness actions and to avoid misinvestment. AIM - Derive and evaluate measures to prevent re-contamination based on the cleanliness specification. - Become familiar with essential aspects of the influencing factors of environment, logistics, personnel and assembly equipment. - Apply methods for measuring cleanliness influences in a target-oriented manner, approach technical cleanliness independently and systematically, and recognize cleanliness measures that are not target-oriented or are excessive and misinvestment. CONTENT - This training alternates between technical presentations and practical exercises. Special emphasis is placed on opportunities to exchange experiences. TARGET AUDIENCE - Automotive and supplier personnel tasked with planning and optimizing production based on technical cleanliness, especially assembly planners and process owners of existing assemblies, logisticians or facilities engineers. - Constructors and developers, quality representatives or personnel responsible for managing technical cleanliness in a customer-supplier relationship. - Due to similar cleanliness requirements in the sectors of aerospace, hydraulics and precision engineering, this training is also suitable for personnel from these backgrounds ATTENDANCE CERTIFICATE At the end of the training, you will receive a certificate of attendance. DURATION 1 day

ID381 VDA 6.3:2023 Qualified Process Auditor CONTENT This training provides you with the basics for performing process audits according to VDA 6.3, considering the process-oriented approach and customer-specific requirements for comprehensive application in the automotive industry. OBJECTIVES - Become familiar with the general requirements and fundamental principles of VDA 6.3. - Know how to use and perform risk analysis technically correctly. - Apply the questionnaire in practice using the process elements (P1–P7). - Identify the relevant risks using the process audit, to point out potentials and ensure a reliable evaluation. - Obtain and explain a comparable result based on the evaluation system. - Carry out process audits both internally and on the premises of your suppliers independently and in a technically correct manner. CONCEPT & METHODS This training alternates between technical presentations, practical exercises, and case studies to support the transfer of what has been learned into your working practice. Special emphasis is placed on opportunities to exchange experiences. SUPPLEMENTARY MATERIAL - VDA Volume 6.3:2023 - the publication and shipping is included in the course fee, however please note that any additional local customs or delivery fees are for the customer's account. - For the current edition of the VDA 6.3 process audit, a new evaluation and documentation tool has been developed as a web application. Users can obtain the VDA 6.3 Analysis Tool from the VDA QMC webshop: www.webshop.vda.de/qmc TARGET AUDIENCE - Employees from QM departments who perform process audits in their own organization (internally) - Employees from QM departments who perform process audits in the supply chain (externally) - External auditors (deployed as service providers) PREREQUISITES Internal Process Auditor - Minimum 3-day auditor qualification based on DIN EN ISO 19011 - Passing the Automotive Core Tools quiz, OR ACT Qualification (ID 415:2021 or ID 417:2019) OR minimum 2-day ACT training course + passing the ACT Quiz - 3 years of professional experience, at least 1 year in quality management Supplier Process Auditor - As per Internal Process Auditor - PLUS ADDITIONAL EXPERIENCE - Evidence of 5 years of professional experience, at least 2 years in quality management CERTIFICATE OF QUALIFICATION After passing the knowledge test (multiple choice test) you will receive a Certificate of Qualification DURATION 4 full days or 8 half-days

Supply Chain Management must be kept at a high level of organization to be successful in today's global economy. Goods and services are now pieced together from all over the world, and this process can be hectic and complicated if not managed correctly. With Supply Chain Management your company and employees will be on target to lower costs, improve efficiency, and increase customer satisfaction. This course will provide you with an understanding of how Supply Chain Management can improve and help almost any type of business. Module One: Getting Started Module Two: Why Supply Chain Management? Customer Satisfaction Improving Performance Lowering Costs Product Development Module Three: Key Terms (I) Procurement Upstream and Downstream Raw Material Forecasting Carrying Cost Module Four: Key Terms (II) Inventory Order Generation Order Taking Order Fulfillment Returns Management Module Five: Three Levels of Supply Chain Management Strategic level Tactical level Operational Level Bullwhip Effect Module Six: Five Stages of Supply Chain Management Plan Source Make Deliver Return Module Seven: The Flows of Supply Chain Management The Product Flow The Information Flow The Finances Flow Data Warehouses Module Eight: Inventory Management Levels of Inventory Just-In-Time Inventory Keeping Accurate Records Inventory Calculator Module Nine: Supply Chain Groups The Suppliers The Producers The Customers The Customer's Customer's Module Ten: Tracking and Monitoring Dashboard RFID's Alert Generation Stock Keeping Unit (SKU) Module Eleven: Supply Chain Event Management Inventory Alerts Supplier Alerts Bottlenecking Being Proactive Module Twelve: Wrapping Up Duration: 1-2 day in-house workshop with an expert trainer, dependent on your needs (in-person or online)

Failure Mode and Effects Analysis (FMEA) is a crucial methodology in the automotive industry, yet it is riddled with complexities and challenges. In our latest webinar, we delved into the intricacies of FMEA standards with Hans Trunkenpolz , founder of ht+a. He provides a comprehensive overview of the existing standards and customer-specific requirements that make FMEA a convoluted yet indispensable tool for the automotive sector. We begin by highlighting the confusion surrounding FMEA due to the existence of five recognized standards and additional customer-specific requirements. Despite introducing the harmonized AIAG-VDA standard , the lack of consensus among Original Equipment Manufacturers (OEMs) perpetuates confusion. The AIAG-VDA standard was supposed to bring about a unified approach, but its implementation has been inconsistent. FORD, for instance, requires multiple FMEA types, including foundation and family FMEAs, and the integration of software tools. On the other hand, Mercedes-Benz uniquely mandates the harmonized AIAG VDA version, while Volkswagen Group adheres strictly to VDA guidelines. Stellantis offers some flexibility but strongly recommends AIAG VDA. The historical efforts to harmonize American and German standards have been lengthy and fraught with challenges. In the context of product development, robust design principles are paramount. Hans underscores the necessity of early involvement of production experts in the FMEA process to enhance product robustness. He discusses common pitfalls such as inadequate initial FMEA efforts and the detrimental impact of cost reduction on product robustness. The disconnect between design engineers and manufacturing operations exacerbates these issues. For instance, design engineers are often not allowed to see the production technologies used to manufacture the parts they design, leading to a lack of understanding of manufacturability constraints. BMW's unique approach to FMEA and design responsibility is also explored. Hans explains the distinction between engineering-responsible or design-responsible suppliers and build-to-print suppliers. He stresses the importance of integrating the voice of the process (VOP) into product design to ensure that the manufacturing process is considered during the design phase. Challenges with simultaneous engineering teams and the implementation of BMW's group standards are highlighted, along with suggestions for improving transparency and communication. We also discuss the variability in scoring criteria among different FMEA standards. The harmonized AIAG VDA approach, for example, prioritizes severity over occurrence and detection in assessing risks, which is a departure from the traditional Risk Priority Number (RPN) method used in other standards. The harmonized approach uses an Action Priority (AP) system, which factors in the severity of a potential failure mode more heavily than occurrence and detection. This shift in focus aims to ensure that the most critical risks are addressed first, improving overall product safety and reliability. The episode also delves into the challenges faced by suppliers in meeting varied FMEA standards. Hans shares practical strategies for navigating these complexities, such as the importance of seeking waivers from OEMs and the need for robust documentation and software solutions to ensure consistency. He highlights the critical role of coherent documentation in meeting stringent requirements and avoiding discrepancies. In summary, this webinar offers insights into the complexities and challenges of FMEA in the automotive industry. Whether you are a supplier, an OEM, or simply interested in automotive engineering standards, it provides valuable information and practical strategies to tackle the pervasive issues within FMEA implementation. By understanding the nuances of different FMEA standards and the importance of proactive communication, suppliers can better navigate this intricate landscape and enhance their compliance and product robustness. Download the presentation: Watch the recording: Or listen to the podcast: Changes to the IATF 16949:2016 6th Edition Certification Rules

We are proud to announce that our EU Operations Director, Dan Kulcsar , spent time in Istanbul last week to kick off the process of launching our new operation in Türkiye.    “ We have been monitoring various emerging markets worldwide and have decided to expand our operations in Turkey for several reasons. The Turkish automotive industry set a new export record in 2023, achieving USD 35 billion in international sales with a 13% year-on-year increase, as the Uludağ Automotive Industry Exporters' Association (OIB) reported. Additionally, the supply industry, the largest product group in automotive exports, experienced a 9% increase in exports, reaching USD 14.1 billion in 2023, constituting 40.4% of total automotive exports. During the same period, passenger car exports surged by 19%, bus-minibus-midibus by 57%, and truck exports by 22%. These figures convinced us to enter the Turkish market , " said our Managing Director and Founder, Hans Trunkenpolz .    “ In addition to the beautiful surroundings, legendary baklava, and delicious Turkish coffee and tea, we encountered a dynamic and challenging business environment in Turkey, with highly skilled professional experts dedicated to achieving operational excellence in automotive production. From now on, we are here to support them! ” added Dan.  Our new local core team of automotive industry subject matter experts that we are proud to work with is made up of: Hacer Kok  has successfully led major projects in this market, overcoming numerous challenges and consistently achieving excellent results. In addition to her professional achievements, Hacer is a warm and wonderful person, an avid sailor, and a dedicated problem solver.    Ersin Masatoglu  is a trainer, consultant, auditor, and a keen business professional with drive. Ersin is also a talented stone craftsman and a skilled chef passionate about growing his own ingredients.   Last but not least, Bilge Ateş  is a very experienced auditor and consultant specialising in supplier development and she has an awesome sense of humour.   This exp ansion into Türkiye marks a significant milestone for ht+a as we grow and reach new markets. We are confident that we'll bring value to the manufacturing industry in Türkiye.

Key Strategies for Developing New Managers Unlocking the secrets to building effective new managers. The journey of developing new managers involves structured development tracks, continuous support, self-assessment, feedback, and data analysis. The goal is to transform employees into confident leaders through a well-defined management pathway. Nurturing Organizational Culture Creating a positive organizational culture that fosters leadership growth is essential. This culture can be nurtured by real-life examples, illustrating the power of mentoring relationships and continuous development plans. Emulating effective management behaviours and maintaining best practices documents can empower new managers, ensuring they are well-equipped to face any challenges. Structured Development and Support Systems Effective management is critical for success, and while some individuals may appear naturally skilled, management abilities can and should be learned. By focusing on a structured management track that outlines necessary skills, experiences, and professional development, organizations can help employees transition smoothly into managerial positions. Continuous support and mentorship from current managers play a vital role in nurturing future leaders. Identifying and Leveraging Employee Strengths Identifying and leveraging employee strengths while addressing development needs is crucial for those aspiring to managerial roles. Self-assessment, peer and supervisor feedback, and data analysis are key strategies to uncover strengths and development opportunities. A positive, growth-oriented approach is important, along with creating actionable development plans and utilizing available resources like training and mentoring. Emulating Effective Management Behaviours Effective management behaviours are essential for cultivating new managers and fostering a positive organizational culture. Reflecting on past supervisors' best traits and practices can significantly aid in new manager development. Creating and maintaining a best practices document ensures consistency and provides guidance. Equipping new managers with necessary tools, such as policy documents and manuals, empowers them and facilitates their growth. Support systems, including mentorship, peer networks, and training opportunities, are crucial in helping new managers gain confidence and competence in their roles. Identifying and Developing Potential Management Candidates Identifying and developing potential management candidates early within an organization is vital. Strategies for recognizing employees with managerial aspirations and initiating their development well before a management position becomes vacant should be explored. Ongoing employee evaluations and reviews are key tools for identifying potential managers and setting professional development plans. A clearly defined management track guides employees, ensuring they understand the path to managerial roles. Proactive planning and clear communication are essential in cultivating a robust pipeline of internal candidates ready to step into leadership positions. Career Development and Succession Planning A clear management track is crucial in guiding employee development and setting professional goals. Such a track serves as a roadmap for employees aspiring to management, allowing them to align their skills, education, and intermediate positions with their career aspirations. Training, support, and succession planning are key. Empowering new managers involves encouraging decision-making, offering support without undermining authority, and promoting a culture where asking for help is seen as a strength. Continuous Development for New Managers Continuous development for new managers is essential. Successful management requires preparation, hard work, and learning from failure. By investing in developing new managers, organizations ensure the success of individual managers and the organization as a whole. Explore options to gain valuable knowledge and insights on this critical aspect of organizational success: