CQI-14 Assessment Tool Final

CQI-14
Automotive Warranty Management Assessment

Version 3, Issued 4/2015
Pre-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

The organization clearly defines ownership of the warranty
P1 1.2
management process.
The organization defines a warranty strategy that drives behaviors

P2 and practices (e.g. annual improvement projects, APQP projects) 1.2, 1.8, 3.8, 7.3
which reduce warranty risk throughout the company.
Consumer Event and the Dealership Activities (OEM Only)
The consumer's concern is thoroughly and accurately captured as

a verbatim and after repair, the documentation is written up
P3 completely with accurate codes and diagnostic information, test 2.2, 2.7
data and replacement parts listed, including any digital media to
support the repair.
Proactive Prevention: Lesson's Learned in Pre-Program Activities
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AIAG (Automotive Industry Action Group)
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Pre-Assessment
The organization has established Lessons' Learned database that

P4 captures information such as reasons for FMEA and Control Plan 3.1, 4.1
changes, manufacturing or assembly improvements etc.
The organization engages the supply chain to reduce warranty

P5 risks and there is a mechanism for the supply chain to share 3.9, 6.1, 6.2, 6.7
improvements.
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Pre-Assessment
Implementing the Lessons Learned: Advanced Product Quality Planning (APQP)

The organization's FMEA's identify risks from component and
P6 systems, Design for Manufacturing, Design for Assembly and 3.4, 4.1, 4.3, 4.5, 4.6
Design for Serviceability.
Containing Warranty Issues: Post-Start of Production
The organization currently makes use of available warranty data

P7 systems and parts return resources which enables timely/regular 1.3 , 1.4 , 1.5 , 5.1 , 5.2 , 6.1
communication to the warranty stakeholders.
Organizations expand investigations beyond the component level

P8 to include system interactions, assembly, mating component, and 5.2 , 5.3 , 5.4 , 6.6
handling/logistics conditions.
Preventing Future Warranty Events: Actions/Solutions
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Pre-Assessment
The organization establishes agreements and reviews issues and

corrective actions with partner organizations for improvements in
P9 6.1, 6.7
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

P10 6.6
system environment.
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Pre-Assessment
Continuous Improvement: Institutionalize the Process
The organization establishes yearly improvement targets and

P11 1.6, 7.1
places higher priority on issues with high incident rates (vs. cost).
Implementation Assessment
The organization has an overall warranty management champion

P12 Section 1
and defined, trained support identified.
There is evidence of warranty risk factor review in the decision

P13 1.8, 3.8
making process of bidding or accepting a program.
Effectiveness Assessment
Customer concerns and warranty performance are improving by

P14 1.6, 7.1
showing a measurable difference in warranty events.
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alysis of a warranty management process
Finding/Observation Scoring Guideline Score 0-5
Yes = 5, No = 0
Yes = 5, No = 0
Finding/Observation Score 0-5
Yes = 5, No = 0
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Yes = 5, No = 0
Yes = 5, No = 0
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Yes = 5, No = 0
Yes = 5, No = 0
Yes = 5, No = 0
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Yes = 5, No = 0
Yes = 5, No = 0
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Yes = 5, No = 0
Yes = 5, No = 0
Yes = 5, No = 0
Yes = 5, No = 0
Pre-Assessment Total: 0.00

Pre-Assessment Score: 0.00
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Organization Responsible Area Section Circumstance or Condition Applicable Manual Section Recommended Evidence / Indicator Evidence / Indicator Provided Scoring Guideline Score 0 - 5
1. Management Introduction to Warranty / 1.01 The organization has a defined warranty management process with Organization chart information / structure,
Supplier Section 1 Yes = 5, No = 0
Establishing the Baseline defined ownership. Procedures
1. Management Introduction to Warranty / 1.02 There is upper management oversite of warranty management
Supplier Section 1, 7.3 Records of management reviews with teams Yes = 5, No = 0
Establishing the Baseline activities.
1. Management Introduction to Warranty / Business plan shows warranty identified as a

Supplier 1.03 Warranty management is part of the organization's business plan. Section 1 Yes = 5, No = 0
Establishing the Baseline target area
Warranty management roles and

1. Management Introduction to Warranty / 1.04 Roles and responsibilities for warranty management processes
Supplier 1.2, 5.2 responsibilities are defined in job Use scoring method table
Establishing the Baseline within the organization are clearly documented and understood.
descriptions/procedure
1.05 The organization recognizes the consumer's expectations for

1. Management Introduction to Warranty / warranty performance by establishing warranty management policy that Warranty policy, procedures,
Supplier 1.2 Yes = 5, No = 0
Establishing the Baseline incorporates the OEM's and Supply Chain's expectations, processes and targets/objectives/metrics/ goals
targeted improvements.
Warranty plan, procedures, metrics, lessons
1.06 The organization defines a warranty strategy that drives behaviors
1. Management Introduction to Warranty / learned database, documentation
Supplier and practices (e.g. annual improvement projects, APQP projects) which 1.2, 1.8, 3.8, 7.3 Yes = 5, No = 0
Establishing the Baseline information shows reduction in start up /
reduce warranty risk throughout the company.
CPV/IPTV/PPM
1.07 The organization holds regularly scheduled reviews of: warranty
1. Management Introduction to Warranty /
Supplier management performance (warranty trend charts), and on-going 1.2 Comparison: Trend Charts Use scoring method table
Establishing the Baseline
assessment of the warranty management culture.
1. Management Introduction to Warranty / Meeting minutes reflect review of customer
Supplier 1.08 Do the meetings include a review of customer warranty metrics. 1.2, 1.6 Yes = 5, No = 0
Establishing the Baseline warranty data
1.09 The organization regularly carries out on-going assessment of its
Supplier warranty management culture and identifies opportunities for 1.2, 7.3 Meeting minutes, reviews, assessments, etc. Use scoring method table
improvement.
1.10 The organization shares warranty performance metrics with Records of employee meetings
Supplier employees, customers and supply chain as an indication of the 1.2, 1.6, 3.9, 6.1 demonstrating sharing of warranty Use scoring method table
commitment to reduce incident rates. performance
1.11 The organization's management provides a supportive environment,

Supplier and resources, at all levels, for employees to be Consumer-Centric 1.2 Organization chart information Use scoring method table
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
Supplier Conditions;(c) Applicable warranty agreements;(d) Program 1.8, 3.8 Metric reviews Use scoring method table
deliverables;(e) Expectations and requirements communicated to
program partners;(f) Legal, regulatory and/or legislative requirements.
1.13 The organization focuses on incident rate reduction over cost

Supplier recovery as a priority, working collaboratively with partners to achieve Forward, Introduction, 1.2 Review of goals Use scoring method table
improvements.
Procedures/passwords and visible access to
1. Management Introduction to Warranty / 1.14 The organization is accessing and utilizing available customer
Supplier 1.3, 5.2, 5.3 customer warranty data Use scoring method table
Establishing the Baseline warranty data systems.
systems/demonstrated
1.15 The organization is proactively receiving and analyzing warranty
1. Management Introduction to Warranty / 1.4, 1.6, 3.9, 5.1 , 5.2, 5.5, 5.7, Field returned product review
Supplier field returns sent by the OEM or Supply Chain Partners and results are Use scoring method table
Establishing the Baseline 5.8, 6.1, 6.2, 6.7 reports/procedure
shared.
1. Management Introduction to Warranty / 1.16 The organization encourages activities that drive early problem
Supplier 1.2, 6.5, 7.2 Procedures, documentation Use scoring method table
Establishing the Baseline detection and identification.
1. Management Introduction to Warranty / Evidence of warranty data sharing with
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
Establishing the Baseline suppliers
1.18 The organization provides adequate training to those involved with

Supplier warranty data analysis, root cause problem solving including field return 1.1, 1.2, 3.10 Training records Use scoring method table
analysis, validation methods and adjoining systems training.
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1. Management Introduction to Warranty / 1.19 Employees in the company have a stake in recognizing and accept LPA records, maintenance records -
Supplier 1.2 Use scoring method table
Establishing the Baseline ownership for warranty risk reducing actions. information shared with employees
1.20 NTF's are viewed as an opportunity to further improve consumer
Supplier satisfaction by applying continued, disciplined problem solving until the 1.2, 6.6 NTF records, NTF Metric, Case studies Use scoring method table
root cause is determined and eliminated.
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
2. Proactive Prevention: Lesson's Learned in Pre-
Supplier assembly plant issues;(d) Past serviceability issues;(e) Organization's 1.3, 1.6, Section 3 Metrics Use scoring method table
Program Activities
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 Product development shows records of
Supplier risks such as: like components or systems, JD Powers and Associates 3.2 identified surrogate and review of issues/etc. Use scoring method table
Program Activities
data, scorecards, etc. and changes effected to design/process
2. Proactive Prevention: Lesson's Learned in Pre- 2.03 NHTSA and other government databases are consistently reviewed
Supplier 3.6 NHTSA information review records Yes = 5, No = 0
Program Activities for recalls and campaign information to help define risks.
2. Proactive Prevention: Lesson's Learned in Pre- 2.04 TSB's are obtained, when available, and made accessible for review
Supplier 3.10, 4.8, 5.6, 6.3 Records of TSB review inputs Use scoring method table
Program Activities and improvement input.
2.05 Past T-G-W, T-G-R and corrective actions (like 8Ds, 5 Whys and
2. Proactive Prevention: Lesson's Learned in Pre- Process & Design FMEA evidence, meeting
Supplier other problem solving activity) are routinely reviewed for potential 3.1, 3.3, 4,4 Use scoring method table
Program Activities records/process line review records
improvements to reduce incident rate risk by the organization.
2.06 Does the organization utilize a procedure prior to launching a new

production line; which entails a thorough review of all corrective
Supplier actions, poke yoke, and error proofing implementations on previous lines 3.2, 3.3, 3.4 Procedure Use scoring method table
Program Activities
regardless of customer is undertaken to identify potential issues on the
new line.
2.07 The organization has established Lessons' Learned database that
Supplier captures information such as reasons for FMEA and Control Plan 3.1, 4.1 Evidence of Lessons Learned database Yes = 5, No = 0
Program Activities
2. Proactive Prevention: Lesson's Learned in Pre- 2.08 The organization routinely reviews internal quality records and
Supplier 1.6, 3.3, 5.2, 5.3 Reviews of project records Use scoring method table
Program Activities supply chain quality data for potential warranty risks.
2. Proactive Prevention: Lesson's Learned in Pre- 2.09 Past FMEA's are reviewed by the organization for potential risks Records of FMEA reviews and
Supplier 3.4, 4.1, 6.2 Use scoring method table
Program Activities and "needs improvement" identification, including development needs. improvements
2. Proactive Prevention: Lesson's Learned in Pre- 2.10 The organization reviews available high mileage data to verify or
Supplier 3.5, 4.5, 5.8 High mileage data review records Use scoring method table
Program Activities identify potential reliability and durability performance issues.
2. Proactive Prevention: Lesson's Learned in Pre- 2.11 Design for Six Sigma opportunities are identified and/or Program reviews include DFSS review
Supplier 3.7 Yes = 5, No = 0
Program Activities implemented to reduce warranty incident risks. records
2. Proactive Prevention: Lesson's Learned in Pre- 2.12 The organization engages the supply chain to reduce warranty risks
Supplier 3.9, 6.1, 6.2, 6.7 Records show supply chain improvements Use scoring method table
Program Activities and there is a mechanism for the supply chain to share improvements.
2. Proactive Prevention: Lesson's Learned in Pre- 2.13 The organization has sufficient warranty process training for supply
Supplier 3.9, 3.10 Training records Use scoring method table
Program Activities chain partners.
2. Proactive Prevention: Lesson's Learned in Pre- Referenced industry Layered
Supplier 2.14 Is the organization actively involved in Layered Audit Procedures? LPA records Yes = 5, No = 0
Program Activities Process Audit procedures
2.15 An Error Proofing checklist for design and process to include
2. Proactive Prevention: Lesson's Learned in Pre- manufacturing and assembly is utilized. Following launch, the assembly Referenced industry Layered
Supplier LPA records Use scoring method table
Program Activities checklist for Error Proofing effectiveness is incorporated in the Layered Process Audit procedures
Audit Process.
Documents, function analysis records,
3. Implementing the Lessons Learned: Advanced 3.01 The organization considers consumer use differences, by market,
Supplier 3.2, 3.4, 3.5, 3.7, 4.1, 4.5 FMA. FMEA, QFD checklist, field Use scoring method table
Product Quality Planning (APQP) for global platforms for both systems and components.
benchmarking
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3.02 End-Of-Life products are captured, analyzed and compared to

3. Implementing the Lessons Learned: Advanced End of Life product vs. design validation
Supplier design validation conditions to understand high mileage risks and 3.5, 4.5, 5.8 Use scoring method table
Product Quality Planning (APQP) documentation
improvements.
3.03 The organization's FMEA's identify all risks from component and
3. Implementing the Lessons Learned: Advanced
Supplier systems, Design for Manufacturing, Design for Assembly and Design for 3.4, 4.1, 4.3, 4.5, 4.6 FMEA records Use scoring method table
Product Quality Planning (APQP)
Serviceability.
3. Implementing the Lessons Learned: Advanced 3.04 The organization considers NTF's and how risk reducing activities Documentation, FMEA checklist,
Supplier 3.7, 4.1, 6.6, 7.3 Use scoring method table
Product Quality Planning (APQP) can be reflected in the FMEA's. information
3.05 The organization links FMEA's of the supply chain/customer to
Supplier their own FMEA's to increase risk detection and buy-in of reduction 3.4, 4.1, 6.2, 6.7 Organization/supplier FMEA linked Use scoring method table
activities.
3.06 The organization correlates DVP&R results with actual field
3. Implementing the Lessons Learned: Advanced DVPR results correlated to field and
Supplier performance data including warranty investigation results to verify that 3.5, 4.1, 4.5, 5.5, 5.8 Use scoring method table
Product Quality Planning (APQP) warranty investigation results
the correct failure modes are being evaluated.
3.07 The organization considers diagnostic methods and best practices to
3. Implementing the Lessons Learned: Advanced Diagnostic methods such as, fault tree, fish
Supplier allow for cost effective and timely root cause analysis and repair in the 4.3, 4.7, 4.8, 6.3 Use scoring method table
Product Quality Planning (APQP) bone etc., used in design phase
design phase.
3.08 The organization applies effective problem solving tools (reference
Problem solving tools such as AIAG ref.
3. Implementing the Lessons Learned: Advanced AIAG CQI-20) to optimize: functional performance, manufacturing
Supplier 3.7, Section 5 CQI-20 used to optimize operations etc. Use scoring method table
Product Quality Planning (APQP) operations, shipping/handling efficiency, defect free assembly and
Documentation
effective repairs.
3.09 The organization engages the supply chain with the OEM's Vehicle
3. Implementing the Lessons Learned: Advanced Evidence of involvement with Vehicle Parts
Supplier Parts and Service organization to allow improvements in diagnosis, 4.3, 6.2 Yes = 5, No = 0
Product Quality Planning (APQP) and Service to support improvements
repair tools and repair methods.
Organization and supply chain involved in
3. Implementing the Lessons Learned: Advanced 3.10 The organization allows supply chain partners to participate in the
Supplier 4.3 Vehicle Service Manual reviews. meeting Yes = 5, No = 0
Product Quality Planning (APQP) review and validation of the Vehicle Service Manual.
minutes etc.
3.11 The organization provides training to partners to improve parts Documented evidence of training supply
Supplier handling, component assembly processes, issue diagnosis and problem 4.3, 4.7 chain partners in product handling, assembly Use scoring method table
resolution. and problem issue resolution
4. Containing Warranty Issues: Post-Start of 4.01 The organization has a process to develop knowledgeable and
Supplier 3.10, 5.2 Organization chart, training records, goals. Use scoring method table
Production trained staff to facilitate warranty monitoring.
4.02 The organization has a documented procedure for managing and
4. Containing Warranty Issues: Post-Start of analyzing warranty returns, subsequent problem solving activities and
Supplier 1.4, 1.5, 1.7, 5.1, 5.5, 6.6, 6.8 Procedure, records Yes = 5, No = 0
Production utilization of investigation findings in future product development
activities.
4.03 The organization currently makes use of all available warranty data Passwords and records etc. which
4. Containing Warranty Issues: Post-Start of
Supplier systems and parts return resources which enables timely /regular 1.3, 1.4, 1.6, 5.1, 5.2, 6.1 demonstrate usage of all available data Use scoring method table
Production
communication to the warranty stakeholders. systems etc.
4.04 The organization expands investigations beyond the component
4. Containing Warranty Issues: Post-Start of Investigation records show system
Supplier level to include system interactions, assembly, mating component, and 5.2, 5.3, 5.4, 6.6 Use scoring method table
Production interaction/mating product reviews
4. Containing Warranty Issues: Post-Start of 4.05 The organization and partner(s) reach agreement for implementation
Supplier 6.1 Records, audits Use scoring method table
Production of counter measures.
4.06 The organization communicates implemented corrective action
4. Containing Warranty Issues: Post-Start of Records of clean point date communication
Supplier clean point dates and applies increased warranty monitoring at the time 1.6, 5.4, 6.1, 6.5 Use scoring method table
Production contained in 8D's, 5Whys etc.
of new platform launch or change implementation.
4.07 Applicable repair procedures and TSB's are
4. Containing Warranty Issues: Post-Start of
Supplier pulled/reviewed/generated to support improvement in diagnostic and 5.5, 6.3 Procedure and record of TSB reviews Use scoring method table
Production
repair activities.
4.08 The organization participates, when allowed, with diagnosis and
4. Containing Warranty Issues: Post-Start of Records of contact and participation where
Supplier repair of a vehicle at dealerships/fleet repair centers/OEM fleet service 5.7 Yes = 5, No = 0
Production allowed
garages or other partner available vehicles.
4.09 The organization has a process(es) defined to request a vehicle(s)

4. Containing Warranty Issues: Post-Start of Procedure and process for requesting test
Supplier for testing and investigative purposes from the OEM, other supply chain 5.7, 5.8 Yes = 5, No = 0
Production vehicles
partners, vehicle rental companies, or employees.
4. Containing Warranty Issues: Post-Start of 4.10 The organization prepares an investigative plan when reviewing Dealer vehicle procedure and specific
Supplier 5.7 Use scoring method table
Production dealer vehicles. investigative plans on record
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4.11 The organization has defined process to notify the customer of

4. Containing Warranty Issues: Post-Start of Customer notification document (i.e.,
Supplier potential suspect or nonconforming parts (service parts and supply 5.9 Yes = 5, No = 0
Production containment records)
chain).
5. Preventing Future Warranty Events: 5.01 Warranty agreements are clearly defined at the time of sourcing for Warranty agreement dates match source
Actions/Solutions directed source components. dates
5.02 The organization establishes agreements and reviews

5. Preventing Future Warranty Events: issues/corrective actions with partner organizations for improvements in Records of agreements and reviews with
Supplier 6.1, 6.7 Use scoring method table
Actions/Solutions design, specifications, logistics, handling, service procedures and other supply partners
areas to reduce the potential for warranty events.
5. Preventing Future Warranty Events: 5.03 This agreement(s) includes who is responsible (ownership) for each Agreements indicate
Supplier 6.1, 6.7 Yes = 5, No = 0
Actions/Solutions improvement step and timing (reference question #2). ownership/responsibilities
5.04 The organization and partner organization's FMEA's, Control Plans
5. Preventing Future Warranty Events:
Supplier and other quality/engineering documents are updated after a warranty 6.2, 6.7 Engineering documents, quality documents Use scoring method table
Actions/Solutions
concern is addressed.
5. Preventing Future Warranty Events: 5.05 Cross-functional teams are engaged in the updating of FMEA's, Records show CROSS FUNCTIONAL
Actions/Solutions Control Plans and other quality/engineering documents. TEAM involvement
5.06 Corrective actions are shared with partner organization;
5. Preventing Future Warranty Events: Records show corrective action sharing with
Supplier confirmation exists that their FMEA's test and/or measurement methods 3.9, 6.1, 6.2, 6.7 Use scoring method table
Actions/Solutions supply chain partners
are updated.
5.07 Warranty lessons learned are applied to all product lines, systems, Warranty lessons learned database/records
Supplier processes, materials, etc. where applicable, to leverage improvement 3.9, 6.7, 6.8 show application across systems and Use scoring method table
Actions/Solutions
across a broader base of the business (i.e., Yokoten, Poka-Yoke, etc.). product lines
5.08 The organization has a formal process(es) for obtaining, reviewing

Supplier and updating OEM: TSB's, service manuals, diagnostic processes, call 6.3 Process Yes = 5, No = 0
Actions/Solutions
center procedures and safety recall notifications.
Supplier 5.09 The organization has a defined Design for Service process. 4.3, 6.3 Procedure Yes = 5, No = 0
Actions/Solutions
5. Preventing Future Warranty Events: 5.10 The organization participates in preparation of training materials Records of training material involvement
Actions/Solutions and service personnel where allowed. with service personnel where allowed
5. Preventing Future Warranty Events: 5.11 The organization routinely investigates NTF in relation to the
Supplier 6.6 Records of NTF reviews Use scoring method table
Actions/Solutions system environment.
5. Preventing Future Warranty Events: 5.12 The organization uses a defined process for NTF root cause 6.6, Fig 9 (Ref. AIAG/OESA Records of Decision tree use for NTF root
Supplier Yes = 5, No = 0
Actions/Solutions investigation. NTF Decision Tree) cause investigation
5. Preventing Future Warranty Events: 5.13 The organization applies continual improvement practices to NTF 6.6, Fig 9 (Ref. AIAG/OESA Decision tree expanded to show new and/or
Supplier Yes = 5, No = 0
Actions/Solutions process. NTF Decision Tree) specific NTF paths
5. Preventing Future Warranty Events: 5.14 The organization confirms that the corrective actions are working Verification of corrective actions by metric
Actions/Solutions and are effective based on ongoing warranty and quality metrics. tracking
6. Continuous Improvement: Institutionalize the 6.01 The organization tracks the available warranty data and understands Trend charts, Pareto charts, specific issue
Supplier 1.3, 1.6, 5.2, 6.5, 7.1, 7.2 Use scoring method table
Process the warranty trends including detection of emerging field issues. lists, part return analysis results
6. Continuous Improvement: Institutionalize the 6.02 The organization monitors social media to identify consumer
Supplier 5.1, 5.2, 5.3, 6.5, 7.2 Documented process Yes = 5, No = 0
Process concerns as an early warning.
6. Continuous Improvement: Institutionalize the 6.03 The organization follows up with dealer technicians for additional
Supplier 5.5, 5.6, 7.2 Dealer contact records Use scoring method table
Process claim information where permitted.
6. Continuous Improvement: Institutionalize the 6.04 Warranty data is pareto charted to identify potential improvement
Supplier 7.1 Pareto charts Yes = 5, No = 0
Process targets.
6. Continuous Improvement: Institutionalize the 6.05 The organization establishes yearly improvement targets and places
Supplier 1.6, 7.1 Annual targets on metric Yes = 5, No = 0
Process higher priority on issues with high incident rates (vs. cost).
6. Continuous Improvement: Institutionalize the 6.06 The organization implements continuous improvement activities Improvement targets are supported with
Process which meet or exceed improvement targets. action plans - records
6. Continuous Improvement: Institutionalize the 6.07 The organization periodically establishes agreed upon warranty Supply chain partner warranty improvement
Process improvement projects with partner organizations. project records
6. Continuous Improvement: Institutionalize the Lessons Learned review records during
Supplier 6.08 Lessons learned are applied to future programs. 3.1, 3.2, 3.3, 7.1 Use scoring method table
Process program reviews
I.01 The organization has a senior management-level champion who
Supplier 7. Implementation Assessment owns and defines the warranty management system with trained support Section 1 Organization chart information Yes = 5, No = 0
identified.
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I.02 The organization has defined warranty champion(s) responsible for

Supplier 7. Implementation Assessment 1.1 Job description Yes = 5, No = 0
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 Training records
Supplier 7. Implementation Assessment Section 1, 3.9, 3.10 Use scoring method table
the objective to satisfy the consumer through risk reduction activities Internal metrics
that minimize incident rates.
I.04 The organization sets warranty metric targets annually; targets are
Supplier 7. Implementation Assessment 1.6, 7.1 Annual metrics set Yes = 5, No = 0
reviewed by senior management.
I.05 Customer warranty database access is established and data is shared Evidence of database access, passwords etc.
Supplier 7. Implementation Assessment 1.3, Section 3, 5.2, 5.3 Use scoring method table
within the organization. Show me
I.06 Active projects to reduce the incident rates of NTF's involve
Supplier 7. Implementation Assessment 6.6, 6.7, 6.8, 7.1 Incident rate tracking tied to action plan Use scoring method table
partners/suppliers.
I.07 Associates are involved with using the warranty data to perform
Supplier 7. Implementation Assessment 1.7, 1.8, 5.2 Warranty data deployed to all affecting areas Use scoring method table
their job functions.
I.08 Warranty-related Lessons Learned database is populated with Warranty records/lessons learned database
Supplier 7. Implementation Assessment Section 3, 6.8, 7.3 Use scoring method table
appropriate Look-Across activities. shows look across references and actions
I.09 The organization applies and updates its defined NTF process as NTF defined process being applied and
Supplier 7. Implementation Assessment 6.6, 7.3 Use scoring method table
necessary. updated
I.10 There is increased effort to analyze End-Of-Life products to validate
DVP, FMEA's, durability performance and OEM reliability End of life product analysis records, and
Supplier 7. Implementation Assessment requirements. This data is applied to further improve quality 3.5, 4.5, 5.8 records of updated Lessons Learned Use scoring method table
/performance to meet consumer satisfaction targets and fed forward into database
Lessons Learned database for new program review.
I.11 There is evidence of warranty risk factor review in the decision Warranty risk reviews in contract / program
Supplier 7. Implementation Assessment 1.8, 3.8 Yes = 5, No = 0
making process of bidding or accepting a program. reviews - records
I.12 Problem solving tools are applied and standardized to assist root Evidence of problem solving tool use,
Supplier 7. Implementation Assessment 1.7, Section 5 Use scoring method table
cause analysis of warranty concerns, updated as necessary. fishbones, decision trees etc.
8. Effectiveness Assessment of Warranty
Supplier E.01 Incident rates meet improvement targets. 1.6, 7.1 Trend charts Yes = 5, No = 0
Management Program
8. Effectiveness Assessment of Warranty E.02 The organization meets/exceeds warranty metric targets set by
Supplier 1.6, 7.1 Charts Yes = 5, No = 0
Management Program organization/customer.
8. Effectiveness Assessment of Warranty Reporting of warranty data, lessons learned
Supplier E.03 Regular data updates have been made available to the organization. 1.6, 7.3 Yes = 5, No = 0
Management Program data base
8. Effectiveness Assessment of Warranty E.04 There is increased evidence of cross function engagements with
Supplier 3.9, 4.1, 6.1, 6.2, 6.7 Project records Yes = 5, No = 0
Management Program partners/suppliers with the problem solving of warranty concerns.
Evidence of improvement in measures

Supplier E.05 Detection-to-Correction measures are improving. 1.6, 7.3 demonstrated by project / issue Yes = 5, No = 0
Management Program
documentation
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
Management Program
8. Effectiveness Assessment of Warranty E.07 NTF resolution performance (e.g., ratio of NTF to total parts, time NTF resolution - number of open items is
Management Program to resolve, etc.) is improving. decreasing
1. Management Introduction to Warranty / 1.01 The organization clearly defines ownership of the warranty
OEM 1.2 Organization chart information / structure Yes = 5, No = 0
Establishing the Baseline management process.
1. Management Introduction to Warranty / 1.02 The organization performs cross functional reviews of warranty Cross Functional Team reviews of contracts,
OEM 1.8, 3.8 Use scoring method table
Establishing the Baseline terms & conditions including warranty agreements. warranty terms and conditions
Warranty plan, procedures, metrics, lessons
1.03 The organization defines a warranty strategy that drives behaviors
1. Management Introduction to Warranty / learned database, documentation
OEM and practices (e.g. annual improvement projects, APQP projects) which 1.2, 1.8, 3.8, 7.3 Yes = 5, No = 0
Establishing the Baseline information shows reduction in start up /
CPV/IPTV/PPM
1. Management Introduction to Warranty / 1.04 The organization uses benchmark data to drive warranty reduction
OEM 1.6, Section 3, 6.5, 7.1 Warranty management metrics report Yes = 5, No = 0
Establishing the Baseline to enhance consumer satisfaction.
1.05 The organization recognizes the consumer's expectations for
1. Management Introduction to Warranty / warranty performance by establishing warranty management policy that Warranty policy, procedures,
OEM 1.2 Yes = 5, No = 0
Establishing the Baseline incorporates the OEM's and Supply Chain's expectations, processes and targets/objectives/metrics/ goals
1. Management Introduction to Warranty / 1.06 The organization is proactively receiving and analyzing warranty Field returned product review
OEM 1.4, 5.1 , 5.5 ,5.7,5.8 Use scoring method table
Establishing the Baseline field returns. reports/procedure
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1. Management Introduction to Warranty / 1.07 Supply chain partners are integrated into the warranty management Evidence of supplier involvement/reviews
OEM 1.6, 3.9, 5.1, 5.2, 6.1, 6.2, 6.7 Use scoring method table
Establishing the Baseline process. of product returns etc.
1.08 The organization holds regularly scheduled reviews of: warranty

OEM management performance (warranty trend charts), and on-going 1.2 Comparison: Trend Charts Use scoring method table
1. Management Introduction to Warranty / Meeting minutes reflect review of customer
OEM 1.09 Do the meetings include a review of customer warranty metrics. 1.2, 1.6 Yes = 5, No = 0
Establishing the Baseline warranty data
1. Management Introduction to Warranty / Evidence of warranty data sharing with
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
Establishing the Baseline suppliers
1. Management Introduction to Warranty / 1.11 Field returned warranty parts investigation results are shared with Evidence that product/review reports are
OEM 1.6, 3.9, 5.2, 6.1, 6.2 Use scoring method table
Establishing the Baseline supply chain partners. shared with customer/supply chain
1.12 The organization regularly carries out on-going assessment of its
OEM warranty management culture and identifies opportunities for 1.2, 7.3 Meeting minutes, reviews, assessments, etc. Use scoring method table
improvement.
1.13 The organization shares warranty performance metrics with Records of employee meetings
OEM employees, customers and supply chain as an indication of the 1.2, 1.6, 3.9, 6.1 demonstrating sharing of warranty Use scoring method table
commitment to reduce incident rates. performance
1.14 The organization's management provides a supportive environment,

OEM and resources, at all levels, for employees to be Consumer-Centric 1.2 Organization chart information Use scoring method table
focused to achieve reductions in warranty incident rates.
1.15 The organization focuses on incident rate reduction over cost

OEM recovery as a priority, working collaboratively with partners to achieve Forward, Introduction, 1.2 Review of goals Use scoring method table
improvements.
OEM 1.2, 6.5, 7.2 Procedures, documentation Use scoring method table
Establishing the Baseline detection and identification.
1.17 The organization provides adequate training to those involved with

OEM warranty data analysis, root cause problem solving including field return 1.1, 1.2, 3.10 Training records Use scoring method table
analysis, validation methods and adjoining systems training.
1. Management Introduction to Warranty / 1.18 Employees in the company have a stake in recognizing and accept LPA records, maintenance records -
OEM 1.2 Use scoring method table
Establishing the Baseline ownership for warranty risk reducing actions. information shared with employees
1.19 NTF's are viewed as an opportunity to further improve consumer
OEM satisfaction by applying continued, disciplined problem solving until the 1.2, 6.6 NTF records, NTF Metric, Case studies Use scoring method table
2.01 The consumer's concern is thoroughly and accurately captured as a
OEM 2. Consumer Event and the Dealership Activities 2.2 Record Use scoring method table
verbatim.
2.02 "CCNDs" are captured and explanations are documented for
OEM 2. Consumer Event and the Dealership Activities 2.3, 2.2 Record Yes = 5, No = 0
potential future review.
2.03 The repair order is completely and accurately filled out by the
OEM 2. Consumer Event and the Dealership Activities 2.4, 2.7 Record Use scoring method table
Service Manager/Advisor.
2.04 The Technician is able to access the necessary TSBs, repair
OEM 2. Consumer Event and the Dealership Activities procedures, hot lines and other tools to adequately diagnose and repair a 2.6, 4.8, 5.6, 6.3 Database access demonstrated/file records Yes = 5, No = 0
vehicle.
2.05 The Technician documents and reproduces the consumer concern
OEM 2. Consumer Event and the Dealership Activities 2.3 Record Use scoring method table
(cc) and root cause before proceeding with a repair.
2.06 After repair, the documentation is written up completely with

OEM 2. Consumer Event and the Dealership Activities accurate codes and diagnostic information, test data and replacement 2.7 Records/documentation Use scoring method table
parts listed, including any digital media to support the repair.
2.07 Parts properly tagged for identification and stored for possible
OEM 2. Consumer Event and the Dealership Activities 2.10, 2.11 Tagged parts/records Use scoring method table
return per the OEM's procedure.
2.08 When requested by the OEM, parts are sent to the appropriate
OEM 2. Consumer Event and the Dealership Activities 2.11, 5.1, 5.5,1.3 Record Use scoring method table
return center with correct identification and claim data.
2.09 Consideration is given to having the OEM and/or supplier
OEM 2. Consumer Event and the Dealership Activities participate in the diagnosis and repair of vehicles at dealerships or fleet 5.7, 5.8, 6.6 Meeting minutes, records Use scoring method table
centers.
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2.10 The OE organization has a formal procedure for creating / updating

TSB's, service manuals, diagnostic processes, owner's manuals, and call
OEM 2. Consumer Event and the Dealership Activities center service procedures which include where applicable supplier 6.3, 6.4 Procedures Use scoring method table
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
OEM 2. Consumer Event and the Dealership Activities development and review of the TSBs, service manuals, diagnostic 4.8, 5.6, 6.3 Records of supply chain involvement Yes = 5, No = 0
processes, and call center procedures.
2.12 Components from early launch claims, preferably 100%, are
OEM 2. Consumer Event and the Dealership Activities 5.1, 5.5 Record Use scoring method table
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
OEM organization assembly plant (d) Past serviceability (e) Organization's 1.3, 1.6, Section 3 Metrics Use scoring method table
Program Activities
own manufacturing or assembly issues;(f) Field return investigations
3.02 Past T-G-W, T-G-R and corrective actions (like 8Ds, 5 Whys and
3. Proactive Prevention: Lesson's Learned in Pre- Process & Design FMEA evidence, meeting
OEM other problem solving activity) are routinely reviewed for potential 3.1, 3.3, 4,4 Use scoring method table
Program Activities records/process line review records
improvements to reduce incident rate risk by the organization.
3.03 Does the organization utilize a procedure prior to launching a new

3. Proactive Prevention: Lesson's Learned in Pre- production line; which entails a thorough review of all corrective
OEM 3.2, 3.3, 3.4 Procedure Use scoring method table
Program Activities 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

OEM captures information such as reasons for FMEA and Control Plan 3.1, 4.1 Evidence of Lessons Learned database Yes = 5, No = 0
Program Activities
3.05 Surrogate program data is applied to understand warranty related Product development shows records of
OEM risks such as: like components or systems, JD Powers and Associates 3.2 identified surrogate and review of issues/etc. Use scoring method table
Program Activities
data, scorecards, etc. and changes effected to design/process
OEM 1.6, 3.3, 5.2, 5.3 Reviews of project records Use scoring method table
Program Activities supply chain quality data for potential warranty risks.
3. Proactive Prevention: Lesson's Learned in Pre- 3.07 Past FMEA's are reviewed by the organization for potential risks Records of FMEA reviews and
OEM 3.4, 4.1, 6.2 Use scoring method table
Program Activities and "needs improvement" identification, including development needs. improvements
OEM 3.5, 4.5, 5.8 High mileage data review records Use scoring method table
Program Activities identify potential reliability and durability performance issues.
3. Proactive Prevention: Lesson's Learned in Pre- 3.09 NHTSA and other government databases are consistently reviewed NHTSA information review records
OEM 3.6 Yes = 5, No = 0
Program Activities for recalls and campaign information to help define risks. quarterly (minimum)
3. Proactive Prevention: Lesson's Learned in Pre- 3.10 Design for Six Sigma opportunities are identified and/or Program reviews include DFSS review
OEM 3.7 Use scoring method table
Program Activities implemented to reduce warranty incident risks. records
3.11 There is a mechanism for program risks to be assessed by the

organization when reviewing the following areas: (a) Potential programs;
OEM (b) Terms and Conditions;(c) Applicable warranty agreements;(d) 1.8, 3.8 Metric reviews Use scoring method table
Program Activities
Program deliverables;(e) Expectations and requirements communicated
to program partners;(f) Legal, regulatory and/or legislative requirements.
OEM 3.9, 6.1, 6.2, 6.7 Records show supply chain improvements Use scoring method table
Program Activities and there is a mechanism for the supply chain to share improvements.
OEM 3.9, 3.10 Training records Use scoring method table
Program Activities chain partners.
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
Program Activities
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3. Proactive Prevention: Lesson's Learned in Pre- 3.15 The company actively promotes the use of Layered Audit Referenced industry Layered
OEM LPA records Yes = 5, No = 0
Program Activities Procedures. Process Audit procedures
3.16 An Error-Proofing checklist for design and process to include
3. Proactive Prevention: Lesson's Learned in Pre- manufacturing and assembly is utilized. Following launch, the assembly Referenced industry Layered
OEM LPA records Use scoring method table
Program Activities checklist for Error-Proofing effectiveness is incorporated in the Layered Process Audit procedures
Audit Process.
4.01 The organization's FMEA's identify all risks from component and
OEM systems, Design for Manufacturing, Design for Assembly and Design for 3.4, 4.1, 4.3, 4.5, 4.6 FMEA records Use scoring method table
Serviceability.
4. Implementing the Lessons Learned: Advanced 4.02 The organization considers NTF's and how risk reducing activities Documentation, FMEA checklist,
OEM 3.7, 4.1, 6.6, 7.3 Use scoring method table
Product Quality Planning (APQP) can be reflected in the FMEA's. information
Documents, function analysis records,
OEM 3.2, 3.4, 3.5, 3.7, 4.1, 4.5 FMA. FMEA, QFD checklist, field Use scoring method table
Product Quality Planning (APQP) for global platforms for both systems and components.
benchmarking
4.04 The organization links FMEA's of the supply chain/customer to
OEM their own FMEA's to increase risk detection and buy-in of reduction 3.4, 4.1, 6.2, 6.7 Organization/supplier FMEA linked Use scoring method table
activities.
4.05 The organization correlates DVP&R results with actual field
4. Implementing the Lessons Learned: Advanced DVPR results correlated to field and
OEM performance data including warranty investigation results to verify that 3.5, 4.1, 4.5, 5.5, 5.8 Use scoring method table
Product Quality Planning (APQP) warranty investigation results
4.06 The organization considers diagnostic methods and best practices to
4. Implementing the Lessons Learned: Advanced Diagnostic methods such as, fault tree, fish
OEM allow for cost effective and timely root cause analysis and repair in the 4.3, 4.7, 4.8, 6.3 Use scoring method table
Product Quality Planning (APQP) bone etc., used in design phase
design phase
4.07 The organization applies effective problem solving tools (reference
Problem solving tools such as AIAG ref.
4. Implementing the Lessons Learned: Advanced AIAG CQI-20) to optimize: functional performance, manufacturing
OEM 3.7, Section 5 CQI-20 used to optimize operations etc. Use scoring method table
Product Quality Planning (APQP) operations, shipping/handling efficiency, defect free assembly and
Documentation
effective repairs.
4.08 End-Of-Life products are captured, analyzed and compared to
4. Implementing the Lessons Learned: Advanced End of Life product vs. design validation
OEM design validation conditions to understand high mileage risks and 3.5, 4.5, 5.8 Use scoring method table
Product Quality Planning (APQP) documentation
improvements.
4.09 The organization engages the supply chain with the OEM's Vehicle
4. Implementing the Lessons Learned: Advanced Evidence of involvement with Vehicle Parts
OEM Parts and Service organization to allow improvements in diagnosis, 4.3, 6.2 Yes = 5, No = 0
Product Quality Planning (APQP) and Service to support improvements
Organization and supply chain involved in
OEM 4.3 Vehicle Service Manual reviews. meeting Yes = 5, No = 0
Product Quality Planning (APQP) review and validation of the Vehicle Service Manual.
minutes etc.
4.11 The organization provides training to partners to improve parts Documented evidence of training supply
OEM handling, component assembly processes, issue diagnosis and problem 4.3, 4.7 chain partners in product handling, assembly Yes = 5, No = 0
resolution. and problem issue resolution
5.01 The organization communicates implemented corrective action
5. Containing Warranty Issues: Post-Start of Records of clean point date communication
OEM clean point dates and applies increased warranty monitoring at the time 1.6, 5.4, 6.1, 6.5 Use scoring method table
Production contained in 8D's, 5Whys etc.
5. Containing Warranty Issues: Post-Start of 5.02The organization and partner(s) reach agreement for implementation
OEM 6.1 Records, audits Use scoring method table
Production of counter measures.
5.03 The organization expands investigations beyond the component
5. Containing Warranty Issues: Post-Start of Investigation records show system
OEM level to include system interactions, assembly, mating component, and 5.2, 5.3, 5.4, 6.6 Use scoring method table
Production interaction/mating product reviews
5. Containing Warranty Issues: Post-Start of 5.04 Applicable repair procedures and TSB's are generated to support
OEM 5.5, 6.3 Procedure and record of TSB reviews Use scoring method table
Production improvement in diagnostic and repair activities.
5.05 The organization makes available to its supply chain partners access
5. Containing Warranty Issues: Post-Start of Dealer vehicle procedure and specific
OEM to dealership investigations, problem resolution, and consumer concerns Section 2 Use scoring method table
Production investigative plans on record
data.
6. Preventing Future Warranty Events: 6.01 Warranty agreements for directed source components are defined at Warranty agreement dates match source
OEM 1.8, 3.8, 6.7 Use scoring method table
Actions/Solutions the time of sourcing. dates
6.02 The organization establishes agreements and reviews

6. Preventing Future Warranty Events: issues/corrective actions with partner organizations for improvements in Records of agreements and reviews with
Actions/Solutions design, specifications, logistics, handling, service procedures and other supply partners
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6. Preventing Future Warranty Events: 6.03 This agreement(s) includes who is responsible (ownership) for each Agreements indicate
OEM 6.1, 6.7 Yes = 5, No = 0
Actions/Solutions improvement step and timing (reference question #2). ownership/responsibilities
6.04 The organization and partner organization's FMEA's, Control Plans
OEM and other quality/engineering documents are updated after a warranty 6.2, 6.7 Engineering documents, quality documents Use scoring method table
Actions/Solutions
6. Preventing Future Warranty Events: 6.05 Cross-functional teams are engaged in the updating of FMEA's, Records show CROSS FUNCTIONAL
Actions/Solutions Control Plans and other quality/engineering documents. TEAM involvement
6.06 Corrective actions are shared with partner organization;
6. Preventing Future Warranty Events: Records show corrective action sharing with
OEM confirmation exists that their FMEA's test and/or measurement methods 3.9, 6.1, 6.2, 6.7 Use scoring method table
Actions/Solutions supply chain partners
are updated.
6.07 Warranty lessons learned are applied to all product lines, systems, Warranty lessons learned database/records
OEM processes, materials, etc. where applicable, to leverage improvement 3.9, 6.7, 6.8 show application across systems and Use scoring method table
Actions/Solutions
across a broader base of the business (i.e., Yokoten, Poka-Yoke, etc.). product lines
6.08 The organization has a formal process(es) for obtaining, reviewing

OEM and updating OEM: TSB's, service manuals, diagnostic processes, call 6.3 Process Yes = 5, No = 0
Actions/Solutions
OEM 6.09 The organization has a defined Design for Service process. 4.3, 6.3 Procedure Yes = 5, No = 0
Actions/Solutions
6. Preventing Future Warranty Events: 6.10 The organization participates in preparation of training materials Records of training material involvement
Actions/Solutions and service personnel where allowed. NOTE: Not Applicable to OEM. with service personnel where allowed
OEM 6.6 Records of NTF reviews Use scoring method table
Actions/Solutions system environment.
6. Preventing Future Warranty Events: 6.12 The organization uses a defined process for NTF root cause 6.6, Fig 9 (Ref. AIAG/OESA Records of Decision tree use for NTF root
OEM Yes = 5, No = 0
Actions/Solutions investigation. NTF Decision Tree) cause investigation
6. Preventing Future Warranty Events: 6.13 The organization applies continual improvement practices to NTF 6.6, Fig 9 (Ref. AIAG/OESA Decision tree expanded to show new and/or
OEM Yes = 5, No = 0
Actions/Solutions process. NTF Decision Tree) specific NTF paths
6. Preventing Future Warranty Events: 6.14 The organization confirms that the corrective actions are working Verification of corrective actions by metric
Actions/Solutions and are effective based on ongoing warranty and quality metrics. tracking
OEM 1.6, 7.1 Annual targets on metric Yes = 5, No = 0
Process higher priority on issues with high incident rates (vs. cost).
7. Continuous Improvement: Institutionalize the 7.02 The organization has an established warranty lessons learned
OEM 3.1, 3.2, 3.3, 7.3 Warranty Lessons Learned database Yes = 5, No = 0
Process database.
7. Continuous Improvement: Institutionalize the Lessons Learned review records during
OEM 7.03 Lessons learned are applied for future programs. 3.1, 3.2, 3.3, 7.1 Use scoring method table
Process program reviews
7. Continuous Improvement: Institutionalize the 7.04 The organization manages warranty improvement projects with Supply chain partner warranty improvement
Process supply chain partner organizations. project records
8.01 The organization has a senior management-level champion who
OEM 8. Implementation Assessment owns and defines the warranty management system with trained support Section 1 Organization chart information Yes = 5, No = 0
identified.
8.02 The organization has defined warranty champion(s) responsible for
OEM 8. Implementation Assessment 1.1 Job description Yes = 5, No = 0
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 Training records
OEM 8. Implementation Assessment Section 1, 3.9, 3.10 Use scoring method table
the objective to satisfy the consumer through risk reduction activities Internal metrics
8.04 The organization sets warranty metric targets annually; targets are
OEM 8. Implementation Assessment 1.6, 7.1 Annual metrics set Yes = 5, No = 0
reviewed by senior management.
8.05 Customer warranty database access is established and data is shared Evidence of database access, passwords etc.
OEM 8. Implementation Assessment 1.3, Section 3, 5.2, 5.3 Use scoring method table
within the organization. Show me
8.06 Active projects to reduce the incident rates of NTF's involve
OEM 8. Implementation Assessment 6.6, 6.7, 6.8, 7.1 Incident rate tracking tied to action plan Use scoring method table
partners/suppliers.
8.07 Associates are involved with using the warranty data to perform
OEM 8. Implementation Assessment 1.7, 1.8, 5.2 Warranty data deployed to all affecting areas Use scoring method table
their job functions.
8.08 Warranty-related Lessons Learned database is populated with Warranty records/lessons learned database
OEM 8. Implementation Assessment Section 3, 6.8, 7.3 Use scoring method table
appropriate Look-Across activities. shows look across references and actions
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8.09 The organization applies and updates its defined NTF process as NTF defined process being applied and
OEM 8. Implementation Assessment 6.6, 7.3 Use scoring method table
necessary. updated
8.10 There is increased effort to analyze End-Of-Life products to
validate DVP, FMEA's, durability performance and OEM reliability End of life product analysis records, and
OEM 8. Implementation Assessment requirements. This data is applied to further improve quality 3.5, 4.5, 5.8 records of updated Lessons Learned Use scoring method table
/performance to meet consumer satisfaction targets and fed forward into database
8.11 There is evidence of warranty risk factor review in the decision Warranty risk reviews in contract / program
OEM 8. Implementation Assessment 1.8, 3.8 Yes = 5, No = 0
making process of bidding or accepting a program. reviews - records
8.12 Problem solving tools are applied and standardized to assist root Evidence of problem solving tool use,
OEM 8. Implementation Assessment 1.7, Section 5 Use scoring method table
cause analysis of warranty concerns, updated as necessary. fishbones, decision trees etc.
OEM 9. Effectiveness Assessment 9.01 Incident rates meet improvement targets. 1.6, 7.1 Trend charts Yes = 5, No = 0
9.02 The organization meets/exceeds warranty metric targets set by
OEM 9. Effectiveness Assessment 1.6, 7.1 Charts Yes = 5, No = 0
organization/customer.
9.03 Regular data updates have been is made available to the Reporting of warranty data, lessons learned
OEM 9. Effectiveness Assessment 1.6, 7.3 Yes = 5, No = 0
organization. data base
9.04 There is increased evidence of cross function engagements with

OEM 9. Effectiveness Assessment 3.9, 4.1, 6.1, 6.2, 6.7 Project records Yes = 5, No = 0
partners/suppliers with the problem solving of warranty concerns.
Evidence of improvement in measures

OEM 9. Effectiveness Assessment 9.05 Detection-to-Correction measures are improving. 1.6, 7.3 demonstrated by project / issue Yes = 5, No = 0
documentation
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
9.07 NTF resolution performance (e.g., ratio of NTF to total parts, time NTF resolution - number of open items is
OEM 9. Effectiveness Assessment 1.6, 7.1 Use scoring method table
to resolve, etc.) is improving. decreasing
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CQI-14
Scoring Guide For CQI-14 Automotive Warranty Management Assessment

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
Total Result 0.00 0.00
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CQI-14
Responsible Area Section Circumstance or Condition Score 0 - 5 Prior Score

1. Management Introduction to Warranty / 1.01 The organization has a defined warranty management process with
0 Establishing the Baseline defined ownership. 0.00
1. Management Introduction to Warranty / 1.02 There is upper management oversite of warranty management
0 Establishing the Baseline activities. 0.00
1. Management Introduction to Warranty / 1.03 Warranty management is part of the organization's business plan.
0 Establishing the Baseline 0.00
1. Management Introduction to Warranty / 1.04 Roles and responsibilities for warranty management processes
0 Establishing the Baseline within the organization are clearly documented and understood. 0.00
1. Management Introduction to Warranty / 1.05 The organization recognizes the consumer's expectations for
Establishing the Baseline warranty performance by establishing warranty management policy that
0 incorporates the OEM's and Supply Chain's expectations, processes and 0.00
1. Management Introduction to Warranty / 1.06 The organization defines a warranty strategy that drives behaviors
0 Establishing the Baseline and practices (e.g. annual improvement projects, APQP projects) which 0.00
1. Management Introduction to Warranty / 1.07 The organization holds regularly scheduled reviews of: warranty
0 Establishing the Baseline management performance (warranty trend charts), and on-going 0.00
1. Management Introduction to Warranty / 1.08 Do the meetings include a review of customer warranty metrics.
1. Management Introduction to Warranty / 1.09 The organization regularly carries out on-going assessment of its
0 Establishing the Baseline warranty management culture and identifies opportunities for 0.00
improvement.
1. Management Introduction to Warranty / 1.10 The organization shares warranty performance metrics with
0 Establishing the Baseline employees, customers and supply chain as an indication of the 0.00
commitment to reduce incident rates.
1. Management Introduction to Warranty / 1.11 The organization's management provides a supportive environment,
Establishing the Baseline and resources, at all levels, for employees to be Consumer-Centric
0 focused to achieve reductions in warranty incident rates. 0.00
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1. Management Introduction to Warranty / 1.12 There is a mechanism for program risks to be assessed by the
Establishing the Baseline organization when reviewing, (a) Potential programs;(b) Terms and
Conditions;(c) Applicable warranty agreements;(d) Program
0 deliverables;(e) Expectations and requirements communicated to 0.00
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
0 Establishing the Baseline recovery as a priority, working collaboratively with partners to achieve 0.00
improvements.
1. Management Introduction to Warranty / 1.14 The organization is accessing and utilizing available customer
0 Establishing the Baseline warranty data systems. 0.00
1. Management Introduction to Warranty / 1.15 The organization is proactively receiving and analyzing warranty
0 Establishing the Baseline field returns sent by the OEM or Supply Chain Partners and results are 0.00
shared.
0 Establishing the Baseline detection and identification. 0.00
1. Management Introduction to Warranty / 1.17 The organization shares warranty data with supply chain partners.
1. Management Introduction to Warranty / 1.18 The organization provides adequate training to those involved with
Establishing the Baseline warranty data analysis, root cause problem solving including field return
0 analysis, validation methods and adjoining systems training. 0.00
1. Management Introduction to Warranty / 1.19 Employees in the company have a stake in recognizing and accept
0 Establishing the Baseline ownership for warranty risk reducing actions. 0.00
1. Management Introduction to Warranty / 1.20 NTF's are viewed as an opportunity to further improve consumer
0 Establishing the Baseline satisfaction by applying continued, disciplined problem solving until the 0.00
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2. Proactive Prevention: Lesson's Learned in Pre- 2.01 Previous and current warranty is pulled for review to help
Program Activities 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
0 own manufacturing or assembly issues;(f) Field return investigations 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.02 Surrogate program data is applied to understand warranty related
0 Program Activities risks such as: like components or systems, JD Powers and Associates 0.00
data, scorecards, etc.
0 Program Activities for recalls and campaign information to help define risks. 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.04 TSB's are obtained, when available, and made accessible for review
0 Program Activities and improvement input. 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.05 Past T-G-W, T-G-R and corrective actions (like 8Ds, 5 Whys and
Program Activities other problem solving activity) are routinely reviewed for potential
0 improvements to reduce incident rate risk by the organization. 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.06 Does the organization utilize a procedure prior to launching a new
Program Activities production line; which entails a thorough review of all corrective
0 actions, poke yoke, and error proofing implementations on previous lines 0.00
regardless of customer is undertaken to identify potential issues on the
new line.
2. Proactive Prevention: Lesson's Learned in Pre- 2.07 The organization has established Lessons' Learned database that
0 Program Activities captures information such as reasons for FMEA and Control Plan 0.00
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0 Program Activities supply chain quality data for potential warranty risks. 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.09 Past FMEA's are reviewed by the organization for potential risks
0 Program Activities and "needs improvement" identification, including development needs. 0.00
0 Program Activities identify potential reliability and durability performance issues. 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.11 Design for Six Sigma opportunities are identified and/or
0 Program Activities implemented to reduce warranty incident risks. 0.00
0 Program Activities and there is a mechanism for the supply chain to share improvements. 0.00
0 Program Activities chain partners. 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.14 Is the organization actively involved in Layered Audit Procedures?
0 Program Activities 0.00
2. Proactive Prevention: Lesson's Learned in Pre- 2.15 An Error Proofing checklist for design and process to include
Program Activities manufacturing and assembly is utilized. Following launch, the assembly
0 checklist for Error Proofing effectiveness is incorporated in the Layered 0.00
Audit Process.
0 Product Quality Planning (APQP) for global platforms for both systems and components. 0.00
3. Implementing the Lessons Learned: Advanced 3.02 End-Of-Life products are captured, analyzed and compared to
0 Product Quality Planning (APQP) design validation conditions to understand high mileage risks and 0.00
improvements.
3. Implementing the Lessons Learned: Advanced 3.03 The organization's FMEA's identify all risks from component and
0 Product Quality Planning (APQP) systems, Design for Manufacturing, Design for Assembly and Design for 0.00
Serviceability.
3. Implementing the Lessons Learned: Advanced 3.04 The organization considers NTF's and how risk reducing activities
0 Product Quality Planning (APQP) can be reflected in the FMEA's. 0.00
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3. Implementing the Lessons Learned: Advanced 3.05 The organization links FMEA's of the supply chain/customer to
0 Product Quality Planning (APQP) their own FMEA's to increase risk detection and buy-in of reduction 0.00
activities.
3. Implementing the Lessons Learned: Advanced 3.06 The organization correlates DVP&R results with actual field
0 Product Quality Planning (APQP) performance data including warranty investigation results to verify that 0.00
3. Implementing the Lessons Learned: Advanced 3.07 The organization considers diagnostic methods and best practices to
0 Product Quality Planning (APQP) allow for cost effective and timely root cause analysis and repair in the 0.00
design phase.
3. Implementing the Lessons Learned: Advanced 3.08 The organization applies effective problem solving tools (reference
Product Quality Planning (APQP) AIAG CQI-20) to optimize: functional performance, manufacturing
0 operations, shipping/handling efficiency, defect free assembly and 0.00
effective repairs.
3. Implementing the Lessons Learned: Advanced 3.09 The organization engages the supply chain with the OEM's Vehicle
0 Product Quality Planning (APQP) Parts and Service organization to allow improvements in diagnosis, 0.00
0 Product Quality Planning (APQP) review and validation of the Vehicle Service Manual. 0.00
3. Implementing the Lessons Learned: Advanced 3.11 The organization provides training to partners to improve parts
0 Product Quality Planning (APQP) handling, component assembly processes, issue diagnosis and problem 0.00
resolution.
4. Containing Warranty Issues: Post-Start of 4.01 The organization has a process to develop knowledgeable and
0 Production trained staff to facilitate warranty monitoring. 0.00
4. Containing Warranty Issues: Post-Start of 4.02 The organization has a documented procedure for managing and
Production analyzing warranty returns, subsequent problem solving activities and
0 utilization of investigation findings in future product development 0.00
activities.
4. Containing Warranty Issues: Post-Start of 4.03 The organization currently makes use of all available warranty data
0 Production systems and parts return resources which enables timely /regular 0.00
communication to the warranty stakeholders.
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4. Containing Warranty Issues: Post-Start of 4.04 The organization expands investigations beyond the component
0 Production level to include system interactions, assembly, mating component, and 0.00
4. Containing Warranty Issues: Post-Start of 4.05 The organization and partner(s) reach agreement for implementation
0 Production of counter measures. 0.00
4. Containing Warranty Issues: Post-Start of 4.06 The organization communicates implemented corrective action
0 Production clean point dates and applies increased warranty monitoring at the time 0.00
4. Containing Warranty Issues: Post-Start of 4.07 Applicable repair procedures and TSB's are
0 Production pulled/reviewed/generated to support improvement in diagnostic and 0.00
repair activities.
4. Containing Warranty Issues: Post-Start of 4.08 The organization participates, when allowed, with diagnosis and
0 Production repair of a vehicle at dealerships/fleet repair centers/OEM fleet service 0.00
garages or other partner available vehicles.
4. Containing Warranty Issues: Post-Start of 4.09 The organization has a process(es) defined to request a vehicle(s)
Production for testing and investigative purposes from the OEM, other supply chain
0 partners, vehicle rental companies, or employees. 0.00
4. Containing Warranty Issues: Post-Start of 4.10 The organization prepares an investigative plan when reviewing
0 Production dealer vehicles. 0.00
4. Containing Warranty Issues: Post-Start of 4.11 The organization has defined process to notify the customer of
0 Production potential suspect or nonconforming parts (service parts and supply 0.00
chain).
5. Preventing Future Warranty Events: 5.01 Warranty agreements are clearly defined at the time of sourcing for
0 Actions/Solutions directed source components. 0.00
5. Preventing Future Warranty Events: 5.02 The organization establishes agreements and reviews
Actions/Solutions issues/corrective actions with partner organizations for improvements in
0 design, specifications, logistics, handling, service procedures and other 0.00
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5. Preventing Future Warranty Events: 5.03 This agreement(s) includes who is responsible (ownership) for each
0 Actions/Solutions improvement step and timing (reference question #2). 0.00
5. Preventing Future Warranty Events: 5.04 The organization and partner organization's FMEA's, Control Plans
0 Actions/Solutions and other quality/engineering documents are updated after a warranty 0.00
5. Preventing Future Warranty Events: 5.05 Cross-functional teams are engaged in the updating of FMEA's,
0 Actions/Solutions Control Plans and other quality/engineering documents. 0.00
5. Preventing Future Warranty Events: 5.06 Corrective actions are shared with partner organization;
0 Actions/Solutions confirmation exists that their FMEA's test and/or measurement methods 0.00
are updated.
5. Preventing Future Warranty Events: 5.07 Warranty lessons learned are applied to all product lines, systems,
Actions/Solutions processes, materials, etc. where applicable, to leverage improvement
0 across a broader base of the business (i.e., Yokoten, Poka-Yoke, etc.). 0.00
5. Preventing Future Warranty Events: 5.08 The organization has a formal process(es) for obtaining, reviewing
0 Actions/Solutions and updating OEM: TSB's, service manuals, diagnostic processes, call 0.00
5. Preventing Future Warranty Events: 5.09 The organization has a defined Design for Service process.
0 Actions/Solutions 0.00
5. Preventing Future Warranty Events: 5.10 The organization participates in preparation of training materials
0 Actions/Solutions and service personnel where allowed. 0.00
0 Actions/Solutions system environment. 0.00
5. Preventing Future Warranty Events: 5.12 The organization uses a defined process for NTF root cause
0 Actions/Solutions investigation. 0.00
5. Preventing Future Warranty Events: 5.13 The organization applies continual improvement practices to NTF
0 Actions/Solutions process. 0.00
5. Preventing Future Warranty Events: 5.14 The organization confirms that the corrective actions are working
0 Actions/Solutions and are effective based on ongoing warranty and quality metrics. 0.00
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6. Continuous Improvement: Institutionalize the 6.01 The organization tracks the available warranty data and understands
0 Process the warranty trends including detection of emerging field issues. 0.00
6. Continuous Improvement: Institutionalize the 6.02 The organization monitors social media to identify consumer
0 Process concerns as an early warning. 0.00
6. Continuous Improvement: Institutionalize the 6.03 The organization follows up with dealer technicians for additional
0 Process claim information where permitted. 0.00
6. Continuous Improvement: Institutionalize the 6.04 Warranty data is pareto charted to identify potential improvement
0 Process targets. 0.00
0 Process higher priority on issues with high incident rates (vs. cost). 0.00
6. Continuous Improvement: Institutionalize the 6.06 The organization implements continuous improvement activities
0 Process which meet or exceed improvement targets. 0.00
6. Continuous Improvement: Institutionalize the 6.07 The organization periodically establishes agreed upon warranty
0 Process improvement projects with partner organizations. 0.00
6. Continuous Improvement: Institutionalize the 6.08 Lessons learned are applied to future programs.
0 Process 0.00
7. Implementation Assessment I.01 The organization has a senior management-level champion who
0 owns and defines the warranty management system with trained support 0.00
identified.
7. Implementation Assessment I.02 The organization has defined warranty champion(s) responsible for
0 coordinating resolution of warranty issues. 0.00
7. Implementation Assessment I.03 Warranty training is provided to all cross functional staff and supply
chain partners, including all warranty personnel. There is emphasis on
0 the objective to satisfy the consumer through risk reduction activities 0.00
7. Implementation Assessment I.04 The organization sets warranty metric targets annually; targets are
0 reviewed by senior management. 0.00
7. Implementation Assessment I.05 Customer warranty database access is established and data is shared
0 within the organization. 0.00
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7. Implementation Assessment I.06 Active projects to reduce the incident rates of NTF's involve
0 partners/suppliers. 0.00
7. Implementation Assessment I.07 Associates are involved with using the warranty data to perform
0 their job functions. 0.00
7. Implementation Assessment I.08 Warranty-related Lessons Learned database is populated with
0 appropriate Look-Across activities. 0.00
7. Implementation Assessment I.09 The organization applies and updates its defined NTF process as
0 necessary. 0.00
7. Implementation Assessment I.10 There is increased effort to analyze End-Of-Life products to validate
DVP, FMEA's, durability performance and OEM reliability
0 requirements. This data is applied to further improve quality 0.00
/performance to meet consumer satisfaction targets and fed forward into
7. Implementation Assessment I.11 There is evidence of warranty risk factor review in the decision
0 making process of bidding or accepting a program. 0.00
7. Implementation Assessment I.12 Problem solving tools are applied and standardized to assist root
0 cause analysis of warranty concerns, updated as necessary. 0.00
8. Effectiveness Assessment of Warranty E.01 Incident rates meet improvement targets.
0 Management Program 0.00
8. Effectiveness Assessment of Warranty E.02 The organization meets/exceeds warranty metric targets set by
0 Management Program organization/customer. 0.00
8. Effectiveness Assessment of Warranty E.03 Regular data updates have been made available to the organization.
8. Effectiveness Assessment of Warranty E.04 There is increased evidence of cross function engagements with
0 Management Program partners/suppliers with the problem solving of warranty concerns. 0.00
8. Effectiveness Assessment of Warranty E.05 Detection-to-Correction measures are improving.

8. Effectiveness Assessment of Warranty E.06 Does the organization measure the NTF ratio to total claims?
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8. Effectiveness Assessment of Warranty E.07 NTF resolution performance (e.g., ratio of NTF to total parts, time
0 Management Program to resolve, etc.) is improving. 0.00
1. Management Introduction to Warranty / 1.01 The organization clearly defines ownership of the warranty
0 Establishing the Baseline management process. 0.00
1. Management Introduction to Warranty / 1.02 The organization performs cross functional reviews of warranty
0 Establishing the Baseline terms & conditions including warranty agreements. 0.00
1. Management Introduction to Warranty / 1.03 The organization defines a warranty strategy that drives behaviors
0 Establishing the Baseline and practices (e.g. annual improvement projects, APQP projects) which 0.00
1. Management Introduction to Warranty / 1.04 The organization uses benchmark data to drive warranty reduction
0 Establishing the Baseline to enhance consumer satisfaction. 0.00
1. Management Introduction to Warranty / 1.05 The organization recognizes the consumer's expectations for
Establishing the Baseline warranty performance by establishing warranty management policy that
0 incorporates the OEM's and Supply Chain's expectations, processes and 0.00
1. Management Introduction to Warranty / 1.06 The organization is proactively receiving and analyzing warranty
0 Establishing the Baseline field returns. 0.00
1. Management Introduction to Warranty / 1.07 Supply chain partners are integrated into the warranty management
0 Establishing the Baseline process. 0.00
1. Management Introduction to Warranty / 1.08 The organization holds regularly scheduled reviews of: warranty
0 Establishing the Baseline management performance (warranty trend charts), and on-going 0.00
1. Management Introduction to Warranty / 1.09 Do the meetings include a review of customer warranty metrics.
1. Management Introduction to Warranty / 1.10 The organization shares warranty data with supply chain partners.
1. Management Introduction to Warranty / 1.11 Field returned warranty parts investigation results are shared with
0 Establishing the Baseline supply chain partners. 0.00
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1. Management Introduction to Warranty / 1.12 The organization regularly carries out on-going assessment of its
0 Establishing the Baseline warranty management culture and identifies opportunities for 0.00
improvement.
1. Management Introduction to Warranty / 1.13 The organization shares warranty performance metrics with
0 Establishing the Baseline employees, customers and supply chain as an indication of the 0.00
commitment to reduce incident rates.
1. Management Introduction to Warranty / 1.14 The organization's management provides a supportive environment,
Establishing the Baseline and resources, at all levels, for employees to be Consumer-Centric
0 focused to achieve reductions in warranty incident rates. 0.00
1. Management Introduction to Warranty / 1.15 The organization focuses on incident rate reduction over cost
0 Establishing the Baseline recovery as a priority, working collaboratively with partners to achieve 0.00
improvements.
0 Establishing the Baseline detection and identification. 0.00
1. Management Introduction to Warranty / 1.17 The organization provides adequate training to those involved with
Establishing the Baseline warranty data analysis, root cause problem solving including field return
0 analysis, validation methods and adjoining systems training. 0.00
1. Management Introduction to Warranty / 1.18 Employees in the company have a stake in recognizing and accept
0 Establishing the Baseline ownership for warranty risk reducing actions. 0.00
1. Management Introduction to Warranty / 1.19 NTF's are viewed as an opportunity to further improve consumer
0 Establishing the Baseline satisfaction by applying continued, disciplined problem solving until the 0.00
2. Consumer Event and the Dealership Activities 2.01 The consumer's concern is thoroughly and accurately captured as a
0 verbatim. 0.00
2. Consumer Event and the Dealership Activities 2.02 "CCNDs" are captured and explanations are documented for
0 potential future review. 0.00
2. Consumer Event and the Dealership Activities 2.03 The repair order is completely and accurately filled out by the
0 Service Manager/Advisor. 0.00
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2. Consumer Event and the Dealership Activities 2.04 The Technician is able to access the necessary TSBs, repair
0 procedures, hot lines and other tools to adequately diagnose and repair a 0.00
vehicle.
2. Consumer Event and the Dealership Activities 2.05 The Technician documents and reproduces the consumer concern
0 (cc) and root cause before proceeding with a repair. 0.00
2. Consumer Event and the Dealership Activities 2.06 After repair, the documentation is written up completely with
accurate codes and diagnostic information, test data and replacement
0 parts listed, including any digital media to support the repair. 0.00
2. Consumer Event and the Dealership Activities 2.07 Parts properly tagged for identification and stored for possible
0 return per the OEM's procedure. 0.00
2. Consumer Event and the Dealership Activities 2.08 When requested by the OEM, parts are sent to the appropriate
0 return center with correct identification and claim data. 0.00
2. Consumer Event and the Dealership Activities 2.09 Consideration is given to having the OEM and/or supplier
0 participate in the diagnosis and repair of vehicles at dealerships or fleet 0.00
centers.
2. Consumer Event and the Dealership Activities 2.10 The OE organization has a formal procedure for creating / updating
TSB's, service manuals, diagnostic processes, owner's manuals, and call
0 center service procedures which include where applicable supplier 0.00
input / review of the material and these materials are made accessible to
supply chain partners.
2. Consumer Event and the Dealership Activities 2.11 The supply chain has an opportunity to participate in the
0 development and review of the TSBs, service manuals, diagnostic 0.00
processes, and call center procedures.
2. Consumer Event and the Dealership Activities 2.12 Components from early launch claims, preferably 100%, are
0 returned for investigation. 0.00
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3. Proactive Prevention: Lesson's Learned in Pre- 3.01 Previous and current warranty from areas listed below, is pulled for
Program Activities 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
0 own manufacturing or assembly issues;(f) Field return investigations 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.02 Past T-G-W, T-G-R and corrective actions (like 8Ds, 5 Whys and
Program Activities other problem solving activity) are routinely reviewed for potential
0 improvements to reduce incident rate risk by the organization. 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.03 Does the organization utilize a procedure prior to launching a new
Program Activities production line; which entails a thorough review of all corrective
0 actions, poke yoke, and error proofing implementations on previous lines 0.00
is undertaken to identify potential issues on the new model.
3. Proactive Prevention: Lesson's Learned in Pre- 3.04 The organization has established Lessons' Learned database that
0 Program Activities captures information such as reasons for FMEA and Control Plan 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.05 Surrogate program data is applied to understand warranty related
0 Program Activities risks such as: like components or systems, JD Powers and Associates 0.00
data, scorecards, etc.
0 Program Activities supply chain quality data for potential warranty risks. 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.07 Past FMEA's are reviewed by the organization for potential risks
0 Program Activities and "needs improvement" identification, including development needs. 0.00
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0 Program Activities identify potential reliability and durability performance issues. 0.00
0 Program Activities for recalls and campaign information to help define risks. 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.10 Design for Six Sigma opportunities are identified and/or
0 Program Activities implemented to reduce warranty incident risks. 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.11 There is a mechanism for program risks to be assessed by the
Program Activities organization when reviewing the following areas: (a) Potential programs;
(b) Terms and Conditions;(c) Applicable warranty agreements;(d)
0 Program deliverables;(e) Expectations and requirements communicated 0.00
to program partners;(f) Legal, regulatory and/or legislative requirements.
0 Program Activities and there is a mechanism for the supply chain to share improvements. 0.00
0 Program Activities chain partners. 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.14 TSB's are made accessible for review and improvement input.
0 Program Activities 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.15 The company actively promotes the use of Layered Audit
0 Program Activities Procedures. 0.00
3. Proactive Prevention: Lesson's Learned in Pre- 3.16 An Error-Proofing checklist for design and process to include
Program Activities manufacturing and assembly is utilized. Following launch, the assembly
0 checklist for Error-Proofing effectiveness is incorporated in the Layered 0.00
Audit Process.
4. Implementing the Lessons Learned: Advanced 4.01 The organization's FMEA's identify all risks from component and
0 Product Quality Planning (APQP) systems, Design for Manufacturing, Design for Assembly and Design for 0.00
Serviceability.
4. Implementing the Lessons Learned: Advanced 4.02 The organization considers NTF's and how risk reducing activities
0 Product Quality Planning (APQP) can be reflected in the FMEA's. 0.00
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0 Product Quality Planning (APQP) for global platforms for both systems and components. 0.00
4. Implementing the Lessons Learned: Advanced 4.04 The organization links FMEA's of the supply chain/customer to
0 Product Quality Planning (APQP) their own FMEA's to increase risk detection and buy-in of reduction 0.00
activities.
4. Implementing the Lessons Learned: Advanced 4.05 The organization correlates DVP&R results with actual field
0 Product Quality Planning (APQP) performance data including warranty investigation results to verify that 0.00
4. Implementing the Lessons Learned: Advanced 4.06 The organization considers diagnostic methods and best practices to
0 Product Quality Planning (APQP) allow for cost effective and timely root cause analysis and repair in the 0.00
design phase
4. Implementing the Lessons Learned: Advanced 4.07 The organization applies effective problem solving tools (reference
Product Quality Planning (APQP) AIAG CQI-20) to optimize: functional performance, manufacturing
0 operations, shipping/handling efficiency, defect free assembly and 0.00
effective repairs.
4. Implementing the Lessons Learned: Advanced 4.08 End-Of-Life products are captured, analyzed and compared to
0 Product Quality Planning (APQP) design validation conditions to understand high mileage risks and 0.00
improvements.
4. Implementing the Lessons Learned: Advanced 4.09 The organization engages the supply chain with the OEM's Vehicle
0 Product Quality Planning (APQP) Parts and Service organization to allow improvements in diagnosis, 0.00
0 Product Quality Planning (APQP) review and validation of the Vehicle Service Manual. 0.00
4. Implementing the Lessons Learned: Advanced 4.11 The organization provides training to partners to improve parts
0 Product Quality Planning (APQP) handling, component assembly processes, issue diagnosis and problem 0.00
resolution.
5. Containing Warranty Issues: Post-Start of 5.01 The organization communicates implemented corrective action
0 Production clean point dates and applies increased warranty monitoring at the time 0.00
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5. Containing Warranty Issues: Post-Start of 5.02The organization and partner(s) reach agreement for implementation
0 Production of counter measures. 0.00
5. Containing Warranty Issues: Post-Start of 5.03 The organization expands investigations beyond the component
0 Production level to include system interactions, assembly, mating component, and 0.00
5. Containing Warranty Issues: Post-Start of 5.04 Applicable repair procedures and TSB's are generated to support
0 Production improvement in diagnostic and repair activities. 0.00
5. Containing Warranty Issues: Post-Start of 5.05 The organization makes available to its supply chain partners access
0 Production to dealership investigations, problem resolution, and consumer concerns 0.00
data.
6. Preventing Future Warranty Events: 6.01 Warranty agreements for directed source components are defined at
0 Actions/Solutions the time of sourcing. 0.00
6. Preventing Future Warranty Events: 6.02 The organization establishes agreements and reviews
Actions/Solutions issues/corrective actions with partner organizations for improvements in
0 design, specifications, logistics, handling, service procedures and other 0.00
6. Preventing Future Warranty Events: 6.03 This agreement(s) includes who is responsible (ownership) for each
0 Actions/Solutions improvement step and timing (reference question #2). 0.00
6. Preventing Future Warranty Events: 6.04 The organization and partner organization's FMEA's, Control Plans
0 Actions/Solutions and other quality/engineering documents are updated after a warranty 0.00
6. Preventing Future Warranty Events: 6.05 Cross-functional teams are engaged in the updating of FMEA's,
0 Actions/Solutions Control Plans and other quality/engineering documents. 0.00
6. Preventing Future Warranty Events: 6.06 Corrective actions are shared with partner organization;
0 Actions/Solutions confirmation exists that their FMEA's test and/or measurement methods 0.00
are updated.
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6. Preventing Future Warranty Events: 6.07 Warranty lessons learned are applied to all product lines, systems,
Actions/Solutions processes, materials, etc. where applicable, to leverage improvement
0 across a broader base of the business (i.e., Yokoten, Poka-Yoke, etc.). 0.00
6. Preventing Future Warranty Events: 6.08 The organization has a formal process(es) for obtaining, reviewing
0 Actions/Solutions and updating OEM: TSB's, service manuals, diagnostic processes, call 0.00
6. Preventing Future Warranty Events: 6.09 The organization has a defined Design for Service process.
0 Actions/Solutions 0.00
6. Preventing Future Warranty Events: 6.10 The organization participates in preparation of training materials
0 Actions/Solutions and service personnel where allowed. NOTE: Not Applicable to OEM. 0.00
0 Actions/Solutions system environment. 0.00
6. Preventing Future Warranty Events: 6.12 The organization uses a defined process for NTF root cause
0 Actions/Solutions investigation. 0.00
6. Preventing Future Warranty Events: 6.13 The organization applies continual improvement practices to NTF
0 Actions/Solutions process. 0.00
6. Preventing Future Warranty Events: 6.14 The organization confirms that the corrective actions are working
0 Actions/Solutions and are effective based on ongoing warranty and quality metrics. 0.00
0 Process higher priority on issues with high incident rates (vs. cost). 0.00
7. Continuous Improvement: Institutionalize the 7.02 The organization has an established warranty lessons learned
0 Process database. 0.00
7. Continuous Improvement: Institutionalize the 7.03 Lessons learned are applied for future programs.
0 Process 0.00
7. Continuous Improvement: Institutionalize the 7.04 The organization manages warranty improvement projects with
0 Process supply chain partner organizations. 0.00
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8. Implementation Assessment 8.01 The organization has a senior management-level champion who
0 owns and defines the warranty management system with trained support 0.00
identified.
8. Implementation Assessment 8.02 The organization has defined warranty champion(s) responsible for
0 coordinating resolution of warranty issues. 0.00
8. Implementation Assessment 8.03 Warranty training is provided to all cross functional staff and supply
chain partners, including all warranty personnel. There is emphasis on
0 the objective to satisfy the consumer through risk reduction activities 0.00
8. Implementation Assessment 8.04 The organization sets warranty metric targets annually; targets are
0 reviewed by senior management. 0.00
8. Implementation Assessment 8.05 Customer warranty database access is established and data is shared
0 within the organization. 0.00
8. Implementation Assessment 8.06 Active projects to reduce the incident rates of NTF's involve
0 partners/suppliers. 0.00
8. Implementation Assessment 8.07 Associates are involved with using the warranty data to perform
0 their job functions. 0.00
8. Implementation Assessment 8.08 Warranty-related Lessons Learned database is populated with
0 appropriate Look-Across activities. 0.00
8. Implementation Assessment 8.09 The organization applies and updates its defined NTF process as
0 necessary. 0.00
8. Implementation Assessment 8.10 There is increased effort to analyze End-Of-Life products to
validate DVP, FMEA's, durability performance and OEM reliability
0 requirements. This data is applied to further improve quality 0.00
/performance to meet consumer satisfaction targets and fed forward into
8. Implementation Assessment 8.11 There is evidence of warranty risk factor review in the decision
0 making process of bidding or accepting a program. 0.00
8. Implementation Assessment 8.12 Problem solving tools are applied and standardized to assist root
0 cause analysis of warranty concerns, updated as necessary. 0.00
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0 9. Effectiveness Assessment 9.01 Incident rates meet improvement targets. 0.00
9. Effectiveness Assessment 9.02 The organization meets/exceeds warranty metric targets set by
0 organization/customer. 0.00
9. Effectiveness Assessment 9.03 Regular data updates have been is made available to the
0 organization. 0.00
9. Effectiveness Assessment 9.04 There is increased evidence of cross function engagements with
0 partners/suppliers with the problem solving of warranty concerns. 0.00
0 9. Effectiveness Assessment 9.05 Detection-to-Correction measures are improving. 0.00

0 9. Effectiveness Assessment 9.06 Does the organization measure the NTF ratio to total claims? 0.00
9. Effectiveness Assessment 9.07 NTF resolution performance (e.g., ratio of NTF to total parts, time
0 to resolve, etc.) is improving. 0.00
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CQI-14

Automotive Warranty Management Assessment

Establishing the Baseline: Introduction to Warranty

Number Circumstance or Condition Applicable CQI-14 Manual Section

The organization defines a warranty strategy that drives behaviors

Consumer Event and the Dealership Activities (OEM Only)

Number Circumstance or Condition Applicable CQI-14 Manual Section

The consumer's concern is thoroughly and accurately captured as

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

Number Circumstance or Condition Applicable CQI-14 Manual Section

The organization has established Lessons' Learned database that

The organization engages the supply chain to reduce warranty

Number Circumstance or Condition Applicable CQI-14 Manual Section

Containing Warranty Issues: Post-Start of Production

Number Circumstance or Condition Applicable CQI-14 Manual Section

The organization currently makes use of available warranty data

Organizations expand investigations beyond the component level

Preventing Future Warranty Events: Actions/Solutions

Number Circumstance or Condition Applicable CQI-14 Manual Section

The organization establishes agreements and reviews issues and

The organization routinely investigates NTF in relation to the

Number Circumstance or Condition Applicable CQI-14 Manual Section

The organization establishes yearly improvement targets and

Number Circumstance or Condition Applicable CQI-14 Manual Section

The organization has an overall warranty management champion

There is evidence of warranty risk factor review in the decision

Number Circumstance or Condition Applicable CQI-14 Manual Section

Customer concerns and warranty performance are improving by

alysis of a warranty management process

Finding/Observation Scoring Guideline Score 0-5

Finding/Observation Score 0-5

Finding/Observation Score 0-5

alysis of a warranty management process

alysis of a warranty management process

Finding/Observation Score 0-5

Finding/Observation Score 0-5

Finding/Observation Score 0-5

alysis of a warranty management process

alysis of a warranty management process

Finding/Observation Score 0-5

Finding/Observation Score 0-5

Finding/Observation Score 0-5

Pre-Assessment Total: 0.00

1. Management Introduction to Warranty / Business plan shows warranty identified as a

Warranty management roles and

1.05 The organization recognizes the consumer's expectations for

1.11 The organization's management provides a supportive environment,

1.12 There is a mechanism for program risks to be assessed by the

1.13 The organization focuses on incident rate reduction over cost

1.18 The organization provides adequate training to those involved with

2.01 Previous and current warranty is pulled for review to help

2.06 Does the organization utilize a procedure prior to launching a new

3.02 End-Of-Life products are captured, analyzed and compared to

4.09 The organization has a process(es) defined to request a vehicle(s)

4.11 The organization has defined process to notify the customer of

5.02 The organization establishes agreements and reviews

5.08 The organization has a formal process(es) for obtaining, reviewing

I.02 The organization has defined warranty champion(s) responsible for

Evidence of improvement in measures

1.08 The organization holds regularly scheduled reviews of: warranty

1.14 The organization's management provides a supportive environment,

1.15 The organization focuses on incident rate reduction over cost

1.17 The organization provides adequate training to those involved with

2.06 After repair, the documentation is written up completely with