1. SCAR Corrective Action Report Supplier Quality Assurance
Stanley Taylor
Supplier Quality Assurance
Commercial Vehicle
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2. Quality Heritage Global Truck Division of Commercial Vehicle Group
Is committed “To Achieve Industry Leading Performance
in Quality
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3. Supplier Communication
In the Quality conscience and Competitive business we are all engaged in, it has become a necessity to identify issues as they arise and implement irreversible corrective actions/containments to fix them.
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4. Agenda SCAR Overview The SCAR Process SCAR Reports
What is SCAR?
Why utilize SCAR?
How does SCAR work?
What are the expected outcomes?
The SCAR Process
SCAR Reports
Measuring Compliance
Current Status
Containments/Continuous Improvement
Benefits of SCAR
Summary
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5. What is SCAR? A systematic approach to solving a quality concern
A closed loop process utilizing the Six Sigma, PPS/Drill Deep, and Wide models
A Lessons Learned document and database
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6. Why Adopt SCAR?
To move from a problem notification system to a problem resolution system
Resolve issues at their source
Supplier accountability for root cause and corrective actions
Improve efficiencies and costs
Improve incoming and outgoing Quality
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7. How Does SCAR Work?
An issue with a product, component, or raw material is identified via various sources
Incoming inspection (AQL violation/Out of specification)
Consumer complaint
Production issue
A Supplier Corrective Action Report (SCAR) is created for quality/financial tracking
The person affected, the originator, raises a SCAR in the database on the process owner, the supplier, and tracks the progress
There is one SCAR raised for every NCR or group of similar NCR’s
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8. What are the Expected Outcomes?
Identification of supplier controlled material and source containment within 24 hours of being notified
Understanding of the issue by the supplier and definitive root cause and corrective action within days of being notified
Implementation plan to address containment action within 21 days of being notified
Closure of the issue within the timeframe identified
Replication of the corrective action across similar products or processes
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9. The Process The SCAR Define the Issue
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10. The Process Define the Issue
Non conformance Description
Date Completed
Lot Number
Containment Actions
Date Completed
Root Cause Analysis
What caused the Problem
Date Completed
Permanent Corrective Actions
Variation of process actually works
Date completed
Verify & Validate Corrective Actions
Date Completed
Has the process been implemented and verified
Similar Parts Effected
Date completed
Systematically across the board/processes
Documentation Updated
Date completed
PFMEA, Control Plan, Work Instructions, etc.
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11. The Process Measure the Issue
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12. The Process Analyze the Issue
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13. The Process Improve and Control
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14. The Process Improve and Control
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15. The Process Front PPS Blank
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16. The Process Back PPS Blank
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17. Process Flow
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18. Process Flow
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19. SCAR Report Generation
To facilitate tracking compliance to the SCAR review dates, reports are generated for:
Open SCAR’s by site, supplier, and defect code
SCAR’s that have missed the 24 hr review deadline
SCAR’s that have missed the 20 day review deadline
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20. Measuring Compliance
Suppliers will be measured on their compliance to the SCAR review dates on a monthly basis via the Global Quality Measurement System (GQMS)
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21. SCAR Current Status
Use of SCAR communicated to suppliers and supported by GSR
Access database established to track SCAR’s
Separate shared database for CVG facilities
Site specific database for European facilities
Originator controlled data entry
Process accepted by suppliers
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22. SCAR Continuous Improvement
Move from Access based system to Web based system when deemed changeable
Suppliers responsible for Checking data entry
Lessons learned capability globally
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23. Benefits Seen Utilizing SCAR
Immediate supplier response
Resolution of problem vs. strictly containment
Heightened awareness of quality issues
Consistent global system
Facilitation of teamwork
QA, GP, GSR, Eng., Mfg.
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24. SCAR Summary
A systematic approach to problem solving utilizing the Six Sigma, PPS, Drill Deep, model
A closed loop system focusing on problem resolution rather than containment
A lessons learned database
A method to measure supplier performance
A means to facilitate teamwork across functional areas
A global system that deals with suppliers and issues in a common fashion
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