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SCAR Corrective Action Report Supplier Quality Assurance
Stanley Taylor Supplier Quality Assurance Commercial Vehicle SPT
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Quality Heritage Global Truck Division of Commercial Vehicle Group
Is committed “To Achieve Industry Leading Performance in Quality SPT
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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. SPT
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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 SPT
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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 SPT
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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 SPT
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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 SPT
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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 SPT
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The Process The SCAR Define the Issue
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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. SPT
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The Process Measure the Issue
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The Process Analyze the Issue
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The Process Improve and Control
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The Process Improve and Control
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The Process Front PPS Blank
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The Process Back PPS Blank
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Process Flow SPT
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Process Flow SPT
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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 SPT
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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) SPT
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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 SPT
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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 SPT
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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. SPT
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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 SPT
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