QS-9000 incorporates ISO 9001, supplemented by additional customer requirements, a production part approval process and company specific requirements.

The QS-9000 manual is supported by the following customer reference manuals:

• Advance Product Quality Planning and Control Plan.
• Failure Mode and Effects Analysis.
• Measurements System Analysis.
• Fundamental Statistical Process Control.
• Quality System Assessment.

The principles of theses reference manuals must be incorporated into the supplier's quality management system. The documentation format is similar to the requirements of the ISO standard for the quality manual, procedures, job instructions, records etc.

In the QS-9000 manual, a number of specific customer requirements are listed and it is essential that the supplier is aware of those which are applicable to the products supplied to their customers.

QS-9000, which communicates the expectations of the vehicle manufactures, is supported by a separate Quality System Assessment Manual which can be used to document conformance to QS-9000. The certification body will cover the same question in their assessment so it is good practice for suppliers to carry out self-assessments, utilizing the QSA Manual.

Although QS-9000 is more prescriptive, it does not alter the fundamental way the vehicle manufactures have been working with their Tier 1 suppliers for a number of years. However, the indications are that working to a common approach is starting to realize quality benefits and cost saving to both the suppliers and the vehicle manufactures.

With QS-9000, the automotive industry benefits from a consistent set of requirements to work to which secures product quality, continuity of supply and competitive prices. Assessment are not only more specific than ISO 9000 but also more stringent. This is seen as good thing by the industry. With GM, Ford and Chrysler such a strong influence on the industry, it would be unwise for suppliers to think their own survival is likely without conforming to QS-9000. Therefore, suppliers to the automotive industry should regard QS-9000 as a necessary. Whilst it has not happened yet, there are moves to apply QS-9000 to other automotive companies. With the heavyweight backing of the big three, it has to be said three is a good chance QS-9000 will become the accepted worldwide standard.

A survey of QS-9000 lead assessors and companies that have achieved registration suggests that an implementation plan should be developed and personally tailored by each supplier seeking registration to QS-9000.

The plan should include:

• An executive steering committee being established.
• Assurances that adequate resources/ knowledge are available.
• The use of quality system assessment to carry out gap analysis.
• Planning the structure of the total system prior to starting detailed development.
• Utilising a project management approach with frequent management reviews.
• Communication to all individuals within the organisation regarding the importance of QS-9000 and their role.

In developing the implementation plan, steps should be taken to ensure that the whole organisation takes responsibility for this and not just the quality department or management representative. The use of multi-discipline teams is an effective method of utilizing the knowledge of people who work in the system.

Ford, GM and Chrysler will only accept assessments carried out by QS-9000 auditors working for a certification body accredited for QS-9000 by are recognized body. So it is necessary to engage the services of a certification body with such accreditation.

To achieve certification to QS-9000, companies must also comply with the requirements of ISO 9000 and, therefore, the assessment process is similar. In fact, ISO 9001 forms the foundation for the requirements, supplemented by industry specific requirements which increase the number of elements within the standard.

Certification to QS-9000 requires a quality management system that effectively maintained so that customer requirements are achieved. Therefore, the third party auditor will regularly want to review customer feedback reports. With QS-9000's stipulation for continuous improvement, the auditor will also want to see evidence of activities to promote this.
The Business Excellence Model

The British Quality Foundation published a document called Links to the Business Excellence Model and assessed the extent to which QS-9000 addressed the nine criteria of the Business Excellence Model shown here.

QS-9000 has some impact on all nine criteria so it makes good business sense for companies that have achieved registration to use the Business Excellence Model, particularly to satisfy the continuous improvement requirement necessary to maintain registration.