With 300 sites including 30 R&D centers in 35 countries around the world, Faurecia is now a global leader in its three areas of business: automotive seating, interior systems and emissions control technologies. Faurecia is the world’s number one supplier of seat frames and mechanisms, emissions control technologies and vehicle interiors. The Group is also the world’s third-largest supplier of complete seat systems.

Quality Tracking at Faurecia

Potential supplier audit and preparation for process sign off

Goal: Select, develop and sign off new vendor process to meet quality and capacity requirements.


  1. Audited the Supplier Quality Management System
  2. Kicked off APQP activities and follow up with Supplier
  3. Managed relevant activities to kick off sample tooling
  4. Managed relevant activities to kick off series tooling
  5. Performed final process approval for mass production
  6. New qualified Supplier added to the Vendor List
  7. Lessons Learned from past projects integrated
  8. Successfully launched series process

Supplier Quality Development

Goal: Develop and improve worse performing suppliers – reduce incident and PPM.



  1. Developed and implemented in house containment actions and supplier charge back
  2. Trained and implemented problem solving methodologies (8D, RCA, 5why , PPS) at suppliers
  3. Implemented CCL and third party quality Firewalls at suppliers locations
  4. Defined Quality Improvement Programs (QIP) based on VDA6.3
  5. Increased supplier defects detection by 200%
  6. Supplier PPM reduced from 500 to 50 within 6 months
  7. Improved complaint reactivity and robust countermeasures
  8. Supplier First Article Inspection process improved
  9. Zero defect philosophy implemented

Supplier part qualification process and capacity plan

Goal: Assure smooth NPI process and capacity submission warrant.


  1. Managed component New Product Introductions with the APQP methodology
  2. Defined and implemented the PPAP and the FAI process
  3. Developed and performed supplier capacity verification (Run@Rate) to improve process bottlenecks
  4. Product/process risks defined and managed
  5. All project milestones and deliverables were met
  6. Ramp up and contracted capacity were met up to peak volume
  7. Supplier First Article Inspection process improved