Taskforce Quality and Supply Chain

A Tier2 supplier specialized in antenna wiring systems was facing critical quality issues that threatened the production capabilities of a premium OEM. Luxury vehicles were piling up post-EOL testing, production was at risk of being halted, and tensions between the OEM and supplier escalated. Previous internal troubleshooting efforts had failed, making a top-management-level taskforce intervention unavoidable.

Challenges

Initial situation, pain points, and setup:

• Massive quality issues in wiring harnesses endangered both revenue and brand reputation of the OEM

• Vehicle backlogs due to failed EOL testing and blocked outbound delivery

• Prolonged root cause analysis at Tier2 with no actionable results

• Breakdown in transparency and communication between OEM and Tier2

• Lack of analytical rigor, structure, and implementation strength on the supplier side

Additional complexity:

• The wiring harness is installed early in the production line – replacements post-assembly are costly and operationally complex

• Dozens of customer-specific wiring harness variants per vehicle line made root cause identification highly challenging

• The OEM classified the case as a critical escalation within its quality organization and assigned an internal problem-solving team

• The taskforce was initiated at the OEM's request, with executive pressure on both sides

Objectives

• Establish shared governance and formal de-escalation criteria

• Rapid and accurate root cause identification using 8D methodology, Ishikawa diagrams, and FMEA

• Immediate deployment of short- and mid-term corrective measures

• Full cleanup and stabilization of the supply chain, including clean-point definition

• Implementation of a robust KPI system for ongoing quality control

• Eliminate production line holds at the OEM; verify impact via zero-defect performance at line and field level

• Derive lessons learned for future collaboration and escalation handling

Approach

• Joint kickoff with OEM and Tier2 supplier; formal alignment on scope and expectations

• Setup of taskforce governance:

  • Daily operational stand-ups

  • Weekly SteerCo sessions with OEM and Tier2 leadership

• Consolidation and reprioritization of all existing documentation and technical reports

• In-depth review and challenge of all existing 8D reports using VDA standards

• Clean-point definition prior to re-approval of shipments to OEM production lines

• On-site plant visit and process analysis at Tier2 site in Slovakia

• Data consolidation and gap analysis across all error sources

• Definition and implementation of clear KPI logic

• On-site validation of processes at OEM manufacturing site in Germany

• Stakeholder interviews across Tier2 and OEM engineering, quality, and logistics

• Early involvement of Tier1 suppliers in root cause and supply chain risk assessments

• Systematic data analysis combining:

  • Production output, quality claims, defect patterns

  • CT simulations and impact validation

  • High/low runner analysis by part number

• Iterative update and completion of 8D reports per OEM evaluation logic

• Coordination of corrective and preventive actions within the quality management system

• Refinement of the FMEA and issue escalation workflows

• Evaluation of new QMS tooling per VDA standards

• Volume planning for new vehicle lines and automation steps to ensure future process reliability

Obstacles

• Initial resistance of Tier2 to external intervention and quality escalation

• Internal belief that all root causes had already been resolved

• Friction between Tier2 and Tier1 suppliers; lack of alignment in root cause responsibilities

• Overstretched Tier2 project team due to sustained quality and production pressure

• Lack of transparency around real-time quality status, stock levels, and action progress

• No unified or up-to-date KPI reporting structure in place

• Complex defect picture across many custom wiring harness variants

• Each variant required individual root cause analysis and process tracing

• Differing interpretations of FMEA and 8D reports between OEM and Tier2

• Negotiations required to align and standardize root cause analysis logic based on OEM quality criteria

Critical success factors

• Transparency & Analytics

  • Immediate structured on-site diagnostics from day one

  • Systematic challenge of all prior 8D reports and root cause logic

  • Consolidated data modeling across production, quality, and complaints to build robust hypotheses

• Governance & Control

  • Daily taskforce stand-ups for rapid decision-making

  • Weekly C-level SteerCo for top management alignment

  • Unified KPI dashboard for progress tracking and issue resolution

• Stakeholder Management & Communication

  • Neutral, outcome-driven dialogue between OEM, Tier2, and Tier1 in "OEM language"

  • Proactive conflict resolution and trust-building across all parties

  • Clear escalation pathways and alignment loops across all levels

• Execution Capability

  • Hands-on mindset with rapid prioritization of quick wins

  • Parallel implementation of immediate and long-term actions

  • Clear ownership on the Tier2 side to ensure sustainable change

• Sustainability & Safeguarding

  • Finalization and standardization of 8D and FMEA reports per OEM/VDA criteria

  • Process corrections implemented to ensure zero-defect delivery

  • Structural quality management improvements

  • Data-driven steering model for future prevention

  • Joint definition of escalation playbooks for future collaboration

Key results

• All defect types fully eliminated within six weeks

• No faulty parts in production, stock, or outbound deliveries – clean-point validated

• OEM production line reauthorized for full operations

• Complete stabilization of production and upstream supply chain

• Full transparency across inventory, production, and failure metrics

• Structural improvements to Tier2 quality management (FMEA, 8D, complaint handling)

• Implementation of a KPI-based steering model for continuous control

• Risk exposure minimized through early prevention and data governance

• OEM-Tier2 relationship sustainably improved

• Conflicts resolved and joint escalation management logic institutionalized