Automotive customers do not simply buy parts. They audit your process, demand documented evidence, and expect annual price reduction while quality requirements move in the opposite direction.
Request Free Diagnostic →An automotive supplier lives with a structural tension. On one side, customer-specific requirements, PPAP submissions, audit schedules and traceability obligations that all consume real hours. On the other, contractual expectations of year-on-year price reduction. Margin has to come from process, because it will not come from price.
What we typically find in mid-size Brazilian suppliers is not weak technical capability. It is that the quality system exists in parallel to the operation instead of inside it. Documentation is produced for the audit rather than generated by how work is actually done, so audit preparation becomes a recurring crisis and the documented process drifts from the real one.
Closing that gap is the work. When the quality system reflects the actual process, audits stop being events and cost reduction stops being an argument.
Gap assessment against the standard, corrective action planning and internal audit preparation. We prepare the operation, not just the paperwork — auditors examine both.
Structuring the launch process so submissions are complete and on time, and so production actually reflects what was approved in the submission.
Each OEM carries its own customer-specific requirements. We prepare the plant against the specific requirements you are being audited to, not a generic checklist.
Meeting annual reduction commitments through changeover reduction, scrap elimination and labour efficiency rather than through supplier squeezing that returns as quality failures.
Lot traceability that functions under pressure, and a containment routine that limits exposure when a problem escapes to the customer.
Cpk studies on characteristics that genuinely matter, with measurement system analysis first — capability calculated on an unvalidated gauge is noise.
Gap assessment against your customer requirements and the standard, plus a floor-level read of where the documented process and the real process have separated. No cost.
Either the process is corrected to match the documentation or the documentation is corrected to match a validated process. Both are legitimate; keeping them apart is not.
Layered process audits and internal audit cadence, so the plant is continuously ready instead of preparing in a panic before each visit.
Changeover, scrap and rework are usually where the annual reduction commitment can be met without compromising the quality system.
We run the internal audit as an external auditor would, and report what we find plainly, including what we could not verify.
We prepare the operation and the system for audit — gap assessment, corrective actions, internal audit and readiness verification. The certification audit itself is conducted by an accredited certification body, which we are not.
Usually because the corrective action addressed the finding rather than the cause that generated it. Recurring findings across audit cycles are a system problem, and that is what the diagnostic looks for.
Most often changeover time, scrap and rework, in that order for high-mix plants. What it should not come from is squeezing your own suppliers, which tends to return as quality failures within a year.
Both. Tier 2 operations often face the same requirements with substantially less structure to meet them, and the gap is usually wider and more addressable.
Yes. Reporting is in English, floor documentation is in Portuguese.
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