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Automotive Supplier Sales
Automotive Program Launch
High-stakes purchases and complex multi-party buying decisions across consumer and commercial segments.
Bosch
Magna
Aptiv
BorgWarner
Inside this journey
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Pre-Discovery
Align stakeholders, decision rights, and risk tolerances before detailed planning.
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Stakeholder Alignment
Confirm decision roles, escalation paths, timeline, and what 'no line stop' success looks like for launch.
Alignment Questions
Getting Comfortable — Who's in the Room?
- Who from your team will be the primary point of contact for this launch (role)?
- Beyond a single POC, which roles (select up to three) must be engaged to prevent a line stop?
- Please list the names and preferred contact method (email/phone/IM) for those people.
- Which sub-tier suppliers should we proactively include in stakeholder notifications (name, part family, single-source?)
- How stable are these people and roles over the next 6 months?
Who Holds the Keys?
- Who actually signs the go/no‑go for production acceptance, and are they engaged early enough to influence outcomes?
- Walk me through the approval chain from PPAP submission to production sign‑off — who approves each gate?
- Which types of decisions are handled in daily launch reviews versus escalated higher? Give a recent example.
- Do approvers require formal written evidence (e.g., Cpk reports, MSA, GP‑12 logs) or will verbal commitments suffice in certain cases?
- When you request a decision during ramp, what is the typical response time from the approver?
- If a required sign-off is delayed, what escalation path has proven effective in the past?
If This Stops, Who Do We Call?
- If the assembly line stops because of one of our parts, who guarantees immediate action — and what does 'immediate' mean to you?
- Provide your current escalation matrix (names/roles and expected response times) for critical quality incidents.
- Do you have pre‑authorized containment resources (onsite engineering, temporary parts, local machining) and who funds those resources?
- Describe a past escalation: who was alerted first, what failed, and how long before containment was effective?
- What maximum downtime is acceptable before executive intervention?
- Do you prefer a single escalation channel (phone) or multi-channel (phone + IM + on‑site) for the initial response?
When Is 'Good Enough' Actually Good Enough?
- Which metric failure would cause you to immediately reject parts at ramp — and is that expectation realistic on day one?
- For this program, please specify numeric acceptance targets (PPAP level, required Cpk, GP‑12 criteria, other).
- Which part families will you hold to the strictest acceptance standards and why (safety, fit, assembly criticality)?
- Are staged acceptance paths acceptable (e.g., initial PPAP with containment, then full release after capability proves out)?
- What explicit evidence (e.g., 30-run capability study, MSA results, GP‑12 logs) must accompany each gate approval?
- Who is authorized to declare containment effective and sign off release from GP‑12?
What Keeps You Awake at 2 AM?
- What supplier-related scenario would be your worst nightmare during ramp—and how often have you encountered it historically?
- Tell the story of the most recent supplier issue in ramp: what failed, who detected it first, and what ultimately fixed it?
- Which sub‑tier suppliers are currently single-source or otherwise high risk (list top three and reason)?
- How confident are you in sub‑tier traceability and contingency plans if a sub‑supplier fails?
- How often are supplier capability audits, trial runs, or pilot builds conducted prior to PPAP for this program?
- How do supplier failures emotionally affect your team and program stakeholders (stress, loss of credibility, increased oversight)?
How Fast Can We Move Without Breaking Things?
- If leadership pushed to reach full‑rate X weeks earlier, what specific risks would you expect as a result?
- What program milestones and immovable dates must we honor (engineering release, PPAP due date, plant run windows)?
- Where is schedule flexibility realistic (staggered part families, phased approvals, extended trial runs)?
- If a run‑at‑rate trial fails, which contingency options are acceptable (extend trial, partial launch with containment, rollback)?
- Who within your organization owns schedule trade‑offs (purchasing, program management, quality, or joint)?
- How do time pressures influence the risk tolerance of your team when making launch decisions?
Making the Agreement Real
- If we propose embedding a launch team at your plant, what single governance rule or guarantee would make you comfortable committing?
- What daily and weekly review cadence do you prefer for launch governance (attendees, duration, required outputs)?
- Which escalation protocol would you prefer pre‑authorized (who to call at each level and response expectations)?
- Which commercial/cost responsibilities are non‑negotiable for you regarding containment, trial runs, and on‑site support?
- Which pieces of evidence will close governance for launch readiness (select all that apply)?
- What is a clear, tangible milestone we can agree to achieve in the next 7 days to demonstrate forward momentum?
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Current State Mapping
Document current launch processes, supplier maturity, known failure modes, and sub-tier risks that could stop the assembly line.
Current State
Start Here: Tell Me About This Launch
- Program name, OEM, and target first build / start-of-production date?
- Which role best describes you in this launch?
- Which part families and systems are in scope for this launch?
- Roughly how many unique part numbers and sub-tier suppliers must be coordinated for initial ramp?
- Who will be the day-to-day decision owner for launch questions and escalation?
- What is the single most important public objective for this launch (e.g., zero line-stops, on-time PPAP, 100% GP-12 containment)?
If This Launch Stopped the Line, Who Would You Blame?
- If the assembly line stopped tomorrow because of these parts, what would be the first thing you point to as the cause?
- Which failure modes have historically caused the most severe disruptions on your programs?
- Which supplier(s) or manufacturing sites do you believe are highest risk today and why?
- How many line-stops did you experience across the last three comparable programs, and what were their root causes?
- When a critical defect is identified, how fast do your escalation paths typically activate?
- How do those stops show up politically or emotionally in leadership meetings—what pressure or consequences follow?
Where Invisible Weaknesses Live
- Which sub-tier or supplier segment keeps you awake at night about readiness for full-rate?
- When was each critical supplier last audited (internal or external) and what were the top findings we should know?
- How would you rate supplier maturity for launch discipline (APQP, PPAP readiness, containment) across your tier-one and critical sub-tiers?
- What level of real-time visibility do you currently have into sub-tier capacity, single-source dependencies, and bottlenecks?
- Tell the story of one supplier escape from a sub-tier: what happened, how was it detected, and how was it resolved?
- Which sub-tier mitigations would you be willing to fund or mandate pre-launch?
When Process Capability Isn’t Enough
- How often have capability numbers (Cpk) looked acceptable on paper but failed under true run-rate conditions?
- What minimum Cpk targets do you require for critical characteristics (list per category or state a default)?
- What measurement system analyses (MSA) are completed for critical gages, and where are the outstanding gaps?
- Do you require GP-12 containment for initial production runs, and if so, what evidence constitutes a pass?
- How many full run-at-rate trials do you expect before PPAP approval?
- When capability studies fail to predict issues, which corrective approach do you prefer?
What Success Actually Looks Like on Day One
- If you visited the plant at the end of the first day of full-rate and everything was perfect, what three observable signals would prove it?
- Which daily KPIs do you want updated and visible during the ramp?
- What specific go/no-go criteria must be met before the first full-rate build begins?
- How do you prefer critical issues be escalated during day one (channel and cadence) so they get immediate attention?
- Who must have actionable access vs. read-only access to launch dashboards and issue trackers on day one?
- Describe one concrete action the supplier host must take on day zero to earn your operational trust in the ramp period.
What You’d Risk by Waiting
- What will still be haunting your leadership meetings six weeks after start if we don’t change how we prepare now?
- What is your estimate of the financial impact per minute of a line stop for this specific program?
- Which operational levers can you pull quickly if early trials reveal supplier instability?
- What internal barriers have historically prevented earlier intervention with risky suppliers (select all that apply)?
- How receptive is leadership to funding on-site launch support, extra audits, or contingency inventory to prevent escapes?
- If you could prioritize one pre-launch action this week that would materially reduce risk, what would it be?
Agreeing the First Concrete Steps
- If we could lock three mutual commitments right now that would be true force-multipliers for launch reliability, what would you ask us to commit to and what will you commit to?
- What daily and weekly review cadence do you want for launch governance?
- Which ownership model do you prefer for escalation and containment during ramp?
- What absolute, non-negotiable plant access and data privileges must our embedded launch team have?
- What specific evidence (documents, trial results, metrics) would you accept as proof 'ready to begin full-rate' for the top three part families?
- Do you want us to draft a short mutual-commit memo summarizing owners, cadence, and first mitigations after this discovery?
- When should we reconvene to review the initial mitigation plan and confirm commitments?
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Outcome Discovery
Define measurable launch outcomes, acceptance criteria (PPAP, Cpk targets, GP-12), and signals that trigger escalation.
Discovery Questions
Program Reality — Tell Me Your High‑Stakes Brief
- Quick snapshot: which vehicle program, launch window, and supplier scope are we aligning on today?
- Which of these are your top launch objectives for this supplier (pick all that apply)?
- How many part families and distinct part numbers does the supplier deliver into this program?
- How does your team currently define 'no line stop' success in measurable terms (e.g., tolerated downtime minutes, maximum allowable escapes)?
- Who will be the day‑to‑day decision owner for supplier acceptance and immediate escalation during ramp?
- Which stakeholders must be present on daily or weekly launch reviews to consider a supplier 'on track'?
Are You Prepared to Be Held Accountable?
- If we graded this launch today on PPAP readiness and Cpk against your targets, would you feel confident handing over the part families to full‑rate?
- Do you already have documented acceptance criteria for PPAP level, Cpk targets, and GP‑12 containment that we must meet?
- Please list exact Cpk targets, PPAP level expectations, and any GP‑12 requirements per critical characteristic or indicate where we can access these documents.
- How do you currently capture and approve GP‑12 containment evidence (choose the best match)?
- Who is authorized to accept PPAP on your side and what is the formal escalation path if PPAP is delayed or rejected?
- How frequently are capability studies (Cpk) expected during pre‑launch and the ramp period in your program?
What Keeps You Up at 2 AM?
- If a supplier quality escape were to stop the assembly line tomorrow, what single failure would most likely be the cause?
- Have you experienced supplier escapes that caused line stops in recent programs? Tell us one concrete example and the root cause we identified.
- How often do supplier quality issues surface after the launch milestone rather than being caught during pre‑launch checks?
- Which business impacts have materialized for your team when supplier issues escalate (select all that apply)?
- When a quality signal becomes critical, how quickly does your organization typically act (time from signal to formal escalation)?
- Who on your team bears the most direct emotional and political pressure during a supplier‑caused line stop?
If You Could Lock Down Launch Risk
- Imagine zero escapes during ramp — what three changes across suppliers, processes, or governance would make that believable?
- Which metrics would prove the launch is locked down? Select the metrics you care about and we'll ask for numeric targets next.
- For each selected metric above, please state the numeric target or threshold you would accept (e.g., Cpk ≥ 1.67, FPY ≥ 98%).
- Which types of evidence must be present before you accept run‑at‑rate for a part family (pick all that apply)?
- How do you feel about our launch team embedding on‑site during ramp to enforce outcomes and shorten escalations?
- If we proposed phased acceptance (part family by part family), what prioritization criteria would you use?
Signals We Want to See — and When to Ring the Alarm
- Which common signal do you believe your current process is most likely to miss until it's already critical?
- Which of these should automatically trigger an escalation (select all that must never be ignored)?
- For the triggers you selected, specify the exact thresholds or timeframes that should force escalation (e.g., Cpk < 1.33 or unresolved containment > 8 hours).
- Who must be notified on automatic escalation, and in what order (roles or names)?
- Which data sources should feed these automated signals? (choose all that apply)
- How often do you want these automated checks to run and reports to be generated?
Sub‑tier and Supplier Reality Check
- How many sub‑tier tiers and critical service providers are in scope whose failure would stop your assembly line?
- Which sub‑tier processes/components present the highest risk to launch continuity for this program? (select all that apply)
- Do you have an up‑to‑date sub‑tier map with capacity and quality ratings for those suppliers?
- What contingency plans currently exist for high‑risk sub‑tier failures (dual‑sourcing, buffer stock, localized rework)? Please describe.
- How do you currently verify sub‑tier capability and evidence before accepting parts from your supplier (choose all that apply)?
- What would make you confident in sub‑tier readiness within 30 days (specific deliverables or proofs)?
Agreeing on Acceptance Evidence and Next Steps
- If we leave this meeting with one signed commitment, what single piece of evidence or decision would make you comfortable moving forward with launch support?
- Which governance or commercial modules must be agreed before our launch support begins (select all required)?
- Who must sign off go/no‑go decisions at the part‑family and full‑rate milestones (roles or names)?
- What trial‑run cadence do you expect before PPAP and again before full‑rate acceptance (choose the closest match)?
- Which artifacts will you require as acceptance evidence per part family (choose all that apply)?
- Realistically, when can your team reconvene to review the compiled acceptance evidence and sign approvals? Please propose a target date or timeframe.
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Solution Experience
Demonstrate how our launch discipline and on-site playbooks prevent supplier escapes using the customer’s ramp scenarios.
Experience Meetings
- Current State & Consequence Alignment
- Future State & Success Criteria Definition
- Playbook Walkthrough Using Customer Ramp Scenarios
- Tabletop Simulation: Live Run-at-Rate Failure Response
- Metrics, Evidence & Pilot Commitment
- Produce an actionable improvement list with owners and timelines to close gaps revealed in the simulation.
- Demonstrate how each element of the launch playbook directly prevents the documented supplier escapes for the customer's ramp scenarios.
- Tie every playbook action to the customer's consequences and agreed success metrics.
- Identify any scenario gaps or customizations needed and assign owners to close them.
- Obtain explicit confirmation from the customer at key steps that the playbook response meets their needs.
- Seller to deliver scenario-to-playbook mapping documents for each priority part family within 48 hours.
- Customer to flag any regulatory, commercial, or access constraints that would change playbook execution.
- Assign SMEs to address any identified gaps and prepare modifications for the Tabletop Simulation.
- Simulation Setup & Roles
- Demonstrate in real time that the playbook prevents an assembly-line stoppage or minimizes cost-per-minute exposure compared to the current state.
- Validate roles, communications, and timing against the customer's escalation expectations.
- Introductions & Meeting Objective
- Seller to produce a simulation report showing timelines, evidence artifacts, and a gap-closure plan within 3 business days.
- Customer and seller to schedule an on-site run-at-rate trial incorporating simulation learnings and confirm dates.
- Update playbook templates and communication scripts based on debrief and circulate revised versions for final validation.
- Recap: Current/Future State and Simulation Outcomes
- Show concrete evidence (dashboards, PPAP packages, GP-12 results) that the playbook meets agreed success metrics.
- Finalize reporting cadence, escalation templates, and who signs off at each gate during the pilot.
- Secure mutual commitment to a pilot run-at-rate trial with dates, owners, and explicit go/no-go criteria.
- Seller to provide dashboard access and the example PPAP/evidence package for each priority part family.
- Customer to confirm pilot start date, available plant access windows, and signoff authorities.
- Both parties to finalize the pilot runbook and circulate the go/no-go checklist 5 business days before the pilot start.
- Produce a single-sentence current-state statement describing where and how launches are breaking today.
- Quantify the consequence of a supplier escape in operational and financial terms for the selected ramp scenarios.
- Agree on 3–5 priority part families and concrete ramp scenarios to drive the Solution Experience.
- Identify any missing evidence/data required to run scenario demonstrations and assign owners.
- Customer to deliver downtime cost assumptions, recent escape incident reports, and ramp volumes for priority part families.
- Seller to draft the refined single-sentence current-state and consequence statements and circulate for sign-off.
- Assign owners to collect missing measurement-system or PPAP status data before the Scenario Walkthrough meeting.
- Restate Current State & Consequence
- Produce a one-sentence future-state outcome that the Seller will prove during the Solution Experience.
- Agree measurable thresholds (PPAP checklist, Cpk targets, GP-12 limits, containment timing) for each priority part family.
- Establish a documented acceptance evidence package and signoff authority for ramp gates.
- Obtain explicit customer validation that these criteria address the quantified consequence.
- Seller to produce a one-page future-state statement and a matrix mapping part families to agreed success signals and thresholds.
- Customer to confirm signoff authorities and any additional acceptance documentation requirements.
- Both parties to finalize the evidence package template to be used during demonstrations and trials.
- Brief recap of agreed current/future-state and success signals
- Playbook Overview: discipline, cadence, and roles
- Dashboard & Evidence Package Walkthrough
- Customer Current-State Statement (forced)
- Trigger Event & Immediate Containment
- Draft Future-State Statement (forced)
- Reporting Cadence & Escalation Templates
- Consequence Quantification
- Scenario A Walkthrough (e.g., dimensional variance during ramp)
- Success Signals & Thresholds
- Triage, Root Cause, and Escalation Execution
- Pilot Scope, Success Criteria & Dates
- Scenario B Walkthrough (e.g., sub-tier supplier packaging failure impacting line feed)
- Priority Part Families & Ramp Scenarios
- Acceptance Evidence & Signoff Process
- Recovery Actions & Verification
- Validation Check
- Debrief & Improvement Backlog
- Mapping to Customer Communication & Escalation Paths
- Confirm Preconditions for Demonstration
- Final Validation & Commitment
- Validation Questions (force confirmation)
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Solution Scope
Specify APQP deliverables, on-site launch coverage, sub-tier management, trial-run cadence, and acceptance evidence per part family.
Scope Configuration
- Deliver detailed manufacturing process flow diagram
- Facilitate DFMEA workshop and deliver DFMEA document
- Facilitate PFMEA workshop and deliver PFMEA document
- Deliver control plan with inspection and reaction methods
- Execute MSA (Gage R&R) on critical gauges and report
- Run initial process capability trials and provide Cp/Cpk data
- Perform run-at-rate production trials with defect logging
- Deploy GP-12 early production containment at OEM line
- Provide embedded on-site launch team at OEM plant
- Compile and submit PPAP package to OEM
- Verify sub-tier supplier PPAP submissions and traceability
- Validate packaging, labeling, and kitting for production
- Install SPC templates and generate initial control charts
- Set up rework and containment stations for nonconforming parts
Scope Questions
Deliver detailed manufacturing process flow diagram
- Do you already have an existing process flow diagram for this part family?
- Which level of detail do you require for the flow diagram?
- Which part families or part numbers should be included (list or describe)?
- Should sub-tier processes (incoming subassemblies) be included in the flow?
- What file/output format do you need for the diagram?
- What is the target delivery timeframe for the flow diagram?
Facilitate DFMEA workshop and deliver DFMEA document
- Is a current DFMEA available and at what revision?
- Which cross-functional roles should attend the DFMEA workshop?
- Which design releases or drawing numbers will the DFMEA reference?
- What severity/occurrence/detection thresholds (RPN) trigger design actions or escalation?
- Do you require the DFMEA to include recommended control plans and verification actions?
- Preferred DFMEA deliverable format and supporting artifacts (e.g., Excel, APQP tool export)?
Facilitate PFMEA workshop and deliver PFMEA document
- Is there an existing PFMEA and when was it last updated?
- Which process steps or machines are highest priority for PFMEA coverage?
- Who must participate in the PFMEA workshop (roles/functions)?
- Do you require action plans and owners captured for each high-risk failure mode?
- Are there any OEM-specific PFMEA formats or fields we must populate?
- What is the expected turnaround for a finalized PFMEA document after the workshop?
Deliver control plan with inspection and reaction methods
- Which part characteristics are considered critical or key characteristic (KC) requiring special controls?
- What inspection methods are available/required (e.g., 100% visual, CMM, gauging)?
- Do you require reaction plans (e.g., stop build, segregate, rework) for out-of-spec findings?
- What inspection frequency and sample sizes do you expect for initial production?
- Should control plan include in-process checks, final inspection, and packaging checks?
- Do you require traceability fields on the control plan (e.g., PCC, drawing rev, gauge ID)?
Execute MSA (Gage R&R) on critical gauges and report
- Which gauges or measurement systems are in scope for MSA (list gauge IDs or characteristics)?
- What acceptance criteria do you require for Gage R&R (e.g., %TV < 10%)?
- Where should MSA be executed (in-plant, OEM lab, third-party)?
- What sample size and operator coverage should be used for the study?
- Do you require calibration certificates or gauge baseline documentation included in the report?
- Is there a target completion date for all required MSAs?
Run initial process capability trials and provide Cp/Cpk data
- Which process characteristics require capability studies (list dimensions/features)?
- What target Cp/Cpk values must be demonstrated for acceptance?
- What sample size and run conditions are expected for the capability trial?
- Will trials be performed under normal production settings or dedicated trial runs?
- Do you require documented improvement plans if Cp/Cpk is below target?
- Should capability reports include raw data, histograms, and recommended control limits?
Perform run-at-rate production trials with defect logging
- What is the target run-at-rate (parts per hour or pieces per shift)?
- How many shifts and hours of coverage are required for the trials?
- What defect logging method do you prefer (digital tracker, paper, OEM system)?
- Who will own defect triage and assignment during the run-at-rate?
- Do you require real-time dashboards and daily summary reporting from trials?
- What acceptance criteria (defect rate, scrap %) define a successful run-at-rate?
Deploy GP-12 early production containment at OEM line
- Is GP-12 containment mandated by the OEM for this launch?
- Where should containment be located (on supplier side, at OEM receiving, at point-of-use)?
- What sorting method is preferred for containment (visual, 100% gauge, sample-based)?
- Which roles will staff containment (supplier reps, embedded team, OEM quality)?
- What metrics and duration will define release from GP-12 containment?
- Do you require containment SOPs and training materials delivered on-site?
Provide embedded on-site launch team at OEM plant
- What roles are required in the embedded team (e.g., launch manager, quality engineer, process tech)?
- What is the expected duration of on-site embedding (start and end dates or phases)?
- What shift coverage is needed for embedded resources?
- Are there OEM access, security, or training requirements for embedded staff?
- Do you require dedicated workspace, tools, or connectivity for the embedded team at the OEM plant?
- Should embedded team deliver daily huddles, dashboards, and escalation briefs to OEM stakeholders?
Compile and submit PPAP package to OEM
- What PPAP submission level does the OEM require for these parts?
- Which PPAP elements must be included (e.g., dimensional results, MSA, process flow, PFMEA)?
- Who is the authorized submitter for PPAP (supplier rep, delegated 3rd party)?
- What is the expected PPAP submission timeline relative to production start?
- Do you require us to coordinate PPAP review meetings with OEM quality?
- Are there OEM-specific PPAP templates or naming conventions we must use?
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Mutual Commit
Agree commercial modules, governance, daily/weekly review cadence, escalation protocols, and go/no-go criteria.
Agreement Modules
- Statement of Work (SOW)
- Master Services Agreement (MSA)
- Commercial Pricing & Payment Terms
- Governance Charter
- Daily/Weekly Review Cadence Agreement
- Escalation Protocol & Rapid Response Plan
- Go / No-Go Criteria & Acceptance Sign-off
- PPAP & Quality Deliverables Plan
- On-site Launch Embedding & Plant Access Agreement
- Sub-tier Management & Flow-Down Commitments
- Trial Run Schedule & Acceptance Evidence
- Change Order & Scope Control
- KPIs, Reporting & Performance Remedies
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Deployment
Operationalize rollout with readiness checks, enablement, and outcome validation.
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Pre-Deployment Readiness
Confirm data packages, PPAP checkpoints, trial schedules, plant access, measurement systems, and containment resources are ready.
Readiness Questions
Quick Snapshot: Where Are We Right Now?
- Tell me the program name, the OEM launch week, and which part families this pre-deployment package covers.
- Which of the following best describes current PPAP/approval status across these part families?
- Provide planned first full-rate week and the expected hourly/daily output per affected assembly line (include any tiered ramp targets).
- Who are the primary program contacts we should coordinate with at the OEM and supplier sites (name, role, best contact method)?
- Which physical locations will host pre-deployment activities (supplier plants, OEM plant, lab), and which will host run-at-rate trials?
What Could Actually Stop the Line?
- If one thing broke tomorrow, what single failure mode would immediately halt the OEM assembly line?
- List the top failure modes you’ve seen in prototype or pre-production for these parts (for example: dimensional drift, coating defects, weld separation, electrical intermittency).
- Which sub-tier suppliers show the highest risk of causing a stop (select all that apply)?
- When a supplier escape occurred previously on similar programs, what were the primary root causes and how long did recovery take?
- What containment resources are already staged (spares, quarantine lines, mobile repair teams), where are they located, and who controls them?
How Confident Are You in the Evidence?
- Would you put the current capability evidence on the wall and say we are safe to run at rate—why or why not?
- Which of these capability and submission items are complete and approved today?
- Provide the latest Cpk values for critical characteristics, the date of the study, and any caveats about sample size or conditions.
- When was the last measurement system study performed, who ran it, and what were the gage R&R outcomes (percent contribution)?
- Have GP-12 containment trials been completed for the highest-risk parts—if so, summarize the results and any recurring defects.
Who Owns Escalation When Minutes Matter?
- If the line stops at 10:12 am, who is expected to lead immediate response, who authorizes containment, and who decides go/no-go?
- Describe the formal escalation path for quality and delivery incidents (names/roles, fallback contacts, expected response SLAs).
- Which governance forums authorize daily or weekly launch decisions and where will those decisions be recorded?
- Do written escalation protocols exist for containment, root cause verification, and supplier corrective actions? If not, what key items are missing?
- How confident are front-line leaders and embedded launch teams in executing the escalation protocol under real-time pressure?
Can We Run at Rate Without Surprises?
- Do we have a run-at-rate plan that would pass an OEM readiness audit tomorrow—if not, what’s missing?
- What are the scheduled run-at-rate dates, the trial owners, and the expected acceptance windows for each critical part family?
- Which acceptance criteria will be enforced during run-at-rate (select all that apply)?
- If a run-at-rate trial fails, what immediate containment, rework, or supplier remediation actions kick in and what is the expected timeline to recover?
- Are plant access badges, safety inductions, and vendor contractor approvals in place for embedded launch teams and OEM auditors? If incomplete, what is blocking access?
What Are We Measuring and Who Believes the Data?
- If production or quality data shifted overnight, who on your team would notice first and how would you validate whether it’s real?
- Which systems will capture trial production and quality data (select all that apply)?
- Are SPC charts configured for real-time alerts and tied to escalation steps—if not, what configuration or connectivity is missing?
- When supplier and OEM measurement results disagree, how are differences reconciled and who has final adjudication authority?
- Do we have the contractual or operational authority to pause shipments or production based on data signals, and under which criteria would that authority be exercised?
If Launch Were Perfect, What Would You See?
- Imagine zero line-stops through ramp—what three conditions would have to be true about suppliers, controls, and trials?
- Name three measurable signals you want to see on day one of full-rate that would tell you 'we nailed this' and specify targets where possible.
- Which early-warning indicators belong on our dashboard so issues are caught before they require escalation?
- If you could change one governance habit to dramatically reduce launch risk, what would it be and why?
- How would you like lessons learned captured and shared after launch (select all preferred formats)?
What Would Make You Hesitate to Move Forward?
- What is the single 'I can’t proceed' condition for you—what would cause you to halt deployment plans immediately?
- Rank the following potential blockers for this program (select all that apply; mark the most severe first in your comments):
- For each top blocker you selected, what specific evidence or action would remove it as a concern?
- Are there contractual or commercial limits that would prevent us from deploying containment teams or adding headcount at the OEM plant quickly?
- Which timeline slippages or resource gaps over the next 30 days keep you awake at night?
Let's Agree the First 7 Days After We Greenlight Trials
- If we greenlight tomorrow, what are the absolute must-happen items in the first seven days to avoid missing the milestone?
- Assign owners and deadlines for the critical first-week actions (data packages, PPAP checkpoints, trial confirmations, plant clearance).
- What daily review format and cadence do you prefer during the trial window (select one)?
- What specific documents or evidence must be shared before the first trial starts (select all that apply)?
- Who will be the single operational point of contact for issues during the trial window? Provide name, role, and contact details.
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Deployment Enablement
Schedule run-at-rate trials, assign owners, embed launch teams at the OEM plant, and execute containment and escalation plans.
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Validation Checklist
Verify PPAP approval, capability studies (Cpk), GP-12 containment results, packaging validation, and acceptance documentation for full-rate.
Validation Questions
Start Here: Paint Your Launch Picture
- What is your role on this program and primary responsibility during launch?
- Which vehicle program or launch phase are we talking about (name/code and current phase)?
- What is the target start-of-ramp date (MM/YYYY) and the full-rate milestone date (MM/YYYY)?
- Roughly how many part families from this supplier will go live across the program’s ramp window?
- What are the three things you tell your team keep you up at night for this launch?
If One Supplier Fails, Who Pays?
- How confident are you that this supplier will not cause a line stoppage during the first 90 days of ramp?
- How many supplier-caused line stops have you experienced in the last three programs, and what were the primary root causes?
- When a supplier quality escape occurs, which impacts hurt you most (select up to three)?
- Describe a recent supplier failure you’d rather not repeat—what happened and what surprised you about the response?
- How do you quantify the business impact of a minute of downtime for your plant?
Where the Invisible Risks Live
- Which sub-tier supplier or process do you think is most likely to create an unforeseen failure during ramp?
- How mapped is the supplier’s sub-tier network today—do you have current names, locations, and critical process capability for each sub-tier?
- When you've had sub-tier issues in the past, how quickly could you trace the problem to the origin?
- What contingency or bridging plans are in place if a critical sub-tier cannot supply on time?
- How comfortable are you with the supplier’s ability to audit and manage their sub-tiers during the ramp?
Can Your PPAP Pass at Run Rate?
- Do you believe the supplier’s PPAP package will be approved without extra containment work at run-at-rate?
- What are the PPAP elements still outstanding today (select all that apply)?
- What Cpk target(s) do you require by part family for full-rate sign-off, and which parts are closest to missing them?
- Have measurement systems been validated (MSA) for the critical characteristics—if not, which ones are unvalidated?
- If capability studies fall short, what immediate containment actions do you expect the supplier to execute?
What Would Successful Day One Look Like?
- If this launch goes perfectly, what three measurable outcomes will prove it did (be specific: e.g., PPAP approved for X parts, Cpk ≥ 1.67 for Y characteristics)?
- Which acceptance artifacts must be in place before you consider moving to full-rate (select all that apply)?
- What early warning signals would make you escalate to program leadership immediately?
- How do you want launch success tracked and reported—dashboards, daily huddles, or another rhythm?
- Who are the must-involve stakeholders for confirming Day One success (names/titles)?
Are Your People and Processes Ready to Hold the Line?
- Do you have a dedicated on-site launch team plan for the OEM plant—if yes, how many full-time launch staff are allocated?
- What decision governance exists for rapid containment and go/no-go calls—who has final authority and within what timeframe?
- What is your preferred daily/weekly review cadence during ramp, and which metrics are non-negotiable in those meetings?
- Where have your launch teams historically fallen short—escalation speed, root-cause quality, or sustained containment?
- What training or coaching would help your supplier launch team perform better on day one?
Packaging, Parts, and the Little Things That Stop Lines
- Have packaging and kitting been validated under production conditions (including mixed-model sequencing)?
- Which packaging or part presentation issues have caused problems in past ramps?
- Do you require special packaging acceptance evidence (drop test, orientation check, bar-code scan validation)? If so, which?
- Who owns plant access, measurement fixtures, and containment supplies on launch day?
- If packaging fails during trial runs, what is your preferred immediate mitigation (repack, stop build, substitute supplier)?
When Things Go Wrong — What's Your Play?
- How quickly do you expect an embedded supplier launch team to detect and contain a quality escape (minutes/hours)?
- What evidence do you require to close a GP-12 containment—what must be shown and for how long?
- Describe the communication flow when an issue threatens the line—who gets notified and in what order?
- Have you used run-at-rate trials to validate escalation effectiveness—if yes, what was one lesson learned?
- Which containment resources do you want pre-staged at the plant (select all that apply)?
What Would Make an External Launch Partner Earn Your Trust?
- What is the single most important guarantee you would expect from a supplier launch partner to relieve your risk?
- Which commercial or governance terms are non-negotiable for you (select all that apply)?
- How do you prefer to hold a partner accountable—shared KPIs, penalties, or joint governance?
- Have you previously worked with an embedded launch team—what worked and what didn’t?
- Would you be open to a short pilot focused on the riskiest three parts to build confidence? If so, which parts?
Next Steps — What We Should Lock Down Today
- What is the single non-negotiable next action you want us to take within the next 72 hours to reduce your exposure?
- Which artifacts or data packages must we receive to begin validation work (select all that apply)?
- Who are the three people we should lock in for a kickoff call and what are their best contact details/titles?
- Realistically, when can we schedule a 2–4 hour launch readiness workshop at your plant (select timeframe)?
- Are there any constraints or red lines we must respect (e.g., NDA, plant visitor rules, working-hour limits)? Please list.
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Success
Confirm launch met success signals, capture lessons learned, and maintain a shared channel for issues and continuous improvement.
Success Reviews
- Launch Success Confirmation (Final Go/No-Go Review)
- Lessons Learned Workshop (Cross-Functional Root-Cause & Improvements)
- Continuous Improvement Handoff & Governance Setup
- Outstanding Issues Closure & Containment Effectiveness Review
- Customer Success & Continuous Value Review (Executive Summary)
Issues & Enhancements
- Update the open-issue register with closure criteria, owners, and deadlines.
- Kick off CI projects for the top 2 prioritized initiatives with named owners and 90-day milestones.
- Revise relevant APQP/launch checklists and share version changes with suppliers and OEM Q.
- Steady-State Roles & Responsibilities
- Establish a clear governance model and cadence for continuous improvement and production monitoring.
- Create and activate a shared communication channel with triage and escalation rules.
- Agree on reporting owners and dashboard frequency to ensure ongoing visibility into Cpk, GP-12, and delivery metrics.
- Create shared channel, invite OEM, Tier-1, and critical sub-tier stakeholders, and publish rules of engagement.
- Publish the CI governance calendar and schedule recurring SPC and executive reviews.
- Configure the KPI dashboard and assign data owners for automated reporting.
- Open Issue Register Review
- Agree closure criteria and required evidence for all remaining open issues.
- Assign owners and firm deadlines to drive timely closures and eliminate assembly line risk.
- Confirm containment measures are effective and specify how long temporary controls will remain in place if needed.
- Introductions & Objectives
- Schedule verification trials or capability runs required as evidence for closure.
- Escalate any issues without clear closure path to the executive governance meeting for resolution.
- Executive Summary of Outcomes
- Communicate the business value delivered and validate the OEM’s satisfaction with launch outcomes.
- Capture a customer testimonial or reference where appropriate and align on next commercial steps.
- Identify and assign a follow-up owner for future opportunities and relationship management.
- Prepare a concise ROI/cost-avoidance report and distribute to executive stakeholders.
- Draft and request customer testimonial/quote for program success, if agreed.
- Document agreed next steps for future engagements and assign the business development owner.
- Verify that all launch success signals meet or exceed the agreed acceptance criteria.
- Secure formal program acceptance/sign-off or capture conditional acceptance with explicit owners and timelines.
- Document remaining risks and confirm short-term containment and owners for unresolved items.
- Publish signed acceptance document and attach validation package to the program folder.
- Create a short list of conditional actions with owners and due dates if acceptance was conditional.
- Notify extended stakeholders (purchasing, plant ops, supplier Q) of the acceptance outcome and next steps.
- One-line Current State Recap
- Produce a validated list of root causes for the top launch incidents.
- Create a prioritized improvement backlog with owners and measurable acceptance criteria.
- Update the launch playbook with at least the top 3 preventive controls to be applied on future programs.
- Document RCA outputs and improvement backlog in the program repository.
- Success Signals & KPI Review
- CI Backlog & Prioritization Rules
- Consequence Mapping
- Cost Avoidance & Business Impact
- Containment Effectiveness Data
- Shared Channel Setup & Rules of Engagement
- Sub-tier and Supplier Commitments
- Customer Feedback & Validation
- Top Issue Walkthroughs
- Validation Package Review
- Root Cause Breakouts
- Commercial & Contractual Closeout Items
- Reporting cadence & KPI dashboards
- Closure Criteria & Acceptance Evidence
- Escalations & Open Risk Status
- Reassignment & Deadlines
- Quarterly Governance Calendar
- Formal Acceptance / Go-No-Go Decision
- Improvement Brainstorm & Prioritization
- Next Opportunities & Relationship Plan
- Assign Owners & Timelines
- Immediate Next Steps
- Recognition & Team Close