Automotive standards are not a necessary evil, but a tool for improvement, says Jan Sommer from AUREL

For some, standards are still perceived as a scarecrow or just another “piece of paper for the binder“ that needs to be completed, checked off, and quickly forgotten. AUREL has been cooperating with leading automotive manufacturers for more than twenty years and approaches regulations differently. For the company, standards are a daily working tool that helps manage processes, prevent errors, and continuously improve quality over the long term. We spoke with Jan Sommer, Quality Manager at AUREL, about why it pays off to take them seriously. 

Mr. Sommer, you work at AUREL’s production plant in Chrastava, which provides comprehensive surface treatment services. What are you responsible for? 

I am responsible for setting up, managing, and continuously developing the quality management system. I ensure that all surface treatment processes meet specific customer requirements as well as the strict standards of the automotive industry. At the same time, I make sure that quality is not perceived merely as a final inspection step, but as a natural and integral part of everyday operations. 

In some companies, OEM standards are perceived as unnecessary bureaucracy. How are they viewed at AUREL? 

At AUREL, we believe that such a perspective strips standards of their true purpose. If their requirements are overlooked or fulfilled only “on paper“, they bring no value to a company. We see them as a practical tool – one that is worth engaging with actively. When requirements are properly understood and consistently applied, they lead to fewer complications in the long run. Our experience confirms that when things are done properly and on time, the entire system works – and delivers results.

AUREL operates six sites, employs more than 250 people, and is active across Europe. In addition to fundamental certifications, the company meets even the most stringent OEM standards of individual brands. Quite simply, we cannot afford not to take them seriously.

How does this approach translate into practice?

When properly applied, standards represent one of the key pillars of our company’s stability. We see them as a common language that aligns expectations across the entire organization – from production operators to top management. Clearly defined requirements significantly reduce the risk of misunderstandings and unnecessary improvisation, which are often major sources of errors. As a result, everyone knows what needs to be done, how it should be done, and according to which criteria the outcome is evaluated. This leads to smoother production processes, lower defect rates, and faster responses to change.

What is the difference between a standard “in a binder“ and a standard in practice? 

The true value of standards becomes evident only when they become a natural part of everyday operations. In the automotive industry, they influence a wide range of areas – from process setup and change management to quality inspections, employee training, and decision-making in non-standard situations. When properly implemented, a standard helps keep processes “on track“ even under pressure from deadlines, costs, or customer-driven changes. It becomes a source of support rather than an obstacle. 

What does certification mean for a buyer? Is a certified supplier a guarantee of peace of mind? 

Certification is not just a “stamp“. It is a clear signal that a supplier has its processes under control from start to finish, is capable of managing risks, and can consistently maintain quality over the long term. Quality is treated as a comprehensive system. The company invests in its people, manages their work effectively, and keeps all processes under control. In short, it is capable of delivering orders in the required time, quantity, and quality. OEMs can rely on that reliability – and that trust is what truly matters. For buyers, this translates into fewer disruptions, fewer complaints, and fewer unpleasant surprises throughout the project lifecycle. 

Which documents are key for suppliers in the automotive industry? 

Among the most important are the so-called “trio of key documents“, derived from the requirements of industry standards, particularly IATF 16949: the Process Flow Diagram, FMEA (Failure Mode and Effects Analysis), and the Control Plan. Only when these documents are prepared correctly and continuously updated throughout the project can a supplier establish a robust and transparent system. Such a system significantly simplifies not only the execution of the current project, but also every future one.

How do you work with them at AUREL? 

They are a high priority for us. We prepare them early, thoroughly, and as a team. We do not cut corners or human resources, and we certainly do not create them during the project or just before an audit. We update them regularly and treat them as living documents. We see this approach not as a weakness, but as one of our strengths. 

During audits, the Control Plan is often a source of nonconformities with IATF 16949. Where do companies most commonly make mistakes? 

For example, a company may adjust the inspection frequency of a particular process but reflect the change in only one document while overlooking the related ones. The result is a nonconformity – or, in a worse case, even a customer complaint. The Control Plan should function as a living document that is updated throughout the entire project, together with all related documentation. Once this interconnection is missing, problems inevitably arise. 

How do you approach these requirements at AUREL? 

We take them extremely seriously. They are demanding – but that is exactly what makes them such powerful tools. For every project, we prepare our Control Plans thoroughly and ensure full alignment across all related documentation. We do not view them as burdensome bureaucracy, but as a key instrument for effective project management. This is one of the reasons why we are stable and dependable. It enables us to maintain long-term partnerships with leading global OEMs and Tier 1 suppliers, while continuously building new ones.

How should internal audits be approached correctly? 

An internal audit should never be just a formality. It is an opportunity to honestly assess what we truly meet and where there is room for improvement. If an audit is simply “written at a desk,” the company will pay the price sooner or later. The saying “lies have short legs” applies perfectly here. If issues are not addressed in time, they will eventually return in a much more serious form.

For example? 

OEM standards define a clear methodology: what to do, what not to do, what risks may arise, and how to prevent them. This framework must be set up individually for each project and, if necessary, adapted to the specific requirements of a particular OEM. All potential risks – such as equipment failure, technological issues, or human error – should be identified in advance. Unfortunately, these documents are often neglected. Companies sometimes apply them generically across projects or prepare them retrospectively, occasionally even just before an audit.

Do these omissions lead to customer complaints?

Yes, they do. Earlier in my career, I was also responsible for supplier chain audits, and I witnessed this repeatedly in practice. Companies may state in their documentation that all related documents are regularly updated, but in reality, this is not the case. Or they claim to carry out certain inspections that are not actually performed.

These gaps usually come to light only during an audit or through a customer complaint. And the penalties associated with complaints can be very severe – sometimes even critical for smaller companies – because once a failure is proven, all related costs are borne by the supplier.

And personally, do you sleep well before an audit? 

Yes, I do. Because everything is documented and completed on time. We do not improvise at the last minute. Auditors, as well as our customers, repeatedly tell us they are pleasantly surprised by the way we work and how well our processes are under control. It’s simple, we refuse to deceive ourselves. And once again, this approach pays off in the form of fewer complaints, growing customer trust, and increased business opportunities.

Can processes set up according to automotive industry standards be applied in other sectors as well? 

Yes, and that is precisely where their great strength lies. Automotive standards are among the most demanding, which means that processes compliant with them are exceptionally robust and well defined. As a result, we can confidently apply them in other industrial sectors without compromise.