personAuthor: Process Fellows
You can have perfect compliance and a failed product — or vice versa. ASPICE supports quality, but success also needs vision, execution, and market fit.
arrow_forward "Empowering engineers through ASPICE awareness"
personAuthor: Process Fellows
Engineers often see ASPICE as abstract or irrelevant. But when they understand how practices improve quality — and save their own time — engagement rises. Offer short trainings, show how their work fits into the bigger system, and connect practices to real project wins.
arrow_forward "How long should a review take?"
personAuthor: Process Fellows
Keep your reviews focused. Aim for a maximum duration of 60 to 90 minutes, especially for detailed specifications. It is better to review fewer points thoroughly than to review everything superficially. In other words, a best practice is to review extensive documents iteratively in smaller steps. Track the efficiency of the reviews as a process metric.
arrow_forward "Quality Assurance"
personAuthor: Process Fellows
SUP.1 – Quality Assurance safeguards product and process quality through defined criteria, reviews, audits, and escalation mechanisms. It ensures non-conformities are addressed and supports objective decision-making throughout the project.
school
PF_SUP.1_Quality Assurance_Extract.pdf Short Overview of the SUP.1 Quality Assurance Process covering base practices, some examples and a comparion between Automotive SPICE® version 3.1 and 4.0
arrow_forward "The assurance of the quality"
personAuthor: Process Fellows
Assuring quality in product development is the task of a role that could be called a quality manager.
This does not mean that the quality manager produces the quality. This is the task of the roles responsible for the processes. This means that everyone of the project team is responsible for the quality of their work results!
Nevertheless, the quality manager is generally responsible for ensuring quality. To this end, he or she must check the process and work results (on a random basis), identify deviations, and ensure that these are resolved by the respective responsible team members.
If this does not happen, either the resolution of the deviations or the supervisory activity of the quality manager, the low quality often falls back on the quality manager. In assessments, a corresponding negative evaluation can then be expected.
arrow_forward "When and How to use supporting processes"
personAuthor: Process Fellows
Supporting processes like SUP.9 (Problem Resolution) or SUP.10 (Change Request Management) are often misunderstood as “back-office.” But they’re vital for delivering quality. Make sure your teams know when to invoke them — and how to record their outcomes. A 2-minute log of a problem review can save hours of debugging.
arrow_forward "Why are reviews not a waste of time?"
personAuthor: Process Fellows
Reviews prevent defects, align understanding, and improve quality. They don’t need to be long – just focused and regular. Invest the time here and save more time in testing ,managing defects, implementing bugfixes and re-testing.
# PROCESS PURPOSE
The purpose of the Quality Assurance Process is to provide independent and objective assurance that work products and processes comply with defined criteria and that non-conformances are resolved and further prevented.
# PROCESS OUTCOMES
O1
Quality assurance is performed independently and objectively without conflicts of interest.
O2
Criteria for the quality of work products and process performance are defined.
O3
Conformance of work products and process performance with the defined criteria and targets is verified, documented and communicated to the relevant parties.
O4
Non-conformances are tracked, resolved, and further prevented.
O5
Non-conformances are escalated to appropriate levels of management.
O6
Management ensures that escalated non-conformances are resolved.
# BASE PRACTICES
BP1
Ensure independence of quality assurance. (
O1 )
Ensure that quality assurance is performed independently and objectively without conflicts of interest. Note 1: Possible inputs for evaluating the independence may be assignment to financial and/or organizational structure as well as responsibility for processes that are subject to quality assurance (no self-monitoring).
BP2
Define criteria for quality assurance. (
O2 )
Define quality criteria for work products as well as for process (Task = A definition, but not the execution, of a coherent and set of atomic actions.) and their performance. Note 2: Quality criteria may consider internal and external inputs such as customer requirements, standards, milestones, etc.
Linked Knowledge Nuggets: arrow_forward "Examples of work product quality criteria and where they can be found"
personAuthor: Process Fellows
Examples of work product quality criteria:
Quality attributes like consistency to input, completeness, correctness, traceability, verifiability, etc.. These attributes are often included as part of review checklists to guide structured evaluations of work products.
The "Definition of Done" (DoD) supports as well the idea of work product quality criteria. DoD is a shared understanding within a team of what it means for a (work) product to be considered complete (remark: DoD is not only used for work products, but as well for tasks or user stories). It is a list of criteria that must be met before work can be marked as “done.”
Work product quality attributes are not limited to checklists. They can also be found within guidelines, standards, or best practices documents, providing broader context and ensuring consistent application across teams and processes.
arrow_forward "Process quality checks should not focus on assessments only!"
personAuthor: Process Fellows
Process quality criteria should include verification of compliance with organizational standards, defined processes, and procedures. In addition to internally established quality requirements, externally defined criteria—such as those specified by customers—must also be taken into account.
While Automotive SPICE® is an important framework, it represents only one aspect of process quality. Relying solely on Automotive SPICE® practices is insufficient for ensuring comprehensive quality and compliance. A broader, integrated approach is necessary to meet both internal and external expectations effectively.
BP3
Assure quality of work products. (
O3, O4 )
Identify work products subject to quality assurance according to the quality criteria. Perform appropriate activities to evaluate the work products against the defined quality criteria and document the results. Note 3: Quality assurance activities may include reviews, problem analysis and lessons learned that improve the work products for further use.
Linked Knowledge Nuggets: arrow_forward "Examples of work product quality criteria and where they can be found"
personAuthor: Process Fellows
Examples of work product quality criteria:
Quality attributes like consistency to input, completeness, correctness, traceability, verifiability, etc.. These attributes are often included as part of review checklists to guide structured evaluations of work products.
The "Definition of Done" (DoD) supports as well the idea of work product quality criteria. DoD is a shared understanding within a team of what it means for a (work) product to be considered complete (remark: DoD is not only used for work products, but as well for tasks or user stories). It is a list of criteria that must be met before work can be marked as “done.”
Work product quality attributes are not limited to checklists. They can also be found within guidelines, standards, or best practices documents, providing broader context and ensuring consistent application across teams and processes.
arrow_forward "How to run a lightweight internal process audit?"
personAuthor: Process Fellows
Audits don’t have to be painful. Pick 1–2 key processes. Interview team leads. Sample 2–3 work products. Ask: What’s working? What’s unclear? Capture findings, assign actions. You’ll uncover gold with minimal effort — and strengthen both compliance and team engagement.
arrow_forward "Rethinking review culture – beyond the checkbox"
personAuthor: Process Fellows
Reviews are not a formality — they’re quality gates. Encourage teams to approach them as knowledge-sharing and risk-reduction rituals. Use structured checklists, timebox the sessions, and vary the review focus (structure, content, traceability). Create value, not just evidence.
BP4
Assure quality of process activities. (
O3, O4 )
Identify processes subject to quality assurance according to the quality criteria. Perform appropriate activities to evaluate the processes against their defined quality criteria and associated target values and document the results. NOTE 4: Quality assurance activities may include process assessments, problem analysis, regular check of methods, tools, and the adherence to defined processes, and consideration of lessons learned.
Linked Knowledge Nuggets: arrow_forward "Cybersecurity: Audit or Assessment?"
personAuthor: Timo Karasch
How can you get through the many cybersecurity requirements for suppliers? Some ask for audits, others for assessments. Various standards are referenced, such as ISO/PAS 5112, ISO/SAE 21434, Automotive SPICE®, the ACSMS. Sometimes even ISO 26262 or ISO 19011 come into play!
In this webinar, we will try to bring some order to this audit and assessment chaos. What types are there, what are they used for and when should we carry them out? Based on some recommendations shown in the webinar, all participants are invited to contribute their experiences and problems.
school
Webinar recording and slides
arrow_forward "How to run a lightweight internal process audit?"
personAuthor: Process Fellows
Audits don’t have to be painful. Pick 1–2 key processes. Interview team leads. Sample 2–3 work products. Ask: What’s working? What’s unclear? Capture findings, assign actions. You’ll uncover gold with minimal effort — and strengthen both compliance and team engagement.
arrow_forward "Process quality checks should not focus on assessments only!"
personAuthor: Process Fellows
Process quality criteria should include verification of compliance with organizational standards, defined processes, and procedures. In addition to internally established quality requirements, externally defined criteria—such as those specified by customers—must also be taken into account.
While Automotive SPICE® is an important framework, it represents only one aspect of process quality. Relying solely on Automotive SPICE® practices is insufficient for ensuring comprehensive quality and compliance. A broader, integrated approach is necessary to meet both internal and external expectations effectively.
BP5
Summarize and communicate quality assurance activities and results. (
O3, O4, O5 )
Regularly report performance, non-conformances, and trends of quality assurance activities to all affected parties.
BP6
Ensure resolution of non-conformances. (
O4, O6 )
Analyze, track, correct, resolve, and further prevent non-conformances found in quality assurance activities. NOTE 5: Non-conformances detected in work products may be entered into the problem resolution management process (SUP.9). NOTE 6: Non-conformances detected in the process definition or implementation may be entered into a process improvement process (PIM.3).
BP7
Escalate non-conformances. (
O5, O6 )
Escalate relevant non-conformances to appropriate levels of management and other relevant stakeholders to facilitate their resolution. NOTE 7: The decision whether to escalate non-conformances may be based on criteria such as delay of resolution, urgency, and (Risk = The combination of the probability of occurrence and the consequences of a given future undesirable event.).
Linked Knowledge Nuggets: arrow_forward "Managing quality issues and escalation effectively"
personAuthor: Process Fellows
When quality issues or required corrective actions are not resolved in a timely manner, relevant stakeholders must be informed, as such delays may jeopardize project success.
To address this, a structured escalation strategy is essential. This strategy should define:
Escalation levels
Responsible stakeholders
Escalation criteria and thresholds
Methods and channels for escalation
However, implementing an escalation strategy goes beyond simply initiating escalations. Management must ensure that escalated non-conformances are actively tracked and resolved, with clear accountability and follow-up mechanisms in place.
# OUTPUT INFORMATION ITEMS
13-52
Communication evidence (
O3, O4, O5 )
All forms of interpersonal communication such as
e-mails, also automatically generated ones
tool-supported workflows
meeting, verbally or via meeting minutes (e.g., daily standups)
podcast
blog
videos
forum
live chat
wikis
photo protocol
Used by these processes:
ACQ.4 Supplier Monitoring
HWE.1 Hardware Requirements Analysis
HWE.2 Hardware Design
HWE.3 Verification against Hardware Design
HWE.4 Verification against Hardware Requirements
MAN.3 Project Management
MLE.1 Machine Learning Requirements Analysis
MLE.2 Machine Learning Architecture
MLE.3 Machine Learning Training
MLE.4 Machine Learning Model Testing
PIM.3 Process Improvement
REU.2 Management of Products for Reuse
SUP.1 Quality Assurance
SUP.11 Machine Learning Data Management
SWE.1 Software Requirements Analysis
SWE.2 Software Architectural Design
SWE.3 Software Detailed Design and Unit Construction
SWE.4 Software Unit Verification
SWE.5 Software Component Verification and Integration Verification
SWE.6 Software Verification
SYS.1 Requirements Elicitation
SYS.2 System Requirements Analysis
SYS.3 System Architectural Design
SYS.4 System Integration and Integration Verification
SYS.5 System Verification
VAL.1 Validation
Used by these process attributes:
PA2.1 Performance Management
14-02
Corrective action (
O4, O6 )
Identifies the initial problem
Identifies the ownership for completion of defined action
Defines a solution (series of actions to fix problem)
Identifies the open date and target closure date
Contains a status indicator
Indicates follow up audit actions
Used by these processes:
ACQ.4 Supplier Monitoring
MAN.3 Project Management
MAN.5 Risk Management
SUP.1 Quality Assurance
18-52
Escalation path (
O5, O6 )
Defined mechanisms to report and confirm escalation relevant issues
Identifies stakeholders to be included in the escalation path
Identifies levels of escalation
Used by these processes:
MAN.3 Project Management
SUP.1 Quality Assurance
16-50
Organizational structure (
O1, O5 )
Disciplinary reporting line
Organizational units and sub-units, if applicable
Used by these processes:
SUP.1 Quality Assurance
13-18
Quality conformance evidence (
O3, O4 )
Identifies what (Task = A definition, but not the execution, of a coherent and set of atomic actions.)/activities/process produce the information
Identifies when the data was collected
Identifies source of any associated data
Identifies the associated quality criteria
Identifies any associated (Measurement = “The activity to find the size, quantity or degree of something”.) using the information
Used by these processes:
SUP.1 Quality Assurance
18-07
Quality criteria (
O2, O3, O4 )
Defines the expectations for work products and process performance
Including thresholds/tolerance levels, required (Measurement = “The activity to find the size, quantity or degree of something”.), required checkpoints
Defines what is an adequate work product (required elements, completeness expected, accuracy, etc.)
Defines what constitutes the completeness of the defined (Task = A definition, but not the execution, of a coherent and set of atomic actions.)
Defines what constitutes the performance of the defined (Task = A definition, but not the execution, of a coherent and set of atomic actions.)
Establishes expected performance attributes
Used by these processes:
SUP.1 Quality Assurance
Used by these process attributes:
PA2.2 Work Product Management
13-19
Review evidence (
O3, O4 )
Provides the context information about the review:
what was reviewed
lists reviewers who attended and their area of responsibility
status of the review
Provides information about the scope of the review:
SUP.1
Quality Assurance
