This thesis is a feasibility study for a more comprehensive work at Process Automation (PA) ABB, Västerås. The business units this work is focusing on are Mining and Crane Systems with the mission to map their quality processes within supply collaboration, acceptance control and data such as their supplier’s fault frequency. This thesis was initiated because of an internal audit where these business units at PA received remarks on their long term quality development and that they didn’t calculated supplier faults. To evaluate these business units and to find the root causes of these problems, the involved staff was interviewed and their internal documentation database was examined. The work method that is used in this thesis is ABB’s 4Q and it’s practiced in quality development projects at ABB. The thesis report is also structured after 4Q. From the interviews could the conclusion be made that the remarks from the internal audit was correct, but that the business units had different root causes to their problems. It was made clear that Mining had problems with reporting faults found at site. It’s not possible to calculate metrics, that global ABB determined shall be used, if the occurring faults aren’t reported. A plausible root cause to why there are insufficient faults reported is that the business units’ decision-making authority haven’t succeed to reach out with enough information to the staff about the importance of the process. It has led to a staff that isn’t aware of the real usefulness of fault reporting. Even the 100k SEK guideline showed to be a root cause to the problem. This guideline hampers the possibility to collect relevant data and goes against ABB’s regulations to generate statistics. It makes it impossible to monitor field failure rates (fault at site) when minor fault are ignored because of the guideline. Crane Systems have on the contrary a functioning fault reporting process, but their shortage is in the generating of statistics. Even though the business unit has enough data to calculate and monitor their supplier’s error rate in the forms of lots accepted and PPM, are the statistics not communicated further. The statistics are neither reported internally within the organization, to the supplier or to central ABB. Both product and system managers generate their own statistics for their specific responsibility areas and needs, which mean that the general picture gets lost and the suppliers total fault frequency can’t be found. Summarized are these deficiencies leading to poor feedback to the suppliers about their delivered quality, and consequently makes it hard for the suppliers to know what to improve.