Instructions

Quality and Industrial Performance (QIP) audit sheet is a common questionnaire includes 3 types of aud
1) NSA New Supplier Assessment
Complete system assessment to evaluate potential supplier's manufacturing system.
Need to assess supplier readiness for each 'Requirement'. Basic criteria are a guidelin
Result is a risk assessment, affects to sourcing decision.

2) QSB+ Quality Systems Basics Plus

Complete manufacturing system assessment to focus and verify implementation of QS
All the 'Criteria of Requirement' of questionnaire need to be assessed.
Result affects to QSB+ certification status and Bidlist performance.

3) PCPA Process Control Plan Audit

Product specific audit to verify that processes and controls are in place to ensure that
'Criteria of Requirement', which are linked to product and its processes or scope of au
Result affects to scope of audit (e.g.: Control Shipping removal, Run@Rate result, etc.

With clicking of button of audit type on Header Sheet audit questionnaire will be created automatically w
Audit fields
Requirement
General definition of the intent of requirement.
Criteria of Requirement
Detailed deployment of 'Requirement' in bullet points.
Basic criteria/metrics are identified with Bold type, cover basic key requirements (must have).
Additional criteria/metrics are identified with unbold type, cover additional requirements (recom
Description and examples can be found in presentation and QSB tool box.
Look for
Auditor hints and techniques how and what need to be checked besides 'Criteria of Requireme
Comment
Notes for evidences and non-conformances.

Scoring for NSA

Pts Element Scoring

0 Requirement is not in place, no resources to cover gap, roadblock identified

1 Requirement is not in place, but can be covered by action plan

2 Requirement is in place, but not followed at all company/all the time

3 Requirement is ready for QSB+ assessment

Not Applicable: Question does not apply and not calculated to overall result. Note to e
NA
box.

Scoring for QSB+ & PCPA

 1) Scoring for Implementation of Requirement

Pts Element Scoring

0 No criteria are in place

1 Several basic criteria are not in place

A majority of basic criteria are in place and followed. At least one basic criterion is not
2
Or basic criteria are not in place or followed at all areas of company.
All basic criteria are in place and followed. Some additional criteria are not in place.
3
Or basic criteria are not followed at each job or all the time.

4 All criteria are in place and followed and most additional criteria are followed at each j

Not Reviewed: Requirement not audited at this time (Not part of audit scope, Training R
NR
future review date in Comment box.
Not Applicable: Question does not apply and not calculated to overall result. Note to e
NA
box.

2) Scoring for Effectiveness

Pts Effectiveness Scoring

0 No metrics are in place to evaluate topic effectiveness

1 Some metrics are in place but basic metrics are not defined

2 Basic metrics are in place and followed with targets however deviations from targets a

3 Basic metrics are followed and deviations are managed by action plans but most addit

4 Continuous improvement for key metrics are in place or majority additional metrics ar

Audit Result of NSA

Red/Yellow/Green visualization applied.
Thresholds for result calculation are defined on 2 levels:
1) Threshold on Requirement level
If a Requirement is scored by 0 overall result will go to Red.
2) Threshold on overall level (gives audit result)
Green - 80% or greater with No 0 score - Recommended
Yellow - 60-79% with No 0 score - Recommended with action plan
Red - < 59% or a 0 score - Not recommended
Audit Result of QSB/QIP & PCPA
Red/Yellow/Green visualization applied.
Thresholds for result calculation are defined on 3 levels:
1) Threshold on Requirement level
 If a Requirement or Effectiveness is scored by 0 or 1 Key Element will go Red.
2) Threshold on Key Element level (Not Applicable for PCPA)
Green - 85% or greater
Yellow - 75-84%
Red - < 74% or Red on a Requirement
3) Threshold on overall level (gives audit result)
Green - 85% or greater with No Red Key Element - Pass.
Yellow - 75-84% with No Red Key Element - Conditional Pass - Follow up needed.
Red - < 74% or a Red Key Element - Fail - Workshop/training needed.

Action Plan
All the Red and Yellow scores requires action.
 Instructions

uestionnaire includes 3 types of audit:

l supplier's manufacturing system.

rement'. Basic criteria are a guideline, no need to consider additional criteria.
cision.

cus and verify implementation of QSB+ key elements on shop floor level.
eed to be assessed.
list performance.

controls are in place to ensure that final product is according to requirements.

uct and its processes or scope of audit, need to be assessed.
ping removal, Run@Rate result, etc.) and can affect to Bidlist performance.

naire will be created automatically with 'Requirements' which are applicable.

asic key requirements (must have).

cover additional requirements (recommended best practice).
d QSB tool box.

cked besides 'Criteria of Requirement'.

r gap, roadblock identified

y action plan

mpany/all the time

alculated to overall result. Note to explain why question is not applicable is needed in Comment
ed. At least one basic criterion is not followed.
areas of company.
dditional criteria are not in place.
the time.

itional criteria are followed at each job or all the time.

e (Not part of audit scope, Training Required, Follow-Up Required). Plan to review in future. Give

alculated to overall result. Note to explain why question is not applicable is needed in Comment

ness

ot defined

s however deviations from targets are not managed

aged by action plans but most additional metrics are not defined

ace or majority additional metrics are managed

n plan
lement will go Red.

ss - Follow up needed.
g needed.
 Quality Systems Basics Plus

1) The QSB+ is a questionnaire used to provide objective evidence that satisfies both General Motor's and PSA's Supplier Quality Expectations.

2) Supplier is required to read through QSB+ presentation before filling Audit form in, to understand QSB+ expectation. If needed Supplier can contact approved
3rd party providers for QSB+ training or workshop.

3) Suppliers are required to keep completed copies of the QSB+, and accompanying corrective action plans, covering the prior 12 months.

4) Supplier is required to forward an updated self- assessment with associated action plan every 12 months after initial certification or 60 days after any key
management change (Plant manager, Quality Manager or Operation Manager) or repeat Quality issue.
If self-assessment is missed to submit, certification can be revoked.

5) Self-assessment audits can not and will not be certified without verification by customer SQD or customer representative.

6) Overall scoring of 85% or greater without any Red key elements will be certified.

7) QSB+ certification is valid for a 3 year period.

It is important to note that this certification can be revoked at any time during this period if it has been determined that a supplier's quality performance has
deteriorated.
QSB+ elements can be checked by PSA or GM during post certification visits, compliance audit or PCPA.

8) A List of Approved 3rd party providers is available.

9) Any questions about audit or audit procedure should be addressed to responsible GM SQE or PSA SD Site.

10) The results of the audit in no way absolve the supplier of its responsibility in relation with its commitments toward local regulation and its customers
requirements.

GM Specific Clauses

1) Quality expectations are addressed in the Global Supplier Quality Manual (GM 1927).

3) Latest audit shall be uploaded into GQTS Supplier Cert Tab.

5) GM SQD can input a forecast date by sending self assessment to SQ Cert mailbox with Self Assessment in subject line.

6) High number of customer claims DUNS location will be required to put customer claims reduction activities in place - certification will only occur after 60 day
review period of customer claims, reduction activities ( see question FRE ) min 15% improvement.

7) The certification status will be made available for viewing in the 'Certification' module in GQTS.

8) A List of GM Approved 3rd party providers is available in Supply Power:

SupplyPower / Document Library tab / Supplier Quality folder / 3rd Party Provider Management folder

9) QSB+ presentation and toolbox is available in SupplyPower.

Presentation:SupplyPower / Document Library tab / Supplier Quality folder / GM1927 Global Manual folder / GM1927-36
QSB+ toolbox: SupplyPower / Document Library tab / Supplier Quality folder / QSB+ toolbox folder

PSA Specific Clauses

1) Quality expectations are addressed in the document Manuel de la Relation Fournisseur (MRF).

3) Latest audit shall be forwarded to PSA SD Site responsible for the plant.
 Acronym Definition
5S Methodology of a workplace organization & continuous improvement
6 sigma Set of tools & strategies for process improvement
7 Waste Correction, Overproduction, Motion, Material Movement, Waiting, Inventory, Processing
8D 8 Disciplines of Problem Solving
AIAG Automotive Industry Action Group
AVIEXP Despatch Advice. Message sent through EDI connexion just after shipping
B/P Break Point
Bottleneck A bottleneck is any resource whose capacity is less than demand
BTAB Business Transfer Approval Board
C.A.R.E. Customer Acceptance Review & Evaluation
Constraint Worst bottleneck which defines system output
Containment Action to contain non-conformance (usually sorting) till countermeasure or corrective action implemented
Corrective maintenance Maintenance operations performed after breakdown
Countermeasures Temporally action to replace containment action till corrective action implemented
CP Control Plan
CQI audits AIAG Special Process Assessments
CS Controlled Shipping
CST Customer Specific Tool which owned by customer or dedicated to a specific product (non-versatile)
DFMEA Design Failure Mode and Effect Analysis
Dirt It is an undesired foreign inclusion affects to appearance
EDI Electronic Data Interchange. Several standards available: ODETTE (Europe), EDIFACT (World), ANSI ASC X12 (N. America)
e.g. For Example
EI Initial Samples
EP Error Proofing
etc. Et Cetera / and other thing
FIFO First In, First Out
FMEA Failure Mode and Effect Analysis
FTQ First Time Quality
Gage R@R Gauge Repeatability & Reproducibility
GD&T Geometric Dimensioning & Tolerancing
GP12 Global Procedure #12 (Early Production Containment)
ID Identification
IpB Incident per Billion
IT Information Technology
Kanban Scheduling system for just-in-time production
KPC Key Product Characteristic
Level 1 maintenance Basic maintenance operations performed by manufacturing
Contract between a supplier & a customer to define logistics rules, that have to be respected to insure the correct realization of the various
Logistic protocol
logistic processes
LPA Layered Process Audit
MIFA Material & Information Flow Analysis
MPS Master Production Schedule
MRP Material Requirement Planning
MTBF Main Time Before Failure
MTTR Main Time To Repair/Recover
NC Non-Conforming
P/N Part Number
PCP Process Control Plan
PFMEA Process Failure Mode and Effect Analysis
PM Preventive Maintenance
PPAP Production Part Approval Process
PPAP WS PPAP Worksheet (GM1411)
PPE Personal Protective Equipment
ppm Part Per Million
PPSR Practical Problem Solving Report
Preventive maintenance Maintenance operations planned and performed to prevent breakdown
R@R Run at Rate
Rotation Index Time for a packaging to go through the full packaging loop (full/empty)
RPN Risk Priority Number
RR Risk Reduction
S&OP Sales and Operations Planning
Sediment Small particles of material that will adversely affect the function of the product
SMED Single Minute Exchange of Die
SOR Statement of Requirement
SP Spare Part
SPC Statistical Process Control
SPM Strategy and Project Management
SQ Supplier Quality
SWI Standardized Work Instruction
TPM Total Productive Maintenance
TR Training
VOC Voice Of the Customer
VS Verification Station
VSM Value Stream Mapping
WI Work Instruction

537712621.xlsx Glossary 9
WIP Work In Process

537712621.xlsx Glossary 10
 Quality & Industrial Performance

QSB+ : Quality System Basics Plus

Supplier Site Identification
Supplier Name

Supplier Location

Supplier DUNS / COFOR

Supplier Self Assessment

Self-Assessment Date

Supplier Contact

E-mail and phone number

On-site Customer Assessment

Audit Date

Auditor Name

E-mail and Phone Number

 Supplier Name 0 Scope of Audit QSB+ : Quality System Basics Plus

Supplier Location 0 Audit Date 0

Supplier DUNS / COFOR 0 Auditor Name 0

Self Assessment Scoring Customer Audit Scoring

Key Elements Potential Total % Status Potential Total % Status Comment

1 Fast Response FR 0 0 NR NR 0 0 NR NR

2 Control of Non-conforming Product CNC 0 0 NR NR 0 0 NR NR

Verification Station &

3 VS&EP 0 0 NR NR 0 0 NR NR
Error Proof Verfication
4 Standardized work SW 0 0 NR NR 0 0 NR NR

5 Training TR 0 0 NR NR 0 0 NR NR

6 Layered Process Audit LPA 0 0 NR NR 0 0 NR NR

7 Risk Reduction RR 0 0 NR NR 0 0 NR NR

8 Contamination Control CC 0 0 NR NR 0 0 NR NR

9 Supply Chain Management SCM 0 0 NR NR 0 0 NR NR

10 Managing Change MC 0 0 NR NR 0 0 NR NR

11 Maintenance MAI 0 0 NR NR 0 0 NR NR

12 Manufacturing & Material Flow Mngt MMFM 0 0 NR NR 0 0 NR NR

13 External Logistic ELG 0 0 NR NR 0 0 NR NR

If any of Requirement is scored by 0 or 1 Key Element goes to Red
Audit Summary Green - 85% or greater with No Red Key Elements
Total Score
0 0 NR NR 0 0 NR NR Yellow - 75-84% with No Red Key Elements
Red - < 74% or a Red Key Element

Green - Pass
Audit Result Fail Yellow - Conditional Pass - Follow up needed
Red - Fail - Workshop/training needed

General Comment
 Supplier Original Current audit Revised
Item Requirement Criteria of Requirement Look for Comment
score QSB+ score QSB+

Fast Re
1) There is a daily Fast Response (FR) meeting with cross-functional attendees and led Attend FR meeting. Observe:
by manufacturing. - lead by manufacturing with cross -functional attendees,
2) The FR meeting is a communication meeting and a precise timing is respected. - how leader controls the FR meeting (keep timing max 10-20 minutes,
Daily leadership meeting held with cross- 3) All the significant external and internal issues are addressed. focus on subject, not going to the details...),
FR1 functional, multilevel attendees to address 4) Natural owners are assigned to problems, next report out date is assigned. - environment is suitable (everyone can hear and see the meeting),
significant external and internal concerns. 5) Take into account the production forecast and the quantity produced. - how issues reported out.
6) Safety and near miss accident issues are reported out. - Problem Solving report format is used for report out and document the
status of the issue.

1) Fast Response board is used for tracking of issues, being updated before FR meeting - Prior to the audit check last customer complaints focus to open ones.
(board could be a dry erase board, laminated poster, Excel sheet projected by beamer - Prior to the FR meeting ask if there are any significant internal issues.
etc.) - Check the board if it contains above described external and internal
2) Method of communicating problems to all Key Stake holders is defined (e.g. Quality issues.
Alert, Temporary Work Instructions, By-Pass Procedure etc.) - Follow an issue from FR Tracking Board through the exit criteria
Fast Response Board tracks all major 3) Exit criteria represent the core 6 Steps of problem solving (1. Define 2. Contain 3. confirming actions are in place & all documentation has been updated.
FR2 concerns with appropriate timing and exit Root cause 4. Correct 5. Validate 6. Instutionalize) including timing for each of the exit - Check few statuses if they are rated well based on their timing, judge
criteria. criteria. few N/A items whether they do not need to close the issue.
4) All the exit criteria are statused (Red, Yellow, Green), red items have a planned date
to go green with next steps. Problems are not closed until all criteria is met. Overall
status represents the worst condition or overall planned timing has been exceeded.

1) System in place to support respond to the concerns of the operator. - Ask operators how they can escalate their issues.
2) Escalation process is defined in order to ensure that problems quickly communicated - Andon system or similar in place, if applicable.
System is in place to ensure fast response to to people who can help. - Test andon's function and response to request (Light Boards, lamps,
FR3 operator's concerns and information flow 3) If there is more than one shift, all the information which can affect to next shifts have or audio signals work, support arrives soon).
between shifts. to be passed across and documented. - Participate at shift change, check shift book and information shared.
4) Manufacturing leadership reviews shift book daily to verify proper containment or corrective
action done, decides further escalation to FR meeting.

1) Standard process (PPSR, 8D or equivalent) used with a format that follows the core - Prior to the audit check last customer complaints focus issues where
"6 Steps" of problem solving (1.Define, 2.Contain, 3.Root Cause, 4.Correct, 5.Validate, root cause found and corrective action implemented.
6.Institutionalize). - Verify that problem solving used efficiently, all the core "6 steps"
2) Analysis process is developed and applied for all the customer returned parts. applied, specially that real main root cause found and action
A defined process for Problem Solving 3) Problem Solving forms used across the plant for internal, customer and supplier implemented against the root cause.
FR4 including a standard for documenting the tools issues. - If no customer complaint issued verify via an internal or sub-supplier
used for root cause identification. 4) Evidence of cross-functional team approach and team members got the necessary issue.
trainings about problem solving methods applied. - Check a Drill Deep (5 whys), main systematic root causes found.
5) Tools for identifying root cause are applied (7 diamonds, 3X5 why to correct systemic
issues, Fishbone Diagram etc.).

1) Electronic form or database is used to document Lessons Learned. - Ask people for examples how they are using Lessons Learned system.
2) Method which assures implementation supported by evidence of review dates, - Check 6th step of problem solving (Institutionalize) via examples of
distribution lists, or posted Lessons Learned as well as reviewed by Leadership. point FR4. Check Drill Wide or 8th step of 8D of last customer
3) Institutionalization (readacross) is applied for all the issues where problem solving complaints.
A system to capture and institutionalize done.
FR5 lessons learned. 4) Completed Lessons Learned information which is easily retrievable by all who need
the information. (e.g. Master FMEA, APQP Program check list reviews).
5) A process to collect suggestions of personnel is put in place and contribute to Lessons
Learned and process improvement.

1) Tracking of safety related metrics (e.g.: accident without lost working days, - Prior to audit check number of last 12 month PRRs. If higher than 24,
distinguishing lost time accident & no lost time accident etc.). Lead time to solve safety do not count line accumulation ones, or trend is significantly negative
issues. special PRR reduction team has to be established.
2) Quality Q or other method to track FR performance is posted and up to date. - Check last customer complaints whether due dates kept. If not
3) Tracking of total amount of significant internal and customer complaints based on their trend reasons for delay, actions need to be addressed.
Targets are defined and followed to ensure and statuses (not responded, open, or in delay and closed in time) and average closing timing. - Check red items percentage, evaluate actions addressed to eliminate
FRE effectiveness of fast reaction for external and 4) Tracking of the repetitive issues occurred after corrective action implemented. roadblocks.
internal issues. 5) Continuous improvement data for line stoppage/downtime from Andon. Evidence of periodical review of average closing time for each exit
6) Location with a high level of customer complaints (>24 complaints in last 12 months) criteria and set action plan for any deviation.
shall have a special team created to work on complaints reductions - performance shall
be tracked at FR meeting on open issues list.

Total Score: NR NR
Status NR NR
Control
1) Development of processes integrates traceability requirement (including tier parts) - Check parts in process and suspected material that last operation
agreed with customer and applied at each stage of the manufacturing process. performed is identified.
2) Quality status of the product (physical or data-processing) and last operation - When traceability is required check it via a part. If you have unitary
performed are identified in entire process. traceability on a parameter or a component: choose a finished product
3) Equipment and stock areas are designed to facilitate FIFO and allow to identify easily and ask for the component / process "value" associated with the
the non-compliance with FIFO . product.
Traceability rules are applied according to the 4) When FIFO cannot be strictly respected (derivative flows), rules are defined to - Assure that LPA check sheet is assuring traceability application.
CNC1 class of traceability of the finished product minimize the disturbances (ex: stock rotations). - Precision Calculation: check how many finished products must be
and FIFO is kept. 5) "Quantitative" approach is taken into account to determine theoretical suspected batch size. verified if an incoming part, a process parameter or a rework process
"Precision Calculations" (Dilution calculation) are carried out and rules/procedures are defined failed.
to comply threshold of Dilution.

1) Consistent tagging & Visual management (foot print , labels,..) procedure is defined - Check in shop floor that identification tagging system is used in all
and kept in entire organization to ensure that identification and handling of NOK or areas including documentation (check incoming, working stations,
suspected material is in place to avoid mixing with normal parts. control station, rework) and including visual management like foot print,
2) If random checks (e.g.: sample check, product audit) find NOK part, it is ensured that colour coding, labels etc.
all the parts produced from last known good parts are handled as suspected. - Ask operators that every one in shop floor is understanding colour
Nonconforming and suspect material are 3) If red tags are used for both scrap and suspect material, tag must have disposition. coding used inside the organization.
CNC2 identified and segregated in order to prevent 4) NOK parts are segregated, recorded and their storage is managed including - Scrap boxes size should match with part size.
them from unintended use. Quarantine area which has authorized access and quantities in quarantine are - Verify quarantine, access is defined, quantity is controlled Verify that
controlled. avoidance of mixing NOK part ensure via layout of workplace, handling
5) Decision rules and responsibilities are defined, escalation process is established. and storing of NC parts.
6) Risk of mixture NOK parts with conforming parts is analysed and action addressed.

1) Alert process is defined on the basis of the severity level of non-conformity and Review - FR board and check open issues has quality alert posted
applied for both external and internal issues once problem occurred at least as per FR - Check Quality Alert is clear , understood by team , and posted in
issues. stations needed (Operation , Quality )
2) Alert includes minimum problem definition, the standard and deviation from - Customer and tier supplier contact list are available
Alert is issued for significant issues to ensure standard, tasks, time line.
CNC3 communication and action for stakeholders. 3) Escalation process is put in place with internal/external distribution and notification
(Contact list for customer and tier suppliers exits).
4) The standard defines the criteria of withdrawal of posting.

1) Containment worksheet or equivalent contains all the potential locations and - Verify that Containment Worksheet is used before initiating any
quantities including physical quantities and status (OK/NOK). containment.
2) Containment area is separated from production line, standardized work is applied. - Check Containment Worksheet contains all the potential locations.
3) Containment process systematically includes securing of stock and pipeline and - Check that countermeasures are put in place for each Alerts.
application of immediate countermeasures to guarantee conformity of production and - Ask team member about containment and its rules.
deliveries , break point identified to customer. - Ask one team member perform who containment in any FR issue, how
4) Containment actions are defined for each customer issues and verified in order to prevent he did the containment and how he filled the Containment Worksheet.
Containment is segregated and standardized, further defects, breakpoint are documented and communicated to all involved parties.
CNC4 all the potential quantity and location of 5) Exit criteria are defined to stop countermeasures.
suspected material are identified.

1) Prohibited or authorized rework operation clearly defined. Authorized rework - Rework is part of Process Flow.
operations have to be part of part/process approval. Parts waiting for rework have to be - Potential failure modes of rework are detailed in PFMEA.
handled as suspected parts. - Check rework station, standardized work is applied.
2) Failure modes of rework are considered in PFMEA, identified in Process Flow with its - Check if team members understand rework identification process and
reintroduction at or prior of removal point. follow one rework part , how handled , identified , and how reintroduced
3) Reintroduction of reworked part includes all downstream checks and colour coding back to line.
in order to ensure that all control plan inspections & tests to be performed.
4) If a rework needs to applied which is not part of approved process, authorization (if
Rework or repair is standardized, performed needed includes customer) and releasing responsibility is defined.
CNC5 only with necessary authorization and process 5) Re-use of components is considered as a rework operation. The component re-used must
of reintroducing parts back to line . be traced on the finished product.
6) Each reworked part is traceable via an identifier, documented serial number etc.

1) All the parts which have deviations are handled as suspect parts. - Site history of requests for deviations.
2) Deviation is approved according to customer requirement, deviations are granted for - Procedures and forms used on site.
a limited period or a defined quantity of parts. - Check PPAP WS for GM.
3) Traceability of the parts delivered under deviation is guaranteed. Manufacturing - Check 'Request to deliver non-conform product' for PSA and initial
Parts which have deviations but approved by
batches are identified. samples are available for deviations.
CNC6 customer are managed; traceability of
4) Impact of deviation on process and product is analysed and based on its result all the - Multiskill approach for the decision for initiate deviation request.
concerned products are guaranteed.
responsible parties have to be included to communication and decision about usability of - Evidence of traceability.
deviated parts.
 1) Dilution calculation: affected batch size vs. containment worksheet in case of internal - Prior to audit check Controlled Shippings and customer complaints link
or customer complaint. to control on non conforming product.
2) Performance metrics such as scrap rate (internal ppm), rework percentage, FTQ,VOC - Verify that containment driven back to the source of error.
etc. are established and followed at all levels of the operation. - Verification of countermeasure action.
3) Tracking of customer complaints caused by rework, B/P violation, known NOK parts
Targets are defined and followed to reduce shipped.
CNCE scrap and increase First Time Quality at all 4) Costs of poor quality (incl indirect costs: sorts,...).
levels of operation. 5) Tracking of number of containment at customer and in-house.
6) Tracking time in containment (e.g.: long lasting CS).

Total Score: NR NR

Status NR NR

Verifica
1) Verification Station strategy is defined on procedure/instruction level contains - Ask for set up a Verification Station for a theoretical problem and
selection of VS place, guideline for alarm limit and definition of escalation route. check that conditions are defined to establish VS in short time.
2) Characteristics have to be checked 100% are defined and Verification Station needs - Check a verification station, is clearly identified, developed acc. to
to be developed according to standardized work requirements. standardized work: instruction developed, layout defined to avoid
3) Customer complaints have to be always covered in verification station. bypass and mixing of parts, training and necessary certification done.
4) Permanent verification station is implemented based on customer requirement. - C.A.R.E is implemented for GM Powertrain suppliers.
A system in place focuses on Building Quality 5) Exit criteria is defined to remove non permanent Verification Station and approved by - For PSA suppliers final inspection implemented as Verification Station.
VS1 in Station through prevention, detection and Quality. - If needed, VS capacity confirmation via "limited" R@R.
containment of abnormalities. 6) Impact of VS on capacity of the line is verified.

1) Results of controls are recorded and posted at or near VS. A real-time follow up of - Tally Sheet posted at or near the Verification Station, filled in properly.
results is applied. - Ask VS operator about escalation. When and who to call,
2) Escalation procedure is defined and followed when Alarm limit reached. who responded and when.
Alarm system is defined and performance 3) Issues are documented and countermeasures are applied immediate. - Check results back, proper escalation was done when alarm limit
VS2 tracked for defects entering Verification 4) The decision criteria to stop production are established. reached.
Station. - Alarm limits are reasonable: e.g.: 1 for customer complaint, GP12, CS.

1) A problem resolution management is quickly applied directly at the workstation. - Check problem solving was applied, corrective actions were defined
according to escalation route, following problem solving process. against main root cause (not re-training of operators).
2) When alarm limit reached, an upstream reaction process is defined. - Verification station is owned by management.
Problem solving process is applied, 3) Leadership reviews verification station results and follow up of action plan, if needed
VS3 communication in place for defects leaving institutionalize/read across its results.
station. 4) In case of lack of detection of non-conformance part, verification station controls have to be
re-evaluated and improved.

1) A master list of error-proofing devices is available including description of - Participate at an Error Proofing verification, check process kept and
verification (self or with master samples). documented well.
2) Each error-proofing device/system and its master samples are clearly identified and - Identification of EP devices on shop floor & coherence with the list.
managed. - Records of verification (control plan, start-up work instructions).
The Error Proofing devices are identified, 3) Error-proofing devices are verified regularly with master sample at least once per - Check identification, conservation, easy access, calibration of master
EP1 managed and regularly verified. day, but at all part number change and start-up (including after significant production samples.
stop). - Work Instructions for verification.
4) Verification documented with operator sign off. - Is Gage R&R result less than 10%?
5) When it is applicable, Gage R&R are been conducted to confirm EP efficiency.

1) All the EP failures have to be documented and reaction plan includes who is notified - Ask people who make EP verification about his/her responsibility in
and actions to be taken. case of EP failure and escalation process.
In the event of Error Proofing devices 2) All the parts produced since the last OK verification have to be handle as suspected - Check back records that containment were done for all the EP failures.
malfunction, the suspect products are material and apply containment.
EP2 managed. 3) Corrective actions to fix Error Proofing device failure is documented.
Reaction to failures, corrective actions and 4) In the event of error proofing devices malfunctioning or unavailability, production is
reverification are documented. stopped until capable substitution processes/control are identified and handled as by-
pass process.

1) Performance Graphic, Q chart or report card (i.e. calendar days-red/green, I-chart - Prior to audit check customer complaints caused by failed error
etc.) showing feedback from downstream and upstream processes. proofing or no detection on verification station.
2) FTQ or internal scrap metrics showing improvement trend, reduction of - Any long lasting CS, GP12 or temporally verification station. Actions to
events/defects over time. close them.
3) Verification station applied flexible, alarm limits are reviewed continuously. - Review charts, verify action brought expected result.
4) Tracking of error proofing failures. - Check how often the alarm limit reach: no alarm=no improvement.
- Check that verification station(s) selected efficiently:
1. review data: customer complaints (any major or repetitive issue),
Targets are defined and followed to evaluate CSs, GP12, FTQ results, high RPN items from PFMEA, process
VSE Verification Station effectiveness. capability data.
2. Based on data reviewed, evaluate if Verification Station(s)
implemented to right place or there is a need to implement a new
one(s).
- Verify that Error Proofing verification frequencies are reasonable.

Total Score: NR NR

Status NR NR
Standar
1) Relevant safety standard are applied for each workplace. - Check on shop floor potential safety issues e.g.: hidden corners,
2) Design of general and workstation layout considers safety aspects to avoid potential potential accidents, pedestrian way, colour coding on floor, noise,
safety risks. temperature etc.
3) Rules related to ergonomics of workstations are defined and applied for each - On the shopfloor, appreciate the level of light, the temperature
workstation design. They take into account the environmental conditions. (cold/hot), the level of noise, the loads carried by operators, the level of
The workplace environment are safe and
SW1 ergonomic.
4) Operators are involved in workstation design (ergonomic workstream) and major player in work (hands up...).
the qualification process which always includes safety and ergonomic aspects. - Look for result of ergonomics evaluation.
- Look at a "painful" workstation. Is there a specific Verify its action plan.

1) A process to define layout including internal stock or buffer is available. - Check workplace organization and visualization at several different
2) Organization of workplaces are suitable to ensure compliance with the FIFO including places (incoming/storage area, work stations, maintenance room).
repackaging operations. - 5S audit records and verify actions implemented for findings.
3) Systematic approach for all the workplaces organization (like 5S) is implemented and - Layout is in coherence with the workstation.
The workplace are clean and orderly arranged maintained. - Method for waste elimination is applied (VSM, 7 Waste etc.) and
SW2 in order to contribute to higher quality and 4) Visualization is used in the shopfloor periodical review minutes are available.
optimization. 5) A continuous improvement and optimization / waste elimination process is in place related to
workplace organization.

1) Standardized Work Instruction (SWI) are available for each operation. - Work instructions at different workplaces (manufacturing, quality
2) SWI covers the whole of the produced references and line balancing means levelling of control, material handling/logistic), check:
the workload across all workstation. 1. Easy availability,
3) Revision history is traced back for process/product changes. 2. Compare instructions to work performed by operators. Observe 3 full
4) SWI are developed by cross-functional team and includes at minimum: cycles of the job in station & verify that the Major Steps, Key Points are
- Work elements including quality controls and their sequence, followed Reason is understood,
- Operator movement with sketch of work flow, 3. Controls listed in Control Plan is added to SWI, efficient time
- Takt time and overall cycle time, allocated for quality checks.
- Standard in-process stock, - Try to perform an manual operation based on SWI, check all
- Required PPE and safety requirement if applicable, necessary information, hint, key points... described to perform
Working instructions are standardized and
SW3 available for each workstation.
- Support description with pictures, sketches and images, operation.
- Reference to product/process/control standards. - Ask few operators to explain SWI. Does operator understand it?
5) For each work element, instruction describes: - Various balances are managed for different planned production
- Major Steps (What), outputs and product mix (e.g.: modification of line speed).
- Key Points (How),
- Reason (Why).
6) SWI is posted near or at the operation.

1) Start-up instruction are available (can be cover in SWI or checklist) for manufacturing - Take 2-3 Start-up instructions for automatic equipment and verify
operation and tool change/set up. content.
2) A Start up process is applied at beginning of shift, part number change, after - Ask a set-up person about roles of set up.
significant production stop (planned or unplanned) and documented. - Evidence of traceability between parts produced & 1st off part.
3) Start up instruction includes a list of the checking tasks to be carried out and - Check back records for start up activities and verify:
recorded: - exact date of start-up documented
- availability and functionality of all the manufacturing and - set-up parameters recorded and within tolerance
control equipment, error proofing and PPE, - first-off parts result
- process/product parameters with tolerance limits, - in case of any deviation action initiated and result verified.
The operations to validate the start of
SW4 production are described and applied.
- availability of components and materials,
- environmental conditions at the workstation (cleanliness, lighting,…).
4) All activities/operations to be carried out prior to tool installation are defined (e.g.: pre-
heating of tool).
5) Start up instruction defines first-off parts validation. Traceability to be ensured till
validation completed, result is documented.

1) Responsibilities for definition of samples are established (including customer if - Verify that boundary samples are available for operators.
required). At boundary samples tolerances for each characteristic and decision criteria - Check that samples represent typical failures.
are clearly established. - Ask operator when they using samples.
2) Samples (some cases they can be replaced by photos) are clearly identified and in - Verify sample storage condition.
Reference parts and boundary samples are accordance with latest design and approval status. - Evidence that samples used for training.
SW5 available and managed in order to confirm 3) Usage of samples are described/referred in instructions, used in training process. -They have easy access in area where they are used, storage
inspections. 4) Samples are periodically reviewed and its result is documented based on acceptance preserves original condition.
criteria and customer feedback/complaint.

1) All the gages are periodically calibrated and recorded according to procedures, - Check several gages in different area (production, lab, incoming,
ensured that only calibrated gages are in use. storage) for:
2) If calibration performed in-house, necessary skilled staff, equipment and facility are 1. identification,
available, if outsourced external laboratory accreditation is verified. 2. calibration status and their record,
3) The capability of the measurement systems/equipment (Gage R&R) is periodically reviewed 3. proper usage and storage (ask operators about usage and handling
according to procedures. of gages, are aware about risks of damaged gage).
The capability of the control devices is 4) The acceptance criteria are defined for calibration and capability. - List of gages contains identification and calibration period.
SW6 checked prior to using them in production 5) For each deviation/non-conformity or equipment exceeding calibration due date, - Check schedule for calibration.
process and it is periodically verified. containment and corrective actions are defined and validated and followed by Quality - Verify a work instruction for a gage (see the acceptance criteria).
Manager (apply handling of non-conformance). - Gage R&R are been conducted to calibrate operators from shift to shift
6) Standardized Work is applied for gage instructions. / line to line.
 1) Tracking of external and internal issues created by not well defined working - Prior to audit check customer complaints where root cause is linked to
instruction. Standardized Work (working instruction not detailed, wrong set up etc.).
2) Layered Audit result related to non compliance of Standardized Work.
3) Direct labour efficiency (ratio of real number of parts produced against the theoretical
number to be produced during the opening time).
Target defined and followed to optimize
SWE processes
4) Cycle times levelling.
5) Capability & calibration follow up indicators (e.g.: number of late calibration).
6) Tracking of downtime and/or scrap rate caused by set up.
7) Ergonomics evaluation rate.

Total Score: NR NR

Status NR NR

Trainin
1) The training process covers the entire staff of manufacturing, logistics and the - Verify at different workplaces whether their operators got the training
support functions including temporary employees. from certified trainer.
2) Internal trainers are identified and qualified to ensure that only certified trainers train. - Record of Internal Qualified Trainers.
3) A graduating step approach is developed and applied for each training activity, such - Ask operators how they were trained (e.g.: according to 4 Step).
Training process is defined. Organization, as the 4 Step (Job Instruction Training) process: 1.Prepare, 2.Demonstrate, 3.Try-out - Rules for Graduation Process is described at Training Procedure.
TR1 methods, skills and facilities are available for performance, 4.Follow-Up.
training activity. 4) Dedicated infrastructure (outside of the process) for hands-on training simulating production
conditions, if possible.

1) A safety policy is defined and communicated to all staff. A Safety handbook is - Safety manual & policy.
established and regularly updated in coherence with the policy. - New employee training covers safety requirements.
2) An organization is defined according with policy and local legislation with suitable equipment - Ask operators, who works on station where safety requirement
and qualified people. established, about awareness of safety rules.
3) Training needs for safety are defined based on the risk assessment linked to the industrial - Organization chart: responsibility for the safety is defined.
Training needs for safety are identified and
TR2 trainings performed for all the relevant people.
domain and specific work station. - Facilities on site: infirmary,…
4) Based on safety training needs all the relevant staff is trained in two levels: 1.basic - Safety standards are kept e.g.: PPE, circulation on the shopfloor, risk
training about general safety rules, 2. individual job training, if applicable. related to process (stamping,...).
5) Visitors safety is managed; Standards & Equipment are available (quick training, suitable - Signs, posters on the shopfloor, line marking, behaviour of logistic
safety devices are at disposal). employees.

1) Basic training are given to each new employee which minimum includes: - Check if the Individual Job Training has all training content need to
- New hire orientation, perform the task.
- Knowledge & respect of the product (including management of key - Check Individual Job Training records for different job element
characteristics), (operator at a working station, quality controller, team leader, a support
- Perform proper record keeping (production/quality), function)
- Understand work place organization responsibility, - Ask to team member to explain the documentation regarding quality,
- Quality requirements (containment, red-bins, andon, etc.), workplace organization, escalation process.
- Escalation procedure (are the right people notified during a problem). - Verify few operators whether following Standardized Work Instructions
Basic and individual job training needs are 2) Individual job training is documented for each employee showing training needs, skill & know the quality and productivity requirements.
TR3 identified, their content are formalized and all or knowledge level of the job, who trained them, timing of operator sign off. - Check few working stations and verify that training records are
the trainings are recorded. 3) Individual job training is held in case of change in training content or need (e.g.: available to the latest working instruction level.
Working Instruction change). Traceability for latest change is ensured. - Verify if there's employee that go back to the operation after specific
4) Documentation, scheduling, and tracking forms for employee refresher training if they have period out of operation without refresh training.
not performed that job within a specific duration.
5) All the training activities are documented, records are available and easily retrieved.

1) Qualification levels are established. For each one of them, measurable criteria are - Check several operations where result depends on Subjective
defined. Decision. Check the record of calibration process, frequency, results
2) A calibration process is in place for all the people making check operations where result and action plan.
depends on subjective decision. - Chart showing cross training/certification level in a cell or work area
3) Flexibility Chart or equivalent posted at all operations or work area which such as a flexibility chart.
- contains numbers of qualified people per each workstation as well as workstation per - Look for a job rotation plan or log. How often does team rotate?
person are targeted; associated action plans are implemented, - The number of Team Members certified per station should support the
Operator qualification process for each job - indicates the steps in training & skill qualification level achieved for each job, Job Rotation Plan.
position and workplace is applied, including
TR4 re-qualification if needed to ensure that only
- has been updated. - Check if the training procedure describe the Re-Qualification process
4) Criteria to revise qualification level are defined; they take into account the operational - Check if a Re-Qualification Process (Employee Performance Review)
qualified people performs the job. results at the specific workstation, the result of the layered audit, time off job etc. is in place. Evaluate if an action plan was generated in case of Low
5) If re-qualification failed actions are implemented to reach required qualification level again Performance .
including re-assessment or degrade qualification level.

1) Process in place to recognize employees achievements. - Check how the leadership is promoting the recognition (e.g.: 7
2) Individual objectives are in line with the site targets and are regularly reviewed, evaluated Recognition Success Factors).
with feed back to the employees. Individual interviews are systematic for the whole of staff. - What kind of system does the supplier use to receive feedback from
A process of motivation (individual recognition 3) Process in place to collect and address employee grievances with short and medium term the employees?
TR5 /reward) is implemented. The policy is defined improvement actions established. - Check if the actions plan regarding employee grievances are "on
and managed. track".
- Verify if the individual objectives were deployed from the Business
Plan.
 1) Flexibility target (number of qualifications per employees & number of employees - During audit check how team members follow general procedures
qualified per workstation). (e.g.: handling of non-conforming material), as a confirmation about
2) Layered audit results related to people awareness of procedures (e.g.: standardized training effectiveness.
work, safety requirements, material handling, workplace organization etc.). - Check all the findings found during audit which can be linked to lack of
3) Number of re-training needed in same subject (failure of first training). training. (root cause of deviation is lack of knowledge). It affects to
Metrics are defined and followed to ensure 4) Training assessment by trainee. effectiveness of training.
TRE effectiveness of training process. 5) Internal and external issues due to the lack of training. - Does supplier measure the turnover in their departments (fluctuation) -
6) Employees satisfaction survey. reason why?

Total Score: NR NR

Status NR NR
Layered
1) Written Procedure: defining the rules of LPA. - Verify if the LPA procedure define:
2) Layered Audit Check Sheet: developed and applied for all manufacturing & material - Frequency
handling (logistic) areas. LPA Check Sheet shall define what to "Look For". - who shall perform the LPA
3) LPA Check Sheet comprise the following elements at minimum: - how to conduct the LPA (standard method)
- Safety and Ergonomic items - how to record and treat issues
- proper safety practices and PPE are being followed. Examples of fields in the LPA check sheet form:
- Manufacturing/Material Handling (logistic) items Safety
- Standardized Work are being strictly followed, - PPE: the team member is using all the posted Personal Protective
- Workplace Organization standards are maintained, proper tools, gages and materials Equipment
are available & used, Manufacturing/Material Handling
- Operators work according to Flexibility Chart, - Work Instructions (for example: Standard Operation Sheet, Job
- Standard in-Process Stock are according to Standardized Work, Element Sheet).
A generic Layered Process Audit (LPA) is - FIFO is being followed. - Proper tools, gages and materials available and used.
LPA1 established. - Quality Focused Quality Focused
- Required quality controls completed and documented acc. to Process CP, - Ensure control of significant process elements which can impact
- Error Proofing verification done and documented properly. areas such as Customer Satisfaction, PPM, Warranty.
4) Training of auditors: using a standard method for LPA (choose the workstation, - Ensure control of high risk elements including: Operator/ Process
conduct the audit, give feedback, document results and conduct follow up). Sensitive Operations, Key Process Control Operations/Checks,
5) LPA is applied for standard processes of supporting functions and Internal Process specific Mandatory Assembly Sequence Operations.
audits are performed (i.e. Process/Commodity Specific Audit , CQI audits etc.). - Verify that auditor understood the questions, LPA check list filled in
properly: follow a team/group leader in a LPA. Verify if they use the
Standard Method.

1) Each workstation is audited and schedule frequency is defined to ensure: - In the shop floor, select a workstation and verify how the workstation is
- covering all the shifts, audited by LPA:
- each operation audited minimum once per month, - frequency is according to the plan,
- containment activities (e.g.: sorting, Controlled Shipping, GP12 etc.) are covered by - once a problem is identified, how the team member is informed,
LPA. - check if safety issues are detected by LPA,
2) LPA Schedule for All Levels: showing participation of All Levels (from Team Leader - verify if "top level" is conducting the audit.
LPA which covers the whole operational to Top Management) with established frequency for all manufacturing areas. - Check back LPA records, verify that audits were really performed
LPA2 activities is carried out and owned by 3) LPA schedule is tracked by manufacturing. according to schedule and all the operational activities were audited (not
manufacturing. only manufacturing operations, but material handling, storage, shipping
etc.).
- Verify if containment/rework activities are included in the LPA Plan.

1) LPA records: All the LPA results are documented including - How organization apply the problem solving methodology for issues
- no deviation found (Y), detected during the LPA and how the organization record the
- deviation found / not corrected during audit (N), countermeasure (for example in the countermeasure sheet) and how
- deviation corrected during audit (NC), they do the follow up of actions
- not applicable (NA). - actions defined against root cause (e.g.: not only re-training)
2) Problem solving is applied directly at the workstation to treat deviations, actions are - due dates kept
A follow-up of the LPA and associated action defined and recorded with responsibility and target closing date. - implemented actions were verified.
plans are in place. Deviations are treated 3) Countermeasure Sheet - Check the involvement of the management (knowledge of the result,
- Deviation found / not corrected during audit (non-conformances or operator claims as of the on-going action plan)
LPA3 well as safety/ergonomic issue) must be addressed on Countermeasure Sheet. Continuous Improvement
- Corrective action implementation is followed up. - Flexibility Chart revised using the results of the LPA
- Countermeasure Sheet is used for Continues Improvement too. (e.g.: if a good - Problem Solving Methodology revised using the results of LPA
practice is discovered during the LPA it should be used as a driver to improve the - Workstation Organization performed
current Standard work). - LPA used to capture a more efficient way to work and lead the
4) LPA results are used to Continuous Improvement. standard work revision

1) Tracking of audit results with visualization to share status on affected area (nb of non - Perform a Layered Audit together with team leader. Compare your
conformances per LPA, pareto of non conformances, repetitive findings, nb of customer results with team leader. In case of gap, identify reasons of different
issues caused by non respect of standardized work - it should have been found by evaluation.
LPA effectiveness are continuously monitored LPA). - At shop floor, verify in the visual management board (area or plant):
LPAE and analysed via LPA results in order to 2) Tracking of keeping audit schedule & effectiveness of action plan - LPA Plan
ensure keeping procedures. implementation(average time to treat deviations/effectiveness). - LPA Tracking
- LPA Results
- LPA Action Plan/Effectiveness

Total Score: NR NR

Status NR NR
Risk Re
1) PFMEA is developed by cross-functional team. - Check member of PFMEA team and verify that necessary trainings are
2) PFMEA available for all part numbers and all operations provided.
3) Scoring of Severity/Occurrence/Detection are according to customer's guideline, - Evidences that PFMEA prepared for all the P/Ns and all operations
ratings are consistent. even the base was a generic PFMEA.
4) Content of PFMEA fields are defined properly in accordance with customer guideline. - Scoring is according to predefined standards: PSA:
PFMEA’s shall be developed and maintained
5) If supplier is design responsible, DFMEA has to be used to develop the PFMEA Q242110_EX_EN / GM: AIAG PFMEA Reference Manual
by cross-functional teams for all
RR1 manufacturing processes and support
- Verify content: Effects evaluated from both customer and
manufacturing point of view, Potential cause of failure defined
functions. specifically, ambiguous phrases (e.g., operator error or machine
malfunction, etc.) should not be used. Real preventive actions are listed.

1) For high severity rankings or high risk items, FMEA team ensures that the risk is - Review risk reduction action plan, evaluate that actions are defined
addressed through existing design controls or recommended actions. against root cause or improve detection, target dates are kept.
2) Prioritization based on defined approach (e.g.: combination of Severity, Occurrence - Evaluate that Quality Tools implemented are efficient to keep risk
Proactive approach for reduction of PFMEA and Detection or Risk Priority Number etc.). under control.
RR2 highest risk items are implemented. 3) Recommended actions documented with responsibility and due date. - Review scoring after recommended action implemented
4) Quality tools (e.g.: LPA, Verification Station etc.) are applied till recommended - Where Severity 9 or 10, detection is low (visual inspection alone is not
actions are implemented in order to keep risk under control. acceptable).
5) Recommended actions re-evaluated after their verification.

1) PFMEA is reviewed and updated for each past quality issue and corrective action that - Revision date of PFMEA linked to past failures.
have been implemented within target completion date. - Check last customer complaint or quality issues and their update in
2) After each issue, 5 whys analysis is performed to understand why PFMEA did not predict PFMEA.
failure. Action implemented to avoid in future. - Review checklists, agendas or equivalent that assure adequate
3) Periodic PFMEA reviews are scheduled based on process capability, process/product PFMEA review.
PFMEA is reviewed periodically as proactive
RR3 and reactive activities.
changes, etc… which cover: - Check some operations/processes (material handling, labelling,
- all processes and their controls are included, rework/repair, etc…) are included and accurate.
- detection ratings are accurate, - Compare top internal scrap data with Occurrence scoring.
- occurrence ratings are analysed using data (SPC, FTQ, ppm, scrap data, Verification
Station results etc.).

1) A Cross-functional team conducts on-station review . - Check updates after reverse PFMEA performed.
2) A schedule of reverse PFMEA is implemented and regularly updated (timing for - Chose one station and perform a quick reverse PFMEA to confirm all
There is a Reverse PFMEA (pro-active review with prioritization of operation and its status /planned-done/). current controls rated properly and all potential failure mode cover (try
RR4 approach) process in place to identify new 3) All the findings are driven back into Process Flow, PFMEA, Control Plan, Work to create new ones).
potential failure modes in shop floor. Instructions as applicable. - Have the current Occurrence/Detection numbers been revised.

1) There is a formalized process of evaluation and control of the risks concerning - Master securing plan which contains major risks, procedures and
resources, facilities, toolings, supplies. owners in case of e.g.: flood, fire etc.
2) The responsibilities of evaluation and management of risks are clearly established, coherent - Verify that master security plan covers the relevant major risks.
with the typology of the risks - How risks are evaluate (which criteria, is there a tool like FMEA,…).
3) A structured tool to identify, evaluate and prioritize risk based on a multidisciplinary - Who is responsible of the whole process, who is responsible for a
General assessment is conducted to identify approach is used (e.g.: FMEA approach). precise risk.
RR5 potential risks which could impact to plant 4) Prevention and reaction plans are established and deployed for each identified - An example of risk: fire. Look at the action plan (preventive:
(normal processes/activities). elementary risk. When appropriate, plans are audited and simulations are carried out. extinguisher, training / corrective: site evacuation plan, sprinkler,
5) The risks and the associated plans are periodically reviewed based on the plant, corporate firemen on site,...).
and external lessons learnt.

1) Tracking the number of high risk items (trend chart). - Top RPN chart or equivalent (based on prioritizing applied),
2) Tracking of delayed recommended actions by leadership necessary actions done in case of e.g.:GM1927-21.
Targets are defined and followed to ensure delay. - Review actions/implementation dates/delays.
RRE effectiveness continuous risk reduction 3) Track that PFMEA reviews and reverse PFMEA are performed based on their schedule. - Percentage of error proofing/error detection.
activity 4) Number of new failure modes and root causes covered after complaint (both external
and internal).

Total Score: NR NR

Status NR NR
Contami
1) Identify all areas/operations that could be affected by contamination and failure - Verify if the organization had mapped all areas/operations that could
modes related to contamination are considered in PFMEA be affected by contamination and identify the type of contamination in
2) Procedure developed which includes method defining sediment collection and system to each area. Also, if these information were used during the PFMEA and
measure cleanliness. Process Control Plan development.
3) Cleanliness results are documented and plotted on control chart. - Check if the cleanliness controls are being done according to
4) Control limits are utilized to trigger reaction plans. frequency established at PCP. Frequencies are reasonable.
Sediment is controlled with identification of - Check sediment measurement in lab (instruction and process).
possible risk areas for contamination as well - Application using statistical method to monitor and control (Include
CC1 as continuous measurement and monitoring individual parts, sub-assemblies, full assemblies).
of sediment level. - Verify if there is a documented reaction plan for cases where the limit
control or unstable condition is reached.
- Ask to team member and/or inspector what they should do when an
out of control condition is reached.

1) Procedure/instruction to define and maintain method and frequency of checks to - Check work stations cleanliness, daily verification to be established
ensure quality and cleanliness of: (Layered Audit, Tape test etc.).
- Metal Working Fluid System, - Dunnage cleaning process defined and kept.
Sediment reduction strategy is followed to - Fluid/Air Probes, - Parts are covered / properly protected.
ensure proper functionality of equipment and - Work Station Cleanliness, - Parts on the assembly lines handled with lint free gloves / towels.
CC2 processes designed to remove/prevent - Dunnage and Part Storage, - All wash/debur machine parameters captured and monitored/
sediment contamination. - Purchased parts, documented.
- Washer, - Wash solution and process parameters monitored and analysed on an
- Debur. on-going basis.

1) Clean room protective clothing defined and enforced. - Check if protective cloths are worn (e.g. hair nets, shoe covers, lint
2) Positive pressure to stop outside air/contaminants from being drawn into the clean free lab coats, rags, gloves, etc.)
room. - Check how access control to clean room is kept.
If clean room / area is required (due to 3) Limited access by employee and enter/exit route to clean room are kept. - See if air quality and pressure are monitored.
sediment or painting requirement), special 4) Sticky mats or shoes protection to remove contaminants from footwear. - Verify if filters are changed according to planning.
CC3 rules are utilized in order to minimalize risk of 5) Control of Chemicals detrimental to the process. - Check if controls of restrictions (e.g.: no fibrous material, no aerosol
contamination. sprays, no food, etc.) are in place.
- See if LPA is in place (if out of condition is identified there’s a reaction
plan in place).

1) Sources of dirt and foreign material as potential failure mode is considered in - Check if foreign material/extra part (screw, pin, washer, any small
PFMEA. components, etc.) effect (like noise, function issue, etc.) are considered
2) Methods developed to prevent extra parts or materials that may fall into or stick to in the PFMEA.
products and verified through error proof verification and/or Layered Process Audits - Verify that dunnage, fixtures, conveyors, washers and pre-assemblies
(e.g.: sensor for masking used). are protected to prevent falling material.
3) Procedure or instruction describes dirt control and prevention for key areas: People, - Check possibility to assemble part without masking.
Process, Facility and Material. - Verify if all stations in the Paint area are clean up and operators do a
Maintaining the processes to control and 4) Application of statistical method to monitor and control painting process such us dirt count self inspection of the area.
prevent dirt in paint or part and foreign (SPC, U-chart), dirt identification (Pareto) etc. - Ask to team member to explain what are the main sources of dirt - key
CC4 material contamination. 5) Ensure proper functionality of equipment and processes designed to remove/prevent dirt in issues in the people, process, facility and material area and how he
paint or part. works to avoid them.
6) Behaviour Instructions are defined and respected. - See if the sources related to Process (paint spatter, overspray, towels,
etc.) are checked by PM and there's a reaction plan established.
- Check if general housekeeping process is established for facility and it
is followed.

1) Sediment result monitored, reduction plan defined. - Review sediment results and verify sediment reduction activities.
Targets are defined and followed to ensure 2) Layered audit and Process Specific audits results. - Evidence of site leadership reviews.
CCE continuous contamination reduction activity 3) Internal or Customer issues related with cleanliness. - Audits performed focusing contamination control.
4) Pareto of defects for key sensible process (painting, metallization,...).

Total Score: NR NR

Status NR NR
Supply
1) Procedures that require supplier audits to support sourcing decisions, evaluation of their - If supplier selection is done at manufacturing location check
systems. documentation of a tier supplier selection process.
2) Criteria to become sourceable supplier is defined. - If selection is done centrally, check tierX status is known by
3) Approved supplier list to track tier suppliers performance (e.g.: Bidlist). Performance manufacturing location.
Procedures or work instructions to select and indicators are defined with threshold. - Evidence of SQ responsibility (SQ organization chart or SQ training
SCM1 evaluate suppliers are implemented. 4) Contractual documents (such as SOR) contains all tier1 requirements, expectations, and records).
processes, signed by tier supplier. - Affect of manufacturing location to tier supplier's performance
5) Supplier Quality Department or organization is fully involved in the sourcing process. evaluation.

1) Customer specific requirements are implemented at tier suppliers: - An example of Request For Quotation.
- technical specification of product, - Technical specifications forwarded to TierX including list of critical
- product and process specific standards, characteristic (PCP)
- procedures need to be applied (e.g.: PPAP/EI, PFMEA...), - Supplier quotation file including technical/process feasibility
- traceability, FIFO and labelling requirements. - Check critical components product/process qualification files (PPAP).
2) Tiered suppliers comply to product and process validation requirements. Approval is - Check customer drawing whether it contains any key/pass through
available for all the components needed for assembled part. characteristics which are produced and controlled by tierX supplier. If
3) Final product key and Pass Through characteristics are identified on component (or yes, verify that tierX supplier drawing, PPAP, Control Plan cover them
Customer specific requirements are cascaded material) level as well as shared and controlled (if required with SPC) with tier supplier. as well as tier1 incoming control includes them.
SCM2 to all tier supply chain and deliverables of the 4) All the design and process changes are communicated, managing change - Example of management on a tier X process change
tier X are validated/approved by tier 1. requirements are applied. Tier X supplier production transfer needs to be managed with - Check capacity confirmation for critical components.
specific procedures similar like BTAB.
5) Tier suppliers capacity are confirmed for all the materials/components needed for
assembled part.

1) For any delivery of parts with deviation, tier 1 validates the formal deviation request - Prior to audit check whether there was any customer complaint
of the tier X complaint. caused by tier supplier.
2) For single issues, a systematic and disciplined approach to problem solving is - Example of supplier complaints towards its tier 2, verify contents of the
implemented , an Action plan is set up by the tier X and verified by the tier 1, keep due complaints
dates expected by customer. - Is there a timely management with milestones?
3) Approved supplier list to track tier suppliers performance (e.g.: Bidlist six panel) . - Verify content of 5 whys prepared for customer complaint with problem
Performance indicators are defined with threshold. resolution report ( 8D; 5P; Red-x etc.)
4) In the event of non-respect of a target, an actions plan to reach it is systematically defined - Example of action plans given by tier X. How is it validated and
and followed by the tier X supplier. verified?
An escalation process is applied in case of 5) When a tier supplier moved from Green ranking, escalation process take into account the - Example of supplier audit, evidence of audits at key suppliers
SCM3 tier supplier issues tier 1 support of the tier X supplier to improve. Exit criteria are defined. - Escalation criteria (e.g.: Controlled Shipping, Top Focus, New
6) Regular audits are performed at suppliers plants. In case of complaint to verify action Business Hold etc.)
implemented, and regular audits at key suppliers to improve their system (CQI audits, process - Critical suppliers identified and tracked via such as Top Focus
specific audits, PCPA...). process, exit criteria defined.
- Review Tier x Performance Matrix with Tier x corrective action plan
approved by Tier 1.

1) An incoming inspection control plan and the related control standards and sampling - Check identification of material released for production after receiving.
rules are established for each key/critical supplies' product. - Verify that incoming covers key and Pass Through characteristics,
2) Only approved (PPAP/EI and incoming inspection released) components/material are frequencies are reasonable.
used for assembled part. - See a non-conformance found during incoming.
3) At the reception of supplied product the first controls take into account the checking of the - Verify link between incoming frequency and supplier performance
SCM4 Incoming inspection process in place.
quantity, of the integrity of the packaging and the identification of the product. (high ppm supplier).
4) Part inspection requirement including Pass Through is established and implemented - Check incoming records for a component
for each supply since design phase and updated in case of non-conformity.

1)Tier X performance result (ppm, rate of complaints, IpB, delivery...). - Check customer complaints, ratio of tierX supplier issues
2) Mean time to respond to complaints. - Red suppliers on Bidlist, actions for improvement.
Tier supplier targets are defined and their 3) PPAP curve (planned full PPAP date vs. achieved). - If any significant concern about Tier x Issues had been addressed in
SCME performance are tracked via indicators 4) Metrics on bidlist (number of red supplier, ...). FR meeting.
5) Tracking results of the audit result at tierX.
6) Average time to close Problem Resolution.

Total Score: NR NR

Status NR NR
Managi
1) A procedure to manage product/process /source changes are defined and applied- - Check documentation via example: a design change and a process
both planned and emergency changes. change:
2) A change form is utilized to document all changes and controlled through a - organization (project team) & milestones,
Document Control Process (e.g. tracking log sheet, revision numbering system, - evidence of customer approvals,
All product, process or source changes are approval process, etc.). - planning and evidence of reviews,
MC1 monitored and controlled 3) All changes are managed like a project; responsibilities and milestones are defined, - tool to ensure traceability of modifications.
planning, activities and the deliverables are established in agreement with the customer. - Evolution of data system such as MRP system, storage management
4) All changes need to be reviewed and approved by customer(PPAP/EI). Inform software, EDI server must be consider as major changes.
customer in early phase to get approval before kick off.

1) For any product/process/source change, a feasibility analysis is carried out. The Check one of last of modification and verify:
study takes into account the impacts in terms of costs, technical, performance, quality, - A feasibility analysis including lead time analysis
timing, capacity. - Formalized impact evaluation & risk management
2) Potential risks of change are considered via FMEA approach and document in DFMEA and - PFMEA and DFMEA (if applicable)
PFMEA. - Action in place to cover risk identified
3) Based on risk analysis planning and implementation of the change are carried out, a
A risks analysis is applied for any product and process validation plan is defined.
MC2 product/process change. 4) Break point is defined when change become irreversible, it is communicated to
customer.
5) According to risk analysis, a securing approach is put in work in the launch phase (e.g.:
mixing of old and new design).

1) A standardized communication procedure and form to control and monitor all - Example of a trial run
Production Trial Runs that documents each step of the process & records all approvals - Trial run validation criteria & results (records)
and results.
A Production Trial Run (PTR) process is 2) Traceability of trial run batch is ensured.
MC3 implemented. 3) Quality reviews documented to release product for PTR shipment and verification process
has returned to normal production.

1) At planning phase, banking strategy takes account of process capacity, customer - Example of modification.
need, leadtime of change and safety margin. If needed Customer approval for safety - Banking planning and follow-up.
stock level. - Evidence of reviews.
2) Stock level has to be managed in real time at phases of build up and implementation of - Follow up of stock level.
change. In case of deviation customer should be alerted. - Long term storage specific measures inc packaging.
A parts banking strategy/procedure is 3) Established guidelines for execution of long term storage including protective - FIFO respect.
implemented. It takes into account the
MC4 constraint for long term storage of parts or
packaging for parts and material.
4) Quality reviews to established inspection criteria for the authorized release of banked parts
materials. and material prior t internal usage or shipment.
5) Except special agreements with customer, the supplier guarantees the complete
exhaustion of the products to the old change level before delivering new change level,
FIFO is kept.

1) During planning phase potential by-pass processes have to be identified and - Is there a specific procedure.
minimum most critical ones to be considered as part of approved process. - Examine situation of bottleneck operations, equipment associated risk
2) When alternative by-pass process is used, process should be temporally and return to of capacity.
normal process as soon as possible. - Example of by-pass process.
By-pass processes are defined and managed. 3) By-pass process approved by Operations, Engineering and Quality manager,
MC5 A procedure is in place to authorize by- Standardized Work and training applied.
passing processes. 4) When alternative or by-pass process is used traceability has to be ensured.
5) Specific countermeasures (e.g.:verification station) and Layered Audit are in place when
alternative or by-pass process are running.

1) Number of issues generated by a change. - Prior to audit check that any customer complaint issued due to:
2) Tracking of PPAP due dates. - unauthorized change,
Indicators are defined and tracked to ensure 3) Unexpected cost of modification. - by-pass process.
MCE that changes have no any negative impact to 4) Change implemented by due date (milestone follow up). - PPAP issues/delays due to changes.
customer. 5) No impact on service rate. - total changes for per month - monitored and tracked.

Total Score: NR NR

Status NR NR
Mainten
1) Maintenance process is formalized and covers all the machines, tools, devices, - Preventive maintenance for safety equipment has to be performed on
equipment and facilities on the site. It includes preventive and corrective maintenance. time without exception.
2) A system for managing, planning, organizing and monitoring maintenance operations - Check that a maintenance system in place to manage all maintenance
is set. activity, supported by IT tools like CMMS (computer maintenance
3) Resources are available during all production period and outside production period to management system), Excel...
ensure non critical maintenance operations (E.g.: preventive maintenance). - Available resources by technology including outsourced experts
4) Suitable maintenance facilities and equipment are available. (flexibility chart).
Maintenance organization and strategy are 5) Fast communication between production and maintenance is assured. - Implementation of resources near the manufacturing activities.
MAI1 established and deployed. 6) A process is in place to improve production output. It is based on analysis of - Are there free resources to manage the corrective maintenance?
operational availabilities, operators suggestions, 6sigma technics etc. - Facilities available (areas well defined, conditions, 5S level,...)
7) Approach to standardize equipment (e.g.: using same filter, same interfaces to tools -Management improvement strategy and periodical reviews.
etc.). - Review major brand types of major equipment - ask about process to
purchase new machines
- A generic plan to improvement of a type of equipment (e.g.: electrical
screw drivers).

1) The Preventive Maintenance planning takes into account risk classification of the - Choose machines (constraint/complex one) and a tool to verify:
equipment (safety, constrain and bottleneck equipment, unique process with no - Maintenance planning: identification of the equipment, task to do,
substitution process etc.). It is built together with Master Production Schedule (MPS.see when
MMFM1) which takes into account time allocation for maintenance. - Follow up of the maintenance schedule and its visual management
2) The planning is regularly followed, updated (including outsourcing maintenance). - maintenance work instruction (including changes due to lesson
3) Corrective maintenance is carried out for any deviation from the nominal (according learned)
to manufacturing priorities). The Preventive Maintenance activity is periodically - technical documentation for a precise equipment including document
reviewed on the basis of the corrective maintenance activities. management
4) Maintenance activities are considered as Standardized Work. Technical documentation is - records of corrective maintenance activity (type of equipment, is
The activities of maintenance are planned,
MAI2 performed and tracked.
available and managed for all equipment. there repetitive breakdown,...)
5) Records of all maintenance activity and results are formalized and filled in. - records of preventive maintenance on an equipment with a recent
6) Necessary re-qualification is done after maintenance activity, its result recorded to ensure breakdown
traceability. Start-up process applied (SW4). - Verify that maintenance activities are fully deployed and covers all
equipment (machines, facilities, tools)
- Different type of preventive maintenance depending on the type of
equipment (pure preventive approach & conditional maintenance)

1) Level 1 (L1) maintenance operations take into account equipment identification, - Ask operators about Level 1 maintenance responsibilities.
cleaning, self-maintenance and safety devices verification. - Verify few L1 maintenance working instruction and record.
2) L1 maintenance is performed under manufacturing responsibility at operator's - Look at the equipment status on the shoopfloor (is there an
Level 1 maintenance is systematically applied workstation. L1 operations are integrated in the workstation's work instructions. identification (number), cleanliness, protection in good condition,
MAI3 and integrated to workstation instructions. 3) Any deviation, anomaly or improvement suggestion is recorded and, if necessary, leakage, …).
escalated to a higher level maintenance activity. - LPA records.
4) Records are analysed and used as lessons learned to improve maintenance operations. - Evidences of activities transfer from preventive maintenance to L1.

1) A list of critical spare parts is determined, managed and regularly updated. - List of critical spare parts.
2) A spare parts stock is available with minimum stock level. Spare parts tracking - Stock of spare parts: reception / organization / consumption
The spare parts and their storage are system is combined with maintenance system in order to control physical inventory. - Conditions of storage.
MAI4 managed. 3) The spare parts are stored in suitable conditions and periodic physical inspections - Computer aided system.
The critical parts are identified. are performed for long term stored items. - Inventory (take an example of a critical part and verify the robustness
of the inventory).
1) Each Customer Specific Tool (CST), including customer owned one, is identified in a Check few tools to verify:
single and inalterable way according to customer requirements (customer marking). - General conditions of the tools (leakage, rust, ...)
Identification includes tool change level. - Identification and visual management of the tools
2) Lifetime of tools are strictly followed and documented in 'diary sheet' which includes lifetime - A diary sheet and records, lifetime followed
of tool, shoot number, maintenance activities. - Communication & Customer approval for each change on a example
3) In case of sub-contracting, a list with the localization of the CST is established and - Storage conditions
The customer's product specific tools are communicated to the customer. - Standardized maintenance operations
MAI5 managed to preserve tool condition till end of 4) The storage of the CST is organized and managed. Activities to be carried out prior to
their lifetime. storage are defined. Storage conditions guarantee the safeguarding of the CST until its
end-of-life.
5) Tool release process after storage is established. Start-up process applied (SW5).
6) Product/process re-qualification is carried out for each replacement tool according to
customer requirement.

1) Performance & Reliability targets are defined on the basis of historical data and - Customer complaints caused by machine or tool problem (e.g.: burrs
related indicators are tracked issue…).
- Failure Rate, MTBF, MTTR, stop of lines. - Verify quantity of few Spare Parts in stock.
2) Tracking maintenance performed vs. planning (including service provider activity). - Check few maintenance working instructions whether they are
Indicators are defined and tracked to ensure 3) Paretos of breakdown. standardized.
MAIE effectiveness of all the maintenance activities. 4) Average rotation of spare parts.
5) Deviations found during spare parts inventory audit.
6) Ratio of corrective maintenance against preventive maintenance.

Total Score: NR NR

Status NR NR
Manufac
1) Long term strategic scheduling is managed via a Sales and Operating Planning (S&OP) - Check long (SOP) and short (MPS) term scheduling for a product.
which includes a complete forecasting of customer demand. Verify that:
2) The S&OP is reviewed regularly and is used to define manufacturing capacity, stock - capacity meets long term customer demand,
level & investment plans. - time allocated to other product is part of review,
3) A master Production Schedule (MPS), coherent with the S&OP outputs, is managed - SOP regularly reviewed based on EDI data,
A structured process of manufacturing on the site. It provides a complete forecasting of the customer demand at the lowest - long term demand deployed into short term scheduling,
MMFM1 scheduling is implemented and systematically level (part number) on short term. - check a tier X demand whether it is in line with tier1 manufacturing
reviewed 4) The MPS is reviewed regularly by logistics & manufacturing team (supported by schedule.
maintenance) and is used to define resources needs (equipment time allocation, human - Supplier should have at least a sheet with the list of constraint in the
resources, material). plant and up to date availability information (opening time, preventive
5) S&OP and MPS are transferred to concerned entities on the site and to tier X. maintenance planning).

1) A process is in place led by manufacturing to generate manufacturing detailed - Check product chosen in MMFM1 section and check daily deployment:
program on daily basis coherent with MPS outputs. - Manufacturing detailed program,
2) The program takes into account the preparation time batch change, tool change, set- - Complete preparation time for a batch,
up, start-up process, ...) and up to date OEE Rates. - Different programs from a week to another (is it stable or not,
3) Deviations between forecast and real production are followed and controlled on daily level of flexibility).
The daily manufacturing activity is planned in basis at production line level. An escalation process is defined. - The real production level
MMFM2 detail and follow up at site level. 4) A process to improve the setup time is in place. Organization should establish a goal, - Planning & Minutes of optimization workshops.
measure the setup time and define the action plan once the setup time goal is not reach. - Hourly Board Control.
- A strategy is in place to improve the setup time (e.g.: SMED strategy).

1) Based on customer demand all the bottleneck operations are identified. - List of bottleneck equipment.
2) Constraint operation identified among bottlenecks and prioritized in regard to - Check via record that:
qualified operators, training, maintenance, scrap, setup and fast reaction in case of any - constraint running continuously,
deviation. - number of qualified people via Flexibility Chart
3) Manufacturing detailed program is optimized taking into account constrain operation. - breakdowns and actions against them.
Constrain operation is identified and
MMFM3 specifically managed.
4) Constraints shall be managed identifying problems, establishing action plans and - Check buffers size, ask operators how often they run out.
verifying effectiveness of action plans in a regular basis.
5) A back up plan for each bottleneck operation is defined.

1) Loops or flows of full/empty packaging are organized and managed. - Examine the flow of empty packaging. Try to see the loops are
2) The stocks of empty packaging are organized and managed. The number of empty respected
packaging available is enough to keep the production running. - Verify the procedure to initiate the supply of additional packaging
3) A process to check the packaging is applied; it takes into account the requirements (threshold definition, alert process, timely response)
of the customer and the standard definition of the packaging . All activities are - Check empty packaging storage area.
Product packaging (final product, intermediate considered as Standardized Work (SW). - Verify a Work instructions for checking and cleaning.
MMFM4 and supplies) availability and conditions are 4) Packaging control work instructions are established and applied which include decision - What happens if there are no more Empty packaging?
managed to ensure product quality. criteria for the use of packaging, the associated countermeasures and corrective actions (e.g.: - Look at the conditions of the packaging particularly the label support.
alternative packaging, cleaning, maintaining, special transportation of empty packaging etc.). - Check actions for critical packaging from availability point of view (e.g.:
5) Supplier Responsibilities are clearly defined. Deviations are systematically Alternative packaging is defined, for final product it is approved by
communicated and treated with the customer. customer)

1) All storage areas are identified and organized by type of product (incoming, - Check storage area and condition at several places (incoming, Work in
intermediate, Work In Process, final etc.). Process Flow charts are effectively matching Process, final product).
with processes - Ask operators and material handling personnel whether they are
2) Potential failure modes related to material storage and handling are considered in aware of and following instructions.
PFMEA (e.g.: damage by handling equipment, rust caused by storage condition, mixing - Verify that adequate protection in place to protect parts from damage
up of products etc.) and mixing.
3) When needed, storage conditions are controlled by devices in real time (e.g.: - Condition of storage (temperature, waterproof,…)
temperature, humidity etc.). Records of stock condition are kept. Alert procedures and - Visual management in place (level mini & maxi are visible, token board
Handling and storage conditions of product
countermeasures are defined. for the filo)
(final, intermediate and supplies) are
MMFM5 respected in order to protect parts from
4) Standardized Work (SW) is applied, structured approach for organization of storage are - Check expiring dates by reading labels
defined and applied. System in place allows to visualize easily storage operations and level of - FIFO: risky situation to examine: intermediate stocks, double
damage and environmental affects.
stock for each reference. flows/lines (e.g.: 2 paint lines): how do they manage these type of
5) Associated equipment are suitable for stocking and handling. situation (specific rules & procedures)
6) The stock management system take into account: product expiring dates, product - Specific management for the high runner references
change level and the respect of the FIFO. - Results of audit or inventory
7) Stock level is checked via regular quality and quantity audits (E.g.: LPA). - Equipment to manage the stock (barcode reader, informatics systems.

1) Feeding plan is established and tracked. Suitable feeding equipment adapted to - Check if a standardize feed route plan is defined and followed
layout, to flows configuration and to available space are used - Check few workstations and check:
2) The feeding process is based on a structured methodology (e.g.: pull system) which: - Respect of the "pull system" principles,
- minimizes overflows & non value-added operations (repacking) - Alerts from the lines and their management: management of the risk
- guarantees the availability of materials at the workstation during all of stockout?,
production period - Work instructions (line feeding operations, loading, repackaging
A system is in place which ensures that 3) All the feeding activities are considered as Standardized Work (SW) and guarantee operations…),
MMFM6 materials needed for production are organized the respect of FIFO. - FIFO kept (organization of the rack).
and available at place of their application. 4) At the workstation, materials are used in manageable size and material flows are - Organization of "supermarket" areas (visual management) if existing.
organized and managed following the standard work/in-stock process. - Organization of the material flow at the workstation (entry & exit point
5) Material flow optimization is in place based on the use of tools such as MIFA or VSM. for each components, packaging, useless movement).
- Optimization activities (minutes of meetings, action plans...).
 1) Indicators concerning availability of packaging. - Prior to audit check any customer complaint issued related to
2) Stock management indicators: packaging and material handling.
- Inventory, - Layout of areas they are optimized.
- Stock targets fulfilment. - Where applicable, the edges of lines are fed automatically or by little
3) Lines feed indicators: trains (no big boxes or full of components).
Indicators are defined and tracked to ensure
MMFME effectiveness of material flow management. - Feeding tracking, - Stock level (min max visual mgmt).
- Internal service rate, - Workplace visual mgmt of stock (min - max).
- Production losses due to feed missing,
- Internal flows lead time.
4) Tracking of constrain output.

Total Score: NR NR

Status NR NR

External
1) A process to follow deliveries is formalized and applied. Related operations are - Organization of the incoming.
standardized. Resources are available and properly managed. - Master schedule of deliveries (stability through weeks).
2) A master schedule of deliveries is defined and follow up. A visual management - Working instructions.
system, showing the smoothing of the deliveries (levelling), allow to follow them. An escalation - An example of protocol with a tier X.
Supply process (incoming) is managed,
process is implemented in case of deviation. - Service rate metrics.
ELG1 organized & tracked.
3) A logistic protocol is defined and regularly updated for each tier X supplier. Transportation - An example of alert in case of deviation.
organization toward the tier X suppliers is optimized. - Resources available matches incoming and outbound deliveries.
4) The service rate of the tier X suppliers is followed; actions plans are established for
most failing tier X.

1) Components/materials at risk of supply are identified. Securing plans including safety - Identify a "risky" supply (ex: far supplier or failing supplier).
stocks are established with the tier X. - Examine the securing plan associated.
A process to secure supplies is applied on a 2) Securing plans are periodically reviewed based on lessons learned. - Emergency procedures with alternate supply process.
ELG2 basis of risks analysis. 3) Safety Stock, advance warehouses are contractually defined and managed for the "far" tier - In case of safety stocks, identify clues of contractual definitions.
X (more than 48h of transportation) and when applicable for the "risky" tier X.
4)The management of the site is strongly involved and validates the whole process.
1) Shipping process is described and timely managed. All the operations are - Shipping management board.
standardized. - Verify that the shipping process includes at least the following
2) Shipping process integrates milestone operations (E.g.: verification of availability of milestone:
finished products, truck loading completed (AVIEXP)) allowing to alert customer in - verification of finished products availibility
relevant time in case of issue. - start of preparation
3) Shipping planning is visually managed (Timing Table of the preparations of shipping orders). - end of preparation. Ready to ship
4) A preparation list is available for operators. Operations done are recorded. Loading is - truck loading completed (EDI message sent to customer)
prepared on "bogus truck" areas. - Identification of deviations on the board (late supply…).
Shipping process (outgoing) is organized and 5) All the packaging are labelled properly and packaging/shipping label error proofing - Organization of bogus truck areas.
ELG3 tracked. Packaging is properly labelled. operation is a best practice in order to prevent part misidentification). PFMEA covers - Preparation lists.
potential failure mode of labelling. - Labels correctly fulfilled (with the right routing code).
6) Specifically for synchronous deliveries, a constant monitoring/ follow up of the process is - Equipment and work instructions to check the product and pallet
carried out in real time; all deviations/issues are recorded and analysed and start immediate labelling.
countermeasures and corrective actions to eradicate issues. - Hooping of the pallets.
- Emission of the EDI message AVIEXP.

1) EDI communication is installed and is validated with the customer. Qualified people - Several LEPs and validation status.
are permanently available on the site to manage EDI. - Coherence between different LEPs and shipping schedules.
2) Back-up solutions are defined, validated with the customer and are periodically tested. - EDI equipment.
3) Any evolution of EDI communications must be considered as significant change (See - Securing equipment (hardware, backup, networks).
#MC). - What happens if EDI network falls.
In order to guarantee that shipping process is 4) A Logistic protocol is established together with the carrier (transporter) and the customer . It - Customer site contact list .
carried out according customer needs, the is continuously updated to take into account changes during current production (change of
ELG4 Electronic Data Exchange (EDI) network is customer site, change of schedule,...). Resources responsible for the protocol management on
operational and a Logistic Protocol is site are identified.
managed. 5) Any deviation in the protocol application is treated and managed by action plan (alternative
transportation mode, adapting packaging, etc.).

1) Indicators concerning the supply process: - Prior to audit check any customer complaint issued related to
- Fill rate of the trucks, reception issues, stockout
- Service rate of tier X Suppliers, - visual management (indicators are followed on boards at the
- Tracking of Logistic issues with tier X Suppliers. shopfloor)
2) Indicators concerning the shipping process: - How supplier determines safety stock level - risk analysis?
- Shipping lead time,
Indicators are defined and tracked to ensure - Customer service rate,
ELGE effectiveness of external logistic - Tracking of customer Log issues,
management. - Pareto of failures (customer line stops / stockout),
- Rate of mislabelling.
3) Indicators concerning the safety stock (applicable only if a safety stock has been
contractually defined with customer)
- Stock level,
- Rotation index of the safety stock.

Total Score: NR NR

Status NR NR
 Supplier Name
Supplier Location
Supplier DUNS / COFOR

Non-conformities - Remark
Item
description
Fast Response
FR1

Control of Nonconforming Product

Verification Station & Error Proofing Verification

Standardized Work

Training

Layered Process Audit

Risk Reduction

Contamination Control

Supply Chain Management

Managing Changes

Maintenance

Manufacturing & Material Flow Management

External Logistic

Strategy and Project Management

Part and Process Control

G Green - Task Completed on Time

Y Yellow - Task May Be Late
R Red - Task is Late
White -Task on track
B Blue - Task Status is Incorrect / Not Updated
 0 Scope of Audit

0 Audit Date

0 Auditor Name

Target
Action Date
Action item close
leader opened
date

fing Verification
Management

ot Updated
Scope of Audit QSB+ : Quality System Basics Plus
Audit Date 0
Auditor Name 0

Actual Progress
close Remarks / Comments
date 1 2 3 4 5 6
 Change Request Process
QIP is revised on yearly basis. If you have any proposals for changes to be made to this document please complete the Ch
change proposal, you must include as much information as possible as outlined in the form.

CHANGE REQUEST FORM

Name of Submitter:
Company:
Company Address:
Contact Details: Phone: Fax:

Key Element
Item / Criteria of Requirement
Document Currently Reads:
Recommended Changes/Should Read:
Recommended Additions:

Reason for Change:

Key Element
Item / Criteria of Requirement
Document Currently Reads:
Recommended Changes/Should Read:
Recommended Additions:

Reason for Change:

Key Element
Item / Criteria of Requirement
Document Currently Reads:
Recommended Changes/Should Read:
Recommended Additions:

Reason for Change:

Please submit your Change Request proposal by email using the contact information below:

PSA Jean-Jacques Vachot [email protected]

GMNA Maurice Hallett [email protected]
GMIO Mohamed Eid [email protected]
GME Norbert Toth [email protected]
GMSA Claudio Bispo [email protected]
equest Process
his document please complete the Change Request Form provided below. When submitting a
form.

Date:

E-mail: