VIEWS: 5 PAGES: 66 POSTED ON: 2/14/2012
Supplier Assessment Survey Purpose: The Supplier Assessment Survey (SAS) is used to determine the level of core competencies that are understood and applied. The proper use of the SAS will ensure and promote consistency between activities and personnel determining core competency conformance. Assessment instructions and guidelines: Please review all comments for further clarification of field expectations. All comments are indicated by a red triangle located in the upper right hand corner of a field. Please see example below. You can review a comment by placing the mouse pointer over the cell that requires information. Examples are listed below. PLACE MOUSE POINTER HERE. Action plans are incorporated as part of the assessment file. This provides consistency between the assessment results and any continuous improvement action plans developed between the supplier and Paulstra CRC. Action plans for each subcategory can be assessed in one of two methods. The first method is to simply locate the appropriate subcategory action plan (e.g. APQP Execution, Support Launch Activities, etc.) on the main cateroy worksheet (e.g., Quality Mgt Systems, Commercial Systems, Material Systems, Engr Systems, or Leadership Action Plan) . The second method takes advantage of the Hyperlink navigation capabilities within Excel. Just above the comments of any SAS subcategory, there will exist a statement "x.x Comments - Action Plan Link". Clicking on this statement (hyperlinks) you to the specific action plan for that SAS subcategory. Returning to your original location in the SAS is as easy as clicking on the Blue Arrow in the top left hand corner of the toolbar. An example of this process is listed below. x.x Comments - Action Plan Link CLICK ON THIS BOX FOR HYPERLINK DEMO Assessment Method: The assessment method is composed of two major phases: Phase I – Purchasing Profile: The Purchasing Profile is sent out prior to the on-site audit to gather pertinent data and assist in the qualification of the supplier(s) to be visited. Phase II – Supplier Assessment Survey (SAS): This phase determines the degree of implementation and effectiveness of the core competencies at the supplier’s site or remote locations. Supplier: Date(s) Visited: Location: WW-POS-CL-06-05 Rev 03 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls Audited by: Others in attendance: Supplier is ISO9001 3rd Party Certified? Yes No Yes Copy Supplier is ISO/TS16949 3rd Party Certified? Yes Yes No Copy Supplier is ISO 14000 3rd Party Certified? Yes No Yes Copy Is Purchasing Profile completed? Yes No Yes Copy Yes No Copy Conclusion WW-POS-CL-06-05 Rev 03 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls CLICK HERE TO RETURN You have successfully executed the hyperlink. To return to your original location click on the Blue Arrow located on the top left hand corner of the toolbar above, or click on the hyperlink box above. WW-POS-CL-06-05 Rev 03 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls Individual SAS Scores 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Sum Avg. A. Quality Management Systems 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0 B. Commercial Systems 0 0 0 0 0 0 0 0 0 0 0.0 C. Materials Systems 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0 D. Engineering Systems 0 0 0 0 0 0 0 0.0 E. Leadership 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0 Unacceptable, Immediate Action Plan required. Total Actual: 0 0.0 Acceptable, Maintain Development Total Possible: 320 Acceptable, Maintain Standard Indicator: 0% Supplier SAS Summary Status Supplier Name 0 Supplier Location 0 SAS Key Contact Original Date 0-Jan-00 Revision Date Core Competencies / Key Topical Areas Status (R, Y, G) A. Quality Management Systems A.1 APQP Execution 0.00 A.2 Support Launch Activities 0.00 A.3 Manufacturing Quality 0.00 A.4 Ability to conduct an appropriate and disciplined method of problem solving 0.00 A.5 Ability to proactively contain and solve problems in a timely manner 0.00 A.6 Establish an active quality road map 0.00 A.7 System to support product warranty 0.00 B. Commercial Systems B.1 Implement Lean Manufacturing Systems 0.00 B.2 Support Just-In-Time (JIT) Principles 0.00 B.3 Meet Cost Reduction Criteria 0.00 C. Materials Systems C.1 Release Management Systems 0.00 C.2 Electronic Data Management 0.00 C.3 Material Management 0.00 D. Engineering Systems D.1 Product Data Management Systems 0.00 D.2 Understanding of properties of Paulstra products 0.00 D.3 Innovation 0.00 D.4 Prototyping 0.00 E. Leadership E.1 Health and Safety 0.00 E.2 Customer Interface System 0.00 E.3 Strategic Plan 0.00 E.4 Operational Plan 0.00 E.5 VDA / ISO/TS 16949 0.00 E.6 Training and Development Plans 0.00 E.7 Supply Base Management skills 0.00 E.8 Staff Resource Plan 0.00 E.9 Minority Business Development 0.00 E.10 Environmental Management System 0.00 E.11 Program Management System 0.00 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 2 4 5 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls A.4 Ability to conduct an appropriate and disciplined method of problem solving SAS SUMMARY A.5 Ability to proactively contain and solve problems in a timely manner A.1 APQP Execution E.11 Program Management System A.2 Support Launch Activities D.2 Understanding of properties of Paulstra products E.10 Environmental Management 5 A.3 Manufacturing Quality System A.4 Ability to conduct an appropriate E.9 Minority Business Development 4 and disciplined method of problem… B.1 Implement Lean Manufacturing Systems E.10 Environmental Management System A.5 Ability to proactively contain and B.2 Support Just-In-Time (JIT) Principles D.1 Product Data Management Systems E.8 Staff Resource Plan A.6 Establish an active quality road map A.7 System to support product warranty solve problems in a timely manner 3 E.6 Training and Development Plans E.7 Supply Base Management skills E.11 Program Management System E.9 Minority Business Development C.1 Release Management Systems A.6 Establish an active quality road C.2 Electronic Data Management E.7 Supply Base Management skills B.3 Meet Cost Reduction Criteria map 2 E.2 Customer Interface System A.2 Support Launch Activities A.7 System to support product A.3 Manufacturing Quality C.3 Material Management E.6 Training and Development Plans 1 warranty E.5 VDA / ISO/TS 16949 E.8 Staff Resource Plan E.1 Health and Safety A.1 APQP Execution E.4 Operational Plan B.1 Implement Lean Manufacturing E.3 Strategic Plan E.5 VDA / ISO/TS 16949 0 Systems D.4 Prototyping D.3 Innovation B.2 Support Just-In-Time (JIT) E.4 Operational Plan Principles E.3 Strategic Plan B.3 Meet Cost Reduction Criteria 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 4 4 4 E.2 Customer Interface System 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 C.1 Release Management Systems 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 E.1 Health and Safety C.2 Electronic Data Management D.4 Prototyping C.3 Material Management D.1 Product Data Management D.3 Innovation Systems D.2 Understanding of properties of Paulstra products SAS EVALUATION SCORING CRITERIA CRITERIA SCORE Supplier is not familiar with the requirements of the core competency. 0 Supplier is knowledgeable of the requirements of the core competency, but has no evidence of 1 source documentation, planning, or implementation Supplier is knowledgeable of the requirements, and skilled in the use and implementation of the 2 core competency. Supplier implementation of the core competency is less than 50% and planning documentation exists for complete (100%) implementation. Supplier is knowledgeable of the requirements, and skilled in the use and implementation of the 3 core competency. Supplier implementation of the core competency is greater than 50% but less than 80%, and planning documentation exists for complete (100%) implementation. Supplier is knowledgeable of the requirements, and skilled in the use and implementation of the 4 core competency. Supplier implementation of the core competency is 100%, and planning documentation exists for continuous improvement. Supplier is knowledgeable of the requirements, and proficient in the use and implementation of the 5 core competency. Supplier implementation of the core competency in typical areas of focus is 100%. Supplier demonstrates innovative use and benefit of the core competency beyond the typical area of focus. A. Quality Management Systems A.1 APQP Execution Result A.1.1 The PPAP process is capable of meeting the customers expectations and the 0 format identified in the latest version of the AIAG PPAP Manual. A.1.2 Does the supplier have a system to manage PPAP? 0 A.1.3 Can the supplier demonstrate knowledge of the Process Flow Diagram? 0 A.1.4 Can the supplier demonstrate knowledge of the FMEA? 0 A.1.5 Can the supplier demonstrate knowledge of the Control Plan? 0 Are they tied numerically? A.1 Comments - Action Plan Link: A.2 Support Launch Activities A.2.1 Does the supplier understand each of the elements of the APQP Timing Chart? 0 Does the supplier have an established launch containment plan (GP-12, Extraordinary A.2.2 Launch, etc.)? 0 A.2.3 Does the supplier identify appropriate error proofing applications for the products 0 A.2 Comments - Action Plan Link: A.3 Manufacturing Quality A.3.1 Are there procedures in place to ensure that all documents & practices are controlled? 0 A.3.2 Are operator instructions in place, complete, and tied to control plans? 0 A.3.4 Are master parts in use and maintained? 0 A.3 Comments - Action Plan Link: A.4 Ability to conduct an appropriate and disciplined method of problem solving A.4.1 Does the supplier identify, categorize, and prioritize problems. 0 A.4.2 0 Does the supplier adapt the proper methodology to the type of problem, and select the appropriate problem solving tools? A.4 Comments - Action Plan Link: A. Quality A.5 Ability to proactively contain and solve problems in a timely manner A.5.1 Does the supplier have a process/procedure in place that isolates the effects of 0 known problems from the customer until permanent corrective action is implemented? A.5.2 Is there a process for the collection and utilization of data generated from the 0 containment process? A.5.3 0 Does the supplier utilize statisical methods to identify, contain, and resolve issues. A.5 Comments - Action Plan Link: A.6 Establish an active quality road map A.6.1 Does the supplier have a Quality Improvement Plan? 0 A.6.2 Does the supplier have a Layered Process Audit program? 0 A.6 Comments - Action Plan Link: A.7 System to support product warranty A.7.1 Does the supplier have an internal support process to resolve warranty issues? 0 A.7 Comments - Action Plan Link: Total 0 Avg. 0.0 A. Quality Evidence A. Quality A. Quality A. Quality A. Quality A. Quality A. Quality Cell: B5 Comment: A.1.1 APQP Execution - PPAP Process 1. There is an established champion who is accountable for PPAP process and performance. * Understands customers expectations * Reports process performance to Management * Develops continuous improvement plans 2. Employees are trained, knowledgeable, and accountable to the PPAP process and its relationship to the customers expectations. * The employees job description identifies responsibilities of the role as it relates to the PPAP process. 3. There is an established process or procedure capable of meeting the customers expectations for Production Part Approval Process (PPAP) submission. 4. PPAP documents are consistent with and appropriate to the AIAG, automotive, and/or customer formats including use of the AIAG APQP Manuals? Reference: Latest versions of the AIAG PPAP Manual Cell: B8 Comment: A.1.2 APQP Execution - PSO 1. Is the supplier's process consistent with and capable of understanding and meeting their customers expectations for PPAP? 2. Does the supplier use the appropriate AIAG and/or OEM customer formats including Run@Rate documentation? 3. Supplier utilizes the AIAG APQP checklists and they are available for review. 4. Supplier is capable of providing program timelines and they are available for review. Cell: B10 Comment: A.1.3 APQP Execution - Process Flow Diagram 1. Are Process Flow Diagrams used by the supplier? 2. Does the Process Flow Chart identify all process operations, inspections, transportation, and/or storage from receipt of raw material on through shipment of finished goods? 3. Is the Process Flow Chart numerically linked with the FMEA and Control Plan? Cell: B12 Comment: A.1.4 APQP Execution - FMEA 1. Are PFMEA(s) used by the supplier? 2. Are the PFMEA(s) created through the use of a multi-disciplinary team? A. Quality 3. Are the PFMEA(s) created with the use of prevention methods rather than detection methods? 4. Is the PFMEA numerically linked with the Process Flow Diagram and Control Plan? Cell: B14 Comment: A.1.1 APQP Execution - Control Plan 1. Does the supplier use Control Plans? 2. Is the Control Plan numerically linked with the Process Flow Diagram and PFMEA? 3. Does the Control Plan identify all significant characteristics identified either on the customer drawing or the PFMEA? Cell: B22 Comment: A.2.1 Support Launch Activities - APQP Process 1. Supplier has evidence of understanding and utilizing the Advanced Product Quality Planning (APQP) process. The supplier's APQP process is used to track and conduct all pre-launch activities. Supplier must utilize the AIAG APQP Checklists. 2. Supplier should keep all APQP documentation for each part or program in a single folder (either electronic or hard copies) for easy access and sharing of information with customer launch team. (It is most helpful if the binder is tabbed and follows the APQP Timeline/Checklist.) 3. The supplier has dedicated APQP/program mgt personnel, with all disciplines represented--program manager, product engineering, quality, tooling, process engineering, etc. 4. The supplier has an APQP training system in place. Cell: B24 Comment: A.2.2 Support Launch Activities - Containment Containment is accomplished through the deployment of additional controls in the supplier’s manufacturing process ("additional" meaning above the intended production process) to identify known or potential non-conformances. Additional temporary controls can include, but are not limited to: inspection audits, dimensional measurements, SPC requirements, part functionality checks, label verification systems, check fixtures and gages. The supplier should show evidence of understanding and utilizing these concepts. 1. The supplier should have documented procedures for early product containment activity including use of internal 8-Ds to address all non-conformities identified through the containment period. 2. The supplier should have documented evidence of removal of temporary controls including sign-off by management. 3. The supplier should have training available on the principles of containment. A. Quality Cell: B26 Comment: A.2.3 Support Launch Activities - Error Proofing 1. Error-proofing (also known as poka-yoke) and mistake-proofing are ways to prevent particular defects from being made and/or to detect defects so as to prevent them from being packed and shipped. These are typically designed into the process via the PFMEA development. The supplier should show evidence that these concepts are understood and utilized. 2. Strict final inspection processes are used in order to keep customer complaints low. Temporary countermeasures to problems are immediately put into place. 3. Employees are empowered to stop the process when a defect or abnormal condition occurs. 4. Defects are detected before being passed to the next process by operators who perform independent inspection and improvements. 5. Employees have been trained in the process of error proofing. 6. Jidoka (self-inspecting automated machines) and error proofing devices have been developed to build in quality at each step and to prevent defects at their source to prevent occurrence or recurrence. Cell: B33 Comment: 3.1.1 Manufacturing Quality - Document Control 1. Do controlled procedures exist for maintenance, installation and production? 2. Do controlled conditions include compliance with reference standards, codes, quality plans and documented procedures, including workmanship criteria? 3. Are qualification requirements for special process operations and associated equipment and personnel specified and are records maintained? 4. Does supplier initiate the appropriate reaction plan for unstable or non-capable characteristics (identified on the control-plan), and do appropriate records support it? 5. Does the reaction plan include containment and 100% inspection, responsibility assignment and customer approval? 6. Does the supplier inspect and test product as required by the quality plan (Control Plan) or the documented procedures? Cell: B35 Comment: A.3.2 Manufacturing Quality - Operator Instructions Key elements 1. Operation name and # keyed to process flow and control plan. A. Quality 2. Part name and #. 3. Current engineering change and # 4. All required tools, gages, and equipment. 5. Material Identification 6. Customer and supplier designated SCs. 7. SPC requirements. 8. Inspection and test instructions. 9. Revision date and approvals 10. Visuals aids 11. Tool change intervals and set-up instructions. 12. Reaction plans for non-conforming product including verification and disposition. Cell: B37 Comment: A.3.4 Manufacturing Quality - Master Parts 1. Are boundary samples (either pictorial or actual part) at the operation? 2. Are known defective masters available at each operation and used on a regular basis to validate error-proofing/poke-yokes? 3. Is evidence of these checks documented and available for review. 4. Are notices of recent customer or internal rejections posted at the operation? Cell: B44 Comment: A.4.1 Ability to Problem Solve - Identify, Categorize, Prioritize 1. The supplier has a process to identify and document problems (e.g., quality roadmaps, customer defects, scrap, line fallout, customer complaints, customer report cards, warranty, etc.) 2. The supplier has a process to categorize problems (e.g., design issues, process issues, customer issues, supplier issues, fishbone, 5M, etc.). 3. The supplier has a process to prioritize and resolve problems (e.g., Top 5, Pareto Charts, Operational Plan, Strategic Plan, 6-sigma, etc.) 4. Problem solving teams are assigned, trained, given authority and are working on at least the top issues; and they are achieving permanent root cause solutions. A. Quality Cell: B46 Comment: A.4.2 Ability to Problem Solve - Problem Solving Process 1. The supplier can demonstrate an systematic ability to adapt the proper problem solving methodology to the type of problem (e.g., Kepner-Tregoe Situation Appraisal, Problem Analysis, Decision Analysis, Potential Problem Analysis; fishbone, 8D, 5-Why's, etc.). 2. The supplier can demonstrate an understanding of each step of the appropriate systemic problem solving process? 3. The supplier has a clearly prescribed format for documenting the problem solving process and results. 4. The supplier can demonstrate the use of this information as lessons learned in their New Product Development (NPD) process, and/or as opportunities for continuous improvement (e.g., business systems, procedures, work instructions, corporate policies, etc.). Cell: B54 Comment: A.5.1 Containment - Process/Procedure 1. There is an established procedure/process which defines the steps required to fully contain issues in three primary areas: Customer facilities, distribution system, and the supplier manufacturing facility/warehouse. 2. The supplier understands and executes to customer expectations when it comes to Level I and II containment. 3. The supplier has the ability to create and verify work instructions for sorting activities and track those sorting results. 4. The supplier has the ability to sort product at their site, or contract a 3rd Party Sorting company. Level I containment is defined as additional controls implemented at the supplier’s location, upon Paulstra CRC request, following the identification of a supplier quality issue. The goal of this containment is to cleanse the entire system of any non-conforming material and to shield Paulstra CRC from receiving any additional defective product. The supplier is required to quarantine and sort all suspect product within their facility, at their subcontractors, in transit, and at Paulstra CRC facilities, and at any customer service parts location which may have parts in inventory. Cell: B57 Comment: A.5.2 Containment - Collection & Utilization of Data 1. There is an established process for the collection of containment data (e.g., roadmap, SPC charts, sorting reports, etc.). A. Quality 2. There is an established process to quickly initiate and verify corrective action to eliminate the issue (see A.4). Cell: B60 Comment: A.5.3 Containment - Statistical Methodology 1. The supplier can demonstrate knowledge and use of SPC and capability studies (variable and attribute). 2. The supplier can demonstrate knowledge and use of gage R & R. 3. Is there evidence that information relating to quality issues is communicated through use of lessons learned towards future programs and also reviewed against currently running programs? Cell: B67 Comment: A.6.1 Establish an active quality road map 1. There is an established champion who is accountable for internal PPM (IPPM) and customer return PPM (RPPM) performance improvement. * Understands internal and external (customers) expectations * Reports progress to plan to Management 2. Management reviews and monitors PPM and customer rejection data on a regular basis with action plans to address areas of concern. Cell: B69 Comment: A.6.2 Layered Process Audits 1. Supplier has a Layered Process Audit process in place that requires audits to be completed by all levels of management in the organization. 2. Is the Layered Audit Process actively managed and are all non-compliances resolved in a timely manner? 3. Does the supplier have a method for reporting performance including review by management? Cell: B76 Comment: A.7.1 System to support product warranty 1. There is an established champion who is accountable for customer warranty returns. * Understands internal and external (customers) expectations * Reports progress to plan to Management 2. There is an warranty reduction program with established goals. 3. Management periodically reviews and monitors warranty performance to established goals. 4. Information is communicated to Lessons Learned files. A. Quality A. Quality B. Commercial Systems Result Evidence B.1 Implement Lean Manufacturing Systems B.1.1 Is there evidence of the principles of 5S in the manufacturing facility? 0 B.1.2 Is there evidence that Visual Management is the method used in the manufacturing 0 facility to control and simplify work processes? B.1.3 Does the supplier have an active Continuous Improvement process to optimize 0 material, throughput labor, and overhead? B.1.4 Does the supplier utilize a one-piece flow process where possible? 0 B.1 Comments - Action Plan Link: B.2 Support Just-In-Time (JIT) Principles B.2.1 Does the supplier have an understanding of kanban? 0 Is kanban utilized at this facility? Yes No B.2.2 Is standardized work the method used to document work processes to improve 0 quality, efficiency, and safety? B.2.3 Is total productive maintenance (TPM) evident in the manufacturing process? 0 B.2.4 Is quick changeover practices being utilized and measured? 0 B.2 Comments - Action Plan Link: B.3 Meet Cost Reduction Criteria B.3.1 Does the supplier participate in cost reduction programs (VA/VE) with the Customer? 0 B.3 Comments - Action Plan Link: Total 0 Avg. 0.0 Cell: B5 Comment: B.1.1 Implement Lean Manufacturing Systems - 5s: 1. All employees are considerate of housekeeping; the plant is generally clear of all unnecessary waste and scrap. 2. All caution signs, exits, fire extinguishers and emergency procedures are clearly visible where they are needed. 3. Lines distinguish work areas and paths; tools, in-process inventory and machines are put in logical order. 4. There is "a place for everything and everything in it's place"; every container, floor space, tool and part rack is clearly labeled and easily accessed by the user. Cell: B7 Comment: B.1.2 Implement Lean Manufacturing Systems - Visual Management: 1. Employees can detect bad parts and remove them. 2. Job training, safety, kaizen, meeting, key measurable, problem solving boards are visible, up to date and showing continuous improvement. 3. Product Quality (returns, scrap, First Time Capability (FTC), SPC) and Productivity boards are updated immediately for each line or process; operators get immediate feedback on their performance. 4. Everyone can tell when things are normal or abnormal; they respond at once to abnormalities. Cell: B10 Comment: B.1.3 Implement Lean Manufacturing Systems - Continuous Improvement (CI): 1. Improvements have been made through major capital investments or new products. 2. Ideas for continuous improvements are asked from employees. 3. Employees have been trained in the basics of kaizen and have been affected by a kaizen project. Employees know the seven wastes (Overproduction, Waiting, Transportation, Processing, Overstock, Movement, and Defect), identify waste in their processes and work to reduce the waste. 4. There is a written and clearly communicated strategy for continuous improvement with the necessary resources and organization planned and implemented. Projects are structured and continuous; successes are recognized and expanded throughout the plant. 5. Are methods developed for evaluating the effectiveness of existing operations and processes, which consider the overall, work plan, appropriate automation, ergonomics and human factors, operator and line balance, storage and buffer inventory levels? 6. Does the supplier conduct scheduled audits of the packaged final product to verify conformance to all specified requirements? Cell: B13 Comment: B.1.4 Implement Lean Manufacturing Systems - One piece flow: 1. Workers are adequately trained to do the job they are assigned to do. 2. Part travel distances have been reduced by moving equipment closer together. 3. The machinery and stations are arranged in a "product" versus a "process" focus. 4. The plant incorporates autonomous machines (self-inspecting - shut down when a abnormality occurs, auto-loading and ejecting). 5. Processes are lined up to facilitate the flow of goods. All operators are trained and say they are able to do the work at each station in the cell or line. Machine / man ratios at each job are increasing. Cell: B20 Comment: B.2.1 Support Just-in-time (JIT) Principles - Kanban: 1 The target and actual hourly output is displayed for each manufacturing cell or line. 2 Plans for pull production are being made. Training for key management, materials and supervisors has been held. 3 Material movement is based on actual consumption; a "pull" signal is generated and communicated by the next operation. 4 Downstream processes are withdrawing kanban from upstream processes. 5 Withdrawal of kanban from downstream processes is being combined with ongoing improvement activities. Cell: B23 Comment: B.2.2 Support Just-in-time (JIT) Principles - Standardized work: 1. Operators individually do the job the same way and make few method errors. 2. Written operation sequences and procedures exist for some operations. 3. A standard sequence of operations focusing on quality and safety has been defined, posted and enforced for each operation. Operators are involved in setting the standards. 4. Standard operations are well-defined, frequently audited, followed completely, and constantly improved on. 5. All employees are concentrating on the goal of improving each process and resetting the standards - written standards are time dated and show significant improvements have been made. Cell: B26 Comment: B.2.3 Support Just-in-time (JIT) Principles - Total Productive Maintenance (TPM): 1. Machines are guarded for safety and locked out immediately when broken down. 2. Accurate and visible maintenance histories are kept up to date and posted near all equipment. 3. Preventive maintenance is practiced - key employees have been trained in the basics of Total Productive Maintenance (TPM); major and minor accidents rarely occur. 4. Preventive maintenance responsibilities are defined. Operators are doing daily tasks like checking, oiling and cleaning machines. Maintenance team is evolving from preventive to predictive abilities. 5. Company-wide preventive maintenance activities are practiced - available productive time on each machine is tracked and increasing. No machine breakdowns or accidents occur. 6. Has the supplier established and implemented a system for tool management that includes maintenance and repair facilities and storage, including tool change programs for tools, tool modification including tool design modification? 7. Is there a system for managing calibration for all equipment used in design and manufacturing. Cell: B28 Comment: B.2.4 Support Just-in-time (JIT) Principles - Quick Changeover: 1. Changeovers are scheduled and necessary employees have the schedule. 2. Management understands and accepts quick set-up as an important technique in implementing lean systems; quick changeover teams have received formal quick set-up reduction training. 3. Set-up activities have been recorded to allow for detailed analysis. 4. Quick set-up time (internal and external) is tracked visibly in the area where the set-up is done. 5. New set-up procedures have been standardized, documented and posted; all affected employees have been re-trained; production planning is using the reduced change-over times in planning. 6. Supplier established and implemented a system for tool management that includes maintenance and repair facilities and storage, including tool change programs for tools, tool modification including tool design modification. 7. Is calibration being carried out by the procedures, calibration records are maintained, and labels are clearly attached on the equipment. Cell: B35 Comment: B.3.1 Meet Cost Reduction Criteria: There is an established cost reduction program that supports the customer’s cost reduction initiates (PACT). Scoring for this question is as defined: Score PO to PO VA/VE Comment 0 0% 0% No participation 1 1% 2% Participation below minimum award winning levels 2 2% 3% Participation at minimum award winning levels 3 2.5% 4% 4 3% 5% 5 4% 6% Full participation in PO to PO reduction and VA/VE suggestions C. Materials Systems Result Evidence C.1 Release Management Systems C.1.1 Does the supplier have a system for contract review and customer interface? 0 C.1.2 Does the supplier have a system that reflects customer demand, is flexible, and has 0 minimal human intervention? C.1 Comments - Action Plan Link: C.2 Electronic Data Management C.2.1 Does the supplier have a process that allows for EDI to their suppliers with adequate 0 forecasting data? C.2 Comments - Action Plan Link: C.3 Material Management C.3.1 Does supplier have a management structure for materials processes? 0 C.3.2 Does the supplier have the system for ensuring 100% material availability to the 0 customer? C.3.3 Is there a performance reporting system for the supplier and for the sub-suppliers 0 C.3.4 Is delivery performance issues tracked and appropriate corrective and preventive 0 action(s) taken? C.3.5 Does the supplier have a process to identify all inventory (raw, wip, finished)? 0 C.3.6 Does the supplier have a process in place to ensure that intended material is 0 received, and shipped? C.3.7 Does supplier have a process in place to manage transportation? 0 C.3.8 Does the supplier have system in place to control inventory? 0 C.3.9 Does the supplier maintain records of raw, in process, and finished goods? 0 C.3 Comments - Action Plan Link: Total 0 Avg 0.0 Cell: B5 Comment: C.1.1 Release Management Systems - Customer Interface 1. The facility shall maintain a current list of appropriate contacts for management and support functions within the organization. This listing shall include name, fuction, contact method (e.g., phone number, pager number, email address, etc.), and hours of availibility. 2. Facility shall have a process to ensure that any potential problems that could impact the customer schedule are communicated as soon as they are identified. The facility shall inform customer(s) immediately of any material requirement information that appears erroneous. ( 3. Facility shall not dispose of nor rework tooling for past models or inactive parts without proper authorization by all affected customer(s). 4. The facility shall use interactive inventory management systems where they are available from the customer (e.g., DaimlerChrysler's SMART, Ford's DDL, internet applications). 5. Where returnable containers are used, the facility and trading partners shall work together to ensure that the number of returnable containers is adequate to support material flow requirements (inventories tracked and managed). 6. Alternate packaging should be agreed upon by the facility and the trading partner. There should also be a process to notify the customer when alternative packaging is being used. Cell: B7 Comment: C.1.2 Release Management Systems - Material System 1. Facility shall receive material requirement planning information and shipping schedules electronically. This information shall be processed directly into the facility's planning and scheduling systems to avoid manual transference of data between systems. 2. Facility's scheduling system shall be based on customer material requirements and the facility's shop floor constraints. Scheduling parameters must be maintained to correlate with each customer's requirements (i.e., inventory levels, supplier constraints, cum quantity shipped, standard pack, scrap rate, lead time, impact on transportation mode manpower and equipment resources, customer order method - kanban or cum-based) 3. Facility shall perform a comparison of its resources (e.g., material availability, human resources, capacity) and the customer's projected demand at a minimum of once per week. A process shall be in place that ensures prompt communication to the designated customer contact of any resource shortfalls, by part number, that could effect the customer operations. 4. The scheduling system shall ensure that sufficient material is available to cover final customer orders during part balance out/build out. Cell: B15 Comment: C.2.1 Electronic Data Management 1. Facility shall provide release data electronically for its subcontractors, including Logistics providers. 2. The frequency and the planning horizon of material requirements transmissions must be adequate for the commodity produced, account for the lead times associated with purchased parts and materials, and adhere to a known specified transmission timetable. 3. Facility and the supplier shall establish electronic communication to communicate shipment notification information from the supplier to the facility. Cell: B23 Comment: C.3.1 Material Management - Management Structure 1. Facility shall have a management structure that recognizes the importance of and places appropriate emphasis on the materials processes. That structure shall include assignment of responsibility for the establishment, implementation, and effective operation of the materials system. Regularly scheduled management meetings are recommended. 2. Management shall define and document a materials policy, including objectives, and implementation timetable, and a firm commitment to understand and meet customer needs. Management shall ensure that the materials policy is understood, implemented, and maintained throughout the organization. 3. Management shall provide structure and sufficient resources to ensure continuous improvement of systems, processes, and equipment. Cell: B25 Comment: C.3.2 Material Management - 100% Material Availability 1. Facility shall establish, document, and maintain an organized materials management system as a means of ensuring the customer receives the right quantity of the right type of product in the right container at the right time every time. 2. The facility shall maintain and effectively implement documented procedures based on the facility's stated materials management policy. These procedures shall be readily available and easily understood. 3. The facility shall possess a current material flow diagram for the facility. The diagram and other appropriate tools shall be used to optimize the flow of material through the operation, and actions shall be taken to continuously improve the layout of the facility to support optimization. 4. The facility shall have a contingency plan for the handling of emergency situations (such as computer system failures, telephone line outages, etc.). The process must ensure the ability to meet the customers part requirements as well as the communication of the emergency to the customer. Cell: B28 Comment: C.3.3 Material Management - Performance Reporting System 1. Key measurables relative to a facility's Materials organization shall be defined, tracked, and displayed for all employees to see. They shall be reviewed with senior management on a routine basis. 2. Facility shall have a process to ensure adequate performance levels and continuous improvement of the supplier's performance. Summarized information regarding the delivery and quality performance of suppliers shall be provided on at least an annual basis to the function responsible for sourcing suppliers. Cell: B30 Comment: C.3.4 Material Management - Corrective and Preventive Action 1. The facility shall respond immediately and appropriately to resolve problems identified by the customer. 2. The facility shall use a problem solving method to determine root cause(s) and prevent recurrence of materials problems. 3. The facility shall have a contingency plan for the handling of emergency situations (such as computer systme failures, telephone line outages, etc.). The process must ensure the ability to meet customer part requirements as well as the communication of the emergency to the customer. The process shall be validated on a regular basis. Cell: B33 Comment: C.3.5 Material Management - Material Identification 1. The facility shall have a process to ensure that all labels meet customer requirements, correctly identify all material in the facility, ensure adequate control of in-process labeling. In process product must be adequately differentiated. Where appropriate, use bar coding to identify and trace material. 2. Facility shall have a lot and serial traceability in place. There shall be a process for controlling partial lots. The process shall provide for the segregation of partial lots from other production and ensure that they are correctly accounted for in the material record and identified appropriately. 3. The facility shall have a process for ensuring that inbound materials have adequate revision controls (e.g., first in, first out (FIFO), lot numbering, adequate labeling). 4. Suppliers must be able to track product from receipt of raw material on through shipment of finished product. Cell: B35 Comment: C.3.6 Material Management - Receiving and Shipping 1. The facility shall have a process to ensure that goods or services received that required documentation. Each receiving transaction shall be uniquely identified to support problem resolution (e.g., supplier / shipment identification number [SID]). 2. Where incoming material is not accompanied by an electronic record of shipment content, such as an Advanced Shipping Notice (ASN), the facility shall have a receiving/verification process sufficient to ensure that the data entered in the receiving system matches the information on shipping documents. 3. The facility shall have a detailed process in place for resolving receiving discrepancies and freight damage. 4. The facility shall establish and use floor layout and visual controls to assist the receiving process. 5. The facility shall have a process to ensure complete and accurate data content of all ASNs. The shipment process shall ensure that each ASN is transmitted at the time of conveyance departure 6. The facility shall use a process to ensure that outgoing shipments comply with applicable regulations and customer specifications. All shipment paperwork (e.g., packing slips, bills of lading, customer declarations, Certificate of Origin, Shipping Export Declaration, etc.) shall be prepared to customer and government standards. Cell: B38 Comment: C.3.7 Material Management - Transportation 1. The transportation function shall supply the scheduling function with information on inbound transportation modes and associated transit times (lead time required). 2. The supplier should be able to provide the weight, volume, and configuration of the shipment to the carrier or Lead Logistics Provider (LLP) as needed. 3. Inbound parts/material should be tracked from time of shipment through receipt to allow for early detection and notification of material shortages. 4. Opportunities should be explored during the design phase that will allow for inbound conveyances to be reloaded with outbound product. 5. The shipping process shall ensure that the facility complies with customer transportation routings (carrier and mode), and government regulatory requirements. Cell: B40 Comment: C.3.8 Material Management - Inventory Control 1. There shall be systems in place that facilitate access to and management of all levels of inventory - finished goods, raw materials, and all levels of work-in-process (WIP). This should include inventory being stored/processed at off-site facilities. 2. The facility shall have a process to ensure the appropriate identification of all unusable or damaged material (obsolescence, scrap, returns, rejections, etc.). Storage and holding areas shall be clearly marked and easily distinguishable. 3. The facility shall possess a current material flow diagram. Physical inventory flow shall be designed to support FIFO where applicable. 4. The facility shall have a process to ensure physical inventory counts, if performed, are accurately reflected in inventory records. 5. The facility shall have one integrated system encompassing both perpetual inventory and associated financial functions to ensure that inventory transactions and balances are accounted for properly. Cell: B42 Comment: C.3.9 Material Management - Material Records 1. Facility shall maintain and use accurate records of in-process, finished goods, purchased parts, and raw material inventory. This information shall serve as the basis for the facility's materials management system. 2. The facility shall have an effective program for ensuring record integrity. 3. The facility shall have a process to record and input off-line data in timely manner. D. Engineering Systems Result D.1 Product Data Management Systems D.1.1 Does the supplier manage all product data and control documentation? 0 (I.e. drawings, FMEA, etc.) D.1.2 Can the supplier coordinate engineering design changes in regard to tools, part 0 submission, inventory management, sample runs, etc., using appropriate electronic tools? D.1 Comments - Action Plan Link: D.2 Understanding of properties of Paulstra products D.2.1 Does the supplier understand automotive standards and specifications, and incorporate 0 this information into the product design? D.2.2 Does the supplier have materials and product testing capabilities to assure ongoing 0 conformance to material, legal, and performance specifications? D.2 Comments - Action Plan Link: D.3 Innovation D.3.1 Does the supplier have a process to develop and implement product innovation? 0 D.3 Comments - Action Plan Link: D.4 Prototyping D.4.1 Does the supplier have a process to develop prototypes? 0 D.4 Comments - Action Plan Link: Total 0 Avg 0.0 Evidence Cell: B5 Comment: D.1.1 Product Data Management Systems 1. Supplier should show evidence of a document control system (initiated by new business award or Engineering Change). Included must be change control for CAD/Engineering data, drawings, gages, fixture, tools, as well as other documentation such as DFMEAs, and all work instructions, procedures, inspection instructions, and set-up sheets. Cell: B8 Comment: D.1.2 Product Data Management Systems - Coordinate Engineering Changes 1. Supplier should show a process for coordinating and documenting customer (Paulstra) approval prior to the implementation of any Engineering or Design change. 2. Supplier should show evidence for the ability to coordinate the following with the customer, when initiated by an Engineering Change (whether a running change or with obsolescence): tooling modifications, process changes, bank build, sample run, and timely part submission. 3. The latest authorized drawing and/or any other engineering specifications are on-site at the supplier. 4. The proper engineering change level is being shipped and reflected on the label for any particular part(s). 5. The control plan does not conflict with the drawing / engineering documents for any particular part(s). 6. A formal customer deviation is in place wherever there is a discrepancy between the part being shipped and the drawing and/or other applicable specifications. Cell: B16 Comment: D.2.1 Understanding of properties of Paulstra products - Standards/Specifications/Guidelines 1. The supplier is aware of and have access to typical automotive or governmental standards, specifications, or guidelines. 2. The supplier understands the correlation/importance of the standards or specifications to the requirements (environmental, safety, service, warranty, life expectancy, packaging, legal, GD &T, etc.) of the customer and/or consumers end product. 3. The supplier utilizes these standards or specifications in the new product development process to verify and validate conformance to customer requirements. Cell: B19 Comment: D.2.2 Understanding of properties of Paulstra products - Testing 1. The supplier has an established test budget. 2. The supplier has dedicated and adequate equipment and facilities for all test activity or has the ability to oursource the testing to a certified organization. 3. The supplier has a dedicated organization and staff to support testing activities. 4. The supplier has an established procedure for all testing activities, including outsourced testing. All outsourced testing to be complete by qualitified A2LA labs. 5. The supplier has evidence of test documentation including setups, methods, data, and final verification or validation results to requirements. 6. The supplier has a process to track, perform, and document ongoing conforming product testing. Cell: B27 Comment: D.3.1 Innovation 1. The supplier has an established R & D or New Product Development (NPD) budget. 2. The supplier has dedicated equipment and facilities for all R & D or NPD activity. 3. The supplier has a dedicated organization and staff to support R & D or NPD activities. 4. The supplier has an established R & D or NPD process. 5. The supplier has evidence of conducting and using benchmarking data in the R & D or NPD process. 6. The supplier takes advantage of understanding the capabilities and technologies (automotive and non-automotive) of their extended enterprise for R & D or NPD product development. 7. The supplier has evidence of patent applications, and/or awards protecting the propietary knowledge and intellectual property. 8. The supplier has a process for communicating (technology presentations, trade shows, joint product development, customer VA/VE activities, etc.) new R & D or NPD products to the customer. 9. The supplier has evidence of successful implementation, at the customer, of products developed through the R & D or NPD process. Cell: B34 Comment: D.4.1 Prototyping 1. Supplier should have internal or external capability to create rapid prototypes. 2. Supplier should have a procedure/process to manage and control prototypes (Patent protection, confidential labels, security, etc.). E. Leadership Result E.1 Health and Safety E.1.1 Does the supplier have a proactive health and safety plan? 0 E.1.2 Does the supplier measure and utilize a safety incident rate? 0 E.1.3 Is there an established audit process for conformance to procedures? 0 E.1 Comments - Action Plan Link: E.2 Customer Interface System E.2.1 Does the supplier visit customer facilities on an established schedule? 0 E.2 Comments - Action Plan Link: E.3 Strategic Plan E.3.1 Does the strategic plan includes as a minimum a 5 year sales and growth plan? 0 E.3.2 Does the supplier’s strategic plan drive the operational plan? 0 E.3.3 Is the supplier's strategic plan and operational plan understood and integrated by its 0 operating teams? E.3 Comments - Action Plan Link: E.4 Operational Plan E.4.1 Does the supplier have systems in place that support customer defined Metrics? 0 E.4.2 Are there regular metrics reviews that link to goals as defined in the strategic plan? 0 E.4 Comments - Action Plan Link: E.5 VDA / ISO/TS 16949 E.5.1 Does the supplier carry out internal quality system audits as planned and address 0 the issues? E.5 Comments - Action Plan Link: E.6 Training and Development Plans E.6.1 Does the supplier have a training matrix listing all levels of personnel and their 0 core competencies? E.6.2 Does the supplier have an effective training and development system? 0 E.6 Comments - Action Plan Link: E.7 Supply Base Management skills E.7.1 Does the supplier have defined performance measurables for its suppliers? 0 E.7.2 Has a problem-resolution process been developed and maintained to manage, 0 contain, and prevent supplier issues? E.7.3 Does the supplier have a process to evaluate and develop their supply base? 0 E.7 Comments - Action Plan Link: E.8 Staff Resource Plan E.8.1 Does the supplier have a staff resource plan? 0 E.8 Comments - Action Plan Link: E.9 Minority Business Development E.9.1 Does the supplier understand and support minority business development? 0 E.9 Comments - Action Plan Link: E.10 Environmental Management System E.10.1 Does the supplier have a defined environmental management system, recycling, 0 waste management, hazardous materials management? E.10 Comments - Action Plan Link: E.11 Program Management System E.11.1 Does the suppliers have a defined program management system? 0 E.11 Comments - Action Plan Link: Total 0 Avg 0.0 Evidence Cell: B5 Comment: E.1.1 Health and Safety - Plan 1. There is an established corporate health and safety policy. 2. There are identifiable and visual health and safety goals and measurements. 3. A Health and Safety Champion exists. 4. Procedures and employee operating instructions (e.g., emergency preparedness, fork lift safety, confined space, lockout/tagout, etc.) exist and are controlled. 5. Internal and external training requirements are established and tracked (e.g., Orientation, on-the- job, first aid, hazardous waste, CPR, etc.). 6. Personal protective equipment is provided and budgeted. Cell: B7 Comment: E.1.2 Health and Safety - Incident Rate 1. Incidents are measured (e.g., incidents/100 employees), tracked, and reported. 2. Incident investigations are conducted to identify root causes. 3. Issue corrective actions are implemented and verified. Cell: B9 Comment: E.1.1 Health and Safety - Audits 1. There are regular scheduled internal and/or external audits to procedures and operating instructions. 2. There is a regular scheduled management review of progress to goals. 3. There is a regular scheduled (minimun annual) review (and update) of the policy and plan. Cell: B16 Comment: E.2.1 Customer Interface System 1. The supplier should have a written plan (Supplier visits should be proactive and address quality, delivery, launch and engineering) for customer visits or communication (phone calls, faxes, email, etc.). 2. The supplier documents (journals, open issues lists, action plans, etc.) and reports results of all visits to management. 3. Evidence exists that the data collected by field engineers or representatives is used in the problem solving process, and is the basis for supplier continuous improvement activities. Cell: B23 Comment: E.3.1 Strategic Plan - Plan 1. There is a human resource plan which addresses people development, core competencies development or needs (to support growth), etc.. 2. Identifies and establishes Capital expenditure and R & D Plans. 3. Identifies regional and global expectations and expansion. 4. Identifies and establishes planned changes in core competencies or capabilities. Cell: B25 Comment: E.3.2 Strategic Plan Cell: B27 Comment: E.3.3 Strategic Plan Cell: B35 Comment: E.4.1 Operational Plan - Metrics 1. The supplier displays and/or reports easily understood objectives and priorities, visible to all managers and employees, and ensure that all employees are empowered to effectively support the objectives of the Operational Plan. Cell: B37 Comment: E.4.2 Operational Plan Cell: B44 Comment: E.5.1 VDA / ISO/TS 16949 1. A champion is identified and accountable to performance. 2. Internal and external audits are conducted and appropriate action plans exist. 3. Internal and external action plan performance status is tracked, verified, and reported. 4. Evidence of continuous improvement or changes exist through employee suggestions, process improvements, or organizational restructuring. Cell: B52 Comment: E.6.1 Training and development plans - Training Matrix 1. Job descriptions and/or work instructions exist for each position, and the job description and/or work instruction identifies the responsibilities and core competencies for that position. 2. The training matrix contains the following components: * Identifies the job description and/or work instruction * Lists the individuals responsible to the job description and/or work instruction * The core competencies for the job description/work instruction * Ranking/rating of employees capabilities relative to the responsibilities and competencies for the job description and/or work instruction. Cell: B55 Comment: E.6.2 Training and Development Plans 1. Each employee understands the expectations of the position (job description, training matrix and plans, skills, knowledge, competencies, attitude, company values). 2. A training plan and budget exists for each employee. Training plan focus is first on capability gaps identified from the training matrix. Second focus is employee development above and beyond those skills required for their current responsibilities. 3. The supplier has an active Leadership and Mentoring training program/policy/practice. 4. Effectiveness of the training is measured through a employee skill gap analysis audit prior to, and after the training. 5. Successful completion of the training is identified (date) on the employees training matrix. 6. Employee evaluations are based on performance to expectations and the "supplier" way of doing business (training plan and opportunities, job measures, evaluation system, etc.). 7. Supplier organization fosters employee satisfaction and commitment to organizational goals by building and supporting open communication, trust, teamwork, leadership, mentoring, and personal improvement. Cell: B62 Comment: E.7.1 Supply Base Management Skills - Supplier Measurables 1. There are defined supplier measurables. 2. There is a system or process in place to track supplier performance to the measurables. Cell: B64 Comment: E.7.2 Supply Base Management Skills - Supplier Issues 1. There is an established supplier issue resolution process/procedure/system. 2. Supplier performance to issue resolution is tracked and reported. Cell: B67 Comment: E.7.3 Supply Base Management Skills - Supplier Development 1. There is an established system or process in place to assess a suppliers capabilities prior to sourcing of new business. 2. There is a system or process to communicate (minimum quarterly) the suppliers performance relative to expectations. 3. Supplier development/improvement plans are created and implemented for all key suppliers. 4. Supplier performance (actual or improvement plans) is used to determine the conditions as to whether the supplier is under consideration for any new business award. 5. There is a system in place to create awareness and reinforcement for positive supplier performance (supplier recognition letters, awards, etc.). Cell: B74 Comment: E.8.1 Staff Resource Plan 1. Overtime is not used as a long-term solution for staffing requirements. 2. A process exists for establishing resource requirements (facilities, technical staffing, operational staffing, etc.) due to increasing (new programs, mergers, acquisitions, etc.) or decreasing organizational sales or market share. 3. There is a procedure for acquiring additional resources (new facilities, staff, etc.) when needed and there is upper management support when resource needs are justified. 4. Employee retention and succession plans exist for all key personnel. 5. Benefit and compensation analysis/studies are completed and used to support recruiting and retention activities. Cell: B81 Comment: E.9.1 Minority Business Development 1. The supplier has an established Minority Business Development Champion. 2. The supplier has a Minority Business Development plan, which identifies short and long term goals. 3. The supplier Minority Business Development plan supports customer's goals, as well as, the supplier corporate Operational and Strategic Plans. Cell: B88 Comment: E.10.1 Environmental Management System 1. The facility(s) shall have a process to ensure compliance with all applicable safety an environmental relations, including those concerning handling, recycling, or disposing of hazardous materials. Appropriate certificates or letters of compliance should be available to prove conformity with these regulations. Cell: B96 Comment: E.11.1 Program Management System 1. Supplier has dedicated program management personnel. 2. Supplier utilizes a documented Advanced Quality Planning type system (preferably tied into AIAG's APQP--see Sect. A.2.). 3. Supplier has program management training in place. 4. The supplier has a method of identifying and tracking key program deliverables, including internal milestones. 5. The supplier has a method of tracking R&D costs to assure that programs are within budgets. 6. The supplier has a communication plan (design/phase exit reviews, issues list, etc.) that keeps the external customer and internal company executives updated on any program issues or concerns. Quality Mgt Systems Action Plan 0 0 Core Competency Champion: A.1 APQP Execution Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date A.2 Support Launch Activities Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 51 of 66 2/14/2012 Quality Mgt Systems Action Plan 0 0 Core Competency Champion: A.1 APQP Execution A.3 Manufacturing Quality Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date A.4 Ability to conduct an appropriate and disciplined method of problem solving Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 52 of 66 2/14/2012 Quality Mgt Systems Action Plan 0 0 Core Competency Champion: A.1 APQP Execution A.5 Ability to proactively contain and solve problems in a timely manner Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date A.6 Establish an active quality road map Key Competency Champion: #REF! Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 53 of 66 2/14/2012 Quality Mgt Systems Action Plan 0 0 Core Competency Champion: A.1 support product A.7 System toAPQP Execution warranty Key Competency Champion: #REF! Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 54 of 66 2/14/2012 Commercial Systems Action Plan 0 0 Core Competency Champion: B.1 Implement Lean Manufacturing Systems Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date B.2 Support Just-In-Time (JIT) Principles Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 55 of 66 2/14/2012 Commercial Systems Action Plan 0 0 Core Competency Champion: B.3 Meet Cost Manufacturing Systems B.1 Implement Lean Reduction Criteria Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 56 of 66 2/14/2012 Material Systems Action Plans 0 0 Core Competency Champion: C.1 Release Management Systems Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date C.2 Electronic Data Management Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 57 of 66 2/14/2012 Material Systems Action Plans 0 0 Core Competency Champion: C.1 Release Management Systems C.3 Material Management Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 58 of 66 2/14/2012 Engr Systems Action Plan 0 0 Core Competency Champion: D.1 Product Data Management Systems Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date D.2 Understanding of properties of Paulstra products Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 59 of 66 2/14/2012 Engr Systems Action Plan 0 0 Core Competency Champion: Data Management Systems D.1 Product D.3 Innovation Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date D.4 Prototyping Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 60 of 66 2/14/2012 Leadership Action Plan 0 0 Core Competency Champion: E.1 Health and Safety Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date E.2 Customer Interface System Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 61 of 66 2/14/2012 Leadership Action Plan 0 0 Core Competency Champion: E.1 Health and Safety E.3 Strategic Plan Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date E.4 Operational Plan Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 62 of 66 2/14/2012 Leadership Action Plan 0 0 Core Competency Champion: E.1 Health and Safety E.5 VDA / ISO/TS 16949 Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date E.6 Training and Development Plans Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 63 of 66 2/14/2012 Leadership Action Plan 0 0 Core Competency Champion: E.1 Base and Safety E.7 Supply HealthManagement skills Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date E.8 Staff Resource Plan Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 64 of 66 2/14/2012 Leadership Action Plan 0 0 Core Competency Champion: E.1 Health and Development E.9 Minority Business Safety Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date E.10 Environmental Management System Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 65 of 66 2/14/2012 Leadership Action Plan 0 0 Core Competency Champion: E.1 Health and Safety E.11 Program Management System Key Competency Champion: 0 Target Comp. Item Issue Action Champion Start Date Date Date 3b2c03c3-8c4b-483b-9f8e-bae1bbbf12ec.xls 66 of 66 2/14/2012
"Supplier Assessment Survey - Paulstra CRC - Purchasing"